February 3, 2025 • 49 mins
This episode explores the transformative power of the 12-week year—a framework that enhances productivity by fostering a focus on shorter time frames instead of annual planning. The discussion delves into core principles such as the importance of a compelling vision, strategic goal-setting, and developing effective tactical plans to unlock high performance and accountability.
• Understanding the 12-week year concept as a tool for productivity
• The role of a clear vision in achieving goals
• The difference between annual planning and a 12-week focus
• Creating tactical plans with specific, actionable steps
• Importance of lead and lag indicators for monitoring progress
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
In a 12-month cycle.
It facilitates procrastination,it facilitates overwhelm and
diffusion.
We came across a concept inathletics called periodization,
and that's where we borrowed thetenets of that to create the
12-week year.
And so when you embrace 12weeks as the year in your
thinking, that's a completelydifferent game.
(00:21):
Everything changes.
That illusion of lots of timeis gone.
Right, that's a completelydifferent game.
Everything changes.
That illusion of lots of timeis gone.
It's replaced with a healthysense of urgency, not the
urgency that people freak out atthe end of the calendar year,
but a healthy sense of urgency,and it focuses on the things
that matter most.
So one of the things you cometo realize different mindset
again is that in a 12 week yearyou can't do it.
Well, you can't do everythingin a calendar year either, but
(00:44):
it seems like you can.
You got that big-ass calendarbehind you.
It looks like there's tons oftime.
You got all this time to getall this stuff done.
The reality is, executiondoesn't happen monthly and
quarterly and semi-annually.
It happens weekly.
It happens daily.
Speaker 2 (01:01):
Welcome to the Wednesday Podcast, a weekly
resource thoughtfully crafted tohelp people build and refine
discipline, accomplish theirgoals, fortify their mindsets
and be of service to somebody inthis world.
My name is Ryan Cass and I'myour host, and it is my mission
and commitment to deliveramazing episodes to you every
week where you'll learn frommyself or a renowned expert in
(01:24):
their field.
We love helping people win inevery aspect of their lives, and
you can help us win by sharingthe show with somebody that you
believe will benefit from it,subscribing and leaving a rating
and review.
We believe that everybody inthis world is meant to do
something great with their livesand we're here to help play a
(01:45):
role in that.
Thank you for tuning in andlet's win today.
Vision is the starting point ofall high performance.
You create things twice firstmentally, then physically.
The biggest barrier to highperformance is not the physical
manifestation, but the mentalcreation.
You will never outpace yourmental models.
(02:08):
Vision is the first place whereyou engage your thinking about
what is possible for you.
That's an excerpt from one ofmy favorite books, the 12
WeekWeek Year, and we have avisionary himself, somebody that
have embodied their work overthe last few years, someone who
(02:32):
has inspired and taught the waysof the 12-week year to
thousands of people all over theworld.
He's a New York Timesbestselling author of 12- 12
Week Year and UncommonAccountability.
Brian Moran, welcome to theshow, sir.
Speaker 1 (02:50):
Hey, great to be here with you.
Really appreciate theopportunity.
Speaker 2 (02:53):
Your book has made a big impact and continues to make
a big impact on countless lives, mine included.
This was one that I first gotintroduced to in 2021, when I
first started my podcast, and myfriend Rachel recommended that
we read this book and this thingis covered with highlights and
(03:17):
markers and chapter notes andI'm so excited to dig in.
But before we dig into theprinciples of the book, I love
to understand our guests andwhat drives these people at the
core.
What is most important for theworld to know about Brian Moran?
Speaker 1 (03:39):
Well, that's an interesting question.
You know, our mission at ourcompany is to change lives.
I feel like that's why we'rehere.
That's a purpose statement.
For me as well is to have animpact, make a difference.
I do that in my business, whichbrings me great joy because I
(04:01):
know I'm having an impact, Iknow I'm making life better for
people and, you know, I feellike that's part of my calling,
and so anytime you can alignyour calling with your vocation,
it's pretty awesome and I feelblessed to be able to do that.
Speaker 2 (04:16):
I love that.
And at what point, brian, ofall the things that you could
have chosen to help people andorganizations with after a
successful career, what had youland on?
This principle of executingwisely with the time that we
(04:41):
have of over, let's say, humanresources development or
back-end technology?
How did we land on theprinciples of the 12-week year
and that being a focus point forpeople and organizations?
Speaker 1 (04:58):
You know.
So what happened for me is Iwas working my way through
college at UPS and they promotedme into management.
I was I wasn't interested in abusiness degree.
I was getting a degree inphysiology to be strength coach,
and I didn't know anyone inbusiness.
I grew up very middle-class, Ididn't know anybody owned a
business, I didn't know of anyexecutive and whatnot.
(05:18):
But what happened for me is, um,through that opportunity, I
kind of got switched on tobusiness and so went from there
to PepsiCo, got promoted, wentfrom there to consulting firm,
got promoted a couple of times,and then I went on on my own and
initially I thought, you know,I'm going to do kind of what
I've been doing.
I'm going to bring new ideas,new techniques to people to help
(05:40):
them perform better.
And as I started working withbusiness owners around that and
and even individuals and topperformers and all the way to
people that were struggling, um,you know, I I realized that
that's not what they needed.
You know, as I started to workwith people, I realized that
they all have great ideas, thatthe breakdown wasn't they needed
(06:00):
a new idea.
What they really needed was away to execute more effectively,
and so it's sort of like thelight bulb went off, and then I
started to work with well, okay,if that's what people need the
most, what's it take to executeat a high level?
And ultimately come into thepoint where we created the
(06:22):
12-weeker system, which is anexecution system, Because
without a system, what happensis you're grinding out, you're
grinding it week in and week out, and which is not not a very
effective way to go at it, andand so, fortunately, as we
worked with the disciplines andprinciples that really drive, um
, you know, execution for us, itended up looking very much like
a system and and and that'swhat it was.
(06:43):
And so you know, that's howthat got created Just working
with people and coming torealize that, look, it's not,
it's not a new idea.
They need it's not another idea.
What they need is they need away to execute more effectively.
Is there a system to do that?
There wasn't on the marketplace, as far as I know, outside of
(07:05):
the 12 week year, I don't thinkthere's any other one that
exists, and so we went to workon okay, what are the
fundamentals of execution andhigh performance, and how do we
put that in a way that peoplecan really execute on that
effectively?
Speaker 2 (07:19):
I love what you say about systems, because it sounds
like to me that over time youdidn't encounter people and
organizations not being driven.
I'm sure that they had thelofty goals, ambitions, desires.
That wasn't the issue, but it'show do we get there in a timely
(07:45):
manner and, ultimately, how dowe form the engine that's going
to allow us to get there?
It makes me think about one ofmy favorite books of all time,
atomic Habits, where James Clearoutlines that, hey, to get
where you want in life, goalsare great, but your goal is
(08:07):
simply a desired outcome.
What gets you there is buildinga system around it.
We don't rise to the level ofour goals, we only fall to the
level of our systems.
So would you say that thebiggest our systems, so would
(08:30):
you say that the biggestoverarching theme or intent of
the 12-week year is really tocreate a sense of urgency for
people and organizations?
Speaker 1 (08:37):
Yeah, it's not just an urgency, it's a focus as well
, right?
So one of the things we foundin the annual environment which
no one had challenged.
So Michael and I started towork with a set of disciplines,
the fundamental disciplines thatdrive execution, high
performance.
But we did it in the contextthat everyone does it, which is
the annual environment.
So you set an annual goal, youbuild an annual plan, you break
(08:57):
it down quarterly, monthly,weekly, and you know what.
We got good results, but wedidn't get what they were
capable of, and we realized itwas that annual environment that
was getting in the way of that,and so it's just too easy in 12
months to put things off.
That's too long a runway infront of us, and there's some
other, there's some otherbarriers in that too.
(09:18):
Like at the planning level, youcan't get tactical, so plans
are conceptual where you can'texecute concepts.
So once you decide thatexecution is the number one
breakdown for people, then youstart to look at things
differently, and so the 12-weekyear is a different mindset as
well as a different way ofoperating, and the two go hand
in glove.
One without the other doesn'twork, and so what happens in
(09:39):
that is in a 12-month cycle.
It's just is in a 12-monthcycle.
It facilitates procrastination,it facilitates overwhelm and
diffusion.
When we came across a concept inathletics called periodization,
and that's where we borrowedthe tenets of that to create the
12-week year.
And so when you embrace 12weeks as the year in your
(10:00):
thinking, that's a completelydifferent game.
Everything changes.
That illusion of lots of timeis gone.
It's replaced with a healthysense of urgency not the urgency
that people freak out at theend of the calendar year, but a
healthy sense of urgency, and itfocuses on the things that
matter most.
So one of the things you come torealize different mindset again
(10:20):
is that in a 12-week year youcan't do everything.
Well, you can't do everythingin a calendar year either, but
it seems like you can.
You got that big ass calendarbehind you.
It looks like there's tons oftime.
You got all this time to getall this stuff done.
The reality is, executiondoesn't happen monthly and
quarterly and semi-annually.
It happens weekly.
It happens daily.
So getting your head aroundthat, aligning your processes
(10:42):
with that, is what's so critical.
And when you do that, it's agame changer and we have people
literally accomplish more in 12weeks than they did all 12
months, and it's not by workingharder or longer, ryan, but it's
a different way of approachingRight.
Speaker 2 (10:55):
Because this is such a perfect time to have this
discussion in January, becausepeople may have written down
their goals.
Just like you see, right behindme with my goals and I'm
looking at what do I want 2025to look like.
But it can be very easy tolet's take into.
(11:15):
Let's use one as an example.
I just launched a mastermindgroup to teach people how to
form unshakable discipline,which talks a lot about systems.
My goal there is to get 100people in the group by the end
of 2025.
So to prevent myself fromsaying, okay, well, I'll make
(11:37):
that big marketing push inAugust, Should the goal be to
let's get a hundred people in bythe end of March, first quarter
, or should it really just bemore of a system which is like
what I'm doing right now is, ifI get two people in per week
over the course of the entireyear, that would.
(11:59):
That would fulfill the goal.
So is it?
We're helping shift this?
I'll wait till August, butshould I rethink my goal there?
