August 4, 2025 • 27 mins
In this final part of our halftime adjustment series, we dig into the surprising power of staying the course when everyone else is pivoting.
We talk about why “shiny object syndrome” kills momentum, how small fundamental changes can create massive results, and why doubling down on your current plan might be the boldest move you can make. You’ll also hear how a simple calendar shift completely changed one leader’s effectiveness and how the story of Haggai gives us perspective when vision and reality don’t line up.
Whether you’re adjusting your strategy or recommitting to it, success comes down to execution. What one fundamental needs your focus right now to finish this year strong?
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:15):
well, bitch brady, welcome in to episode 30.
Hit the big three.
Speaker 2 (00:19):
Oh, we finally made 30, 30 30.
Speaker 3 (00:22):
I remember when I turned 30.
That was several years ago.
Speaker 1 (00:27):
Mine was 10 years ago , 11 years ago.
I always forget if I'm 41 or 42.
I don't know.
But no, we had a great part one.
So we jumped into the mid-yearhalftime adjustments.
What are you guys doing?
We talked about that.
July 5th is the middle of theyear and is a great time to kind
of look at how are things goingfor you, how are things going
(00:49):
for your team.
You know, we talked a lot onthe last episode and I'll let
you guys kind of dive in.
But we talked a lot about justhow people feel when halftime
comes.
Should I make adjustments,should I not?
And why it is important to dothose things and not just you as
owners do it, but why youshould do it with your team.
So I'm excited we're going tojump into part two.
We got into it last episode andsaid, hey, you know what, we
(01:11):
got another two-parter.
Speaker 3 (01:14):
So we're going to split it up.
Seems to be a common theme ofthose two-part episodes.
Speaker 1 (01:18):
It is.
It's these lengthier topics,but I feel like they're good.
We but I feel like they're good.
We got a lot of good feedbackon it.
We saw good stuff on, you know,LinkedIn, instagram, facebook.
We appreciate you guys justsharing that stuff, commenting
any of it.
I mean it helps a lot.
So well, hey, let's jump inreal quick to the recap and then
we'll get into wrapping up parttwo of this topic.
(01:40):
So, brady, kind of talk usthrough just a little bit short
recap, just in case somebodymissed the last episode, and
then we'll get ready to jumpinto more about it.
Speaker 3 (01:49):
Yeah.
So I mean you know we'retalking about halftime, halfway
through the year, adam, you setthat up perfectly.
As far as in business or justan organization, it could be
even personal, like in yourfamily or whatnot.
But when we think abouthalftime from a sports analogy,
it's this picture of you're inthe locker room and you're
(02:10):
evaluating how the first halfwent.
Is it going well or is it notgoing well?
And really the question behindthe question is to adjust or not
to adjust.
That is the question.
So what we did at the firstepisode was kind of laid out
okay, it's time to make someadjustments, like we, what we're
(02:32):
doing is not working.
Um, and we need to make some ofthose adjustments.
You know when I I think one ofthe core pillars or the core
thoughts that we had from lastepisode was as a leader and
especially as we start to growand our team start to be getting
or start to get larger is froma leadership perspective.
You know, I think and I know Istruggle with this is, you know
(02:55):
we want to be right, but one ofthe core themes that we talked
about was leaders don't get paidto be right, they get paid to
get it right, and so that's whenwe start bringing other
teammates around us, otherleaders surrounding ourselves,
with good people and inside ofcollaboration.
I think we talked about this inProverbs.
(03:15):
It says in the multitude ofcounselors there's wisdom.
So who are we?
Even though we might have agood idea, are we vetting out
that idea with discernment andwhat changes do need to be made
so we could go out in the secondhalf and really perform?
So that's really what we talkedabout last time was and we
(03:35):
encourage you guys, go back to alot more detail than that, but
go back and look and listen toor watch last week's episode and
we unpack a lot of that stuffof when and how to make changes,
and so this week, what we'rereally going to, we're actually
going to do the completeopposite.
And last week we talked.
(03:57):
Last episode we talked abouthow to make changes.
This week we're going to talkabout not making changes.
Okay, so I think we're justgoing to dive in.
So basically, this is you know,when we ask the question to
adjust or not to adjust.
So this week is about noadjustments needed and I'm just
going to tell you I mean, youknow, for a lot of us leaders
(04:20):
and I'm speaking for myself.
This is a hard thing to doBecause we might have a good
play, we might have somethingthat we know is going to work,
but if we don't start seeingresults early enough, then we
take the whole playbook and justthrow it out.
It's halftime and like, hey,you know what?
(04:42):
It didn't work.
So we're just going tocompletely change our whole
strategy for the next half andsometimes if we're not careful,
that can be very detrimental.
You know, I know, as leaderssometimes we can have shiny
object syndrome.
Well, what's the next best thing?
(05:03):
Or oh, let's do this, or oh,let's do that, and really what
we do is we put our teams intothis decision fatigue.
That just really wears them out.
So this is really more aboutstaying the course.
Like we set the course, we knowwhat we do is going to work.
It may take a lot longer thanthree months, it may take longer
(05:26):
than six months, it may takelonger than nine months, but we
have to stay the course.
So just jumping into that, whatdo you, what do you guys got
for that?
What do you think about that?
Speaker 2 (05:35):
I would say sometimes that people you know and we've
been guilty of this, excuse me,is they.
They get the plan together,they go out, they execute the
plan.
The results aren't coming.
Think about going to the gym.
Right, you go to the gym, youput in all that hard work and
you're not seeing the resultsyou want and then, boom, here
comes the results.
(05:55):
The next week, sometimeshalftime, does the same thing.
You think you've got to changethe book because either you're
executing or you may not beexecuting.
It doesn't mean you necessarilyneed to change the book, just
tweak what you have and continueto continue to run the play
that you, that you have designed, and execute that play.
The results are going to come.
(06:16):
You just got to stay consistent.
If you don't stay consistentwith the process I mean,
obviously, consistency iseverything right If you stop the
consistency, you're not goingto be as successful as you could
have been Doesn't mean youwon't be successful, just means
you won't be successful as youcould have been.
So I think that you know you'reright.
The next shiny thing is justbecause we want to change it,
(06:38):
change it, don't change it.
