May 21, 2025 • 34 mins
Matt Walton shares a comprehensive strategy for structuring C-suite leadership in business, focusing on scorecards as a tool for transformational leadership and accountability.
• Overcoming mental barriers through consistent daily disciplines like exercise and scripture
• Hiring top-down by putting leaders in place first rather than building from the bottom
• Creating an annual strategic business plan to guide quarterly goals and strategy
• Implementing effective meeting structures with weekly, monthly, and quarterly rhythms
• Developing department scorecards with clear metrics, targets, and accountability
• Making scorecards manual rather than automated to create ownership
• Understanding that breakthrough happens through pain and struggle, not comfort
• Viewing business as ministry and a vehicle for Kingdom impact
• Bringing in experts rather than trying to master everything yourself
Your business is your ministry - are you using it to honor God by doing everything with excellence? Stop pursuing certainty and comfort, which only exists for the mediocre, and instead build something special that advances God's kingdom in the marketplace.
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Transcript
Episode Transcript
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Speaker 1 (00:00):
What's up, guys?
This is Matt with the Vota Talkor the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
This is Matt Walton with theVota Talk, or at the Real Matt
(00:21):
Walton, depending on how youfound me, and thank you so much
for joining me today.
I'm excited about today for anumber of reasons, but I'm gonna
be going over some strategy.
I haven't gone over somestrategy like this in a few
episodes and before I get intothat man, life has been just
looking incredible lately.
I've got a trip coming up onSunday to go out to Boise, idaho
, to go meet with somebody aboutpossibly adding them to my team
(00:44):
.
They are an expert in theirfield and so I'm extremely
excited about that.
We're doing.
We call it one day and go onand just spending the day with
them and learning more abouttheir process.
Then I'm going to take a bunchof data with me as well so we
can review all of my data andprocesses and then start to
strategize over some brandingand marketing and different
(01:05):
things in that family there.
So super, super excited aboutthat.
Then another trip coming upafter that, going down to
California or going over toCalifornia to go meet with a guy
about doing some financial work, like some CFO or controller
work.
Things are really, reallyprogressing within my business.
So it's awesome, man.
It's just all glory to God.
I'm extremely grateful and justhumbled to be on this journey.
(01:27):
But what's even cooler than that, if you ask me, is overcoming a
lot of the nonsense, like themental nonsense in my mind, by
exercising, eating right,denying desires and building
mental strength.
And I'm doing that through likerunning every single morning,
exercising every single morning.
I got three miles in of of juststraight runtime yesterday and
(01:50):
played several games ofpickleball yesterday evening.
I'm a part of a networkinggroup here in Vegas where we go
out to a mansion in an areacalled Lone Mountain and we play
pickleball and just networkwith a bunch of um, bunch of
entrepreneurs, and so it'sreally cool.
It's a unique group of peopleand man it's just God is doing
some incredible things.
And overcoming the mentalnonsense, because we tell
(02:12):
ourselves so many lies and I amno different.
Overcoming all of that throughscripture, repeating scripture,
through taking thoughts captivethrough doing hard things,
through adding things to myschedule that I don't like to do
, like running, repeatingscripture, through taking
thoughts.
Captive through doing hardthings, through adding things to
my schedule that I don't liketo do.
Like running I don't like torun, but I have started to
desire to run.
(02:33):
It was like yesterday I gothome before playing pickleball
and I'd already run two miles,but then I went out and ran
another mile.
Just because it's a part of Ican feel different and I notice
some different things that I'mworking on within my body
changing, and so it justcontinues to motivate me.
But what do you do in thosemonths or month or weeks when
(02:53):
you're not seeing the results?
And that's like, literally,where you overcome the mental
nonsense Whenever you're notpursuing any type of specific
goal, like you're not going andsaying, hey, I'm going to run a
5K or I'm doing this, I'mpreparing for this.
It's you against you, youagainst yourself.
(03:13):
It's the nonsense you tellyourself.
It's you when you're laying inbed and you're like man, I don't
feel like waking up, I'mcomfortable.
Whatever that nonsense andthose lies are telling you you,
you overcome that, you get upand you do the thing that you
committed to, and when you dothat, then you're not again not
pursuing a goal such as, likeman, I'm gonna go, I'm doing
(03:34):
this so that I can go run in amarathon.
I'm not saying there's anythingwrong with that, but you're
just doing it to get better.
You're doing it so that everysingle day you're doing
something to get better, toprogress towards the individual
that you know that you can be,and to me, it's in alignment
with scripture.
I mean, first Corinthians talksabout this taking our thoughts
captive, making our bodies ourslaves.
There's a number of scripturesthat we can tie to that, but
(03:56):
it's all part of operating outof excellence and I think
there's this plague ofmediocrity and fitting in.
That just plagues the churchand obviously it spreads outside
of the church as well.
But like for me, like I rebukethat and I am coming against
that and doing things within mylife to ensure that when I look
up a year from now, two yearsfrom now, I am nowhere near
(04:17):
mediocre, and that's a part ofthat.
Is is uh, is exercising, running, eating right, and I'm waking
up early, going to bed early,reading.
There's a number of things thatI'm doing.
That's really, really awesome.
I can just tell how God'shonoring all that.
So enough of that.
Hopefully that encourages youguys, because if y'all aren't on
that journey yet, when you geton that journey and you start to
do things that are hard, thingsthat you don't want to do, and
(04:41):
instead you tell yourself, no,you're doing these things,
that's when you start to, like,um, achieve this mental
toughness.
That can only be gained bypushing past that and it can
only be gained in the struggle,it can only be gained in pain.
It can only be gained in that.
That mentality right there, um,let's get into it.
I want to talk about umscorecards specifically today.
(05:03):
That's like the overarchingtopic that we're going to talk
about.
I titled this.
It was the structure forC-suite leadership in business.
So C-suite leadership is likeall the C's, like CFO, ceo, coo
that's C-suite leadership.
And I recently, well, about ayear ago, hired my first C-suite
(05:24):
level individual and he didn'tstart out as that, but he's
worked his way into that andit's pretty awesome.
Now it's during this processwhat I've done.
So let me say this it doesn'tstart with creating scorecards.
Sure, you can start with that,but for me that was backwards.
It started with hiring theright person, so hiring top down
.
So many people hire bottom up,which there's different seasons
(05:47):
and you may have to do that.
You may be in the period ofyour business where you have to
do that, and for me, I gothrough seasons where I have to
do that, but right now I'mpursuing this level of growth to
where I can start hiring topdown, and which I've done over
the last year.
So one of the first things thatyou do is you get your leaders
in place, and if that's you,that's okay.
But you get your leaders inplace and if you have the
(06:08):
ability to hire somebody thatcan come in and you can delegate
to, that can fulfill that COOrole or whatever it is that you
need, do it, because when youhave your leaders in place, that
allows for you to step back andwork on high level activities.
And so one of the things that Idid different than the years
before was I created this annualstrategic business plan.
I had done like this VTO, thatif you read the book Traction,
(06:31):
that's a part of it.
I'm not the kind of guy thatgoes and uses an existing system
.
I want to create my own, andnot that there's anything wrong
with that, but I see more valuein creating my own.
That way, I can offer that topeople down the road and really
build something to sell it andnot just build something off of
what somebody else has alreadybuilt.
I just that's just, I guess,everything that I'm about.
(06:52):
So one of the things that I didthis year was create my own
annual strategic business planand what that does.
If you haven't seen that video,please go back and check it out.
But what that does is that will.
Please go back and check it out.
But what that does is that will.
It goes over all your goals.
You analyze all of yourbusiness.
You create strategy and thatthat goes to the different
departments within your businessthat you can implement.
(07:13):
And then you meet quarterly toensure that you're tracking and
also develop strategy for thenext quarter to meet those year
end goals.
There's a whole lot more to it.
So please go watch that video.
But that's number two.
You get leaders in place.
You get your annual strategicbusiness plan, which that
business plan is done at likethe beginning of the year.
You can start it at the end ofthe year, but you do that at the
beginning of the year becauseone of the most important things
(07:34):
to have in place is reconciledbooks.
