June 25, 2025 • 41 mins
Are you constantly dodging time’s curveballs or ready to take control? In this episode of The Overlap Podcast, hosts Sid Sexton and Keith Kleins dive into practical strategies for entrepreneurs to stop playing defense with their time and start playing offense. Learn how to prioritize tasks, delegate effectively, and use tools like the Value-Ease Matrix to boost productivity. Whether you’re juggling a growing business or a busy family life, this episode offers actionable tips to manage your 24 hours like the most successful leaders do. Tune in to discover how small changes in time management can lead to big wins in work, fitness, faith, family, and leadership!
What You Will Learn:
- How to take a step back and prioritize tasks to regain control of your time.
- Practical ways to categorize clients or tasks using an A-B-C or 1-2-3 system.
- Why delegating strategically can transform your productivity.
- How to use the Value-Ease Matrix to focus on high-impact tasks.
- The importance of scheduling white space to maintain flexibility and reduce stress.
Key Topics Discussed:
- Why constantly playing defense with your time leads to burnout.
- How to apply Jocko Willink’s “prioritize and execute” principle in daily life.
- .css-j9qmi7{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:row;-ms-flex-direction:row;flex-direction:row;font-weight:700;margin-bottom:1rem;margin-top:2.8rem;width:100%;-webkit-box-pack:start;-ms-flex-pack:start;-webkit-justify-content:start;justify-content:start;padding-left:5rem;}@media only screen and (max-width: 599px){.css-j9qmi7{padding-left:0;-webkit-box-pack:center;-ms-flex-pack:center;-webkit-justify-content:center;justify-content:center;}}.css-j9qmi7 svg{fill:#27292D;}.css-j9qmi7 .eagfbvw0{-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;color:#27292D;}Mark as PlayedTranscript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Sid (00:00):
And we probably should have started with this.
(00:02):
Everyone has 24 hours a day.
And there are really successful peoplethat get the most important things done.
The people that are not successfulare the people that get the
less important things done.
That's the deal.
Voice-over (00:21):
Welcome to the Overlap podcast.
Big business tactics for smallbusiness success dive into the
intersections of work, fitness,family, faith, and leadership.
We believe growth in onearea fuels growth in all.
Here's your host, SidSexton and Keith Kleins.
Sid (00:39):
Okay, and you may have noticed that, uh, my intro has been replaced
by, well, Tim just thought someonecould do it better than us or something.
Could do it better than us.
And uh, he's probably right.
Yeah, I listened to it.
It's pretty good.
Yeah.
Well, I guess we're, it'sthe way of the world now.
(01:00):
It's, we're, we're moving
Keith (01:01):
forward, it's where we're going moving forward.
Yeah.
Embracing technology.
Sid (01:05):
Yes.
All the things.
Uh, and probably exactly whatwe're telling you to do, we're
having to deal with it as well.
So, uh, don't fight it.
Just go with it.
That's, that's, I guess that'swhat we're trying to do today.
Um, so, hey.
Uh, how you doing, Keith?
I'm doing good.
We, you man, you and I have been busy.
We have, we spent aboutan hour just catching up.
(01:25):
I know.
Just traveling.
You traveled this week, traveled this,this, we shoulda have been recording that.
Keith (01:30):
Yeah, we should have.
The, the catch up was funny.
We should have gone there.
Um, we might've lost some listeners.
Uh, and then I'm getting backin the car in just a minute.
Sid (01:40):
Oh good.
That sounds fun.
Um, so today, uh, listen, we, we kindof planned some of these as being
short and some of them being long.
I'm not really sure how, howthis is gonna work out, so we're
just going with it right now.
That's right.
Um, yeah, we don't know if it's aquick hit or not, but it's, it's
something that I've been coaching onquite a bit and, uh, here, especially
(02:04):
here lately, and something thatis probably pretty important for
everyone, um, in all seasons of life.
Uh, and, and a really goodreminder, which by the way, is
the purpose of this podcast.
You know, we're not trying to wowyou with brand new ideas every week.
We're just trying to give you frickingpractical advice that we're working
(02:26):
through or have worked through and, and,um, that are really good reminders to how
to be better in all aspects of your life.
Like we, like we say.
So, um, today.
We're talking about how to stop playingdefense with your time, and that title
is specific because, uh, it's really.
(02:48):
You know, in sports, in my experience,when you're on defense all the
time, it, it can wear you down.
You know, you feel like you'reunder attack all the time.
Um, it's pretty bad.
Sometimes
Keith (03:01):
I feel like I'm in a constant game of dodge ball, a dodge ball.
Yeah.
I, I think the analogy of time and dodgeball is very, because we just allow stuff
to get thrown at us through the day, andall we're doing is dodging and ducking.
Yeah.
Well, sometimes I'm
Sid (03:16):
there.
Uh, man, that's, that's pretty good.
I think about, uh,
and, uh, no, no one else is gonna get,no one else is gonna get the reference,
but like when you train with Jibo, I.
You know, he's always attack, he'salways got some sort of attack, and
then it goes to the next attack,and then it goes to the next attack.
(03:37):
Yeah.
And every, and I'm just constantlyplaying defense and after about
four minutes, I'm just so tired.
I'm, I'm just ready to give up.
That's what, when you're in themiddle of the fight in the week, in
the month and the year and you're,you're constantly under attack,
it's just, it wears you down.
Keith (03:55):
Oh yeah.
Eventually I just curl up inthe fetal position and lay there
Sid (03:58):
and just try to hold on and just, just.
Don't let him submit me somehow someway and then he submit and don't move.
Yeah.
And then I,
Keith (04:05):
then he submits me.
Sid (04:06):
Yeah, me too.
So that's, uh, that was kindof the idea behind that.
Um.
That title, uh, I, you know, youcan make another analogy in soccer
or football or, or whatever, tenniseven, you know, or pickleball.
You know, someone's on the attack,they're at the net and they're
constantly running you back andback and forth across the court.
(04:26):
You're, you're, you're,you're gonna wear out.
So, yeah.
So how do we get on offenseand, uh, which is the idea here?
Um.
I think my first step is, isyou've gotta take a step back.
You, you know, if you're, ifanyone listening to this podcast is
familiar with Jocko and, and fourlaws of leadership, one of the main
(04:49):
tes is, is prioritize and execute.
And, and that sounds great, right?
You're like, oh, yeah, I hear that,but what does that really mean?
And, and he tells a, hetells a pretty good story.
And I, I, man, I probablylearned this and got way into it.
Seven, eight years ago.
And you remember, and uh, and, and thebiggest part is that he took a step back.
(05:11):
Everyone was on like at their gunsand looking down the barrel of
their guns and looking for targets.
And no one I. They just stood therefor what felt like 10 minutes.
It was probably like 30 seconds,and he just raised his gun and took
a step back and then he could seeeverything and go, oh, we need to go.
Right.
You know, or whatever.
I'm paraphrasing the whole story.
(05:32):
And, and that's kind of what you'vegotta do if you feel under attack
with your time and, and all thetasks that you have, um, is take a
step back and take a, a pretty good.
Overview of what's happening, then youcan make a decision of what's next.
Yeah.
What's most importantthen you can execute.
Keith (05:55):
You know, I kind of did that this year in the publishing company.
Okay.
Um, I think I told you I put it some stuffon hold that I needed to put on hold.
Yeah.
And didn't launch newthings that I was going to.
Just to be able to kind ofassess and look at where it was.
Yeah, what it's doing, what itspurpose is, what did I create it for?
(06:19):
And I think as entrepreneurs, a lot oftime we're hard chargers and we just
move forward without thinking aboutthe consequences of what we're doing.
And then it causes us time in every way.
Yeah.
Sid (06:37):
Um,
I. Yeah.
I also think that lots of people think,I also feel that lots of people think
when things are coming at them, they canjust put their head down, bite down on
their mouthpiece, so to speak, and just.
(07:00):
Push harder.
And I don't think thatthat's a real good solution.
Some people can do it.
I've got a, I've got a new work,uh, colleague, uh, and, and a guy
that I work with and, and his mottois more, is more, and I'm like.
It doesn't really resonate with me,but like I know what he's saying
is that he, and this guy's got atremendous capacity to sort of read
(07:24):
through and process information reallyquick and, and handle tons of tasks,
but it's, it's not quite superhuman,but it's, it's, it's, it's more than
I'd say most people I've ever met.
And, uh.
You know, there's, there's thatsort of idea and people think that
they can just do that, but it endsup blowing up in most people's face
Keith (07:46):
and most people do not have including me.
Yeah.
And I'm jealous of supernatural ability.
Yeah, me too.
Super human ability.
Yeah.
I, I'm just human mostof the time and just.
Or muddling.
Muddling through.
Yeah.
Yeah.
I've always liked the best I can.
Sid (08:02):
I've always liked Superman, you know?
Yeah.
That'd be nice to fly.
It would.
It'd be nice to
Keith (08:06):
fly.
Sid (08:07):
It's not, it's not reasonable for you.
It'd be nice to be ableto see through walls.
It'd be nice to slam dunk a basketball.
I'm just saying.
Keith (08:13):
It would heck at my stage now.
It'd be nice to touch the net.
Touch the net.
Yeah.
Sid (08:18):
That is that.
Um, so.
So taking a step back, I feel like ifwe're gonna talk about this, this topic,
that's, that's step one is find a time.
If you feel like you're underattack with your time, you've got
a thousand things to do, and you'rejust constantly getting behind.
You've got to do the, um, the oppositeof what you feel like you should do.
(08:42):
You feel like you should just bite downon your mouthpiece and work harder.
Uh, but what you really need to do istake a step back, and I don't know if
that's at get up early in the morning,is that get up before the day at four
30 in the morning, or five 30 in themorning, or six 30 in the morning,
whatever it is, and then get and assessthe task that you have to do for that day.
(09:03):
And then tell your calendarwhat you're gonna do.
Uh, prioritize and execute that way.
