Grow, Scale, Succeed: Implementing the Right Processes in Your Business

In this episode, Jory and Tyler dive into the unsexy but critical topics of preparation, processes, and systems in business. They discuss why entrepreneurs must proactively implement scalable systems to handle rapid growth, reduce complexity, and avoid getting overwhelmed when demand spikes. Jory shares practical examples and thought exercises to help business owners streamline operations.

Episode Transcript

(00:00):
Welcome to
the Built to Lead
podcast.
Great.
What's
what
are we talking about
today?
Today's episode.
Of Gold.
Like I said earlier,
this is the sexiest
topic we've done yet.
Tell me. And.
I'm excited.
As you should be.
You know, it's
this is
an exciting thing.
Business, sex,

(00:20):
business stuff,
right? yeah.
So the most
sexy thing
that we are going
to talk about on
this podcast
is preparation
and processes
and systems.
man. Yeah.
It's like I'm
getting goosebumps
just thinking
about it.
All the
librarians out
there is just like,
yeah, yeah.
It's like
Dewey Decimal.

(00:41):
Yeah,
that's great.
So yeah,
preparation,
processes and systems
and, you know, we're
I think this
is number ten
of our kind of series
on building
businesses.
And I would be remiss
if we didn't
go down this road.
I was thinking about
earlier,
and the reality here
is, is that

(01:02):
when you start
a business,
the big dream,
the exciting thing
is you're going
to go out,
you're going to
make the sale,
and they're going
to tell their friend
and they're going to
tell their friend
and you're going
to make the deal
and you're going
to get flooded
with customers.
That's the dream.
But what
we want to do.
Right on to. You.
You're just going to
be so many customers
and I'm going
to be so successful
and we're going to
make so much money.
And the reality
of that is,

(01:22):
is that if you go
and do that first
and you don't
have preparation
processes
and systems,
you're not
going to be able
to meet the demand
and you're going
to look terrible.
You're going to
your business
is going
to disappoint
your customer
because you're not
going to be able
to provide
the service
fast enough
or quick enough or.
Right.
Consistency.
You're not
going to be able

(01:42):
to get them
the product
that they want
fast enough.
They're going to
have to wait.
They're going
to be frustrated
or delayed
or whatever it be.
Right.
And so
you can't
be excellent
when the
demand comes,
when it comes
your way
and you
finally have that
success moment
and you're going
to skyrocket
to the moon.
We don't have our
our preparation,
our process
and our
systems in place.

(02:03):
We're we're going to
like we're
going to stumble
and trip
and miss
that opportune.
We're actually not
going to be able
to take advantage
of that opportunity.
Right. Right.
And so that's why
this is such
an important topic.
Sexy or not,
this is the reality.
This is
part of
the foundations
of of being excellent
and good in business.
Right.
There's a quote that
I wanted to say

(02:23):
here that I think
is really strong one,
and I really like it.
The secret of success
in life is for a man
to be ready
for his time
when it comes.
Benjamin Disraeli.
Like that one.
And that and
that's really
what it comes down
to, is
you need to
be prepared.
You need to have
things figured out,
systematized,

(02:43):
controlled
and organized
so that when
the moment comes,
you're
prepared to
take advantage of it.
Yeah, right.
So that's it.
That that's
that's going to be
the topic today.
And I'm
excited about it
because it's funny.
I am I'm
pretty passionate
about systems.
I like building
systems
and processes.
I won't say
like building
processes,
like the whole step
by step

(03:03):
and writing them out
and creating
a standard
operating procedure.
Not my most
exciting moment,
but if you
have a problem
or frustration
that requires
a process or system
to solve it, or
I see you like.
Do you like
the innovation
side of this?
Figuring out
how to solve
a problem?
Yeah,
like creativity.
During that process.
That we
were talking about
that earlier too.
It's like
in the book MFA,

(03:24):
they break
every person down
into three roles.
So one's
an entrepreneur,
one's a manager
and one's
a technician.
Very interesting.
Yeah, which.
I would
go back to that book
many, many times.
I highly recommend
the book.
There's
a lot of things
for for
especially new
entrepreneurs
and businesses
in there
that can really help
you set it up.
But the reality is
when it comes to
creating processes

(03:45):
and systems
and stuff like that,
you kind of need
all three people
to input
to it, right?
Because in
entrepreneurs, you're
kind of creative,
comes up with ideas.
And so it's like,
okay,
we that
we have this problem.
The technician
I have this problem
or the manager
is going to say,
I have this problem
and they don't
necessarily
have the creativity
or the
want to come up with

(04:06):
how we're going to
solve the problem.
They're just
frustrated
with the situation
that they're in.
So the creativity
of the entrepreneur
coming in
is how we come
to that solution.
We go, okay,
what about this?
What about that?
What about this?
Could we do this?
Could we do that?
And that was
really great.
But then you need
the technician to go,
That's not
going to work,
because if
you do this,
then this isn't
going to happen.
Or I can't do that

(04:26):
because this is
how I do things
or they're going
to create
all the roadblocks
for you
that you have
to kind of create
a system, go around,
and then once
you create
the system,
you've got to get
the technician
to follow it
and do it
consistently.
So who's
going to make sure
that happens?
You know,
the manager. Manager.
The manager
loves a good system
and will stay inside
of a good system
and will execute

(04:46):
on that system
and keep it
consistent,
rolling and smooth.
But they don't
necessarily
always want
to create it.
They'll organize it
and they'll
control it
and they'll
run the system.
But you need
the creativity,
you need
the experience
of the
front line technician
and you need
a manager to run it.
So you need all these
kind of
different
personalities
involved to be
good at
creating systems
and executing
on them.