You don't have to change it.
It's okay.
Just run the play Everything.
Don't have to change it, it'sokay, just run the play.
Everything else will beeverything else will take care
of itself.
Speaker 1 (06:45):
Yeah, you know, I heard, I heard one time, uh,
mark Pettis.
He's the lead pastor of churchof the Highlands.
Uh, he was doing a podcast andhe was talking so much about.
You know, obviously, readers,uh, are leaders or leaders and
readers, whichever way it goes.
I mean you, you want to read,it helps you lead, it helps you
(07:07):
get better.
But, as a consumer culture hementioned, you know, we read so
many leadership books andself-help books that sometimes
we can get in a position whereall we want to do is change
things.
I think, brady, you and I havetalked about this in one-on-ones
before is that we consume theseleadership books that says, hey
, you should do it this way, orhey, this is what worked for me.
And sometimes we read those andit's like you're constantly
changing your process right,like over and over again.
(07:28):
Like you said, new shinydoesn't always just have to be
materialistic, it can beprocesses.
And we read a book and we'relike, oh, you know, we should be
doing that.
Why aren't we doing that whenreally, like you said, do we
need to make an adjustment?
Because, honestly, maybe thatworked for that individual or
(07:51):
that company or that industry,but does it necessarily fit for
us?
One of the things we've talkeda lot about at the church lately
is what is our church cultureright?
Like, who are we?
Just because we see somethingthat another church does on
social media, like, oh, thatwould be.
I think people would find ithilarious or I love that topic
or I love that series they'redoing.
It might be a complete misswith us in our church.
(08:12):
So I think sometimes you have toalso be careful about what
you're reading, what you'reconsuming.
Maybe it doesn't fit you oryour team, maybe not just your
industry, but one Serpro does,pro does something.
You know that you say, hey,this doesn't work for us.
I'm glad it works for them, but, team Wilson, this is how we
move.
Speaker 2 (08:29):
So I will add to that too.
If you said a good point aboutan idea that you see or hear
from someone else, maybe thetiming is wrong to just take
that idea, write that idea down,because that idea could be your
next year strategic plan, oneof the objectives for your plan
you know to execute.
So don't think that it's not agood thing, Just does it mean
(08:50):
right now.
Speaker 1 (08:51):
Yeah.
Speaker 3 (08:52):
Yeah, and I think part of this reality is if we,
if we really step back and lookabout not making these
adjustments, you know, um, orstaying the course, staying
focused on what we're doing.
It's not because a lot of timesnot every time, but a lot of
times it's not because theprocess is broken, it's because
(09:12):
it's hard, and sometimes we justdon't want to do the hard
things.
I mean we are, we are driven asa society that, especially in
America, you know it's justthings are not hard and um, you
know, and sometimes you just gotto walk through hard things,
and so it's not because it'sbroken, it's because it's hard,
(09:33):
you know.
So I think it's staying focusedon and really broken is because
it's hard, you know.
So I think it's staying focusedon and really, and I think also
and we, I don't know, we talkedabout this last episode but
sometimes you got to get away,you know, from day to day or go
off, and you know, a lot oftimes like and we've talked
about C12 a lot and one of thethings that we struggle with
because I'm in a, I'm in a um, aroom of 12 leaders every single
(09:58):
month and the one thing that wereally struggle with as a team
or as men, is really gettingaway and retreating and it's
getting off by ourself andreally reflecting on, not just
spiritually, which is good, butreally thinking about getting
away from day-to-day stuff andreally thinking about, okay,
getting away from day-to-daystuff and really thinking about,
okay, from a halftimeadjustment perspective, what is
it that I need to do, and notreally be distracted with all
(10:22):
the noise of the things that arearound me.
So this is more about stayingthe course, and so what are the
things that we did set that weneed to keep doing?
Bill Gates has a great quotethat I found.
He said most peopleoverestimate what they can do in
(10:43):
a week, but they underestimatewhat they can do in a year.
So what kind of impact can youdo?
I think it was James Clear thattalks about the 1% get better,
1% every single day.
Well, after a while, you'regoing to see that you made a lot
of change and a lot ofimprovement, but it doesn't
really look like there was a lotof improvement because it was
just 1% every single day.
(11:04):
So kind of yeah, just lookingat no adjustment needed From a
sports analogy perspective,championship teams don't throw
out their offense in the thirdquarter.
You know, speaking from like abasketball perspective we talked
about this last time because,you know, Benji and I grew up
(11:26):
playing basketball but sometimesyou just got to go back to the
fundamentals, yeah, and takingthose fundamentals, those things
that you learned, and makingthem sharper, making them
crisper, making sure that, okay,we've got to execute those with
excellence.
And if we can execute thosewith excellence, then it's
(11:48):
probably going to come out inour favor.
Speaker 2 (11:50):
Yeah, I would add to that too that you know you think
about back in the 90s withMichael Jordan.
You know you think abouttoday's world with LeBron James.
I mean who are they going togive the ball to?
Who got the ball?
When there's less time on theclock, games about to end or
halftime's about to come?
Who's going to get the ball totake the shot?
You're going to get it to theperson that can make the play.
But there are teammates aroundyou that have to do their part.
(12:14):
They have to set the pit clean.
They've got to make sure thatthey get in position and get
their best scorer in position tomake that play.
So you're right, it doesn'tjust take the one individual, it
takes the entire team to makeit happen.
But if one person during theprocess take your business,
whatever that may be, one onething in the process doesn't go
(12:35):
according to plan.
It affects the whole team, itaffects the whole job, it
affects the whole process.
So keep that in mind, that youknow we got to get crisper, we
have to get sharper.
We got it.
We got to do things cleaner.
Speaker 1 (12:47):
Well, let me, let me ask you guys, cause you talked
about it in the last episode,Brady, talking about this one
too, you used the term like getback to the fundamentals, and I
understand this can be a broadquestion depending on your
industry.
But what for you and Benji,really, what would some things
you would consider to befundamental in business for
(13:10):
someone to think about, Like isit things like communication?
Is it things like communication?
Is it things like processes?
But just two or three thingsfor somebody listening to kind
of mull over what would be afundamental in the business
world for them that they need tolook at Like hey, maybe I
should get back to that.
