Tips for Handling Success Under Pressure

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Join Tom Wheelwright as he discovers how we can better manage the stress, risk, and pressures that come from success with global CEO coach and advisor, author, and keynote speaker, Sabina Nawaz.

Sabina has worked with best-in-class organizations and C-suite executives and written for leading publications worldwide for over 25 years. She has helped CEOs worldwide harness pressure to deliver extraordinary results for themselves, their employees, their bottom line, and organization.

In this episode, learn powerful tools and practices that have incredible results with incremental effort, how pressure corrupts our actions, and how to begin growing valuable skills that will catapult you to the next level of entrepreneurship and leadership.


Order Tom’s book, “The Win-Win Wealth Strategy: 7 Investments the Government Will Pay You to Make” at: https://winwinwealthstrategy.com/


00:00 - Intro. 27:45
02:37 - Our Inner Monsters Unleashed
06:09 - Time Portfolio, Micro-Habits, Delegation
16:16 - You NEED a "Yes List"
18:38 - Power Gaps & Power Volume Control
27:45 - 2Things You Can Do NOW!


Looking for more on Sabina Nawaz?

Book: "You're The Boss"
Website: https://sabinanawaz.com/
LinkedIn: https://www.linkedin.com/in/sabinanawaz
Instagram: https://www.instagram.com/sabinacoaching/

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ABOUT US:

Tom Wheelwright is the founder and CEO of WealthAbility and TFW Advisors, a leading authority on tax strategy and wealth building. He is the best-selling author of Tax-Free Wealth and a trusted advisor to Robert Kiyosaki. As a world class CPA, Tom is dedicated to empowering entrepreneurs and investors to reduce their tax burden and achieve financial freedom. He currently resides in Phoenix, Arizona.



DISCLAIMER:

WealthAbility® does not provide tax, legal or accounting advice. The materials provided have been prepared for informational purposes only, and are not intended to provide tax, legal or accounting advice. The materials may or may not reflect the most current legislative or regulatory requirements or the requirements of specific industries or of states. These materials are not tax advice and are not intended or written to be used, and cannot be used, for purposes of avoiding tax penalties that may be imposed on any taxpayer. Readers should consult their own tax, legal and accounting advisors before applying the laws to their particular situations or engaging in any transaction.

Episode Transcript

Speaker 1 (00:00):
So if you're listening to this show, you're probably a
successful business owner, investor, or employee rightfully, rightfully invested, and
rightfully successful in your job. As you get more successful, though,
that success actually can come with increased risk. What do

(00:21):
you do about that? How do we deal with the
pressures that come from success? And today we have an
expert in this area. So being in Nawaz who wrote
the book You're the Boss, and I love the title
of the book for a number of reasons. And thank
you Sabina so much for being with us today.

Speaker 2 (00:43):
Thank you Tom. It's great to be here.

Speaker 1 (00:45):
So if you would tell us a little bit about
your background, because it's a pretty storied background.

Speaker 2 (00:53):
Well, I'm on my second career. My education is in
computer science and computer systems engineering, and I worked at
Microsoft in various products and software development on Windows, MSN,
Internet Explorer and a number of Version one products that
didn't go anywhere. And then while at Microsoft, I switched tracks,

(01:17):
moved to HR and was responsible for the company's executive
management and employee development programs. Worked with Bill Gates and
Steve Bomber running the company's succession planning process, their executive
retreats and so on. That was tom I left that
twenty years ago, almost to the day, and since then

(01:40):
I am an executive coach. I work one on one
with CEOs and c suites, do leadership training, keynote speeches
for conferences, and then of course writing for a number
of outlets like Harvard Business Review, Wall Street Journal, and
just having come out with my book.

Speaker 1 (02:00):
I love that experience. It's quite a I bet there's
a whole story just in how you went from being
a computer program in computer science to HR. We may
or may not get to that. I'll let you decide that.
But one of the things you say is that mistakes
happen when there's pressure, And what do you mean by that?

(02:23):
And I mean it may seem obvious to people, but
on going what you know? And then you also say
that success, you know, increases you know that kind of pressure.
Do you mean when you talk about, you know, this
whole idea of dealing with the pressure.

