Podcasts about four disciplines

What if the key to becoming a more impactful leader had less to do with strategy—and everything to do with presence? In this powerful episode, Lisa McGuire is joined once again by Jim Huling, executive coach and co-author of the best-selling book The Four Disciplines of Execution. Together, they explore what it means to lead with humanity, especially in a time when workplaces are craving connection, meaning, and authenticity more than ever. Jim breaks down how leadership has evolved—from the old days of command-and-control to today's growing need for purpose-driven, human-centered leadership. With four decades of experience, he shares real stories, thoughtful insights, and practical ways leaders can begin to build trust, foster engagement, and create meaningful cultures—starting now. From the power of a handwritten note to the simple question every team member is asking (“Does what I do matter?”), this episode is a reminder that leadership isn't about authority—it's about impact. Whether you lead a team of five or five thousand, this conversation will challenge and encourage you to lead in a way that's not only more effective—but deeply human.   Key Takeaways The best leaders connect before they correct. “No involvement, no commitment” — people support what they help create. Trust and psychological safety drive real performance. Small gestures, like handwritten notes, leave lasting legacies. Authentic leadership is about being, not just appearing. Every employee wants to feel like they matter—and that someone cares. Culture lives in daily behaviors, not in a framed mission statement. Your energy and rituals set the emotional climate for your team. Leading others well starts with leading yourself well. Your legacy will be defined by how you led, not what you achieved.   CONNECT WITH JIM LINKEDIN: https://www.linkedin.com/in/jimhuling/   CONNECT WITH LISA Next Steps to the New You: https://go.lisamcguire.com/next-steps-to-the-new-you  Instagram: @iamlisamcguire Facebook: @iamlisamcguire LinkedIn: https://www.linkedin.com/in/lisa-mcguire/  YouTube: https://www.youtube.com/@iamlisamcguire 

This is the 7th episode of season four. I started this season in January of 2024. My intent was to document the process of writing a book. But even though this season is over a year long, there have only been 7 episodes, and that's because I took a 9 month break. I want to talk more about what happened during that break, and how I was derailed from my plans, and how I recovered. The Four Disciplines of Execution [affiliate link] On Writing Well [affiliate link] by William Zinsser Swimming in Tech Debt (my book) Help This Book (book sharing platform) Useful Books Community Transcript

But even with all of that new writing, a lot of the ideas and content are drawn from my blog. That's what I want to talk about today -- How I started this project by reviewing and gathering my work. My first step, at the end of 2023, when I decided that I wanted to write a book, was to immerse myself in my own writing, so I just read my blog. I just read all of the posts. Season 4 started with The Four Disciplines: 1, 2, 3, and 4 The Four Disciplines of Execution [affiliate link] Write While True Episode 13: New Ideas where I talked about ... ... A Technique for Producing Ideas [affiliate link] Morning Pages Write While True Episode 1: Training to Unblock Yourself Write While True Episode 19: Prompt Your Morning Pages Smart Notes Write While True Episode 2: Small Bits of Writing Journals Write While True Episode 21: Dedicated Journals Write While True Episode 22: Harvesting Journals Assembling first drafts Write While True Episode 3: First Drafts Transcript

My intention after episode 43 was to follow along the process of writing the book and share what I learned along the way. But, a few things happened that derailed me (in a good way). The Four Disciplines of Execution [affiliate link] Write While True Episode 23: Take a Break Taking a Successful Break Swimming in Tech Debt Follow-up on my Tech Debt Article in The Pragmatic Engineer Newsletter transcript

“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months” is going to share how to get more done in less time. He will take us into this execution system he developed while also sharing easy to implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision. You will learn tactical steps that you can use today to move closer to the life you desire. Loved this conversation so much! Please be sure to share it with your friends who would benefit from this information. Also be sure to subscribe on Apple Podcasts so you don't miss an episode. Resources Mentioned: JOIN THE NEWSLETTER + Receive A List of 52-Selfcare Tips CONNECT WITH MICHELE ON IG Buy Michele's Book, Design a Life You Love Brian's Book: The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months Brian's website – https://12weekyear.com/ – Thank you for listening to the show! WHAT YOU'LL LEARN: Why the 12 week year is an execution system and how that helps you get more done in less time. It's not enough to know. You have to execute. Knowledge is only powerful if you act on it. Get out of the annual environment. With this program, you are going to stop after 12 weeks and that is your year. Measure your success or failure and measure the progress and then go again. It's a fluid process. You can use this professionally or personally. You can do anything for 12 weeks and then decide is that somethingI want to do again. Your vision is you're why. Your goals NEED to align with the vision. At the goal level, know the difference between goals and tactics and outcomes and actions. The actions we have control over. Goals are outcomes. Make sure at the goal level that is measurable – it's an outcome. Determine what are the most important actions. Most plans are conceptual not tactical. You need to spell out the specific actions and focus on “less is more”. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. The difference between a habit and routine is key. Ex, going to the gym is a routine not a habit and routines are what drive success. How you begin and end your day needs a routine. The key is to start off positive. End your day with gratitude. How to manage time. Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week. No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE. B. Buffer Blocks – these are designed to deal with the emails/low level stuff. Ex, I return calls between 4-5pm. Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge. The Four Disciplines of the 12 Week Year   Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” Guest Bio: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. His client list includes industry leaders like Allstate, Aon, Becton Dickinson, Dunkin' Brands, Keller Williams, Mass Mutual, Medtronic, Merrill Lynch, Meritage Homes, Nationwide, New York Life, Papa Johns Pizza, Prudential State Farm and Taylor Made just to name a few.

Join us as we dive deep into the exciting world of AI, automation, and fractional leadership with William Christensen, Founder and CEO of Entrepreneurs Apprentice.This conversation is about streamlining processes, leveraging new technology, and thriving in the modern business landscape. From building automation strategies to creating impactful communities for leaders, this episode is packed with actionable insights for entrepreneurs and business enthusiasts alike.Key Takeaways00:00:00-00:00:00 - Introduction to hiring challenges and lessons learned in scaling teams.04:17:04-05:03:29 - Will Christensen's journey and the evolution of automation tools.05:55:28-07:02:00 - Learning to use AI effectively: The key to staying ahead in the market.10:24:05-12:31:08 - Failures in automation: Common mistakes and how to avoid them.14:05:44-17:06:50 - Hiring strategies: Removing bias and evaluating candidates objectively.18:31:38-20:03:25 - Benefits of fractional leadership for both companies and executives.22:31:38-25:03:05 - Bias in hiring: Choosing similarity over qualification.25:03:10-30:12:47 - Creating structured rubrics and tests to remove subjectivity in hiring.32:31:08-36:17:50 - When to hire: Avoid making decisions under pressure.39:13:29-41:01:38 - Leveraging systems to focus on high-impact goals and accountability.50:06:54-53:21:30 - Automation Hunter and the search for transformative technology.Tweetable Quotes"An interview is a poor predictor of success. Bias leads us to hire familiarity, not ability." – Jeff Mains"Automate only after doing it manually five times. If it's not repetitive, it's not worth automating." – William Christensen"AI won't take your job; someone who uses AI better than you will." – Scott Galloway (via William Christensen)"Growth happens when you take 20% of your time and focus on what matters most, not just the whirlwind." – William Christensen"The future of business development lies in AI matchmaking, connecting solutions to problems faster than ever." – William ChristensenSaaS Leadership LessonsInterviews Are BiasedInterviews often fail to identify the best candidates because biases skew decision-making. People tend to hire those similar to themselves rather than the most qualified.Automation Needs StructureAutomate only after understanding the process fully. The "15-1-1-5 Rule" suggests automating tasks that take more than 15 minutes a day, an hour a week, or an hour a month but only after manually completing them at least five times.Fractional Leadership Benefits StartupsFractional executives provide high-level expertise at a fraction of the cost, enabling startups to access experienced leadership without overextending their budgets.Adopt Systems for ScalabilityImplementing frameworks like the Entrepreneurial Operating System (EOS) and the Four Disciplines of Execution (4DX) can streamline operations and ensure alignment across teams.AI is a Tool, Not a ReplacementSuccess in the AI era requires learning to use AI effectively. It's not AI replacing jobs but those who master it outpacing others.Future of Biz Dev: AI MatchmakingBusiness development will shift from cold outreach to AI-driven matchmaking, where autonomous agents connect solutions to problems efficiently.Guest Resourceswill@equityhammer.comWebsite: https://equityhammer.com/Linkedin:...

In this episode, I explore the principles outlined in 'The Four Disciplines of Execution' by Chris McChesney, Sean Covey, and Jim Huling. I emphasize the importance of focusing on a few wildly important goals, acting on lead measures, maintaining a compelling scoreboard, and creating a cadence of accountability to achieve success. The discussion highlights how discipline and execution can lead to personal and organizational effectiveness, urging listeners to prioritize what truly matters in their lives. - See discounts for all the products I use and recommend: https://everybodyspod.com/deals/ - Shop For Everybody  Use code SFE10 for 10% OFF

In this episode of the Measure Success Podcast, Jim Huling shares the secrets behind the Four Disciplines of Execution (4DX). With years of experience implementing 4DX across thousands of teams, Jim discusses how narrowing focus, leveraging leading measures, and creating accountability can lead to outstanding results. Hear his valuable tips for building a disciplined team environment that achieves success beyond expectations. Podcast Sponsor: Oswego Private Wealth Management  Is it your turn to be a podcast sponsor? Find out how!     Listen in and apply these strategies to enhance your organization's focus and engagement!   Connect with Jim: Website:  http://jimhuling.com  LinkedIn: LinkedIn.com/jimhuling   Where to find Carl: https://40strategy.com https://www.linkedin.com/in/carljcox/ https://www.instagram.com/carljcox40/ https://x.com/40Strategy  

https://youtu.be/PNqjNp2YGFA David Achata, Founder of Achata Coaching, Inc., is driven by his mission to help leaders multiply the best of who they are by fostering self-awareness and intentional growth. We learn about David's journey from high-energy workaholic to leadership coach, shaped by personal challenges and a deep desire to help others become healthier, more effective leaders. The guest explains his Four Disciplines of Retreating framework, which includes going away alone, with a guide, with your team, and with your family. David emphasizes the importance of self-reflection, cultivating social resilience, and building strong personal connections to enhance leadership effectiveness. --- Multiply Who You Are with David Achata Good day, dear listeners Steve Preda here with the Management Blueprint podcast and my guest today is David Achata, the Founder of Achata Coaching, Inc., a leadership and team development coach, trainer, facilitator, and speaker. David is also the author of two best-selling books on business leadership, including the latest one, Executive Retreats for Busy Business Leaders. David, welcome to the show. Thank you, Steve. I'm so excited to be here. I love the energy you're bringing. I'll try to keep up with you. So let's start with your personal “Why,” because you have a very powerful one. What is it and how do you manifest in your business? What's your journey that lead to your point of manifesting right in your business? Yeah, my message, Steve, is that you multiply who you are. So pay attention to that. Do you even know who you are? Typically when we meet people, we ask questions like, what's your name? What do you do? That kind of thing. But I promise you, if you really want to stump people, ask them a question like, who are you? And see what they say. And so I break that one out at parties every so often and about 60 to 70 percent of time people can't answer it So my message is know who you are. You're gonna multiply the best and the worst of who you are and so that's what my latest project is about but my journey toward the work I do today as a coach and as a consultant, as an author and a speaker is I am the classic overachieving, high-energy, workaholic, can't-turn-off-my-mind type of person. It was probably seven or eight years ago now when I was working in a worldwide semiconductor company in California, amongst some other companies. And what happened was that my mother, who had cancer, had come back and there's nobody to take care of her. So I had a client out in North Carolina. I thought I would go check on my mom on the way to the client. And so instead of flying like normally what I brought my family, I said, hey, let's do a road trip. And what happened was we just found that she was in much worse condition than we thought. And what I thought would be a two-week visit turned into six months. And it was in that six-month process of isolation, time away from my family, trying to manage a business and still work with clients for a while, I couldn't keep it up, that I really had to come to grips with the fact that I had a mind problem, I had a me problem, and that I couldn't turn off constantly thinking myself into the future and implications of what might happen if I failed or something went wrong. And so by the time my mother passed away, I went back to California thinking my mind and my work and my life would just snap back into normal and I would keep on going like I had before. But instead I started getting lost, walking down the street, driving down the highway, forgetting things. I couldn't find the dishes in my own cabinets. And this type of thing happened to me off and on for about six months. And as I got into some help and started digging into my own personal story, I realized that I had a really big issue and it was that I was overly responsible. So I took on too much all the time for everyone. And my work only intensified my natural propensity to want to fix problems...

David Achata, Founder of Achata Coaching, Inc., is driven by his mission to help leaders multiply the best of who they are by fostering self-awareness and intentional growth.   We learn about David's journey from high-energy workaholic to leadership coach, shaped by personal challenges and a deep desire to help others become healthier, more effective leaders. The guest explains his Four Disciplines of Retreating framework, which includes going away alone, with a guide, with your team, and with your family. David emphasizes the importance of self-reflection, cultivating social resilience, and building strong personal connections to enhance leadership effectiveness.   (0:35) David's personal Why (6:17) The 4 Disciplines of Retreating (31:18) Connect with David   Links and Resources David's LinkedIn  Achata Coaching  Executive Retreats for Busy Business Leaders: How to Achieve More by Working Less by David Achata  Test-drive the Summit OS® Toolkit: https://stevepreda.com/summit-os-toolkit/ Management Blueprint® Podcast on Youtube https://bit.ly/MBPodcastPlaylistYT  Steve Preda's books on Amazon https://www.amazon.com/stores/author/B08XPTF4ST/allbooks  Follow video shorts of current and past episodes on LinkedIn https://www.linkedin.com/company/stevepreda-com/

In this episode, Valadez Sensei, along with two of his deshi, revisits and expands upon his ascetic prescriptions, The Four Disciplines. Please donate toward our efforts via Patreon. Your assistance is greatly needed and greatly appreciated. Join our Entry Membership Tier for only $5/mo to gain access to all of our continuing content: www.patreon.com/SenshinCenter Our book is purchasable here: https://www.amazon.com/dp/B0CP6PJ74X?ref_=cm_sw_r_cp_ud_dp_A4XTVJCZNTPS4W7R1816_1 Please visit our website for additional information, writings, and videos: www.senshincenter.com Please follow us on Facebook: https://www.facebook.com/senshincenter Please subscribe to our YouTube Channel: https://www.youtube.com/user/senshinone

