Podcasts about four disciplines

In this episode, the host interviews Amazon and e-commerce expert Bradley Sutton, who shares actionable strategies for successful Amazon product launches. Bradley discusses natural keyword integration, backend optimization, and advanced Helium 10 tools like Historical Cerebro and inventory management. He highlights the importance of monitoring Amazon listing changes with alerts to avoid costly mistakes, and offers advice on budgeting for product launches. The episode concludes with Bradley's personal recommendations and tips for staying informed, providing valuable insights for Amazon sellers aiming to optimize listings, manage finances, and scale their businesses effectively.Chapters:Introduction to Bradley Sutton and Amazon Listing Strategies (00:00:00)Bradley shares his background, passion for Amazon, and discusses incorporating top keywords into product listings naturally.Where to Add Keywords in Listings (00:01:15)Explains ideal keyword placement: bullets, description, backend search terms, subject matter, and special features fields.Special Features Field and Indexing Speed (00:02:47)Describes the special features field, its rapid indexing, and cautions against keyword stuffing since it appears on the listing.Advanced Helium 10 Tools for Launches (00:04:15)Introduces Helium 10 Elite tools like Historical Cerebro for seasonal keyword research and their advantages over traditional methods.Sponsored Ad Placements and New Page One Strategies (00:06:46)Discusses the proliferation of sponsored ad placements on Amazon's first page and the need for updated launch strategies.Three Actionable Takeaways for Product Launches (00:08:37)Host summarizes three key takeaways: title keyword density, running CPR via Amazon ads, and budgeting for initial losses.Financial Acumen and Scaling Successfully (00:10:57)Emphasizes the importance of understanding financials, budgeting, and cash flow to scale an Amazon business.Bradley's Most Influential Business Book (00:12:07)Bradley recommends "The Four Disciplines of Execution" and explains its impact on goal setting and business growth.Underutilized Helium 10 Tools for Sellers (00:13:59)Highlights inventory management and alerts as underused tools, sharing a cautionary tale about ignoring alerts.Where to Follow Bradley Sutton (00:16:45)Bradley shares where listeners can follow him: Serious Sellers Podcast, Helium 10 Facebook group, and Instagram.Links and Mentions:Tools and Websites"Helium 10 Listing Analyzer": "00:01:51""Helium 10 Cerebro": "00:05:09""Helium 10 Black Box": "00:05:53""Helium 10 Alerts": "00:14:13""Helium 10": "00:15:07"Additional Resources"Brand Analytics": "00:05:09"Books"The Four Disciplines of Execution": "00:12:07"Podcasts"Serious Sellers Podcast": "00:16:45"Social Media Links"Helium 10 Members Facebook Group": "00:16:45""Bradley Sutton on Instagram": "00:16:45"Key Takeaways"Alerts for SKUs": "00:15:07"Transcript:Josh 00:00:00  Today I'm super excited to introduce you to Bradley Sutton. Bradley is passionate about everything Amazon and e-commerce. He can talk about anything really. Launch strategy. Keyword research, the Amazon algorithm and everything in between. He has launched hundreds of products on Amazon for himself and clients, and he is privileged to host the most listened to podcast in the world for Amazon sellers. The Serious Sellers Podcast. Meeting helium ten customers around the world is his favorite thing to do with that. Welcome to the show, Bradley.Bradley 00:00:33  Thank you for having me here. It's great to be here.Josh 00:00:35  My question to you, Bradley, is you talked about add some of the top keywords into your listing. Where do you add them into your listing? because I could foresee an issue of, for example, maybe you're selling a calendar, right? And a pen. There's one particular type of pen, or it's a set of markers or something, right. That keeps showing up in the the frequently bought together. But those are very kind of two very different products.Josh 00:01:02  Right? So how would you go about incorporating the marker top keywords into calendar type, you know, a calendar type product and where do you put them right. Does it matter? Is it bullets? Description. Back end.Bradley 00:01:15  There's a couple of different ways. So like the most ideal way is just to get it as organic and natural as possible. You know in there. So like the you know perfect situation would be like for example, let's use that gothic, candle holder. You know, I could like, say in one of the bullet points or description, like, you know, hey, you can put a gothic candle holder on top of the coffin shelf and then you have a real spooky, you know, effect or whatever like that. You know, like something that actually makes sense. That's not that's not keyword stuffing. Yeah. You know, sometimes that doesn't you know, you're not able to do that most of the time though, if you really think about it. I mean, if two products are complementary, there's a way to tie it together.Bradley 00:01:51  I mean, otherwise it wouldn't be complementary with each other. Like like there's got to be a way. But in the extreme circumstances where there's not, of course you've got your search terms, your back end search terms. most Categories still have hidden the subject matter like you can't do it in your edit listing, but like once you create your listing, if you use like helium ten Listing Analyzer or you or your advanced user of flat files like in helium ten Listing Analyzer, we still have the subject matter and even though you don't see it there, it still works like we can tie it in the API in the back end. And then so there's usually 4 or 5 more lines of 50 characters. So you can put some of these keywords and then another one where it's very limited. But like if you just can't put it anywhere, is is this this back end feature that, that categories like home and Kitchen have that's called special features. And that doesn't help for ranking. But special features is like the most it's the craziest field I have seen in Amazon in years where I could put something there.Bradley 00:02:47  And I'll get index for it, like in less than 60s, you know, really, you know, if you change your title or your description, sometimes it takes like up to a day for you to get index or for you even to show up. You change something in the search terms. Like it was amazing that hey, like within 15 minutes you could be indexed, you know, like in the old days, this one is like less than 60s. And I could I prove that two ways. You know, using that special URL, that Ajax URL that that shows what's in the back end, or by actually just running index checker to show that, hey, this wasn't indexing then 60s later it is. So, it's it you have to be careful that you can't keyword stuff like you can in search terms and subject matter because the special features it's actually this is kind of a positive and a negative. the positive of course, is that, you know, you can index almost anything at all, even if like sometimes st...