Speaker 2 (02:38):
It reminds me, Tommy a question about what my mom
used to say when I was about nine years old,
and she used to say, uneasy lies the head that
wears the crown. In today's world, the higher up we go,
the more pressure we have. Everybody is under pressure as
an entrepreneur running your own business, rife with pressure as
an employee, dealing with a boss, or with your daily demands,

(03:02):
and whatever else is going on in the world. Lots
of pressure. And the higher up you go, the more
responsibility you have, the greater your pressure. So under pressure
we can do our best work sometimes where it focuses us,
It homes us in on the objective and we suddenly

(03:23):
rush to midnight deadlines with brilliant bursts of inspiration. But
pressure can also corrupt our actions. It's not power, but
pressure that really corrupts us. We act out, we shortcut things,
we don't praise, stop to praise and appreciate what people

(03:45):
are doing. We might be snippy and lose our temper,
maybe even raise our voice or worse. So pressure can
bring out our inner monsters at times.

Speaker 1 (03:59):
So how do I fi those pitfalls what you call
pressure pitfalls?

Speaker 2 (04:04):
Well, firstly thinking about what are the inner pressures that
are inner hungers perhaps that are driving some of these
pressures and causing you to show up in ways that
you're not proud of. And what I mean by inner
hungers are our need for affirmation, our need for being

(04:27):
seen as the smartest person in the room, or the
person who's made the most sacrifices, the person who's better
than others in whatever way, or being seen as a martyr.
These inner hungers are not bad. They just are. They're human.
If you're human, you have these, usually more than one.

(04:50):
But just like when you go to a grocery store
hungry and you pick up junk food, if you go
to work hungry with these kind of hungers unmet, you're
going to indul and junk behavior. You might not you
might not take the time to drive to a certain
objective because the people you work with have your number,

(05:12):
and they will divert you from having a tough conversation
by praising you because you really love praise and so on.

Speaker 1 (05:20):
So so how do you start dealing with that? Okay,
so you know you're watching yourself. You're going, hey, I
can see these pitfalls coming. I'm I'm short with somebody.
It may be at home, you know, don't kick the dog, right, Yes,
it could be those things, or maybe you're you're feeling
a little under under crisis because of these. You call

(05:43):
them the inner hungers. So what are some of the
steps you can take once you've identified them to deal
with these pressures. And then I want to follow up
with how do you deal with pressure before it becomes
a pressure? But let's start with how do you deal
with pressure?

Speaker 2 (06:00):
It's there, right, right, great question? What you find once
it's there you you work to manage that in the moment.
There's a difference between pressure and stress. You're never going
to be pressure free no matter what you do, So
how do you make yourself pressure proof? Which is that
second part of the question we'll get to stress is

(06:23):
your internal response to that external pressure. That's what you
are in charge of managing by managing yourself. So when
you recognize that, often one way to recognize that you're
under pressure, that you're about to lose it is a
physical response. For me, the tips of my ears tend
to get hot, and I know if I open my

(06:45):
mouth at that point it's all downhill from there. The
more I feel, usually the more you're in dangerous terrain.
So first recognizing when you are trapped. When you're a
the ancient part of your brain has taken over all
functioning and you've lost the zone of rational thought. So

(07:09):
to get yourself back into the right zip code of
your brain where you can think your way through things,
not just react to them. You need to buy time.
That might mean different things for different Take a sip
of water, repeat what somebody else said. Do slightly complex
math like countdown from one hundred to eighty by seven.

(07:31):
Anything to engage a different portion of your brain so
you can get back to equanimity.

Speaker 1 (07:39):
Is you know, how do you call it pressure proofing?
How do you how do you keep that pressure from
building up? Or how do you you say, we're always
going to be in a pressure So how do you actually,
maybe we'll call it stress proofing, Right, you deal with
that ahead of time, so that you know that that
pressure won't lead to the stress that leads to the

(08:00):
bad actions.