Speaker 1 (12:11):
Yeah.
So, first off, quarters arefourth of a whole.
So the 12-week year is not aquarter, the 12-week year is the
whole.
Again, it's a different mindsetand it's not like flipping a
switch, because you and yourlisteners don't even know how
annualized you are, but you'reentirely annualized.
That's because that's the wayyou've always operated, that's
the way everyone operates and noone ever questioned that.
(12:33):
But the 12-week year is astandalone year.
That is the year.
So if you think of the end of25 as four calendar years from
now, if you said four calendaryears from now, here's where I
want to be.
You decide how much to bite offin the first year and then
you're not going to think muchabout the second year till you
get there.
It's the same thing here.
It's just a compressed cycle.
(12:54):
But one of the things peopletend to do, because they're
annualized, they take the annualnumber, they divide it by four,
because they're used to workingin quarters.
Well, if you do, if you do that, that's probably limiting.
I like to tell the story of ouraudra barbeau, who called me on
september 7th.
She said brian, I just got offthe phone with my boss.
(13:14):
I hit my annual goal.
No one else in the company hadwas even close to their goal.
By the end of december she haddoubled it.
Wow, that would have neverhappened had she taken the
annual goal and divided it byfour.
So it's a process of reallyunderstanding what's the best 12
weeks you've ever had.
What kind of capacity do youhave to work on strategic
activity?
Are you willing to do the heavylifting to get the job done?
(13:36):
You know, and typically you canaccomplish it a lot sooner than
you thought when you embrace itas the year, because there's a
again a different mindset,there's a different sense of
urgency that goes with that.
12 weeks, brian, is long enoughto make amazing progress, but
near enough where I don't losesight of the, the deadline.
(13:57):
So never do I get complacentabout oh, I can do that next
week, and that's the key.
One more thing done this weekand one more done the next and
the next and the next, andpretty soon that inflection
point starts to move upward, andso I wouldn't say flat out no,
take it all in 12 weeks.
But you might and we've had alot of people accomplish more in
12 weeks than they did in theprior 12 months.
Thousands of people do that,but you know it's an individual
(14:20):
situation.
What I would say is take 12weeks and set a goal that's
worth celebrating.
Throw that annual plan out andthink of that as a four-year
goal and then focus in on whatit's going to take to get that
over the finish line by the endof March, and then we'll worry
about next year, which will beyour next 12-week year.
Speaker 2 (14:40):
Do you recommend or have you because what I think
about is okay what could someonethink here?
Well, if I have four years inone, then could I wait until
next year to start working onthis.
Have you ever introduced orrecommend any sort of
(15:10):
consequence consequence notbeing some sort of physical
thing, obviously, butconsequence being okay?
Michael, michael or tim orsally, you said that you're
going to generate ten thousanddollars in sales by the end of
March, year number one, and ifwe don't do that, then X happens
(15:33):
.
Are there any sort of factorslike that that have been used or
you recommend to help keeppeople going and pushing forward
on that particular year?
Speaker 1 (15:45):
Yeah, yeah, there are people that do that.
We don't recommend it.
Especially negativeconsequences.
I mean, if you've got a strongvision of what you want to
accomplish, is there a biggernegative consequence than I'm
missing it?
I'm not living the life I'mcapable of living.
So the total here is fivedisciplines, and that first is,
is the cornerstone.
It's really establishing avision for your life that's
(16:07):
compelling that that, anythingless than that, is a negative
consequence.
So you don't need an externalconsequence or or or something
that's manufactured.
There's, there's, real, youknow discomfort in my being.
There's, there's, you know,that disconnect from the life I
really know I'm capable ofliving and I want to live.
(16:28):
So we don't, we don't try andmanipulate it with outside
consequences.
There are natural consequences.
You know we do use thecelebratory type of consequences
.
So when I hit this goal, whatam I going to do to celebrate?
And sometimes I'm not evencelebrating the outcome, I'm
celebrating the progress I made,because in the end, what your
(16:50):
listeners need to understand isyou don't control the outcomes,
you control the actions, and ifyou get too fixated on the
outcomes, it becomes paralyzing.
So we don't put nearly theemphasis on the outcomes as we
do the actions, because that'swhat we can control.
So I may or may not hit thegoal, but if I did everything I
could to hit the goal, I'mcelebrating the heck out of that
, because there's learning inthat.
(17:10):
There's self esteem built,self-efficacy, um.
There's motivation, um.
There's confidence built.
I mean all kinds of good thingscome out of that, um.
But we don't, we don'tmanufacture negative
consequences because for ourclients and for us, just missing
the mark, you know you'remissing out on the better things
in life that you want.
(17:31):
So there's a connection betweenthe actions of the goal and the
life.
Speaker 2 (17:36):
And to your point, when you're truly going after
something big in a 12 weekperiod, as you mentioned the
beginning, and there's countlesstestimonies on your website
your results speak forthemselves that even if maybe
you you you didn't hiteverything, most people will
(17:56):
have done more in that 12 weekperiod than you would in an
entire 12 month period.
So you're still winning.
You're winning and for peopleto win in 2025, you mentioned
that and there are fivedisciplines in the book which I
wrote down, the first beingvision, planning, process
(18:20):
control, measurement and timeuse.
Now, we're not going to getwhere we want to go in life if
we don't know where we want togo To help craft a compelling
vision for our lives.
And here in this new year, aswe're in January, what are some
(18:42):
things that people can do orinventory?
They should take reflectivequestions.
They should ask themselves tocraft this compelling vision
that they can then throw intotheir 12-week year approach.
Speaker 1 (18:57):
Yeah, one of the things you can do is you can
list kind of the different rolesyou have in life.
So you have a role.
You and I probably have a roleas a son if your parents are
still alive mine are gone,though or a daughter, as a
sibling, as a spouse, as afriend in my business, in my
community, and just look at thevarious areas and think about
you know, what's what?
What am I capable of in thisarea?
(19:18):
What am I capable as a father?
What would?
What do I want that to looklike?
Right, what am I capable of inmy family?
What am I capable of in mybusiness?
What am I capable?
And you start to look at thatand you take the.
You start to take theboundaries off and really dig
into what's in your heart, notwhat society says you should
value, Not what someone elsemaybe told you success looks
(19:38):
like, but what does success looklike for you?
You decide it's your life andyou start to look at these
different areas and just ponderyou know, if I were to do my
best in that each and every day,what would be different for me
three years down the road, fiveyears down the road, ten years
down the road.
What kind of life could Iexpect to live?
Material things, non-materialthings right.
(20:00):
And just notice your thinking,where you start to limit
yourself.
Right, you think about well,I'd like to have my own jet.
Well, that's not going tohappen.
Well, it's not going to happenunless you make it happen.
But I, I have friends that havetheir own, so so you know what
I mean.
It's really about.
What do you want, though?
Maybe that's not important toyou, maybe maybe having close
family relationships where youtake vacations and you create
these memories right, that'simportant to you.
(20:22):
So, so what you want to makesure is that you get what
matters to you, and in the end,you define what great looks like
Not good, don't settle for good.
And in the end, you define whatgreat looks like Not good,
Don't settle for good.
God willing, you're here, let'smake it great.
And then we start to definethat.
We get it on paper, and it'sgoing to be uncomfortable,
(20:46):
because if you've got a goodvision, it's exciting, and it's
uncomfortable at the same time,because there's stuff on that
paper that maybe you've beenreluctant to even say it out
loud before.
Speaker 2 (20:54):
That's the kind of stuff you want to get at,
because that's the stuff thatmakes life really rich.
Have you developed a gauge forthe things that we want in life
and what you mentioned there,that hey, get it on paper even
if it scares the living hell outof you and sit with it for a
minute?
Hell out of you and sit with itfor a minute?
(21:16):
Have you developed a gauge now,doing this for many years as to
what's attainable, what'sextreme, maybe what's not
pushing yourself enough?
Because it's something that Iwrestle with from time to time
and question myself Okay, forinstance, instance, endurance
sports I'm constantly pushingthe limit there.
This year I'll be runningacross the entire state of south
(21:42):
carolina over 220 miles.
I just ran 150 miles in onesitting in october and I'm
constantly looking at okay, is300 miles enough?
Is 700 miles too extreme?
And I often explore with thatgauge, and some of my friends do
as well.
Do you have any, any thoughtleadership you can provide to
(22:05):
that?
Discipline is a key component ofthis podcast and a key thing
that we preach.
We view discipline as the fuelto help you create the life that
you ultimately desire, anddiscipline being the fuel that
(22:27):
gets your habits and systems incheck so that you can actually
accomplish your goals.
That gets your habits andsystems in check so that you can
actually accomplish your goals.
If you're looking to level upin 2025, I am happy to be a part
of that and encourage you tojoin the Unshakable Discipline
Mastermind Group.
This has been my baby for acouple years and we're finally
launching it here in 2025.
(22:49):
The group consists of aself-paced course that teaches
you how to form core habits andmindset that will allow you to
accomplish your goals.
A daily accountability channelto keep you on track, motivated
and in alignment with ourmembers.
And weekly mastermind sessionswhere you're going to learn from
either myself or a suite ofrenowned guests many who have
(23:13):
been on the podcast that aregoing to share pieces of their
winning playbooks directly withyou.
I've learned that being a partof groups over the years has
helped propel me to so many newlevels in life.
If you want to go fast, go alone.
If you want to go far, then gotogether, and it's my wish that
(23:37):
the Unshakable Crew is a choicethat makes sense for you in 2025
.
We are growing up to 100members this year and have
limited time founding memberpricing for 12 more folks before
we permanently increase pricingto $97 a month.
(23:57):
You can get in now for $67 amonth, locked in for life, and
be a part of the adventure thatwe're creating with our members.
If you're somebody that cravesdiscipline with our members, if
you're somebody that cravesdiscipline, seeks it or wants it
this year, and you're reallycommitted to making lasting
(24:20):
changes in your life and beingaround others that are committed
to winning and serving theworld and sharing what they
learn with others so that wemake this world a better place,
then join the Unshakeable crew.
Go to unshakabledisciplinecomand you can sign up.