You have to have your bookscomplete, finished, closed out
for the previous year and a lotof times that takes some time
for maybe your CPA or whoever isdoing that for you to get that
done For me.
I rolled this out I believe itwas the first week of February
of 2025.
And then one of the things thatI did last year was create
(07:56):
meetings.
I've always done meetings, butI really try not to waste a
whole lot of time in meetings,and what I've realized as I've
tried to implement thesemeetings excuse me, these
meeting structures is is likethere's this whole process of
getting it dialed in andfiguring out what works for you.
So for me I'm it was I'm goingto meet with my department leads
(08:17):
once a week and that's everysingle Monday.
So my Monday is booked withmeetings.
And then I do monthlyleadership team meetings.
I do quarterly strategymeetings, which this second
quarter, I'm bringing ineverybody.
I did a version of that lastyear at the end of the year, but
now I'm bringing in everysingle person that is, a
department lead to thesestrategy meetings.
That'll be done quarterly, andthen I do quarterly team
(08:39):
meetings as well, whole teammeetings where I bring in all
the guys that make all of thispossible, like the guys that are
back in my factory welding andactually building the projects,
because I could not do itwithout them.
So we bring them in for a wholeteam quarterly meeting, outside
of the leadership team strategymeeting, to celebrate with them
, update them, serve them.
That's one of the biggestthings is update them, serve
(08:59):
them.
That's one of the biggestthings is coming alongside and
serving them.
And then, once you get all thatin place, for me it was now
let's get a scorecard, because Istarted to recognize these
meetings.
The purpose of these meetingswas getting a little skewed and
instead of going into thesemeetings with something that we
can actually look at and say,okay, this was done, this wasn't
done, it was like, hey, did youcome?
(09:20):
We were looking at a to-do listand hey, here's the to-do list
for this week.
Did you do it for last week?
And that may have been valuablefor a time, but now it's like,
okay, there's a much moreefficient way to do this and
because when you have departmentleads like they can create
their own to-do list, theyunderstand what they need to do.
So, really, your purpose at,like my purpose at a certain
point, is to come alongside,develop this scorecard, whatever
(09:43):
that means for the department,so that way when we meet weekly,
I can have a something to lookat and say, okay, you met this
goal, didn't meet this goal, andthen see the strategy if they
didn't meet the goal, and so ithelps those meetings go quicker,
and this, for me, is a work inprogress.
So I've started working on thisabout a month ago and I'm super
excited about it.
So those are the first thingsthat you have to have done.
(10:05):
Again, the meeting structure orthe meetings how I was
describing.
That's how I do it now, withweekly, monthly, quarterly, and
then obviously there's yearlycelebrations as well in there
for really for my whole team,when we have like holidays come
up, such as Christmas and likeThanksgiving, and then the
meeting structure is you.
I always start them with somegood news, and this is for the
(10:27):
majority of my meetings.
There's meetings that I don'tdo this, but for the most part,
especially for like operationsand for some of my leaders, we
start with good news.
I go over the vision andmission refresher and these are
more for my monthly meetings,but I go for a vision and
mission refresher, and these aremore for my monthly meetings.
But I go for a vision andmission refresher.
Then I get into my reportingmode.
So this is where this will comeinto play.
This has been missing this lastfew months, but this will come
(10:49):
into play is a scorecard.
This is where we review, likewhat clients are saying, and we
review our, our quarterly goals,our 90 day goals.
Then we go over to-do items andthen from there we go over any
problems and then at the end ofthe meeting we conclude, we rate
the meeting, we recap, weensure that everybody is in
alignment with their goals andwhat they need to do that month
(11:12):
or that week.
The meeting documents that youhave to have.
So when you're in any meetingyou should have a main meeting
document.
That's just an ongoing thing.
So for me in the past it'slooked like, you know, we go
over the to-do items and we kindof check those things off or
add new to-do items and then webut now how it's going to look
is, yeah, we'll have some ofthat mixed in there, but we're
(11:33):
going to go over the scorecardand that's going to take the
place of these, because thesemeetings to review the scorecard
are really for your weekly syncmeetings, which are my Monday
meetings, where I get inalignment with the department
leads, and again then we go overthe main document that has all
(11:54):
of the details for theirdepartment of whatever's being
worked on, just goes into moredetail.
So those are super importantand that main meeting document
is what your team should beupdating throughout the day.
So, like for my operations guy,he goes through and he updates
all of his items on there ofwhat he needs to do and what he
has done, and so that has beenthe bulk of the meeting.
(12:14):
But when this has beenimplemented, or when this will
be implemented, this will kindof take the place of all of that
, because I will get an accurateview of where each department
is just by looking at ascorecard that was already done,
seeing the notes of how they'regoing to overcome maybe a
challenge, and that'll cut themeeting times down and it'll
help us be more efficient andit'll help the individual take
(12:36):
charge over what it is thatthey're working on.
So those things are reallyreally important.
Again, you have your leadershipteam in place, you have your
meetings, you have yourdocuments and then you start to
work in these scorecards.
So let's get into the scorecard.
This is super important becauseit allows for the leader of
(12:56):
your team to go in and takeexpert ownership over their
department and what it is thatthey're doing.
One of the rules for this isthis has to stay manual.
You cannot automate this at allbecause, if you notice, let me
not get ahead, let me stay ontrack, and I'll come back to
that here in a second.
(13:17):
But the most important thingswith this is it drives home the
point of transformationalleadership, and so what that
means is it helps you be outcomefocused.
You measure everything usingthe scorecard.
It allows for you to get intosome coaching, if that is needed
, which, if issues come up, youknow, that's why you have your
issue section in your meetingstructure, so that way you can
(13:39):
develop those and holdaccountable.
And all of that and that's thenext thing is that
accountability piece.
So it's outcome focus, measureeverything, hold accountable.
And then it opens the door foryou to be able to coach, and
coach in a way that reallyelevates the individual and
doesn't undermine the individual.
And so, who is this for?
There's multiple scorecards.
(14:01):
Right now, I is this forthere's multiple scorecards.
So right now I'm in the processof developing multiple
scorecards.
So there's one for me which isthe top level CEO scorecard you
have to have, like this willlook different than the
department scorecards.
So for the departmentscorecards, as an example, media
, so like media marketing, allof that branding that department
(14:21):
, right there, they may have 10KPIs or metrics that they're
tracking and me I don't need tolook at all of those on a
consistent basis.
I only need to look at three tofive of them to know where that
department is at and the healthof that department and my
business.
So I should be looking at, mostof the time, the CEO scorecard.
(14:43):
That again is three to fiveitems per department.
That gives me an insight intoeach department and I know
exactly the health of thebusiness.
And then the actual lead of thedepartment is probably tracking
well over three to five ofthose, maybe eight, nine, 10,
sometimes even more than that,as they're analyzing data to
ensure that they are trackingwhere vision of the business is
(15:07):
headed.
So again, there's twoscorecards a high level CEO
scorecard and then a departmentlead scorecard.
And then, once you start todevelop these scorecards, you
need to make sure that you'refollowing the set of rules.
So I wrote out 10 things thatare super important for you to
pay attention to, and one it'smeasure and monitor everything.
You need to define the metrics,and so what that means is like
(15:30):
financials, marketing, sales,operations, like that's the
title of it.
So if you notice right here,that's the title, this is
financial, and then these areall the metrics underneath
financial that I'm tracking.
This is not actually metricsthat I'm tracking.
I'm tracking a few of theseCash in, cash out is cashflow.
Cash flow is one of the mostimportant things whenever I'm
looking at financials, because Ican hide things or my
(15:54):
bookkeeper, cpa, can hide thingson a balance statement and a
P&L statement, but you cannothide cashflow, and so cashflow
is one of the most honest looksat how your business is when it
comes to the health of thefinancials.
So that's huge for me, and Ineed to know what's going in,
what's going out, what are thepayments that need to go out,
(16:14):
and so that way I can get a feelfor every single month.
This is what I have to payevery single job.
I average this cost, I mean ithelps me get a feel for every
single month, this is what Ihave to pay every single job.