Speaker 3 (13:27):
Yeah, I think that's a great question.
Maybe we could just do a wholeepisode just off of fundamentals
.
Speaker 1 (13:33):
You were just talking about fundamentals and I'm
wondering what is that?
It's shooting, it's passing,you're talking about basketball
analogies, those type of things,but what are those things that
we say, hey, these are the threeor four key topics that you
need to look at, and that's whyI'm talking about communication.
Speaker 2 (13:52):
Go ahead.
I was going to say real quick,I got one.
I mean, our dad taught us for along time If you keep a check
on two things in your company,everything else should take care
of itself your culture and yourcheckbook.
As an owner or leader in yourcompany, think about this.
You can talk about culture allday long, but if you don't pass
the culture down and continue totalk about the culture and your
(14:14):
core values and how you'regoing to help them be successful
with the things that make yourcompany win, you know you can.
It's not a one and done.
You can't just talk about itone time and then not ever bring
it up again and say myculture's, you know good, you
have to continually talk aboutit.
That's fundamental.
That's process.
You have to keep doing it.
Fundamentals on the checkbookyou got to keep a check on your
(14:35):
profit and loss statement.
You know your balance sheet.
You got to pay debt down.
You got to make sure thatincome is revenues up, expenses
are down.
That's what makes the companyprofitable.
That's fundamentals.
Speaker 1 (14:47):
Yeah.
Speaker 3 (14:47):
Yeah, I would say I would say two things broad
stroke, you know, because everyindustry is a little bit
different, but broad.
But broad stroke is, um,knowing what's right and doing
it is two different things.
So there are things that youknow of in your business.
Let's go from a biblicalperspective, from a spiritual
(15:07):
perspective.
The Bible says if you knowwhat's right and you don't do it
, it's called sin right.
So there are things that weknow that are right in our
personal life.
So there are things that weknow that are right in our
personal life and there arethings that we know that are
right in our personal business.
What have you?
And when we don't do that, thenwe're compromising.
So I think fundamentally is alot of times we know what the
(15:30):
right thing is, we know what theright answer is, but we just
don't do it because maybe wejust don't want to that day or
for whatever reason.
So I think going back to thefundamentals is whatever
industry that you're in,organization, you know what the
right things are.
The other thing I would say isbig John Maxwell fan.
But John Maxwell says thatsuccess is found in your daily
(15:52):
agenda, and so it's kind ofgoing back to what Bill Gates
said, but it's every single day.
There is not a person on theplanet.
Now I'm a big time managementnerd.
I love time management.
Speaker 1 (16:07):
That's the understatement of the season.
Speaker 3 (16:11):
I love organization, I love planning in my calendar
and all those things.
But even though I love it, it'sa fundamental that if we go
back to, there's a guy that I'mmentoring in our organization
right now and this is one of thethings that we're working on.
I checked in with him yesterdayand we just started last week,
but I said, hey, how's your weekgoing?
(16:32):
And he said, man, so muchbetter than last week.
I said what's the, what's thedifference?
And he said my calendar.
And I said, okay, tell me, tellme a little bit more about that
.
And he said it's, it's just.
It's really weird, becausebefore I would leave an
appointment and I'd get a phonecall from somebody and they
would say, hey, are you stillcoming?
You know?
(16:53):
So just the and and now, now,now he's now.
He said it's so easy becauseit's just, it's on my calendar,
it's, it's on the, the next list.
I click on the, the entry.
It gives me the address, I goto the address, I'm sending
invites out to people and it's agame changer and I mean it was
one little change, one littlefundamental that maybe he knew
or or didn't know, but um, sothat's.
Speaker 2 (17:15):
We're gonna do an episode on that too, because I
think there's a lot of peoplethat struggle with planning time
management.
That'd be a great one to do.
Speaker 3 (17:23):
Adam, that might be a five-part episode.
No, I'm just kidding.
Speaker 1 (17:27):
I mean, but it's so much I mean and it fits with
what we're talking about,because there is so much truth
to that.
And you're right, I mean, a lotof the way that I schedule mine
is also comes from what youtaught me during that and doing
those things.
And what's cool the parts thatyou don't get to see is the
(17:47):
things that you, like, taught meto do.
We're doing some of thosethings at the church now because
we weren't doing that, weweren't using schedules or
things like Calendly or you know, and it was just.
It was so much of that.
And you don't realize how muchof your time is lost with side
conversations, with things likethat, or somebody walking in and
saying, hey, I need this donenow, it it?
Speaker 2 (18:06):
it, it's your flow.
From a fundamental perspective.
The human brain cannot rememberwhat you're supposed to do
unless you have it down.
Speaker 1 (18:12):
No, no, no, no, no, it can't so but, no that's great
, those are great, so those aregood things for people to chew
on, like maybe that's whatthey're saying you know they're
hearing us talk about.
Go back to the fundamentals andI'm hoping somebody is like,
okay, those are three or fourthings that I need to check.
Am I checking my checks andbalances?
Am I looking, you know, at myschedule?
(18:33):
Am I checking my culture?
And these are things that Ifeel like you guys are doing
Brady, you've recently sharedsome of that on LinkedIn.
What you're doing with the team, sitting down with them,
culture checking, having coffeewith the CEO, giving them a
space to say, hey, no, holds bar.
Tell me what works, tell mewhat doesn't work.
I want you to be honest, and sothose are some things that
(18:54):
those are all fundamental thingsthat I think will help anybody
listening with their mid-yearcheckup, their halftime
adjustment.
Speaker 3 (19:02):
So, as we kind of wrap up this halftime adjustment
, I really did not want to skipout on the spiritual aspect of
it, because all of us areleaders, leading a business,
leading an organization, leadingfamilies, and we're speaking to
ourselves too, but we aremanaging this or we are
stewarding this for God, and soI want to make sure we have that
(19:26):
perspective.
And so there was a scriptureI'm going to share here in just
a second, but I think I wasactually reading the other day
in my daily Bible reading andsomething just hit me like a ton
of bricks, and it was.
You know, a lot of times wethink that God wants a partner
in his plan.
Okay, but really he doesn'twant a partnership.