Send us a textIn this episode, Tony sits down with Chris Smith, long-time hospice operator and new CEO of Affinity Hospice, to unpack what really moves the needle in hospice growth. They explore alignment between sales, clinical and operations; the role of the Four Disciplines of Execution; and why focusing on leading indicators matters more than chasing lag metrics. An essential conversation for leaders navigating today's complex post-acute environment. 

Execution, not strategy, is where most organizations stumble. In this episode from 2020, Andy Stanley sits down with Chris McChesney, co-author of The 4 Disciplines of Execution, to go deeper into what it takes to turn strategy into results. They explore the five stages of behavioral change, the power of clear lead measures, and why visible, focused leadership is essential for execution that sticks. If you missed last month's vault episode, go back and listen here to get a foundation for today's episode. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leader Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

Execution, not strategy, is where most organizations stumble. In this episode from 2019, Andy Stanley sits down with Chris McChesney, co-author of The 4 Disciplines of Execution, to unpack why great ideas often die in the “whirlwind” of daily work. Chris explains a simple, proven framework that can help leaders improve execution and turn their plans into measurable results. Recognized as one of Forbes' 6 Leadership Podcasts To Listen To In 2024 and one of the Best Leadership Podcasts To Stay in the Know for CEOs, according to Industry Leader Magazine. If this podcast has made you a better leader, you can help it by leaving a quick Spotify or Apple Podcasts review. You can visit Spotify or Apple Podcasts, and then go to the “Reviews” section. Thank you for sharing! ____________ Where to find Andy: Instagram: @andy_stanley Facebook: Andy Stanley Official X: @andystanley YouTube: @AndyStanleyOfficial See omnystudio.com/listener for privacy information.

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Send us a textReady to reclaim your time and live with intention? In this episode, Katherine Mayne sits down with Jacob Hicks, Coach and Speaker, to explore the intersection of productivity and intentional living. We dive into the tools, habits, and strategies that can help you master time management, optimize your workflow, and unlock your full potential.From the Four Disciplines of Execution to Atomic Habits and the role of AI in coaching, Jacob shares practical, real-world insights you can put into action today. Whether you're a leader, entrepreneur, or simply looking to get more out of your day, this conversation will give you the frameworks and mindset shifts you need.

Send us a textReady to reclaim your time and live with intention? In this episode, Katherine Mayne sits down with Jacob Hicks, Coach and Speaker, to explore the intersection of productivity and intentional living. We dive into the tools, habits, and strategies that can help you master time management, optimize your workflow, and unlock your full potential.From the Four Disciplines of Execution to Atomic Habits and the role of AI in coaching, Jacob shares practical, real-world insights you can put into action today. Whether you're a leader, entrepreneur, or simply looking to get more out of your day, this conversation will give you the frameworks and mindset shifts you need.