I average this cost.
I mean it helps me get a gripon my gross and net profit.
Next thing is you choose yourmetrics.
So again, we go through, wemeasure and monitor everything,
we define the metric, we definethe metric categories, and then
we go in and we choose themetrics that we're tracking, so
(16:35):
the KPIs that we're tracking.
So if you hear me say metrics,I mean KPIs the same thing in my
world.
And then every line has someonethat's responsible for it.
So it's a direct report rightover here.
I have the owner of this.
I should never input any ofthis data.
If I have to input this data,the department lead failed at
what they were supposed to doand that's not the idea of this.
(16:57):
So you need to tie an owner tothis.
So that way, when you're doingyour monthly meetings and you're
going through the high leveloverview of your scorecard,
you're going through and you'resaying, hey Donovan, hey Leslie,
hey Nicole, hey Shirley, whatwas up with this one or what
happened with this one?
And so it gives them a level ofownership over it and it's also
what they are like, in chargeof, what they're responsible for
(17:20):
.
And so, again, you are likey'all are partners, y'all are
teammates, and so you should berunning at the same pace or
running in the same direction asyour department leads, and then
every goal has a color.
So didn't have a color, butgreen, greater than 100% or 100%
.
So it gives you a status update.
So I'll explain that more herein a second, but it helps you
(17:43):
know.
If they're under maybe 100%,maybe they're 80 to 99%, that
gives them like a yellow color,like a yellow color, and then
they should use.
There's a note section on thisas well that I couldn't show.
I ran out of space that.
Let's just say that we were,you know, tracking maybe
$250,000 a month and maybe thismonth we hit a hundred thousand
(18:04):
dollars.
Well, why is that what?
Over here in the note section,you should be able to look at
this If you are on vacation ordidn't go into the shop that day
, whatever it is, and look andsee we didn't hit it.
But cool, leslie has a gameplan on how this is going to
happen.
So I don't even need to worryabout it or bother with it,
because I trust her and I knowshe's going to make it happen.
(18:24):
So that's the whole idea ofthose colors there is, it gives
you a glimpse into that.
Or maybe you use red for under80% and you're not on target at
all.
You are far off target and soat that point you may need to
step in even if there is a gameplan and kind of figure some
things out.
Next is you have to set amonthly targets.
So your target, right hereagain 250 K a month.
(18:45):
And then what is your actual?
And then you go through everysingle week.
You're going through and you'resaying, well, we got 50 grand
this week, 50 grand this week,50 grand, 50 grand.
Oh, we hit 200 this month.
Our target was 250.
You can make this right here apercentage.
So you can do a formula withinGoogle Sheets to make this pop
up as a percentage.
So, hey, we were 90% close.
(19:06):
So instead of going in anddoing of you writing well, or
the owner writing, we were 85%close.
The percentage is coming fromyour actuals in comparison to
your target.
Again, keep this simple.
This should be super, super,super, super simple.
That's huge Should not be ahundred items on here.
(19:27):
Excuse me, I would say honestly, if you've got like 10 plus
items on here, it gets reallypolluted at that point.
And, yeah, your departmentleads may be tracking 10 things,
especially for differentvariations of business, but you
don't need to so make it manual,never automate this.
The owner of each one of thesemetrics should be getting in on
(19:48):
Monday morning.
It should be a part of whatthey are to do.
They should block off some timeto get this done and add their
data in there.
That way, monday morningmeetings come, then you're able
to look at it and analyze it,track and report weekly Again.
That team comes in on Monday,they update it and then you have
meetings and this is a hugechunk of what you're discussing
(20:13):
in your weekly meetings.
And the next one of the thingsthat I don't have and I haven't
done this yet, but the nextlevel goal of this is to have
like another chart over here.
That's a graph chart to where Ican track the progress.
So, like what that means isthat well, hey, maybe our
quarterly goal is to get tothree quarters of a million in
(20:33):
revenue.
Our quarterly goal is to get tothree quarters of a million in
revenue.
And so how are we tracking on agraph over here in comparison
to our quarterly goals, so thatway you can see well, we hit
this.
Maybe our goal for the year was2 million and our goals for the
quarter are A, b, c and D, andthen our goals for the month are
A, b, c and D and that repeatsall the way down to weekly goals
.
So that way you can see, kindof, how you're tracking.
(20:54):
Well, this month we were goingup, this month we went down a
little bit, this month we wentback up, and so it gives you a
graph visual to look at to seewhere you're at.
When I get that in place, Iwill show you guys and I will
also share this document withyou and so that way y'all can
(21:18):
implement this into yourbusinesses as well.
So this is the.
This is a poor drawing of ascorecard, but this gives you
the rough overview of it.
So again, revenue we should betracking weekly on this.
You should be looking at actual.
So right, you know your targetright here 250,.
We hit 50, 50, 50, 50.
We're actual 50 grand short.
That should pull up apercentage right here and then
automatically populate a color.
Your owner should do this.
What is the source?
Where are you tracking thisfrom?
(21:38):
Maybe it's tracked from, likeyour CRM, or maybe your
accounting software, or maybeyou have an operation software
to where you're trackingprogress of jobs that are going
out.
Whatever that source is addedin there and then have a note
section as well.
So that way you you know thegame plan for why that target
hasn't been met and it gives youan understanding that like,
(21:59):
yeah, you have the right personin place or maybe you have the
wrong person in place.
Whoever is leading that thoseare this right here is I don't
know.
This really excites me, becausewhen you talk about being very
efficient with your meetings andgetting your business dialed in
so much to where you can have amanufacturing business that is
(22:23):
in one location, you can beacross the world and know
exactly the health of yourbusiness and know where your
business stands and know whatyou need to do just by looking
at a document.
You don't even have to be there.
You wouldn't have had to beenthere for six months if that's
what you chose to do.
But you must get this stuffdialed in.
If you don't get this stuffdialed in, then how in the world
are you going to know thestrategy in order to get to that
(22:45):
point?
I was talking to a CFOyesterday and he was telling me,
like the majority.
He was asking do you have astrategy?
And I'm like, oh, you betterbelieve I do.
I've got that.
I didn't show him but I havelike a eight forget what it was
like eight or nine page annualstrategic business plan that I
did at the beginning of the yearand that gives us the strategy
going out throughout the year.
And obviously, as you getthings dialed in with each
(23:07):
department and start to have agrasp over what you're tracking
and what you're not tracking,how each department is doing,
then those things are huge.
Like this is if you're tryingto grow something special, like
I am, like God's called me to,you must do these things.
But again, most people aren't inbusiness for those reasons.
Most people are in business forreasons that is a means to an
(23:28):
end.
We want to go in, we want toget into business because we
don't want to work for anybodyelse and we just want to make X
amount of dollars and so thatway we can have some financial
freedom.
Good luck, good luck.
That's not really the way thatbusiness works.
It is a difficult justunderstand this whenever you get
into it if you don't have thatright mentality, when you don't
get that success that you want.
(23:49):
I have lived through this.
So when you don't get thatsuccess that you want, you have
to be able to sustain thatmotivation, desire, drive and
discipline throughout those dryseasons.
And the only way that you cando that is by number one.
For me, it's knowing that I ampartnered up and work alongside
and I come behind the King anduh, and he is the owner, he is
(24:09):
the manager, he is the true CEOof my business and he's the one
that's guiding everything.
And he has given me anincredible vision and an
incredible why.
That is all tied aroundadvancing his kingdom and making
an impact and changing thisworld.
So your why and why you do thiscannot be tied to a means, to
(24:30):
an end.
And we're just trying to becomefinancially free, everybody's
trying to become financiallyfree.
So what is that thing that'sgoing to sustain you whenever
you fall flat down on your faceand you don't hit the goals that
you're trying to hit?
And for me, that is whatsustained me and I am so
grateful that Jesus Christ islike the supplier of everything.
(24:51):
And if you are pursuing businessto be comfortable in your life,
you are in the wrong area.
Go work for somebody else andcollect a paycheck, because you
will be a statistic, just likeeverybody else, of 90% of
businesses that fail withinthree to five years.