(05:06):
Right, right.
Yeah. Okay.
That makes sense.
And that's the book
E-Myth.
E-Myth is that's
the one
of the chapters Break
the Personalities
Down,
which I found really
helpful for me.
And I know
you've said
many times
that you found
you wish you'd read
that book
20 years ago,
You understand?
Stand yourself
and you're
like your gifts
and your skills.
Yes.
yeah, absolutely.
Especially in this
in this arena,

(05:27):
in even just at work
where my job
used to have.
Just knowing
that side
would have
been so helpful
because then I would
have sought out
the people who are
are going to
fulfill
some of those
other roles
better than I do.
Right.
Well, it's
you create a
team of these.
We need a variety
of personalities
and skill sets,

(05:48):
create a strong team.
And so when you know
where you sit
and like,
it just
kind of aligns,
then you
fall into that
and you do your part
and everyone succeeds
because you're doing
what you're good at
and passionate
about and gifted in.
Yeah,
one one question
that comes to mind
is this
If you're running
a business,
is this something
that's just going
to naturally

(06:08):
this is the
natural outcome?
Is it organic
or is it
something that
you would
be more
purposeful about
in doing?
Yeah, I think
I would say
there's two
parts to that
because there's
a natural
and an
unnatural aspect
to systems
and processes
and preparation,
right?
I think
preparation
in general
is unnatural.
Like we just want
to kind of
take things
as they come
as a human going.

(06:28):
So you
go with the flow,
you do the thing,
a problem comes,
you figure it out.
So naturally
when we start
a business,
we have a
really good idea,
especially because
the entrepreneur
usually is
the business
starter, right?
So they got
a good idea
and they've got
a creative thing
and then they
start doing it
and then problems
arise, right?
And so,
you know,
they can
solve problems
and create ideas
and things like that.
But then they don't.

(06:48):
They struggle
to maybe
run the system
and keep it
consistent
and do
all those types
of things.
Yeah,
the frustration is
what is the
natural part
is that when things
increase in volume,
so you
you make one sale,
you deal
with one customer,
you make one product,
no big deal.
What I'm doing
right now works.
That's great.
Okay, do it again.

(07:09):
Do it again.
Third time.
Fifth time,
sixth time.
Okay.
This is
you know,
we're getting some
movement here and
and the process
rolls along.
Okay?
But then
we hit a point
where we do ten
or we do 20,
reduce 30,
or we were doing
ten a week
and we're doing
ten, ten, ten, ten.

(07:29):
And we can
manage that.
And that's good.
And we're busy.
And then
someone says,
I need 20
right now.
And then
you're still
getting the ten
that you had before.
I write, like,
I can't do 20.
I'm only doing ten.
I don't have
20 in stock.
I don't have
enough time to deal
with 20

(07:50):
new customers.
I don't like
all these problems.
So now
it's like, okay,
this is a problem.
Or you can
even gradually
come up on it.
12 is 13
is 14 is 15,
and it's like,
I can't take
in more appointments,
I can't
talk to
people anymore.
I can't make them
fast enough
because by the time
I'm spending
all my time
selling them
at the front counter,
I'm not
spending my time
in the back
building the thing
or whatever.
Right?
And so then

(08:11):
the system,
whatever we call,
it's not much of one,
but the system we're
using the process,
we're using breaks.
It doesn't
work anymore.
We we get frustrated
and we want to
get better
and we want to
do more.
And so in
that frustration,
that's
the natural
part is to go, okay,
I got to find
a better way.
So the drive
for excellence
and the
frustration of

(08:31):
a system
not working is
what drives us
towards creating
better systems and.
Processes, right?
So that that
you go back
to the drawing board,
so to speak.
Yeah.
To to
be a good leader
and a
good entrepreneur
or manager
or technician.
The best
way to go about
this is to do it
first, right?
And to be prepared
rather than
to just react
when the
problem arises.

(08:51):
Right.
And as you
get bigger,
like as companies
get to be 50,
100 or 150
millions of dollars
are rolling around
like these.
These problems,
they start becoming
big, big problems
that aren't
just like a
quick fix.
You can't just quick
change a system.
You don't just change
your company software
when you're doing
$50 million.
Yeah.
And in a heart
like that takes 1

(09:13):
to 2 year process
sometimes for vetting
the new software
planning
when you can
actually implement
it, retraining
all of your staff,
changing all
of your software
and your hardware
all like you can't
just flip a switch
and fix
a lot of
these problems
as you get bigger.
Yeah,
it's like going
from a canoe
to the Titanic.
Yeah.
Turning the Titanic.
Off like the Titanic

(09:33):
is an analogy.
Here for a business.
Yeah.
I don't want to go.
I like the canoe
in that
in that
you can canoe.
That's a cruise
liner.
Yeah. Yeah.
To right the
I saw an ad today
the icon of the sea.
the biggest cruise.
Ship or whatever
It was cool.
Yeah.
It takes a lot
to turn one of those.
It doesn't take a lot

(09:54):
to turn it.
Yeah, that's true.
It's.
It's like
to turn that massive
thing is not a
small yet.
Right. You don't.
You don't
change the
steering process,
you know when you're
in the middle of
the sea. Right.
So being prepared
is a big part of it.
So I think
that the three
main points here
are that we
always fall
to the level of
the lowest
level
of our

(10:14):
highest preparation.
So basically,
as prepared
as we are,
that's where
we're going
to fall to
when when the heat is
on, right?
So preparation
is really important
because it
when the pressure's
on, that's
where that's the line
where you're
going to fall
to, Right?
When it comes
to processes,
processes
are what you need to
make progress, right?
I think of
things that as an
entrepreneur,
there's a lot

(10:34):
of things
that maybe
you're not doing
every day, right?
You're doing
payroll
every two weeks
or you're doing
renewing stuff
once a year,
or you're
dealing with
a registration.
Like there's
all these types
of processes
that are monthly,
weekly, annually,
quarterly,
like these things
that come up, right?
And what happens
when you're
in the new like
in the new things,

(10:54):
I got to register
for this.
So then you learn
and you go
and you
meet with people
and you get
their information,
you do
the process and
and then you go,
okay, I got a good
I don't have to
deal with that again
till next year.
Next year
comes around you go.
I don't remember how
I did that last time.
And so guess what?
You go and you learn
and you think it
through
and you do
all the process.
And then