I don't know if it's uh, if it's someother thing like that, but I can tell
you that taking a step back is step one.
Right.
Um, step two, and, and Keith and Iwere kind of talking through this.
I.
(09:24):
We, and this, and I said this,this is what I've been coaching on.
Um, and let's take an account managerand, and we've got account managers.
Some have 130 accounts,some of them have a hundred.
It kind of depends onterritory and things like that.
Um, some could have more.
They did have more, uh, before, but.
(09:46):
During certain times of the year, they'regonna get a higher volume of calls.
You know, things look different.
Look wor things can go badquicker during the heat of summer.
Um, and so they get a flurry of newcalls and if they didn't ramp up to
that, it can be pretty, um, prettytough to sort of shift gears mentally,
(10:07):
um, emotionally, everything to, to.
To sort of address all those needs.
And so what we do is we have kindof a, uh, a prioritized, uh, list.
So we've got clients ina, b, and C categories.
Um, and we sort offilter those things out.
Where, a's are the ones that are, youknow, they buy all the services or
(10:29):
they're the, uh, you know, strategicpartner in some way or, um, you know,
they're just an a client, right?
And everyone's got those.
This isn't some sort ofshocking thing, but just.
Going through the exercise of,of prioritizing those customers.
So when you get, uh, an issue, um, how dowe judge, where do we go to first because.
(10:52):
I love the idea that we treat every clientlike family or something like that, some
sort of, um, statement along those lines.
But it, the, the truth is, is thatnot everyone can be the same, right?
I
Keith (11:05):
think, I think that that's a great analogy because sometimes.
You have clients that are the drunk uncle.
Yeah.
I'm not giving him as much attention.
Yeah, that's
Sid (11:17):
a good point.
Yeah.
I didn't think about the drunk uncle.
Keith (11:19):
Yeah.
Yeah.
There's always the drunk uncle.
Sid (11:21):
Yeah.
I, there's only one mom, you know?
Yeah.
Mom's gonna get priority.
I. In my world.
And then there's the dad, uh, there'sgrandparents, then there's cousins
and nephews and nieces and Yeah.
And you know, people you never met.
You know, those kind of things.
Keith (11:36):
Yeah.
Sid (11:36):
Um, and then there's second cousins, and then there's in-laws.
Yeah.
Uh, but so we prioritize those and so I'vebeen coaching like, Hey, as you're getting
these calls, let's get 'em on a list.
And then when you take the, when youget a chance to take a step back,
whether that's at the end of theday, I like the end of the day, but
sometimes that's not, I. Feasible.
(11:57):
You're trying to rush to get tofall practice or whatever, right?
It could just be in the morning.
Um, and then the next thing is, as weprioritize issues in a, b or c, a being
or 1, 2, 3, really, uh, one's being, um.
You know, they need to be donetoday or tomorrow, like urgent.
(12:17):
Uh, twos being, they could be donein the next three days, you know,
sometime this week or whatever it is.
And then threes being, they,they need to be done in the
next, you know, couple of weeks.
Low urgency.
And so urgent, kind of urgent,not urgent really is 1, 2, 3.
And this is really that Dave Ramseytime management deal where you start
your day with a ones, you know,steak sauce or whatever he said, and,
(12:42):
and you just go that route and you,you've gotta prioritize list where,
and it allows you, it allows yourbrain and your anxiety levels to drop
because you have a plan at that point.
But if everything's living in your head,God dang, that is a lot of mental energy.
You are burning up, spinning in circles.
I wanna take a moment to talk aboutsomeone who's been instrumental in
(13:04):
my personal and business success.
That's Johnny Barranco andhis team at Barranco and
Associates for over seven years.
Johnny has been my go-to accountantand financial consultant.
I can tell you that he's morethan just a tax preparer.
Johnny takes a holistic approachto all my financial dealings,
aligning them with my long term.
Plans and personal lifestyle.
(13:25):
I've recommended Johnny to several friendsthroughout different business groups
around the country, and the feedbackhas been nothing short of exceptional.
His expertise and service are topnotch, so if you're looking for someone
who not only prepares your taxes,but also helps you strategize for the
future, Johnny and his team at Barrancoand Associates are the ones to call.
(13:45):
Trust me, you won't regret it.
So contact.
Johnny Barranco today and take thefirst steps towards financial peace.
Keith (13:53):
Hey, let me tell you about a friend of the show called Content Fresh.
Since they've taken over our socialmedia for the Overlap podcast,
we've seen incredible growth.
When you combine the growth fromall social platforms, we're looking
at a massive increase of 2235%.
This partnership has trulytransformed our reach and engagement.
If you're passionate about growingyour business, partnering with Content
(14:16):
Fresh could be a game changer for you.
Go to overlap life.com andclick on sponsors today.
What's that?
Now what's, there's an analogy.
Analogy or something that saysif everything, if everything's
important, nothing's important.
Yeah.
If everything's important,nothing's important.
Yeah, yeah, yeah.
We
Sid (14:35):
talk about that all
Keith (14:36):
the time.
And so I, so would you say thatreally determining what's important
is probably critical to your success?
It's probably most important.
Sid (14:49):
Yeah.
How do you do that?
Well, just what I'm saying,like, is it an A customer one?
Yep.
And is it, is it somethinglike mission critical?
Like it needs to be done soon?
Is it an egregious issue?
Like, uh.
We broke a window 'causewe threw a rock mm-hmm.
That we gotta get on todaythere that can't wait.
(15:10):
Yeah.
You know?
Um, and we probably need to get overthere with a piece of plywood or
something and cover up the window.
Mm-hmm.
That has to happen.
Keith (15:17):
Um, you had to do that last Friday when you canceled the recording.
Yeah.
Well, you had one of thosecustomer, we didn't break,
Sid (15:23):
we didn't break a window, but we had an, a customer, uh,
actually a personal friend.
Uh, there were some wires cut.
Turns out we weren't the ones that did it.
No one.
Yeah.
I was
Keith (15:32):
fixing to say, you even took care of something you didn't cause, but
Sid (15:35):
it didn't matter.
Keith (15:36):
You know?
Sid (15:36):
They didn't know.
We didn't know.
You just have to get down there and look.
Uh, because, and, and it was, you know,it was something that was an, a customer.
Mm-hmm.
And it was, uh, you know.
You could probably say it was a two.
It didn't need to be done that day orthe next day, but they were in town
(15:57):
and they're not in town all the time.
So it, it, it, it sort of rampedit up to a one, uh, to get by there
and just take a look and be able tosee them and see them, uh, see me
having the response and all of that.
So that was the A one.
Um.
And, and that's how we prioritize it.
And, and like, just going back to it,that, I mean, just think of all the mental
(16:22):
energy you burn up by trying to keep allof that, all of the things in your head.
And it's just exhausting.
And what we're trying to get youto avoid is responding to every
fire as if it's a five alarm fire.
When it's just a cat in the tree, youknow, you, you don't need to waste
(16:42):
your, your time and energy and resourcesto go get the cat outta the tree.
If you've got some real fires goingon, if you've got nothing else going
on, go, go get the cat outta the tree.
You're the fire department.
That's fine.
Or go unlock the go help the, the littleold lady that locked her keys in the car.
Did the fire department still do that?
I think they, I think they did.
I believe
Keith (17:02):
so.
Okay.
And they still get cats.
Sid (17:04):
Yeah, yeah,
Keith (17:05):
yeah.
Right.
Um, but not when there's a fire.
You know, the thing thathelped me most with this.
What's that?
Well, I, I think I knew it before Istarted doing, um, the Michael Hyatt
planner, but the top three helped me.
Oh yeah.
Formulate that The best.
Coming up with the top three of the week.
(17:26):
Top three of the day.
Yeah.
And then I felt that.
Even though I don't use the the bookanymore, but that thought process
goes through my mind in any planning.
Yeah.
What's, what's my top three here?
Yeah.
Top three initiatives.
Well, how do I prioritize?
How do I prioritize this week?
(17:47):
I've gotta get three,these three things done.
And if I get these three things done.
Yeah, it makes me feel good.
Well, and you know what?
That I feel like I could accomplish
Sid (17:56):
something.
You know what that really doesis it forces you to prioritize.
Yeah.
And it forces you to put the things thataren't as important on the back burner.
'cause everyone will say,well, everything's important.
They all gotta get done right.
And I'm like, no, that'snot, that can't be the truth.
Right.
It's not, it's certainly not every day.
Keith (18:13):
No.
And the overlap there is there.
That's in your life too.
Uh, dude, I was waiting to get there.
Sid (18:19):
Go ahead and throw out some overlaps.
Keith (18:21):
Let's see.
Where though, I mean,everything is not an emergency.
No.
I think a lot of times in a family,we, I, I almost do this in family.
Way more than I do in business isI'll make everything an emergency.
Oh, we've gotta, you know, we'vegot all this coming in at us,
we've gotta take care of it now.
(18:42):
There's certain thingsthat you can just put Okay.
You know?
Yeah.
You probably need to, you know, priority.
Your wife.
Sid (18:49):
Yes.
You know, that's a man.
Uh, so you're, so you're going there.
And I think most peopledon't realize that.
Uh, I'll just say that again.
I feel like the number onepriority is the wife, number one.
That's like the mostimportant relationship.
If that is messed up, it bleedsinto every other aspect of my life.
(19:12):
Definitely.
So, because it is distracting inevery way, it's super distracting.
And then two, you know, if there'skids in the house and they see that the
relationship is the priority, they'llsee that that's what a, that's what
a, a marriage is supposed to be like.
I'm trying to be the best example of that.
And it creates kind of harmonythroughout the rest of the house too.
(19:34):
It is the most important thing.
And then three, like I I, God dang it,parents, your kids are not your world.
I. They're not.
They're living therefor 18 years, hopefully.
And then they're leaving.
And then they're leaving.
And let's
Keith (19:49):
be real honest, the last two years they're at the house.