And you must understand thatyou're going to set goals and
not reach them and fall down andfail, and you're going to spend
(25:13):
a lot more money than you makefor a little fail, and you're
going to spend a lot more moneythan you make for a little while
and you're going to do allthese different things and it's
going to wear you down mentallyif you let it.
And you have the ability not tolet that and you have the
ability to push through that andto again understand your why.
And this is why it's soimportant to root everything in
scripture and understand thatyou have beautiful opportunity
(25:35):
to advance God's kingdom in themarketplace.
So if that discourages you,good.
And if that makes you want tonot be in business, good, you
probably shouldn't be anyways.
But if that makes you, if thatdoes something inside of you
where you're like, yeah, that'snot me, or yeah, I'm going to
make sure that we overcome that,then awesome man, do your thing
.
I am probably one of yourbiggest fans, even though I
(25:55):
don't know you, because I lovewatching people push through
that and I love it wheneverpeople get into business and
they fall down.
They make mistakes, but theyget right back up and they stay
consistent and they do it for along time.
Most people are going to quitwithin a year.
Most people are going to quitwithin six months, and the ones
that don't really stand apart.
So why do you do what you do?
(26:16):
Who is the one that is leadingthe way within your business?
Is it you or is it God?
And maybe you have a kingdombusiness and maybe you have
taken the place of God.
In this season I've been thereas well and I promise you, one
of the most incredible things iswhenever God makes me aware of
that and I then turn my focusback to God, repent for that,
(26:40):
and then I'm just overflowingwith the love of Christ and I
just have this peace about meand so, um, it's just part of
that sanctification process.
But comfortability knock thatoff of your list.
If you're pursuing that in anystretch or any form like, you're
setting yourself up for failure, because breakthrough,
(27:00):
miraculous things happen in painand in suffering.
So prepare to suffer withinyour business and prepare to go
through a lot of painful seasons, but also know that it doesn't
have to be in your mind I'm justsuffering, I'm just, I'm just
in so much pain.
It doesn't have to be in yourmind, I'm just suffering, I'm
just, I'm just in so much pain.
It doesn't have to be thisboohoo mentality, because you
serve the King and you haveJesus Christ living inside of
(27:22):
you and you can choose to wallowin your pain and suffering or
you can choose to live out thepower, love and self-control
that is only through living inthe Holy Spirit and allowing the
Holy Spirit to live through you.
So business is like one of themost for me.
It's where God's called me andso it's one of like the most
incredible thing in the world tome.
(27:44):
When I talk about headingtowards 5, 10, 25, 50, 75, 100,
a billion dollar business andhaving a billion dollar
evaluation, I don't say thatbecause it's like, well, I'm
going to go buy private jets andget helicopters and go buy all
this land and do all this stuffAgain not that there's anything
wrong with that, but I say thatbecause I know what that, I know
(28:05):
what I, what I to the extentthat I can know what that
entails in the leadership teamthat has to be in place, the
systems that have to be in place, the processes, the how, your
meeting structure, all themetrics and data that you're
tracking, your marketing, yourbranding, all the things that
come into play.
If, if, if and when I get tothat point that's the thing that
excites me the most is likebuilding out all of those
(28:27):
elements and or bringing in theexpert to build those out.
I used to have a mentality that, man, I'm going to bring
everything in house, I'm goingto do everything in house.
No, no more.
I'm going to do every singlething.
Everything that I do is goingto be to bring in the expert and
so that way, the expert canthen take things to another
level.
So it's not.
(28:48):
I no longer have the mentalitythat I have to be the expert.
I have to be the main guy.
I have to be the one that knowsand does everything within my
business.
You will suffer and you willnot get to the goals where
you're trying to get to ifthat's your mentality.
Now, the mentality that weshould have is man, I'm actually
like, I love numbers, but I'mgoing to bring on the expert on
(29:08):
this that can teach me and thatcan be the one that can take
that portion of the business tothe next level.
Or I love marketing andbranding, but I'm going to bring
on an expert.
I brought it to this point andin my team brought it to this
point, but we're going to bringon an expert that can take it to
a whole nother level.
And so that's just a differentmentality.
You have to set your pride andyour ego aside with that and you
(29:28):
have to move into a mentalityof I'm going to grow something
really special and formulate apowerful and incredible team.
So, last thing is um, it's two,two more things that I want to
share.
If y'all have not read theZacchaeus story in Luke, luke 19
.
I want to encourage you to dothat and to study that right
(29:49):
there, because the Zacchaeusstory if you've heard the
jingles Zacchaeus was a weelittle man.
A wee little man.
Was he so far from the truth,so far from the actual story in
the Bible?
It's fascinating.
Zacchaeus was not a short man.
Zacchaeus didn't have to get upin a tree because he was a
short man and he couldn't stayover the crowd.
Zacchaeus was the chief of thepublicans.
Zacchaeus was the one that wasthe chief tax collector that
(30:12):
more than likely had taxcollectors underneath him, that
was going and stealing from thepeople and doing a lot of shady
things to accumulate his wealth.
And when you read in Luke, ittalks about Zacchaeus was a
wealthy man and was a chief ofpriests and then he just wanted
to see Jesus.
And when you look at those andthen the crowds were so great
that he had to jump up into atree, and that's not saying that
he couldn't see over the crowds, but he was nervous about those
(30:34):
crowds because of what they maydo to him because of his
stature in the world.
And that's what it says.
It says because he was littleof stature he got up into a tree
.
And so we read that at asurface level and say, well, he
must have been a short man andso he had to climb up there.
Whenever that is not the truthat all.
And when it says little ofstature, it's talking about his
status within the communitybecause of his job and what he
(30:58):
chose to do and how he chose totreat people and how he chose to
accumulate his wealth.
And so he was more than likelyfearful for his life that if he
went in with the crowd that theywere going to do something to
him, and so he got up into atree in order to see Jesus.
What did Jesus do?
Jesus saw him, called him byhis name.
You, pure and innocent one,because that's what Zacchaeus
(31:19):
means.
It means pure and innocent.
And you, pure and innocent one,I'm coming to your house to eat
today, and so that should beour mentality.
Guys, put that on my wife andI's heart this year is to have
non-believers over for dinner.
I spent a lot of time over thelast few years having believers
over for dinner, and nothingwrong with that, but now it's.
Let's start to havenon-believers.
Let's have people that don'tbelieve in anything that we
(31:41):
believe, and start to representChrist in ways that we see in
scripture at dinner at our house, and how we can serve these
people.
And then another thing is andthis is the last thing I'll say
is your business is yourministry?
You can look at it that way oryou can look at it like my
business is just that.
(32:01):
That's all that it is.
I'm using this to make somemoney.
That way, I don't have to workfor somebody and I can have my
own schedule.
This podcast is not for you, ifthat's the way that you look at
business.
Business is your ministry.
Business is something that isthe most fun and rewarding thing
in my life outside of my familyand my daughter.
That that's that's like numberone.
But my business is just soawesome to watch the impact that
(32:24):
is being made Guys giving theirlife over to the Lord, guys
getting out of prison and doingsome really cool things
post-release that, in a nutshell, is what it is all about.
So use your business to honorGod, and one of the ways that
you can honor God is by doingeverything with excellence, and
one of the ways that you can doeverything with excellence is by
doing stuff like this righthere, and so hopefully this
(32:45):
encourages you guys and quitpursuing certainty.
It exists, but it exists forthe mediocre in life and for the
poor people.
And when I say poor people,like well, yeah, we're talking
about finances, but the thingthat I am referring to when I
say that is like the mentalitythat comes with that mentality
of pursuing certainty.
I'm not talking about how muchmoney do you have in your wallet
(33:07):
, I'm talking about what is yourmental mentality?
Is it a broke mentality, thatpoor mentality?
Is it a scarcity mentality?
What is your that mentality?
Because I don't see any ofthose in scripture.
I mean, I see some of those inscripture but I don't see the
example, the one that we'refollowing, living that any of
(33:28):
that out.
So your business is yourministry.
How can you make an impact?
And if you, if God's called you, just like he's called every
believer to advance his kingdom,what does that look like for
you?