(11:14):
like after a couple
of times,
maybe it sinks in
or maybe it does.
It depends
how busy you are.
Right?
Well,
then at some point
now you got to
teach someone
how to do it.
So then you
teach that
person to do it
the first time
and then one
year rolls around
and guess what?
You're teaching them
how to do it again,
right?
Because, you know,
maybe they're not
as industrious in
figuring
the problem out
as you are. Right?
So the re learning
and the
reteaching of

(11:35):
these things,
it's such
an energy suck,
but it takes so
much mental capacity
to solve
these problems.
The first time
to redo them
annually, quarterly,
monthly
just eats up
all your time
and energy. Right?
And so
how do you
make progress
when you're you're
burning like
just literally
burning up
your energy
and time
and and

(11:55):
mental capacity
solving problems
that you've already
solved before.
Yeah, right.
And so when you
solve a problem,
if we create
a process for that,
then next year
when that happens,
you pull up
your process.
Go check,
check, check,
check, check,
and you're
on your way.
So this is why
this is a big reason
why why we need
processes, right?
So processes
equal progress.

(12:15):
Next thing, systems
equal success
without a system
and I would say
a system is basically
just a set
of processes.
So you take
a whole
bunch of processes,
you put them together
and that
creates a system.
So we follow
all of these
different processes
together.
They work with
one another
and then that all
creates a system.
So now
you have a system,
this is how
you do things, right?

(12:36):
And so systems
create a scenario
where
if you're
running a system,
things start
to be
automated,
essentially.
And then as
as the business
owner or
the entrepreneur,
when you have
a system running,
it's click
where and
it just runs
and it just
goes through
the motions
and it does all
the processes
altogether
and it gets there.
And then you pump out
a product

(12:56):
and literally
if you have
a good system,
you should be able
to do nothing.
Yeah, so to speak.
Or your people
are doing
the processes
inside the system
and the system
pumps out
a consistent product.
And a.
Satisfying service
and it's a
very satisfying
click.
You're your business
is just the system,
right?
The perfect business
is a set of processes
that were created
into a system

(13:17):
and sold
to a customer.
Yeah,
it's like opening up
the back of a watch
and just turning
one gear
and watching
all the other
gears turn.
Yeah.
And in the role
you choose
to play in
your business,
which is hopefully
the one that
your passion
mother that you love,
or maybe no role
like a
lot of business
owners
don't work
inside of
their business
or play

(13:37):
a role anymore.
They just own it.
Yeah, right.
Like that's
the ultimate business
scenario is
where you're
the owner
of the business
and not the operator
of it.
Yeah, right.
Like, wouldn't it
be nice to
just stay home
all the time
and your business
just runs
and the money
just comes into the.
That's the
whole concept of it.
Yeah, right.
And so you can.
Start
more businesses.
STURMER Businesses
which I don't know
who would do that.

(13:57):
Yeah.
There's more
than one business.
Why would.
Anybody that's stupid
And that point in the
but I think I can
think of somebody.
There's a
few out there
but yeah, like that
that is where
in your system
your business
actually has
real value.
Like if you're
looking to exit
a business
or you're looking to
to sell or
even sell
a piece of
a business,

(14:18):
if, if
you're required
to be there.
A you're the
the grease
and you're the gears
and you're the wheels
of the business,
then you're
selling you
you're not
selling something.
You're not selling
the system.
Yeah.
And that's
that's the franchise
model, right?
And so.
McDonald's.
That's important.
Exactly.
Yeah. Right.
And they created

(14:38):
a system.
They made that system
as simple
as possible.
They
they killed
complexity,
they simplified,
they created all this
like a
proper equipment
and all the things
that you add to make
the system
work perfect.
And they made
it basically
perfect
in their mind.
And then they took it
and they scaled it.
They stamped it to
pick it up.
There's another one.
There's another one,
There's another one.

(14:59):
Right?
And processes
even go to sales
processes
and marketing
process.
Like you get this
in the perfect world,
everything is
processed
and systematized,
right?
And that's,
that's no small
feat to do.
That takes yeah,
typically
takes decades
to build
up to
something of
that quality
or of that
like simplicity.
And yet

(15:21):
like so it's simple
but it's not like
everything is
complex to a point.
When you enter
into each part
of the system.
It's simple
and it's and it's
just like the watch.
man, you look at the
back of watching,
I don't know how to
turn all these gears.
You don't have to
is simplicity
is turning one gear.
Yeah.
And all the
gears turn
as you turn that one.

(15:41):
But the person
who designed
that watch,
and that's why I say
it's not simple.
The watch is simple.
You look at
the watch,
the gears
turn to see the time
like it's
it's beautiful.
It's yeah,
it's great, right?
But now,
now take
all those things
that are inside of it
and like,
take each piece out
on the table
and tell someone
to put it
back together.
And see and figure.
Out.
That's
where every
complexity lies
is actually
in the research
and the preparation

(16:02):
and the time
that went
into building
these things
into what they are.
And that's,
I guess that
that flicks
back to preparation
is that the time
and energy
that was putting put
into building
these processes
and systems
are the beauty
that makes it
not duplicate
not easily
duplicate able
by someone else.
Yeah.
And the preparation
is the blueprint.
Yeah right.
Yeah.
Or the creation

(16:22):
of the blueprint.
But yeah,
like preparation.
It's like
building a muscle,
right?
Like,
how many reps
do you have to do,
how much weight
you have
to put on it.
All these steps
things to,
to build a muscle.
Yeah.
Well you just still
have to do all
the reps first.
You still
have to learn
all the hard lessons,
You still have to be
an expert
in your field
to create a system
that's valid
and usable for it.
Right?
Yeah, because,
you know,

(16:42):
I'm not going
to walk into a meat
processing
plant tomorrow
and tell them
always like
this is how you
how you do a system
for meat processing.
But I would
need years.
Yeah.
Of learning
everything that
they're doing.
Well,
maybe not years,
but in most cases,
like every business
is very nuanced
and very complicated
and very like you.
To become
an expert takes time.
It's the 10,000
hour thing.

(17:03):
Yeah. Right.
And so once
you become
an expert of that,
then you can create
really
beautiful systems
for it
because you
understand it
intimately.
Right?
That makes sense.
So
the other
thing I think
that's important
too, is like
if we start first
with the individual,
right, I'm
going to start
with me.
I'm a human being.