It is also in the show notesUnshakeable shake, as in
milkshake,unshakabledisciplinecom, and
(24:44):
we're excited to have you in2025.
Let's go.
Speaker 1 (24:51):
Well, I think it's what you said, right?
What matters to you, and andwhat happens is, as we
accomplish things, then, then westart to think bigger and
bolder, right and.
And so oftentimes when you startout it's you think you're
thinking big and then you lookback and you go man, was I
thinking small?
That's just part of the process.
You, you know it's really hard.
(25:12):
I mean to have it be real right.
We see people that you knowthey're young, they're starting
their career and they're goingto have this amazing success.
That's a joke, because theydon't even know what it takes to
get there.
They're not, they're notwilling to pay the price.
But once you start reallypaying the price and you start
accomplishing things in yourlife Like you run that marathon
(25:32):
and you set a PR, and then youcome back and you do this, or
whether it's in your businessNow you start to get a sense of
boy, I'm capable of more than Iknow.
And I start to think bigger andbolder.
And where you stop is really upto you.
That's a personal thing.
I would never want to throttleanybody in terms of what's
possible.
I mean, you know, if we didthat, there'd be so many things
(25:53):
that we enjoy today thatwouldn't be around.
Like you know, the medicaladvancements, from artificial
hips and knees to transplants,to scanning technology, to all
that there'd be.
You know, space travel wouldn'thappen.
And when Kennedy challengedpeople to put a man on the moon,
the U?
S we couldn't get a rocket shipoff the launching pad.
You know, had we waited, itwould have never happened.
So I really think it's aprocess of, though, just pushing
(26:20):
your boundaries out we call iton the skinny branches as far as
you can go, and then chasingthat, and then and then, when
you get there, guess what Newopportunities are going to open
up new vistas, and they're goingto be bigger and bolder than
the last one, one thing that Ishared in my mastermind group
last week that goes along withthis.
Speaker 2 (26:36):
Especially since we're in the new year, I like to
challenge people's thoughts,process and their belief systems
, and I was having aconversation with a mentor that
dropped this quote, which then Iimmediately shared with the
group and I'm going to share ithere as well, because I believe
it highlights what you're sayinghere, brian.
The unconscious will allow usto have only what we believe we
(26:59):
deserve.
If we have a small view ofourselves, then what we deserve
is poverty, and our unconsciouswill see to it that we have that
actuality will see to it thatwe have that actuality.
Speaker 1 (27:15):
Yeah, earl Nightingale, who was one of the
first guys in the personaldevelopment space decades ago,
said it this way.
He said you become what youthink about, and so if you think
about small things, you becomesmall.
If you think about big things,you become big as long as you're
willing to act on them.
But part of that is part of youtraining yourself to act on it.
(27:35):
Is that those, that vision,becoming real.
If it's something that I thinkis just somewhere 10 years from
now, you know it's going to feelgood occasionally, but I'm not
going to act on it when I reallystart to see it as possible.
For me, that's when it getsexciting, and so the way to do
that is to be able to try it onand and and really entertain the
(27:56):
question of what if?
You know well, I probably can'trun 700 miles, but what if I
could?
What would be different?
What would be different for me,for my family, for my community
, for the people I work with,for the people I'm trying to
inspire, for my podcast audience?
Right, what would?
And?
And you, just you sit with thewhat if, because at the starting
gate is not the time to figureout the how.
(28:16):
It's got to be aboutpossibility.
And as you become comfortablewith that and you and you go
from this being reallyimpossible to possible, now we
can start to talk about the how.
How might I do that?
What would I need to dodifferently?
What different things would Ineed to do?
How would I need to adjust mytraining, my sleep, my food
intake, all of that stuff?
(28:40):
Now we're working on it.
Why?
Because we see it as possiblefor us.
I mean, you're a runner, it's afour-minute mile thing.
Right up until that time,everyone said impossible.
Medical community, we're notbuilt to do that.
Roger breaks through thatrecord and then other people do
boom, boom, boom, boom, boom.
Well, what happened?
Well, it went from a collectiveimpossible to possible, yeah,
(29:02):
and now high schoolerschallenging the mark, but it's
the same in every area of ourlife.
Speaker 2 (29:08):
It makes me think about the.
I was having a conversationwith someone this week that on
Sunday, the American halfmarathonlong record previously
held by Ryan Hall when he ranthe Houston Marathon on Sunday,
(29:30):
he finished in 59 minutes and 17seconds Fastest American by
nearly 30 seconds.
And now I think about who'sgoing to be the first American
to break 59 minutes, going to bethe first American to break 59
minutes, and how many people areactually capable of running
(29:50):
that 59-17 right now.
But they just didn't believe it.
And now Connor is a pathfinderfor additional Americans to come
into the mix and become fasterand faster and faster.
Same thing with Elliot Kipchoge, who was the first man to run
(30:10):
the sub two hour marathon.
There will be a day, brian,where sub two hour marathons
become the standard for winningthe world majors.
We're not there yet, but all ittook was one person to test and
defy the limits and ultimatelybelieve in themselves.
Speaker 1 (30:34):
So you see it in the Olympics all the time.
Right, I mean, but it's thesame in non-physical events as
it is physical, it first happens.
If you can't create it mentally, you'll never create it in the
physical universe.
Amen.
Speaker 2 (30:48):
And I love, I love at the beginning of the book.
That's why we started with withthat quote great things.
Great things happen twice whenthey happen in your mind first,
and if they can't happen in yourmind, they're not going to
happen right in front of you Nowthat we've gotten clear on
vision and we've uncoveredhere's some steps that people
(31:08):
can follow, in addition to someencouragement for their belief
systems.
How can we then put this intointo play so we know what we
want?
Is there a set number of goalsthat we should have in a 12-week
(31:37):
?
Speaker 1 (31:37):
year, or is it the less equals more approach?
It's really the latter, and thereason is is because every time
you add one more goal, theprobability of you being great
at any of them diminishessignificantly.
So you know, I'm sure yourlisteners have heard the slogan
less is more Well.
The first time I ever said that, I hated it.
I'm like no, it's not.
More is more Well, it's notwhen it comes to achieving,
(31:58):
because you have limitedcapacity.
You have limited time, limitedenergy, limited intellect,
limited resources, right, it'snot a slam, it's the reality.
So every time you pile on onemore thing, it just spreads you
thinner and thinner and thinner.
So it's, it's the same at thegoal level, same at the tactical
level, right?
We're always looking to create aplan that's very focused.
So people go well, I got abunch of things I want to
(32:20):
accomplish.
Okay, if you chase them all,you're going to be mediocre at
everything.
How about?
Let's be great at a few thingsversus mediocre at many?
And, by the way, we're lookingat 12 weeks.
So 12 weeks goes by pretty fast.
So if we took the one or two topthings in your life and we move
the needle over the next 12weeks and then we did that again
(32:41):
the next 12 weeks and again thenext 12 weeks.
In a very short period of timeyour life is tremendously
different, but it comes throughthe focus.
It's a difference between afloodlight or a you know,
overhead light and a laser beam.
It's still light, but when youfocus that, when you focus that
light, you can cut through steel.
It's the same for you and I.
When we focus our energies,there's no telling what we're
(33:04):
capable of, and that's part ofhow our clients are able to
accomplish so much more.
They're not trying to doeverything right, otherwise it'd
be really stressful.
We're not trying to takeeverything you do in 12 months
and cram it into 12 weeks.
We're focusing on a few thingsand being more consistent with
the actions that matter most.
Speaker 2 (33:21):
We've got something else that can help us accomplish
a lot in 2025.
Got something else that canhelp us accomplish a lot in 2025
, in addition to implementingthe elements of the 12-week year
that Brian is so amazinglydishing out to us, and that is
Magic Mind.
Magic Mind is an absolutegame-changing supplement that
helps keep me focused and in azen-like state, especially when
(33:43):
I'm about to start my mostdifficult task of the day.
If you're like me, you knowthat it can be difficult at
times to be focused andproductive and stress-free with
everything going on, as many ofus are juggling many hats and
are very ambitious and have manycoals in the fire.
There is a way to still staysharp, feel relaxed and power
(34:07):
through your day, and that'swhere Magic Mind comes in.
It's a little two-ounce shotthat has an incredible
ingredient, such as ashwagandhaand L-theanine, which are both
known for reducing stress,helping you stay calm and
focused and powering throughyour day.
What I really love about thisis that it helps improve focus
(34:29):
and mental clarity, whetheryou're tackling a tough project,
working through a long to-dolist or you just need to say
start for the day ahead.
Magic Mind is offering anamazing special right now 45%
off using code WINTODAYJAN, thatis WINTODAYJAN J-A-N.
You can go to magicmindcomslash WINTODAYJAN for 45% off to
(34:56):
increase your focus, reduceyour stress and make 2025 an
amazing year.
Speaker 1 (35:02):
And what happens is one more on top of one more on
top of one more on top of onemore on top of one more, and in
12 short weeks it can be a very,very different outcome.
Speaker 2 (35:10):
I was surprised when I read an article a few years
ago that looked into theday-to-day life of Jeff Bezos
when he was still the CEO ofAmazon.
And, contrary to what Ibelieved, and probably what many
people believed at the time wasthat you'd think Jeff Bezos, as
a CEO of Amazon, he must do5,000 things a day.
(35:34):
I mean, he's got Amazon Primeto worry about.
He's got the Whole Foods, theWashington Post.
He's got Prime Video so manydifferent meetings, post.
He's got prime video so manydifferent meetings.
And what he said about his day,brian, is that a good day for
him is if he makes three gooddecisions in a day and if
(35:55):
anything is mentally taxing,let's say, at three or four
o'clock in the afternoon thatthen becomes a 10 am or 8 am
meeting the next day whenthere's more mental capacity.
(36:17):
And I thought, wow, if one ofthe most arguably successful
people in the world from amonetary and business
perspective said that he'sfocused on no more than three
good decisions in a day, focusedon no more than three good
decisions in a day, why would wethink that we need to do 50 to
100 things in a day and then getmad when we only accomplished
six and as we move through thisprogression here with vision
(36:42):
being clear and making sure thatyou've got less but more
meaningful goals in your 12 weekyear.
One thing I love that I wroteup, I marked up in the book, is
getting into the system.