So ask yourself that, like God,what does that look like for me
tomorrow?
What does that man or woman dothat uses their business as
their ministry?
That is growing.
Something special, andsomething special for you may
(33:50):
not be a billion dollarevaluation or a billion dollar
business.
It may be hey, we're growing,we want to get to this dollar
amount because that means thatwe'll be able to do A, b and C
and there's nothing wrong withthat at all and, if you ask me,
as long as you're doing a lot ofthese things that we're talking
about here.
So God bless you.
What's up, guys?
This is Matt with the Vota Talkor the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
This is Matt Walton with theVota Talk, or at the Real Matt
(00:21):
Walton, depending on how youfound me, and thank you so much
for joining me today.
I'm excited about today for anumber of reasons, but I'm gonna
be going over some strategy.
I haven't gone over somestrategy like this in a few
episodes and before I get intothat man, life has been just
looking incredible lately.
I've got a trip coming up onSunday to go out to Boise, idaho
, to go meet with somebody aboutpossibly adding them to my team
(00:44):
.
They are an expert in theirfield and so I'm extremely
excited about that.
We're doing.
We call it one day and go onand just spending the day with
them and learning more abouttheir process.
Then I'm going to take a bunchof data with me as well so we
can review all of my data andprocesses and then start to
strategize over some brandingand marketing and different
(01:05):
things in that family there.
So super, super excited aboutthat.
Then another trip coming upafter that, going down to
California or going over toCalifornia to go meet with a guy
about doing some financial work, like some CFO or controller
work.
Things are really, reallyprogressing within my business.
So it's awesome, man.
It's just all glory to God.
I'm extremely grateful and justhumbled to be on this journey.
(01:27):
But what's even cooler than that, if you ask me, is overcoming a
lot of the nonsense, like themental nonsense in my mind, by
exercising, eating right,denying desires and building
mental strength.
And I'm doing that through likerunning every single morning,
exercising every single morning.
I got three miles in of of juststraight runtime yesterday and
(01:50):
played several games ofpickleball yesterday evening.
I'm a part of a networkinggroup here in Vegas where we go
out to a mansion in an areacalled Lone Mountain and we play
pickleball and just networkwith a bunch of um, bunch of
entrepreneurs, and so it'sreally cool.
It's a unique group of peopleand man it's just God is doing
some incredible things.
And overcoming the mentalnonsense, because we tell
(02:12):
ourselves so many lies and I amno different.
Overcoming all of that throughscripture, repeating scripture,
through taking thoughts captivethrough doing hard things,
through adding things to myschedule that I don't like to do
, like running, repeatingscripture, through taking
thoughts.
Captive through doing hardthings, through adding things to
my schedule that I don't liketo do.
Like running I don't like torun, but I have started to
desire to run.
(02:33):
It was like yesterday I gothome before playing pickleball
and I'd already run two miles,but then I went out and ran
another mile.
Just because it's a part of Ican feel different and I notice
some different things that I'mworking on within my body
changing, and so it justcontinues to motivate me.
But what do you do in thosemonths or month or weeks when
(02:53):
you're not seeing the results?
And that's like, literally,where you overcome the mental
nonsense Whenever you're notpursuing any type of specific
goal, like you're not going andsaying, hey, I'm going to run a
5K or I'm doing this, I'mpreparing for this.
It's you against you, youagainst yourself.
(03:13):
It's the nonsense you tellyourself.
It's you when you're laying inbed and you're like man, I don't
feel like waking up, I'mcomfortable.
Whatever that nonsense andthose lies are telling you you,
you overcome that, you get upand you do the thing that you
committed to, and when you dothat, then you're not again not
pursuing a goal such as, likeman, I'm gonna go, I'm doing
(03:34):
this so that I can go run in amarathon.
I'm not saying there's anythingwrong with that, but you're
just doing it to get better.
You're doing it so that everysingle day you're doing
something to get better, toprogress towards the individual
that you know that you can be,and to me, it's in alignment
with scripture.
I mean, first Corinthians talksabout this taking our thoughts
captive, making our bodies ourslaves.
There's a number of scripturesthat we can tie to that, but
(03:56):
it's all part of operating outof excellence and I think
there's this plague ofmediocrity and fitting in.
That just plagues the churchand obviously it spreads outside
of the church as well.
But like for me, like I rebukethat and I am coming against
that and doing things within mylife to ensure that when I look
up a year from now, two yearsfrom now, I am nowhere near
(04:17):
mediocre, and that's a part ofthat.
Is is uh, is exercising, running, eating right, and I'm waking
up early, going to bed early,reading.
There's a number of things thatI'm doing.
That's really, really awesome.
I can just tell how God'shonoring all that.
So enough of that.
Hopefully that encourages youguys, because if y'all aren't on
that journey yet, when you geton that journey and you start to
do things that are hard, thingsthat you don't want to do, and
(04:41):
instead you tell yourself, no,you're doing these things,
that's when you start to, like,um, achieve this mental
toughness.
That can only be gained bypushing past that and it can
only be gained in the struggle,it can only be gained in pain.
It can only be gained in that.
That mentality right there, um,let's get into it.
I want to talk about umscorecards specifically today.
(05:03):
That's like the overarchingtopic that we're going to talk
about.
I titled this.
It was the structure forC-suite leadership in business.
So C-suite leadership is likeall the C's, like CFO, ceo, coo
that's C-suite leadership.
And I recently, well, about ayear ago, hired my first C-suite
(05:24):
level individual and he didn'tstart out as that, but he's
worked his way into that andit's pretty awesome.
Now it's during this processwhat I've done.
So let me say this it doesn'tstart with creating scorecards.
Sure, you can start with that,but for me that was backwards.
It started with hiring theright person, so hiring top down
.
So many people hire bottom up,which there's different seasons
(05:47):
and you may have to do that.
You may be in the period ofyour business where you have to
do that, and for me, I gothrough seasons where I have to
do that, but right now I'mpursuing this level of growth to
where I can start hiring topdown, and which I've done over
the last year.
So one of the first things thatyou do is you get your leaders
in place, and if that's you,that's okay.
But you get your leaders inplace and if you have the
(06:08):
ability to hire somebody thatcan come in and you can delegate
to, that can fulfill that COOrole or whatever it is that you
need, do it, because when youhave your leaders in place, that
allows for you to step back andwork on high level activities.
And so one of the things that Idid different than the years
before was I created this annualstrategic business plan.
I had done like this VTO, thatif you read the book Traction,
(06:31):
that's a part of it.
I'm not the kind of guy thatgoes and uses an existing system
.
I want to create my own, andnot that there's anything wrong
with that, but I see more valuein creating my own.
That way, I can offer that topeople down the road and really
build something to sell it andnot just build something off of
what somebody else has alreadybuilt.
I just that's just, I guess,everything that I'm about.
(06:52):
So one of the things that I didthis year was create my own
annual strategic business planand what that does.
If you haven't seen that video,please go back and check it out.
But what that does is that will.
Please go back and check it out.
But what that does is that will.
It goes over all your goals.
You analyze all of yourbusiness.
You create strategy and thatthat goes to the different
departments within your businessthat you can implement.
(07:13):
And then you meet quarterly toensure that you're tracking and
also develop strategy for thenext quarter to meet those year
end goals.
There's a whole lot more to it.
So please go watch that video.
But that's number two.
You get leaders in place.
You get your annual strategicbusiness plan, which that
business plan is done at likethe beginning of the year.
You can start it at the end ofthe year, but you do that at the
beginning of the year becauseone of the most important things
(07:34):
to have in place is reconciledbooks.
You have to have your bookscomplete, finished, closed out
for the previous year and a lotof times that takes some time
for maybe your CPA or whoever isdoing that for you to get that
done For me.
I rolled this out I believe itwas the first week of February
of 2025.
And then one of the things thatI did last year was create
(07:56):
meetings.
I've always done meetings, butI really try not to waste a
whole lot of time in meetings,and what I've realized as I've
tried to implement thesemeetings excuse me, these
meeting structures is is likethere's this whole process of
getting it dialed in andfiguring out what works for you.