In this episode of Paradigm Shifting Books, hosts Stephen and Britain Covey dive into The Four Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling — joined by Chris McChesney himself to share insights firsthand. Together, they break down how the book's core ideas of focusing on what really matters, tracking the right actions, using simple scoreboards, and sticking to regular check-ins can make a huge difference not just in business, but in everyday life, family routines, and even sports.Stephen and Britain point out something a lot of us feel: execution often falls apart because of human nature. But instead of just blaming ourselves, the fix is setting up systems that keep us on track. They share real, relatable examples, like how a sales team stayed motivated with a basic scoreboard or how NFL teams zoom in on just a few key plays to win big games.One big idea they keep coming back to is this: sometimes what seems like a “people problem” is actually a “system problem.” Britain talks about his time in the NFL and how practicing under pressure helped him stay cool when it really counted. Stephen shares how a weekly review habit helps him stay focused on what matters most.The episode is packed with practical takeaways, but one stands out. Choose just one area in your life that feels a bit out of control, give it some focused attention like it's in the ICU, and apply these simple, proven disciplines to start seeing real results.What We Discuss[00:17] Introduction[01:13] Overview of the four disciplines[03:34] Origins of the book & methodology[05:24] Is execution a people or systems problem?[11:30] Rifle vs. shotgun: The power of focus[12:17] Intensive care metaphor for prioritization[15:35] The power of a scoreboard[19:13] Accountability & weekly commitments[21:18] Ownership and buy-in[23:08] Sports example: Accountability from top players[24:20] Summary & key paradigm shiftsNotable Quotes[00:04:24] “We were trying to solve the problem, not write a book” — Chris McChesney[00:08:48] “I really genuinely  feel like practicing helped me control and relax my body when I came to high-pressure situations in other sports.” — Britain Covey[00:10:54] “If I have my weekly review and do that habit, I'm much more likely to focus on my biggest priorities for that week because I block it out in advance.” — Stephen Covey[00:11:30] “What the Four Disciplines of Execution is, is it's a rifle, not a shotgun.” — Chris McChesney[00:15:35] “People play very differently when they're keeping score.” — Chris McChesneyResourcesParadigm Shifting BooksPodcastInstagram YouTube BooksThe 4 Disciplines of ExecutionAtomic Habits by James ClearGetting Things Done by David AllenBritain CoveyLinkedIn InstagramStephen H. CoveyLinkedIn

J.R. Lowry continues his discussion with executive coach Jim Huling about The 4 Disciplines of Execution (4DX), the book he co-authored with Chris McChesney and Sean Covey. In this second part, they discuss the last two disciplines: Keep a Compelling Scoreboard and Create a Cadence of Accountability. Together, they explore how keeping score can promote higher team engagement and the true value of a fully accountable workplace culture. Jim also emphasizes why the 4DX approach must be implemented with simplicity in mind, as well as how AI tools are reshaping management systems, human connection, and collective effort.Check out the full series of "Career Sessions, Career Lessons" podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcasts/jim-huling-2.Become a PathWise member today! Join at https://pathwise.io/join-now/

Too many teams have bold strategies but fall short in execution. In this episode, Jim Huling—executive coach and co-author of The 4 Disciplines of Execution—dives into the power of focus, discipline, and simplicity in leadership. Jim shares how Fortune 500 companies transformed performance using the 4DX methodology, what makes execution harder than strategy, and why clarity around wildly important goals and lead measures drives real results. From Marriott's hospitality breakthrough to the surprising metric that boosted Payless Shoes' sales, this conversation is packed with insights on how to move from intention to achievement—with heart and consistency.Check out the full series of Career Sessions, Career Lessons podcasts here or visit pathwise.io/podcast/. A full written transcript of this episode is also available at https://pathwise.io/podcasts/jim-huling.Become a PathWise member today! Join at https://pathwise.io/join-now/

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

In this episode of the Manufacturing Culture Podcast, host Jim Mayer speaks with Sean Walters, General Manager at CapTron North America. Sean shares his insights on the importance of culture in manufacturing, his journey into the industry, and the role of mentorship in business development. He emphasizes the need for a customer-centric focus in leadership and discusses the challenges and strategies for building resilient supply chains. The conversation also touches on fostering mentorship within teams, balancing personal and professional life, and the innovations CapTron is bringing to the market. Sean highlights the significance of the Four Disciplines of Execution in driving accountability and performance, and addresses the generational differences in the workplace, advocating for a supportive environment for younger employees. The episode concludes with Sean discussing current job opportunities at CapTron and his passion for automation.takeawaysCulture will make or break an organization.Creating a healthy culture requires constant effort.Mentorship is crucial for personal and professional growth.Customer satisfaction should always be the priority.Resilient supply chains are essential for business success.Investing in inventory is key to customer service.Transparency fosters a healthy work environment.Accountability drives performance and team cohesion.Automation creates better jobs and enhances skills.Finding the right cultural fit is vital for organizational success.Chapters00:00 Introduction to Leadership and Culture in Manufacturing02:47 Defining Culture in Manufacturing05:29 Sean Walters' Journey into Manufacturing08:24 The Role of Mentorship in Business Development11:23 Customer-Centric Focus in Business Development14:14 Building Resilient Supply Chains17:32 Fostering a Customer-Centric Culture20:10 The Importance of Transparency in Leadership23:13 Mentorship and Coaching in Leadership25:12 Navigating Startup Challenges27:18 Balancing Work and Personal Life29:31 Finding the Right Company Culture33:24 Innovations at Captron35:23 The Four Disciplines of Execution42:44 Understanding Generational Differences in the Workplace

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.

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

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?

“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

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.  

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!

“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

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,