They don't even like you anyway.
Sid (19:53):
Yeah, they're in and out.
They're trying to be, yeah, they're tryingto be with their friends all the time.
They're trying
Keith (19:56):
to be independent, but yet still
Sid (19:59):
and good, you know?
And good God, you're gonnahave to live with this spouse.
For the rest of your life, ideally.
Yeah, we, we did make somevows about that whole thing.
Yeah, that is a vow.
Um, we did kind of promise in, in frontof God and everybody and, uh, you might
want to have a good relationship ifit's gonna be to eternity and all that.
So I. Man, I just see it all thetime that parents get hung up on
(20:22):
their kids and they let their kidsrun 'em all over the damn place.
Uh, 'cause they're playing three sportsand they gotta be on travel ball.
This and then this thing there.
And then I've al I've alreadyshared my opinion about that.
Keith (20:34):
I can't get back on that so far.
Sid (20:35):
Me, me, me too, me too.
Just pissed off.
Keith (20:37):
I pissed off some families.
Yeah.
That I've, I've heard saying that.
I don't
Sid (20:41):
care.
They need to hear it.
Um, yeah, they
Keith (20:42):
do.
They need to hear Their kid can't play.
Sid (20:47):
That's not what I was saying, but you went into That's what I'm saying.
Okay.
Um, but, you know, then date night is not,it's never a priority, you know, because
we, we just don't have time for it.
Well, yeah, you do.
Yeah, you do.
And we probably shouldhave started with this.
Everyone has 24 hours a day andthere are really successful people.
(21:10):
That get the most important things done.
The people that are not successfulare the people that get the
less important things done.
That's the deal.
Yep.
And that's why managing your timeis probably the most important skill
that you can develop because if youwant to get ahead in work, in life
(21:31):
and everything else, it is figuringout what's most important and.
M managing your day, yourtime, your life towards that.
That's the deal.
Oof.
Okay, so we got off.
Um,
Keith (21:46):
no, I think that's good.
I, I think when we look at our teams,
that's how we prioritize whowe give attention to also
is who's being effective.
Oh, yeah.
Well that's not always the case, is it?
But the problem is, yeah.
Most of the time we give attention to thepeople that's causing the squeaky will.
(22:07):
The same
Sid (22:08):
thing with customers.
Yep.
Same thing with customers.
Uh, we had, we, we did some pretty biganalysis over the last couple years
and the, and the people that squawk themost are the ones that pay the least.
I.
Keith (22:19):
Definitely.
So
Sid (22:19):
they were the ones on every other week, uh, like maintenance
schedules and That's great.
That works for your budget.
That's cool.
It's, it doesn't work for usbecause when it rains, not if,
'cause it rains 70 inches a year.
Keith, we are like seven inchesa, uh, above our average rainfall.
And 70 inches is, is our averagerainfall per year here in South Alabama.
(22:40):
Really?
Yeah.
So we've got a rain day anda half basically every week.
So, so if you're, it's.
It's wild.
We are, we're, it was so far this week.
It doesn't sound likeit's true, but it is.
Um, so.
Those customers, we, we had tostrategically get rid of them because
(23:01):
they, they paid the le the least andthey caused the most heartburn, you
know, 'cause Oh, we can't skip thembecause they're every other week.
Well, it's not my problem that youonly want to be every other week.
You just don't get tobe a customer anymore.
And that sounds terrible, but like, Ican't bend myself into a pretzel and
have my whole entire organization likemove mountains because you want to.
(23:25):
To be a little cheap.
And, and look, that may work for your,your budget, but it doesn't work for us.
And if you're leading an organization,if you're leading a business and you're
trying to scale it and make it goodfor you, your people, and ultimately
your customer, because you can't givea good service to all the customers if
they're on, if they want that specialschedule, then you gotta say no.
And that's, that's prioritizing yourtime, prioritizing your efforts,
(23:48):
and eliminating those distractionslike we were talking about.
And.
Keith (23:55):
In our notes that we have.
You, you mentioned delegating too.
Comes in there quite a bit.
Sid (24:00):
Yeah.
Delegation is a good one.
Um, elevate Delegate, uh, yeah, whichis an EOS kind of, uh, I guess mantra.
Um,
that, that's a whole nother podcast.
It changed.
Yeah, it
Keith (24:15):
changed, and this is all I'll say about delegation.
It changed my world when I prioritized.
Figuring out the things I could delegate.
Yes.
That was good.
Thank you.
That's where, that'swhere we should start.
Most of the, most of the time wedon't, I don't prioritize who to
(24:36):
delegate to and what to delegatebecause I just try to take it all.
Sid (24:41):
Yeah.
My, my early experience has beenI tried to delegate the things
that I don't like to do and which.
We could argue that that's probably theright thing to do at, at certain times.
Um, but not every time because thereare just some things that I have to do.
Yeah.
And there's some things that Idon't like to do, but I can't
(25:03):
delegate them to anyone else, you
Keith (25:05):
know?
Yeah.
Quite frankly, if I could, I woulddelegate every operational tactic.
Yeah.
Our thing that I, I, Ihave, but I can't do that.
Yeah.
Yeah.
I, I run this organization,I'm just not, I'm not at a
Sid (25:16):
scale that I can do that.
Keith (25:18):
Right.
But, but operationally, I hateto delve in there, but I have to.
Yeah.
And, and.
Actually the priority of me there,especially right now of what
I'm building, I have to do that.
Yeah.
You can't delegate that.
And so I need to delegate thethings that I may like to do,
but, but are those one and twos?
(25:39):
Yeah.
Not, not.
The pinnacle of what I need to pursue.
Yeah.
Sid (25:42):
Twos and threes.
Keith (25:43):
Yeah, twos and threes.
Sid (25:44):
And that, that probably leads us to that value and ease matrix.
This is, this is really good.
This is something that I've heardlike here recently, uh, from a
guy that is super smart and I,I hold in very high regard, but.
Uh, and, and I'm sure this camefrom like some six Sigma stuff.
Six sigma stuff.
Uh, but the value ease matrix is like, Ibelieve it's like values on the x axis.
(26:09):
Ease is on e is on the y axis, and thenyou just plot your priorities on this.
This is a little bit fancy, butyou, you don't have to make it real
fancy, but like, you know, and Iwould say one to 10 is a, is a, is
a standard deal, like it's a seven.
Value and it's a three ease.
Well, that's pretty easy.
(26:29):
That's, that's, you know, you can,you can probably put that as a number
one priority and then it could be aa four or a three value and a seven.
Ease, you know, are hard.
Uh, you probably go, Ooh,that's pretty low value and
it's pretty hard to get done.
Uh, I, I probably don't need to prioritizethat is, you know, does that make sense?
(26:49):
It does.
It, it's a pretty good visual for people.
Um, because the list I'm probablyworking through that, my mind, in
my mind visually, I just kind of.
See those things visually,but others may not.
And this is a pretty goodvisual representation.
And it, and I'm, you know, I, I understandthis is a podcast and I'm not up at
the whiteboard sort of breaking thisout for you, but it's something you can
(27:11):
easily look up is a value ease matrix.
Keith (27:14):
I feel like that this value ease matrix is great when you
need to communicate to your teamwhat they may need to focus on.
That's
Sid (27:26):
a good point.
Keith (27:28):
One of the things that I've struggled with is as a, the owner.
Mm-hmm.
Our manager or whatever lead is helpingmy team prioritize their focus, and I
think a lot of times I've lost momentum.
(27:52):
Because I've allowed them to pick thepriority of focus a lot of times when
I knew the direction they needed to go.
Yeah, yeah, yeah, yeah, yeah.
Yeah, that's that's true.
Sid (28:02):
Oh yeah.
It sounds fun.
Like it sounds like that's thething to do, to let them sort
of figure it out or whatever.
Yeah.
Keith (28:09):
Sometimes it sounds fun to.
Oh, they're, they're adults.
Yeah.
They'll figure it out.
Yeah.
But a lot
Sid (28:15):
of times they don't know what's in our
Keith (28:17):
heads as
Sid (28:17):
leaders.
I was gonna say, it's not theirfault, you know, it sounds like,
you know, high level thing to do,like you said, we're all adults.
Let me just give youguardrails and, and whatever.
But their interpretation of whatis the difference that's going
to make the difference is not.
Right, because they, they justdon't have the experience or they
(28:38):
haven't seen the, the full picture.
Uh, they don't understand some ofthe nuances that we understand.
Um, not that they're not, thatthey're not intelligent, not that
anything other than that is justin our mind and in our experience.
We know that this is the thing direction.
We talked
Keith (28:55):
about this a hundred times, but, and I had this conversation with, and
a business founder this morning is.
We often step in
and think that our team members thatwork for us care as much as we do.
(29:17):
Yeah.
And that they're justnot there to for a job.
And it is totally okay for teammembers to be there that you've
hired to work for your agenda.
To just be there to do what they're doing.
Sid (29:34):
Yeah.
Keith (29:34):
Yeah.
And not have, we always wantpeople to have initiative.
Well, yes, I want you to have initiativeto do what I've hired you to do, but
asking you to do anything other than that.
Hmm.
And thinking that my missionis, your mission is like.
Sid (29:54):
Stupid.
Well, I would say that's ideal.
That's what I want.
But it does like, to your point,it doesn't happen very often.
Those are unicorns.
Those are unicorns in, yeah.
Yeah.
In my 20.
Two year experience.
I, I can think of a few.
I
Keith (30:09):
would love for, yeah.
I would love, out of 200, I wouldlove for every idea I come up with,
for someone to come alongside meand think it's as great as I do.
Yeah.
And take the initiative to
Sid (30:20):
get it off the ground, get it going and take it.
Yeah.
Yeah.
And
Keith (30:23):
so it's our job at to get it off the ground.
Yeah.
It's, it's our job to delegate the thingsthat we think needs priority and to, to.
Speak down the line of thepriorities, our expectations.