Speaker 2 (08:02):
Yes, exactly. And that is the whole purpose of the
second half of my book, which is that if we're
saying the first pressure pitfall is your unmeat hungers, feed
your hungers in healthy ways. So let's say that you
are somebody who needs a lot of pats on the back,

(08:22):
maybe more than the average person. Then perhaps let's say
you go to a hobby that you think you're going
to do great at, take improv classes. If you're quick
thinking on your freet You're going to get a lot
of laughs. You're going to get a lot of applause,
and that feeds you. It nurtures you, and you're not

(08:44):
then showing up incredibly needy and lost at home or
at work. If your pressure pitfall is what I call
the sole provider, where you think you're going to have
to jump in and be that straight a student or

(09:04):
whack them all your way through the day, then maybe
think about how you might lean on other people. Can
you be strategic about how you budget for your time?
Could you create a time portfolio that has the bucket
of stuff that you need to do along with the

(09:25):
how much time you spend on each of these, and
then create a plan for how you shift those strategically
so that you are focused on the right things.

Speaker 1 (09:34):
Yeah. I love that idea of the time portfolio, treating
it like an investment portfolio, where you're actually looking at
your time as, hey, I have this amount of time,
it's in my portfolio. How am I going to spend
that I've actually made the practice of if you look
at my calendar, it would indicate if you're looking at
from the outside, that hey, every minute is scheduled, and

(09:57):
it is scheduled. It's just that sometimes it's scheduled to
do thinking. Sometimes it's scheduled to do you know, to
do innovation. It's not always scheduled with meetings. But that's
kind of one way I've done that is to actually
my week, you know, every my assistant actually puts it

(10:17):
in the calendar so that it is scheduled so that
somebody else doesn't take that time. What are some other
ways that you found that are successful for dealing with
that time portfolio?

Speaker 2 (10:29):
The key to making that thing time work is to
block some doing time right before that. So if you're
scheduled for your blank space from say nine to eleven
on a Friday, whack down your to do list from
three to five on a Thursday. And to your question
Tom about how to make a really robust time portfolio,
the number one mistake to avoid is to do it

(10:51):
in one big switch. Often when my clients go, oh gosh,
I'm spending too much time on email and messaging, which
who doesn't, I'm spending about thirty five percent of my
time there, and I'm going to go to twenty percent.
And let's just declare a war on emails and messages
right away. Well, that's not really going to work. That's

(11:12):
going to be about as effective as New Year's resolutions
are for most of us. And so I encourage people
to indulge in the power of micro habits, which is
ridiculously small steps. Let's say that whenever you're online, you
cannot help yourself and you go to your messaging. So

(11:33):
what if your micro habit is that, for one minute
a day, I'm going to work offline. I can still work,
but I'll turn off. I will turn off the hard
switch of the internet and turn off data so I'm offline.
That's how small a microhabit is. And slowly, after weeks
of doing that, you might get to two minutes, three minutes,

(11:55):
and so on, and work your way over time to
the bigger shifts.

Speaker 1 (12:01):
I love that. Yeah, we have to I do get
you have to change incrementally. One of those things that
you talk about in your book about incrementally is delegating incrementally,
and so instead of I call it the difference between

(12:22):
delegating and dumping. So I think I think we often
dump on people and we don't we don't adequately delegate
to them. And I find when we properly delegate, they
can do a lot more, and they will do a
lot more than we even think that they can do.
So can you kind of walk us through the incremental
idea of delegating.

Speaker 2 (12:44):
Yes, I love the term dumping. I might have to
borrow that, Tom, I call it. The number one mistake
we make is treating it as an on off switch,
what you're calling dumping. So here, Tom, take this. I
trust you, I empower you. Go forth, and we have
this client presentation on Monday. Send this to me by Friday.