So for me I'm it was I'm goingto meet with my department leads
(08:17):
once a week and that's everysingle Monday.
So my Monday is booked withmeetings.
And then I do monthlyleadership team meetings.
I do quarterly strategymeetings, which this second
quarter, I'm bringing ineverybody.
I did a version of that lastyear at the end of the year, but
now I'm bringing in everysingle person that is, a
department lead to thesestrategy meetings.
That'll be done quarterly, andthen I do quarterly team
(08:39):
meetings as well, whole teammeetings where I bring in all
the guys that make all of thispossible, like the guys that are
back in my factory welding andactually building the projects,
because I could not do itwithout them.
So we bring them in for a wholeteam quarterly meeting, outside
of the leadership team strategymeeting, to celebrate with them
, update them, serve them.
That's one of the biggestthings is update them, serve
(08:59):
them.
That's one of the biggestthings is coming alongside and
serving them.
And then, once you get all thatin place, for me it was now
let's get a scorecard, because Istarted to recognize these
meetings.
The purpose of these meetingswas getting a little skewed and
instead of going into thesemeetings with something that we
can actually look at and say,okay, this was done, this wasn't
done, it was like, hey, did youcome?
(09:20):
We were looking at a to-do listand hey, here's the to-do list
for this week.
Did you do it for last week?
And that may have been valuablefor a time, but now it's like,
okay, there's a much moreefficient way to do this and
because when you have departmentleads like they can create
their own to-do list, theyunderstand what they need to do.
So, really, your purpose at,like my purpose at a certain
point, is to come alongside,develop this scorecard, whatever
(09:43):
that means for the department,so that way when we meet weekly,
I can have a something to lookat and say, okay, you met this
goal, didn't meet this goal, andthen see the strategy if they
didn't meet the goal, and so ithelps those meetings go quicker,
and this, for me, is a work inprogress.
So I've started working on thisabout a month ago and I'm super
excited about it.
So those are the first thingsthat you have to have done.
(10:05):
Again, the meeting structure orthe meetings how I was
describing.
That's how I do it now, withweekly, monthly, quarterly, and
then obviously there's yearlycelebrations as well in there
for really for my whole team,when we have like holidays come
up, such as Christmas and likeThanksgiving, and then the
meeting structure is you.
I always start them with somegood news, and this is for the
(10:27):
majority of my meetings.
There's meetings that I don'tdo this, but for the most part,
especially for like operationsand for some of my leaders, we
start with good news.
I go over the vision andmission refresher and these are
more for my monthly meetings,but I go for a vision and
mission refresher, and these aremore for my monthly meetings.
But I go for a vision andmission refresher.
Then I get into my reportingmode.
So this is where this will comeinto play.
This has been missing this lastfew months, but this will come
(10:49):
into play is a scorecard.
This is where we review, likewhat clients are saying, and we
review our, our quarterly goals,our 90 day goals.
Then we go over to-do items andthen from there we go over any
problems and then at the end ofthe meeting we conclude, we rate
the meeting, we recap, weensure that everybody is in
alignment with their goals andwhat they need to do that month
(11:12):
or that week.
The meeting documents that youhave to have.
So when you're in any meetingyou should have a main meeting
document.
That's just an ongoing thing.
So for me in the past it'slooked like, you know, we go
over the to-do items and we kindof check those things off or
add new to-do items and then webut now how it's going to look
is, yeah, we'll have some ofthat mixed in there, but we're
(11:33):
going to go over the scorecardand that's going to take the
place of these, because thesemeetings to review the scorecard
are really for your weekly syncmeetings, which are my Monday
meetings, where I get inalignment with the department
leads, and again then we go overthe main document that has all
(11:54):
of the details for theirdepartment of whatever's being
worked on, just goes into moredetail.
So those are super importantand that main meeting document
is what your team should beupdating throughout the day.
So, like for my operations guy,he goes through and he updates
all of his items on there ofwhat he needs to do and what he
has done, and so that has beenthe bulk of the meeting.
(12:14):
But when this has beenimplemented, or when this will
be implemented, this will kindof take the place of all of that
, because I will get an accurateview of where each department
is just by looking at ascorecard that was already done,
seeing the notes of how they'regoing to overcome maybe a
challenge, and that'll cut themeeting times down and it'll
help us be more efficient andit'll help the individual take
(12:36):
charge over what it is thatthey're working on.
So those things are reallyreally important.
Again, you have your leadershipteam in place, you have your
meetings, you have yourdocuments and then you start to
work in these scorecards.
So let's get into the scorecard.
This is super important becauseit allows for the leader of
(12:56):
your team to go in and takeexpert ownership over their
department and what it is thatthey're doing.
One of the rules for this isthis has to stay manual.
You cannot automate this at allbecause, if you notice, let me
not get ahead, let me stay ontrack, and I'll come back to
that here in a second.
(13:17):
But the most important thingswith this is it drives home the
point of transformationalleadership, and so what that
means is it helps you be outcomefocused.
You measure everything usingthe scorecard.
It allows for you to get intosome coaching, if that is needed
, which, if issues come up, youknow, that's why you have your
issue section in your meetingstructure, so that way you can
(13:39):
develop those and holdaccountable.
And all of that and that's thenext thing is that
accountability piece.
So it's outcome focus, measureeverything, hold accountable.
And then it opens the door foryou to be able to coach, and
coach in a way that reallyelevates the individual and
doesn't undermine the individual.
And so, who is this for?
There's multiple scorecards.
(14:01):
Right now, I is this forthere's multiple scorecards.
So right now I'm in the processof developing multiple
scorecards.
So there's one for me which isthe top level CEO scorecard you
have to have, like this willlook different than the
department scorecards.
So for the departmentscorecards, as an example, media
, so like media marketing, allof that branding that department
(14:21):
, right there, they may have 10KPIs or metrics that they're
tracking and me I don't need tolook at all of those on a
consistent basis.
I only need to look at three tofive of them to know where that
department is at and the healthof that department and my
business.
So I should be looking at, mostof the time, the CEO scorecard.
(14:43):
That again is three to fiveitems per department.
That gives me an insight intoeach department and I know
exactly the health of thebusiness.
And then the actual lead of thedepartment is probably tracking
well over three to five ofthose, maybe eight, nine, 10,
sometimes even more than that,as they're analyzing data to
ensure that they are trackingwhere vision of the business is
(15:07):
headed.
So again, there's twoscorecards a high level CEO
scorecard and then a departmentlead scorecard.
And then, once you start todevelop these scorecards, you
need to make sure that you'refollowing the set of rules.
So I wrote out 10 things thatare super important for you to
pay attention to, and one it'smeasure and monitor everything.
You need to define the metrics,and so what that means is like
(15:30):
financials, marketing, sales,operations, like that's the
title of it.
So if you notice right here,that's the title, this is
financial, and then these areall the metrics underneath
financial that I'm tracking.
This is not actually metricsthat I'm tracking.
I'm tracking a few of theseCash in, cash out is cashflow.
Cash flow is one of the mostimportant things whenever I'm
looking at financials, because Ican hide things or my
(15:54):
bookkeeper, cpa, can hide thingson a balance statement and a
P&L statement, but you cannothide cashflow, and so cashflow
is one of the most honest looksat how your business is when it
comes to the health of thefinancials.
So that's huge for me, and Ineed to know what's going in,
what's going out, what are thepayments that need to go out,
(16:14):
and so that way I can get a feelfor every single month.
This is what I have to payevery single job.
I average this cost, I mean ithelps me get a feel for every
single month, this is what Ihave to pay every single job.
I average this cost.
I mean it helps me get a gripon my gross and net profit.
Next thing is you choose yourmetrics.
So again, we go through, wemeasure and monitor everything,
we define the metric, we definethe metric categories, and then
we go in and we choose themetrics that we're tracking, so
(16:35):
the KPIs that we're tracking.
So if you hear me say metrics,I mean KPIs the same thing in my
world.
And then every line has someonethat's responsible for it.
So it's a direct report rightover here.
I have the owner of this.
I should never input any ofthis data.