'cause most of the time Ihave expectations that are
(30:47):
unspoken and I stay frustrated thinkingthat someone is gonna pick those up.
Yeah.
Sid (30:55):
So to that point, to that point, I would say, um.
The best way to avoid thatfrustration and the best way to lead.
Uh, and we've already establishedthat not everyone is gonna have the
initiative to, or the wherewithalto know what is most important.
(31:16):
My experience has been EOS and settingup weekly L tens and every single
person having some sort of metric ornumber, uh, which is a lead measurable.
That should, and, and it could bean activity, it could be anything.
But that should give people alignmentwith what is expected from me.
(31:39):
'cause I set the, I set the metric or weset it together and it gives me a point to
coach towards like, you're don't seem tobe hitting this, or they are hitting it.
And if they're not, then itmakes it pretty easy to start to
manage that activity to hit that.
Whatever that that metric or thattarget is, that's been the best for me.
(32:02):
'cause it forces me to get out of myhead what it is that I want you to do.
And it is to ultimately get here.
But in order for you toget to this, I. End result.
These are the weekly activities orthe metrics, you know, just breaking
it down by week for the quarter,13 weeks in the quarter, 12 weeks
in the quarter, whatever it is.
(32:22):
And if you hit this week toweek, you're going to get to
this at the end of that quarter.
And if you get to that at the end of thatquarter and the next quarter, the next
quarter, then we get to the annual goal.
I mean, it makes it pretty easy tosort of, uh, to lead and manage.
M by those metrics and it, and it isthe best way to communicate to the team
(32:45):
what is most important in their worldas a, as at playing the position that
I need them to play in on the team.
And I think
Keith (32:55):
also there you have to have it written down.
It's gotta be something they can see.
Sure.
And EOS
Sid (33:03):
does that well, my God, they do with the accountability chart and then the,
uh, the scorecard, the weekly L tens, wedo every, we don't do weekly one-on-ones.
We do every other week, one-on-onesquarterly conversations.
You're following up on that.
I mean, there, there's so muchcommunication there that it's
really hard to get that wrong.
Keith (33:21):
Yeah.
Sid (33:23):
It, it does create an environment where it's just, it's baked in.
If you're a small business ownerlooking to take your business
to the next level, listen up.
My good friend Chris Francis hasspent over 20 years growing his tree
care business to national success.
Now he's partnered with Rick Miller.
You've probably heard him here onthe podcast before Harvard, MBA.
(33:44):
And business consultant to create Roadmapfor Growth, an online course to help you
scale build teams and create systems thatlast, it's not just for the tree industry.
This course applies to anysmall service business.
Check out tree business.comor hit the link on the overlap
homepage to learn more.
Hey guys, I wanna tell you about
Keith (34:05):
my friend Wes Cody.
He's the president of C two WealthStrategies, a financial advisory firm
dedicated to providing personalizedsolutions for your financial needs.
Wes and his team of professionalsare passionate about helping clients
create wealth and achieve financialfreedom as C two wealth strategies.
They believe in taking a holistic approachto financial planning and are committed
(34:26):
to building long lasting relationshipswith their clients, ensuring their
financial wellbeing every step of the way.
Don't leave your financialfuture to chance.
Contact Wes and C2 Wealthtoday@c2wealth.com to
schedule a consultation.
Let Wes and his team help youbuild your financial future.
(34:51):
So what are some tacticaltools, um, that you implement?
Sid (34:57):
Sunday planning is kind of my thing.
Um, uh, I'll do it on a, uh, I'lldo kind of that, like you said,
the day-to-day basis is, youknow, what are my top three today?
Those kind of things.
Um, and I'll have others, andmaybe you get to those others, but
at least try to get the top threeor at least the top one, right?
And then the next, and the next.
(35:17):
And then, you know, uh, I, thediscipline that I learned from that,
that Michael Hyatt planner, fullfocus planner, it was on Sundays.
You go through and do the, the list sweep.
And these are all the thingsthat were on the list.
Uh, take a little bit of a, of, of amoment to, to think of anything else, put
it on the list and prioritize it, and thenstart plugging it into the calendar for
(35:41):
the next week or the week after, and juststart to fill my calendar with what is
most important before the week happens.
So I'm kind of telling my time what todo instead of, you know, my time or the
fire that pops up telling me what to do.
Keith (35:57):
Yeah.
I, um.
I, I'm still hot on motion right now.
Sid (36:02):
Yeah.
Which is time blocking.
Right.
Which is
Keith (36:03):
time blocking.
It's just automated.
Yeah.
Um, and I like to be told what to do inthat situation and it does that, so I can
go in there and put all the priorities in.
Mm-hmm.
And it automatically movesit around on my calendar.
Sid (36:19):
How does it know?
Do you have to score the priority or?
Keith (36:22):
Yes, there's a, uh, flag system.
Oh, okay.
Yeah.
Like red.
Yellow.
Ah, yeah.
Okay, gotcha.
There's a system and then itprioritizes that in your day also.
That's, yeah.
Okay.
Sid (36:34):
So that's essentially what we're talking about.
Yeah.
It's, it's just in a, yeah.
It's in automation.
That's motion.
Yep.
Motion.
Motion.
Okay.
Yep.
Keith (36:40):
It's good.
Uh, it, and it's got, it, it, it timeblocks around your calendar, which is
Sid (36:45):
really
Keith (36:46):
great.
Sid (36:46):
That's nice.
Yep.
Yeah.
Time blocking is fantastic.
Uh, I would say this since Imentioned, you know, putting things
on your schedule, one of the.
You, you can start with that, but oneof the big lessons is just learning
to put enough time in there andthen also making sure you've got
some white space in your calendar.
Keith (37:05):
Yes.
Sid (37:06):
You know, so you can kind of take that call.
That's important.
You know, you can go work out.
Yeah.
You can't.
Yeah.
Yeah.
I've, and I've not
Keith (37:14):
done a good job of that.
Sid (37:16):
Yeah.
Sometimes you justgotta be in the morning.
You know, early.
Yep.
Keith (37:19):
We're busy.
Um, it's, and you can have toomany hobbies like, like we do
and try to do workout juujitsu.
You've picked up golf.
You're a golfer now.
Well, I haven't really picked up,I hadn't really picked up golf.
It's a, it's kind of a necessityfor the business world.
Okay.
I have enjoyed playing again though.
Yeah.
I'll be real honest.
(37:40):
I would love to.
I just
Sid (37:42):
don't have the time.
Keith (37:43):
Yeah.
I don't have the time.
Sid (37:44):
I gotta say, I gotta, I mean, I
Keith (37:45):
don't let it get in the way of like juujitsu and working out.
Sid (37:47):
I've gotta say to, I've gotta say no to those things.
Yeah.
I'm gonna say no to a lot of things.
Yeah.
And I think once you start managing yourtime, you really start to build up the,
uh, fortitude to say no to some things.
Keith (38:00):
Yeah.
Um, and hey, I, I, I've been, youknow, and this may help somebody,
I'm, I've been learning something new.
What's that?
Golf, I mean, as far as No.
Oh, I've been learning the governmentnonprofit world, which is way
different than anything else I've done.
Yeah.
And so.
It is a, um, grant writing.
(38:24):
It is way different than anythingI've done, so it's been, it's been fun
and taxing and all that kinda stuff.
Sid (38:34):
I don't even don't even know what to say.
Keith (38:36):
Yeah.
I mean, you said, you've saida hundred times you've worked
harder than you've ever worked.
Yeah.
Yeah.
So.
But I don't have a good time.
Okay.
Well good.
I'm just fatter
Sid (38:46):
right now.
That's 'cause you're, you're, you're goingout to lunches and dinners with people
I, and drinking and drinking bourbon.
Keith (38:56):
I know.
I went to the Jimmy Russellbourbon event last night.
Yeah,
Sid (39:00):
yeah.
You've gotta be a, uh,shout out to Hope Farm.
They did an amazing job, man.
They always do.
They always do and, andRobert's got a freaking new
restaurant called Little Bird.
Oh, I ate there yesterday too.
It's killer for lunch.
It's, it's fantastic.
Yeah.
I love that place.
Yeah.
I love everything Robert and Bentley do.
Keith (39:18):
So I hope this helped.
Yeah.
Stop playing defense.
Yeah.
Play offense.
Play offense.
Take your time pack.
Sid (39:26):
Yeah, that's, yeah.
It sounds rote.
It sounds kitschy, but it reallyis the way to be successful
in any aspect of your life.
I'll just say this, we, we, weexperiment with elevating people
through our organization andthere's a number of organizations.
I could, I could speak to this on.
And the folks that end up becoming, uh,successful and get to stay or elevate
(39:50):
beyond the position that they movedinto are the ones that can figure out
how to manage their time enough to beproductive in the role that they're in.
And that's just time management.
The ones that cannot, theydon't get to stick around there.
That's just the truth.
They get to move backdown or go someplace else.
So.
(40:11):
Stop playing defense.
Start playing offense.
Keith (40:12):
Hey.
And a way that you can stopplaying defense is you need to get
accounting and you need good people.
Oh yeah.
And you need to take some coaching.
And so we have all those that dosp do that on our sponsor page.
What a segue.
Go.
Support them.
What a segue.
God.
Hey, call Johnny Barranco.
He will.
He will save you some time.
(40:34):
You can delegate some stuff to him thathe wants to do and is an expert at.
Sid (40:39):
I have used him a lot lately.
He's great.
Yeah.
I have sent a lot of
Keith (40:42):
people
Sid (40:42):
to him.
He's great
Keith (40:44):
in the last.
Month.
So
Sid (40:47):
is Wes Cootie?
Yep.
Yep.
Keith (40:49):
Hey, talk to him a lot.
And if you need a financial plan, there'sno better guy that goes than, than that's
got the pulse of everything going on inin Washington and stuff about finances.
Yeah.
I don't know all he does, but Ijust got a text from him that he
was like lobbying and Washington.