(19:48):
What he really wants issurrendered people, and so when
we come to the grips with thatis okay, well, I think God wants
me to partner with him.
No, he wants us to surrender towhat he's doing this and doing
some research for this episode.
(20:09):
But there's a story in Haggai inthe Old Testament, to where the
Israelites came back from exileand what they were tasked to do
was to rebuild the temple.
And so they did, but they werediscouraged because the temple
that they were rebuilding wasnot as glorious as what Solomon
(20:31):
had built.
So they're like well, this isgoing to be not as good as what
was before, and so think aboutthat from a leadership
perspective.
Sometimes we think, hey, we'vegot these plans, we've got these
programs, we've got thesethings and it's going to look
like this, these things, andit's going to look like this.
(20:51):
But then when we actually getto further on in the process, we
look back and go it reallydoesn't look like anything that
we thought it was going to looklike.
And so that comes back to thatsurrender.
But this is what it says inHaggai 2.9.
It says the latter glory ofthis house will be greater than
the former.
And so the promise was eventhough from the outside, looking
in, it doesn't look as glorious, it doesn't have the splendor
(21:13):
on the outside, it was a word ofencouragement that God was
speaking through this prophet.
That says the future glory willsurpass the past.
And so, as we're thinking ofthrough halftime adjustments, I
think we need to go back to likewhat are we?
Are we taking our plans and arewe surrendering those to the
(21:37):
Lord first, not our plans, butare we surrendering those to him
so that we can steward thoseplans the right way so that we
can make sure that we arefollowing what he has for us.
And I think, at the end of theday, it comes down to faith.
How much faith do we have?
(21:57):
Are we trying to be in control?
I'm a control freak.
I love to be in control of asituation.
I love it, but sometimes I needto release control and give it
to God.
And Jesus actually gives us apicture of this when he came
down from the mountainTransfiguration and you guys can
go read it.
But the whole parable of themustard seed.
(22:18):
It wasn't about how much faiththat we have, but it's who we
have our faith in.
And so we take those plans andwe say, okay, well, that doesn't
look exactly like what I wasthinking.
God.
We take those plans and we say,okay, well, that doesn't look
exactly like what I was thinking.
God.
A lot of times we say, hey,here's my plan, would you bless
it?
Instead of hey, god, what kindof plans do you have?
And then, putting our faith inhim as surrendering, to say,
(22:42):
okay, we're giving it to you, wetrust you and we trust what
you're going to do with it If Icould say this too.
Speaker 2 (22:50):
You know that talking about halftime adjustments, the
fundamentals, you know it goesback to.
You mentioned mustard seed.
It triggered a thought.
When you plant a plant in theground, it takes time for that
plant to grow.
You can't expect that you'regoing to go out and get results
for whatever you're trying toaccomplish, you know, in day one
(23:10):
, day 10, day 30.
It could happen, but you got tostay consistent with the
process because if you don'tcontinue to water the plant, you
don't get in, continue to getsunlight, it's not going to grow
.
So you have to continue.
Fundamental, fundamentally, youhave to continue to be
consistent and that's what helps.
That's what helps your halftimeadjustment.
(23:32):
Like Brady said, it doesn'tmean you have to make an
adjustment.
Uh, this episode is aboutmaking no adjustments.
So just just be, just becognizant of that.
That sometimes doesn't meanthat you have to make an
adjustment.
Maybe we need to bear down moreon the fundamentals and what
we're trying to accomplish.
Speaker 1 (23:49):
Yeah, yeah, I think it's, I think there's a lot of
truth in it and it's somethingyou've always said, benji, that
I that I actually put down aslike that on our recent evals
like what do you need to work onthis year and even though I've
heard you say it for years, Istill need to be mindful of it
is just control.
What you can control, yeah,control, and that's what I when
(24:11):
you're talking about that, brady, talking about that scripture
and how guys control, you cancontrol and do what we call the
queen B roll, Like what is your,what is your role?
Play your role in that lane,play your role.
And that's something I know forme that I'm having.
That's my mid-year adjustment,that's something I'm having to.
I get so passionate aboutwanting to be involved in
everything and help with that,because I'm passionate about
what I work with, whether that'sthe work I do with you guys,
(24:34):
whether that's the work I do atthe church.
I'm passionate about allaspects, but I need to realize
that that's not where my energyis best spent, and so that's an
adjustment that I know I need tomake is I got to figure out
where my energy needs to go andcontrol the things I can control
.
Speaker 3 (24:49):
I got to figure out where my energy needs to go and
control the things I can control.
So I think, as we think aboutit, we wrap this episode up.
Think about okay, we're in thelocker room, we've had this 10,
15 minutes with our team, whichfor these two episodes has been
about an hour and a half, but along time, halftime, locker room
huddle.
But what are we doing when wego back out?
(25:10):
Whether we're making anadjustment, okay, which we
talked about last episode, orwe're doubling down on the
things that we've alreadydecided we're going to do,
there's one thing that is acommon thread in all this is
turn up the intensity, okay, onwhichever one.
If you're going to make anadjustment, man, go hard at it.
(25:32):
If you're not going to make anadjustment, go hard at it.
So play fast.
Sometimes we may get into thegame we got to call an audible.
You know, sometimes it may be,oh, this may be tough, but bench
the distraction.
So if there's something that'snot working or somebody is not
working, we may have to make anadjustment there.
(25:52):
But the end of the day is runthe play, run the play.
Whatever the play is, trust inthe play, questions.
But if there's one adjustmentthat you've been avoiding, what
(26:12):
is that adjustment and what doyou need to make?
And then, what is boldobedience look like in your
business?
Bold obedience what do you needto take courage in today in
your business, your faith, yourleadership, whatever they may be
, to go out in the second halfto make it count.
Speaker 2 (26:29):
Yeah, that's good.
And look, as you're listeningto this, maybe you're watching
this on YouTube.
Remember?
Brady's got a clear challengeto us all Don't walk back out on
that field without changingsomething, because there are
times that you can tweak thatplay.
Maybe you've run that play ahundred times, but one small
(26:51):
tweak in the process executesthe play, so think about that.
Also, if you'd like some helpwith your halftime adjustment
and you want us to help take alook at that with you, feel free
to click the button in theepisode link to send us a text
or comment on the YouTube video.