(13:07):
Friday four o'clock. I get this and it is completely
different from what I was expecting. Not only that, it's
not the right thing. And there goes my weekend and
my blood pressure and Tom's bread pressure. Right, So we
have just abdicated and we have dumped. We have created
that switch without any clue whether the recipient has the knowledge,

(13:32):
the skills, the context, or the understanding of what we want.
So instead of doing that, what if we assess first
where is this person in their journey relative to this
particular job, and we start small, so we might start
if we treat it as a dial instead of a switch,

(13:56):
delegation works much better we might start with not on
the dial, which is just doing it ourselves but having
the other person watch. Then we might tell them, so
we become very prescriptive, Hey, do this first, then do
this other thing, then do this third thing. Next. We
might teach them. So, for example, if you're writing on

(14:17):
a document, instead of just putting the red lines in
the document, you might put comments in the margin. So
you start to add comments that say, the reason we
start this way is for this, for this impact, The
reason this comes in the second paragraph and not the
first is here is this. So now I'm teaching. Then

(14:40):
I might coach and say what else did you think about?
What were the pros and cons? What made you choose
this over the other. And only then do I act
as a safety net and let them handle it and say, hey,
just come to me if you have any questions or
anything I can do.

Speaker 1 (15:00):
That. It brings to mind years ago when I was
a young manager at Ernst and Young. I was in
their national tax office in Washington, d C. And I
worked for a partner who specially was oil and gas,
and he was a good writer. And for everybody else
I did work for, I would write it and then

(15:21):
they would edit it. He told me. He says, I'm
going to write it, you're going to edit it. And
that was what I hear you saying. That was an
example of I'm going to do it. I'm going to
show you what i'm doing. I'm going to let you
critique what i'm doing. And then eventually, you know, like
six months into it, he says, you're ready. I can

(15:44):
see your edits. They make sense. You can now write.
And I've always appreciated that about him, because he was
such a good writer. He could make literally oil and
gas a lot interesting, and so I learned by watching him.
So I think that's such a great great piece of

(16:04):
advice there to you know, model it, actually show them
what you're doing, have them maybe even edit your work.

Speaker 2 (16:11):
What a what a wonderful story, and what a great
idea to just flip this from I'm going to write,
you edit, because then you also learn so much more
through that. I'm curious if he was such a great writer,
and especially as you were getting started you were younger
in your career, Tom, were you able to provide any suggestions.

Speaker 1 (16:30):
Oh yeah, yeah, I've never hesitated with that. Nice that's
not my keeping my mouth shut is not my problem.
Opening it becomes my problem. But no, I I of course,
you know, and then he would say, well, no, we're
doing it this way because so he was teaching you.
Then yes, then then he's teaching me. Okay, here's why

(16:52):
we do it this way. But a lot it was
just watching it because it was such it was such clear,
simple writing on a topic that for anybody else that
would be boring, right, but he actually was able to
make it interesting, and so no, it was. It was
absolutely a terrific experience. And I had a lot of

(17:14):
editors there. We did a lot of writing, but really
he was my favorite just because he modeled it first
and then and let me help him, and then he
let me do it, and then he would help me,
and then he would help out of mind. He was
a great mentor really because of that. And I've actually

(17:34):
translated that even into my tax advisory firm, my CPA firm,
because what we do is is I always have one
of my young people on client calls with me right
from the very beginning. They get on calls right from
the very beginning, and so they're watching me do it.
They can see how I do it, and then that

(17:55):
you know, they can communicate with the client, they can
send emails and so forth. But eventually what I want
them to do is of course I want them to
be doing it, but if they've watched me long enough,
they're able to do it. Sometimes they're able to do
it so well that they say, Hey, I'm just going
to go out and start my own business because you
show me how.

Speaker 2 (18:12):
To do which is which is also success in a
whole different way. Well, I'm curious, Tom, I can't help myself,
but ask, as they're watching you do it, are you
then also inviting them to be the editor, as in
giving you feedback?

Speaker 1 (18:27):
Oh? Absolutely absolutely. In fact, in fact, I actually have
them do the write up of the of the call.
Make sure that they're doing it now I will edit
you know what they're writing, and yeah, it's it's it's fun.
I mean, I love to teach. So watching these watching
somebody grow into that role and do things that most

(18:48):
people in my industry they don't let their young people
have contact with the clients exactly, and I want them
having contact with the clients within six months. That's when
I started with this, just because I want and it
helps me. I mean, talk about taking the stress level off.
I know I'm not good at details, and they are,

(19:10):
so they can do those details. I can watch them,
I can train them, and then eventually they can handle
the client. They can be teaching others to do it.
But what it does for me is it takes a
lot of pressure. You talk about taking pressure off. That
takes a lot of pressure.