I think that's important.
Sid (41:07):
Yeah.
Keith (41:08):
You know, I don't wanna be lobbying in Washington, but let us do it.
Uh,
Sid (41:11):
whatever.
Keith (41:12):
You let, you're a lobbyist now.
Like let his team lobbying
Sid (41:15):
for our taxpayer dollars.
Keith (41:18):
Yes.
I'm,
um, so, uh, we appreciate you.
Yeah.
Thank, listen, listening, uh, it's quitehumbling that you would listen to us.
And like stop us in the street andsay that you like what we're doing.
And so keep doing that.
It makes me feel good.
Sid (41:38):
Alright, well until next time guys, thanks for listening
and uh, I'll see you later.
Peace.
And we probably should have started with this.
(00:02):
Everyone has 24 hours a day.
And there are really successful peoplethat get the most important things done.
The people that are not successfulare the people that get the
less important things done.
That's the deal.
Voice-over (00:21):
Welcome to the Overlap podcast.
Big business tactics for smallbusiness success dive into the
intersections of work, fitness,family, faith, and leadership.
We believe growth in onearea fuels growth in all.
Here's your host, SidSexton and Keith Kleins.
Sid (00:39):
Okay, and you may have noticed that, uh, my intro has been replaced
by, well, Tim just thought someonecould do it better than us or something.
Could do it better than us.
And uh, he's probably right.
Yeah, I listened to it.
It's pretty good.
Yeah.
Well, I guess we're, it'sthe way of the world now.
(01:00):
It's, we're, we're moving
Keith (01:01):
forward, it's where we're going moving forward.
Yeah.
Embracing technology.
Sid (01:05):
Yes.
All the things.
Uh, and probably exactly whatwe're telling you to do, we're
having to deal with it as well.
So, uh, don't fight it.
Just go with it.
That's, that's, I guess that'swhat we're trying to do today.
Um, so, hey.
Uh, how you doing, Keith?
I'm doing good.
We, you man, you and I have been busy.
We have, we spent aboutan hour just catching up.
(01:25):
I know.
Just traveling.
You traveled this week, traveled this,this, we shoulda have been recording that.
Keith (01:30):
Yeah, we should have.
The, the catch up was funny.
We should have gone there.
Um, we might've lost some listeners.
Uh, and then I'm getting backin the car in just a minute.
Sid (01:40):
Oh good.
That sounds fun.
Um, so today, uh, listen, we, we kindof planned some of these as being
short and some of them being long.
I'm not really sure how, howthis is gonna work out, so we're
just going with it right now.
That's right.
Um, yeah, we don't know if it's aquick hit or not, but it's, it's
something that I've been coaching onquite a bit and, uh, here, especially
(02:04):
here lately, and something thatis probably pretty important for
everyone, um, in all seasons of life.
Uh, and, and a really goodreminder, which by the way, is
the purpose of this podcast.
You know, we're not trying to wowyou with brand new ideas every week.
We're just trying to give you frickingpractical advice that we're working
(02:26):
through or have worked through and, and,um, that are really good reminders to how
to be better in all aspects of your life.
Like we, like we say.
So, um, today.
We're talking about how to stop playingdefense with your time, and that title
is specific because, uh, it's really.
(02:48):
You know, in sports, in my experience,when you're on defense all the
time, it, it can wear you down.
You know, you feel like you'reunder attack all the time.
Um, it's pretty bad.
Sometimes
Keith (03:01):
I feel like I'm in a constant game of dodge ball, a dodge ball.
Yeah.
I, I think the analogy of time and dodgeball is very, because we just allow stuff
to get thrown at us through the day, andall we're doing is dodging and ducking.
Yeah.
Well, sometimes I'm
Sid (03:16):
there.
Uh, man, that's, that's pretty good.
I think about, uh,
and, uh, no, no one else is gonna get,no one else is gonna get the reference,
but like when you train with Jibo, I.
You know, he's always attack, he'salways got some sort of attack, and
then it goes to the next attack,and then it goes to the next attack.
(03:37):
Yeah.
And every, and I'm just constantlyplaying defense and after about
four minutes, I'm just so tired.
I'm, I'm just ready to give up.
That's what, when you're in themiddle of the fight in the week, in
the month and the year and you're,you're constantly under attack,
it's just, it wears you down.
Keith (03:55):
Oh yeah.
Eventually I just curl up inthe fetal position and lay there
Sid (03:58):
and just try to hold on and just, just.
Don't let him submit me somehow someway and then he submit and don't move.
Yeah.
And then I,
Keith (04:05):
then he submits me.
Sid (04:06):
Yeah, me too.
So that's, uh, that was kindof the idea behind that.
Um.
That title, uh, I, you know, youcan make another analogy in soccer
or football or, or whatever, tenniseven, you know, or pickleball.
You know, someone's on the attack,they're at the net and they're
constantly running you back andback and forth across the court.
(04:26):
You're, you're, you're,you're gonna wear out.
So, yeah.
So how do we get on offenseand, uh, which is the idea here?
Um.
I think my first step is, isyou've gotta take a step back.
You, you know, if you're, ifanyone listening to this podcast is
familiar with Jocko and, and fourlaws of leadership, one of the main
(04:49):
tes is, is prioritize and execute.
And, and that sounds great, right?
You're like, oh, yeah, I hear that,but what does that really mean?
And, and he tells a, hetells a pretty good story.
And I, I, man, I probablylearned this and got way into it.
Seven, eight years ago.
And you remember, and uh, and, and thebiggest part is that he took a step back.
(05:11):
Everyone was on like at their gunsand looking down the barrel of
their guns and looking for targets.
And no one I. They just stood therefor what felt like 10 minutes.
It was probably like 30 seconds,and he just raised his gun and took
a step back and then he could seeeverything and go, oh, we need to go.
Right.
You know, or whatever.
I'm paraphrasing the whole story.
(05:32):
And, and that's kind of what you'vegotta do if you feel under attack
with your time and, and all thetasks that you have, um, is take a
step back and take a, a pretty good.
Overview of what's happening, then youcan make a decision of what's next.
Yeah.
What's most importantthen you can execute.
Keith (05:55):
You know, I kind of did that this year in the publishing company.
Okay.
Um, I think I told you I put it some stuffon hold that I needed to put on hold.
Yeah.
And didn't launch newthings that I was going to.
Just to be able to kind ofassess and look at where it was.
Yeah, what it's doing, what itspurpose is, what did I create it for?
(06:19):
And I think as entrepreneurs, a lot oftime we're hard chargers and we just
move forward without thinking aboutthe consequences of what we're doing.
And then it causes us time in every way.
Yeah.
Sid (06:37):
Um,
I. Yeah.
I also think that lots of people think,I also feel that lots of people think
when things are coming at them, they canjust put their head down, bite down on
their mouthpiece, so to speak, and just.
(07:00):
Push harder.
And I don't think thatthat's a real good solution.
Some people can do it.
I've got a, I've got a new work,uh, colleague, uh, and, and a guy
that I work with and, and his mottois more, is more, and I'm like.
It doesn't really resonate with me,but like I know what he's saying
is that he, and this guy's got atremendous capacity to sort of read
(07:24):
through and process information reallyquick and, and handle tons of tasks,
but it's, it's not quite superhuman,but it's, it's, it's, it's more than
I'd say most people I've ever met.
And, uh.
You know, there's, there's thatsort of idea and people think that
they can just do that, but it endsup blowing up in most people's face
Keith (07:46):
and most people do not have including me.
Yeah.
And I'm jealous of supernatural ability.
Yeah, me too.
Super human ability.
Yeah.
I, I'm just human mostof the time and just.
Or muddling.
Muddling through.
Yeah.
Yeah.
I've always liked the best I can.
Sid (08:02):
I've always liked Superman, you know?
Yeah.
That'd be nice to fly.
It would.
It'd be nice to
Keith (08:06):
fly.
Sid (08:07):
It's not, it's not reasonable for you.
It'd be nice to be ableto see through walls.
It'd be nice to slam dunk a basketball.
I'm just saying.
Keith (08:13):
It would heck at my stage now.
It'd be nice to touch the net.
Touch the net.
Yeah.
Sid (08:18):
That is that.
Um, so.
So taking a step back, I feel like ifwe're gonna talk about this, this topic,
that's, that's step one is find a time.
If you feel like you're underattack with your time, you've got
a thousand things to do, and you'rejust constantly getting behind.
You've got to do the, um, the oppositeof what you feel like you should do.
(08:42):
You feel like you should just bite downon your mouthpiece and work harder.
Uh, but what you really need to do istake a step back, and I don't know if
that's at get up early in the morning,is that get up before the day at four
30 in the morning, or five 30 in themorning, or six 30 in the morning,
whatever it is, and then get and assessthe task that you have to do for that day.
(09:03):
And then tell your calendarwhat you're gonna do.
Uh, prioritize and execute that way.
I don't know if it's uh, if it's someother thing like that, but I can tell
you that taking a step back is step one.
Right.
Um, step two, and, and Keith and Iwere kind of talking through this.
I.
(09:24):
We, and this, and I said this,this is what I've been coaching on.
Um, and let's take an account managerand, and we've got account managers.
Some have 130 accounts,some of them have a hundred.
It kind of depends onterritory and things like that.
Um, some could have more.
They did have more, uh, before, but.
(09:46):
During certain times of the year, they'regonna get a higher volume of calls.
You know, things look different.
Look wor things can go badquicker during the heat of summer.
Um, and so they get a flurry of newcalls and if they didn't ramp up to
that, it can be pretty, um, prettytough to sort of shift gears mentally,
(10:07):
um, emotionally, everything to, to.
To sort of address all those needs.
And so what we do is we have kindof a, uh, a prioritized, uh, list.
So we've got clients ina, b, and C categories.
Um, and we sort offilter those things out.
Where, a's are the ones that are, youknow, they buy all the services or
(10:29):
they're the, uh, you know, strategicpartner in some way or, um, you know,
they're just an a client, right?