(17:24):
I want to be
more excellent.
I want to be
more able to put out
higher volumes.
The busier
I get, the more
I need to be
able to do right.
And so
I personally have
prepared, done
preparation, created
processes and systems
for me
as a human being.
And now it looks like
morning routines,
that looks
like schedules,
that looks like

(17:44):
having an assistant
that takes
all my all
my little stuff
and puts it in it
into this
more organized,
systematic way
of dealing
with my day
so that I can be
more impactful
with my time.
That's
specific process
for dealing
with my email.
It's a process
for booking
an appointment.
That's a process
for how I eat.
That's a process
for how
I get dressed.
That's a process
for every aspect

(18:05):
of my life.
And if we want to be
the highest
functioning person
that we can be,
we want to
create processes and
systems
and be prepared.
And the reality
is, as all
these businesses
and things
have come at me,
it's gotten
more depression,
gotten more
and more
and more and more.
And the need
for more and more
and more
output is required
and you just

(18:25):
kind of hit walls
or you just go,
I don't know how
I can do anymore.
Right.
And the answer to
that was to
create more processes
and systems
and be more prepared.
Well, can you walk?
Walk me through
like your day?
Like,
I just need
an example of
the process
that you're talking
about a personal way.
Yeah.
So like, I guess it's

(18:47):
there were problems
that were created,
right?
I only have
so much time.
There's a problem.
Yeah.
It's a constraint.
I have a lot
of things
that I am required
to be able to do.
Like I'm a father,
I'm a husband,
I'm an
entrepreneur, I'm a
friend, I'm a leader,
I'm a
follower of Christ.
I all of those things

(19:07):
require
time and energy
from me.
And for me
to be the best
at each of them,
I need to
have education.
I need
to have resilience,
I need to have
strength.
I need to have
the appropriate
amount of time
to give to
each thing.
I need to
have a plan
to execute on,
which requires
preparation.
So right in
order for me to do
those things,
I had to break
them down into, okay,
what is what I need?
Like who do I need

(19:28):
to become
to solve
these problems?
And in order
to become
that person,
what do I need
to do right?
And in order
to do
all those things
within a limited
amount of time,
how can I
stack these things?
Use my time better
to do
more things at once,
only pick the things
that are
most priority to do
at a time
and break that down.

(19:48):
So like I have,
I have a system
called Core four that
I use where it breaks
your life
into into
four chunks,
four quadrant,
so to speak.
And then we set goals
in each quadrant.
So it would be
fitness,
family,
which is
relationships,
faith,
which is
like everything

(20:09):
from mental health
to your
spiritual life,
all that
kind of thing.
It's like meditation
and personal time
stuff goes into it
and then finance,
which is
just business
and personal
finance, right?
So we break it
into the
four quadrants.
We set goals
in each quadrant.
We have things
that we want to do
for each.
We review it weekly
review, monthly
review quarterly.
Right.

(20:29):
And it seems like
to most people
and like
in our leadership
teams, I'm
trying to
cultivate my people
and using this
this system
for their progress.
It seems
ridiculous,
right?
It's like
like who does This
is the
thing that I hear
from people, right?
And then I go,
okay, well,
that's just what

(20:49):
I want to accomplish
quarterly
on a high level,
my daily thing
is, okay,
I want to get up
early in the morning.
I want to read
my Bible
every single day
for a certain
amount of time.
I want to
meditate on that
and pray
about what I've read
and what I have
coming up
for the day.
Then I want to
physically make sure
I'm taking
care of my health.
So I'm going to
do a workout.

(21:10):
I'm going to
drink a certain
amount of water
and take a certain
amount of vitamins
and drink things
that I do.
And then when
I get back from that,
then I'm going
to shower
and then make sure
I'm ready
for the day.
And
and if I
have the time
and the energy,
I also want to grow
in my knowledge
and abilities.
So I'm going
to add some
reading into that.
So I might read
a personal
growth book
or a spiritual
book or
a relationship book

(21:31):
or whatever to that.
I'm going to go
get ready for my day,
get up, spend
time with my family,
which is also
a priority.
So I'm going
to have coffee
with my wife, help
my kids
get ready for school,
get them off.
Well, help.
I'm going
to say help.
My wife might
very loose
term help
and then I'm going
to see the kids
after school

(21:51):
and then I'm
going to go to work
and start my day.
And so my day starts
for the most part,
2 to 3 hours
before anyone else
is even out of bed.
Right.
Why that then?
That's a sacrifice.
I'm sacrificing
sleep
time and energy and
and comfort
to make sure
that I can become
the person
that I want to be.
But how did I get

(22:12):
to that point?
Well, I decided that
I was going
to prepare
by making a plan,
thinking about
what was needed,
thinking ahead,
thinking
about myself,
being introspective,
and then be prepared
by being strong,
being healthy,
being educated,
having proper
information.
Okay, So
if I want to prepare
for all those things,

(22:32):
how am I going
to do that
with my limited time
constraints?
Why I need to
have a process.
So I'm going
to create a rhythm,
a routine for myself
that's got all
the times chunked out
so that I don't have
to spend
a whole bunch of time
thinking about it.
I get up and I hit my
I do my
process, click
boom, brush
teeth, get dressed.
But it did
it did it
down the list.
And I
finish in the same
amount of time
every single day.

(22:53):
And I just know
what I'm doing
and I can roll
through it
and I get all
that action done.
Okay, we'll take that
and add it
to my
leadership system
for my company.
All the things
that I have to do
as a CDO,
which is
networking with
people having
meetings
live,
working on
our culture,
dealing with
financial stuff,
all the
types of things
CEOs do.

(23:13):
Okay, well, that's
now all blocked in
into processes
of how
my schedule works
When I meet
with my assistant,
when I meet
with certain
individuals, a rhythm
of how I individually
with leaders
rhythm, how
I meet with
each department,
how I communicate,
there's processes
or systems,
there's
all these things.
And so you
take that
entire thing.
And now I have
a system.