Roy Morgan, CEO of Eagle Medical, shares his unique journey in the MedTech industry, starting from a pivotal one-question interview in 1997 that set the trajectory of his career. He reflects on his experiences in leading groundbreaking projects, emphasizing his deep-seated desire to improve and save lives. Roy's approach to leadership is both inspiring and intellectual, demonstrating a commitment to excellence and a profound understanding of the impact of his work.  Guest link: www.eaglemed.com Charity supported: Sleep in Heavenly Peace Interested in being a guest on the show or have feedback to share? Email us at podcast@velentium.com.  PRODUCTION CREDITS Host: Lindsey Dinneen Editing: Marketing Wise Producer: Velentium   EPISODE TRANSCRIPT Episode 030 - Roy Morgan [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. [00:00:51] Hello, and welcome back to The Leading Difference podcast. I'm your host Lindsey, and I'm so excited to be speaking with my guest today, Roy Morgan. Roy has had a distinguished career at multiple medtech corporations. His experience includes team building, platform strategy, intellectual property filings, project management, budgeting, and scheduling. His project design and engineering skills are highly sought after in the medical device field, and Roy has a BS in Mechanical Engineering, a BA in Semiotics from Brown University, as well as a degree in project management from the University of California at Berkeley. Roy currently serves as the CEO of EagleMedical. [00:01:32] Roy, thank you so much for being here. [00:01:34] Roy Morgan: Well, it's wonderful to be here, and thanks for having me. [00:01:36] Lindsey Dinneen: Course. Well, I would love if you don't mind starting off by sharing a little bit about yourself and your background and what led you to MedTech. [00:01:45] Roy Morgan: Sure. So, my journey into medtech started in 1997 with a one question interview phone call. And it was an amazing moment in my career. I'll never forget it because it was only one question, and the question was, "Can you invent?" And I'll never forget it because I'd never heard that question asked before. You know, looking back now on a 30 plus year history in med device, I think I answered the question right. But some days I'm still not sure. [00:02:15] I started out after that working for the Stryker endoscopy division of the Stryker corporation, was the lead innovator commercializer of their, I guess it's currently called the Crossfire Electrosurgical System. So I drove, you know, those things into market. I worked on their sports med team for a while, went on from there to work for some small startups doing other RF innovations in you know, tissue excision spaces, treatment spaces, then did some interesting work for Abbott diabetes care that launched I think people can see that now on television, it's called Freestyle Libre, it was originally known as Navigator. I was part of that development team in the early 2000s that got that off the ground and into the market [00:03:07] Subsequent to that, went to do additional in vitro diagnostics and diabetes work for some startups in florida And then came back to the Bay Area, and found myself kind of wanting to do something a little bit different, and chose to work with a company called Eagle Medical to drive sterilization, packaging, and innovations in assembly technique and you know, speed to market from the last operations process standpoint. And that's where I find myself today. [00:03:42] Lindsey Dinneen: Very nice. Well, thank you for sharing a little bit about your background. Did you always think that you might be an inventor or was this something that kind of came about over time? [00:03:53] Roy Morgan: Well, you know, it's interesting. That question, if you can imagine yourself taking a phone call and thinking like the recruiter building this up as like, "Wow, this is the next greatest company since, you know, I don't know, Johnson and Johnson" or something like that. And you feel all this pressure. And then it's one question. And I can't tell you exactly how I answered it. It was something to the effect of, "Well, I can't be 100 percent certain, but I believe with every cell of my being that I can do it." And I guess it was good enough to get the next round of interviews. It worked out. [00:04:29] And today I'm blessed to have been part of just an amazing industry. The things that I have been able to participate in, that I've seen done that are going on today, and that we continually, through Eagle, help produce for the greater global community, just amaze me. It's remarkable what we are able to do. It's even more remarkable the things that we're targeting to do in the coming years. [00:04:56] And so all of that just kind of makes me think: I hope I can continue to invent and do things. I've been blessed and fortunate to have more than a few patents to my name at this point. So I think there's some truth to the answer I gave, or at least I, you know, I kidded myself into believing it and it worked out. [00:05:15] Lindsey Dinneen: Well, yeah, you believe it and then you do it, right? So hey, you're just... [00:05:19] Roy Morgan: There's lots of phrases for that. I won't use them here, but you know, it worked out is what I'll say. [00:05:25] Lindsey Dinneen: Fantastic. Well, if you wouldn't mind sharing just a little bit about your work today with Eagle and just share a little bit about your heart behind it. I know you're very missions and values driven, and I would love to hear more about that too. [00:05:39] Roy Morgan: Sure. I'll start with our why, because I think that's the biggest and most important thing to understand. Our mission here at Eagle is to provide just the absolute best quality of service to our customer base, and our customer base comes in layers. But I always try diligently to remind our staff at every level in the company that the most important layer of customer that we have is the end recipient of the products that we package here. [00:06:15] They, as I like to tell them, they don't get a say. They're under anesthesia. They're unconscious. They can't see the quality of our work. They don't know, perhaps, even that it's part of the surgical process that there'll be receiving on any given day, of course, there's an implicit faith in our system that these products will be delivered in sterile conditions, that they are able to provide all of the benefit that surgeons, clinicians and support staff say that they can, and because our patients don't get a say, we have to do it right every time, all the time, without exception. [00:06:56] And that's something that we really try to drive home here to, to everyone that works at Eagle. It's part of what we do, and the other thing that I remind people about is that everything that comes through our facility has UDIs and part numbers on them, but that's really a misnomer. Each and every product that comes through here really has a name on it. And that name could be a sister, a brother, father, mother, could be your own name. And so remembering that, I think, really brings home the importance of what we have to get right every day. [00:07:33] Lindsey Dinneen: Yeah. Yeah. And have you had any particular moments where it just really stood out to you as confirmation that you were in the right place at the right time in the right industry? This awareness of, "Oh, wow, yes, this is why I do what I do here." [00:07:51] Roy Morgan: Wow, that's a great question. It's I don't know that there's like one moment. There are strings of moments that, that I can piece together in my mind. Most of it I think comes down to something that's deep seated in myself that has to do with desire for spreading good health to everyone around me, and I think it's... how do I say this? It's really something that's almost unconscious for me. There's a desire to see healing in people. [00:08:28] Without going into it really in my own background, there's healing that's had to go on for me and others in my family that are important things to support, to encourage, and to help along in the world. And those I think are, they're just very powerful beliefs for me. And so the moments in my career that kind of lend themselves to that, have been moments in operating theater with patients that are conscious. [00:08:58] Without getting too much into it, some very high profile athletes that have thanked me for the innovations that we brought into that operating theater that would enable them to continue their championship level sports endeavors. So it's about giving people a continued opportunity in life to do what they love to do to restore the life that they want and to have second chances when injury or misfortune might befall us, as it does all of us. [00:09:30] So I think those moments really stand out in my mind as, "wow moments" where, you know, you may not be expecting it, you, it catches you off guard and it gives you a little bit of introspection about your own why. Why am I doing this? What's my mission? So, yeah, those are the kinds of things that, that count. [00:09:51] Lindsey Dinneen: Yeah, and I love the way that you put it earlier where you were saying how-- and I think it's very human nature-- we get into the nitty gritty of the details and, and sometimes it does feel like, well, it's just, it's a component, it's a part number, it's whatever. And I love the way you put it about how actually those are, they get assigned to people. Those are humans who are affected by each and every one of the things you produce. And I love your emphasis in general, just listening to you speak, your care for human life and bettering it and helping the next generation. [00:10:26] So I just want to say thank you for your perspective, because it's easy to lose sight of that when you're having to do such detailed work, I think, and I love that you continue to remind the folks that work with you and yourself, I assume, too, about how important this is, and it's, it's not just another day for somebody who's affected directly by what you're doing. And I think that's pretty cool. [00:10:49] Roy Morgan: Yeah. Yes. Thank you. It's really my honor to serve in this role. [00:10:54] Lindsey Dinneen: Yeah. Well, what are you excited about next as your company continues to grow, you continue to invent and innovate. What's exciting for you? [00:11:03] Roy Morgan: Well, so, you know in our industry, the past couple of years with the pandemic and other industry related challenges have made it a difficult time for a lot of med device manufacturing . Just to, to name a few, you've had supply chains that have gone upside down and sideways and every other way you can imagine. You've seen sterilization modalities come under intense environmental pressure, forcing closures throughout the industry of certain types of modalities, and putting pressure on the balance of the system to rise to the occasion and meet the excess demands, which of course, something like a pandemic raises to an entirely new level. I don't know if we understood it, prior to 2020, in the visceral manner that I think we do now that a strong healthcare supply chain, a strong healthcare technology sector is really a matter of national security. It's really a matter of being able to sustain our population and sustain our society at a level that is functional. [00:12:14] I think the events of the past two years have highlighted for everyone that importance. So, I speak about those things in terms of how it's raised awareness. The excitement that it creates within me for the coming years is that I see tremendous innovation in how we're going to make things more resilient, how we're going to make them more capable, more scalable. And here at Eagle, what we're doing specifically, is implementing new digital transformations of this last operations process workflow so that we are able to spool up to demand levels that might seem insane. But to do it without breaking the machine, if you will. [00:13:02] And I think a lot of a lot of companies out there, a lot of my compatriots that I speak to, CEOs across the industry, I hear the same echoes that, wow, there was just so much that had to be done that it was very difficult and nearly broke us to try and reach those levels of production. So I think building those systems now and putting those in place for us, really is exciting to look at the future to say, "Okay, we'll be much more ready next time around." [00:13:32] Lindsey Dinneen: Yeah, I mean, fingers crossed and all, there won't be that same. But I love that you are actively working towards it because I think you're absolutely right. It took so many people completely off guard and without having come up with a way to handle it ahead of time, it was very difficult for many people. So I love that you're going ahead and putting those systems in place to be prepared and, tackle it head on in the future. [00:14:00] Roy Morgan: One, you know, one of the things that we're doing just as part of evolutionary innovation in the packaging space, we've developed a new system that's called the "PATH System." It's our Packaging Accelerated Timeline Help. And what it is, it really represents the first step of digital transformation of packaging validation. Traditionally packaging validations have been thought of as the rigor that terminally sterilized device has to be subjected to, to get all the way through distribution to actual operating theater, and it is and has been so for many decades. But, we have continually been testing the same types of packaging for decades. [00:14:43] We, Eagle, just ourselves within our own production database, we've got millions of test data points that we can mine and use to our advantage. And in fact, we've done that. And what we've created is our own engineered proxy device that we validated inside of a packaging solution. So, PATH is really, I call it a time machine because what you're buying is not a pre validated sealed package that contains nothing but air. You're getting a full digital data package of a validated proxy device. [00:15:21] It can be adopted as a worst case for any product family that's out there. The short story is, you're buying time, which helps a lot of companies out there that are trying to bring life altering technologies to market. They can save that time and that money, of course, because they both go hand in hand, getting to market sooner and being able to deliver that life altering technology to potential patients so they can benefit from it. [00:15:47] We saw this as a natural innovation in the space of time compression, of the utilization of massive amounts of data in the historical canon that we have, and that other companies also have. So really, it just kind of made sense for us to move forward with it. It's now available. And we're seeing lots of interest and we expect to see a few companies take advantage of it in 2024 to get to market much more rapidly. [00:16:12] Lindsey Dinneen: So exciting. Oh my goodness. Yeah. Thank you for sharing about that. I'm excited to look into it a little bit more too, but it's great to see all the innovation coming out of this space and keeps the hope very much alive that there continues to be passion and innovation moving forward. So, you know, throughout your career, you've held multiple leadership roles, of course, and I'm wondering how you view leadership. What is your own leadership style or philosophy and what's your advice for someone who might be looking to get into a more of a leadership role in the medtech industry for themselves? [00:16:50] Roy Morgan: Sure. I'd say my leadership style is, I lead with inspiration and I follow with intellect. So it's pretty straightforward, but not easy to do. The inspiration is, I think, been popularized lately by Simon Sinek, who talks about start with "why." Well, that's what it is. Inspiration is the why. The intellect, that's what I call the mechanics of how to get it done. And that's really how I've gone throughout my career in tackling the various leadership roles that I have had the privilege of being a part of. [00:17:30] I guess what I would say is to anyone looking and thinking about how to be an effective leader, it's a, it's as much an exercise in vulnerability as it is an exercise in your commitment to your own mission. You've got to know what that is. If you're going to be a leader, you want to be a leader in some particular endeavor, it's going to require a personal commitment to believe in that, to move toward it, and to live up to it. You're going to lead by example, which is generally the best way. But you're going to put your own success in the hands of others. [00:18:16] I can't say that as a leader, the success is all mine, it's not. I've worked with some of the most amazing teams, the most talented engineers, the most amazing people who help make things happen in a way that leads to that success. And so that's the exercise in vulnerability. I often tell people being a leader means that you're willing to underwrite failure after failure without loss of enthusiasm. [00:18:43] Lindsey Dinneen: Yes. [00:18:45] Roy Morgan: And if you're, you know, if you're able to do that you'll get there. So. [00:18:49] Lindsey Dinneen: Yeah. Thank you so much for that advice. I really appreciate your perspective too. Yeah. And so how do you see that play out especially nowadays where, you're in this obviously top leadership role, and one of the things that you are so passionate about is this sense of mission and core values and why we're doing what we're doing. And so I'm wondering, what are some ways that you have found to be effective in shaping culture to reflect the core values and help ensure that alignment, because I know sometimes, it's lovely to write those statements and we believe in them and we want them to be true, but it can be hard in the day to day operations when things get tough and difficult decisions have to be made to really adhere to them. So I'm wondering, how do you go about that particular component of leadership? [00:19:43] Roy Morgan: You've caught me at an opportune juncture in my career. Let me give you the setup and then I'll tell you what's going on. For the past 20 plus, 30, almost 30 years now, I guess, yeah, 30 years, I have used a performance management system, a goal system, which most people are familiar with, that I'll work with individual team members, my direct reports and their sub teams, et cetera, to establish a set of goals. That's worked very well. It's been successful and has provided a great amount of accomplishment over that time period. [00:20:17] But recently I felt like I was getting stuck in a rut, that the goal system as effective as it is has become-- I'm not sure what the best way to put it-- other leaders out there who go through this sort of self check in or appraisal, if you will, will understand what I'm getting at. You're just wondering if, "Gosh, I haven't innovated myself in a long time." And I would say that this is the other challenging thing about being a leader: if you let yourself get stuck in a rut, you develop complacency. Just like teams, just like company, it all happens, but it can happen to you. And I think in 2023, I took a look in the mirror and I said, "You know what? I'm feeling a little complacent. I'm feeling a little bit like this goal system is just my go to thing. I've done it for 30 years." [00:21:09] And so this year, I am trying something very different. We're trying the Four Disciplines of Execution, the 4DX approach, to how we're going to run our team goals. So, people out there who are familiar with it will know what it is. I'm not going to go, it's not going to go into the details of it here. But Lindsey, what I'll tell you is, for me, it's terrifying at the outset because it feels like I'm taking my hand off the wheel. I'm entrusting my teams to develop their goal set, to set their timing, to set their commitments. [00:21:50] Sure, I took part in setting the what they call the "WIG," the wildly important goal for the year, right? But I didn't set it by myself. I had to call the team in and say, "Look, guys, this is where we are. This is the struggles we're going through. This is what we want to achieve going forward. Is this the right goal for us to focus on?" I created a proto goal, but it was modified and I was okay with that. So, it's basically a starting line, a finish line and a deadline, right? [00:22:21] And so we did that. They changed it. It's now created and I'm uncomfortable. I'm in that, I'm in that gray space of uncomfortableness where I'm trusting that the system, which has many successful reports is going to work for us in the same way. It's knocking me out of my comfort zone. And I did that to myself on purpose. I'm doing this because, for me, I know that's a growth zone. I'm going to have to stretch. I'm going to have to grow. I'm going to have to think differently moving forward. It's terrifying. [00:23:00] And I would say to other leaders out there, this is what you have to do. This is what you have to do to achieve growth, having mentors, having other inputs, those are valuable, and they work for me too. But really this is a question of courage. It's a question of courage. You have to step up to the plate. I'm taking a swing. I'm hoping I hit the ball and if I do, I hope it goes over the fence. [00:23:28] Lindsey Dinneen: I love it. Thank you. Thank you for sharing that. I I really appreciate first of all, you being willing to talk about that because it is uncomfortable when you're going through a growth season maybe whether it's your choice or not, but even more so, when it's your choice and you're going, "I'm doing this because it's like you know taking your daily vitamins or whatever, maybe something you don't love, but you know it's for your benefit in the long run," and, but I understand that curve of, "Oh boy, this is, there's a lot of change and we're gonna, we're gonna see how it goes." But I commend you for that. I really do. And I'm excited. I hope we get to check back in a year and all things, "Say, hey, how's it going?" [00:24:08] Roy Morgan: Great. Yes. I hope to have great reports for you. [00:24:11] Lindsey Dinneen: I love it. Well, that was great. I really appreciate that. Pivoting just a little bit for fun. Imagine someone were to offer you a million dollars to teach your masterclass on anything you want. What would you choose to teach and why? And also, it doesn't have to be in your industry. It can be, doesn't have to be. [00:24:31] Roy Morgan: Sure. I think for me it would be it would be about creativity. It would be about, it would be about how to organize your life to have creative moments at as many turns as you possibly can, because creativity in itself, people ascribe for whatever reason, I guess in Western culture, we talk about it as a, an element of productivity or an element that's woven into capitalism, if you will, in a way that I don't think it's necessarily-- no, in fact, I know this-- it's absolutely not meant to be that. [00:25:11] Creativity is a source of fun by and large at its core, at its absolute core. It's like being... How do I say this? Well, this happened to me the other day. I was out on my, my, on my bicycle and I came over this hilltop after a long, hard climb and I began this descent and it was it was so overpoweringly filled with joy, that for a moment, you forget what you're doing. You have to get back on task quick 'cause it's a mountain road and you don't wanna make mistakes. But in that moment, it's, it's just about the joy and the fun. [00:25:45] I think I would teach about that because there are so many, I guess, so many challenging moments in human life for so many people, that to have a structure to help themselves to bring themselves joy, well, that would be really rewarding. Yeah, so I think that would be what I would talk about: how those elements in, in my own life got me through some difficult periods and, saw me through to the other side. [00:26:26] Lindsey Dinneen: Yeah. I love that. [00:26:28] Roy Morgan: That would be it. [00:26:30] Lindsey Dinneen: I would totally take that masterclass. I'm all about creativity and joy, so, yeah. That sounds like a fabulous class to teach. How do you wish to be remembered after you leave this world? [00:26:41] Roy Morgan: Ooh, wow. That's, that's a question that combines both austerity and optimism in the same note. How would I like to be remembered? I guess if I had to put it in one sentence, as a song. I don't know, I don't know that, yeah, I don't know that song is fully written yet. [00:27:04] Lindsey Dinneen: Yeah. [00:27:06] Roy Morgan: Yeah, I think that's how. [00:27:07] Lindsey Dinneen: Okay. Now, would it be instrumental or would it be a lyric-ed song? [00:27:15] Roy Morgan: It would probably have few lyrics and it would be mostly music. [00:27:21] Lindsey Dinneen: Okay. I'm digging it. That's by far the most creative answer I've ever gotten for this question. So I I'm loving it. [00:27:29] Roy Morgan: Well, it's, there you go, creativity, right? [00:27:32] Lindsey Dinneen: There you go. [00:27:33] Roy Morgan: That's what it's all about. [00:27:34] Lindsey Dinneen: Reoccurring theme. I love it. Yeah. And, and final question, what is one thing that makes you smile every time you see or think about it? [00:27:45] Roy Morgan: Oh, wow. One thing, there's so many things I'm lucky like that, that do that for me. I, well, the one thing that pops into my head right now is the sunrise. And I guess that, that kind of ties it in for me. I have this saying that I tell people, in fact, I was just doing a whole bunch of it here on New Year's Day. I say this all the time to myself and to others, "Well, here is another 365 chances to be great." [00:28:15] Lindsey Dinneen: Yeah. [00:28:16] Roy Morgan: So with each sunrise, a new chance to be great. [00:28:21] Lindsey Dinneen: Yes, and that's definitely a reason to smile. There's new hope every day. I love it. [00:28:28] Roy Morgan: May sound a little corny, but it works for me. [00:28:29] Lindsey Dinneen: I'm all about the corny when it works. Sometimes even just the corny for corny's sake. Let's be real. Yeah, well this has been an amazing conversation. I really appreciate you. I love the work that you're doing, but I especially resonate with and so value the emphasis that you put on remembering that what you're doing and the work that you're producing matters so much and it matters to humans and it's not just another part coming out. And so I just want to reiterate again how much I appreciate the way that you talk about that and the way that your company actively works to change lives for a better world. [00:29:09] So thank you for what you're doing and what you're bringing to the world. And I just really appreciate it. And we're excited to be making a donation on your behalf, as a thank you for your time today, to Sleep in Heavenly Peace, which provides beds for children who don't have any in the United States. So thank you for choosing that charity to support. And thank you again so much for being here. This has been a wonderful conversation. [00:29:36] Roy Morgan: It's been my pleasure, Lindsey, and I wish you and all your team there a wonderful 2024. [00:29:42] Lindsey Dinneen: Thank you. And thank you also to our listeners for tuning in. And if you're feeling as inspired as I am right now, I'd love it if you'd share this episode with a colleague or two, and we will catch you next time. [00:29:55] Ben Trombold: The Leading Difference is brought to you by Velentium. Velentium is a full-service CDMO with 100% in-house capability to design, develop, and manufacture medical devices from class two wearables to class three active implantable medical devices. Velentium specializes in active implantables, leads, programmers, and accessories across a wide range of indications, such as neuromodulation, deep brain stimulation, cardiac management, and diabetes management. Velentium's core competencies include electrical, firmware, and mechanical design, mobile apps, embedded cybersecurity, human factors and usability, automated test systems, systems engineering, and contract manufacturing. Velentium works with clients worldwide, from startups seeking funding to established Fortune 100 companies. Visit velentium.com to explore your next step in medical device development.

Introduction:Welcome back to "The Ben Morton Leadership Podcast"! Join me as we explore the topic of leadership transitions with Andy Lightfoot, CEO at Space NK.Andy brings a wealth of retail expertise, offering unique insights into navigating team dynamics during periods of growth and transformation. Here's what you will learn from this episode: Tips on getting your first CEO role.How to get your next promotion and build a great reputation.Strategies for making tough decisions.How to be lucky.Why you should not do the things you want to do.Plus lots more. Work With Ben:If this episode has convinced you that working with a coach or mentor is an investment you're interested in making, find out more about how we can work together here, and then book a free Discovery Call with me via this link . Further Resources If You Loved This Episode:Check out the third-most listened-to episode (episode #57) of The Ben Morton Leadership podcast, in which General David Petraeus, former Director of the CIA and US Army General, discusses the misnomer of having a defined leadership style. Listen here. Listen to episode 156 featuring Michael Watkins, author of “The First 90 Days”, here. Buy the book, ‘The Four Disciplines of Execution' here. As an Amazon Associate, I earn a small fee on qualifying purchases. More About Andy Lightfoot:Andy Lightfoot is a modern CEO with extensive retail experience across traditional and digital platforms.His leadership journey spans global organisations and private equity SMEs, providing him with a comprehensive understanding of business management complexities.Andy's analytical and creative approaches have guided companies through successes and setbacks, shaping his distinctive perspective on effective leadership strategies.Thank you for tuning in to another episode of "The Ben Morton Leadership Podcast." Please hit the subscribe button on your podcast player for more empowering conversations with industry leaders and experts.

In this episode of the Leading in Dentistry Podcast, Dr. Eggett discusses the application of "The Four Disciplines of Execution" in dental practice management. The episode provides actionable insights and strategies for dental practice leaders to effectively prioritize goals, influence success metrics, track progress visually, and establish a culture of accountability. Listeners will gain valuable knowledge on how to implement these disciplines to drive positive outcomes and foster a high-performing team within their dental practices.=== Affiliate Links ===The Four Disciplines of Execution by Chris McChesney, Sean Covey, and Jim HulingMusic from #Uppbeat (free for Creators!): https://uppbeat.io/t/matrika/funk-style - License code: KUYOIZCBFCF1FOMP https://uppbeat.io/t/roo-walker/bolt - License code: RS1AU6Y5DGD5A3H8.

As I mentioned in the past two episodes, I'm trying to write a short book, and I want to share the process as I'm going through it. For example, to help me structure my time, I'm using the book The Four Disciplines of Execution. In the last episode, I shared how I'm applying the second discipline. I defined an activity that I could do every day and a lead measure, a metric of that activity, that I could have as a goal for every week. The idea is that if I constantly achieve this lead measure, I believe that the larger goal will be achieved. My weekly goal is to spend at least one hour a day on five different days working on the book. It's a goal that resets every week. That way, a bad week doesn't derail me. Every Monday, I have a chance to try to win that week. But I have to remember to do it. Keeping this lead measure top of mind is what the third discipline is about. And that's what I want to talk about next. Write While True Episode 40: Let's Write a Pamphlet Write While True Episode 41: The Lead Measure How I am applying The Four Disciplines of Execution Transcript

In this episode, Global Leadership Podcast interviewer Jason Jaggard sits down with Chris McChesney, co-author of The Four Disciplines of Execution, to revisit the book and to explore how the four disciplines can impact our lives outside the business world.   IN THIS EPISODE: -       What is a basic overview of the “Four Disciplines of Execution”? -       How can you learn to focus what is most important, but is not necessarily the most urgent? -       What “levers” can you affect that make it seem like your intended result is a winnable game? -       What has being a parent taught Chris about leadership, and how can the four disciplines be applied to a family?    LISTEN Apple Podcasts | Spotify | YouTube    STANDOUTS AND TAKEAWAYS -       It's better to fall in love with a problem than it is to fall in love with a solution. -       All of the “have tos” in our life is called “The Whirlwind.” The “One” is the strategic result in your life that is going to require disproportionate effort. -       Human beings have the capacity to handle “the whirlwind plus one.” -       It's best to not give your frontline teams the answers; get their commitment and engagement by making them a part of the process. -       The Four Disciplines can actually be a way to protect the entrepreneurial spirit of a organization. -       If you want to see the highest level of engagement a human being is capable of, watch them in a game. -       The strategic result you're looking for should feel like both a high-stakes game and a winnable game. -       Progress and purpose are the most important things that drive employee engagement. This fact also has profound implications for how leaders address remote work. -       The whole purpose of The Four Disciplines is to achieve goals that do not feel as important as “the day job.” -       If kids have one anchor of self-esteem in their life, they are able to handle the whirlwind and drama of life much more effectively. -       The enemy of the human soul is not work; it's futility. -       The struggle is that as you become more successful as a company, the whirlwind grows and requires more and more. -       People don't fear change; they fear uncertainty. -       Most success comes from putting huge energy into small wins. -       The most significant jump is moving from leading a team to leading leaders.   LINKS MENTIONED -       Website: Chris McChesney -       Book: The 4 Disciplines of Execution: Revised and Updated: Achieving Your Wildly Important Goals -       Added Value: Tim Harford: Trial, error and the God complex (TEDTalk via YouTube) -       Added Value: “Leaders Concerned About Remote Work Should Be Looking at This Metric” -       Podcast: 2018 Global Leadership Podcast -       Book: The Truth About Employee Engagement: A Fable About Addressing the Three Root Causes of Job Misery (Patrick Lencioni)   -       Website: Global Leadership Network   THIS EPISODE SPONSORED BY:  -        World Vision

Welcome to this week's episode where we have the privilege of hosting Randall Burton for the second time. He is a man whose life is as multifaceted as it is inspiring. Randall is not just a devoted husband and father, but also a testament to the power of physical and mental discipline. As a seasoned bodybuilder, he sculpts his body with the same precision and dedication that he applies to every aspect of his life.  Beyond the gym, Randall is a dynamic content creator, captivating audiences with his insights and experiences. He stands as a towering figure in the conversation on masculinity, advocating for a modern embrace of its virtues. Join us as we delve into the life of a man who embodies strength, commitment, and a relentless pursuit of excellence. Tune in to uncover the layers of Randall Burton's journey and the profound lessons on embracing masculinity, nurturing family values, and living with purpose. Subscribe to my YouTube channel, like, comment, and share. Give a 5 star rating followed by a review on Apple Podcast and Spotify. Your support is greatly appreciated. Connect with Randall: Instagram: https://www.instagram.com/randallmotivates Connect with Daniel: Youtube:  https://www.youtube.com/channel/UCmqE4tnWDXoiSPyaaqn7Nmw Spotify: https://open.spotify.com/show/7cJHGnsioq3PuEMbJFWuzl Apple Podcast: https://podcasts.apple.com/us/podcast/talkin-out-my-a-podcast/id1557046385 Instagram:  https://www.instagram.com/talkinoutmyasspodcast/ https://www.instagram.com/danieljohngonzalez/ TikTok: https://www.tiktok.com/@talkinoutmyasspodcast X: https://twitter.com/Dan_J_Gonzalez

On today's show we are covering the fourth segment in our mini-series on business planning. On Monday's show we talked about the company mission. We then spoke about the ten year and the three year plan. On yesterday's show we spoke about the one year plan. Today we're talking about the plan for the coming quarter.  This is where the rubber meets the road between the plan and the execution. Underpinning our process is the business planning process from several business books. The Book Traction by Gino Wickman. We use the Entrepreneurial Operating System (EOS), which is a set of practical tools and concepts outlined in Wickman's book to help businesses achieve their vision and goals.  The second book is the Four Disciplines of Execution, written by Steven Covey's son Sean Covey.

Welcome to the Winners Find A Way Show, where we kick off the new year with a bang! I'm your host, Trent M. Clark. In this episode, we're diving deep into the essence of winning and what it truly means to be a winner. As we reflect on the past year, we understand that being surrounded by winners is crucial. These individuals are intentional, reflect our values, and are solution providers who create value for those around them. We're not just talking about any winners, though. We're talking about the 1%—those who, when faced with data showing they're losing, find a way to win. This mindset is embodied in the quote from "The Four Disciplines of Execution," which has become a cornerstone of our show. As we set our sights on 2024, we're focusing on goals, not resolutions. It's about behavioral change and taking action. I had the pleasure of discussing goal setting with Keith Roberts, author of the Oak Journal, which has been a game-changer in how we approach our daily, weekly, monthly, and quarterly goals. The Oak Journal is not just a planner; it's a strategic tool used by some of the most successful people in the world. It's based on the principle that writing down your goals significantly increases your chances of achieving them. By completing the three most important tasks each day, you can accomplish over a thousand critical actions in a year, propelling you towards success. In this episode, I also share insights from my upcoming book, "Championship Leadership," which explores how the skills of elite athletes can be transferred to business and leadership. We discuss the importance of continuous learning and improvement, and I recommend Blinkist as a tool for hyper-learning, allowing you to consume books in a fraction of the time. As we move forward, I invite you to join me on this journey of growth and achievement. Whether you're looking to improve your leadership skills, grow your business, or simply find motivation, the Winners Find A Way Show is here to support you. Remember, winners find a way, and together, we'll make 2024 an incredible year. Tune in every Friday at 12:30 p.m. Eastern, 9:30 a.m. Pacific for new episodes, and don't miss our exciting lineup of guests. Reach out to me at trent@leadershipity.com for speaking engagements, coaching, or just to connect. Let's embrace the winner's mindset and make 2024 a year of impactful achievements!