And everyone's got those.
This isn't some sort ofshocking thing, but just.
Going through the exercise of,of prioritizing those customers.
So when you get, uh, an issue, um, how dowe judge, where do we go to first because.
(10:52):
I love the idea that we treat every clientlike family or something like that, some
sort of, um, statement along those lines.
But it, the, the truth is, is thatnot everyone can be the same, right?
I
Keith (11:05):
think, I think that that's a great analogy because sometimes.
You have clients that are the drunk uncle.
Yeah.
I'm not giving him as much attention.
Yeah, that's
Sid (11:17):
a good point.
Yeah.
I didn't think about the drunk uncle.
Keith (11:19):
Yeah.
Yeah.
There's always the drunk uncle.
Sid (11:21):
Yeah.
I, there's only one mom, you know?
Yeah.
Mom's gonna get priority.
I. In my world.
And then there's the dad, uh, there'sgrandparents, then there's cousins
and nephews and nieces and Yeah.
And you know, people you never met.
You know, those kind of things.
Keith (11:36):
Yeah.
Sid (11:36):
Um, and then there's second cousins, and then there's in-laws.
Yeah.
Uh, but so we prioritize those and so I'vebeen coaching like, Hey, as you're getting
these calls, let's get 'em on a list.
And then when you take the, when youget a chance to take a step back,
whether that's at the end of theday, I like the end of the day, but
sometimes that's not, I. Feasible.
(11:57):
You're trying to rush to get tofall practice or whatever, right?
It could just be in the morning.
Um, and then the next thing is, as weprioritize issues in a, b or c, a being
or 1, 2, 3, really, uh, one's being, um.
You know, they need to be donetoday or tomorrow, like urgent.
(12:17):
Uh, twos being, they could be donein the next three days, you know,
sometime this week or whatever it is.
And then threes being, they,they need to be done in the
next, you know, couple of weeks.
Low urgency.
And so urgent, kind of urgent,not urgent really is 1, 2, 3.
And this is really that Dave Ramseytime management deal where you start
your day with a ones, you know,steak sauce or whatever he said, and,
(12:42):
and you just go that route and you,you've gotta prioritize list where,
and it allows you, it allows yourbrain and your anxiety levels to drop
because you have a plan at that point.
But if everything's living in your head,God dang, that is a lot of mental energy.
You are burning up, spinning in circles.
I wanna take a moment to talk aboutsomeone who's been instrumental in
(13:04):
my personal and business success.
That's Johnny Barranco andhis team at Barranco and
Associates for over seven years.
Johnny has been my go-to accountantand financial consultant.
I can tell you that he's morethan just a tax preparer.
Johnny takes a holistic approachto all my financial dealings,
aligning them with my long term.
Plans and personal lifestyle.
(13:25):
I've recommended Johnny to several friendsthroughout different business groups
around the country, and the feedbackhas been nothing short of exceptional.
His expertise and service are topnotch, so if you're looking for someone
who not only prepares your taxes,but also helps you strategize for the
future, Johnny and his team at Barrancoand Associates are the ones to call.
(13:45):
Trust me, you won't regret it.
So contact.
Johnny Barranco today and take thefirst steps towards financial peace.
Keith (13:53):
Hey, let me tell you about a friend of the show called Content Fresh.
Since they've taken over our socialmedia for the Overlap podcast,
we've seen incredible growth.
When you combine the growth fromall social platforms, we're looking
at a massive increase of 2235%.
This partnership has trulytransformed our reach and engagement.
If you're passionate about growingyour business, partnering with Content
(14:16):
Fresh could be a game changer for you.
Go to overlap life.com andclick on sponsors today.
What's that?
Now what's, there's an analogy.
Analogy or something that saysif everything, if everything's
important, nothing's important.
Yeah.
If everything's important,nothing's important.
Yeah, yeah, yeah.
We
Sid (14:35):
talk about that all
Keith (14:36):
the time.
And so I, so would you say thatreally determining what's important
is probably critical to your success?
It's probably most important.
Sid (14:49):
Yeah.
How do you do that?
Well, just what I'm saying,like, is it an A customer one?
Yep.
And is it, is it somethinglike mission critical?
Like it needs to be done soon?
Is it an egregious issue?
Like, uh.
We broke a window 'causewe threw a rock mm-hmm.
That we gotta get on todaythere that can't wait.
(15:10):
Yeah.
You know?
Um, and we probably need to get overthere with a piece of plywood or
something and cover up the window.
Mm-hmm.
That has to happen.
Keith (15:17):
Um, you had to do that last Friday when you canceled the recording.
Yeah.
Well, you had one of thosecustomer, we didn't break,
Sid (15:23):
we didn't break a window, but we had an, a customer, uh,
actually a personal friend.
Uh, there were some wires cut.
Turns out we weren't the ones that did it.
No one.
Yeah.
I was
Keith (15:32):
fixing to say, you even took care of something you didn't cause, but
Sid (15:35):
it didn't matter.
Keith (15:36):
You know?
Sid (15:36):
They didn't know.
We didn't know.
You just have to get down there and look.
Uh, because, and, and it was, you know,it was something that was an, a customer.
Mm-hmm.
And it was, uh, you know.
You could probably say it was a two.
It didn't need to be done that day orthe next day, but they were in town
(15:57):
and they're not in town all the time.
So it, it, it, it sort of rampedit up to a one, uh, to get by there
and just take a look and be able tosee them and see them, uh, see me
having the response and all of that.
So that was the A one.
Um.
And, and that's how we prioritize it.
And, and like, just going back to it,that, I mean, just think of all the mental
(16:22):
energy you burn up by trying to keep allof that, all of the things in your head.
And it's just exhausting.
And what we're trying to get youto avoid is responding to every
fire as if it's a five alarm fire.
When it's just a cat in the tree, youknow, you, you don't need to waste
(16:42):
your, your time and energy and resourcesto go get the cat outta the tree.
If you've got some real fires goingon, if you've got nothing else going
on, go, go get the cat outta the tree.
You're the fire department.
That's fine.
Or go unlock the go help the, the littleold lady that locked her keys in the car.
Did the fire department still do that?
I think they, I think they did.
I believe
Keith (17:02):
so.
Okay.
And they still get cats.
Sid (17:04):
Yeah, yeah,
Keith (17:05):
yeah.
Right.
Um, but not when there's a fire.
You know, the thing thathelped me most with this.
What's that?
Well, I, I think I knew it before Istarted doing, um, the Michael Hyatt
planner, but the top three helped me.
Oh yeah.
Formulate that The best.
Coming up with the top three of the week.
(17:26):
Top three of the day.
Yeah.
And then I felt that.
Even though I don't use the the bookanymore, but that thought process
goes through my mind in any planning.
Yeah.
What's, what's my top three here?
Yeah.
Top three initiatives.
Well, how do I prioritize?
How do I prioritize this week?
(17:47):
I've gotta get three,these three things done.
And if I get these three things done.
Yeah, it makes me feel good.
Well, and you know what?
That I feel like I could accomplish
Sid (17:56):
something.
You know what that really doesis it forces you to prioritize.
Yeah.
And it forces you to put the things thataren't as important on the back burner.
'cause everyone will say,well, everything's important.
They all gotta get done right.
And I'm like, no, that'snot, that can't be the truth.
Right.
It's not, it's certainly not every day.
Keith (18:13):
No.
And the overlap there is there.
That's in your life too.
Uh, dude, I was waiting to get there.
Sid (18:19):
Go ahead and throw out some overlaps.
Keith (18:21):
Let's see.
Where though, I mean,everything is not an emergency.
No.
I think a lot of times in a family,we, I, I almost do this in family.
Way more than I do in business isI'll make everything an emergency.
Oh, we've gotta, you know, we'vegot all this coming in at us,
we've gotta take care of it now.
(18:42):
There's certain thingsthat you can just put Okay.
You know?
Yeah.
You probably need to, you know, priority.
Your wife.
Sid (18:49):
Yes.
You know, that's a man.
Uh, so you're, so you're going there.
And I think most peopledon't realize that.
Uh, I'll just say that again.
I feel like the number onepriority is the wife, number one.
That's like the mostimportant relationship.
If that is messed up, it bleedsinto every other aspect of my life.
(19:12):
Definitely.
So, because it is distracting inevery way, it's super distracting.
And then two, you know, if there'skids in the house and they see that the
relationship is the priority, they'llsee that that's what a, that's what
a, a marriage is supposed to be like.
I'm trying to be the best example of that.
And it creates kind of harmonythroughout the rest of the house too.
(19:34):
It is the most important thing.
And then three, like I I, God dang it,parents, your kids are not your world.
I. They're not.
They're living therefor 18 years, hopefully.
And then they're leaving.
And then they're leaving.
And let's
Keith (19:49):
be real honest, the last two years they're at the house.
They don't even like you anyway.
Sid (19:53):
Yeah, they're in and out.
They're trying to be, yeah, they're tryingto be with their friends all the time.
They're trying
Keith (19:56):
to be independent, but yet still
Sid (19:59):
and good, you know?
And good God, you're gonnahave to live with this spouse.
For the rest of your life, ideally.
Yeah, we, we did make somevows about that whole thing.
Yeah, that is a vow.
Um, we did kind of promise in, in frontof God and everybody and, uh, you might
want to have a good relationship ifit's gonna be to eternity and all that.
So I. Man, I just see it all thetime that parents get hung up on
(20:22):
their kids and they let their kidsrun 'em all over the damn place.
Uh, 'cause they're playing three sportsand they gotta be on travel ball.
This and then this thing there.
And then I've al I've alreadyshared my opinion about that.
Keith (20:34):
I can't get back on that so far.
Sid (20:35):
Me, me, me too, me too.
Just pissed off.
Keith (20:37):
I pissed off some families.
Yeah.
That I've, I've heard saying that.
I don't
Sid (20:41):
care.
They need to hear it.