You introduce a lot ofdifferent scorecards and the
(37:03):
concept of leading and lagindicators.
So what's an example?
If we made an example goal andbroke that down, we're clear on
what we want.
Now how do we incorporate thesystem around it using the
scorecard and tools introducedin the book?
Speaker 1 (37:26):
Well, the first thing we need to do, ryan, is we need
to get a tactical plan, not aconceptual plan, and that's
going to take some training,because people don't even know
they're planning conceptually.
They plan conceptually partlybecause they're in an annual
environment, partly becausethey've never been taught to
plan differently.
But, for instance, a conceptualplan would be exercise or diet,
or, if you're in sales, getreferrals, cross sell, things
(37:49):
like that.
They're great concepts, butconcepts don't execute.
So we've got to get verygranular.
The statements in the plan haveto describe an action you can
take Run five miles per day,five days a week, something like
that.
Okay.
So that's the first step.
And we're not looking foreverything you can think of.
We're looking for the criticalfew, so there's a way to sort
(38:09):
those, so we get the high payoffactivities, so we're not trying
to burn ourselves out trying todo everything.
Okay, so that's the first thing.
Without a tactical plan, anykind of feedback or scoring is
worthless.
So people get together, theytalk about all, and that's why
they their, their conversationsare surface and their opinion
base, because their plan isconceptual.
(38:30):
When you get a tactical plannow, you're getting feedback
that's really specific, soyou're going to know which
tactics worked and which onesdidn't, because the reality is
there's no perfect plan.
I don't care how many plansyou've written I've written
thousands and seen thousandsthere's no perfect plan.
So you got to go out there andexecute it and then pay
attention for feedback.
Well, when you got a conceptualplan, the feedback is vague.
(38:52):
When you got a tactical plan,it's very specific.
So you know what worked andwhat didn't work.
And, along the way, we're goingto measure a couple of things.
We're going to measure theoutcomes, we're going to measure
the lead and lag.
So you know if you're trying torun a marathon in a certain
amount of time.
We're going to measure that,and the lead indicators are
going to be is my scoreimproving every week, or my time
(39:13):
improving every week, or am Idoing the things I need to do
Right In a sales environment?
The lag is sales.
The leads are maybe referralsor proposals submitted, or
things like that or things likethat.
So we're going to track thoseoutcomes.
Most importantly, though, we'regoing to score the execution,
(39:35):
because, again, that's what Ican control.
So we track the lead and lags,we score the execution, and in
those two sets of numbers, wehave everything.
We need to know where to adjust,because if there's a breakdown,
it's one of two places it'seither in the plan I don't have
the right tactical plan or it'sin the execution I'm just not
doing it.
Where do you think it is?
Most of the time, probably I'mnot.
Where do you think thebreakdown is?
(39:57):
In the plan or the execution?
Yeah, 80%, 90% of the time.
But what do most people do isthey go change the plan.
Well, why do they do that?
Well, partly because it'seasier, but partly because they
don't have a way to pinpoint thebreakdown.
With the 12-week year, you'llknow because we're scoring the
execution and so we know everyweek how I performed as the CEO
(40:20):
of my world.
I'll know if I'm the 30percentile or 90 percentile and
they'll know why.
And that's really critical.
Speaker 2 (40:26):
That's one thing that I love throughout the book is
that there are so many differentplaces for it's really.
People get to interact with thebook and you can actually write
out what your, what your, whatdoes your vision look like, and
there's examples of thescorecard throughout the book.
(40:48):
I actually read this when I wasgetting ready to qualify for
the Boston Marathon andqualifying for the Boston
Marathon, and I'm looking forthe page where I wrote the exact
example.
But I wrote Boston Marathon lag.
(41:11):
Lag indicator.
My lead indicators are myweekly running mileage and my
paces.
What's my progression?
So I'm saying that to hopefullyprovide some additional context
to people like hey, this is.
It's as simple as here's thatone goal.
(41:32):
And then here's what I'mlooking at week in and week out.
Speaker 1 (41:38):
Now the the additional thing to that would
be scoring the tactical plan.
So the tactical plan might beyou know, I consumed X amount of
calories, or you know, a gramand a half of protein for every
pound.
You know, whatever that diet is, there may be a number of
tactics around that.
It may be that I got, you know,minimum eight hours of sleep
(41:59):
every night.
I drank twice my weight inounces of water.
Right, I ran a minimum of fivemiles every day.
You know, those are the tacticsin the plan that we're going to
put a score to as well, becausethat's what we can control.
That's what, ultimately, isgoing to drive your success in
the event, or your success inbusiness, or your success in
life, whatever it is, and soit's those two sets of measures
(42:22):
that really matter.
Speaker 2 (42:23):
And that ultimately brings us back to the beginning
in building the system and theengine around it.
Because now we're talking.
Okay, if we're going to gettactical and measure, what are
the, what are the mini stepsthat are going to get me to the?
We'll call it the big step orthe goal, and it's exactly what
(42:45):
you mentioned there.
And then, okay, how do westructure our day so that we're
getting enough calories and whatare we doing the night before
to ensure that we're going toget a solid breakfast to fuel us
before our run tomorrow?
So I love that.
All of these steps, everythingwe're talking about, is simple
(43:07):
in theory At times, given thatlife happens, can be difficult
in execution because ofunforeseen circumstances, but
when we take the time to getclear on what we want and map it
out, there's no guesswork.
We're eliminating all of theguesswork, which is, I believe,
also where people struggle,because then they get into
(43:30):
analysis, paralysis, they don'tknow what they want, they're not
clear on what they want andwhere they want to go.
Brian, you offer theseresources to people on a monthly
basis and three-year workshops.
How can people really takeadvantage of the 12-week year
(43:51):
beyond purchasing a copy forthemselves?
Speaker 1 (43:56):
Yeah, go to 12weekyearworkshopcom so that's
the number1212weekyearworkshopcom.
We run a workshop.
You can get a copy of the bookand the workshop for like $20,
25 cents to help you crush 2025.
That's the best way.
We go 90 minutes hard.
We unpack the concepts, we'lltalk more deeply about the plans
(44:17):
and the scorecards and allthose pieces that make up the
system that help you perform atyour best right, and we've got
thousands of examples.
We share a few, but we've gotthousands of examples of when
you learn to execute, everythingchanges.
Everything has to be executed.
You have great intent.
If you don't act on itconsistently, it's worthless, it
has no impact in your life, ithas no impact in the world, and
(44:38):
so what you'll find is, when youstart to do that, it's amazing
what you're going to accomplishin 12 weeks, amen.
Speaker 2 (44:45):
What are you most excited about in your 12-week
year?
I almost said 2025, but what'smost exciting about your 12-week
year right now?
Speaker 1 (44:57):
Yeah, we're doing a lot with business owners and
leaders, really helping themapply it for themselves in their
role, but also with their teams.
We've worked with multi-billiondollar companies, had huge
impacts impacts and it'sexciting to be able to help
small businesses and mid-sizedbusinesses and entrepreneurs
really apply it in a way thatthat just accelerates their
success.
So that's that's fun for uswe're excited about that.
Speaker 2 (45:18):
I'm excited for you, brian brian, it's customary to
end the podcast with a rapidfire session, and in that we're
going to ask you three questions.
Now, the amount of time thatyou have to answer the question
is the amount of time that ittakes to go up one elevator
floor.
So imagine you and I are goingto lunch together in some cool
(45:42):
place in Scottsdale.
We're going up three floors.
A new person walks in theelevator on each floor and asks
you one question.
All right, so first person firstperson walks in, they recognize
you, they've read 12 week yearand they ask Brian, what's one
(46:02):
gem that you have, whether it bea quote or a mantra that you
live your life by, that I canput in my back pocket or live my
life by as well.
Speaker 1 (46:14):
Yeah, it's probably the concept of greatness in the
moment, which is this notionthat life is lived in the moment
.
That's what we have, because Ithink everybody thinks if
they're going to be great atsome time in the future, when
the reality is is all we have isright now.
A minute ago is a memory, aminute from now is not here.
God willing, we get to live thefuture, but we have is right
now, and so if we're great inthe moment we're going to be,
(46:35):
the results are going to reflectthat down the road.
So, learning how to justapproaching life with that
mindset instead of puttingthings off, let me be great in
the moment, let me do the thingsI need to do today so that I
can live the life I want to live.
Speaker 2 (46:47):
Be great in the moment Next person comes on.
Brian, what's one step that Ican take today to incorporate
the teachings of the 12-weekyear into my life?
Speaker 1 (47:02):
Yeah, one is just throw out the annual plan, set a
12-week goal.
Yeah, one is just throw out theannual plan, set a 12-week goal
.
Seriously, the annual plan isbetter than no plan.
But but if you've been doingthat, you're ready to take the
next step.
You're ready to level up.
Set a 12-week goal, figure outwhat greatness looks like in the
next 12 weeks something we'recelebrating and then lock that
in.
That is your year.
(47:23):
Get your mind out of.
I've got all this time to catchup if I don't get it done, and
figure out how to get it overthe finish line.
Speaker 2 (47:29):
Last one, and this may be the most difficult one,
brian what's one book besidesyours that we can read in our 12
week year to enhance ourmindset and ensure a prosperous
(47:50):
2025 in the four years that it'sgoing to bring us?
Speaker 1 (47:57):
You know I'm I'm a big believer in mindset.
90% of life is between yourears.
And there's one of my favoritebooks is feel the fear and do it
anyways, by Dr Susan Jeffers.
It's a little paperback.
It went out of print for awhile.
I think it's back in print.
But she looks at people thatexperience a ton of success in
life versus everyone else andshe found that both of them
(48:18):
experience fear when they're onnew ground, but the successful
people do it anyways.
And she's got some key pointsto help you take the action even
when you're frightened, evenwhen you're fearful, even when
you're anxious about it.
And it's a it's just a reallypowerful book, powerful concept.
Speaker 2 (48:32):
I haven't heard that one before, so we'll add that to
the arsenal.
Brian, it's been an absolutepleasure to have you on board.
As I mentioned, you've you'vereally made an impact on my life
since 2021.
And it's an honor to have youhere across from me and share
(48:55):
the experience from the book.