We'd be happy to reach out toyou and help with that.
Appreciate you guys listeningso much.
Don't forget you can connect onall social platforms with us.
(27:12):
We're out on every one of them.
So at higher up podcast and asalways, go out there and choose
to live a higher up life.
See you next time.
well, bitch brady, welcome in to episode 30.
Hit the big three.
Speaker 2 (00:19):
Oh, we finally made 30, 30 30.
Speaker 3 (00:22):
I remember when I turned 30.
That was several years ago.
Speaker 1 (00:27):
Mine was 10 years ago , 11 years ago.
I always forget if I'm 41 or 42.
I don't know.
But no, we had a great part one.
So we jumped into the mid-yearhalftime adjustments.
What are you guys doing?
We talked about that.
July 5th is the middle of theyear and is a great time to kind
of look at how are things goingfor you, how are things going
(00:49):
for your team.
You know, we talked a lot onthe last episode and I'll let
you guys kind of dive in.
But we talked a lot about justhow people feel when halftime
comes.
Should I make adjustments,should I not?
And why it is important to dothose things and not just you as
owners do it, but why youshould do it with your team.
So I'm excited we're going tojump into part two.
We got into it last episode andsaid, hey, you know what, we
(01:11):
got another two-parter.
Speaker 3 (01:14):
So we're going to split it up.
Seems to be a common theme ofthose two-part episodes.
Speaker 1 (01:18):
It is.
It's these lengthier topics,but I feel like they're good.
We but I feel like they're good.
We got a lot of good feedbackon it.
We saw good stuff on, you know,LinkedIn, instagram, facebook.
We appreciate you guys justsharing that stuff, commenting
any of it.
I mean it helps a lot.
So well, hey, let's jump inreal quick to the recap and then
we'll get into wrapping up parttwo of this topic.
(01:40):
So, brady, kind of talk usthrough just a little bit short
recap, just in case somebodymissed the last episode, and
then we'll get ready to jumpinto more about it.
Speaker 3 (01:49):
Yeah.
So I mean you know we'retalking about halftime, halfway
through the year, adam, you setthat up perfectly.
As far as in business or justan organization, it could be
even personal, like in yourfamily or whatnot.
But when we think abouthalftime from a sports analogy,
it's this picture of you're inthe locker room and you're
(02:10):
evaluating how the first halfwent.
Is it going well or is it notgoing well?
And really the question behindthe question is to adjust or not
to adjust.
That is the question.
So what we did at the firstepisode was kind of laid out
okay, it's time to make someadjustments, like we, what we're
(02:32):
doing is not working.
Um, and we need to make some ofthose adjustments.
You know when I I think one ofthe core pillars or the core
thoughts that we had from lastepisode was as a leader and
especially as we start to growand our team start to be getting
or start to get larger is froma leadership perspective.
You know, I think and I know Istruggle with this is, you know
(02:55):
we want to be right, but one ofthe core themes that we talked
about was leaders don't get paidto be right, they get paid to
get it right, and so that's whenwe start bringing other
teammates around us, otherleaders surrounding ourselves,
with good people and inside ofcollaboration.
I think we talked about this inProverbs.
(03:15):
It says in the multitude ofcounselors there's wisdom.
So who are we?
Even though we might have agood idea, are we vetting out
that idea with discernment andwhat changes do need to be made
so we could go out in the secondhalf and really perform?
So that's really what we talkedabout last time was and we
(03:35):
encourage you guys, go back to alot more detail than that, but
go back and look and listen toor watch last week's episode and
we unpack a lot of that stuffof when and how to make changes,
and so this week, what we'rereally going to, we're actually
going to do the completeopposite.
And last week we talked.
(03:57):
Last episode we talked abouthow to make changes.
This week we're going to talkabout not making changes.
Okay, so I think we're justgoing to dive in.
So basically, this is you know,when we ask the question to
adjust or not to adjust.
So this week is about noadjustments needed and I'm just
going to tell you I mean, youknow, for a lot of us leaders
(04:20):
and I'm speaking for myself.
This is a hard thing to doBecause we might have a good
play, we might have somethingthat we know is going to work,
but if we don't start seeingresults early enough, then we
take the whole playbook and justthrow it out.
It's halftime and like, hey,you know what?
(04:42):
It didn't work.
So we're just going tocompletely change our whole
strategy for the next half andsometimes if we're not careful,
that can be very detrimental.
You know, I know, as leaderssometimes we can have shiny
object syndrome.
Well, what's the next best thing?
(05:03):
Or oh, let's do this, or oh,let's do that, and really what
we do is we put our teams intothis decision fatigue.
That just really wears them out.
So this is really more aboutstaying the course.
Like we set the course, we knowwhat we do is going to work.
It may take a lot longer thanthree months, it may take longer
(05:26):
than six months, it may takelonger than nine months, but we
have to stay the course.
So just jumping into that, whatdo you, what do you guys got
for that?
What do you think about that?
Speaker 2 (05:35):
I would say sometimes that people you know and we've
been guilty of this, excuse me,is they.
They get the plan together,they go out, they execute the
plan.
The results aren't coming.
Think about going to the gym.
Right, you go to the gym, youput in all that hard work and
you're not seeing the resultsyou want and then, boom, here
comes the results.
(05:55):
The next week, sometimeshalftime, does the same thing.
You think you've got to changethe book because either you're
executing or you may not beexecuting.
It doesn't mean you necessarilyneed to change the book, just
tweak what you have and continueto continue to run the play
that you, that you have designed, and execute that play.
The results are going to come.
(06:16):
You just got to stay consistent.
If you don't stay consistentwith the process I mean,
obviously, consistency iseverything right If you stop the
consistency, you're not goingto be as successful as you could
have been Doesn't mean youwon't be successful, just means
you won't be successful as youcould have been.
So I think that you know you'reright.
The next shiny thing is justbecause we want to change it,
(06:38):
change it, don't change it.
You don't have to change it.
It's okay.
Just run the play Everything.
Don't have to change it, it'sokay, just run the play.
Everything else will beeverything else will take care
of itself.
Speaker 1 (06:45):
Yeah, you know, I heard, I heard one time, uh,
mark Pettis.