(23:33):
Yeah.
System for my life.
Yeah, right.
That's fantastic.
And that answers
my question.
Thank you very much.
One lunch.
What's one thing
I want to
I want to you
you mentioned
while you're
saying that
the person
that you want to be
and it becomes
very apparent to me
that it's that
that is part of it
the want
but there's

(23:54):
a lot of it that it's
that's what you need
to be.
And so and
I almost
see it like
the need
part is like
lowest
common denominator.
And then the
what happens
over and above.
Like
you need to be
a good father.
You need to be a CEO.
You're in charge
of all these people

(24:14):
and making sure
that they're getting
paid.
You're you're wanting
to grow companies.
You're wanting
to like that.
That attracted
all the things
you actually need
to be better
and well.
To accomplish
the goal.
You need a real need.
If you want to
do this,
then you need
to do this right.

(24:35):
And that's
kind of
the trick with it,
is that, yeah,
even though
that is a need
in order
for those goals
to be accomplished,
a lot of people
just don't get there.
And I guess
that's to back
to your natural
unnatural question.
This is the
unnatural part.
It's the
counterintuitive
part, right?
It's the
sacrifice part.
We're not naturally
going to look
for the opportunity
to make sacrifices

(24:56):
to be
the better version of
self that
that we have
to do that
within intentionality
and
counterintuitively
to how we feel.
Because what
we want to do
is sleep in longer
in the morning.
Absolutely.
But what we want
to do
is not deal
with conflict
at work.
What we want to do
is find the
easiest way
to do anything.
Yeah, right.
And that even though
that's our
human nature
and that's
where our want is,

(25:19):
the counterintuitive
thing is that
I need to be better
in order
to accomplish
these goals.
And so I'm going
to make sacrifices
that are
uncomfortable so that
I can become who
I want to be
and that
I can get there
because I
actually just know
I'm never going
to get there
unless I do
that here.
As much as that
is uncomfortable
and unpleasant
at certain points
in time.
Yeah, right.

(25:40):
Absolutely.
So we prepare, right?
Absolutely.
How do we do it
in business?
So I get
I touch
mostly on the
personal side
for my
personal system
of things,
but then as a leader,
you know,
and
and that's important
distinction here
is that
we are a leader
and so that
we're responsible
to lead by example.
And so if
we want to lead
by example
and we want

(26:00):
to believe
in processes,
systems, systems
and preparation,
we have to live
with preparation
systems and
processes
in our own life
and model
that for other people
so they can
see it right.
But going
back to that
relearning
and reteaching thing,
when when,
when that pain
in that
frustration
comes through,
we should

(26:21):
as the leader and
as the business
owner and
or manager,
whomever we are,
we should feel
the responsibility
to set our people
up for success
by giving them clear
processes and clear
systems
and helping them
be prepared
for what's coming
right When we're
if we're not
growing a business,
then there's not
really typically
anything coming
other than

(26:41):
maybe adversity.
Right, Right.
But when you're
growing,
there's always
a problem coming,
like always, Right.
And that's
where your vision
and your
thinking ahead
and looking ahead
as the leader
and the entrepreneur
as you're
your responsibility.
Right?
The people
working in
the business,
that isn't
up to them.
And they're
not typically
doing that right.
They're their focus.
They say said
they're focused
on chopping
the tree down
when you're looking

(27:01):
over the whole
forest right.
If the forest
has a fire coming
the other way,
they're just going
to keep chopping you.
You're supposed
to be far enough
back to go,
there's a fire.
So I need to change
everyone's trajectory
down at the
bottom or,
the forest ends.
And now we're
going to a field.
So we need to
plan ahead
for the next forest
or the next location
we're going to go to.
Right.
So that when
they hit the end,
we don't just
stall out right.

(27:23):
And so
we need to be
looking ahead
and looking
for those problems
because if you don't
look ahead,
you can't
be prepared.
So you can try to be
prepared for anything
but that.
Like
you can't be
prepared for.
Everything. Right?
So you need to have
that vision,
that leadership,
to make sure
your people
are prepared.
Right.

(27:43):
The other thing is
you're going
to bring new
people in
constantly
when you're growing.
And so when you're
bringing new
people in
and like you
want to teach them
one time
and you want to
teach them well
and you want to learn
from previous
mistakes, right?
And so when we create
processes, standard
operating procedures,
when we have
each department
break things
down to
the individual
steps and simplify it
as much as possible,
then when we
bring new people

(28:03):
in, you can
set them up
for success.
Yeah,
you can get them
prepared quickly
and you can get them
rolling and working
the system
that you've created
and become
effective
way quicker.
Right.
And I learned this
when we were smaller.
We'd bring people in
and we had no
training procedure
and we just
kind of roll with it.
And I'll follow
along with me.
The Apprentice style
and do what I do
and what should I do?
And and

(28:23):
it can work
on a small scale,
but when you need to
bring in ten,
20 people in a month
and then various
things and train
like not one
person can do that
right.
And you have
to become way better,
way faster, quicker.
Which is
another thing that
I want to break down
here is case
systems
and processes.
They help

(28:44):
you get
and keep and grow
what you're doing
when you don't
have those things,
you can't
meet the demand,
so you don't get it.
When you get it,
you can't keep it
because you
can't continue
to service it
as it goes.
And if you're
overwhelmed
all the time,
you certainly
can't grow it.
And so it helps
you get,
keep and grow.
And the other part
that it does

(29:04):
is that once
you get into a system
and a processes
situation,
everything can get
better,
can get cheaper
and it can
get faster.
And that's where
in your business
that you need
to constantly
be grinding the edges
and sharpening
and tweaking
and making it better.
But if you don't
have systems
in place,
it's really hard to
to get that staying
power of
making something
like you need

(29:25):
is a process
or a system
to make
something better,
right?
Yeah,
If you want to do it
cheaper,
it needs to be
more efficient.
So you need
to find a way
to do more with less.
That's
how you make it
cheaper.
You make it faster.
Well, you need to
take the parts
out of it
that are wasteful.
Like again,
it's fishing
efficiency is better,
cheaper too.
Three steps or so.
And so
without systems
processes in