And it's my wish that listenersadopt the 12-week year, buy it,
ditch the annualized thinkingand let's see what we can really
accomplish in this calendaryear 2025 by adopting the
12-week year, 12 weeks at a time, and that is going to help
(49:20):
people win today.
Thanks so much for tuning in.
In a 12-month cycle.
It facilitates procrastination,it facilitates overwhelm and
diffusion.
We came across a concept inathletics called periodization,
and that's where we borrowed thetenets of that to create the
12-week year.
And so when you embrace 12weeks as the year in your
thinking, that's a completelydifferent game.
(00:21):
Everything changes.
That illusion of lots of timeis gone.
Right, that's a completelydifferent game.
Everything changes.
That illusion of lots of timeis gone.
It's replaced with a healthysense of urgency, not the
urgency that people freak out atthe end of the calendar year,
but a healthy sense of urgency,and it focuses on the things
that matter most.
So one of the things you cometo realize different mindset
again is that in a 12 week yearyou can't do it.
Well, you can't do everythingin a calendar year either, but
(00:44):
it seems like you can.
You got that big-ass calendarbehind you.
It looks like there's tons oftime.
You got all this time to getall this stuff done.
The reality is, executiondoesn't happen monthly and
quarterly and semi-annually.
It happens weekly.
It happens daily.
Speaker 2 (01:01):
Welcome to the Wednesday Podcast, a weekly
resource thoughtfully crafted tohelp people build and refine
discipline, accomplish theirgoals, fortify their mindsets
and be of service to somebody inthis world.
My name is Ryan Cass and I'myour host, and it is my mission
and commitment to deliveramazing episodes to you every
week where you'll learn frommyself or a renowned expert in
(01:24):
their field.
We love helping people win inevery aspect of their lives, and
you can help us win by sharingthe show with somebody that you
believe will benefit from it,subscribing and leaving a rating
and review.
We believe that everybody inthis world is meant to do
something great with their livesand we're here to help play a
(01:45):
role in that.
Thank you for tuning in andlet's win today.
Vision is the starting point ofall high performance.
You create things twice firstmentally, then physically.
The biggest barrier to highperformance is not the physical
manifestation, but the mentalcreation.
You will never outpace yourmental models.
(02:08):
Vision is the first place whereyou engage your thinking about
what is possible for you.
That's an excerpt from one ofmy favorite books, the 12
WeekWeek Year, and we have avisionary himself, somebody that
have embodied their work overthe last few years, someone who
(02:32):
has inspired and taught the waysof the 12-week year to
thousands of people all over theworld.
He's a New York Timesbestselling author of 12- 12
Week Year and UncommonAccountability.
Brian Moran, welcome to theshow, sir.
Speaker 1 (02:50):
Hey, great to be here with you.
Really appreciate theopportunity.
Speaker 2 (02:53):
Your book has made a big impact and continues to make
a big impact on countless lives, mine included.
This was one that I first gotintroduced to in 2021, when I
first started my podcast, and myfriend Rachel recommended that
we read this book and this thingis covered with highlights and
(03:17):
markers and chapter notes andI'm so excited to dig in.
But before we dig into theprinciples of the book, I love
to understand our guests andwhat drives these people at the
core.
What is most important for theworld to know about Brian Moran?
Speaker 1 (03:39):
Well, that's an interesting question.
You know, our mission at ourcompany is to change lives.
I feel like that's why we'rehere.
That's a purpose statement.
For me as well is to have animpact, make a difference.
I do that in my business, whichbrings me great joy because I
(04:01):
know I'm having an impact, Iknow I'm making life better for
people and, you know, I feellike that's part of my calling,
and so anytime you can alignyour calling with your vocation,
it's pretty awesome and I feelblessed to be able to do that.
Speaker 2 (04:16):
I love that.
And at what point, brian, ofall the things that you could
have chosen to help people andorganizations with after a
successful career, what had youland on?
This principle of executingwisely with the time that we
(04:41):
have of over, let's say, humanresources development or
back-end technology?
How did we land on theprinciples of the 12-week year
and that being a focus point forpeople and organizations?
Speaker 1 (04:58):
You know.
So what happened for me is Iwas working my way through
college at UPS and they promotedme into management.
I was I wasn't interested in abusiness degree.
I was getting a degree inphysiology to be strength coach,
and I didn't know anyone inbusiness.
I grew up very middle-class, Ididn't know anybody owned a
business, I didn't know of anyexecutive and whatnot.
(05:18):
But what happened for me is, um,through that opportunity, I
kind of got switched on tobusiness and so went from there
to PepsiCo, got promoted, wentfrom there to consulting firm,
got promoted a couple of times,and then I went on on my own and
initially I thought, you know,I'm going to do kind of what
I've been doing.
I'm going to bring new ideas,new techniques to people to help
(05:40):
them perform better.
And as I started working withbusiness owners around that and
and even individuals and topperformers and all the way to
people that were struggling, um,you know, I I realized that
that's not what they needed.
You know, as I started to workwith people, I realized that
they all have great ideas, thatthe breakdown wasn't they needed
(06:00):
a new idea.
What they really needed was away to execute more effectively,
and so it's sort of like thelight bulb went off, and then I
started to work with well, okay,if that's what people need the
most, what's it take to executeat a high level?
And ultimately come into thepoint where we created the
(06:22):
12-weeker system, which is anexecution system, Because
without a system, what happensis you're grinding out, you're
grinding it week in and week out, and which is not not a very
effective way to go at it, andand so, fortunately, as we
worked with the disciplines andprinciples that really drive, um
, you know, execution for us, itended up looking very much like
a system and and and that'swhat it was.
(06:43):
And so you know, that's howthat got created Just working
with people and coming torealize that, look, it's not,
it's not a new idea.
They need it's not another idea.
What they need is they need away to execute more effectively.
Is there a system to do that?
There wasn't on the marketplace, as far as I know, outside of
(07:05):
the 12 week year, I don't thinkthere's any other one that
exists, and so we went to workon okay, what are the
fundamentals of execution andhigh performance, and how do we
put that in a way that peoplecan really execute on that
effectively?
Speaker 2 (07:19):
I love what you say about systems, because it sounds
like to me that over time youdidn't encounter people and
organizations not being driven.
I'm sure that they had thelofty goals, ambitions, desires.
That wasn't the issue, but it'show do we get there in a timely
(07:45):
manner and, ultimately, how dowe form the engine that's going
to allow us to get there?
It makes me think about one ofmy favorite books of all time,
atomic Habits, where James Clearoutlines that, hey, to get
where you want in life, goalsare great, but your goal is
(08:07):
simply a desired outcome.
What gets you there is buildinga system around it.
We don't rise to the level ofour goals, we only fall to the
level of our systems.
So would you say that thebiggest our systems, so would
(08:30):
you say that the biggestoverarching theme or intent of
the 12-week year is really tocreate a sense of urgency for
people and organizations?
Speaker 1 (08:37):
Yeah, it's not just an urgency, it's a focus as well
, right?
So one of the things we foundin the annual environment which
no one had challenged.
So Michael and I started towork with a set of disciplines,
the fundamental disciplines thatdrive execution, high
performance.
But we did it in the contextthat everyone does it, which is
the annual environment.
So you set an annual goal, youbuild an annual plan, you break
(08:57):
it down quarterly, monthly,weekly, and you know what.
We got good results, but wedidn't get what they were
capable of, and we realized itwas that annual environment that
was getting in the way of that,and so it's just too easy in 12
months to put things off.
That's too long a runway infront of us, and there's some
other, there's some otherbarriers in that too.
(09:18):
Like at the planning level, youcan't get tactical, so plans
are conceptual where you can'texecute concepts.
So once you decide thatexecution is the number one
breakdown for people, then youstart to look at things
differently, and so the 12-weekyear is a different mindset as
well as a different way ofoperating, and the two go hand
in glove.
One without the other doesn'twork, and so what happens in
(09:39):
that is in a 12-month cycle.
It's just is in a 12-monthcycle.
It facilitates procrastination,it facilitates overwhelm and
diffusion.
When we came across a concept inathletics called periodization,
and that's where we borrowedthe tenets of that to create the
12-week year.
And so when you embrace 12weeks as the year in your
(10:00):
thinking, that's a completelydifferent game.
Everything changes.
That illusion of lots of timeis gone.
It's replaced with a healthysense of urgency not the urgency
that people freak out at theend of the calendar year, but a
healthy sense of urgency, and itfocuses on the things that
matter most.
So one of the things you come torealize different mindset again
(10:20):
is that in a 12-week year youcan't do everything.
Well, you can't do everythingin a calendar year either, but
it seems like you can.
You got that big ass calendarbehind you.
It looks like there's tons oftime.
You got all this time to getall this stuff done.
The reality is, executiondoesn't happen monthly and
quarterly and semi-annually.
It happens weekly.
It happens daily.
So getting your head aroundthat, aligning your processes
(10:42):
with that, is what's so critical.
And when you do that, it's agame changer and we have people
literally accomplish more in 12weeks than they did all 12
months, and it's not by workingharder or longer, ryan, but it's
a different way of approachingRight.
Speaker 2 (10:55):
Because this is such a perfect time to have this
discussion in January, becausepeople may have written down
their goals.
Just like you see, right behindme with my goals and I'm
looking at what do I want 2025to look like.
But it can be very easy tolet's take into.
(11:15):
Let's use one as an example.
I just launched a mastermindgroup to teach people how to
form unshakable discipline,which talks a lot about systems.
My goal there is to get 100people in the group by the end
of 2025.
So to prevent myself fromsaying, okay, well, I'll make
(11:37):
that big marketing push inAugust, Should the goal be to
let's get a hundred people in bythe end of March, first quarter
, or should it really just bemore of a system which is like
what I'm doing right now is, ifI get two people in per week
over the course of the entireyear, that would.
(11:59):
That would fulfill the goal.
So is it?
We're helping shift this?
I'll wait till August, butshould I rethink my goal there?
Speaker 1 (12:11):
Yeah.
So, first off, quarters arefourth of a whole.
So the 12-week year is not aquarter, the 12-week year is the
whole.
Again, it's a different mindsetand it's not like flipping a
switch, because you and yourlisteners don't even know how
annualized you are, but you'reentirely annualized.