He's the lead pastor of churchof the Highlands.
Uh, he was doing a podcast andhe was talking so much about.
You know, obviously, readers,uh, are leaders or leaders and
readers, whichever way it goes.
I mean you, you want to read,it helps you lead, it helps you
(07:07):
get better.
But, as a consumer culture hementioned, you know, we read so
many leadership books andself-help books that sometimes
we can get in a position whereall we want to do is change
things.
I think, brady, you and I havetalked about this in one-on-ones
before is that we consume theseleadership books that says, hey
, you should do it this way, orhey, this is what worked for me.
And sometimes we read those andit's like you're constantly
changing your process right,like over and over again.
(07:28):
Like you said, new shinydoesn't always just have to be
materialistic, it can beprocesses.
And we read a book and we'relike, oh, you know, we should be
doing that.
Why aren't we doing that whenreally, like you said, do we
need to make an adjustment?
Because, honestly, maybe thatworked for that individual or
(07:51):
that company or that industry,but does it necessarily fit for
us?
One of the things we've talkeda lot about at the church lately
is what is our church cultureright?
Like, who are we?
Just because we see somethingthat another church does on
social media, like, oh, thatwould be.
I think people would find ithilarious or I love that topic
or I love that series they'redoing.
It might be a complete misswith us in our church.
(08:12):
So I think sometimes you have toalso be careful about what
you're reading, what you'reconsuming.
Maybe it doesn't fit you oryour team, maybe not just your
industry, but one Serpro does,pro does something.
You know that you say, hey,this doesn't work for us.
I'm glad it works for them, but, team Wilson, this is how we
move.
Speaker 2 (08:29):
So I will add to that too.
If you said a good point aboutan idea that you see or hear
from someone else, maybe thetiming is wrong to just take
that idea, write that idea down,because that idea could be your
next year strategic plan, oneof the objectives for your plan
you know to execute.
So don't think that it's not agood thing, Just does it mean
(08:50):
right now.
Speaker 1 (08:51):
Yeah.
Speaker 3 (08:52):
Yeah, and I think part of this reality is if we,
if we really step back and lookabout not making these
adjustments, you know, um, orstaying the course, staying
focused on what we're doing.
It's not because a lot of timesnot every time, but a lot of
times it's not because theprocess is broken, it's because
(09:12):
it's hard, and sometimes we justdon't want to do the hard
things.
I mean we are, we are driven asa society that, especially in
America, you know it's justthings are not hard and um, you
know, and sometimes you just gotto walk through hard things,
and so it's not because it'sbroken, it's because it's hard,
(09:33):
you know.
So I think it's staying focusedon and really broken is because
it's hard, you know.
So I think it's staying focusedon and really, and I think also
and we, I don't know, we talkedabout this last episode but
sometimes you got to get away,you know, from day to day or go
off, and you know, a lot oftimes like and we've talked
about C12 a lot and one of thethings that we struggle with
because I'm in a, I'm in a um, aroom of 12 leaders every single
(09:58):
month and the one thing that wereally struggle with as a team
or as men, is really gettingaway and retreating and it's
getting off by ourself andreally reflecting on, not just
spiritually, which is good, butreally thinking about getting
away from day-to-day stuff andreally thinking about, okay,
getting away from day-to-daystuff and really thinking about,
okay, from a halftimeadjustment perspective, what is
it that I need to do, and notreally be distracted with all
(10:22):
the noise of the things that arearound me.
So this is more about stayingthe course, and so what are the
things that we did set that weneed to keep doing?
Bill Gates has a great quotethat I found.
He said most peopleoverestimate what they can do in
(10:43):
a week, but they underestimatewhat they can do in a year.
So what kind of impact can youdo?
I think it was James Clear thattalks about the 1% get better,
1% every single day.
Well, after a while, you'regoing to see that you made a lot
of change and a lot ofimprovement, but it doesn't
really look like there was a lotof improvement because it was
just 1% every single day.
(11:04):
So kind of yeah, just lookingat no adjustment needed From a
sports analogy perspective,championship teams don't throw
out their offense in the thirdquarter.
You know, speaking from like abasketball perspective we talked
about this last time because,you know, Benji and I grew up
(11:26):
playing basketball but sometimesyou just got to go back to the
fundamentals, yeah, and takingthose fundamentals, those things
that you learned, and makingthem sharper, making them
crisper, making sure that, okay,we've got to execute those with
excellence.
And if we can execute thosewith excellence, then it's
(11:48):
probably going to come out inour favor.
Speaker 2 (11:50):
Yeah, I would add to that too that you know you think
about back in the 90s withMichael Jordan.
You know you think abouttoday's world with LeBron James.
I mean who are they going togive the ball to?
Who got the ball?
When there's less time on theclock, games about to end or
halftime's about to come?
Who's going to get the ball totake the shot?
You're going to get it to theperson that can make the play.
But there are teammates aroundyou that have to do their part.
(12:14):
They have to set the pit clean.
They've got to make sure thatthey get in position and get
their best scorer in position tomake that play.
So you're right, it doesn'tjust take the one individual, it
takes the entire team to makeit happen.
But if one person during theprocess take your business,
whatever that may be, one onething in the process doesn't go
(12:35):
according to plan.
It affects the whole team, itaffects the whole job, it
affects the whole process.
So keep that in mind, that youknow we got to get crisper, we
have to get sharper.
We got it.
We got to do things cleaner.
Speaker 1 (12:47):
Well, let me, let me ask you guys, cause you talked
about it in the last episode,Brady, talking about this one
too, you used the term like getback to the fundamentals, and I
understand this can be a broadquestion depending on your
industry.
But what for you and Benji,really, what would some things
you would consider to befundamental in business for
(13:10):
someone to think about, Like isit things like communication?
Is it things like communication?
Is it things like processes?
But just two or three thingsfor somebody listening to kind
of mull over what would be afundamental in the business
world for them that they need tolook at Like hey, maybe I
should get back to that.
Speaker 3 (13:27):
Yeah, I think that's a great question.
Maybe we could just do a wholeepisode just off of fundamentals
.
Speaker 1 (13:33):
You were just talking about fundamentals and I'm
wondering what is that?