Um, yeah, they
Keith (20:42):
do.
They need to hear Their kid can't play.
Sid (20:47):
That's not what I was saying, but you went into That's what I'm saying.
Okay.
Um, but, you know, then date night is not,it's never a priority, you know, because
we, we just don't have time for it.
Well, yeah, you do.
Yeah, you do.
And we probably shouldhave started with this.
Everyone has 24 hours a day andthere are really successful people.
(21:10):
That get the most important things done.
The people that are not successfulare the people that get the
less important things done.
That's the deal.
Yep.
And that's why managing your timeis probably the most important skill
that you can develop because if youwant to get ahead in work, in life
(21:31):
and everything else, it is figuringout what's most important and.
M managing your day, yourtime, your life towards that.
That's the deal.
Oof.
Okay, so we got off.
Um,
Keith (21:46):
no, I think that's good.
I, I think when we look at our teams,
that's how we prioritize whowe give attention to also
is who's being effective.
Oh, yeah.
Well that's not always the case, is it?
But the problem is, yeah.
Most of the time we give attention to thepeople that's causing the squeaky will.
(22:07):
The same
Sid (22:08):
thing with customers.
Yep.
Same thing with customers.
Uh, we had, we, we did some pretty biganalysis over the last couple years
and the, and the people that squawk themost are the ones that pay the least.
I.
Keith (22:19):
Definitely.
So
Sid (22:19):
they were the ones on every other week, uh, like maintenance
schedules and That's great.
That works for your budget.
That's cool.
It's, it doesn't work for usbecause when it rains, not if,
'cause it rains 70 inches a year.
Keith, we are like seven inchesa, uh, above our average rainfall.
And 70 inches is, is our averagerainfall per year here in South Alabama.
(22:40):
Really?
Yeah.
So we've got a rain day anda half basically every week.
So, so if you're, it's.
It's wild.
We are, we're, it was so far this week.
It doesn't sound likeit's true, but it is.
Um, so.
Those customers, we, we had tostrategically get rid of them because
(23:01):
they, they paid the le the least andthey caused the most heartburn, you
know, 'cause Oh, we can't skip thembecause they're every other week.
Well, it's not my problem that youonly want to be every other week.
You just don't get tobe a customer anymore.
And that sounds terrible, but like, Ican't bend myself into a pretzel and
have my whole entire organization likemove mountains because you want to.
(23:25):
To be a little cheap.
And, and look, that may work for your,your budget, but it doesn't work for us.
And if you're leading an organization,if you're leading a business and you're
trying to scale it and make it goodfor you, your people, and ultimately
your customer, because you can't givea good service to all the customers if
they're on, if they want that specialschedule, then you gotta say no.
And that's, that's prioritizing yourtime, prioritizing your efforts,
(23:48):
and eliminating those distractionslike we were talking about.
And.
Keith (23:55):
In our notes that we have.
You, you mentioned delegating too.
Comes in there quite a bit.
Sid (24:00):
Yeah.
Delegation is a good one.
Um, elevate Delegate, uh, yeah, whichis an EOS kind of, uh, I guess mantra.
Um,
that, that's a whole nother podcast.
It changed.
Yeah, it
Keith (24:15):
changed, and this is all I'll say about delegation.
It changed my world when I prioritized.
Figuring out the things I could delegate.
Yes.
That was good.
Thank you.
That's where, that'swhere we should start.
Most of the, most of the time wedon't, I don't prioritize who to
(24:36):
delegate to and what to delegatebecause I just try to take it all.
Sid (24:41):
Yeah.
My, my early experience has beenI tried to delegate the things
that I don't like to do and which.
We could argue that that's probably theright thing to do at, at certain times.
Um, but not every time because thereare just some things that I have to do.
Yeah.
And there's some things that Idon't like to do, but I can't
(25:03):
delegate them to anyone else, you
Keith (25:05):
know?
Yeah.
Quite frankly, if I could, I woulddelegate every operational tactic.
Yeah.
Our thing that I, I, Ihave, but I can't do that.
Yeah.
Yeah.
I, I run this organization,I'm just not, I'm not at a
Sid (25:16):
scale that I can do that.
Keith (25:18):
Right.
But, but operationally, I hateto delve in there, but I have to.
Yeah.
And, and.
Actually the priority of me there,especially right now of what
I'm building, I have to do that.
Yeah.
You can't delegate that.
And so I need to delegate thethings that I may like to do,
but, but are those one and twos?
(25:39):
Yeah.
Not, not.
The pinnacle of what I need to pursue.
Yeah.
Sid (25:42):
Twos and threes.
Keith (25:43):
Yeah, twos and threes.
Sid (25:44):
And that, that probably leads us to that value and ease matrix.
This is, this is really good.
This is something that I've heardlike here recently, uh, from a
guy that is super smart and I,I hold in very high regard, but.
Uh, and, and I'm sure this camefrom like some six Sigma stuff.
Six sigma stuff.
Uh, but the value ease matrix is like, Ibelieve it's like values on the x axis.
(26:09):
Ease is on e is on the y axis, and thenyou just plot your priorities on this.
This is a little bit fancy, butyou, you don't have to make it real
fancy, but like, you know, and Iwould say one to 10 is a, is a, is
a standard deal, like it's a seven.
Value and it's a three ease.
Well, that's pretty easy.
(26:29):
That's, that's, you know, you can,you can probably put that as a number
one priority and then it could be aa four or a three value and a seven.
Ease, you know, are hard.
Uh, you probably go, Ooh,that's pretty low value and
it's pretty hard to get done.
Uh, I, I probably don't need to prioritizethat is, you know, does that make sense?
(26:49):
It does.
It, it's a pretty good visual for people.
Um, because the list I'm probablyworking through that, my mind, in
my mind visually, I just kind of.
See those things visually,but others may not.
And this is a pretty goodvisual representation.
And it, and I'm, you know, I, I understandthis is a podcast and I'm not up at
the whiteboard sort of breaking thisout for you, but it's something you can
(27:11):
easily look up is a value ease matrix.
Keith (27:14):
I feel like that this value ease matrix is great when you
need to communicate to your teamwhat they may need to focus on.
That's
Sid (27:26):
a good point.
Keith (27:28):
One of the things that I've struggled with is as a, the owner.
Mm-hmm.
Our manager or whatever lead is helpingmy team prioritize their focus, and I
think a lot of times I've lost momentum.
(27:52):
Because I've allowed them to pick thepriority of focus a lot of times when
I knew the direction they needed to go.
Yeah, yeah, yeah, yeah, yeah.
Yeah, that's that's true.
Sid (28:02):
Oh yeah.
It sounds fun.
Like it sounds like that's thething to do, to let them sort
of figure it out or whatever.
Yeah.
Keith (28:09):
Sometimes it sounds fun to.
Oh, they're, they're adults.
Yeah.
They'll figure it out.
Yeah.
But a lot
Sid (28:15):
of times they don't know what's in our
Keith (28:17):
heads as
Sid (28:17):
leaders.
I was gonna say, it's not theirfault, you know, it sounds like,
you know, high level thing to do,like you said, we're all adults.
Let me just give youguardrails and, and whatever.
But their interpretation of whatis the difference that's going
to make the difference is not.
Right, because they, they justdon't have the experience or they
(28:38):
haven't seen the, the full picture.
Uh, they don't understand some ofthe nuances that we understand.
Um, not that they're not, thatthey're not intelligent, not that
anything other than that is justin our mind and in our experience.
We know that this is the thing direction.
We talked
Keith (28:55):
about this a hundred times, but, and I had this conversation with, and
a business founder this morning is.
We often step in
and think that our team members thatwork for us care as much as we do.
(29:17):
Yeah.
And that they're justnot there to for a job.
And it is totally okay for teammembers to be there that you've
hired to work for your agenda.
To just be there to do what they're doing.
Sid (29:34):
Yeah.
Keith (29:34):
Yeah.
And not have, we always wantpeople to have initiative.
Well, yes, I want you to have initiativeto do what I've hired you to do, but
asking you to do anything other than that.
Hmm.
And thinking that my missionis, your mission is like.
Sid (29:54):
Stupid.
Well, I would say that's ideal.
That's what I want.
But it does like, to your point,it doesn't happen very often.
Those are unicorns.
Those are unicorns in, yeah.
Yeah.
In my 20.
Two year experience.
I, I can think of a few.
I
Keith (30:09):
would love for, yeah.
I would love, out of 200, I wouldlove for every idea I come up with,
for someone to come alongside meand think it's as great as I do.
Yeah.
And take the initiative to
Sid (30:20):
get it off the ground, get it going and take it.
Yeah.
Yeah.
And
Keith (30:23):
so it's our job at to get it off the ground.
Yeah.
It's, it's our job to delegate the thingsthat we think needs priority and to, to.
Speak down the line of thepriorities, our expectations.
'cause most of the time Ihave expectations that are
(30:47):
unspoken and I stay frustrated thinkingthat someone is gonna pick those up.
Yeah.
Sid (30:55):
So to that point, to that point, I would say, um.
The best way to avoid thatfrustration and the best way to lead.
Uh, and we've already establishedthat not everyone is gonna have the
initiative to, or the wherewithalto know what is most important.
(31:16):
My experience has been EOS and settingup weekly L tens and every single
person having some sort of metric ornumber, uh, which is a lead measurable.
That should, and, and it could bean activity, it could be anything.
But that should give people alignmentwith what is expected from me.
(31:39):
'cause I set the, I set the metric or weset it together and it gives me a point to
coach towards like, you're don't seem tobe hitting this, or they are hitting it.
And if they're not, then itmakes it pretty easy to start to
manage that activity to hit that.
Whatever that that metric or thattarget is, that's been the best for me.
(32:02):
'cause it forces me to get out of myhead what it is that I want you to do.
And it is to ultimately get here.
But in order for you toget to this, I. End result.