That's because that's the wayyou've always operated, that's
the way everyone operates and noone ever questioned that.
(12:33):
But the 12-week year is astandalone year.
That is the year.
So if you think of the end of25 as four calendar years from
now, if you said four calendaryears from now, here's where I
want to be.
You decide how much to bite offin the first year and then
you're not going to think muchabout the second year till you
get there.
It's the same thing here.
It's just a compressed cycle.
(12:54):
But one of the things peopletend to do, because they're
annualized, they take the annualnumber, they divide it by four,
because they're used to workingin quarters.
Well, if you do, if you do that, that's probably limiting.
I like to tell the story of ouraudra barbeau, who called me on
september 7th.
She said brian, I just got offthe phone with my boss.
(13:14):
I hit my annual goal.
No one else in the company hadwas even close to their goal.
By the end of december she haddoubled it.
Wow, that would have neverhappened had she taken the
annual goal and divided it byfour.
So it's a process of reallyunderstanding what's the best 12
weeks you've ever had.
What kind of capacity do youhave to work on strategic
activity?
Are you willing to do the heavylifting to get the job done?
(13:36):
You know, and typically you canaccomplish it a lot sooner than
you thought when you embrace itas the year, because there's a
again a different mindset,there's a different sense of
urgency that goes with that.
12 weeks, brian, is long enoughto make amazing progress, but
near enough where I don't losesight of the, the deadline.
(13:57):
So never do I get complacentabout oh, I can do that next
week, and that's the key.
One more thing done this weekand one more done the next and
the next and the next, andpretty soon that inflection
point starts to move upward, andso I wouldn't say flat out no,
take it all in 12 weeks.
But you might and we've had alot of people accomplish more in
12 weeks than they did in theprior 12 months.
Thousands of people do that,but you know it's an individual
(14:20):
situation.
What I would say is take 12weeks and set a goal that's
worth celebrating.
Throw that annual plan out andthink of that as a four-year
goal and then focus in on whatit's going to take to get that
over the finish line by the endof March, and then we'll worry
about next year, which will beyour next 12-week year.
Speaker 2 (14:40):
Do you recommend or have you because what I think
about is okay what could someonethink here?
Well, if I have four years inone, then could I wait until
next year to start working onthis.
Have you ever introduced orrecommend any sort of
(15:10):
consequence consequence notbeing some sort of physical
thing, obviously, butconsequence being okay?
Michael, michael or tim orsally, you said that you're
going to generate ten thousanddollars in sales by the end of
March, year number one, and ifwe don't do that, then X happens
(15:33):
.
Are there any sort of factorslike that that have been used or
you recommend to help keeppeople going and pushing forward
on that particular year?
Speaker 1 (15:45):
Yeah, yeah, there are people that do that.
We don't recommend it.
Especially negativeconsequences.
I mean, if you've got a strongvision of what you want to
accomplish, is there a biggernegative consequence than I'm
missing it?
I'm not living the life I'mcapable of living.
So the total here is fivedisciplines, and that first is,
is the cornerstone.
It's really establishing avision for your life that's
(16:07):
compelling that that, anythingless than that, is a negative
consequence.
So you don't need an externalconsequence or or or something
that's manufactured.
There's, there's, real, youknow discomfort in my being.
There's, there's, you know,that disconnect from the life I
really know I'm capable ofliving and I want to live.
(16:28):
So we don't, we don't try andmanipulate it with outside
consequences.
There are natural consequences.
You know we do use thecelebratory type of consequences
.
So when I hit this goal, whatam I going to do to celebrate?
And sometimes I'm not evencelebrating the outcome, I'm
celebrating the progress I made,because in the end, what your
(16:50):
listeners need to understand isyou don't control the outcomes,
you control the actions, and ifyou get too fixated on the
outcomes, it becomes paralyzing.
So we don't put nearly theemphasis on the outcomes as we
do the actions, because that'swhat we can control.
So I may or may not hit thegoal, but if I did everything I
could to hit the goal, I'mcelebrating the heck out of that
, because there's learning inthat.
(17:10):
There's self esteem built,self-efficacy, um.
There's motivation, um.
There's confidence built.
I mean all kinds of good thingscome out of that, um.
But we don't, we don'tmanufacture negative
consequences because for ourclients and for us, just missing
the mark, you know you'remissing out on the better things
in life that you want.
(17:31):
So there's a connection betweenthe actions of the goal and the
life.
Speaker 2 (17:36):
And to your point, when you're truly going after
something big in a 12 weekperiod, as you mentioned the
beginning, and there's countlesstestimonies on your website
your results speak forthemselves that even if maybe
you you you didn't hiteverything, most people will
(17:56):
have done more in that 12 weekperiod than you would in an
entire 12 month period.
So you're still winning.
You're winning and for peopleto win in 2025, you mentioned
that and there are fivedisciplines in the book which I
wrote down, the first beingvision, planning, process
(18:20):
control, measurement and timeuse.
Now, we're not going to getwhere we want to go in life if
we don't know where we want togo To help craft a compelling
vision for our lives.
And here in this new year, aswe're in January, what are some
(18:42):
things that people can do orinventory?
They should take reflectivequestions.
They should ask themselves tocraft this compelling vision
that they can then throw intotheir 12-week year approach.
Speaker 1 (18:57):
Yeah, one of the things you can do is you can
list kind of the different rolesyou have in life.
So you have a role.
You and I probably have a roleas a son if your parents are
still alive mine are gone,though or a daughter, as a
sibling, as a spouse, as afriend in my business, in my
community, and just look at thevarious areas and think about
you know, what's what?
What am I capable of in thisarea?
(19:18):
What am I capable as a father?
What would?
What do I want that to looklike?
Right, what am I capable of inmy family?
What am I capable of in mybusiness?
What am I capable?
And you start to look at thatand you take the.
You start to take theboundaries off and really dig
into what's in your heart, notwhat society says you should
value, Not what someone elsemaybe told you success looks
(19:38):
like, but what does success looklike for you?
You decide it's your life andyou start to look at these
different areas and just ponderyou know, if I were to do my
best in that each and every day,what would be different for me
three years down the road, fiveyears down the road, ten years
down the road.
What kind of life could Iexpect to live?
Material things, non-materialthings right.
(20:00):
And just notice your thinking,where you start to limit
yourself.
Right, you think about well,I'd like to have my own jet.
Well, that's not going tohappen.
Well, it's not going to happenunless you make it happen.
But I, I have friends that havetheir own, so so you know what
I mean.
It's really about.
What do you want, though?
Maybe that's not important toyou, maybe maybe having close
family relationships where youtake vacations and you create
these memories right, that'simportant to you.
(20:22):
So, so what you want to makesure is that you get what
matters to you, and in the end,you define what great looks like
Not good, don't settle for good.
And in the end, you define whatgreat looks like Not good,
Don't settle for good.
God willing, you're here, let'smake it great.
And then we start to definethat.
We get it on paper, and it'sgoing to be uncomfortable,
(20:46):
because if you've got a goodvision, it's exciting, and it's
uncomfortable at the same time,because there's stuff on that
paper that maybe you've beenreluctant to even say it out
loud before.
Speaker 2 (20:54):
That's the kind of stuff you want to get at,
because that's the stuff thatmakes life really rich.
Have you developed a gauge forthe things that we want in life
and what you mentioned there,that hey, get it on paper even
if it scares the living hell outof you and sit with it for a
minute?
Hell out of you and sit with itfor a minute?
(21:16):
Have you developed a gauge now,doing this for many years as to
what's attainable, what'sextreme, maybe what's not
pushing yourself enough?
Because it's something that Iwrestle with from time to time
and question myself Okay, forinstance, instance, endurance
sports I'm constantly pushingthe limit there.
This year I'll be runningacross the entire state of south
(21:42):
carolina over 220 miles.
I just ran 150 miles in onesitting in october and I'm
constantly looking at okay, is300 miles enough?
Is 700 miles too extreme?
And I often explore with thatgauge, and some of my friends do
as well.
Do you have any, any thoughtleadership you can provide to
(22:05):
that?
Discipline is a key component ofthis podcast and a key thing
that we preach.
We view discipline as the fuelto help you create the life that
you ultimately desire, anddiscipline being the fuel that
(22:27):
gets your habits and systems incheck so that you can actually
accomplish your goals.
That gets your habits andsystems in check so that you can
actually accomplish your goals.
If you're looking to level upin 2025, I am happy to be a part
of that and encourage you tojoin the Unshakable Discipline
Mastermind Group.
This has been my baby for acouple years and we're finally
launching it here in 2025.
(22:49):
The group consists of aself-paced course that teaches
you how to form core habits andmindset that will allow you to
accomplish your goals.
A daily accountability channelto keep you on track, motivated
and in alignment with ourmembers.
And weekly mastermind sessionswhere you're going to learn from
either myself or a suite ofrenowned guests many who have
(23:13):
been on the podcast that aregoing to share pieces of their
winning playbooks directly withyou.
I've learned that being a partof groups over the years has
helped propel me to so many newlevels in life.
If you want to go fast, go alone.
If you want to go far, then gotogether, and it's my wish that
(23:37):
the Unshakable Crew is a choicethat makes sense for you in 2025
.
We are growing up to 100members this year and have
limited time founding memberpricing for 12 more folks before
we permanently increase pricingto $97 a month.
(23:57):
You can get in now for $67 amonth, locked in for life, and
be a part of the adventure thatwe're creating with our members.
If you're somebody that cravesdiscipline with our members, if
you're somebody that cravesdiscipline, seeks it or wants it
this year, and you're reallycommitted to making lasting
(24:20):
changes in your life and beingaround others that are committed
to winning and serving theworld and sharing what they
learn with others so that wemake this world a better place,
then join the Unshakeable crew.
Go to unshakabledisciplinecomand you can sign up.
It is also in the show notesUnshakeable shake, as in
milkshake,unshakabledisciplinecom, and
(24:44):
we're excited to have you in2025.
Let's go.
Speaker 1 (24:51):
Well, I think it's what you said, right?
What matters to you, and andwhat happens is, as we
accomplish things, then, then westart to think bigger and
bolder, right and.