It's shooting, it's passing,you're talking about basketball
analogies, those type of things,but what are those things that
we say, hey, these are the threeor four key topics that you
need to look at, and that's whyI'm talking about communication.
Speaker 2 (13:52):
Go ahead.
I was going to say real quick,I got one.
I mean, our dad taught us for along time If you keep a check
on two things in your company,everything else should take care
of itself your culture and yourcheckbook.
As an owner or leader in yourcompany, think about this.
You can talk about culture allday long, but if you don't pass
the culture down and continue totalk about the culture and your
(14:14):
core values and how you'regoing to help them be successful
with the things that make yourcompany win, you know you can.
It's not a one and done.
You can't just talk about itone time and then not ever bring
it up again and say myculture's, you know good, you
have to continually talk aboutit.
That's fundamental.
That's process.
You have to keep doing it.
Fundamentals on the checkbookyou got to keep a check on your
(14:35):
profit and loss statement.
You know your balance sheet.
You got to pay debt down.
You got to make sure thatincome is revenues up, expenses
are down.
That's what makes the companyprofitable.
That's fundamentals.
Speaker 1 (14:47):
Yeah.
Speaker 3 (14:47):
Yeah, I would say I would say two things broad
stroke, you know, because everyindustry is a little bit
different, but broad.
But broad stroke is, um,knowing what's right and doing
it is two different things.
So there are things that youknow of in your business.
Let's go from a biblicalperspective, from a spiritual
(15:07):
perspective.
The Bible says if you knowwhat's right and you don't do it
, it's called sin right.
So there are things that weknow that are right in our
personal life.
So there are things that weknow that are right in our
personal life and there arethings that we know that are
right in our personal business.
What have you?
And when we don't do that, thenwe're compromising.
So I think fundamentally is alot of times we know what the
(15:30):
right thing is, we know what theright answer is, but we just
don't do it because maybe wejust don't want to that day or
for whatever reason.
So I think going back to thefundamentals is whatever
industry that you're in,organization, you know what the
right things are.
The other thing I would say isbig John Maxwell fan.
But John Maxwell says thatsuccess is found in your daily
(15:52):
agenda, and so it's kind ofgoing back to what Bill Gates
said, but it's every single day.
There is not a person on theplanet.
Now I'm a big time managementnerd.
I love time management.
Speaker 1 (16:07):
That's the understatement of the season.
Speaker 3 (16:11):
I love organization, I love planning in my calendar
and all those things.
But even though I love it, it'sa fundamental that if we go
back to, there's a guy that I'mmentoring in our organization
right now and this is one of thethings that we're working on.
I checked in with him yesterdayand we just started last week,
but I said, hey, how's your weekgoing?
(16:32):
And he said, man, so muchbetter than last week.
I said what's the, what's thedifference?
And he said my calendar.
And I said, okay, tell me, tellme a little bit more about that
.
And he said it's, it's just.
It's really weird, becausebefore I would leave an
appointment and I'd get a phonecall from somebody and they
would say, hey, are you stillcoming?
You know?
(16:53):
So just the and and now, now,now he's now.
He said it's so easy becauseit's just, it's on my calendar,
it's, it's on the, the next list.
I click on the, the entry.
It gives me the address, I goto the address, I'm sending
invites out to people and it's agame changer and I mean it was
one little change, one littlefundamental that maybe he knew
or or didn't know, but um, sothat's.
Speaker 2 (17:15):
We're gonna do an episode on that too, because I
think there's a lot of peoplethat struggle with planning time
management.
That'd be a great one to do.
Speaker 3 (17:23):
Adam, that might be a five-part episode.
No, I'm just kidding.
Speaker 1 (17:27):
I mean, but it's so much I mean and it fits with
what we're talking about,because there is so much truth
to that.
And you're right, I mean, a lotof the way that I schedule mine
is also comes from what youtaught me during that and doing
those things.
And what's cool the parts thatyou don't get to see is the
(17:47):
things that you, like, taught meto do.
We're doing some of thosethings at the church now because
we weren't doing that, weweren't using schedules or
things like Calendly or you know, and it was just.
It was so much of that.
And you don't realize how muchof your time is lost with side
conversations, with things likethat, or somebody walking in and
saying, hey, I need this donenow, it it?
Speaker 2 (18:06):
it, it's your flow.
From a fundamental perspective.
The human brain cannot rememberwhat you're supposed to do
unless you have it down.
Speaker 1 (18:12):
No, no, no, no, no, it can't so but, no that's great
, those are great, so those aregood things for people to chew
on, like maybe that's whatthey're saying you know they're
hearing us talk about.
Go back to the fundamentals andI'm hoping somebody is like,
okay, those are three or fourthings that I need to check.
Am I checking my checks andbalances?
Am I looking, you know, at myschedule?
(18:33):
Am I checking my culture?
And these are things that Ifeel like you guys are doing
Brady, you've recently sharedsome of that on LinkedIn.
What you're doing with the team, sitting down with them,
culture checking, having coffeewith the CEO, giving them a
space to say, hey, no, holds bar.
Tell me what works, tell mewhat doesn't work.
I want you to be honest, and sothose are some things that
(18:54):
those are all fundamental thingsthat I think will help anybody
listening with their mid-yearcheckup, their halftime
adjustment.
Speaker 3 (19:02):
So, as we kind of wrap up this halftime adjustment
, I really did not want to skipout on the spiritual aspect of
it, because all of us areleaders, leading a business,
leading an organization, leadingfamilies, and we're speaking to
ourselves too, but we aremanaging this or we are
stewarding this for God, and soI want to make sure we have that
(19:26):
perspective.
And so there was a scriptureI'm going to share here in just
a second, but I think I wasactually reading the other day
in my daily Bible reading andsomething just hit me like a ton
of bricks, and it was.
You know, a lot of times wethink that God wants a partner
in his plan.
Okay, but really he doesn'twant a partnership.
(19:48):
What he really wants issurrendered people, and so when
we come to the grips with thatis okay, well, I think God wants
me to partner with him.
No, he wants us to surrender towhat he's doing this and doing
some research for this episode.
(20:09):
But there's a story in Haggai inthe Old Testament, to where the
Israelites came back from exileand what they were tasked to do
was to rebuild the temple.