(29:45):
preparation,
you're not going
to get
those things
in your business
that will take
you to the next level
and help
you beat
your competition.
Right?
So it seems like
you have to kind
of revisit
your steps, your
your processes,
your systems.
You have
to revisit them
periodically.
It seems to me.
If you're growing,
you are constantly
going to be
breaking processes
and systems.
Yeah,

(30:05):
we just
had a
meeting yesterday
and Kendra
brought that up.
She said
when I had to train
Jessie
to take over
the controller role
for Evans HD,
she said
I had written
a standard
operating procedure.
I think I remember
was a year
or two years
previous,
and she said,
I felt that
it was very thorough
at the time
and that I could
teach anywhere,
anyone on set.
And so I left it

(30:26):
and she sent so off
I went.
And a couple of years
later like,
I'm going to
replace myself now.
And this person's
coming in
and they have
some experience
in bookkeeping
and in our
organization,
but they're going to
have to learn
a lot of new things.
So she pulls out
her standard
operating procedure
and her process
and core process,
and she looks at it.
She goes,
my goodness,
only half of

(30:46):
this is still valid.
Like everything's
change.
You do this
different now.
We do that
different now.
I do that
different now.
And so it got
we changed things.
It got better, but
it wasn't documented.
Right.
And so, yeah,
she had the process
that she was using
her experience
and her
capability to,
to run the process.
But when it came
to training it
now she had to

(31:07):
reteach and re like
redo the process
over again. Right.
But where whereas
if she was
to just train
Jessie on that
without a process
it would
take the time
that it would take
an energy
that would go into
that would be
really tough to do
and really
frustrating and hard
for both
parties involved.
And then when
Jessie goes
to redo that, see,

(31:27):
when she has to
replace herself
another time
and it's
all changed again
and it's not
been documented.
Right.
And so it's
just taking the time
to do that
and being prepared
like it's
just so seamless,
like the
person comes in,
they have
the process.
You teach them
through it once
and then you can
walk away
and then
they can keep
running the system.
And it
builds confidence
into them.
To Absolutely.

(31:47):
Absolutely. Yes.
Then they can
they can jump in
and they
they feel successful
right away.
Absolutely.
And that's so
with preparation,
your training process
should be really
nailed down
and you should get
that really clean.
You should
have training
process,
you should have
hiring process
that you should have
counting process
operations,
processes,
sales

(32:08):
process,
marketing process,
like you
can have them.
And I know
that sounds
this is
the unsexy part
that sounds like the
the most
terrible thing.
And in truth,
it is pretty
annoying and tedious
and and frustrating
not to take the time
because you
just want to do
the work.
There's
what happens is
we get so busy

(32:28):
that we
actually don't
really have
time to do that
anymore. Yeah, right.
It's like the moment
that you go,
I need
a better system.
The moment they go,
I need
to hire someone
and train them.
The moment that
you go,
This isn't
working anymore.
You absolutely
do not have time
to rework
your system.
You don't have time
to change
your software.
You don't have time
to write a new

(32:49):
standing up
reader procedure
or a core process.
You don't
have time
to bring someone in
and teach them how
to do what
you're doing
because it takes
two or three times
the time
to teach
someone to do what
you're already doing.
You don't have
the time now,
and so now
you're trapped.
Like you're trapped
in this
horrible situation
where
the urgent
is overcoming
the important.

(33:09):
Right? Yeah.
And you're
having to teach
somebody, you're
getting frustrated
at them
because you're like,
Well,
I'll get you kids
get it.
And so some things
get stiffer.
Yeah.
Or many
things are
going to suffer.
Your business is
going to suffer.
And I've made
this mistake
for years,
dozens of times,
still struggling
to stay ahead
of that problem.
Right?
Because
when we're a
small business,
we don't have
enough money,
we don't have
enough time,

(33:30):
we don't have
enough resources,
we don't have
enough energy,
we don't have
enough experience.
What it all
it all that stuff is
is like
the grind of building
a business is hard
to start on day
one and say,
okay, I'm
going to hire
an extra person
and train them
to do that thing, or
I'm going to
create this system
for the problems
they don't really
already know
exist, or
I'm going to

(33:50):
buy the
expensive software.
I'm going to get
the equipment
that makes it happen
quicker
or I'm going to.
You just don't
have those resources
initially, right?
And so
that's part
of the struggles
that this
can't be done.
I won't say
can't often
is not done
to perfection
even to this day
the way I do things.
But the reality
is, is
the more
I think
ahead, the
more prepared

(34:11):
I can be, the better
our processes are.
The more
the system works,
the more success
we have.
I think
it's a testament
to why
those franchises
are so successful
so quickly
and and
the owners of them
are less stressed
than someone
who's trying to
start up a
a restaurant.
I read an article

(34:32):
the other day
flying a truck
stops is going
to open 64
new locations
this year,
something like that.
Holy smokes.
And you're
just like 64
truck stops.
One truck
stop is a bigger deal
if you bend to US
based truck stop.
They're a small city.
In some case,
you know,
there's a store,
there's a restaurant,

(34:52):
there's a shop,
there's a
few islands,
there's parking,
there's pavement,
there's all of
these functions.
All these
things are
going to go on
and they're
going to be
all these
employees and
all this training to
do like,
That's an undertaking
we're going to do 64
in one year.
All right.
Like,
that's five more.
The preparation
that goes into
choosing
those locations,
right? Yeah, I know.

(35:13):
And obviously
there's preparation.
Obviously,
there's people
who that's their
whole jobs.
But if you
do not have processes
and systems,
you're not
doing that.
Yeah.
Opening
one store is heart
opening.
The second store's
really hard,
but in each one
it's like it's
not just
it doesn't
just pop
out of the ground,
it instantly
start working.
There's all kinds

(35:33):
of problems there.
But when these
franchises
have these
systems built
and these
things tuned in
so perfectly,
it's almost
guaranteed success,
right?
They've done
everything that
they needed to do
in advance
to be excellent.
And that is why
these franchises
are so valuable.
People pay.
Like if I won't open
a McDonald's
tomorrow,
I'm going to go
pay McDonald's.