Speaker 2 (19:26):
Yeah, yeah, Well that also takes a setting aside of
your own ego that I'm the only one who can
do this, or I'm good at this and you're just
a rookie. What do you know? So that takes a
level of steadfastness and maturity.

Speaker 1 (19:43):
Well, I think that. I think that, particularly young employees,
I think they can do a lot more than you'll
give them credit for. And I think they want to.
Yes that, like you say, though, but again, it can't
be dumping. It has to be delegating, right, So you're
actually giving them the instruction that here's let's do this first,
and let's do this, and let's do this, and here's

(20:07):
how here's what i'd like to look like. At the end,
I'll let you. I may let you figure out how
to do that, because I don't care how you do it.
But here's what I'm looking for and be so clear.
So I think that that delegation is particularly I just
think it's so useful when you talk about how to

(20:28):
do that and doing it the right way. So thank
you for that. So you talk about creating systems, the
pressure proof of business, and you talk about let's start
with the yes list. What's the yes list?

Speaker 2 (20:47):
At Philosophically, the idea of a yes list is to
be able to say yes, I did something today and
something new, a new habit or ditched an old habit,
because that yes is going to foster a positive cycle,
and you're going to do that more often. Tactically, you

(21:08):
take a number of small micro habits that you want
to work on, no more than three to five. You
put them in a table, and then you have the
days of the week, and at the end of every
day you simply say yes, no or not applicable. Every
time you say yes, it gives you a little bit
of a hit, a dopamine hit that says, oh, yeah,

(21:31):
I did that, versus oh my gosh, I failed to
go to the gym again for thirty minutes, but yes,
I did a single push up. That is easy to
say yes to. In fact, many people who do a
yes list, when do they get these things done right before?
They have to fill out the yes list because it's
and these are so small that it's actually really easy
to do that one push up, that one paragraph they

(21:55):
want to read of a journal that they've been struggling with,
and so on. The yes list is a way to
track your progress. And you know what we know, we
know from our watches, from so many other our rings
and so on these days, that what we track, and
if we gamify it, it motivates us and it gives
us valuable data. Let's say, on your yes list, you

(22:18):
notice that every Wednesday is when you tend to fall
off the wagon on whatever habit you're trying to adopt.
You might start to get curious about what happens on
Tuesday that causes you to not do the thing on Wednesday,
and then you can change things at a more fundamental level.

Speaker 1 (22:36):
I can see that that might even affect your time portfolio. Right,
maybe you're doing things on Tuesday that you ought to
be doing on Thursday or something like that. I love that.
I love that. Another thing you talk about are power gaps,
And again, just explain what do you mean by power gaps.

Speaker 2 (22:56):
So as we rise up the ranks, we have a
natural disc that gets created hierarchically we have a different title,
or we have different perks. We might have an office
on a higher floor, and so on. So power creates
some distance. Some of that is natural, and some of
that is even healthy. So we have clear boundaries, we

(23:17):
have clear roles and responsibilities. Imagine a manager going onto
the factory floor and mucking around and gumming up the works,
because that's not what would be me right, and so
some of that is good. But power gaps become a
problem when it becomes a chasm. It becomes a chasm
across which we misread cues, we drop things, we say

(23:44):
something despite our best intention that lands a different way
on the other side. For example, when power is in
the room, we're in the presence of a two way
volume control which amplifies downward and mutes upward. So when

(24:04):
the earlier in career person who's joining you in an
important client meeting, and let's say you flubbed something and
you ask them for feedback, hopefully because you've been doing
this as a matter of course and consistently, they will
give you some feedback, but will they give you everything
truly honestly, they might cushion that with a little bit

(24:28):
more praise. You know, let's say your flub was a
six out of ten, they'll tell you it's a four.
And similarly, everything you say that's above a three sounds
like a ten to them because you've got this power amplification,
this megaphone strapped your mouth. So that's what a power

(24:50):
gap is. And there are various ways in which we
create these gaps, a lot of them through careless communication.