And so they did, but they werediscouraged because the temple
that they were rebuilding wasnot as glorious as what Solomon
(20:31):
had built.
So they're like well, this isgoing to be not as good as what
was before, and so think aboutthat from a leadership
perspective.
Sometimes we think, hey, we'vegot these plans, we've got these
programs, we've got thesethings and it's going to look
like this, these things, andit's going to look like this.
(20:51):
But then when we actually getto further on in the process, we
look back and go it reallydoesn't look like anything that
we thought it was going to looklike.
And so that comes back to thatsurrender.
But this is what it says inHaggai 2.9.
It says the latter glory ofthis house will be greater than
the former.
And so the promise was eventhough from the outside, looking
in, it doesn't look as glorious, it doesn't have the splendor
(21:13):
on the outside, it was a word ofencouragement that God was
speaking through this prophet.
That says the future glory willsurpass the past.
And so, as we're thinking ofthrough halftime adjustments, I
think we need to go back to likewhat are we?
Are we taking our plans and arewe surrendering those to the
(21:37):
Lord first, not our plans, butare we surrendering those to him
so that we can steward thoseplans the right way so that we
can make sure that we arefollowing what he has for us.
And I think, at the end of theday, it comes down to faith.
How much faith do we have?
(21:57):
Are we trying to be in control?
I'm a control freak.
I love to be in control of asituation.
I love it, but sometimes I needto release control and give it
to God.
And Jesus actually gives us apicture of this when he came
down from the mountainTransfiguration and you guys can
go read it.
But the whole parable of themustard seed.
(22:18):
It wasn't about how much faiththat we have, but it's who we
have our faith in.
And so we take those plans andwe say, okay, well, that doesn't
look exactly like what I wasthinking.
God.
We take those plans and we say,okay, well, that doesn't look
exactly like what I was thinking.
God.
A lot of times we say, hey,here's my plan, would you bless
it?
Instead of hey, god, what kindof plans do you have?
And then, putting our faith inhim as surrendering, to say,
(22:42):
okay, we're giving it to you, wetrust you and we trust what
you're going to do with it If Icould say this too.
Speaker 2 (22:50):
You know that talking about halftime adjustments, the
fundamentals, you know it goesback to.
You mentioned mustard seed.
It triggered a thought.
When you plant a plant in theground, it takes time for that
plant to grow.
You can't expect that you'regoing to go out and get results
for whatever you're trying toaccomplish, you know, in day one
(23:10):
, day 10, day 30.
It could happen, but you got tostay consistent with the
process because if you don'tcontinue to water the plant, you
don't get in, continue to getsunlight, it's not going to grow
.
So you have to continue.
Fundamental, fundamentally, youhave to continue to be
consistent and that's what helps.
That's what helps your halftimeadjustment.
(23:32):
Like Brady said, it doesn'tmean you have to make an
adjustment.
Uh, this episode is aboutmaking no adjustments.
So just just be, just becognizant of that.
That sometimes doesn't meanthat you have to make an
adjustment.
Maybe we need to bear down moreon the fundamentals and what
we're trying to accomplish.
Speaker 1 (23:49):
Yeah, yeah, I think it's, I think there's a lot of
truth in it and it's somethingyou've always said, benji, that
I that I actually put down aslike that on our recent evals
like what do you need to work onthis year and even though I've
heard you say it for years, Istill need to be mindful of it
is just control.
What you can control, yeah,control, and that's what I when
(24:11):
you're talking about that, brady, talking about that scripture
and how guys control, you cancontrol and do what we call the
queen B roll, Like what is your,what is your role?
Play your role in that lane,play your role.
And that's something I know forme that I'm having.
That's my mid-year adjustment,that's something I'm having to.
I get so passionate aboutwanting to be involved in
everything and help with that,because I'm passionate about
what I work with, whether that'sthe work I do with you guys,
(24:34):
whether that's the work I do atthe church.
I'm passionate about allaspects, but I need to realize
that that's not where my energyis best spent, and so that's an
adjustment that I know I need tomake is I got to figure out
where my energy needs to go andcontrol the things I can control
.
Speaker 3 (24:49):
I got to figure out where my energy needs to go and
control the things I can control.
So I think, as we think aboutit, we wrap this episode up.
Think about okay, we're in thelocker room, we've had this 10,
15 minutes with our team, whichfor these two episodes has been
about an hour and a half, but along time, halftime, locker room
huddle.
But what are we doing when wego back out?
(25:10):
Whether we're making anadjustment, okay, which we
talked about last episode, orwe're doubling down on the
things that we've alreadydecided we're going to do,
there's one thing that is acommon thread in all this is
turn up the intensity, okay, onwhichever one.
If you're going to make anadjustment, man, go hard at it.
(25:32):
If you're not going to make anadjustment, go hard at it.
So play fast.
Sometimes we may get into thegame we got to call an audible.
You know, sometimes it may be,oh, this may be tough, but bench
the distraction.
So if there's something that'snot working or somebody is not
working, we may have to make anadjustment there.
(25:52):
But the end of the day is runthe play, run the play.
Whatever the play is, trust inthe play, questions.
But if there's one adjustmentthat you've been avoiding, what
(26:12):
is that adjustment and what doyou need to make?
And then, what is boldobedience look like in your
business?
Bold obedience what do you needto take courage in today in
your business, your faith, yourleadership, whatever they may be
, to go out in the second halfto make it count.
Speaker 2 (26:29):
Yeah, that's good.
And look, as you're listeningto this, maybe you're watching
this on YouTube.
Remember?
Brady's got a clear challengeto us all Don't walk back out on
that field without changingsomething, because there are
times that you can tweak thatplay.
Maybe you've run that play ahundred times, but one small
(26:51):
tweak in the process executesthe play, so think about that.
Also, if you'd like some helpwith your halftime adjustment
and you want us to help take alook at that with you, feel free
to click the button in theepisode link to send us a text
or comment on the YouTube video.
We'd be happy to reach out toyou and help with that.
Appreciate you guys listeningso much.
Don't forget you can connect onall social platforms with us.
(27:12):
We're out on every one of them.
So at higher up podcast and asalways, go out there and choose
to live a higher up life.
See you next time.
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