“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran, the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months,” is going to share how to get more done in less time. He will take us into the execution system he developed while also sharing easy-to-implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision. You will learn tactical steps that you can implement today to move closer to the life you desire. This is a fan-favorite episode that I re-run before the New Year. Are you enjoying the podcast? Please leave a rating + review on Apple Podcasts. It only takes a minute. 1. Click on this link 2. Select “Listen on Apple Podcasts” button 3. Scroll to find “Ratings and Reviews” 4. Click “write a review” to rate + review. Thank you for listening to the show! WHAT YOU'LL LEARN: Why the 12 week year is an execution system and how that helps you get more done in less time. It's not enough to know.  You have to execute.  Knowledge is only powerful if you act on it. Get out of the annual environment.  With this program, you are going to stop after 12 weeks and that is your year.  Measure your success or failure and measure the progress and then go again.  It's a fluid process.  You can use  this professionally or personally.  You can do  anything for 12 weeks and then decide is that somethingI want to do again. Your vision is you're why.   Your goals NEED to align with the vision. At the goal level, know the difference between goals and tactics and outcomes and actions.  The actions we have control over.  Goals are outcomes.  Make sure at the goal level that is measurable – it's an outcome. Determine what are the most important actions.  Most plans are conceptual not tactical.  You need to spell out the specific actions and focus on “less is more”. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. The difference between a habit and routine is key.   Ex, going to the gym is a routine not a habit and routines are what drive success.  How you begin and end your day needs a routine.  The key is to start off positive.   End your day with gratitude.    How to manage time.  Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week.  No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE.  B. Buffer Blocks – these are designed to deal with the emails/low level stuff.  Ex, I return calls between 4-5pm.  Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge.     The Four Disciplines of the 12 Week Year  Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” RESOURCES MENTIONED The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months – Brian's NYTimes best-selling book https://12weekyear.com/ – Brian's website and more resources Michele on Instagram ABOUT TODAY'S GUEST: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. Thank you for listening to the show!

Ready to transform your strategic planning approach? Tune into the newest Schmidt List episode, where our host, Kurt Schmidt, talks with Carl J. Cox, CEO of 40Strategy and strategic planning maestro.

Pauline Ferrand-Prevot has won 12 world titles - in FOUR different disciplines! A teammate of G's at the INEOS Grenadiers it was our pleasure to welcome the Frenchwoman to the GTCC and ask her all about how it's possible to win the rainbow bands across so many disciplines, slotting in at INEOS, her ambitions for next year's home Olympic Games and so much more. Meanwhile, G and Tom are getting ready for next week's live shows, and Producer George has been tackling Zwift for the first-time ever. For all concerned, let's hope the live shows go better than his early attempts on Watopia. Wish us luck! We'll be back next week. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today, I'm sharing three books that have massively impacted my productivity, not just in business but in life.First up, "The One Thing" by Gary Keller. It's all about finding that one key task that, when accomplished, makes everything else easier or irrelevant.Next, we have "The Goal: A Process of Ongoing Improvement" by Eliyahu Goldratt.While it's technically about manufacturing, it's a gem for understanding constraints and continual improvement.Lastly, "The Four Disciplines of Execution" offers a fantastic framework for goal-setting, accountability, and execution.But remember, it's not about the system…it's about applying it consistently. Knowledge without action is just wasted potential. So grab one of these books, apply the principles, and watch your productivity soar.LEAVE A REVIEW if you liked this episode!! Let's Connect On Social Media! youtube.com/anthonyvicino twitter.com/anthonyvicino instagram.com/theanthonyvicino https://anthonyvicino.com Join an exclusive community of peak performers at Beyond the Apex University learning how to build a business, invest in real estate, and develop hyperfocus. www.beyondtheapex.com Learn More About Investing With Anthony Invictus Capital: www.invictusmultifamily.com Multifamily Investing Made Simple Podcast Passive Investing Made Simple Book: www.thepassiveinvestingbook.com

Host Jenny Herald's guest on this episode of Dreams With Deadlines has traveled a fascinating road – one that culminated in the founding The Chief Excellence Officer™️ Academy. Mukom Tamon's unique platform advocates for frontlines managers by providing them key change management tools and the resources to ensure excellence. He shares his perspectives on the interplay between various methodologies, highlights the power and nuance behind OKRs and deconstructs his hybrid coaching framework – a blend of strategies to turn vision into execution.Key Things Discussed: Mukom's evolution in understanding how business systems build both efficiency and effectiveness – and books that opened his eyes along the way. The interplay between 4DX, OKRs and their impacts on workplace cultures. How his SIPPR Canvas enables Mukom's clients to adopt OKRs seamlessly based on clarity around how teams create, deliver, capture, and measure value. Initiating week-by-week forecasts that assess and ultimately activate resources, skills, budget, and tools to reach desired OKR outcomes. The difference between exploiting and exploring and how systems thinking can create an essential bridge between the two. Show Notes [00:00:49] OKR Origin Story: Personal Efficiency. How Mukom went from being an individual network engineer to developing credibility and excellence through efficiencies. [00:03:02] OKR Origin Story Pt II: Team Efficiency. Coming to understand that management success depends on processes that manage other people's outcomes. [00:05:10] OKR Origin Story Pt III: Building Effectiveness. Establishing a framework to move from strategy to execution with the help of an epiphany after reading "The Four Disciplines of Execution," by Chris McChesney, Sean Covey, Jim Huling. It was Mukom's bridge to OKRs! [00:07:30] From 4DX to OKRs: In response to teams who felt overworked and underappreciated, Mukom led his team co-create a "No Asshole, No Bullshit" OKR to support a healthier, stonger team. [00:11:31] The Role of Trust: How psychological safety and its impacts can be measured through behavioral indicators. [00:14:40] Elevators of Excellence: Why processes are to teams what habits are to individuals and how they can be leveraged to build trust and improve weaknesses. [00:16:44] About OKRs with a Strategy: Why workplace cultures are integral to sustained, successful outcomes. [00:18:44] Exploit Versus Explore: Balancing the elements of 4DX and OKRs in the context of immediate needs and long-term workplace cultural development. [00:22:50] About Mukom's SIPPR Canvas: Why silos don't have to be a given and can be broken down with basic tools of communication and transparency. [00:26:30] Expanding an Application: How Mukom's SIPPR Canvas adapts the Business Model Canvas to encompass team context, purpose and value propositions. [00:30:24] OKR Advantage: How having a clearly defined SIPPR canvas sets companies up to implement and adopt OKRs more quickly based on clarity around how teams create, deliver, capture, and measure value. [00:32:00] Real-Time Example: Mukom demonstrates his SIPPR canvas by applying inputs and outputs to the Dreams With Deadlines podcast's goals and operations:   Processes and projects. Short-, medium, and long-term benefits. Sources. Customer success management. Results metrics (such as leads, production, efficiency). Measurable, quantifiable OKRs based on data. [00:38:03] Using the SIPPR canvas framework both to exploit current capabilities and explore (and develop prototypes for) future outcomes. [00:39:22] About Mukom's OKR Activation Canvas: How to define narrow objectives (important!) and deploy a quality matrix to measure key results. [00:41:40] Cultivating PET: Why it's critical that managers be judicious and create systems that support Passion, Engagement, Time (and trust) among teams. [00:44:25] Key Indicators: About putting in place week-by-week check-ins to forecast (and ultimately activate) resources, skills, budget and tools to reach desired outcomes. [00:47:15] An Agile Element: How Mukom's framework injects systems thinking, enabling fluid processes that adapt to cultural challenges and predict OKR success. [00:48:44] Freedom Through Accountability: How Mukom rolled out OKRs to capture, measure and deliver value in the context of a huge telecommunications concern. [00:50:48] Strength Out of Failure: Why Mukom is always proud to share his documented failures – the foundation on which he builds demonstrable, repeatable processes, and success! [00:53:13] Going Wide: How Mukom documents clear, quantifiable results to bring leadership along when it comes time to expand OKR mandates across the organization. [00:55:33] Finding the Nuance: Why it's so important to align OKR goals with internal systems and cultures, distinguishing between leadership strategy and team execution.  [00:59:00] OKRs Are Not Strategy:  Strategy defines where to play and how to win. OKRs clarify the recipe and build the culture to get you there. [01:01:47] Quick-Fire Questions for Mukom: What's your Dream With a Deadline: To enable 10,000 frontline managers to achieve excellence in the next five years, using tools like his OKR Deployment Accelerator. What has been your most significant strategy failure to date? Failing to prioritize OKRs, believing they were applicable to everyone, everywhere all the time. Where do you think OKRs are headed? A period of backlash to their popularity and failures in the way they are executed that only gets better with time and education about best practices. Relevant links: "The Four Disciplines of Execution," by Chris McChesney, Jim Huling, Sean Covey Measure What Matters," by John Doerr Learn what Peter Drucker actually said about "culture eating strategy for breakfast." "The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change," by Stephen R. Covey About "The 13 Behaviors of Trust." "High Output Management ," by Andrew Grove Understanding Mukom's SIPPR Canvas James Clear's observation that "You do not rise to the level of your goals. You fall to the level of your systems." About "The Fifth Discipline: The Art & Practice of The Learning Organization," by Peter M. Senge "The OKRs Field Book: A Step-by-Step Guide for Objectives and Key Results Coaches," by Ben Lamorte About Our Guest:Mukom Tamon is the founder of The Chief Excellence Officer™️ Academy, a platform that teaches frontline managers how to design and built an infrastructure of team excellence. He has over 13 years of experience in global workplace cultures and is an OKR visionary.Follow Our Guest:Twitter | LinkedIn | WebsiteFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

For the very special 500th episode, I take a look back at some of my favorite interviews of the Best You Podcast. I share short clips from 6 different past episodes with some of my favorite guests I've had on the show. The first guest is Derrick Billups, who was the guest on the very first episode of Best You and was one of the people who helped me get started as a fitness trainer in Nashville. Next is Chris Fowler, who was the host of College GameDay, a show that I grew up watching and loving. Then you'll hear from DeMarco Murray, who was offensive player of the year in the NFL and I worked for him at Tilt Cycle.Next is Dr. Melissa Davis, one of the top experts on health and fitness optimization at Renaissance Periodization. Next you'll hear from Ellen Latham, the founder of Orange Theory fitness where I coached for my first 7 years in the fitness industry. Finally, you'll hear from Chris McChesney, the author of the book, The Four Disciplines of Execution, which inspired me to create the 10-Week Transformation.Check out the episode to learn more about how to hustle with intention, how Chris Fowler started and grew College GameDay to what it is today, how to become the best NFL running back in the entire league, how to optimize your health, how Ellen Latham went from starting Orange Theory Fitness to growing it to over 1 million members, and how to execute on your wildly important goal and so much more._____________________________In this episode: 05:35 How to Hustle with Intention with Derrick Billups11:07 How Chris Fowler started and grew College GameDay to what it is today  18:30 How to become the best NFL running back in the entire league with DeMarco Murray25:24 How to optimize your health through building habits with Dr. Melissa Davis  30:18 How Ellen Latham went from starting Orange Theory Fitness to growing it to over 1 million members 34:18 How to execute on your wildly important goal with Chris Fowler ____________________________FREE COURSE - 3 Steps to Losing Body Fat and Building MuscleSign Up for FREE at https://www.nickcarrier.com Today!____________________________Build Healthy Habits That Will TRANSFORM Your Body and Your Life!LEARN MORE About The 10WT Today at https://www.nickcarrier.com/10wt ____________________________Follow Nick on Instagram: @carrier_bestyou

On today's TASA Midwinter edition, we are excited to welcome back friend of the show and Superintendent of Coldspring-Oakhurst CISD Dr. Bryan Taulton! Follow along as host Rick Fernandez and Bryan discuss leadership and what it means to lead through change. They break down how to properly execute a plan through discipline and accountability, retaining teachers, as well as discuss some changes going on under Dr. Taulton's supervision at Coldspring-Oakhurst CISD. One of these changes being implementing is a 4-day school week. Check it out!Guest:Dr. Bryan Taulton - Superintendent of Coldspring-Oakhurst CISD  Time Stamps:(00:00 - 00:50) Welcome Back Dr. Taulton!(00:51 - 03:15) Looking Back at the First Semester (03:16 - 05:10) Leading By Example & Four Disciplines of Execution (05:11 - 07:50) Coaching Development and Utilizing Data(07:51 - 09:20) Getting All Hands On Deck  (09:21 - 11:44) Staffing & Teacher Retention: It's About the Small Things(11:45 - 15:02) Diving Into Implementing a 4-Day Week (15:02 - 17:40) Thinking Outside the Box (17:41 - 18:31) Importance of Administrative Support (18:32 - 19:41) Check Out CISD!

Andrea Butcher, CEO of HRD*, is on a mission to change the world one leader at a time. In this episode, she shares the traits that make great leaders and the ways listeners can improve their leadership abilities.  Mentioned in this Episode:hrdleadership.com - https://hrdleadership.com/Andrea Butcher on LinkedIn - https://www.linkedin.com/in/leaderdevelopmentcoach/Being [at Work] Podcast - https://podcasts.apple.com/us/podcast/being-at-work/id1468460670The Power In the Pivot by Andrea Butcher - https://www.amazon.com/Power-PIVOT-Leadership-Lessons-Being/dp/1955683298Fort Hill Group - https://www.forthillgroup.com/The Four Disciplines of Execution by Chris McChesney - https://www.amazon.com/Disciplines-Execution-Achieving-Wildly-Important/dp/145162705X#:~:text=The%20authors%20identify%20four%20core,leverage%2C%20engagement%2C%20and%20accountability.Designing Experiences by J. Robert Rossman - https://www.amazon.com/Designing-Experiences-Columbia-Business-Publishing/dp/0231191685Essentialism by Greg McKeown - https://www.amazon.com/Essentialism-Disciplined-Pursuit-Greg-McKeown/dp/0804137404/ref=sr_1_1?crid=28F8D0EDAXFVI&keywords=Essentialism&qid=1677007523&s=books&sprefix=essentialism%2Cstripbooks%2C107&sr=1-1Breaking the Rules Removing the Obstacles to High Performance by Kurt Wright - https://www.amazon.com/Breaking-Removing-Obstacles-Effortless-Performance/dp/0961438339Time Codes:(1:48) - What is HRD*? What kind of work do you do?(3:06) -  How do you define leadership?(4:07) - Why do so many people misunderstand the concept of leadership?(5:17) - Are leaders too ego-centric today?(6:44) - What kind of work goes into getting secure with yourself?(9:24) - What are the triggers people should be looking for to recognize a teachable moment?(13:56) - What's the difference between a leadership growth program and a leadership training program?(18:01) - What does repetition look like in a leadership growth cycle?(20:38) - How many things can one person work on at a time?(25:04) - How do we create psychological safety with our people?(28:48) - Where is the line between giving people negative caveats and letting them off the hook?(31:52) - How do you build a growth opportunity that is both fun and challenging?(34:14) - What goes into a debrief?(36:33) - How do you facilitate discussion and energy?(41:04) - Do you coach people on how to do less?(41:30) - How do we become more present?(44:26) - Why does it take 7 years for obstacles to go away? (47:41) - What are you sick of talking about?(48:37) - What aren't people talking enough about?(50:45) - What is the purpose of business?

I get that feeling sometimes, have a lot of irons in the firebreak it down! Technique I used to use as a teacher with my studentsmake a list and assign importance numbers and look at what absolutely needs to get doneotherwise make sure the important stuff doesn't get forgotten because of the whirlwind, see The Four Disciplines of Execution by by Chris McChesney, Sean Covey and Jim Huling

“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months” is going to share how to get more done in less time. He will take us into this execution system he developed while also sharing easy to implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision. You will learn tactical steps that you can use today to move closer to the life you desire. Loved this conversation so much! Tune in now and you can access the show notes at thegoodlifecoach.com/223. Are you enjoying the podcast? If so, I would love your review on Apple Podcasts. It only takes a minute. 1. Click on this link 2. Click “View in iTunes” button 3. Click “Subscribe” button 4. Click “Ratings and Reviews” text 5. Click to rate and leave short review and you're done! Thank you for listening to the show! WHAT YOU'LL LEARN: 1. Why the 12 week year is an execution system and how that helps you get more done in less time. 2. It's not enough to know. You have to execute. Knowledge is only powerful if you act on it. 3. Get out of the annual environment. With this program, you are going to stop after 12 weeks and that is your year. Measure your success or failure and measure the progress and then go again. It's a fluid process. You can use this professionally or personally. You can do anything for 12 weeks and then decide is that somethingI want to do again. 4. Your vision is you're why. Your goals NEED to align with the vision. 5. At the goal level, know the difference between goals and tactics and outcomes and actions. The actions we have control over. Goals are outcomes. 6. Make sure at the goal level that is measurable – it's an outcome. 7. Determine what are the most important actions. Most plans are conceptual not tactical. You need to spell out the specific actions and focus on “less is more”. 8. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. 9. The difference between a habit and routine is key. Ex, going to the gym is a routine not a habit and routines are what drive success. How you begin and end your day needs a routine. The key is to start off positive. End your day with gratitude. 10. How to manage time. Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week. No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE. B. Buffer Blocks – these are designed to deal with the emails/low level stuff. Ex, I return calls between 4-5pm. Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge. The Four Disciplines of the 12 Week Year Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” RESOURCES MENTIONED Brian's Book: The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months Brian's website – https://12weekyear.com/ – Michele on Instagram ABOUT TODAY'S GUEST: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. His client list includes industry leaders like Allstate, Aon, Becton Dickinson, Dunkin' Brands, Keller Williams, Mass Mutual, Medtronic, Merrill Lynch, Meritage Homes, Nationwide, New York Life, Papa Johns Pizza, Prudential State Farm and Taylor Made just to name a few. Brian resides in Michigan with his wife Judy and two daughters. Thank you for listening to the show!

Kevin Goedeke, VP of Regional Health Operations, talks about starting from the bottom of Erickson as an intern and working his way up to a regional role. We hear how his perspectives of the regional role, the leaders around him, and his own knowledge have changed as he's climbed the ladder. Make sure to check out the NHA Stand Up Newsletter! If you are looking for the two books that Kevin mentions, we've linked those below for you. The Four Disciplines of Execution by Sean Covey & Chris McChesney Never Split the Difference by Chris Voss

Dr. Eddie Webb Welcomes back Maricopa Community College Chancellor Dr. Steven Gonzales to discuss the Four Disciplines of Execution model.

Stop continuously following up with your team. Start getting real commitment to drive execution. When you get commitment from your team upfront, you can spend more time leading and less time nagging. It allows your team to take more ownership of their work and hold each other accountable. I host Amar Singh, Chief Operating Officer of Spartan Financial Partners, who shares the powerful strategy he uses to drive commitment, execution, and accountability. Prior to joining the Spartan team, he held senior leadership positions for Spartan's parent company, American Credit Acceptance (ACA) with tenure at Smith International, Schlumberger, and CarMax. American Credit Acceptance is a leading national provider of auto finance solutions with double-digit growth each of the last 10 years. He started as a Mechanical Engineer in the Oilfield, got 40 patents for many inventions, went to business school alongside and then took on a variety of leadership roles before joining ACA. Amar holds an MBA from Texas McCombs School of Management (University of Texas at Austin), Masters of Science in Mechanical Engineering from Oklahoma State University, and Bachelor of Science in Mechanical Engineering from Osmania University. LinkedIn Profile https://www.linkedin.com/in/amardeep-singh-77b9318/ (https://www.linkedin.com/in/amardeep-singh-77b9318/) Company Link: https://americancreditacceptance.com/dealers/spartan/ (https://americancreditacceptance.com/dealers/spartan/) What You'll Discover in this Episode: How you learn the skill of building relationships. A fun question to get to know your team. The weekly action he and his team takes that boosts their results. An effective strategy to gain real commitment from your team. Amar's interesting path from oilfield engineer to COO. How to turn any meeting into a learning opportunity. A step to add value in any job. How to quickly test your idea to know if it will work. Resources: The 5 Whys - https://en.wikipedia.org/wiki/Five_whys (https://en.wikipedia.org/wiki/Five_whys)  The Four Disciplines of Execution - Covey, McChesney, Huling https://www.amazon.com/dp/B007IKZLJA/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 (https://www.amazon.com/dp/B007IKZLJA/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1)  ----- Connect with the Host, #1 bestselling author Ben Fanning https://www.benfanning.com/speaker/ (Speaking and Training inquires) https://followbenonyoutube.com (Subscribe to my Youtube channel) https://www.linkedin.com/in/benfanning/ (LinkedIn) https://www.instagram.com/benfanning1/ (Instagram) https://twitter.com/BenFanning1 (Twitter)