Speaker 1 (25:00):
So so what do you do? So so give us like
two or three things we could do. I get the
power gaps are going to be there. You're the boss.
There's you know, that's that's going to be there. And
you are the boss, right, that's that's that's the book.
You're the boss. So they know you're the boss, and
so there's a natural gap there and that's really not

(25:22):
going to change. How do you how do you change
the volume to use your right How do you change
the volume so that you know, coming up it's higher
and going down it's lower.

Speaker 2 (25:33):
Yeah, two things, Two things. Tom One, you use numbers,
so you might say, on a scale of one to ten,
this feedback that I just gave you is a two
because they're thinking it's a ten. You know, I had
I had a client.

Speaker 1 (25:48):
You quantify it for them.

Speaker 2 (25:49):
You quantify it for them, And similarly, when you're managing
up you might quantify and ask. So I had a
client where her boss told her superstar. Client. Boss tells her,
you could increase your impact more. That ruined several nights
of sleep for her because she thought she's on the
way to getting fired. Finally, she goes and asks him

(26:10):
and says, so, when you said I could increase my
impact more, did you mean at a five percent level
or at a ninety percent level? Five percent? Because you're
already a superstar and we want you to become a megastar. Right.
It was coming from a really appreciative place. Her boss
was actually shocked that she would even ask this question,

(26:30):
let alone be so anxious about it. Simply using numbers
can be helpful. Now, your ninety might be different from
my ninety, but it's a relative scale, and I kind
of get a sense of that calibration. And another thing
you could do to reduce the power gap is what
I call exercise your shut up muscle, speak less, listen more,

(26:53):
what if you were what if you were the third
person to speak in a meeting, as opposed to always
being the first one, you might learn something and guess what,
it's actually growing the skills and capabilities of other people
to think for themselves versus always being attached to your
apron strings, which stunts their growth and increases more pressure

(27:13):
on you.

Speaker 1 (27:16):
I love that. I I I find with my children,
especially if I'll just shut up, maybe they'll actually say something.
You know, we uh in when you're on stage and
you're asking questions, we call that the pregnant pause. Right,
you're asking a question you have you know you're counting

(27:36):
to ten and you know you'll never get past three
right before somebody will actually say something. But you have
to be willing to be to have silence in the room. Yeah,
how do how do you? How do you practice that
so that it's because that's you know, for people who
are used to being in charge, they're used to talking. Yes,

(27:56):
how do you hold back like that?

Speaker 2 (27:58):
Gosh, it is really difficult. Self restraint is the hardest thing. Okay,
So you could have a micro habit. First of all
that you put on your yest list, was there at
least one meeting today where I was the third to
speak yes or no. Now, how do you do that well?
On video? It's easy put yourself on mute by default.
By the time you reach up and click the unmute button,

(28:21):
maybe you'll come to your senses and go, oh, wait
a minute, three people haven't spoken yet. Let me go
back on mute, let me remain on mute. So using
the mute button, taking notes, take notes in the margin
of your notebook of your own ideas that you think
are so brilliant in the moment, and that prevent you
from being fully present, might even get you to interrupt

(28:43):
other people. What if you held banked those margin notes
and you still get to share them closer to the
end of the session, But now you can only share
the ones that are uniquely your ideas, because likely, as
you said with your children, even four out of the
five ideas somebody else brought up. This will make you

(29:06):
look smarter, not dumber if you withhold first, and it
will allow other people to feel smart and having contributed.
And isn't that what we all want to have? As
many people ignited in work because with the pressures on us,
with the uncertainties, we have to deal with in our times.

(29:30):
We cannot do it alone.