If I have to input this data,the department lead failed at
what they were supposed to doand that's not the idea of this.
(16:57):
So you need to tie an owner tothis.
So that way, when you're doingyour monthly meetings and you're
going through the high leveloverview of your scorecard,
you're going through and you'resaying, hey Donovan, hey Leslie,
hey Nicole, hey Shirley, whatwas up with this one or what
happened with this one?
And so it gives them a level ofownership over it and it's also
what they are like, in chargeof, what they're responsible for
(17:20):
.
And so, again, you are likey'all are partners, y'all are
teammates, and so you should berunning at the same pace or
running in the same direction asyour department leads, and then
every goal has a color.
So didn't have a color, butgreen, greater than 100% or 100%
.
So it gives you a status update.
So I'll explain that more herein a second, but it helps you
(17:43):
know.
If they're under maybe 100%,maybe they're 80 to 99%, that
gives them like a yellow color,like a yellow color, and then
they should use.
There's a note section on thisas well that I couldn't show.
I ran out of space that.
Let's just say that we were,you know, tracking maybe
$250,000 a month and maybe thismonth we hit a hundred thousand
(18:04):
dollars.
Well, why is that what?
Over here in the note section,you should be able to look at
this If you are on vacation ordidn't go into the shop that day
, whatever it is, and look andsee we didn't hit it.
But cool, leslie has a gameplan on how this is going to
happen.
So I don't even need to worryabout it or bother with it,
because I trust her and I knowshe's going to make it happen.
(18:24):
So that's the whole idea ofthose colors there is, it gives
you a glimpse into that.
Or maybe you use red for under80% and you're not on target at
all.
You are far off target and soat that point you may need to
step in even if there is a gameplan and kind of figure some
things out.
Next is you have to set amonthly targets.
So your target, right hereagain 250 K a month.
(18:45):
And then what is your actual?
And then you go through everysingle week.
You're going through and you'resaying, well, we got 50 grand
this week, 50 grand this week,50 grand, 50 grand.
Oh, we hit 200 this month.
Our target was 250.
You can make this right here apercentage.
So you can do a formula withinGoogle Sheets to make this pop
up as a percentage.
So, hey, we were 90% close.
(19:06):
So instead of going in anddoing of you writing well, or
the owner writing, we were 85%close.
The percentage is coming fromyour actuals in comparison to
your target.
Again, keep this simple.
This should be super, super,super, super simple.
That's huge Should not be ahundred items on here.
(19:27):
Excuse me, I would say honestly, if you've got like 10 plus
items on here, it gets reallypolluted at that point.
And, yeah, your departmentleads may be tracking 10 things,
especially for differentvariations of business, but you
don't need to so make it manual,never automate this.
The owner of each one of thesemetrics should be getting in on
(19:48):
Monday morning.
It should be a part of whatthey are to do.
They should block off some timeto get this done and add their
data in there.
That way, monday morningmeetings come, then you're able
to look at it and analyze it,track and report weekly Again.
That team comes in on Monday,they update it and then you have
meetings and this is a hugechunk of what you're discussing
(20:13):
in your weekly meetings.
And the next one of the thingsthat I don't have and I haven't
done this yet, but the nextlevel goal of this is to have
like another chart over here.
That's a graph chart to where Ican track the progress.
So, like what that means isthat well, hey, maybe our
quarterly goal is to get tothree quarters of a million in
(20:33):
revenue.
Our quarterly goal is to get tothree quarters of a million in
revenue.
And so how are we tracking on agraph over here in comparison
to our quarterly goals, so thatway you can see well, we hit
this.
Maybe our goal for the year was2 million and our goals for the
quarter are A, b, c and D, andthen our goals for the month are
A, b, c and D and that repeatsall the way down to weekly goals
.
So that way you can see, kindof, how you're tracking.
(20:54):
Well, this month we were goingup, this month we went down a
little bit, this month we wentback up, and so it gives you a
graph visual to look at to seewhere you're at.
When I get that in place, Iwill show you guys and I will
also share this document withyou and so that way y'all can
(21:18):
implement this into yourbusinesses as well.
So this is the.
This is a poor drawing of ascorecard, but this gives you
the rough overview of it.
So again, revenue we should betracking weekly on this.
You should be looking at actual.
So right, you know your targetright here 250,.
We hit 50, 50, 50, 50.
We're actual 50 grand short.
That should pull up apercentage right here and then
automatically populate a color.
Your owner should do this.
What is the source?
Where are you tracking thisfrom?
(21:38):
Maybe it's tracked from, likeyour CRM, or maybe your
accounting software, or maybeyou have an operation software
to where you're trackingprogress of jobs that are going
out.
Whatever that source is addedin there and then have a note
section as well.
So that way you you know thegame plan for why that target
hasn't been met and it gives youan understanding that like,
(21:59):
yeah, you have the right personin place or maybe you have the
wrong person in place.
Whoever is leading that thoseare this right here is I don't
know.
This really excites me, becausewhen you talk about being very
efficient with your meetings andgetting your business dialed in
so much to where you can have amanufacturing business that is
(22:23):
in one location, you can beacross the world and know
exactly the health of yourbusiness and know where your
business stands and know whatyou need to do just by looking
at a document.
You don't even have to be there.
You wouldn't have had to beenthere for six months if that's
what you chose to do.
But you must get this stuffdialed in.
If you don't get this stuffdialed in, then how in the world
are you going to know thestrategy in order to get to that
(22:45):
point?
I was talking to a CFOyesterday and he was telling me,
like the majority.
He was asking do you have astrategy?
And I'm like, oh, you betterbelieve I do.
I've got that.
I didn't show him but I havelike a eight forget what it was
like eight or nine page annualstrategic business plan that I
did at the beginning of the yearand that gives us the strategy
going out throughout the year.
And obviously, as you getthings dialed in with each
(23:07):
department and start to have agrasp over what you're tracking
and what you're not tracking,how each department is doing,
then those things are huge.
Like this is if you're tryingto grow something special, like
I am, like God's called me to,you must do these things.
But again, most people aren't inbusiness for those reasons.
Most people are in business forreasons that is a means to an
(23:28):
end.
We want to go in, we want toget into business because we
don't want to work for anybodyelse and we just want to make X
amount of dollars and so thatway we can have some financial
freedom.
Good luck, good luck.
That's not really the way thatbusiness works.
It is a difficult justunderstand this whenever you get
into it if you don't have thatright mentality, when you don't
get that success that you want.
(23:49):
I have lived through this.
So when you don't get thatsuccess that you want, you have
to be able to sustain thatmotivation, desire, drive and
discipline throughout those dryseasons.
And the only way that you cando that is by number one.
For me, it's knowing that I ampartnered up and work alongside
and I come behind the King anduh, and he is the owner, he is
(24:09):
the manager, he is the true CEOof my business and he's the one
that's guiding everything.
And he has given me anincredible vision and an
incredible why.
That is all tied aroundadvancing his kingdom and making
an impact and changing thisworld.
So your why and why you do thiscannot be tied to a means, to
(24:30):
an end.
And we're just trying to becomefinancially free, everybody's
trying to become financiallyfree.
So what is that thing that'sgoing to sustain you whenever
you fall flat down on your faceand you don't hit the goals that
you're trying to hit?
And for me, that is whatsustained me and I am so
grateful that Jesus Christ islike the supplier of everything.
(24:51):
And if you are pursuing businessto be comfortable in your life,
you are in the wrong area.
Go work for somebody else andcollect a paycheck, because you
will be a statistic, just likeeverybody else, of 90% of
businesses that fail withinthree to five years.
And you must understand thatyou're going to set goals and
not reach them and fall down andfail, and you're going to spend
(25:13):
a lot more money than you makefor a little fail, and you're
going to spend a lot more moneythan you make for a little while
and you're going to do allthese different things and it's
going to wear you down mentallyif you let it.
And you have the ability not tolet that and you have the
ability to push through that andto again understand your why.
And this is why it's soimportant to root everything in
scripture and understand thatyou have beautiful opportunity
(25:35):
to advance God's kingdom in themarketplace.
So if that discourages you,good.