About the book Fully revised and updated, the definitive guide for leaders on how to create lasting organisational change.Do you remember the last major initiative you watched die in your organisation? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it's quite likely noone even noticed.Almost every company struggles with making change happen. The 4 Disciplines of Execution: Revised and Updated is meant to help you reach the goals you've always dreamed of with a simple, repeatable, and proven formula. In this updated edition of the business bestseller, you'll learn the 4 Disciplines of Execution and how to make them work for your organisation.This proven set of practices have been tested and refined by hundreds of organisations and thousands of teams over many years. When a company or an individual adheres to these principles, they achieve superb results, regardless of the goal. These 4 Disciplines of Execution represent a new way to work and think that is essential to creating lasting organisational change and thriving in today's competitive climate. It's the one book that no leader can afford to miss. Source: Amazon, see more on https://www.franklincovey.com/the-4-disciplines/ About the authors Sean Covey is the President of FranklinCovey Education and the original architect of the 4 Disciplines methodology. A Harvard MBA and former Brigham Young University quarterback, Sean is also a New York Times bestselling author and has written numerous books, including The Leader in Me and The 7 Habits of Highly Effective Teens.Chris McChesney the Global Practice Leader of Execution for FranklinCovey and has led the ongoing development of the 4 Dis­ciplines for more than fifteen years, impacting thousands of organizations. Known for his high-energy and engaging message, Chris has become one of the most requested speakers within the Franklin Covey Organization, regularly delivering keynote speeches and executive presentations to leaders in audiences ranging from the hundreds to several thousand. Source: Amazon, see more on https://www.franklincovey.com/the-4-disciplines/   Big idea #1 - Accountability is key Big idea #2 - The four disciplines Big idea #3 - The whirlwindSupport my book habit: https://www.buymeacoffee.com/stephsbookshelfSee omnystudio.com/listener for privacy information.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we're here to help professionals stay up to date on the latest trends and best practices so that they can be more effective in their jobs. Today, I’m excited to have Simon Gilks from Ometria join us. Simon, I would love for you to introduce yourself, your role, and your organization to our audience. Simon Gilks: Thank you very much for having me today. As you said, my name is Simon Gilks and I work at Ometria. I come from a background in sales. I spent about 12 years in sales before doing a short stint in product marketing and then have spent the last best part of 10 years in that sort of sales, revenue operations, and enablement world. Currently, I lead our global revenue operations and enablement function. We support primarily sales marketing and our customer world, but in reality, I’m a service provider to the whole business. At Ometria we have a single mission. Our mission is to create marketing experiences that our customers love. We’re a customer data marketing platform and what we try to do is help retailers increase customer loyalty and CRM revenue by essentially sending personalized marketing messages throughout the entire customer journey. SS: Really excited to have you here. Now on LinkedIn, you mentioned that you act as a cross-functional conduit. How are you able to break down the silos between different departments to ensure strategy alignment? SG: With difficulty but essentially I see my role here to ensure that we have that accountability and sort of synchronicity around the goals and activities that each of the functions that are responsible for driving revenue. So like I said, we are a sales marketing and customer organization, I do this by really enforcing that sort of accountability, but probably more importantly the visibility to making sure that everyone’s goals are visible. All the activities that we’re doing are bringing that together in a single plan. No, it’s not always easy, but that’s what we need to do. I think the easiest way to make sure we are all aligned is actually bringing it back to the customer and standing in the customer’s shoes and understanding what they need, because if we all align behind what our customers doing what our customer needs, what they want from us, then hopefully that aligns us all behind that single goal, which makes my life significantly easier. As a business, we have an underlying sort of methodology that we use that comes from a book called the Four Disciplines of Execution and it’s about WIGs. So WIGs stand for Wildly Important Goals and as a business, we adopt this methodology. We have a single wildly important goal as a business and then every quarter, each function within that business has a wildly important goal and it must roll up to the overall company's wildly important goal. My role is to make sure that we all have that visibility, we are all aligned, and we’re really thinking about it from a customer perspective, and then using this 4 step methodology really helps to make sure that the silos are brought down and that we are all aligned as departments. SS: Absolutely. Now, in your experience, Simon, what is the impact of having strong cross-functional alignment on project and program execution? SG: I think strong cross-functional alignment is essential. Without it, I believe that projects will either fail or their success will be severely limited. I think the world we’re operating in now, this post covid world, where we’re not necessarily in the office as much or we don’t have an office or we’re not seeing people face to face as much as meaning, that this is even more important. When we were in the office, you would bump into someone at the coffee machine, walk down the corridor, hold the door, and you’d have those Ad Hoc conversations, you would be talking about what you’re working on your priorities and it may have been a very informal conversation, but what it did do was it helped you communicate with everybody what you were working on, which actually subconsciously really helped with that cross-functional alignment. We have to be really more conscious about what we’re going to do, we have to make an effort to really focus on this alignment. We have to make sure that right the way from the planning of the project to the execution, everyone is involved, all of the right stakeholders to maximize success. So really, I do believe that the cross-functional alignment is essential to the success of any project or program, but not necessarily just for this one, what it will do is lead to much higher engagement because we know that whatever happens with this project, there’s always going to be another one and another one and another one. That sort of cross-functional alignment, that engagement, that success, will only lead to future projects being even more successful, so for me, it’s absolutely critical and has to be one of the really strongest parts of any project. SS: I’d love to talk about how we bring this to life. What habits do you instill in your reps to promote teamwork and collaboration and how do you reinforce the value of cross-team alignment? SG: Again, this is so much tougher in a post covid world, but I believe it really starts at the top. This is actually about the culture of the organization. I believe this absolutely starts at the CEO and works its way down. You find some organizations really thrive on people just working in the silos and putting their heads down and just doing stuff. I think in a SAS startup or a scale-up like I operate, working together and this collaborating is essential. I don’t have all the answers. I need to work with people. I need to bounce these ideas off each other so we can get to that best place. For us, we’re really fortunate because our CEO and our entire executive team really support and encourage that collaboration working together to the point we all work remotely, but once a month we try and get everybody into the office in that one place just to get together to encourage that working together. Also, the WIG process really really helps us here. So we have teams, BDRs, partner managers, we have multiple teams but we need to come together as a single team to focus on what’s most important. For example, as I said, I run the revenue operations and enablement team. Last quarter my team was split in two, so we had one team but then we had a WIG team for operations and a WIG team for enablement, and the enablement team was actually joined by the product marketing team. We then formed a single WIG team because that was the best thing for the business for us to get together and collaborate on the single most important thing we could do to help the business. I think in summary, this starts at the top, it trickles down and our methodology really helps this but my personal role, my responsibility here is to support and encourage and really ensure that everyone understands what we’re doing and why. It comes back to that plan at the beginning as well. So having that plan, having that methodology, and then as a leader continuously encouraging that and then correcting if you need to but hopefully there shouldn’t be much correction required. SS: Absolutely. Now Simon, in your experience, what are some ways that you leverage technology to enable cross-departmental communication amongst your teams? SG: Whenever we talk about technology, it’s a dangerous subject, right? Especially in a startup or a scale-up because my experience is you get some funding and you normally go out and buy loads of technology because you believe it’s going to automate or it’s going to help this process or help you collaborate more and your tech stack swells and it actually really confuses things and makes things 10 times harder because you end up with five project management tools and everyone’s working differently in a different tool. So for me, you have to be really, really careful when it comes to tech. You need to understand exactly what you need and why you need it and how you’re going to use it. What problem is it solving? If you can’t articulate that really quickly, then just forget it. You don’t need that piece of technology. Project management tools are probably a good example because you’ll find some people prefer one tool because they like the way that was laid out and another one prefers this and another one likes that. That’s a really dangerous way of looking at collaboration. I think from a technology point and what’s been really successful for hours are probably two prime examples. An RFP tool, you sort of think about an RFP to how’s that going to enable collaboration, but we’ve got our product marketing team talking about our value proposition and our strategy, we’ve got our sales engineers that deal with the technical requirements, we’ve got our BDR team generating the opportunities, the AE’s closing them. All of them work on RFPs and actually by bringing in a really good RFP tool, it’s given them a platform where they can all come together, collaborate on a single RFP using all of the resources available, and actually what that has meant is we’ve been able to turn around RFP so much quicker, better aligned and with a much better response rate from our customers, hopefully leading to more business. When you talk about collaboration and communication, you wouldn’t normally think about an RFP tool, it has been extremely successful for us. Another example is, I know I said project management tools is a bit of a dangerous area to go, by deciding on your single project management tool, we’ve been able to get a tool now that we integrate our core CRM system, our CSM team uses it, our professional services team use it, our onboarding team uses it, and our customers use it. They all collaborate on a single project where we’re all working together in real-time and communication leading to a much better posts contract project, whether that’s onboarding or an additional sort of integration or whatever that may be, that those types of tools, thinking slightly differently to a standard communication tool has really helped us communicate and collaborate so much better. SS: Absolutely, and this is a question I think our audience is often very interested in understanding. How do you measure the enablement role in driving impact on cross-functional priorities? SG: Yes, I think measuring the impact of enablement is always quite a difficult one. A lot of people talk about enablement and their gut feel is like, I’m going to focus on time to ramp or percentage of people hitting quota, which yes, you can absolutely measure those but they’re very much lagging indicators and they’re not necessarily within your control. So for me, enablement has to really start with the metric and you have to be really clear about what you’re going to try and impact. Now I’m a massive believer in the sound velocity equation, so focusing on a number of ops you are working in, times the value, times your win rate divided by a sales cycle because ultimately those four levers are the only levers you’ve got to drive revenue. The way enablement comes in for me is when we’re working on any cross-functional priority, which one of those levers are we going to impact. If we think about the product team introducing a new product or a new feature, well, which lever are we impacting? Are we trying to unlock more revenue? Are we trying to make it easier for someone to buy, therefore shortening the sales cycle we are offering? This is a must-have feature, therefore impacting the win rate as long as we understand that we’re able to measure it, and then you’ve always got the anecdotal measurement as well. So using potentially a core intelligence platform to understand how are our sales reps position in this new feature, how is the customer responding to it, how is that landing in the marketplace, and then flowing that through to the win rate or the average order value and that’s where enablement has to come in because we’re the conduit that’s going to bring that product into the system, into the sales people, out to the customer, so we have to be really clear on what that measurement is and then we need to be the conduit that brings it all together at the end. SS: Last question for you, what is the impact of cross-functional alignment on the buyer experience and how would you say it can help teams keep up with changing buyer needs to continue to really deliver value? SG: Yeah, I think cross-functional work is when it comes to the buyer actually it exposes you to significant risk. I pride myself on always thinking about it from the customer’s perspective. Yes, we are a business. Yes, we have certain things we need to do. We’ve got processes we need to follow, but ultimately we’re here to provide a service to our customers and to our buyers and we need to make it as easy as possible for them to buy from us. Now, our sales process means that we have BDRs in the process at the start, then we have AEs, sales engineers probably coming at some point, then we have on board and then we have customer success. There are probably partnerships and leadership. So there are so many people involved in this process and actually what that does is that gives a customer a natural break point in a buying process. It makes it really easy for them to get out. So for us, by understanding the customer, therefore being able to make sure that we’ve got the right person involved at the right time, therefore hopefully exceeding the customer’s expectations. So actually being really clear about that breakpoint and say, hey, you know, what I’m going to do now is I’m going to hand you over to this person because they are the best, they’re the best person to work with you on this topic. That means that we’re constantly listening to the customer and making sure that we’re giving them the resource they need to make that process as smooth as possible and hopefully maximize the buyer’s experience so that when they buy from us now they buy again, they stay with us or if they go to another company, they continue to buy from us because we make it really, really easy by ensuring they’re always talking to the right person at the right time. SS: Thank you so much. I really enjoyed the conversation today, thank you for sharing your expertise. SG: Thank you very much for having me. It’s a real pleasure. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you'd like to share or a topic you'd like to learn more about, please let us know we'd love to hear from you.

Hello and happy June! Today is a full and exciting episode because I have some updates for you for the Summer and it's a book club episode, which are always my favorites. This book kind of has a funny story with it—which I'll get to. We are out of school, we're getting used to new rhythms with all the kids home and I've got some fun Summer episodes coming up. Lots to talk about today, but today's book is called The 4 Disciplines of Execution and it was a doozy of a business book. There was a lot in there, but I'm really excited to simplify it and kind of translate it to how we can apply it to our work and our homes. It's going to be good. For the full show notes, head to nancyray.com/podcast/161   Resources from this episode: The Four Disciplines of Execution, by Chris McChesney Nancy Ray Book Club The 12 Week Year, by Brian P. Moran

Looking into wholesaling? In this episode, we welcome Rafael Cortez. He is a real estate investor who started his first business at the age of 21. He has since sold his transportation business and is now in the wholesale business, fixing and flipping properties. He has a real estate license and is currently working to increase his brokerage's presence in the Phoenix area. He discusses how he structures wholesaling deals so that sellers are able to get the best possible outcome. Rafael also has an organizational psychology practice and an education business where he coaches real estate wholesale to new entrepreneurs. Listen in if you want actionable tips to help you get started with wholesaling! [00:01 - 03:52] Automate, Delegate, and Elevate Rafael shares his early start as an entrepreneur How he keeps up with his different businesses Creating systems Bringing people on board Personal growth   [03:53 - 14:53] Building Processes Like a Pro Running a wholesale business and a brokerage How Rafael makes sure that they don't compete with each other Having a discovery conversation with the seller The six stages of setting up a successful wholesale business   [14:54 - 18:45]  Focus is Key Rafael into pivoting to retail and office spaces New opportunities that they are currently exploring How the structures he put in place help him scale and diversify   [18:46 - 20:04] Closing Segment Reach out to Rafael!  Download Rafael's FREE Wholesaling Business Blueprint! Links Below Final Words Tweetable Quotes   “I'm a big believer in automation, delegation, and then elevation of yourself as a business owner, as a CEO. You grow not just from the business standpoint, but from the personal standpoint.” - Rafael Cortez   “Once you have conversations and you actually care about bringing in legitimate solutions to sellers, the deals kind of work themselves out.” - Rafael Cortez   -----------------------------------------------------------------------------   Connect with Rafael! Follow Rafael Cortez CEO on Instagram and subscribe to his Youtube channel. Want to start a wholesaling business? Get Rafael's blueprint to success now for FREE!   Resource Mentioned The 4 Disciplines of Execution by Chris McChesney, Jim Huling, and Sean Covey Connect with me:   I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook   LinkedIn   Like, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on.  Thank you for tuning in!   Email me → sam@brickeninvestmentgroup.com Want to read the full show notes of the episode? Check it out below:   [00:00:00] Rafael Cortez: I used to think that the main problem was money. I was seeing everyone, I started doing wholesaling and real estate investments and getting into, you know, this whole space. [00:00:07] Rafael Cortez: I was like, Nope, everybody wants to top dollar everybody. Like, those are my glasses, right? That was my perspective, my cognition of things. And because everything mattered too, or the dollar amount in, you know, was a big thing in my head. I thought that's what everybody else was seeing, but it's really not. [00:00:22] Rafael Cortez: Once you have conversations. And you actually care about bringing in legitimate solutions to sellers. The deals kind of work themselves out, really.  [00:00:31] Sam Wilson: Rafael Cortez, welcome to the show.  [00:00:46] Rafael Cortez: Thank you very much for having me, man. It's an honor.  [00:00:48] Sam Wilson: Hey man. The pleasure's mine, your based in Phoenix, right? Phoenix, Arizona, correct? That's fantastic. I love it. Same three questions I ask every guest who comes to the show, in 90 seconds or less. Can you tell me, where did you start? Where are you now? And how did you get there?  [00:01:03] Rafael Cortez: Well in real estate investments, 2009, I launched my first business though when I was 21, right around 20, 2007. And on my first business, I used to be a fireman. So I started out as a fireman when I was 19, I launched my first business at the age of 21, and that was a medical transportation business Non-Emergency and then they transitioned into real estate investment. [00:01:22] Rafael Cortez: I've been used to having my own business, you know, from an early age and kind of, you know, putting up with the struggles and the hustle and all that. Long story short, I sold that transportation business in 2000, what, 14, 15. And in 2009 though, while I still had it, I started doing real estate investment. I began fixing and flipping just because I had some cash and they wanted to allocate and invest, diversify. [00:01:43] Rafael Cortez: And I was starting to learn all those things, all those words, right? And I came across, you know, the possibility of flipping a property. I ended up breaking even on that first couple of deals. I mean, it was a nightmare just because I was trying to do everything myself. I actually kind of like to think that I began backwards, right. I started flipping and then I got into wholesale. So yeah, fast forward a couple of years from that, I have a degree, I'm an organizational psychologist. So I do a lot of coaching and consulting for businesses altogether. So now I own a real estate brokerage in Phoenix. We do traditional sales, commercial stuff as well. [00:02:17] Rafael Cortez: And then I own a wholesaling business fix and flip business. And then my organizational psychology practice where I coach consult. And then I have an education business. Focus on coaching real estate wholesale to beginning entrepreneurs.  [00:02:31] Sam Wilson: That's a lot of moving parts. How do you give attention to the various businesses that need you in a meaningful way? [00:02:40] Rafael Cortez: Systems, brother, systems. I used to think that I had to micromanage and like, if you want something done, right, you've got to do it yourself to have a deal. And that led to me burning out when I was around 26, 27 years old. And this was during the transportation business company, the hard lesson, there was like, you can't do it all ourselves. [00:03:00] Rafael Cortez: Even if you have one thing to focus on inevitably, when it starts growing and new parts start to get attached to the business, you got to have a way to delegate that. So I'm a big, big believer in automation, delegation, and then elevation of yourself as a business owner, as a CEO, you grow not just from the business standpoint, but from the personal standpoint. [00:03:21] Rafael Cortez: And I've learned to delegate well, and the set up good systems, I think that's, you know, some of the stuff that has helped quite a bit along the way in terms of hiring and bringing people on board and, you know, kind of creating an overall picture for the direction of whatever business, you know, it is. [00:03:37] Rafael Cortez: It's one of the biggest challenges that we can have as entrepreneurs and investors, you know, for that matter. But when you have the ability to do that, and then you throw some practical strategies, like, you know, time-blocking and being adamant about unit a schedule, I mean, you can make it work.  [00:03:52] Sam Wilson: The two businesses that come that, you know, your traditional residential real estate brokerage and then your wholesaling business, even like they would almost be competitors in their own right. You have probably people in your brokerage who want to get houses under contract to list them, to sell. And then you have your wholesalers that want to get them under contract, to flip the contract.  [00:04:15] Rafael Cortez: Well, yeah, we have actually, a lot of my agents do wholesale, so it's interesting, man. [00:04:20] Rafael Cortez: But when I set off, I didn't think, I didn't see everything like it's working now. So I, okay. I'm going to set up a wholesale operation. I started doing the wholesaling by myself first. I jumped into another company where I cut the learning curve. So that helped me a lot under somebody else's guidance. And that was amazing. [00:04:38] Rafael Cortez: So I kind of learned, you know, the ropes, of wholesaling. I set up my wholesaling operation and then next thing you know, like, okay, cool. I'm gonna throw a fix and flip again into it because now I feel like a little bit more of, a notion of what I'm doing that whole leg just kind of came to it. One thing that I started noticing was we would have conversations about, you know, no, you know what? I don't want to sell my house because I'm not in that type of distress. And you gotta be completely honest I think in wholesaling, and I don't know if your audience is very familiar with what wholesaling is, but it's about at the end of the day, we'll try and solve a problem for the seller. [00:05:11] Rafael Cortez: There's some type of distress or some type of headache, something that they can't deal with. That's why they're selling, you know, via the wholesale route, right? If their best course of action is to list the property, we have ride out. Even when I didn't have a license. So, you know, we let them know, listen, you're going to make more money if you list the property. [00:05:28] Rafael Cortez: So anyways, they started noticing that, you know, I could have gotten that listing and there was a lot of businesses just falling through the cracks there. I was like, you know what, I'm gonna get my real estate license. And yeah. So I did, I got the real estate license. Now I'm doing wholesale and fix and flip and, and walk around with a real estate license. [00:05:42] Rafael Cortez: Then just, you know, I started meeting people and they asked me for advice and whatnot, next thing you know, it was like, Hey. Why don't you set up brokerage? So kind of like one thing started leading to the next it's crazy, but we don't have to have everything figured out, right? As we take action, the master plan kind of begins to come together. [00:06:01] Rafael Cortez: And we ended up with this brokerage with a, you know, a good chunk of agents. Most of them do the well-aware about wholesaling. We follow the same professionalism and fiduciary that we have in the real estate side, traditional real estate. We'll bring that to the wholesale side, which makes things work. [00:06:15] Rafael Cortez: But yeah, no, they don't compete at all. On the contrary, they feed each other.  [00:06:20] Sam Wilson: That's really interesting. Yeah. I mean, how do you structure it on the wholesale side? When you have somebody that needs to sell, they can't go the traditional route, like, but they maybe came to you through the traditional channels of, Hey, you know, your company, can you guys list this for me? [00:06:34] Sam Wilson: It's like this doesn't work. Yeah. How does that conversation go? And then how do you, because you have a fiduciary duty to them and obviously the wholesaler, the objective is to maximize the spread between what you pay the seller and what the buyer then ends up closing on it for. I mean, that's yeah, that's what you take. So how do you navigate that?  [00:06:51] Rafael Cortez: So good question. We have a process of how to come up with the, with the wholesale offer, right? At the end of the day, like the beginning, I mean, I call it a discovery conversation. You're having a discovery conversation with the seller. Anybody who's got a property. [00:07:03] Rafael Cortez: I mean, it actually transfers over to commercial as well because we've locked a bunch of commercial deals, you know, using the same framework. So, incredibly right. I used to think that the main thing, the main problem was money. I was seeing everyone, I started doing wholesaling and real estate investments and getting into, you know, this whole space. [00:07:22] Rafael Cortez: I was like, Nope, everybody wants to top dollar everybody. Like, that's their main prompt. And those are my glasses, right. That was my perspective, my cognition of things. And because everything mattered too. Or the dollar amount in, you know, was a big thing in my head. I thought that's what everybody else was seeing, but it's really not. [00:07:37] Rafael Cortez: Once you have conversations and you actually care about bringing in legitimate solutions to sellers, the deals kind of work themselves out, really. I'll give you some examples, right? You walk in, somebody can, somebody in the middle of a divorce, somebody is going to relocate it. Somebody has to move the property and it's a time issue. [00:07:53] Rafael Cortez: They're going to be willing to make less on that property, right? Because you're solving the time issue, giving them the convenience of not waiting around. And that's one thing. Repair, I mean, it's a classic one condition know physical condition of the property. I mean, that's huge. You don't have to do any repairs. [00:08:09] Rafael Cortez: You don't have to do, you don't have to worry about appraisals. You don't have to, you know, all those headaches. Believe it or not, one of the most common things or issues that we get is people having a problem with other people walking through their house. They just, you know, they're adamant about privacy, you know, it's because, you know, I don't know, they're used to having a mess on the house and then, you know, they might be embarrassed about that or just private. It goes both ways, right? Yeah, they like, that's a huge thing was like the first time that happened to me, it was like what you're willing to part of what, 30, $40,000, you know, less. So people don't walk through your house, through your property. [00:08:43] Rafael Cortez: Am I hearing this right? At the end of the day, like every situation is different, right. But if we actually take a moment to slow down and have some critical thinking into how can we come in and help them out? The answer is going to lay out by themselves. And then we just presented our offer. We never convince anybody to sell. [00:08:59] Rafael Cortez: We don't do, you know, we didn't do any of that stuff. We present the offer and we let them know, look, this is what we can do. This is the number that we would have to be at. And then we start negotiating a little bit back and forth and whatnot. But I mean, if it works, it works and it's a volume game. Sam, think about it this way, right? [00:09:13] Rafael Cortez: Like if you have a hundred people want to sell, there's a hundred people out there that they made up their mind, they need to sell the property. Only three to five of those are going to sell to us. So we're looking for a very small percentage of the market, but when you go to markets, for example, Phoenix, right? [00:09:28] Rafael Cortez: We have 1.2, 1.4 million single family. I mean, that's a big market. There's plenty of properties out there. Like the idea is, or the belief is that, you know, there's not enough, you know, to go around, but it's a volume thing. Once you set up the process to actually process volume and get volume through the door and fill up the pipeline, you're going to be okay. [00:09:48] Sam Wilson: Yeah. Tell me about that process that you feel like people could take from a page out of your book on the residential side and apply that to their commercial acquisitions.  [00:09:59] Rafael Cortez: So I break it down and it's somewhat of a, like a business model crash course. I break it down into six stages. It's the first stage it's going to be sourcing. [00:10:10] Rafael Cortez: And the reason I break it down into the six stages is because we know what to hire for where to hire. And then more importantly, you're able to see where the bottlenecks are. If you have any bottlenecks as you go through the business, which 99.9% of the businesses do. And the other 0.1% are lying because there's always bottling, but you're able to identify them, right? [00:10:29] Rafael Cortez: If you segment, you break it down like this, and it doesn't matter if you have a team of one or two people, or you have 10, 20, the process, the framework is still the same. And it goes, you know, residential, commercial and whatnot. The first stage is going to be sourcing. You have to have a process for sourcing your deals. [00:10:44] Rafael Cortez: In our case, we go heavy on cold calling. We go heavy on SMS marketing, Facebook ads, PPC. I mean, those are all sourcing strategies, right? Basically what we're looking, we're just plowing through records and looking for gauging for interest. That's all, we're pre-qualifying anything we're just sourcing. And this is where say that you're I dunno, you're reaching out to 10,000 people through cold calling. [00:11:08] Rafael Cortez: Maybe 1000 are going to raise their hand and say, okay, give me an offer. A lot of those, a lot of those, I mean, great majority of those are going to be retail or just tire-kickers. So that's the first stage. The second stage is to pre-qualify. You come in and then you pre-qualify. We have a four pillars of prequalification that going to the prequel stage where the conversion stage and that's based on timeline, motivation, condition and then the price. So if those four things are there, I mean, we know for a fact that we have a deal, like there's, you know, we're going to be able to make it work. So it's timely condition, motivation and price, the timeline they want to sell within the next six days, the condition physical condition helps a lot. [00:11:47] Rafael Cortez: It's not the end all be all, but it helps a lot. So if it's in distress or whatnot, we can come in, then there's some value add, right? What's the motivation there. What type of situational distress? Is that a divorce? Is that a relocation? Are they, is it just too much care-taking of the property? Are they getting older or, you know, what's that, that gives us a framework of how to kind of, you know, have that prequalifying conversation and get to that deeper root of the problem. [00:12:12] Rafael Cortez: And then of course the price, right? We have a range on the. The third stage is acquisitions. So after they get pre-qualified, then we send them over to the acquisitions rep and they negotiate the deal back and forth. They do a full property analysis, you know, comps, cap rates if you're in that space, get the signature done. [00:12:31] Rafael Cortez: And dispel, I mean, you've got to have a solid buyer's base and solid buyers list the better. That's like the holy grail for all wholesalers, a solid buyers list, right? Because the better it is, the faster you can dispel the deals mean you can sell the contract. And what we're doing is we're selling the contract. [00:12:45] Rafael Cortez: We're not actually selling the property, the wholesale. So, that most businesses stop at that stage and then they just start the cycle again, I add two more stages to it. And this is like religiously. We do this on a weekly basis. We just go over all the deals in my company. The fifth is measuring. So we track KPIs or scorecards. There's accountability, right, for each one of the roles that take place. And we tracked, for example, it was the reach and lead generation. What were the amount of offers that were actually made and sent out what's the conversion rate on those? So there's a set of KPIs that we follow for each one of the roles. And that's how the whole machine just kind of stays, you know, accountable. [00:13:20] Rafael Cortez: The, you know, the people are, they know what targets, you know, they're supposed to hit and there's direction, I mean, more importantly, right? There's no, that's a high degree of accountability. The last thing that we do at stage six is improvement. Every time we go through a deal, we ask ourselves, so we have a little set of questions. [00:13:37] Rafael Cortez: So we ask ourselves, okay, you know, what could we have done better? Where did we leave money on the table in that deal? How did the negotiation went? So we started kind of going through the whole process, dissect it. And what didn't work, I mean, we don't, we try not to do it again as a future, what didn't work, we try to, you know, build it into a SOP standard operating procedure. [00:13:56] Rafael Cortez: So, I mean six stages, right. But building machine like that, like I have the ability to step away from it because I have a director of operations that knows what to follow and then the team is right below it. It took a minute to get it to that point. But the same framework can be applied for, you know, any of the specialties, commercial, luxury, whatever. [00:14:15] Sam Wilson: Yeah. A hundred percent, man. Yeah. I mean, cause those are all things that, you know, minus maybe if your goal is to acquire real estate and on the commercial side versus wholesale, it, you know, obviously you're probably gonna skip step four of what this position looks like. Yeah. Even that's part of it though, in the long term. [00:14:32] Sam Wilson: Just maybe not something you ride in on the front end. I love anytime that there's organization and a consistent pattern, like, Hey, this is what we do every single time. I think to your point, you can step away. And go, all right, let the machine, let the people do it. And I'm going to do either something else or nothing, depending on whatever it is you want to look like. [00:14:53] Sam Wilson: So that's really awesome. Tell me about your guys's commercial real estate, holdings, if any, you know, what's that look like for you? And I guess, why have you invested on the commercial space?  [00:15:04] Rafael Cortez: So my background is multifamily. I mean, multifamily, I mean, the largest one I had personally in my personal portfolio, 16 units. [00:15:12] Rafael Cortez: I mean, it's nothing too crazy, right. I'm pivoting into more of a retail and executive office basis. And that's just coming from somebody else who knows a lot more about commercial than I do. So I'm following their lead on that. So yeah, I've had a couple of multifamily buildings and it works well for that. [00:15:32] Rafael Cortez: You know, residual one thing, I don't know, right now I'm in the middle of the pivot, right. I'm pivoting into commercial and retail space and the second two offices in that sense. And then I'm also pivoting to the software as a service, so, you know, space.  [00:15:44] Sam Wilson: You got your hands full, man. Tell me, you know, a certain amount of money, I think, that you could make on every potential residential deal. What I would think if you are able to take that same system and apply it to acquiring 16, 32 48 unit multifamily buildings, the margins would just be that much bigger. Has that ever been a consideration for you?  [00:16:06] Rafael Cortez: Yeah, it has. The thing, the only thing that holds me back is from jumping in, you know, fully into, for example, the multifamily space and whatnot is the management. I know there's big opportunity on Airbnb and whatnot. Right now. I did sell a lot of my portfolio about a year and a half ago. And location wasn't stellar where I had the properties. You know, that was one of the things I figured it. Yeah. I wanted to capitalize on that sort of thing. [00:16:29] Rafael Cortez: Like the model works. So if you're taking something, like this approach, you can actually just, all you do is change the campaign, right? So we're doing campaigns for single-family. What do you do now? You do campaigns for multifamily and then process them through a pipeline. Same thing. The average deal that we get, I mean, we do real well in wholesaling. [00:16:45] Rafael Cortez: I think the average deal it's about $34,000 and we keep it steady. So I like to measure the level of my headaches. We keep it steady to about 12 deals a month. I mean, it's a pretty healthy revenue with a small team, so there's not a lot of overhead. There's not a lot of things that come back on us and whatnot. [00:17:01] Rafael Cortez: It just gives me the opportunity to create revenue, right? And then just allocate it. Right now, honestly, I'm looking at a few different things. So again, I mentioned software, we're developing software right now in terms of holdings. I'm looking at the commercial space and executive office. And then I'm looking at crypto, like every other dude out there, right? It's like, what is going on there? I'm curious. So, yeah. I mean, that's where I stand right now and I mean, it's panning out well.  [00:17:27] Sam Wilson: Yeah, I guess the question which you've answered by question, right? Well, it's really, you know, what would prevent you or somebody else from taking this same system, as opposed to wholesaling single family, they wholesale, you know. [00:17:38] Rafael Cortez: Yeah, no, nothing. I mean, all you do again, is to change that campaigns and then follow that same process. I actually have students in the country and they are looking specifically for like, you know, four units or less to keep it commercial because of blending and whatnot. And then I have others that are just gaming too big as they can a multifamily. [00:17:56] Rafael Cortez: It's a good market. It's a good, you know, space to play, right? I don't see anything that would hold anybody back in terms of why wouldn't you implement that and run with it to us, it's just a choice. This is the shiny object, you know, like right now we're focused on doing realy well. And the track that we're on and focus is key, man. [00:18:13] Rafael Cortez: I mean, the attention is key. I've gotten bitten before, just because of, you know, getting spread too thin and I tend to have, you know, tap into a couple of different things at the same time. And yeah. So like right now it just focus is a scarcity. It's a luxury.  [00:18:28] Sam Wilson: Absolutely. Yeah, it absolutely is. I'm finishing a book now called Four Disciplines of Execution and the number one, they talk, the thing they talked about in the beginning, it's like focus. If you can learn to focus, then you know, that's the first thing you've got to master. So I love hearing that yet again from somebody else, Rafael, I certainly appreciate you coming on the show today, telling us all about the business. Tell us about, you know, how you guys have scaled your various businesses, your kind of processes behind multiple steps you'd take. [00:18:55] Sam Wilson: And then just kind of the various things that you're also looking at as well on the commercial and other business interests sites, tons of fun to learn about. Yeah. A very, very cool story and love what you're doing. So thanks for sharing it. If our listeners want to get in touch with you or learn more about you, what is the best way to do that? [00:19:11] Rafael Cortez: Well, I'm very active on all social media. I have a lot of content on YouTube and Instagram. It's Rafael Cortez CEO. That's R A F A E L C O R T E Z C E O. You can find me there. I will say have a, they want to do a download of the process that I just kind of mentioned. They can go to reiwholesaling.com and they can find it there as well. [00:19:31] Sam Wilson: Awesome. We will make sure we mentioned that there in the show notes as well. Raphael, thank you so much. Appreciate it. Have a great rest of your day. [00:19:38] Rafael Cortez: My pleasure. thanks, Sam.  