(35:54):
Whatever number it be
100, 200, $300,000
just to use
their system
to start
my restaurant
that I'm going to run
under their banner.
Yeah, right.
That's value.
They didn't
they didn't sell.
That's
not the building.
That's not
the people.
That's not
the product.
Yeah, that's that.
They're paying
hundreds
of thousand dollars
for a system

(36:15):
which can be
written down
on paper. Yeah.
Right.
So you want to create
value in
your business, create
a systems
that can run
without you
needing to be
the one on the hands
on the wheel time.
Right.
How to others do it?
I think,

(36:37):
man,
I struggled
with this part.
How do other
people do it?
Because I think
other people
obviously we talked
about McDonald's,
about flying.
J Yeah, these big,
big corporations,
they've
figured it out,
right?
And so they,
they create systems,
they create their own
proprietary
equipment,
they create
a product,
they create
these things,
they manufacture
them.

(36:57):
And so
they have proven
that they can do
a pretty good
job of it.
But when we
go down into
the more
small business realm,
the things that I see
people struggle
and hurdle over
is it's
just that, like
I stated earlier,
that lack
of resources,
the lack of
thinking ahead,
the lack of
solving
these problems
and the triumph
of creating
core processes
and training people
and the

(37:17):
whole rethinking
and reworking,
I think that's
the real frustrations
of it right?
They don't like
I just said,
they don't
think you had enough,
they don't have
enough resources.
They get started
and then they
get overwhelmed
and they struggle
to create structure
and usually
that means
that stops
their growth
and complexity
begins to happen.
Things

(37:38):
get more complicated
than they need to be,
and they just don't.
They
overcomplicate things
and they can't grow
right?
It's a tough it's
a tough battle.
Right.
Which is why
we're sitting here
telling you,
talking about it
here. Yeah, right.
There's a lot
of businesses
that struggle
with this part,
right?
You can be
the best salesman
in the world,
but if you can't

(37:58):
meet that demand
because you don't
have the systems.
Yeah,
there's a
certain amount
that you're
just called to do.
Move out of your
your natural state.
And like we said
before,
move out of the
natural state
into like
a bit
of an unnatural state
of choosing.
The more difficult
thing, choosing
the more
difficult path
in order to just grow

(38:19):
and sometimes even
just maintain.
Yeah.
By the
time you get home
at the end
of the night,
because the thing
is, in the
early of business
you do,
you're wearing
all the hats right
here.
You're showing
up early
and doing
the opening,
You're doing
the sales
to the customers,
you're dealing
with the customer
service problems,
you're
you're reiterating
your product,
you're working
on your service,

(38:39):
you're out
in the shop
supporting someone.
You're looking for
a new hire,
you're interviewing
someone else,
and then you've got
to do the books
and then
you've got to
go to the bank
and then
you've got to
register the thing.
And all the isles
needs this and all.
You got a flat tire
and all this
is this problem like
so you're in the
in the fire
all the time, right?
So when
do you work
on the business?
And when we see
work on the business,

(39:00):
this is a big part
of what working on
the business
is, is looking at it
and going,
I get that 30,000
foot view
looking down
and going,
How can we make
this better?
Yeah.
How can this operate
with less of me
in it, right?
Like, what systems
can I create
so that
I don't need to
answer the
hundred questions
so that the
problems that
come up
from the day to day
are self solving

(39:20):
or removed from
from the issue
right.
A rule
that I like to
touch on here
and I think that is
really helpful
as a business owner,
this guy,
I don't know
where to go from here
is to look at
the business
that you have, the
you know,
whether you think
you have
systems or not,
you have processes
and you have systems.

(39:40):
You probably
just haven't
written them down
step by step.
But you do things
the way you do things
and there's an
order to it.
Take whatever
you're doing,
whether it be
a service business
or a product
or a software or,
you know, people
or whatever
it is, and go,
okay, if tomorrow
I walked in
and I had
to do ten times
as much stuff
as I'm doing today,
like all
the customers

(40:00):
showed up,
all this service,
like I got 100
service calls
instead of ten.
If I had to sell
10,000 widgets
instead of
a thousand,
if I had to have a
100 employees instead
of ten,
just ten times every
scenario
in your business
in one day
and go, would
my systems be able

(40:21):
to handle that?
Like what would
break down
immediately, right.
And start
listing them out.
Okay.
If I had 100 people,
the way I
track holiday
pay and holiday time
wouldn't work
the way I do payroll
couldn't
work anymore.
The way that I do
meetings,
the communication
wouldn't
work anymore.
The way that we
deal with
customer calls
wouldn't
work anymore.

(40:41):
The way that we
take calls
on my cell phone
after hours.
Why couldn't take
a thousand calls
in an evening?
So I'd have
to delegate
that somehow
or I'd have
to organize
it, smell like
let it break, like
let that
visualization
of doing ten times
what you're doing
now, break down
each of the things
in your businesses
that wouldn't work
in that case.
Right?
And then

(41:02):
write them down,
because these
are all things
that you're going
to have to fix
at some point, right?
So then back it down
and go, okay,
what if I just
did double?
What if I
did twice as many
tomorrow as
you do now?
Because you should.
And any given day,
whatever
you're doing,
your system
should be able
to do twice as much
either right?
Like, okay,
yeah,
I need twice
as much equipment.