And if that makes you want tonot be in business, good, you
probably shouldn't be anyways.
But if that makes you, if thatdoes something inside of you
where you're like, yeah, that'snot me, or yeah, I'm going to
make sure that we overcome that,then awesome man, do your thing
.
I am probably one of yourbiggest fans, even though I
(25:55):
don't know you, because I lovewatching people push through
that and I love it wheneverpeople get into business and
they fall down.
They make mistakes, but theyget right back up and they stay
consistent and they do it for along time.
Most people are going to quitwithin a year.
Most people are going to quitwithin six months, and the ones
that don't really stand apart.
So why do you do what you do?
(26:16):
Who is the one that is leadingthe way within your business?
Is it you or is it God?
And maybe you have a kingdombusiness and maybe you have
taken the place of God.
In this season I've been thereas well and I promise you, one
of the most incredible things iswhenever God makes me aware of
that and I then turn my focusback to God, repent for that,
(26:40):
and then I'm just overflowingwith the love of Christ and I
just have this peace about meand so, um, it's just part of
that sanctification process.
But comfortability knock thatoff of your list.
If you're pursuing that in anystretch or any form like, you're
setting yourself up for failure, because breakthrough,
(27:00):
miraculous things happen in painand in suffering.
So prepare to suffer withinyour business and prepare to go
through a lot of painful seasons, but also know that it doesn't
have to be in your mind I'm justsuffering, I'm just, I'm just
in so much pain.
It doesn't have to be in yourmind, I'm just suffering, I'm
just, I'm just in so much pain.
It doesn't have to be thisboohoo mentality, because you
serve the King and you haveJesus Christ living inside of
(27:22):
you and you can choose to wallowin your pain and suffering or
you can choose to live out thepower, love and self-control
that is only through living inthe Holy Spirit and allowing the
Holy Spirit to live through you.
So business is like one of themost for me.
It's where God's called me andso it's one of like the most
incredible thing in the world tome.
(27:44):
When I talk about headingtowards 5, 10, 25, 50, 75, 100,
a billion dollar business andhaving a billion dollar
evaluation, I don't say thatbecause it's like, well, I'm
going to go buy private jets andget helicopters and go buy all
this land and do all this stuffAgain not that there's anything
wrong with that, but I say thatbecause I know what that, I know
(28:05):
what I, what I to the extentthat I can know what that
entails in the leadership teamthat has to be in place, the
systems that have to be in place, the processes, the how, your
meeting structure, all themetrics and data that you're
tracking, your marketing, yourbranding, all the things that
come into play.
If, if, if and when I get tothat point that's the thing that
excites me the most is likebuilding out all of those
(28:27):
elements and or bringing in theexpert to build those out.
I used to have a mentality that, man, I'm going to bring
everything in house, I'm goingto do everything in house.
No, no more.
I'm going to do every singlething.
Everything that I do is goingto be to bring in the expert and
so that way, the expert canthen take things to another
level.
So it's not.
(28:48):
I no longer have the mentalitythat I have to be the expert.
I have to be the main guy.
I have to be the one that knowsand does everything within my
business.
You will suffer and you willnot get to the goals where
you're trying to get to ifthat's your mentality.
Now, the mentality that weshould have is man, I'm actually
like, I love numbers, but I'mgoing to bring on the expert on
(29:08):
this that can teach me and thatcan be the one that can take
that portion of the business tothe next level.
Or I love marketing andbranding, but I'm going to bring
on an expert.
I brought it to this point andin my team brought it to this
point, but we're going to bringon an expert that can take it to
a whole nother level.
And so that's just a differentmentality.
You have to set your pride andyour ego aside with that and you
(29:28):
have to move into a mentalityof I'm going to grow something
really special and formulate apowerful and incredible team.
So, last thing is um, it's two,two more things that I want to
share.
If y'all have not read theZacchaeus story in Luke, luke 19
.
I want to encourage you to dothat and to study that right
(29:49):
there, because the Zacchaeusstory if you've heard the
jingles Zacchaeus was a weelittle man.
A wee little man.
Was he so far from the truth,so far from the actual story in
the Bible?
It's fascinating.
Zacchaeus was not a short man.
Zacchaeus didn't have to get upin a tree because he was a
short man and he couldn't stayover the crowd.
Zacchaeus was the chief of thepublicans.
Zacchaeus was the one that wasthe chief tax collector that
(30:12):
more than likely had taxcollectors underneath him, that
was going and stealing from thepeople and doing a lot of shady
things to accumulate his wealth.
And when you read in Luke, ittalks about Zacchaeus was a
wealthy man and was a chief ofpriests and then he just wanted
to see Jesus.
And when you look at those andthen the crowds were so great
that he had to jump up into atree, and that's not saying that
he couldn't see over the crowds, but he was nervous about those
(30:34):
crowds because of what they maydo to him because of his
stature in the world.
And that's what it says.
It says because he was littleof stature he got up into a tree
.
And so we read that at asurface level and say, well, he
must have been a short man andso he had to climb up there.
Whenever that is not the truthat all.
And when it says little ofstature, it's talking about his
status within the communitybecause of his job and what he
(30:58):
chose to do and how he chose totreat people and how he chose to
accumulate his wealth.
And so he was more than likelyfearful for his life that if he
went in with the crowd that theywere going to do something to
him, and so he got up into atree in order to see Jesus.
What did Jesus do?
Jesus saw him, called him byhis name.
You, pure and innocent one,because that's what Zacchaeus
(31:19):
means.
It means pure and innocent.
And you, pure and innocent one,I'm coming to your house to eat
today, and so that should beour mentality.
Guys, put that on my wife andI's heart this year is to have
non-believers over for dinner.
I spent a lot of time over thelast few years having believers
over for dinner, and nothingwrong with that, but now it's.
Let's start to havenon-believers.
Let's have people that don'tbelieve in anything that we
(31:41):
believe, and start to representChrist in ways that we see in
scripture at dinner at our house, and how we can serve these
people.
And then another thing is andthis is the last thing I'll say
is your business is yourministry?
You can look at it that way oryou can look at it like my
business is just that.
(32:01):
That's all that it is.
I'm using this to make somemoney.
That way, I don't have to workfor somebody and I can have my
own schedule.
This podcast is not for you, ifthat's the way that you look at
business.
Business is your ministry.
Business is something that isthe most fun and rewarding thing
in my life outside of my familyand my daughter.
That that's that's like numberone.
But my business is just soawesome to watch the impact that
(32:24):
is being made Guys giving theirlife over to the Lord, guys
getting out of prison and doingsome really cool things
post-release that, in a nutshell, is what it is all about.
So use your business to honorGod, and one of the ways that
you can honor God is by doingeverything with excellence, and
one of the ways that you can doeverything with excellence is by
doing stuff like this righthere, and so hopefully this
(32:45):
encourages you guys and quitpursuing certainty.
It exists, but it exists forthe mediocre in life and for the
poor people.
And when I say poor people,like well, yeah, we're talking
about finances, but the thingthat I am referring to when I
say that is like the mentalitythat comes with that mentality
of pursuing certainty.
I'm not talking about how muchmoney do you have in your wallet
(33:07):
, I'm talking about what is yourmental mentality?
Is it a broke mentality, thatpoor mentality?
Is it a scarcity mentality?
What is your that mentality?
Because I don't see any ofthose in scripture.
I mean, I see some of those inscripture but I don't see the
example, the one that we'refollowing, living that any of
(33:28):
that out.
So your business is yourministry.
How can you make an impact?
And if you, if God's called you, just like he's called every
believer to advance his kingdom,what does that look like for
you?
So ask yourself that, like God,what does that look like for me
tomorrow?
What does that man or woman dothat uses their business as
their ministry?
That is growing.
Something special, andsomething special for you may
(33:50):
not be a billion dollarevaluation or a billion dollar
business.
It may be hey, we're growing,we want to get to this dollar
amount because that means thatwe'll be able to do A, b and C
and there's nothing wrong withthat at all and, if you ask me,
as long as you're doing a lot ofthese things that we're talking
about here.
So God bless you.
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