In this episode of Return on Podcast, Tyler and Steven Pope talk chess, making the most of your Amazon advertising dollars, and structuring your in-house team like the Avengers. Steven Pope is the founder of My Amazon Guy, a marketing agency with 200+ brands managed. Steven started his career as a TV reporter in Idaho, then was an eCommerce Director for 10 years for brands ranging from Gold & Silver Coins to Women's Plus Size Clothing. Steven then created My Amazon Guy, a 200+ employee agency that focuses on growing traffic and sales on Amazon. Steven not only owns MAG but also My Refund Guy, 2 Amazon Brands: Momstir & Age of Sage, and a Holster company HOLSTIT. Steven has more than 900 tutorial videos on YouTube showing how to handle ANY problem faced on Amazon and has interviewed every major player in the Amazon space on his podcast. SPECIAL MY AMAZON GUY OFFER FOR ROP LISTENERS: https://myamazonguy.com/ASIN My Amazon Guy: https://myamazonguy.com/ My Amazon Guy Podcast: https://youtube.com/myamazonguy Also mentioned in this episode: The Four Disciplines of Execution - Chris McChesney, Sean Covey, Jim Huling Tyler's Chess.com username - TMJ45 Welcome to Return on Podcast, the show where we help e-commerce sellers improve their ROI in business and in life. Hosted by Tyler Jefcoat and in affiliation with Seller Accountant, Return on Podcast aims to leave listeners with new insights and actionable life and business hacks at the end of each episode.

With excitement allow me to introduce to you today's guest Former Chief Culinary Officer and EVP Kitchen Operations at the Cheesecake Factory and Current Partner at DOM Food Group, Donald Moore. Donald found a passion for cooking and the kitchen early on in his life because of the parallels he found between teamwork in the kitchen and on the soccer field. After college, he worked in kitchens all around the country before joining the Cheese Cafe Factory in 2001 as a kitchen manager. He quickly rose through the ranks and by 2010 he was the Chief Culinary Officer for the entire organization. In 2020 Donald left the Cheesecake factory to form DOM Food Group. a Los Angeles-based venture studio that incubates, invests in, operates, and consults the leading scalable food businesses of the future. Check out The Checklist Manifesto: How To Get Things Right by Atul Gawande as highly recommended in today's episode by both Eric and Donald. Donald says this is the best book for multi-unit leadership: Multi-Unit Leadership: The 7 Stages of Building Profitable Stores Across Multiple Markets by Jim Sullivan Today's feature affiliate: Bentobox. In need of a restaurant website? Click this link to find out why so many of my guests use Bentobox! Show notes… Calls to ACTION!!! Join Restaurant Unstoppable Network and get your first 30 days on me!  Connect with my past guest and a community of superfans. Subscribe to the Restaurant Unstoppable YouTube Channel Join the private Unstoppable Facebook Group Join the email list! (Scroll Down to get the Vendor List!) Favorite success quote or mantra: What you do in the dark puts you in the light." In this episode with Donald Moore we will discuss: Early key mentors Go out, travel, get new experiences High standards What Donald Moore learned at Cheesecake Factory Working as a kitchen manager Importance of checklists Multi-unit leadership You have to demonstrate your values Specific recognition to staff is key Today's sponsor: This episode is brought to  you by Plate IQ, your Accounts Payable Automation and Expense Management solution. PateIQ works with 20,000 restaurants across the country. Plate IQ uses OCR "Optical Character Recognition" and Deep Machine Learning to eliminate manual data entry from the AP process. Automate the full life cycle of your invoices from General Ledger coding to bill payment via PlateIQ's VendorPay network. With PlateIQ's VendorPay you can seamless flow from invoice upload to paying your bills. You can earn cashback on invoices from over 180,000 vendors. With Plate IQ Vender Pay, you can see what is due when. Schedule payment by check/ACH/or Plate IQ Card. Lastly, VendorPay is also FOR Vendors. Keeping your vendors happy will give you leverage in negotiating your terms. Vendors participating in Plate IQ's VendorPay network LOVE it because it shortens Day Sales Outstanding by 25% - AKA: Vendors get paid 25% faster. To learn more head to plateIQ.com/unstoppable to get at least 25% off implementation.   Through the combination of innovative bar and restaurant inventory management software and highly-skilled inventory management experts, Sculpture Hospitality uses drilled-in reporting functionalities to find opportunities in your inventory management processes where you can drive real profit growth. Are you interested in learning more about how you can use data to improve your restaurant or bar's profitability? Get in touch with Sculpture Hospitality today.   Over 20,000 restaurants trust ChowNow (chownow.com/unstoppable) for their online ordering. With ChowNow, you'll take control of your online presence, connect with more local diners, and keep your hard-earned profits. Join the free ChowNow Marketplace to reach new customers without commissions. Want to go big? Put your restaurant in the spotlight with ChowNow Direct—a full suite of branded ordering and marketing tools, including your own app! For a limited time, Restaurant Unstoppable listeners save 30% on a ChowNow Direct annual plan. Knowledge bombs Which "it factor" habit, trait, or characteristic you believe most contributes to your success? Constantly hunting or talent What is your biggest weakness? Can't shut it off, mind is always racing What's one question you ask or thing you look for during an interview? Write the job description of what they want to do 100% of the time What's a current challenge? How are you dealing with it? Be hard on standards and easy on people Share one code of conduct or behavior you teach your team. Prioritization What is one uncommon standard of service you teach your staff? Let people swing at you? Hear people out What's one book we must read to become a better person or restaurant owner? The Four Disciplines of Execution (multiple authors) Hungry by Jeff Gordinier Shoe Dog by Phil Knight GET THIS BOOK FOR FREE AT AUDIBLE.COM  What is something restaurateurs don't do well enough or often enough? Collaborate What's one piece of technology you've adopted within your restaurant walls and how has it influence operations? Hyphen for kitchen robotics Curb Mobility for efficient curbside pickups and delivery routing Acelerate helping mom and pop restaurants be more profitable Name one service you've hired. Have conversations with the people who are providing your business with services If you got the news that you'd be leaving this world tomorrow and all memories of you, your work, and your restaurants would be lost with your departure with the exception of 3 pieces of wisdom you could leave behind for the good of humanity, what would they be? Hard on standards, soft on people Gratitude Tune in before you turn on Contact info: Email: donald@domfoodgroup.com Thanks for listening! Thanks so much for joining today! Have some feedback you'd like to share? Leave a note in the comment section below! If you enjoyed this episode, please share it using the social media buttons you see at the top of the post. Also, please leave an honest review for the Restaurant Unstoppable Podcast on iTunes! Ratings and reviews are extremely helpful and greatly appreciated! They do matter in the rankings of the show, and I read each and every one of them. And finally, don't forget to subscribe to the show on iTunes to get automatic updates. Huge thanks to Donald Moore for joining me for another awesome episode. Until next time!   Restaurant Unstoppable is a free podcast. One of the ways I'm able to make it free is by earning a commission when sharing certain products with you. I've made it a core value to only share tools, resources, and services my guest mentors have recommend, first. If you're finding value in my podcast, please use my links!

The four disciplines listed in the Four Disciplines of Execution can be applied to any industry (and of course, that includes real estate!) In today's episode of the Real Estate Sales Podcast, Jimmy goes through the overarching concepts in this book to see exactly how anyone can apply these principles to their own real estate business.   1. Wildly important goal    This could be any goal you want, and it should be specific for what you want to achieve in your business.  What are you focused on that you know will develop a strategy to execute?   2. Act on leading measures   Real estate is a lot like life. The activities we do each day affect what happens in the future. What are the leading indicators for a scenario in the market?    3. Keep a compelling scorecard.   If you don't record your progress, how do you know if you're heading in the right direction? Each month, evaluate if you are moving towards your goal to see if you need to adapt or change your strategy.   4. Create a cadence of accountability   Jimmy's groups meet once per week to report on their goals and leading indicators to maintain accountability. Have a group you can meet with to stay accountable in pursuit of your goals. Whether you purchase the book or listen to it on Audible, it can positively affect your life. Do you have a video or content idea that is perfect for your business? Share it with Jimmy! Connect with Jimmy Burgess on LinkedIn and Facebook and his YouTube channel.  If you like what you heard today, we'd love it if you'd share a rating or review and then subscribe to the podcast and tell others about it as well. You can find The Real Estate Sales Podcast on Apple Podcasts, Google Podcasts, Spotify, Audible, and our website, The Real Estate Sales Podcast.

“If the average person just more consistently did what they already know they'd be healthier, happier, and be making more money.” – Brian Moran Brian Moran the New York Times bestselling author of “The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months” is going to share how to get more done in less time. He will take us into this execution system he developed while also sharing easy to implement time management strategies. He also connects the dots back to why it is important to create our life vision so we can structure our time and goals around that vision.  You will learn tactical steps that you can use today to move closer to the life you desire. Loved this conversation so much! Tune in now and you can access the show notes with resources at thegoodlifecoach.com/160. Join my weekly Newsletter to get more tips and inspiration to design a life you love and you'll get a free copy of my book by the same name! There are 52 inspirations - one for every week of the year! WHAT YOU'LL LEARN: Why the 12 week year is an execution system and how that helps you get more done in less time. Why it's not enough to know.  "You have to execute.  Knowledge is only powerful if you act on it." Get out of the annual environment.  With this program, you are going to stop after 12 weeks and that is your year.  Measure your success or failure and measure the progress and then go again.  It's a fluid process.  You can use  this professionally or personally.  You can do  anything for 12 weeks and then decide is that somethingI want to do again. Your vision is you're why.   Your goals NEED to align with the vision. At the goal level, know the difference between goals and tactics and outcomes and actions.  The actions we have control over.  Goals are outcomes.  Make sure at the goal level that is measurable – it's an outcome. Determine what are the most important actions.  Most plans are conceptual not tactical.  You need to spell out the specific actions and focus on “less is more”. Stay connected to your vision by putting the longer term vision in front of you – laminate a card you can look at every day. Create visual reminders. The difference between a habit and routine is key.   Ex, going to the gym is a routine not a habit and routines are what drive success.  How you begin and end your day needs a routine.  The key is to start off positive.   End your day with gratitude.    How to manage time.  Time blocking – 3 core blocks: A. Strategic Block -3 hours blocked during the week.  No interruptions – working on the business not in the business. THIS CAN CHANGE YOUR LIFE.  B. Buffer Blocks – these are designed to deal with the emails/low level stuff.  Ex, I return calls between 4-5pm.  Don't check your emails when they come in. Block time in to address it. C. Break out blocks – schedule time away from work to do something just for you to recharge. The Four Disciplines of the 12 Week Year  Vision – You have to know what you want. Planning – You have to ask – “What matters most?” Execution – Then ask, “Am I doing it?” Measurement – “Is it producing?” RESOURCES MENTIONED The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months – Brian's NYTimes best-selling book https://12weekyear.com/ – Brian's website and more resources Michele on Instagram ABOUT TODAY'S GUEST: Brian Moran, President and Founder of The 12 Week Year, has thirty plus years of expertise as a corporate executive, entrepreneur, consultant and coach. Brian is a recognized expert in the field of leadership and execution. His realization that most people don't lack ideas, but struggle with effective implementation led him to the development of ‘The 12 Week Year'. His client list includes industry leaders like Allstate, Aon, Becton Dickinson, Dunkin' Brands, Keller Williams, Mass Mutual, Medtronic, Merrill Lynch, Meritage Homes, Nationwide, New York Life, Papa Johns Pizza, Prudential State Farm and Taylor Made just to name a few. Brian resides in Michigan with his wife Judy and two daughters.

“I love seeing growth and change in humans and organizations by an extension of that,” said Thompson. “There is a confidence that is kind of palpable when someone is making progress.”Thompson came to the rapidly growing FranklinCovey Education division after a varied career, starting in the field of clinical psychology, focused on child abuse prevention. She then transitioned into organization development, starting on the corporate side. 21 years ago, she joined FranklinCovey in the company's enterprising sector. Working largely with pharmaceuticals, she developed her four disciplines of execution.She was asked 11 years ago to join the education side of the company, and she first said “no.” “It was the first time in my career I decided to just do something in my career that wasn't part of my plan,” she explained. “It has been one of the best decisions ever.” She ultimately decided that she wanted to have a greater impact on helping students.Thompson works with teams to find the right answer to grow. “I think my role is to… source the best ideas out of the team.” She explained that the people with those answers are typically the ones who are closest to the customer, or whatever the customer equivalent is in an organization, a lesson she learned when she was on the corporate side of the company. It all comes down to students for her job today. “We can get to the point that every student understands not only their personal goal but how their personal goal fits into the entire ecosystem of what trying to do in the school and the district.”Thompson released a version of her “Four Disciplines” book that concentrates on education.She also talked about how various curves are always occurring within a company or organization and their strategy. “I think every leader needs to just be emersed in understanding that the world we're in… this is constant, and there are multiple curves layering on top of each other,” said Thompson. “We're in a very organic environment.”“The most tried and true advice that is… it just all comes down to communication,” said Thompson in a final word of advice, saying no matter how many times as a leader feels they have said a message, you cannot do it enough.

“I love seeing growth and change in humans and organizations by an extension of that,” said Thompson. “There is a confidence that is kind of palpable when someone is making progress.”Thompson came to the rapidly growing FranklinCovey Education division after a varied career, starting in the field of clinical psychology, focused on child abuse prevention. She then transitioned into organization development, starting on the corporate side. 21 years ago, she joined FranklinCovey in the company's enterprising sector. Working largely with pharmaceuticals, she developed her four disciplines of execution.She was asked 11 years ago to join the education side of the company, and she first said “no.” “It was the first time in my career I decided to just do something in my career that wasn't part of my plan,” she explained. “It has been one of the best decisions ever.” She ultimately decided that she wanted to have a greater impact on helping students.Thompson works with teams to find the right answer to grow. “I think my role is to… source the best ideas out of the team.” She explained that the people with those answers are typically the ones who are closest to the customer, or whatever the customer equivalent is in an organization, a lesson she learned when she was on the corporate side of the company. It all comes down to students for her job today. “We can get to the point that every student understands not only their personal goal but how their personal goal fits into the entire ecosystem of what trying to do in the school and the district.”Thompson released a version of her “Four Disciplines” book that concentrates on education.She also talked about how various curves are always occurring within a company or organization and their strategy. “I think every leader needs to just be emersed in understanding that the world we're in… this is constant, and there are multiple curves layering on top of each other,” said Thompson. “We're in a very organic environment.”“The most tried and true advice that is… it just all comes down to communication,” said Thompson in a final word of advice, saying no matter how many times as a leader feels they have said a message, you cannot do it enough.

Goals are good. Very good. But why? Expert Ric Martel coaches us on their importance, how to set them, navigating against the “whirlwind”, and why small and light is just right. Get ready to feel empowered.8:01: The Four Disciplines of Execution book16:45: Think and Grow Rich Rich book38:49: Ric Martel Realtor

Four Disciplines of Execution- How do they apply in real aviation companies? The true enemy of execution is your day job. We call it the whirlwind. It's the massive amount of energy that's necessary just to keep your operation going on a day-to-day basis. Ironically, it's also the thing that makes it so hard to [...]