And so oftentimes when you startout it's you think you're
thinking big and then you lookback and you go man, was I
thinking small?
That's just part of the process.
You, you know it's really hard.
(25:12):
I mean to have it be real right.
We see people that you knowthey're young, they're starting
their career and they're goingto have this amazing success.
That's a joke, because theydon't even know what it takes to
get there.
They're not, they're notwilling to pay the price.
But once you start reallypaying the price and you start
accomplishing things in yourlife Like you run that marathon
(25:32):
and you set a PR, and then youcome back and you do this, or
whether it's in your businessNow you start to get a sense of
boy, I'm capable of more than Iknow.
And I start to think bigger andbolder.
And where you stop is really upto you.
That's a personal thing.
I would never want to throttleanybody in terms of what's
possible.
I mean, you know, if we didthat, there'd be so many things
(25:53):
that we enjoy today thatwouldn't be around.
Like you know, the medicaladvancements, from artificial
hips and knees to transplants,to scanning technology, to all
that there'd be.
You know, space travel wouldn'thappen.
And when Kennedy challengedpeople to put a man on the moon,
the U?
S we couldn't get a rocket shipoff the launching pad.
You know, had we waited, itwould have never happened.
So I really think it's aprocess of, though, just pushing
(26:20):
your boundaries out we call iton the skinny branches as far as
you can go, and then chasingthat, and then and then, when
you get there, guess what Newopportunities are going to open
up new vistas, and they're goingto be bigger and bolder than
the last one, one thing that Ishared in my mastermind group
last week that goes along withthis.
Speaker 2 (26:36):
Especially since we're in the new year, I like to
challenge people's thoughts,process and their belief systems
, and I was having aconversation with a mentor that
dropped this quote, which then Iimmediately shared with the
group and I'm going to share ithere as well, because I believe
it highlights what you're sayinghere, brian.
The unconscious will allow usto have only what we believe we
(26:59):
deserve.
If we have a small view ofourselves, then what we deserve
is poverty, and our unconsciouswill see to it that we have that
actuality will see to it thatwe have that actuality.
Speaker 1 (27:15):
Yeah, earl Nightingale, who was one of the
first guys in the personaldevelopment space decades ago,
said it this way.
He said you become what youthink about, and so if you think
about small things, you becomesmall.
If you think about big things,you become big as long as you're
willing to act on them.
But part of that is part of youtraining yourself to act on it.
(27:35):
Is that those, that vision,becoming real.
If it's something that I thinkis just somewhere 10 years from
now, you know it's going to feelgood occasionally, but I'm not
going to act on it when I reallystart to see it as possible.
For me, that's when it getsexciting, and so the way to do
that is to be able to try it onand and and really entertain the
(27:56):
question of what if?
You know well, I probably can'trun 700 miles, but what if I
could?
What would be different?
What would be different for me,for my family, for my community
, for the people I work with,for the people I'm trying to
inspire, for my podcast audience?
Right, what would?
And?
And you, just you sit with thewhat if, because at the starting
gate is not the time to figureout the how.
(28:16):
It's got to be aboutpossibility.
And as you become comfortablewith that and you and you go
from this being reallyimpossible to possible, now we
can start to talk about the how.
How might I do that?
What would I need to dodifferently?
What different things would Ineed to do?
How would I need to adjust mytraining, my sleep, my food
intake, all of that stuff?
(28:40):
Now we're working on it.
Why?
Because we see it as possiblefor us.
I mean, you're a runner, it's afour-minute mile thing.
Right up until that time,everyone said impossible.
Medical community, we're notbuilt to do that.
Roger breaks through thatrecord and then other people do
boom, boom, boom, boom, boom.
Well, what happened?
Well, it went from a collectiveimpossible to possible, yeah,
(29:02):
and now high schoolerschallenging the mark, but it's
the same in every area of ourlife.
Speaker 2 (29:08):
It makes me think about the.
I was having a conversationwith someone this week that on
Sunday, the American halfmarathonlong record previously
held by Ryan Hall when he ranthe Houston Marathon on Sunday,
(29:30):
he finished in 59 minutes and 17seconds Fastest American by
nearly 30 seconds.
And now I think about who'sgoing to be the first American
to break 59 minutes, going to bethe first American to break 59
minutes, and how many people areactually capable of running
(29:50):
that 59-17 right now.
But they just didn't believe it.
And now Connor is a pathfinderfor additional Americans to come
into the mix and become fasterand faster and faster.
Same thing with Elliot Kipchoge, who was the first man to run
(30:10):
the sub two hour marathon.
There will be a day, brian,where sub two hour marathons
become the standard for winningthe world majors.
We're not there yet, but all ittook was one person to test and
defy the limits and ultimatelybelieve in themselves.
Speaker 1 (30:34):
So you see it in the Olympics all the time.
Right, I mean, but it's thesame in non-physical events as
it is physical, it first happens.
If you can't create it mentally, you'll never create it in the
physical universe.
Amen.
Speaker 2 (30:48):
And I love, I love at the beginning of the book.
That's why we started with withthat quote great things.
Great things happen twice whenthey happen in your mind first,
and if they can't happen in yourmind, they're not going to
happen right in front of you Nowthat we've gotten clear on
vision and we've uncoveredhere's some steps that people
(31:08):
can follow, in addition to someencouragement for their belief
systems.
How can we then put this intointo play so we know what we
want?
Is there a set number of goalsthat we should have in a 12-week
(31:37):
?
Speaker 1 (31:37):
year, or is it the less equals more approach?
It's really the latter, and thereason is is because every time
you add one more goal, theprobability of you being great
at any of them diminishessignificantly.
So you know, I'm sure yourlisteners have heard the slogan
less is more Well.
The first time I ever said that, I hated it.
I'm like no, it's not.
More is more Well, it's notwhen it comes to achieving,
(31:58):
because you have limitedcapacity.
You have limited time, limitedenergy, limited intellect,
limited resources, right, it'snot a slam, it's the reality.
So every time you pile on onemore thing, it just spreads you
thinner and thinner and thinner.
So it's, it's the same at thegoal level, same at the tactical
level, right?
We're always looking to create aplan that's very focused.
So people go well, I got abunch of things I want to
(32:20):
accomplish.
Okay, if you chase them all,you're going to be mediocre at
everything.
How about?
Let's be great at a few thingsversus mediocre at many?
And, by the way, we're lookingat 12 weeks.
So 12 weeks goes by pretty fast.
So if we took the one or two topthings in your life and we move
the needle over the next 12weeks and then we did that again
(32:41):
the next 12 weeks and again thenext 12 weeks.
In a very short period of timeyour life is tremendously
different, but it comes throughthe focus.
It's a difference between afloodlight or a you know,
overhead light and a laser beam.
It's still light, but when youfocus that, when you focus that
light, you can cut through steel.
It's the same for you and I.
When we focus our energies,there's no telling what we're
(33:04):
capable of, and that's part ofhow our clients are able to
accomplish so much more.
They're not trying to doeverything right, otherwise it'd
be really stressful.
We're not trying to takeeverything you do in 12 months
and cram it into 12 weeks.
We're focusing on a few thingsand being more consistent with
the actions that matter most.
Speaker 2 (33:21):
We've got something else that can help us accomplish
a lot in 2025.
Got something else that canhelp us accomplish a lot in 2025
, in addition to implementingthe elements of the 12-week year
that Brian is so amazinglydishing out to us, and that is
Magic Mind.
Magic Mind is an absolutegame-changing supplement that
helps keep me focused and in azen-like state, especially when
(33:43):
I'm about to start my mostdifficult task of the day.
If you're like me, you knowthat it can be difficult at
times to be focused andproductive and stress-free with
everything going on, as many ofus are juggling many hats and
are very ambitious and have manycoals in the fire.
There is a way to still staysharp, feel relaxed and power
(34:07):
through your day, and that'swhere Magic Mind comes in.
It's a little two-ounce shotthat has an incredible
ingredient, such as ashwagandhaand L-theanine, which are both
known for reducing stress,helping you stay calm and
focused and powering throughyour day.
What I really love about thisis that it helps improve focus
(34:29):
and mental clarity, whetheryou're tackling a tough project,
working through a long to-dolist or you just need to say
start for the day ahead.
Magic Mind is offering anamazing special right now 45%
off using code WINTODAYJAN, thatis WINTODAYJAN J-A-N.
You can go to magicmindcomslash WINTODAYJAN for 45% off to
(34:56):
increase your focus, reduceyour stress and make 2025 an
amazing year.
Speaker 1 (35:02):
And what happens is one more on top of one more on
top of one more on top of onemore on top of one more, and in
12 short weeks it can be a very,very different outcome.
Speaker 2 (35:10):
I was surprised when I read an article a few years
ago that looked into theday-to-day life of Jeff Bezos
when he was still the CEO ofAmazon.
And, contrary to what Ibelieved, and probably what many
people believed at the time wasthat you'd think Jeff Bezos, as
a CEO of Amazon, he must do5,000 things a day.
(35:34):
I mean, he's got Amazon Primeto worry about.
He's got the Whole Foods, theWashington Post.
He's got Prime Video so manydifferent meetings, post.
He's got prime video so manydifferent meetings.
And what he said about his day,brian, is that a good day for
him is if he makes three gooddecisions in a day and if
(35:55):
anything is mentally taxing,let's say, at three or four
o'clock in the afternoon thatthen becomes a 10 am or 8 am
meeting the next day whenthere's more mental capacity.
(36:17):
And I thought, wow, if one ofthe most arguably successful
people in the world from amonetary and business
perspective said that he'sfocused on no more than three
good decisions in a day, focusedon no more than three good
decisions in a day, why would wethink that we need to do 50 to
100 things in a day and then getmad when we only accomplished
six and as we move through thisprogression here with vision
(36:42):
being clear and making sure thatyou've got less but more
meaningful goals in your 12 weekyear.
One thing I love that I wroteup, I marked up in the book, is
getting into the system.
You introduce a lot ofdifferent scorecards and the
(37:03):
concept of leading and lagindicators.
So what's an example?
If we made an example goal andbroke that down, we're clear on
what we want.
Now how do we incorporate thesystem around it using the
scorecard and tools introducedin the book?