These are the weekly activities orthe metrics, you know, just breaking
it down by week for the quarter,13 weeks in the quarter, 12 weeks
in the quarter, whatever it is.
(32:22):
And if you hit this week toweek, you're going to get to
this at the end of that quarter.
And if you get to that at the end of thatquarter and the next quarter, the next
quarter, then we get to the annual goal.
I mean, it makes it pretty easy tosort of, uh, to lead and manage.
M by those metrics and it, and it isthe best way to communicate to the team
(32:45):
what is most important in their worldas a, as at playing the position that
I need them to play in on the team.
And I think
Keith (32:55):
also there you have to have it written down.
It's gotta be something they can see.
Sure.
And EOS
Sid (33:03):
does that well, my God, they do with the accountability chart and then the,
uh, the scorecard, the weekly L tens, wedo every, we don't do weekly one-on-ones.
We do every other week, one-on-onesquarterly conversations.
You're following up on that.
I mean, there, there's so muchcommunication there that it's
really hard to get that wrong.
Keith (33:21):
Yeah.
Sid (33:23):
It, it does create an environment where it's just, it's baked in.
If you're a small business ownerlooking to take your business
to the next level, listen up.
My good friend Chris Francis hasspent over 20 years growing his tree
care business to national success.
Now he's partnered with Rick Miller.
You've probably heard him here onthe podcast before Harvard, MBA.
(33:44):
And business consultant to create Roadmapfor Growth, an online course to help you
scale build teams and create systems thatlast, it's not just for the tree industry.
This course applies to anysmall service business.
Check out tree business.comor hit the link on the overlap
homepage to learn more.
Hey guys, I wanna tell you about
Keith (34:05):
my friend Wes Cody.
He's the president of C two WealthStrategies, a financial advisory firm
dedicated to providing personalizedsolutions for your financial needs.
Wes and his team of professionalsare passionate about helping clients
create wealth and achieve financialfreedom as C two wealth strategies.
They believe in taking a holistic approachto financial planning and are committed
(34:26):
to building long lasting relationshipswith their clients, ensuring their
financial wellbeing every step of the way.
Don't leave your financialfuture to chance.
Contact Wes and C2 Wealthtoday@c2wealth.com to
schedule a consultation.
Let Wes and his team help youbuild your financial future.
(34:51):
So what are some tacticaltools, um, that you implement?
Sid (34:57):
Sunday planning is kind of my thing.
Um, uh, I'll do it on a, uh, I'lldo kind of that, like you said,
the day-to-day basis is, youknow, what are my top three today?
Those kind of things.
Um, and I'll have others, andmaybe you get to those others, but
at least try to get the top threeor at least the top one, right?
And then the next, and the next.
(35:17):
And then, you know, uh, I, thediscipline that I learned from that,
that Michael Hyatt planner, fullfocus planner, it was on Sundays.
You go through and do the, the list sweep.
And these are all the thingsthat were on the list.
Uh, take a little bit of a, of, of amoment to, to think of anything else, put
it on the list and prioritize it, and thenstart plugging it into the calendar for
(35:41):
the next week or the week after, and juststart to fill my calendar with what is
most important before the week happens.
So I'm kind of telling my time what todo instead of, you know, my time or the
fire that pops up telling me what to do.
Keith (35:57):
Yeah.
I, um.
I, I'm still hot on motion right now.
Sid (36:02):
Yeah.
Which is time blocking.
Right.
Which is
Keith (36:03):
time blocking.
It's just automated.
Yeah.
Um, and I like to be told what to do inthat situation and it does that, so I can
go in there and put all the priorities in.
Mm-hmm.
And it automatically movesit around on my calendar.
Sid (36:19):
How does it know?
Do you have to score the priority or?
Keith (36:22):
Yes, there's a, uh, flag system.
Oh, okay.
Yeah.
Like red.
Yellow.
Ah, yeah.
Okay, gotcha.
There's a system and then itprioritizes that in your day also.
That's, yeah.
Okay.
Sid (36:34):
So that's essentially what we're talking about.
Yeah.
It's, it's just in a, yeah.
It's in automation.
That's motion.
Yep.
Motion.
Motion.
Okay.
Yep.
Keith (36:40):
It's good.
Uh, it, and it's got, it, it, it timeblocks around your calendar, which is
Sid (36:45):
really
Keith (36:46):
great.
Sid (36:46):
That's nice.
Yep.
Yeah.
Time blocking is fantastic.
Uh, I would say this since Imentioned, you know, putting things
on your schedule, one of the.
You, you can start with that, but oneof the big lessons is just learning
to put enough time in there andthen also making sure you've got
some white space in your calendar.
Keith (37:05):
Yes.
Sid (37:06):
You know, so you can kind of take that call.
That's important.
You know, you can go work out.
Yeah.
You can't.
Yeah.
Yeah.
I've, and I've not
Keith (37:14):
done a good job of that.
Sid (37:16):
Yeah.
Sometimes you justgotta be in the morning.
You know, early.
Yep.
Keith (37:19):
We're busy.
Um, it's, and you can have toomany hobbies like, like we do
and try to do workout juujitsu.
You've picked up golf.
You're a golfer now.
Well, I haven't really picked up,I hadn't really picked up golf.
It's a, it's kind of a necessityfor the business world.
Okay.
I have enjoyed playing again though.
Yeah.
I'll be real honest.
(37:40):
I would love to.
I just
Sid (37:42):
don't have the time.
Keith (37:43):
Yeah.
I don't have the time.
Sid (37:44):
I gotta say, I gotta, I mean, I
Keith (37:45):
don't let it get in the way of like juujitsu and working out.
Sid (37:47):
I've gotta say to, I've gotta say no to those things.
Yeah.
I'm gonna say no to a lot of things.
Yeah.
And I think once you start managing yourtime, you really start to build up the,
uh, fortitude to say no to some things.
Keith (38:00):
Yeah.
Um, and hey, I, I, I've been, youknow, and this may help somebody,
I'm, I've been learning something new.
What's that?
Golf, I mean, as far as No.
Oh, I've been learning the governmentnonprofit world, which is way
different than anything else I've done.
Yeah.
And so.
It is a, um, grant writing.
(38:24):
It is way different than anythingI've done, so it's been, it's been fun
and taxing and all that kinda stuff.
Sid (38:34):
I don't even don't even know what to say.
Keith (38:36):
Yeah.
I mean, you said, you've saida hundred times you've worked
harder than you've ever worked.
Yeah.
Yeah.
So.
But I don't have a good time.
Okay.
Well good.
I'm just fatter
Sid (38:46):
right now.
That's 'cause you're, you're, you're goingout to lunches and dinners with people
I, and drinking and drinking bourbon.
Keith (38:56):
I know.
I went to the Jimmy Russellbourbon event last night.
Yeah,
Sid (39:00):
yeah.
You've gotta be a, uh,shout out to Hope Farm.
They did an amazing job, man.
They always do.
They always do and, andRobert's got a freaking new
restaurant called Little Bird.
Oh, I ate there yesterday too.
It's killer for lunch.
It's, it's fantastic.
Yeah.
I love that place.
Yeah.
I love everything Robert and Bentley do.
Keith (39:18):
So I hope this helped.
Yeah.
Stop playing defense.
Yeah.
Play offense.
Play offense.
Take your time pack.
Sid (39:26):
Yeah, that's, yeah.
It sounds rote.
It sounds kitschy, but it reallyis the way to be successful
in any aspect of your life.
I'll just say this, we, we, weexperiment with elevating people
through our organization andthere's a number of organizations.
I could, I could speak to this on.
And the folks that end up becoming, uh,successful and get to stay or elevate
(39:50):
beyond the position that they movedinto are the ones that can figure out
how to manage their time enough to beproductive in the role that they're in.
And that's just time management.
The ones that cannot, theydon't get to stick around there.
That's just the truth.
They get to move backdown or go someplace else.
So.
(40:11):
Stop playing defense.
Start playing offense.
Keith (40:12):
Hey.
And a way that you can stopplaying defense is you need to get
accounting and you need good people.
Oh yeah.
And you need to take some coaching.
And so we have all those that dosp do that on our sponsor page.
What a segue.
Go.
Support them.
What a segue.
God.
Hey, call Johnny Barranco.
He will.
He will save you some time.
(40:34):
You can delegate some stuff to him thathe wants to do and is an expert at.
Sid (40:39):
I have used him a lot lately.
He's great.
Yeah.
I have sent a lot of
Keith (40:42):
people
Sid (40:42):
to him.
He's great
Keith (40:44):
in the last.
Month.
So
Sid (40:47):
is Wes Cootie?
Yep.
Yep.
Keith (40:49):
Hey, talk to him a lot.
And if you need a financial plan, there'sno better guy that goes than, than that's
got the pulse of everything going on inin Washington and stuff about finances.
Yeah.
I don't know all he does, but Ijust got a text from him that he
was like lobbying and Washington.
I think that's important.
Sid (41:07):
Yeah.
Keith (41:08):
You know, I don't wanna be lobbying in Washington, but let us do it.
Uh,
Sid (41:11):
whatever.
Keith (41:12):
You let, you're a lobbyist now.
Like let his team lobbying
Sid (41:15):
for our taxpayer dollars.
Keith (41:18):
Yes.
I'm,
um, so, uh, we appreciate you.
Yeah.
Thank, listen, listening, uh, it's quitehumbling that you would listen to us.
And like stop us in the street andsay that you like what we're doing.
And so keep doing that.
It makes me feel good.
Sid (41:38):
Alright, well until next time guys, thanks for listening
and uh, I'll see you later.
Peace.
Popular Podcasts
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
The Clay Travis and Buck Sexton Show
The Clay Travis and Buck Sexton Show. Clay Travis and Buck Sexton tackle the biggest stories in news, politics and current events with intelligence and humor. From the border crisis, to the madness of cancel culture and far-left missteps, Clay and Buck guide listeners through the latest headlines and hot topics with fun and entertaining conversations and opinions.