In today's episode about developing your influence through stewarding your treasures, I talk with you about the 4DX method, what the 4 disciplines are and how they help you manage your money.   Show Notes and Resources.

In today's episode about developing your influence by stewarding your time, I talk with you about the 4DX method, what the 4 disciplines are and how they help you manage your time.   Show Notes and Resources.

https://youtu.be/73ZxIAPxHwk Sam Gupta is the CEO and Principal Consultant at ElevatIQ, a digital transformation consulting firm focusing on business process automation, customer experience, continuous improvement, and marketing automation. We talk about human capital management, the art of incremental implementation, and why having the right people is crucial for digital transformations.   --- Cure your Growing Pains with Sam Gupta Our guest is Sam Gupta, who is the CEO of ElevatIQ Inc., which provides business system procurement and implementation assistance for systems such as ERP, HCM, CRM, and BI, more of these acronyms later. Sam is a graduate of the University of Texas at Austin. So welcome to the show, Sam. Thank you so much for having me, Steve. I am super excited to be here. Yeah, I'm pumped also. I'm very curious about all these acronyms and stuff. So let's start with your entrepreneurial journey, which is not that long because you're still quite young. How did this becoming entrepreneur and building ElevatIQ come about? I mean, one thing that I would like to mention is in our family, we don't necessarily age. So if you look at my father, we look fairly alike right now, even though he is 84. So you can imagine that we don't really age. Now, you know, my journey, I grew up in a very manufacturing distribution centric family. So business actually runs in my blood. Okay, I then I, after working for my family for roughly eight to 10 years, starting at the age of five-ish, six-ish, and then I went for engineering. Okay, so spent roughly four years. I never wanted to be an engineer as such, but I always wanted to go into business. So then I started doing a lot of Fortune 500 consulting, did some side gigs, but they were never came to fruition when it comes to creating a real business. And I was always into creating a real business that can pay my family, that can pay for my employees. And if I don't have that serious business, that doesn't really excite me. So that's why I spent a lot of time learning a lot more about the enterprise technology, enterprise software space. So did a lot of consulting in the Fortune 500 world for roughly 10, 12 years. And then started exploring a little bit more of the entrepreneurship world. So last eight to 10 years have been really in the startup space. Initially, I would say four to five years. I spent a lot of time working on a lot of startups that didn't necessarily go anywhere. And the reason for that is because I was changing some of the ideas. I was not necessarily expert at from the sales perspective, from the business perspective, from marketing perspective, failed miserably and then finally decided, you know, was what my core really is in the manufacturing distribution ERP business systems. That's why I started focusing on elevate IQ a little bit more. Last five years we have just focused on this. The focus is really on the SMB space in the business system procurement implementation. If anybody needs any sort of help with their business architecture, enterprise architecture, we maintain multi-system capabilities. Our goal is to help manufacturers, retailers, any sort of product companies that might require our help. Okay, all right. So we're diving into this in a minute, but before we go there, I'd like to ask you, because this is the theme of our podcast is management blueprints, business frameworks that people use to build their businesses. So have you used any such framework, or if not, examples could be the E-Myth, EOS, Scaling Up, Great Game of Business, Four Disciplines of Execution, or are there business books that were really instrumental in helping your thinking evolve on how to build a business. So I am going to say and I don't know if this book is really a management blueprint book but the way the book is structured it has had a lot of impact on my life. The way I think about creating the management blueprint, again, not the standard management blueprint book,

Andy welcomes Chris McChesney, co-author of The 4 Disciplines of Execution: Achieving Your Wildly Important Goals, which is a #1 Wall Street Journal bestseller with more than 500,000 copies sold. Chris McChesney and his team are soon releasing a new revised edition of the book that teaches leaders how to create lasting organizational change through creating accountability and focusing on the wildly important. Chris McChesney is the global practice leader of execution for Franklin Covey and one of the primary developers of The 4 Disciplines of Execution. For more than a decade, he’s led Franklin Covey’s ongoing design and development of these principles. In this episode, you’ll hear: The story behind how Chris McChesney started at Franklin Covey 30 years ago. Why you should embrace failure and take a risk. Chris McChesney’s biggest failure and what it taught him. What opportunity looks like and why it’s worth the extra effort. How Chris McChesney defines success and why it may be a private victory. The background of The 4 Disciplines of Execution and the secret of its success. Why initiatives die in an organization and the steps you can take to improve your business execution. What the 4 disciplines are and how you can apply them to your life and business. Why you should start small with the 4 disciplines of execution and how small changes create big results. What Chris McChesney says you can do today to instill more accountability and use the 4 disciplines to get things done. The trend Chris McChesney is following and why talent development leaders need to know about it. The one piece of advice Chris McChesney would give you to accelerate your career success. Connect with Andy Storch here: https://andystorch.com/ (https://andystorch.com/) https://www.linkedin.com/in/andystorch/ (https://www.linkedin.com/in/andystorch/) https://tdtt.us/ (https://tdtt.us/) Connect with Chris McChesney: https://www.chrismcchesney4dx.com/ (https://www.chrismcchesney4dx.com/) https://amzn.to/3gbdKqA (https://amzn.to/3gbdKqA)

In this episode, recorded on the mat, Valadez Sensei discusses how to make one's training an authentic practice through what he calls "the four disciplines." Please subscribe to our following social media outlets: YouTube: Senshinone Facebook: Senshin Center iTunes/SoundCloud/Spotify: "The Way of the Warrior Podcast" Please also donate toward our efforts via Patreon. Your assistance is greatly needed and greatly appreciated: https://www.patreon.com/SenshinCenter Please visit our website for additional information, writings, and videos: www.senshincenter.com

In today’s episode, I’m sharing the 3rd million dollar mistake. Not knowing what I was doing in this area cost me thousands of dollars and sleepless nights.  You don’t have to make that same mistake. I’m going to give you the exact steps you need to take in order to avoid it. To sum it up, you need to be measuring your success in your business. Measuring success starts with having a balanced scorecard. On a scorecard, you take the 5 core areas of your business and create systems, structures, and strategies around them. These scorecards can be done monthly, quarterly, annually, or all of the above. You can focus in on one area of business where you need the most help or slowly work your way up to assessing all 5 areas. Tune in to learn exactly how I create scorecards in my business and how to create them in yours. In this episode, you will hear: How to create a financial performance scorecard. How to analyze your customer value performance. How to evaluate the internal processes of your business, What innovation performance is. How to assess employee performance and create a strong company culture. Subscribe and Review Please share this podcast with your friends and family. Our beliefs really do drive our behavior and you are born for more. Have you subscribed to my podcast? If the answer is no, I’d love for you to subscribe. Live Life Rich is full of stories of business, some behind the scenes, and freaking amazing guests. If you’re feeling really generous, I’d love for you to give me a review over on Apple Podcasts. Simply select “Ratings and Reviews” and “Write a Review” then a quick line with your favorite part of the episode. It only takes a second and it helps me out a ton! If you really enjoyed this episode, we've created a PDF that has all of the key information for you from the episode. Just go to the episode page at https://marissanehlsen.com/llr049 to download it. Supporting Resources: https://marissanehlsen.com  Facebook: https://www.facebook.com/marissa.nehlsen Instagram: https://www.instagram.com/marissanehlsen/ Standard of Living Budget Worksheet: https://marissanehlsen.com/standard/ Bulletproof Your Business: https://marissanehlsen.com/bulletproofyourbusiness/ 7 Steps to Financial Freedom: https://marissanehlsen.com/7steps/ The E Myth by Michael E. Gerber: https://www.amazon.com/Myth-Revisited-Small-Businesses-About/dp/0887307280 The Four Disciplines of Execution: https://www.amazon.com/Disciplines-Execution-Expanded-Achieving-Important/dp/198215697X/ref=pd_lpo_14_t_1/142-1058256-7909146?_encoding=UTF8&pd_rd_i=198215697X&pd_rd_r=12857c70-812a-40e5-a938-90d6d818f329&pd_rd_w=clokr&pd_rd_wg=1O9IJ&pf_rd_p=16b28406-aa34-451d-8a2e-b3930ada000c&pf_rd_r=2C01BBAMJVAZBMEBZHTA&psc=1&refRID=2C01BBAMJVAZBMEBZHTA Get my free time management downloads: www.marissanehlsen.com/time *** Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com

Title: Paul Calls Timothy to Four Disciplines of Christian Ministry Passage: 2 Timothy 2:1-13 Series: A Call to Faithfulness Preacher: Curtis Ecklund Points:  Division 1: Be Strengthened (vv. 1-2) Division 2: Consider (vv. 3-7) Division 3: Remember (vv. 8-9) Division 4: Endure (vv. 10-13)

Growth Strategies for Realtors with Kristyn Nelson Kristyn Nelson is an 8-year veteran of real estate who works with Berkshire Hathaway Home Services Verani Realty in Southern New Hampshire, about 40 minutes North of Boston. She is the third generation within her family to work in investing, renting, building, and brokering real estate, and she loves every aspect of the business.  Kristyn began her real estate career when she was laid off from a remote marketing position. Her parents helped her launch into real estate, and she has since done 25 million dollars in volume and 60 units.  She developed Tuesday Tip videos to grow her business, teach her customers, and provide information about real estate. Her Facebook Live engagements allow her to effectively connect with consumers without investing a large amount of time. (She uses her iphone with Videolicious.) She gets content from realtor magazines and emails, but she also interviews other people, like the painter who’s working at her house. She’s creating content, she’s highlighting someone else’s business, and the guest will share it with his audiences as well.  When you become a resource for the community you serve, people treat you as a friend instead of as a realtor.  Videos can also help you filter out those people who aren’t a good fit for you by helping them to determine whether there’s a likability factor.  Kristyn uses Bombbomb before her listing appointments to email her prospective clients so they can “see” her before the meeting and as an opportunity to confirm the scheduled meeting.  She starts every day with a list of 7 things that MUST be done today, and she numbers them so that she does the hardest ones first.  Kristyn’s family sets two goals per person each weekend to ensure that they are accomplishing important things and being accountable to each other.  BHHS teams of 8-12 people are meeting to discuss the Four Disciplines of Execution and to build accountability for their goals and their accomplishments.  Avoid the temptation to believe that now isn’t the time to advance your business. Use the opportunity to be in front of your clients as a person, and to make connections and communicate.  People who lean into the opportunities that exist right now will take market share, while others who fail to pivot will potentially fall out of the industry. Don’t pretend you know what’s going to happen to your clients. Reassure them that, for  today, they are ok. “Growth Strategies for Realtors with Kristyn Nelson” episode resources Connect with Kristyn Nelson via her LinkedIn and Facebook accounts (Kristyn Nelson New Hampshire Real Estate Agent) if you’re looking for ideas about how you can engage with your clients. You can also call or text her at (603) 264-9808.  Connect with Jimmy Burgess on LinkedIn and Facebook, as well as his YouTube channel.   If you like what you heard today, we’d love it if you’d share a rating or review, and then subscribe to the podcast and tell others about it as well. You can find The Real Estate Sales Podcast on Apple Podcasts, Google Podcasts, Spotify, and Stitcher, as well as at our website, The Real Estate Sales Podcast.

So many offices around the country end up wasting a ton of time every time they try to have a meeting. Today we are sharing all the meeting structures we have created through Four Disciplines of Execution’s framework  .....Continue Reading...

En este episodio tuve la oportunidad de platicar con Efrain Mendicuti, quien es Responsable de Negocios en Twitter, del Framework: "The BIG 5's" que es una práctica de priorización, enfoque y ejecución  para lograr tus metas y objetivos. Libros sugeridos: Four Disciplines of Execution - Chris Mc Chesney - The Next Person You Meet in Heaven - Mitch Albom - Solo Una Cosa - Gary Keller - Tiempo de Ser Tú - Paola Kuri Traffic Secrets - Russell Branson - Podcast sugeridos: The Tim Ferris Show Happier with Gretchen Rubin Social FM Cracks Más cabrona que bonita Puedes seguir a Efraín en www.efrainmendicuti.com. Te invito a que me sigas en mis redes sociales en instagram como @brigitteseumenicht.com y si quieres recibir más información te inscribas en mi newsletter semanal en www.brigitteseumenicht.com

If you've ever felt like real estate investing is just for people with piles of cash, this episode will change your mind. Our guest Dee Stevens explains how he used his smarts, hustle, and some creative financing strategies to go full time in real estate and build wealth with rich funders to help.  In this case, it did take a nuclear scientist to grow a portfolio.   We're glad you joined us!   SECTION 1: Dee's story Dee was working as a nuclear scientist.  He built a relationship with one of the deliver drivers who shared the ideas of Carlton Sheets and the No Money Down method.  After studying for a while he connected with a realtor who helped him find his first investment deal.  She wasn't sure he was making a good decision but he did it anyway.  That started his real estate investing journey.     SECTION 2: The Value of A Coach Having a coach speeds up the learning curve and gives you high level skills more quickly.  The best way to find them is to be engaged in Facebook groups and the social media community.  Watch the people who are in there advising.  When you find people who match your strategy, reach out and see if they'll help you.  Sometimes that's a no fee connection.  Other times you'll set up a business coach relationship.  It's all about finding the right person.     SECTION 3: Creative Financing   There are a ton of ways to do creative financing.  Here are a few of Dee's favorites: 1. Seller Financing 2. Lease Option 3. Subject for Existing 4. Contract for Deed   SECTION 4: 3 Steps to Clarity 1. Get Your Mind Right & Systems Down 2. What is Your Exit Strategy 3. Build Up Your team     Mentioned in the show: 1. Carlton Sheets – No Money Down 2. Traction 3. Four Disciplines of Execution 4. Never Split the Difference   Special thanks to Dee Stevens for taking the time to share so many great insights with us   If you enjoyed this podcast, there's a couple of things we need you to do right now:  • SUBSCRIBE to REI Clarity on Apple Podcast, Spotify, or wherever you listen to podcasts  • While your there, please RATE & REVIEW the show  • SHARE with friends • Finally, please, JOIN the REI Clarity Facebook Group Then, please share the show with whoever you think it will inspire. Until the next time, We truly appreciate you listening. Need the REI Insurance Guy? More great stories & information at: Youtube - Blog - Podcast Facebook - Twitter

Today’s episode comes from a keynote presentation in which I unpack how to create a cadence of accountability in your organization. This is a concept I picked up from The Four Disciplines of Execution by Sean Covey  ...Continue Reading...

Three tools for powerful focus and incredible results. Sound like a big promise? Perhaps - but these three proven tools have a long track record of results in companies like Google, Intel, Youtube, and MyFitnessPal. The three tools are 1) Four Disciples of Execution, 2) Objectives and Key Results, and 3) Entrepreneurial Operating System. Each of the three tools is similar in that they drive focus and results. You only need one of the three, but since each tool works better in specific environments, we will take a look at all of them spending more of our time on the first tool, since it is most likely to have a positive impact on your Company of One. "Ideas are easy, execution is everything" -- John Doerr A Quick Recap In the last few weeks I have been going over the Company of One model: Episode 174: Grow Your Own Company of One - An overview of the model itself covering the 4 roles - operations, marketing, finance, and research. Episode 175: The Three Kinds of People at Work. Which one are you? - The mindset needed to operate as a Company of One. Episode 176: Seven Things You Must Know About Your Boss  - Understanding who your customer is (a major part of your success). Episode 177: Become Better at Your Job  - Your Cheif Operations Officer at work. We will continue to go over these in the next few episodes diving into how to market yourself (your Cheif Marketing Officer), how to control your money (your Cheif Financial Officer), and how to stay ahead of the game by doing great research (your Cheif Research Officer). But up to now, we have focused on getting to know your customer and then learning how to be more effective at your job - your Chief Operations Officer. In Episode 177: Become Better at Your Job we dove into how to become better doing your job by learning what matters and staying out of the weeds. Now we dive into becoming hyper-focused on getting powerful results by using one of three tools for powerful focus. Three Tools for Powerful Focus Once you know what is important from your boss (See Ep: 177: Become Better at Your Job), now you can focus in to get great results. The trick here will be the focus. If you know what is important, then you also know what you should ignore. The key here is "SHOULD." So many distractions! Let's dive into the first of the three tools. Tool #1 - The Four Disciplines of Execution or 4DX. (Here is a 5-minute video by Franklin-Covey telling about 4DX) These four disciplines are: Focus on the Wildly Important. These would be a small number of things that will return tangible and substantial professional benefits. Example: Lose 20 pounds by December. Act on lead measures. Lead measures are things you can do today to get the results. As opposed to lagging measures which are the end result. Once the lagging measure comes in, the damage is already done. Example: The lagging measure for weight loss is pounds. The leading measure (what we can do daily to get to the end result) is the tracking of your eating daily in MyFitnessPal. Keep a compelling scorecard. We all love to keep score - it is just motivating. So you need a simple and visual method to keep score. Example: Your MyFitnessPal will show you the number of calories eaten per day. Create a Cadence of Accountability. A system to hold you accountable so that you get back on focus when you become distracted - which always happens. Example: A weekly review of your weight and your week's tracking of eating. These ideas were used by Cal Newport in the book Deep Work. Cal, a university faculty focused on research, realized what mattered for his success was research productivity. This means publishing quality research papers and writing proposals that get funded. Here is how Cal used 4DX: #1 The Wildy Important Goal - publish 5 high-quality papers in the next year. This was a big goal - but he knew it would move the needle.

How can you multiply your impact far beyond what you could imagine? And how do you overcome fear when what God is asking you to do seems impossible? In this episode, Holly and I conclude our conversation with Tembi Secrist about her incredible 14-month journey through Southeast Asia and Africa. She shares with us about the additional lessons she learned on her trip, including how God showed her that her impact could be multiplied through the power of community and the truth about overcoming fear.   Did you miss Part 1 of our conversation with Tembi? Go back and listen before you dive into this episode.   Key Points Discussed: Leadership lessons Tembi learned during her 14 month trip You are the product of you and your people [2:30] The work is not going to be accomplished just by you. Your impact can be multiplied by the power of the people you know. Sometimes you have to ask. [7:56] Don’t be discouraged if people don’t say yes right away. [9:25] Listen for God’s voice, obey it, and don’t be afraid [13:38] Take it one step at a time [16:11] Once you step out, it’s easier to keep going [21:30] It will be uncomfortable in the moment [24:00] Tembi’s family and friends’ reaction to her decision to go on this trip [26:15] The importance of trusting God even when things don’t make sense [28:30] Advice for a woman who senses God is calling her to something big [31:28] Family is your God’s call - He won’t call you to something that would disrupt your marriage or your children Be creative with what “something big” looks like [33:15] What’s next for Tembi [34:30] Writing about her trip Interested in making connections between using your professional expertise and what’s needed overseas  Leaders are Learners [39:00] If you don’t stretch, you won’t grow. Enjoy the adventure.  Read management books: The Four Disciplines of Execution* Connecting with Tembi Links for connecting with Tembi are below She is available to speak and share about her experiences. She resides in the Seattle, WA area. Key Quotes from the Episode: “It’s not just you. It’s who you know and who else God wants to involve in what He is doing.” “You don’t realize until the end what God has brought you through.” “Only you understand the nuances of your situation.” “It’s easy to find excuses because things are scary.” “If you don’t stretch, you won’t grow.” Connect with Tembi Secrist: September Secrist is a management consultant, writer, and speaker, based in Seattle, Washington.  She recently returned from a 14-month solo trip through 22 countries in SE Asia and Africa, volunteering her professional expertise with 45 NGOs and mission-based projects.     Previously, September was the Director of Global Healthcare Initiatives with the U.S. Commercial Service, the export promotion agency of the U.S. Department of Commerce. She led a global team of 200 responsible for national and international events, education, and healthcare sales.  She was with the agency for 16 years, and served details as the Deputy National Director and Advisor for Congressional Outreach.    She served as Board Chair and advisory member of the Center for International Business Education and Research at the University of Washington and has done volunteer service projects in Mexico, Russia, Poland, Haiti, Armenia, Turkey, and Greece.   September received her Bachelor of Arts from Northwest University in Business Administration and her Master of Arts from the Naval War College in National Security and Strategic Studies. Blog Facebook LinkedIn *Affiliate link - If you choose to make a purchase via one of the links, we will receive a commission at no extra cost to you. This helps to support the costs of running the podcast and blog.   Connect with Esther and Holly: Esther’s Website Holly’s Website Instagram Facebook Group Facebook Page   This episode was originally published on estherlittlefield.com/episode84.  

The Four Disciplines of Execution (4DX) is a set of disciplines, not guidelines. In this episode, Chris McChesney is back to talk about how to implement 4DX in your organization. Installing 4DX will require serious effort, but the payoff will be a team that performs consistently and with excellence.   To dive deeper into this content, download the free application guide here: https://andystanley.com/podcast/january-2020-the-four-disciplines-of-execution-part-2/

The Four Disciplines of Execution has long been one of my all-time favorite books. The simplicity in which the concepts are presented...Continue Reading...