Speaker 1 (29:33):
I love that my business. I think I'm thinking about
my business partner of twenty four years, when she started
as an employee and we were talking, the partners were talking.
One day we go we don't even know what her
voice sounds like, because she was sitting and listening, and

(29:54):
then it wasn't what it was. Maybe a year later
the partnership broke up and and I asked her to
be a partner. Well, part of it was because she she
literally waited a year. It felt like almost a year
before she goes, I know enough now to say something.
I know enough now to do something now. I'm not

(30:15):
suggesting anybody wait a year, but but I do find
that I have such high respect for the people that
will take time to listen and learn, and and the
people that drive me crazy. In fact, I had a
I had a manager I hired, and he was giving
advice the first day, and I'm going, yeah, this does

(30:38):
not work. You do not know anything. Yes, the first day,
you may know something about your previous job, you may
know something about your what what what? Your what? Your
technical competence is. You know nothing about our business, So
shut up he's that shut up button. I love that.
I love that, you know.

Speaker 2 (31:00):
I even have a name for that, Tom. I call
it the past experience divide, which is, look, you were
hired because you know a lot and you had great
experience somewhere else. But then nobody wants you to struck
that around and rub everybody's face, and that it be
like it'd be like going out on a date and
you cannot stop talking about your ex So you've got

(31:23):
to That's the kiss of death for new executives who
come into an organization to talk about well, back in
my day or back in this other organization.

Speaker 1 (31:33):
Yeah, this guy lasted seven days.

Speaker 2 (31:35):
Yes, Oh that's sad. That's sad.

Speaker 1 (31:37):
That's how seven days. It was just he violated that
just so many times, and I'm just gone, I cannot
have you in my organization. And and had lot them
go after seven day. I've never had an employee quite
that short. Was short because he just didn't listen. So
let's let's wrap up here. And you're the boss. If

(32:00):
you want to give business owners in particular, a lot
of our listeners are entrepreneurs, what would you say they
are the two to three things that you would have
them start with.

Speaker 2 (32:15):
The first thing I would have them start with is
micro habits and a yes list. Find and in that microhabit,
make at least one microhabit squarely about you as a
business owner. Myself, I often come last unless I am
really really rigorous and disciplined about it. But through micro habits,

(32:39):
that makes it easier to do because you go, oh,
what something else that's going to add to my time?
Not possible, but one pushup you can do. Sometimes I
can tell you Tom honestly that I have a daily
meditation practice. Does that mean I sit on a cushion
for thirty minutes every day? Heck no. Sometimes my daily

(33:01):
meditation practice is simply one inhale and one exhale done
mindfully check And I feel great about that. So who
the way to overachieve as a business owner where you've
got all these other pressures coming at you is to
underachieve is to just do the smallest possible thing you

(33:23):
can do for yourself through a micro habit and track
it through a yest list. That would be one piece
of advice I would give them. The second one would be,
if possible, that blank space, taking what you're doing so
well with the help of your assistant, taking some time

(33:44):
if you can two hours a week where you're stepping
away from everything. Because we're so close to the action,
we can lose the big picture and we can lose
sight of ourselves and our humanity. So being able to
unplug and do that is a game changer.

Speaker 1 (34:03):
I love that all right. The book is You're the Boss.
If when people want more information about what you do, Sabina,
where would they go?

Speaker 2 (34:12):
They can go to my website Sabina nawas dot com
and then follow me on all the usual channels Instagram
is Sabina coaching or LinkedIn and so on.

Speaker 1 (34:22):
Well, this has been spectacular, uh, Sabina, And I just
want to tell you that my wife has levels of
words that when they're compliments about our meal, she's a
she's a great cook, and spectacular is the highest level.
So thank you so much, Sabina. I hope everybody you

(34:42):
know listen to this Waltability show over and over again.
Share it with your friends, click like, because this is
the type of information that it's it's going to work
for you every single day. These these micro habits, the
the the yes list. I I love the little shots
of dopamine. We all, we all need them, we all

(35:02):
want them. And what a great way to overcome, you know,
those those downtimes and those high pressure times, to actually
have that dopamine built up in your system and be
able to get that. It's like a taking a vitamin
every day, right, take it. Take a little shot. Take
take a little shot of yes. That's that's what it should.
Take a shot of yes, uh, every single day. And

(35:27):
when we do, we're gonna make way more money and
pay way less tax. We'll see everybody next time on
the Weltability Show. This podcast is a presentation of rich
Dad Media Network.