Speaker 1 (37:26):
Well, the first thing we need to do, ryan, is we need
to get a tactical plan, not aconceptual plan, and that's
going to take some training,because people don't even know
they're planning conceptually.
They plan conceptually partlybecause they're in an annual
environment, partly becausethey've never been taught to
plan differently.
But, for instance, a conceptualplan would be exercise or diet,
or, if you're in sales, getreferrals, cross sell, things
(37:49):
like that.
They're great concepts, butconcepts don't execute.
So we've got to get verygranular.
The statements in the plan haveto describe an action you can
take Run five miles per day,five days a week, something like
that.
Okay.
So that's the first step.
And we're not looking foreverything you can think of.
We're looking for the criticalfew, so there's a way to sort
(38:09):
those, so we get the high payoffactivities, so we're not trying
to burn ourselves out trying todo everything.
Okay, so that's the first thing.
Without a tactical plan, anykind of feedback or scoring is
worthless.
So people get together, theytalk about all, and that's why
they their, their conversationsare surface and their opinion
base, because their plan isconceptual.
(38:30):
When you get a tactical plannow, you're getting feedback
that's really specific, soyou're going to know which
tactics worked and which onesdidn't, because the reality is
there's no perfect plan.
I don't care how many plansyou've written I've written
thousands and seen thousandsthere's no perfect plan.
So you got to go out there andexecute it and then pay
attention for feedback.
Well, when you got a conceptualplan, the feedback is vague.
(38:52):
When you got a tactical plan,it's very specific.
So you know what worked andwhat didn't work.
And, along the way, we're goingto measure a couple of things.
We're going to measure theoutcomes, we're going to measure
the lead and lag.
So you know if you're trying torun a marathon in a certain
amount of time.
We're going to measure that,and the lead indicators are
going to be is my scoreimproving every week, or my time
(39:13):
improving every week, or am Idoing the things I need to do
Right In a sales environment?
The lag is sales.
The leads are maybe referralsor proposals submitted, or
things like that or things likethat.
So we're going to track thoseoutcomes.
Most importantly, though, we'regoing to score the execution,
(39:35):
because, again, that's what Ican control.
So we track the lead and lags,we score the execution, and in
those two sets of numbers, wehave everything.
We need to know where to adjust,because if there's a breakdown,
it's one of two places it'seither in the plan I don't have
the right tactical plan or it'sin the execution I'm just not
doing it.
Where do you think it is?
Most of the time, probably I'mnot.
Where do you think thebreakdown is?
(39:57):
In the plan or the execution?
Yeah, 80%, 90% of the time.
But what do most people do isthey go change the plan.
Well, why do they do that?
Well, partly because it'seasier, but partly because they
don't have a way to pinpoint thebreakdown.
With the 12-week year, you'llknow because we're scoring the
execution and so we know everyweek how I performed as the CEO
(40:20):
of my world.
I'll know if I'm the 30percentile or 90 percentile and
they'll know why.
And that's really critical.
Speaker 2 (40:26):
That's one thing that I love throughout the book is
that there are so many differentplaces for it's really.
People get to interact with thebook and you can actually write
out what your, what your, whatdoes your vision look like, and
there's examples of thescorecard throughout the book.
(40:48):
I actually read this when I wasgetting ready to qualify for
the Boston Marathon andqualifying for the Boston
Marathon, and I'm looking forthe page where I wrote the exact
example.
But I wrote Boston Marathon lag.
(41:11):
Lag indicator.
My lead indicators are myweekly running mileage and my
paces.
What's my progression?
So I'm saying that to hopefullyprovide some additional context
to people like hey, this is.
It's as simple as here's thatone goal.
(41:32):
And then here's what I'mlooking at week in and week out.
Speaker 1 (41:38):
Now the the additional thing to that would
be scoring the tactical plan.
So the tactical plan might beyou know, I consumed X amount of
calories, or you know, a gramand a half of protein for every
pound.
You know, whatever that diet is, there may be a number of
tactics around that.
It may be that I got, you know,minimum eight hours of sleep
(41:59):
every night.
I drank twice my weight inounces of water.
Right, I ran a minimum of fivemiles every day.
You know, those are the tacticsin the plan that we're going to
put a score to as well, becausethat's what we can control.
That's what, ultimately, isgoing to drive your success in
the event, or your success inbusiness, or your success in
life, whatever it is, and soit's those two sets of measures
(42:22):
that really matter.
Speaker 2 (42:23):
And that ultimately brings us back to the beginning
in building the system and theengine around it.
Because now we're talking.
Okay, if we're going to gettactical and measure, what are
the, what are the mini stepsthat are going to get me to the?
We'll call it the big step orthe goal, and it's exactly what
(42:45):
you mentioned there.
And then, okay, how do westructure our day so that we're
getting enough calories and whatare we doing the night before
to ensure that we're going toget a solid breakfast to fuel us
before our run tomorrow?
So I love that.
All of these steps, everythingwe're talking about, is simple
(43:07):
in theory At times, given thatlife happens, can be difficult
in execution because ofunforeseen circumstances, but
when we take the time to getclear on what we want and map it
out, there's no guesswork.
We're eliminating all of theguesswork, which is, I believe,
also where people struggle,because then they get into
(43:30):
analysis, paralysis, they don'tknow what they want, they're not
clear on what they want andwhere they want to go.
Brian, you offer theseresources to people on a monthly
basis and three-year workshops.
How can people really takeadvantage of the 12-week year
(43:51):
beyond purchasing a copy forthemselves?
Speaker 1 (43:56):
Yeah, go to 12weekyearworkshopcom so that's
the number1212weekyearworkshopcom.
We run a workshop.
You can get a copy of the bookand the workshop for like $20,
25 cents to help you crush 2025.
That's the best way.
We go 90 minutes hard.
We unpack the concepts, we'lltalk more deeply about the plans
(44:17):
and the scorecards and allthose pieces that make up the
system that help you perform atyour best right, and we've got
thousands of examples.
We share a few, but we've gotthousands of examples of when
you learn to execute, everythingchanges.
Everything has to be executed.
You have great intent.
If you don't act on itconsistently, it's worthless, it
has no impact in your life, ithas no impact in the world, and
(44:38):
so what you'll find is, when youstart to do that, it's amazing
what you're going to accomplishin 12 weeks, amen.
Speaker 2 (44:45):
What are you most excited about in your 12-week
year?
I almost said 2025, but what'smost exciting about your 12-week
year right now?
Speaker 1 (44:57):
Yeah, we're doing a lot with business owners and
leaders, really helping themapply it for themselves in their
role, but also with their teams.
We've worked with multi-billiondollar companies, had huge
impacts impacts and it'sexciting to be able to help
small businesses and mid-sizedbusinesses and entrepreneurs
really apply it in a way thatthat just accelerates their
success.
So that's that's fun for uswe're excited about that.
Speaker 2 (45:18):
I'm excited for you, brian brian, it's customary to
end the podcast with a rapidfire session, and in that we're
going to ask you three questions.
Now, the amount of time thatyou have to answer the question
is the amount of time that ittakes to go up one elevator
floor.
So imagine you and I are goingto lunch together in some cool
(45:42):
place in Scottsdale.
We're going up three floors.
A new person walks in theelevator on each floor and asks
you one question.
All right, so first person firstperson walks in, they recognize
you, they've read 12 week yearand they ask Brian, what's one
(46:02):
gem that you have, whether it bea quote or a mantra that you
live your life by, that I canput in my back pocket or live my
life by as well.
Speaker 1 (46:14):
Yeah, it's probably the concept of greatness in the
moment, which is this notionthat life is lived in the moment
.
That's what we have, because Ithink everybody thinks if
they're going to be great atsome time in the future, when
the reality is is all we have isright now.
A minute ago is a memory, aminute from now is not here.
God willing, we get to live thefuture, but we have is right
now, and so if we're great inthe moment we're going to be,
(46:35):
the results are going to reflectthat down the road.
So, learning how to justapproaching life with that
mindset instead of puttingthings off, let me be great in
the moment, let me do the thingsI need to do today so that I
can live the life I want to live.
Speaker 2 (46:47):
Be great in the moment Next person comes on.
Brian, what's one step that Ican take today to incorporate
the teachings of the 12-weekyear into my life?
Speaker 1 (47:02):
Yeah, one is just throw out the annual plan, set a
12-week goal.
Yeah, one is just throw out theannual plan, set a 12-week goal
.
Seriously, the annual plan isbetter than no plan.
But but if you've been doingthat, you're ready to take the
next step.
You're ready to level up.
Set a 12-week goal, figure outwhat greatness looks like in the
next 12 weeks something we'recelebrating and then lock that
in.
That is your year.
(47:23):
Get your mind out of.
I've got all this time to catchup if I don't get it done, and
figure out how to get it overthe finish line.
Speaker 2 (47:29):
Last one, and this may be the most difficult one,
brian what's one book besidesyours that we can read in our 12
week year to enhance ourmindset and ensure a prosperous
(47:50):
2025 in the four years that it'sgoing to bring us?
Speaker 1 (47:57):
You know I'm I'm a big believer in mindset.
90% of life is between yourears.
And there's one of my favoritebooks is feel the fear and do it
anyways, by Dr Susan Jeffers.
It's a little paperback.
It went out of print for awhile.
I think it's back in print.
But she looks at people thatexperience a ton of success in
life versus everyone else andshe found that both of them
(48:18):
experience fear when they're onnew ground, but the successful
people do it anyways.
And she's got some key pointsto help you take the action even
when you're frightened, evenwhen you're fearful, even when
you're anxious about it.
And it's a it's just a reallypowerful book, powerful concept.
Speaker 2 (48:32):
I haven't heard that one before, so we'll add that to
the arsenal.
Brian, it's been an absolutepleasure to have you on board.
As I mentioned, you've you'vereally made an impact on my life
since 2021.
And it's an honor to have youhere across from me and share
(48:55):
the experience from the book.
And it's my wish that listenersadopt the 12-week year, buy it,
ditch the annualized thinkingand let's see what we can really
accomplish in this calendaryear 2025 by adopting the
12-week year, 12 weeks at a time, and that is going to help
(49:20):
people win today.
Thanks so much for tuning in.
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