To start the new year off right, Dustin, Matt, Chris, and Mitch discuss why goal setting is so important and how you can set some great goals for the new year. RESOURCES: "Four Disciplines of Execution" by Chris McChesney, Jim Huling, and Sean Covey "Measure What Matters" by John Doerr MichaelHyatt.com Goals spreadsheet (email info@arundelcc.org to request a copy) "Good To Great" by Jim Collins

Scott Meyers is a real estate investor based in Indianapolis. It all began in 2005 and since then he has grown in the self-storage industry as a developer, owner, syndicator, and operator. He has several multi-million dollar businesses under his belt but his favorite is self-storage and today he is in control of over 7,500 units. Scott started ‘The Self-Storage Mastermind’ to teach others about the self-storage business.  In today’s episode, he discusses how he entered the real estate industry, why he’s chosen to grow with self-storage, and what one should keep in mind before investing in a facility. He gives us insight on one of his memorable deals over the years- what happened, what he learned and what’s going on with it today.  Some Of The Episode Highlights: His Self-Storage Business His ‘Why’ in Self-Storage The ‘Boomerang Property’ Special Gift for Our Listeners    Connect with Scott: Website: selfstorageinvesting.com   - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -  TRANSCRIPTION Intro: Hey guys, this is Don, your host. In today's episode, I will interview Scott Myers. Scott is an amazing investor and he specializes in one of the most interesting asset classes, self-storage facilities. Today, me and Scott will discuss the nature of this market. Also, as previously mentioned, I want to remind you that you have an opportunity to get a free 30-minute phone call with me and Eden if you review our podcast on iTunes. Simply rate the podcast and write a review of how you feel about the content and the show. To redeem, email us the content of the review to Hello@donandeden.com. You will then be contacted and scheduled for a 30-minute phone call with me and Eden, where you could ask questions or network about any subject or project that you would like. So, let's get started and I hope you guys will enjoy the interview. Lady: Welcome to the commercial real estate investing podcast with Don and Eden where we cover all aspects of real estate investing with special attention to off-market strategies. Don: Scott, welcome to the show. How are you doing today? Scott: Hey, Don, I am fantastic. How about yourself? Don: I'm great. How's the weather up in Indiana? Scott: Well, that depends. We had our first snowfall of the year last night. It had about three inches, which is a little bit more than we normally get this time of year. So, I think I'd rather be down next to you conducting this interview right now. Don: Yeah, I mean, we just got the best weather right now in Florida. It's been very muggy for November, 75 degrees all throughout. I used to live in the Midwest, and I know it kind of gets cold in that period of time of the year, right? Scott: Sure can. Yep. Don: Yes. You've been living in Indiana, all of your life, born and raised? Scott: Born and raised in Michigan. I went to the University of Michigan and after I graduated, I moved down to Indianapolis where I took a job. I was working in the telecommunications industry before I got involved in real estate. Don: Wow. Okay, so that's a pretty sharp transition. What made you move into real estate? Scott: When I began looking in investment books on ways to I guess diversify my retirement rather than relying on our 401k stocks and bonds and mutual funds ran across several books, one of which was Robert Kiyosaki's book terms in real estate and the more I looked at more I realized that I didn't want to put my money into the stock market as the poor dad did in Robert Kiyosaki's book 'Rich Dad, Poor Dad.' And so, I began investing in single-family homes and then it took off after that. Don: Yeah, let's talk about your initial investments in the single-family space. What did you do, fix and flip? Scott: Began to buy single-family homes, and then fix them up, refinance them and rent them out. And I did that for a number of years until holding. It's kind of a tough gig holding on as a landlord unless you're flipping some as well. So once the economy began to turn in 1999 and 2000 during that downturn, shortly after the government came out with the Community Reinvestment Act, and made it easy, a little too easy for anybody to own a home and so we began then turning around our houses to sell them. So, we became retailers in addition to landlords. Don: Nice. I know right now you're focusing primarily on self-storage. Tell us about the first time you got to learn about this asset class and this market in general. Scott: Began looking into self-storage because of, well, that wasn't the cash flow that I wanted to have in single-family homes and apartments on like I had intended. And then when I went back and looked at the business model, I realized that most of my expenses were a result of a related to tenants and toilets and trash. And so, we all love real estate and we love running real estate if it weren't for that. So, I began looking into what are the other asset classes in real estate that has the benefits of real estate, but without all the hassles of the three T's. And it's either parking lots or self-storage. And so, the more I begin to look into self-storage in the business model, yeah, I really liked what I saw. And began attending some industry trade shows, then dip my toe in the water by getting into a partnership with someone in a self-storage facility. And the rest they say is history. Don: Yeah. So, there is a question that I want to ask you. I know now that you're very big on the self-storage space and you own or you're in control of over 7500 units, I’m guessing in self-storage just since 2005. So, you've been a longtime player in that space, but I want to ask you more about the beginning because I remember I just recently did a transition from residential wholesale real estate into commercial real estate. And even then, being an experienced investor and owning a lot of properties and having capital, it's not easy. So, you said something about going to shows and learning about... So, tell us a little bit about that period of time where you did not make your first deal in self-storage yet, but very attracted to that asset class and what you did in that time period, how much time did it take for you to get your first deal? Scott: There weren't any resources. You found me, Don because we have an education company as well. We teach people how to go about and do this business and we've been doing that since 2008. But prior to that, that company was really born as a result of that. There wasn't a resource, there wasn't a Scott Meyers out there to learn from it. So, I attended the industry trade shows and those shows are primarily for the folks that are already in the business.  So, I begin talking to the attendees and just asking them, "What do you like best about self-storage and what don't you like about self-storage?" just to get an understanding from several folks that before me and how to get into it. There still wasn't any way to learn the nuts and bolts, the A to Z or how to get into it. When I came home as I began to do more research on my own, I reached out to a consultant in the industry and I spent a day with him and drove around and taking notes and asking about it.  He owned a management company as well. And he managed several facilities for other folks. I asked him as many questions as I possibly could to fill in the gaps and I filled up three notebooks full of paper, just answering the questions that I had about the business and I, like you, been in multifamily and apartments and I understood commercial real estate. But all the nuances and all the intricacies of self-storage to bridge that gap and fill in the gaps took me all day and a bunch of notes and even then there was no way to get it all but that's how I started. And then just sort of trial by the fire going out and talking to other owners and brokers and begin exploring and looking at several facilities to buy. Don: Okay, tell us a little bit about the market itself. So, what are the biggest players, what is considered a big property? I know so when you're looking at multifamily anything over 200 units is considered very big. Mobile home parks, anything over 150 is considered institutional. So, what would you say is a big deal when you talk about self-storages? Scott: Yeah, we're in that 400 to 450 unit range and which equates to roughly greater than 60,000 square feet. Those facilities that are larger than those are the ones that are going to be typically institutional, so those are the ones are going to be held by Public Storage or Extra Space or Bridge or CubeSmart number of the big players or reads in the marketplace. Now not all the time we own several facilities that are that size as well with the goal and the intention of eventually off to the reeds and that's what we're developing and building now. That's really what's considered the big boys. And so the reeds are the institutional properties and facilities that size you know, that only accounts for about nine to 10% of all the units and all the square footage of self-storage are below that and are owned by some regional players that own you know, 1, 2, 5, 7 properties. Some national players that aren't considered and then a lot of the mom and pops that we buy our facilities from that can go all the way down to as low as 15 between units per facility. Don: Okay. So, mom and pop are always good because you can get a pretty good deal. Somebody that owned the property for quite a while, they have a lot of equity typically and there is a lot of value-added. So, I would assume that the value adds basically comes to play when talking about raising up the rents, right? So, they're just not fulfilling their potential. Scott: Yeah, that's absolutely one of the ways that we look at. We're always looking at turnarounds and value adds and the first of which is usually what you just mentioned is usually poor management. They haven't raised rents in a while because they like to stay full, they have fallen behind on technology and we do utilize software and kiosks to manage these facilities or at least help to manage these facilities, which reduces our payroll, which is our second highest expense, line-item expense next to property taxes. In many cases, not all the cases many of the mom and pops didn't understand how to market their facility, therefore they suffer from a lower occupancy than if they were running very well and had a better website and then a means for people to rent a unit or reserve units online. Don: Yeah, what would you say are the biggest minds or the things you should be careful when you're buying a self-storage, especially when underwriting a deal? Scott: Well, the normal due diligence that we go through first the physical side, we hire an inspector, we do our site visits and we hire an inspector to look at all the physical aspects with the underwriting. As you know Don, that some in commercial real estate, you make a $10,000 mistake and underwriting and just at a 10 cap is $100,000 valuation mistake that you've made. But in today's seven or six cap environment, we're talking about $120,000 - $130,000 mistake. So, it's making sure that if we're buying it from a seller and individual seller, or if we're buying from a broker, we need to get the seller's numbers, and all of the expenses. So, it has an art and a science to it. But the science part is just knowing exactly what to ask for. And in self-storage versus apartments versus mobile home parks, there are expenses that are associated with each one of those asset classes.  So it's important to know what are the expenses of running a self-storage facility and making sure that your account for that. And as I'm sure you're used to and telling your folks as well but just because the seller and the broker don’t include it has zero alongside an expense sentiment doesn't mean it's going to be zero for you. So, management of lawn care and landscaping and snow removal, if that manager does that, or their employer does that, well, they're not going to do it for you so you need to add those expenses in. So, I think that's one of the places where people get tripped. Another is the change in property taxes.  If you run it for a million dollars, and the last time it was assessed was at $500,000 and in this county, they assess based upon a sale, you can expect your property taxes to double roughly and so you need to account for that and underwriting that you're different set of expenses when you buy it versus what is given to you by the seller. So you know, we can go through each and every one of those but just making sure that you pull all the bills and you all of the information in terms of all the income coming into the facility, as well as all the expenses of that underwriting based upon that to give your valuation and your offer. But then we always have two sets of numbers that we use afterward, which is how we're going to run it today meaning 30 days after we bought and then what does it look like in the next one to five years down the road once we have stabilized it and added more value. Don: Okay, and what does it look like as far as the demand and the supply for self-storage facilities across the United States when we're talking about late 2019? I know that people are buying and we're consuming a lot more than what we used to, especially those you can buy everything online right now. And I know people have a lot of things that they want to store. What is your take on this industry and the direction in which it's going in the future for 5 or 10 years? Scott: What we're seeing right now is a demand for self-storage. We always look at supply; supply and demand for a particular market. And the good news is that we draw a ring around a particular site if we have developed for an existing facility of about three miles, five miles as if it's rural or one mile if you’re in downtown Miami. But then we're looking at the amount of self-storage square footage already in that market in a three-mile radius, compared to the population in our industry is considered somewhere between six and a half to seven and a half square person. And it depends upon the market and there are some areas that are quite a bit different than that. But that's kind of a round number. And so, that alone gives us an idea of what the demand is. So, then we visit those facilities and determine if that truly is the case, if they have waiting lists, the rental rates in the market will also be an indicator of what the demand is, obviously. And so, then we base it upon that, but there's only four square foot of storage per person in this market, and the rates are considerably higher than we see around the rest of the country and all the facilities are full and have waiting lists, then there's probably a need for some storage there. In the case of development, we're also going to get a feasibility study on just like you do Don when your billing departments often saying, "Yeah, we think it's going to work, we have to get a feasibility study before the bank will give us money and private equity partners as well." But that's how we look at it in today, in real-time for looking at a facility to develop or even to turn around.  Now in terms of moving forward or looking forward, we don't see a whole lot of changes being the demand for self-storage. And we don't have a crystal ball that is perfect, but we keep an eye on trends and we've seen in the past, we've seen that the baby boomers have created a huge demand for self-storage as they've been downsizing and moving into assisted living and then passing on. Their kids store their items in storage for the future.  But then the concerned about the millennials that perhaps they wouldn't have the same demand and self overseeing just the opposite. Yeah, they're minimalists, they have smaller homes or apartments because they want to give them up and go travel instead of having a house or they want to live in a smaller home. But they like adventures and experiences and adventures and experiences require skis and gear and mountain bikes and camping gear and kayaks and all those other things. And they don't fit in in their tiny houses or apartments or condos. And so we've seen an even greater surge in demand for self-storage, and we see that happening in the foreseeable future. Don: So, you wouldn't think there are any major disruptors coming in the form of let's say, multi families that are being built with storage facilities inside them. Would you say that this is a disrupter? Scott: I don't think so. Because sometimes they are done either on the grounds and in the basement in some of those areas. For they're doing that to a degree but we haven't seen that effect because if you're going to build apartment and you already have construction crew on-site, you're going to maximize the living space because you're going to generate a heck of a lot more revenue per square foot in living space, and you are for storage. So it's an amenity that they can put in place, but not to the degree that it meets the demand for the entire area or the market. So, we may lose a few of those clients in a three-mile radius, but it certainly doesn't speak to the entire market that we're marketing to if that makes sense. Don: Yeah, it makes sense. So where are you focusing on buying these self-storage facilities? Are you buying across the country or you're looking at particular markets and then when you're looking into a market? I know when I'm looking for mobile home parks or multi-families, that I'm looking for job growth and population growth and understanding the environment of the market. Are you doing anything different when you're looking into a self-storage facility, are there different stats that you got to understand before moving in? Scott: When I was also in homes and apartments and we're always looking for the emerging markets that were always a buzzword and some of the guru's had created. And you always want to see where there's growth in those markets. And that's always like that as well. Because if you see, you see self-storage facilities going up. Typically, they're going out not too far from apartments in a growing market, we're not too far away, they go hand in hand or in step with one another. But the good news about self-storage, unlike apartments and single-family rentals is that in a downturn in the economy, or even in a market that is experiencing a little bit of a decline in population or maybe some job loss in self-storage, we're in the trauma and transition business.  If there's trauma, people losing their jobs are having to move they need storage, and they're downsizing and moving back with their parents are moving in with somebody else. And so that creates a need for storage. We've seen during the last recession and everyone prior to that self-storage does extremely well because businesses are downsizing. So, as we head into a changing economy, we feel that we're in good shape. When we're in a growing market or growing economy, people buy more stuff or there are more people to store things therefore there's a need for storage. But even if there's a downturn in a particular market that is losing jobs, there's a need for storage and self-storage does extremely well.  Now doesn't mean that we do great in every single market in every single economy. The one caveat or the one market in which we wouldn't do well, and as those in which there's just a new extreme blight or a flight. So, if there are several manufacturers are leaving, and there are thousands of jobs that are leaving a market. That there are some instances that we've seen that or even New Orleans when Katrina came through and wipe them out, there's lots of areas within a three-mile radius that the population is so low that self-storage facilities are struggling, same in Detroit and Flint, Michigan, exited as the auto industry has left, the same thing. So, we do have to be careful that there is an extreme blight in those markets but we like just about every market and every economy for storage. Don: Yeah, but I would think that whenever there's an extreme blight in the market, then it's not going to be just self-storage is not going to be affected. It's going to be all types of real estate... Scott: Exactly. And you're right. Don: It doesn't really matter. So, I want to ask you about a specific deal. One that you remember, one for the ages is what we call it. So that you can intrigue everybody that's listening to this episode about self-storages and is considering to get into space, something that you bought, made good money and it was interesting and intriguing. So, tell us about one of those. Scott: Yeah. So, this is a property, it was a larger property that I bought back in 2007, so just prior to the Great Recession. I bought the property for $1.5 million with no money down, I used seller financing and a bank and bank debt on it. And it was an industrial building that had offices in it and warehousing, but we converted a large portion of it to outdoor parking for storage is the indoor self-storage. So, we put about $400,000 with a bank loan into the project and we had $1.9 into it. Then in 2007, at the end of it, so about two and a half years later, we sold it prior to the recession of 2008 and we sold about a $2 million profit on that one.  Then came the recession and the buyer went bankrupt because he was a developer out of California and had lost his portfolio, retain the rights to market some of those properties, this being one of them. So, he offered it to me several times over the next several years, and the price kept coming down, down and down and then finally I was able to buy it back for $545,000. And so that's when we get good at syndicating as we mentioned Don when you run out of cash. We've leased it back up again and we've rehabbed them and renovated several areas, leased up the storage, added more storage to it. And it's under contract to sell right now for just a little shy of $3 million. Don: So, you made $2 million the first time and then a little bit over $2 million the second time. It is coming back to you giving you $2 million whenever you work with it. Scott: We affectionately call it 'The Boomerang Property,' so yeah. Don: That is just great, that's phenomenal. Okay, that's beautiful. You bought the property, that was luck also buying it right on time and selling it just before the recession, won't you say? Scott: We had that thing leased up so that we really couldn't create much more value in it. It was at the top, it would have just been through some minor rate increases. And so, we didn't foresee the recession coming and certainly not the magnitude that it was. So, I absolutely will not pretend that I knew what was happening. So yes, we were fortunate enough to be able to sell it at that time when financing was plentiful, and he was able to buy it and that was really good timing. And boy, we learned a lot of lessons through that recession. Fortunately, we weren't holding that one during that time. Don: Okay. What market was it? Scott: That was here in Indianapolis. Don: Nice. Great. That's very interesting. And I'm sure everybody that's listening could see that you could make $2 million on a self-storage facility, one that you bought for $2 million or was in for $2 million. That's amazing! That's a 100% return on your investment. That's great. What book would you recommend for somebody to read in case they already read 'Think And Grow Rich' and 'Rich Dad Poor Dad?' Scott: Wow, let me see here. Don: Difficult question, huh? Scott: It is. I'm just looking at my bookshelf of the many things we’re utilizing our company right now as we scale and grow just depending upon where folks are at is 'Traction'. So, it's more than just a book. It's where Gino Whitman talks about the entrepreneur operating system and really how we as entrepreneurs need to handle and run our business and treat it as a business no matter what the size is. So, I would strongly recommend 'Traction' by Gino Wickman. That is the one that's probably had the biggest impact on us recently. This is for yourself as well as any staff that you may be bringing on are the Four Disciplines of Execution or 4DX all about just getting things done. Bestseller on our wall street journal number one, and again loads of information on how to, well, just how to get things done and how to not make excuses or procrastinate and move the ball forward in your business. Don: Yeah, it seems that procrastinating is always one of the keys to failure. Everybody's saying to never procrastinate, always take action and get things done. Amazing. Yeah. So Scott, what's the best way to connect with you in case anybody wants to learn more about self-storage is or invest with you or anything of that nature? Scott: Sure. Well, selfstorageinvesting.com is our website with all things self-storage, and lots of freebies to download and some videos. But I got a little something that I want to give to your folks done specifically for being on this podcast. If you want the beginning a roadmap or what we call the blueprint into self-storage, you'll go to that same site http://selfstorageinvesting.com/blueprint1/ the numeral one behind it. It’ll show you the steps that you need to follow to get involved in this incredible business that we call self-storage. Don: Well Scott, thank you very much for sharing that with our audience and I hope that you're going to have a great day and thank you for being on the show today. Scott: My pleasure. Thank you, Don. Don: Yes, you're welcome. You have a great rest of your day Scott: You too. Lady: Thanks for listening to the real estate investing podcast with Don and Ethan. Stay tuned for more episodes. Till next time.

The Four Disciplines of Execution is a simple, repeatable, and proven formula for executing your most important strategic priorities in the midst of the day-to-day whirlwind. This month, Chris McChesney joins Andy to walk through each of the four disciplines.   

Watch the YouTube video at the top of the show notes page, to see Chris’s screen as he walks you through The 4 Disciplines of Execution! On today’s podcast, I’m talking to Chris McChesney. Chris is the Global Practice Leader of Execution for Franklin Covey, where he serves as one of the primary developers of The 4 Disciplines of Execution - a framework for accomplishing strategic business goals and creating lasting organizational change. Chris has led many of the most noted implementations of The 4 Disciplines, including Marriott International, Shaw Industries, Ritz Carlton, Kroger, Coca Cola, Comcast, Frito Lay, Lockheed Martin and Gaylord Entertainment, to name a few. I first came across his work through Michael Hyatt, who called The 4 Disciplines of Execution the gold standard for his team. It’s one we’ve implemented into our team’s weekly ritual as well. Today, I’m honored to have Chris on the podcast to talk about how to simplify what’s really tough for a lot of financial advisors to execute on - and the tools and techniques you can use to inspire your team to help them not only meet your goals, but their own as well.   FREE OFFER Get a FREE Autographed Copy of Chris McChesney’s Book, The 4 Disciplines of Execution Visit BradleyJohnson.com/63 to see how you can claim your offer!    SHOW NOTES To get access to today's show notes, including free offer, transcript, and links to all the resources mentioned, visit BradleyJohnson.com/63

At Knowles Development, we believe "Leaders Are Not Born, They Are Developed". This weekly podcast will focus on key areas of leadership development with host Brad Knowles.

Sometimes when you are working to help teachers improve, it can feel like for every step you take forward, you take two steps back. You try to give teachers good feedback, you provide great professional development and coaching, but sometimes, teachers still don’t improve. When teachers aren’t performing, leaders resort to writing the teacher up, putting the teacher on a performance plan, or proving an avalanche of feedback and support. However, Builder’s know that those tools don’t work. In fact, Builders know that there are only four things you can do to actually impact teacher behavior and performance. I call these four things, the Four Disciplines of Buildership. Chances are, you’re probably already practicing some or all of these four disciplines already, but on today’s episode, you’ll discover a simple tweak you can make that will exponentially magnify your effectiveness. Tune in to this episode find out how to multiply your effectiveness with teachers #LikeABuilder.

Welcome back to the Tom Ferry Show! We're kicking off the revamped series with a new season focusing on more intentionality and now video question submissions. Enjoy this first episode where I share with you 4 disciplines you must incorporate into your business if you want to success like one of the greats. We also include a video from Katie Day address 3 non-negotiable daily habits. I encourage you to participate in my little challenges to you in the video. Are you all in? Show me by commenting below, and I assure you, these things will help you achieve more. For show notes and more information visit: https://tfi.media/2TKLNsh

Kiera Dent is back on the show to talk accountability meetings. Podcast veterans know that Dr. Mark Costes leans on The Four Disciplines of Execution...Continue Reading...

Keven Thomas II Sunday School 6/23/19

  Today we’ll be delving into a business productivity system called the 4 DISCIPLINES OF EXECUTION aka the 4DX which I believe will be applicable to the world of creatives like film pros. I won’t make this too long an episode as the system is fairly quick to follow but before I go onto it let’s look back at last week’s episode and which talked about Protecting Your Mental Energy. Mental energy you see is over and above time and money and skills and everything else, IS YOUR MOST FINITE AND VALUABLE ASSET. When you’re mental energy is depleted you are less able to be effective and just one side effect of this is that you can be easily manipulated. Have a listen if you missed it and get protecting your own MENTAL ENERGY. You can thank me later. ANECTDOTE In the words of that famous philosopher, LL Cool J, Stay focused - go after your dreams and keep moving toward your goals. I’ve talked a lot in the show about how focus is important if you want to get things done, and to get things done you really need a strategy, and if you have a strategy it must be designed to work towards your goals. Today I’m going to discuss how to execute on the strategies which will lead to you achieving your goals. The difficulty we face once a strategy is decided you see is EXECUTION OF THAT STRATEGY or the delivery if you don’t quite follow, your strategy. I am just about a third of the way through researching, writing and recording this season and I have a plan to get it all done, but it’s a tight and driven schedule of work and life gets in the way really every day. Today I’m slipping as I’m recording this right at the last possible minute. Nothing catastrophic will happen tomorrow but if I continue to miss the scheduled process goals for my main goal, roughly an episode every 4 days then by the time I hit my target date, I’ll be behind by at least a couple of episodes. Now I can pick them up after and the audience won’t really know if I am clever about that, but I have another series of new goals which land on the 1st of March, so if I miss my season 2 launch date it will bang into those goals and they will be put back. If I’m not careful my focus will change from aiming for success to just ensuring that I don’t fail which is a different matter. There are lots of things messing me up today. Last night I got an unexpected email about the second Dead End film and had to give up time then and again this morning to deal with it and I didn’t sleep well as it was involved. My car is off the road and that’s slowing my schedule too. I’ve scripts to read and communications to make and hoovering and shopping and life, in general, to contend with and come the 11th February I’ll be back shooting at the BBC so my time will shrink even further. In reality, I need to record as many episodes as I can before that date, which at time of recording is just 19 days away, so really one every three days and these things take time – in effect I’ve so much going on that I’m suffocating and my ability to take action is diminishing. My time and energy is getting sucked away. That situation that struggle of life and work and other things, disconnected from my main goal - is described in the Sean Covey, Chris McChesney and Jim Huling book THE FOUR DISCIPLINES OF EXECUTION which calls it THE WHIRLWIND. When putting together the book they surveyed over 200,000 leaders around the world to find out why they struggle to execute - the answers varied, but the authors realized all their answers had one thing in common. The main reason leaders and teams routinely fail to execute promising strategies and important team goals are because they spend all their energy dealing with the whirlwind. The FOUR DISCIPLINES OF EXECUTION is a system which cuts through that whirlwind of everyday life etc and I’ll be referencing the book throughout today's show. As always I’ll link to it in the show notes with a full transcript. AMAZON AFFILIATE LINKS US: https://amzn.to/2H0PNQU UK: https://amzn.to/2EuoVHu LESSON The book says “The real enemy of execution is your day job! We call it the whirlwind. It’s the massive amount of energy that’s necessary just to keep your operation going on a day‐to‐day basis; and, ironically, it’s also the thing that makes it so hard to execute anything new. The whirlwind robs from you the focus required to move your team forward.” – unquote And it goes on to say that “The whirlwind is urgent and it acts on you and everyone working for you every minute of every day. The goals you’ve set for moving forward are important, but when urgency and importance clash, urgency will win every time." Dwight D. Eisenhower said that “What is important is seldom urgent and what is urgent is seldom important.” I‘ll post the image for this in the show notes but he had a priority system which I’ve mentioned on the show before but never actually delved into. You can only benefit from the Eisenhower Method if you are willing to commit to making radical categorization of your daily tasks. This Method requires that you group your tasks and activities into four priorities, separated in a visual layout. So it’s a box if you can imagine with 4 quadrants. Priority 1 tasks are both urgent and important. Priority 2 tasks are important but not urgent. Priority 3 tasks are urgent but not important. Priority 4 tasks are neither urgent nor important. And here is how you can handle your tasks based on those Principles. Important/Urgent quadrant 1 tasks are DO TASKS – Get them done immediately and personally e.g. crises, deadlines, problems. I focus on these important things and take into consideration when they’re due. Important/Not Urgent quadrant 2 tasks are DECIDE TASKS and are done personally e.g. calling friends and family, researching, planning, gym, strategy. Unimportant/Urgent quadrant 3 tasks are DELEGATED TASKS e.g. interruptions, meetings, booking flights, some research, possibly some social networking. Unimportant/Not Urgent quadrant 4 tasks are DELETE TASKS just dropped e.g. time wasters, trivia, spam email, telemarketers, or you could include checking social media or watching TV. I’ve found that every time I’ve let urgency trump importance, I’ve regretted it. – Unquote, Trent Hamm So, that’s been a little aside but within what I am talking about here that may turn out to be quite useful. Coming back now to THE FOUR DISCIPLINES OF EXECUTION the writers of the book discovered through their interviews that executing a promising idea or important goal amid a raging whirlwind requires discipline. It requires the discipline to deal with urgent items while remaining focused on what’s important. The sad truth is that this becomes a struggle which is almost always won by the Whirlwind, which dooms your strategy from the beginning. Why is this? Well, according to the Four Disciplines of Execution methodology, it’s because even the boldest strategy for moving forward won’t have an impact unless you centre it around execution. In the Whirlwind which is just all of the things, you need to do on a daily basis to keep things chugging along. They need to get done, but they don’t actually move the needle on your strategy. This leads to a struggle for attention. On the one hand, you have this Whirlwind of daily activity that demands your attention. And on the other, you have the high-priority responsibilities that will ensure your strategy is met. The Four Disciplines are all about realizing this and putting in place the practices you need to make sure the most important work gets done first. When combined, these four disciplines will allow you through determined action to achieve their goals on a regular basis. So what are they? Well, I’m going to refer partly to a summary produced by www.ProductivityGame.com here and combine it in with some more info. Jim Huling says that “Execution starts with focus.” and Jim Rohn said “Discipline is the bridge between goals and accomplishment.” - Discipline #1 is THE DISCIPLINE OF FOCUS. The first discipline requires sustaining the whirlwind at its current level while you advance towards what it calls one WILDLY IMPORTANT GOAL or WIG - W.I.G. A Wildly Important Goal, it actually says one or two but let’s keep it simple –remember the more you try to get done, the lower the odds of success of each of the goals you seek to achieve. Extraordinary results can only be achieved when you are clear about what matters most.  As simple as this principle may sound, few ever master it. To find your wildly important goal, DON’T ASK: “What’s most important?” If you ask that question, you’ll inevitably focus on the whirlwind because everything in the whirlwind seems important. Instead, ask yourself: “If everything else remained at its current level of performance, what one achievement would make everything else seem secondary?” In other words, if you didn’t need to worry about anything else for the time being, what one goal would you focus on right now? Try using the Eisenhower matrix if you are having trouble. And whatever that goal is you must be specific about it. The way they put it is that you must move from X to Y by (insert date here) So as an example again, my current goal is to Launch Season 2 – to get from where I am now as I record this on the 23rd January  and get from the 4 episodes I have recorded already, to 12 episodes recorded by the 24th of February. I have a super clear goal. The book says “Once you stop worrying about everything else going backwards, you can start moving forward on your WIG.” unquote Discipline 2: MEASURE LEAD BEHAVIOURS. With unlimited time and resources, you could accomplish anything.  Unfortunately, your challenge is usually the opposite. There are two measurements you can focus on while executing: LEAD BEHAVIOUR measurements and LAG RESULT MEASUREMENTS. Lag result measurements are measurements of the results you want. Lead behaviour measurements are measurements of the essential or critical day‐to‐day activities that lead to the results you want. With this podcast, if I create more content (lead behaviour) I’ll get more people listening, and more subscribers. And that’s a (Lag Result) In sales, for example, more sales calls (lead behaviour) lead to more sales (lag result). If you‘re learning a new skill, say the functions of a new camera, then the more time spent studying it and using it (lead behaviour) leads to more confidence in working it and faster operation of it (lag result). Measuring results can be frustrating though because it takes time for your actions to produce measurable results. That’s why they are called lag results. If you measure a value you can’t immediately improve, your willingness to execute will diminish. However, when you focus on a metric you can influence every day or every week, like a lead behaviour, you’ll sustain your level of execution. Seeing daily/weekly signs of improvements will increase engagement and drive the execution of your WIG. Your WILDLY IMPORTANT GOAL. Discipline 3: KEEP SCORE - Without a scoreboard, you or your team will lose track of your measurements, forget the score, and lose the will to win. Therefore, you need to create a scoreboard that includes your WIG (title), your lag measurements (line chart from left to right), and your lead measurements (bar chart below the lag measurements). I’ll post an example in the show notes. If you’re improving the lead measurement, and that lead measurement is corresponding to improvements in the lag measurement, then you’re winning. It’s suggested you write this up somewhere it can be seen I’ll be trying it out on one of my many whiteboards. The thing about keeping score is, well think about it in sporting terms. How much more engaged to fans and players get when their goals start to get scored. It really lights a fire to win. So disciplines 1, 2 and 3 according to Franklin Covey are nothing more than creating a winnable game and discipline 4 is how we play that game. Author Catherine Pulsifer said “at the end of the day we are accountable to ourselves - our success is a result of what we do.” and Discipline 4 is the discipline of accountability. No matter how brilliant your plan or how important your goal, nothing will happen until you follow through with consistent action.  4DX brings the practices that drive accountability and follow through, despite a whirlwind of competing priorities. The fourth discipline of execution requires setting up weekly accountability meetings with teammates or peers (not bosses or managers) but as a freelancer I suggest you put aside a session per week, I have half an hour on Friday afternoons in my diary, to assess how you are getting on, write up your progress and hold yourself accountable to stay on course. This is half an hour a week where you can also work on your life and career in a period where you are not living and working in it. Holding regular weekly accountability sessions like this or with people at your level (called WIG sessions) ensures you stay in the game. When you set up reoccurring weekly meetings with teammates or like‐minded peers to discuss your efforts, you strengthen your commitment to execution. During your WIG sessions (When working in teams these are usually 15‐minute weekly accountability meetings), do three things: report on last week’s commitment, or write it up if you are an individual, review the score and describe or detail in writing the actions you took to advance your WIG, and Commit to a lead behaviour improvement or a specific deliverable for your next week. SUMMING UP The book says If you ignore the urgent, it can kill you today. It’s also true, however, that if you ignore the important, it can kill you tomorrow. I hope that my potted version of the system has been of interest to you and I think it’s a really cool angle to approach getting things done. The book, of course, expands monumentally on the simple principles which I have highlighted here and as I said before, there will be a link to it in the show notes. I’ll end with a quote from Paul J. Meyer who said that “Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” CALL TO ACTION Your call to action this week is to decide on a WIG or wildly important goal and figure out your X to Y by a specific date. If you are uncertain of your WIG then see if you can cut through that whirlwind of life and work and whatever you have on by applying the Eisenhower matrix to it. Move forward with your strategy towards your WIG and execute using the 4 principles I have detailed here. ENDING Next week I’ll be talking about a subject which I am sure will hit a mark with most creatives. It’s a long episode but you’re going to get a lot out of it. The topic will be Bad Collaborations, or Collabo-Haters as I have coined them. Until then please take control of your own destiny, keep on shootin’ and join me next time on Film Pro Productivity. The music you can hear right now is Adventures by A Himitsu You can view the show notes for this episode on the official website at filmproproductivity.com Please follow the show on Twitter @filmproprodpod or Facebook @filmproproductivity or catch me on my personal accounts on Instagram and twitter @fight_director Thanks for supporting the show by subscribing, telling people all about it and forcing them to listen at gunpoint if necessary and please leave an AWESOME review. Sources: Sources: https://www.youtube.com/watch?v=aEJDliThj7g https://www.youtube.com/watch?v=ADORZuvw9pw https://www.thesimpledollar.com/separating-the-urgent-and-the-important/Thanks: A Himitsu   Music: Adventures by A Himitsu https://www.soundcloud.com/a-himitsu Creative Commons — Attribution 3.0 Unported— CC BY 3.0 http://creativecommons.org/licenses/b... Music released by Argofox https://www.youtu.be/8BXNwnxaVQE Music provided by Audio Library https://www.youtu.be/MkNeIUgNPQ8 ––– • Contact the artist: x.jonaz@gmail.com https://www.facebook.com/ahimitsu https://www.twitter.com/ahimitsu1 https://www.youtube.com/channel/UCgFwu-j5-xNJml2FtTrrB3A

How good are you at planning? In the book, The Four Disciplines of Execution, it says "the more you do, the less you get done." Conversely, the more you do, the less you get done. If you try to do a bunch of things, your ability to execute goes out the window. But if you fixate on one thing, incredible things can happen. Not all things are worth getting done. So, how good are you at planning? I ask Ryan Dougherty this question and all kinds of good stuff comes out. Check it out.

Welcome back to the Real Estate Investment Profit Masters Podcast! It’s been awhile, but I’m excited about this. We’re trying out a new format with today’s episode. I’ve gotten a lot of questions about coaching lately, and that’s something I want to answer on this podcast. Today, I’m sharing an interview with my coaching student Jim Zaspel. We’ve been working together for twelve sessions and his insights and experience working with me will really show off how important coaching can be in the real estate investment business. MINUTE MARKERS 4:09 - Meet Jim Zaspel! 5:15 - Jim breaks down why he went looking for a coach 6:30 - How many contracts does Jim have going on right now? 8:30 - Which real estate investment strategy works out best for Jim? 11:19 - Jim used coaching to become even more successful 15:35 - Jim’s favorite parts of working together 17:54 - Coaching is healthy for your professional life 22:41 - The three tests Cory uses for coaching - do they work? 24:32 - The books Jim read during coaching 26:34 - What kind of success does Jim expect from this coaching experience? 27:46 - The one thing Jim thinks is super valuable 28:20 - Jim’s parting thoughts on coaching Links and Resources:   The Four Disciplines of Execution by Franklin Covey Cory's Coaching www.gosection8.com   QUOTES   “I got more than I was looking for and I’m glad for it.” Jim   “I literally have what I need to do more than what I set out to accomplish.” Jim

In this special episode of Saga Briefs, our side project here at Saga Thing, John and Andy sit down with Patricia Gonsalves and Stephen Fox for a chat about archery in the Viking world. But the conversation isn't limited to medieval Scandinavia. Patricia and Stephen, both experts in archery and its history, have travelled the world learning everything they can about the subject. We take full advantage of their expertise as we cover everything from Gunnar Hamundarson's request for a lock of hair to make a bowstring to cinema's best archers. Along the way, we learn about fletch mites and the last official kill by a longbow in wartime (hint: it involves dead Nazis). This is our longest interview yet, but it's an informative and fun one from beginning to end. We hope you enjoy Patricia and Stephen as much as we do. Patricia currently works as the archery consultant for the popular television series Arrow and The Flash, among other shows. While she works behind the scenes, you'll have seen her work in the skilled and realistic approach to archery she's trained into every actor who draws an arrow on the shows. Patricia grew up imagining herself in the shoes of literature's most famous archer, Robin Hood. Today, she not only gets to play with bows and arrows every day, she gets to help make television's Robin Hood look cool. You can follow Patricia's adventures on her Facebook page, TheEpicArcher. Stephen Fox studied Experimental Archaeology and Viking Archery at University College Dublin. If you want to know anything about how bows are made, Stephen is your guy. He's toured the world studying archery, working at excavation sites and Viking museums. An expert in Viking bow-making, Stephen spent two seasons working at the Lofotr Viking Museum in Norway, where he built his own workshop in the chieftain's longhouse and crafted bows from scratch. Stephen currently works with Patricia as an archery technician for Arrow. If you're interested in getting some hands-on training in historical or traditional archery, you're in luck. Patricia is the founder and lead instructor at Lykopis Archery, located in Vancouver, Canada. Stephen also works there as an instructor and administrator. In addition to teaching introductory archery classes to youths and adults, Lykopis offers detailed instruction in the Four Disciplines of Archery, including: The Lithics Discipline: This discipline concentrates on bows and arrows that were used in the Stone Age and throughout prehistory. The Asiatic Composite Bow: Examines the composites of the Steppe, Eastern Asian bows and the styles used in Mounted Horseback Archery. The Longbow: Studies the theory and application Viking Longbow and the Tudor/Welsh Warbow and and the heavy draw technique that allowed warriors to pull up to 100 lbs in draw weight. The Flatbow: Focuses on First Nations and Native American bows, flatbows of the 20th Century and techniques applicable for stealth and for hunting. Follow Lykopis Archery on Facebook for news and updates on programming.

http://www.success101podcast.com/205 (www.success101podcast.com/205) The 4 Disciplines of Execution provides a simple, proven formula for achieving the goals that every individual or organization needs to reach. From Marriott to the U.S. Navy, Covey and his team have worked with more than 200,000 people in hundreds of organizations to improve performance, identifying and honing four secrets of perfect execution: Focus on the Wildly Important; Act on the Lead Measures; Keep a Compelling Scoreboard; and Create a Cadence of Accountability. By allowing teams to separate those urgent tasks that demand attention merely to keep a company alive – called the “whirlwind” – from new, “wildly important” goals that promise to break new ground, these disciplines empower leaders to accomplish what is by far the most difficult aspect of creating results: executing a strategy that requires a change in behavior. Simply put, this is a work that no business, however small or large, can afford to pass up. PROMOTIONAL ITEMS: COUPON: AMPLE Meal Replacement Drink:  http://WWW.SUCCESS101PODCAST.COM/AMPLE (WWW.SUCCESS101PODCAST.COM/AMPLE)  AND ENTER COUPON CODE: “success101” FOR 15% OFF YOUR AMPLE MEAL ORDER.  Jarrod’s Book and Coaching Programs: http://WWW.SUCCESS101PODCAST.COM/book (WWW.SUCCESS101PODCAST.COM/book ) http://WWW.SUCCESS101PODCAST.COM/coaching (WWW.SUCCESS101PODCAST.COM/coaching) COUPON: Dry Farm Wines “penny bottle” offer :  http://www.dryfarmwines.com/success101 (www.dryfarmwines.com/success101)   How to Connect With Jarrod Warren: Enjoy the podcast? Find The Success 101 Podcast on iTunes, subscribe, and give a 5-star rating: http://buff.ly/1TXbYDv (http://buff.ly/1TXbYDv) The Success 101 Podcast Website: http://www.success101podcast.com (www.success101podcast.com) Email Jarrod Warren:mum Re Resulews info@success101podcast.com The Success 101 Podcast on Facebook: http://www.facebook.com/success101podcast (www.facebook.com/success101podcast) Jarrod Warren on Twitter: https://twitter.com/WarrenJarrod (https://twitter.com/WarrenJarrod) https://twitter.com/WarrenJarrod (@WarrenJarrod) Jarrod Warren on Instagram: https://www.instagram.com/success101podcast/ (https://www.instagram.com/success101podcast/) https://www.instagram.com/success101podcast/ (@success101podcast)

The Four Disciplines of Execution teaches on accomplishing your Wildly Important Goals (WIGs)...Continue Reading...

March 22, 2018 | Men Of Success - Winter 2018, Session 10 - The Four Disciplines Of Execution by Topeka Bible Church

March 15, 2018 | Men Of Success - Winter 2018, Session 9 - The Four Disciplines Of Execution by Topeka Bible Church

Access to data is increasingly seen as fundamental to research reproducibility, but there is no one size fits all policy for data sharing. What role can societies play in establishing practices which meet the needs of their communities?

In this episode I talk about what sort of balance is optimal in regards to a Magick or Occult practice. I ask what exactly is the end goal of a magick practice? I also talk about the Four Disciplines of the Initiates.

Are you living in the present while dreaming for the future? I had an interesting meeting with some friends the other day. We were talking about our dreams for the future. I was sharing about my recent Podcast on “Dreaming Your Future into Reality.” (If you haven't had a chance to hear it, you can go to iTunes and listen to Episode 4.) We began to talk about how we stay in the present, while planning for our future. It sounds simple enough, but with everything going on in our lives, sometimes it's hard just to be present with our family, with our friends, even at our jobs. How do we live in the moment? I always tell my coaching clients to, ”Bloom where you're planted, while continuing to keep working toward the future. By doing this, you are able to enjoy the now, and keep moving to where you want to be." I've been working on this myself and over the years, I have discovered Four Disciplines, which have worked well. I have incorporated them into my life, and they keep me focused on the present, while I am moving toward the future.

What separates an individual with a business idea from an entrepreneur with an idea that could actually turn into a viable business? The ability to successfully identify a market opportunity. That was the case for Gregg Scoresby, founder and CEO of CampusLogic. After years spent as a consultant in the higher education and student financial aid industry, he recognized the experience could dramatically improve with the adoption of mobile and cloud. In this episode, Gregg discusses jumping on the market opportunity, ushering student financial aid into the age of the cloud and the challenges of scaling up. What's a challenge you faced as you've scaled and how did you overcome it? When you're trying to scale, it's different from when you were being scrappy and trying to execute with 10 people –– there's a whole new level of management and leadership required. Externally, customers need more love and attention. Internally, it's important to make sure there's clarity around the company's  purpose, mission and values. At CampusLogic, we talk about purpose, mission and values in almost everything we do. Our core values are the primary thing we interview for and our entire performance evaluation process is based on those core values. If you have smart people who share those core values, then a lot of good things happen. As any company grows, change is inevitable and often necessary. How have you adapted to embrace change? Managing a 10-person company is quite a bit different than managing a 100-person company. The role becomes more about managing the managers versus directing the work on a day-to-day basis. Making changes associated with growth can be hard, but it is fun to see the company grow, and try hard to make the personal and organizational changes that allow it to grow. What's one piece of advice you would give to these entrepreneurs? Build the very best team you can as early as you can. When cash is tight, it can be tricky to hire the best talent that you can. The key is to always be thinking what the company will need in the next six months, 12 months and 24 months, and then hire for the skillsets you'll need in the out years. It's important to find balance when cash is tight, but at the end of the day, talent wins. That's how success happens –– great people solving big problems. Speed round: Coffee drinker, yes or no? No, but a Coke Zero on my desk isn't safe. How many hours of sleep do you get daily? 6 - 7 hours One business tool you're geeking out over right now? Slack. Favorite piece of technology? Microsoft Azure What's one book you'd pass along to a fellow entrepreneur? The Four Disciplines of Execution One person you'd like to have dinner with? My wife.

+KPIokról általában és KPIok a Groteszkben. KPI https://en.wikipedia.org/wiki/Performance_indicator Mester Tomi titterén volt egy link a témában de milyen link és ki az a Mester Tomi? Mutatom: Mester Tomi https://www.linkedin.com/in/tomimester Ingyé ebook a 4DX módszerről: The Four Disciplines of Execution http://www.4dxbook.com/pdf/chapter1.pdf +IoT botnet/DDoS témát pontosítjuk Az Oktober 21. támadás részletei http://dyn.com/blog/dyn-analysis-summary-of-friday-october-21-attack/ Port 53 1.2 Tbps kb. 100e endpoint… +Újra lecsapottt a mirai botnet ezúttal Líbia volt a cél. http://www.techrepublic.com/article/how-the-mirai-botnet-almost-took-down-an-entire-country-and-what-your-business-can-learn/ Kevin Beaumont elemzése: https://medium.com/@networksecurity/shadows-kill-mirai-ddos-botnet-testing-large-scale-attacks-sending-threatening-messages-about-6a61553d1c7#.qot8cdfzd -=filmek=- Központi hírszerzés – http://www.imdb.com/title/tt1489889/ A kertbérlő – The Lady in the Van – http://www.imdb.com/title/tt3722070/ Sérülés – Concussion – http://www.imdb.com/title/tt3322364/ Sausage Party http://www.imdb.com/title/tt1700841/ Aranyélet sorozat http://www.imdb.com/title/tt5099020/ Válótársak sorozat http://www.imdb.com/title/tt5200920/ -=építkezés/appstore=- OrthoGraph FloorPlan 3D CAD IFC/DXF – floorplan creation not just for architects by ProFM Inc. https://itunes.apple.com/us/app/orthograph-floorplan-3d-cad/id464252559?mt=8 Geocaching új árazás…

Today, we discuss ideas from The 4 Disciplines of Execution — a book describing a system for achieving goals among the whirlwind of everyday life. Also: celebrating our 50th episode, Radek is going to WWDC, and basketball and rocket corners!

In this monster episode Dr. Scott and Tony talk with special guest -long time leader and 30 year graduate professor on leadership- Dr. Paul Magnus about the meaning of leadership. They discuss learning readiness, the importance of engagement, managing polarities, the importance corporate health in the execution of an organization’s mission, The Four Disciplines of Execution, and more. Definitely an epic episode to bookmark for multiple listening sessions! Part 2 of our conversation with Dr. Magnus comes next and covers Boards and Board Governance. Dr. Paul Magnus is President Emeritus, and Distinguished Professor of Leadership and Management at Briercrest College & Seminary

Learn how to FINALLY get things done in your practice!  Bill Bennett from the Franklin Covey organization joins the show to discuss "The Four Disciplines of Execution."  Great show and great content you can use right away!

Jim Huling is co-author of the #1 National Bestselling book The 4 Disciplines of Execution, and is Franklin Covey’s Global Managing Consultant.  Jim is responsible for the 4 Disciplines methodology and the quality of delivery worldwide. Jim’s career spans thirty-seven years of corporate leadership ranging from FORTUNE 500 organizations to privately-held companies, including more than a decade as CEO of an award-winning company recognized four times as one of the “25 Best Companies to Work for in America.” Jim’s organizations have won national awards for customer service excellence, business ethics, and an outstanding culture, as well as numerous local and regional awards as a workplace of choice.  Jim Huling presented the 4 Disciplines of Execution system at the Crown Council 19th Annual Event.  It’s a marvelous roadmap that should be included in any Culture of Success.