(41:22):
That's not what I'm
talking about.
Yeah,
I'm talking about
is the equipment
that I have.
If I had another one
and there's
two operators
running it,
would it just do
the same thing?
Is it scalable, Is it
duplicate able.
Right.
And ask you those.
So start
with the ten times.
Does that ten times
is so ridiculous
that it.
Well there's
almost no system
in anyone's business

(41:43):
that could handle
ten times a day
right now.
So it's going
to break everything,
but it's
going to point
out to you where
where
the real
problems are. Yeah.
And then when you
go to the double,
then out of
that list of ten
or 15 or 100,
you know,
it's going
to break down
to, okay,
say there's five
or ten things here.
Well,
those are
the things you
tackle first.
Those are
the things that
I need to fix
right now. Okay.
If I had to

(42:03):
do double,
if I have
20 employees
and I had to have 40,
there's no way
I could continue
to just let people
tell me
their holidays
last minute or
yeah, people
ask me for
a different advance
amount
on their paycheck
every month
or let people
show up late
once in a while
just because it's
not that
big of a deal
or like
the things that

(42:23):
that you tolerate
or do.
I couldn't
if there was double,
I couldn't possibly
schedule
everyone's
workflow
and just let
them know
as they
come in the morning
what their schedule
is going to be. Yeah.
Right.
Like it will break
those systems down.
And that just means
that your systems
and your processes
aren't clear enough,
they're not
good enough.
If you had to hire
20 people tomorrow,
can your training

(42:43):
program pump
20 people
out in a
reasonable amount
of time?
I'm reminded
of Google
who had that problem
where they had
they needed
so many employees
that they were
hiring people
to hire people.
So they're
hiring the h.r.
Department
just to hire people
because that's
how much volume
they had.

(43:04):
It's crazy.
yeah.
This driver read
story, too.
It's just like.
And that's what
I mean by going
ten times, right?
Like they
probably did
100 times.
Yeah.
At that point
this thing
and it's
just full chaos
like people talked
about
how ridiculous was
people
were hiring people
that only got hired
the day before.
Like it's
just insanity,
which is like
in some ways
it's cool.

(43:25):
If you were
a part of it,
I'm sure you wouldn't
have thought
that at the time.
Yeah, no, but the.
Chaos and the masses
that had to
get cleaned up
after the fact
and all that kind
of stuff like it.
They made it
and things
worked out
in the end.
But in that industry,
there's a lot
more grace for that.
With the amount
of money
that was getting
pumped into it
to like in an average
typical business,
you would
never be able
to put up with that.

(43:45):
You'd be under
immediately, right?
You just get crushed.
Just minute
crushed.
Another thing
I think that's
worth a point
that's worth saying
is, is that great
processes
and great systems
will not replace
good people, right?
Like
if you have
bad people,
they're not
going to build around
your processes.
They're going

(44:05):
to be smart enough,
They're not
going to care enough.
They're not
going to have
the right values.
And and they're
they're just
you still have
to have good people
to run these things.
Right.
And I've read
in books
with the franchising
kind of thought
process and models
that you need to
simplify
everything down
to the
dumbest scenarios
so that it's
so simple that
that anybody
can walk in the door
and do that

(44:25):
particular job
and do it
successfully.
And I agree
to a point, greatness
like that,
you know,
you should be able
to have
the lowest level
of education
and experience
possible
and someone
to be able
to walk in the door
and do the job
that you need them
to do with
with this
standard process
and some
basic training.
Right.
It's totally true.
But if you have
people that
that aren't

(44:46):
on values,
this isn't
going to work
anyways.
Right? Right.
So we got to always
start with the
right people.
The systems
in the processes
take good people
and make them
more effective.
They make them
more efficient,
they make them
more productive,
right?
You take
the good people
and you add a
multiplier in
the systems
is a multiplying
effect.
Right?
And so don't
don't misunderstand
that, that

(45:06):
a good process
and a good system
is going to solve
your people problems.
Right.
That's
different issues.
Altogether. Right.
Right.
With systems
and processes too,
as we're
building them,
we we will always
have to go back
and try and
kill complexity
and streamline
processes
because what worked
a year ago,

(45:27):
three years
ago, five years
ago, is not
going to work now.
And as you
continue to grow,
you're going
to kind of
bolt things
onto your systems
and add processes
and add steps
and things like that.
And if you don't
go back
and look at it,
it gets so
overly complex
that you're going to
people
just get
really frustrated
with how many
steps are required
or how you're
doing things.
It's not always
like more steps
and more checklists
and more that

(45:47):
that often
isn't good enough.
You need to
really focus on
killing complexity,
anything that's
complicated,
anything that takes
too many steps,
anything that
requires someone
to be
a rocket scientist
to run, that
you need to work on
cleaning that up.
Right.
Complexity
kills growth
all day long, right?
So we want to keep it
simple,
want to
keep it scalable,
and we want
to keep it
speedy.

(46:07):
Right. Right.
Things
that can be done
and on makes sense.
Quickly learned
all that kind
of stuff.
Streamlining like,
for example,
our maintenance
program
with our trucks.
When I
when we
first started,
we were using
regular oil
in our trucks
and they wanted to
exchange oil every
25,000 K roughly,

(46:27):
right?
So basically
once a month.
So that truck
has to get back
into the Chavez.
We pulled inside
and it has to take,
you know,
a couple of hours
to go
through everything,
grease it,
change the oil,
change the filters.
It costs five
$600 to do an
oil change
on a semi truck.
Well,
and like
for productivity
sake, that's one
basically one day

(46:47):
that that trucks
off the road
or one time
that it has
to be back
at the shop
which often took me
guys have to go
off route in massive
people's schedules.
I mean it required me
to have mechanics
available for it.
And so,
you know, that system
became frustrating
because it's like
the dispatchers
going like,
I need him
to get to his load.
I need him to
take his load
from Chicago
to Edmonton, but

(47:08):
we need to
get him through
for an oil change
or whatever.
And now
he's going off road
and he doesn't really
have time
to go off road
and stop in
and waste 2
hours doing this.
So then
this tedium happens.
So we look
at the process,
we go,
okay, well,
what if we use
different oil
that last longer,
right?
So we started
doing okay.
So we were iterating.
We found some oil.

(47:28):
Okay,
We don't change
this oil at 50,
and then maybe
even then
we push it to 75
and then
we push it here
and we figured it out
along the way.
So now
now that truck's
only having
to come in
for an oil change
every six months.
well, guess what?
We can do that
all change
at the same time
we do our safety,
and then when we do
our safety,
we can do a tire
rotations
and rotations.
And so we're stacking
all of these things.
And so instead of

(47:49):
going, okay, I'm
going to come in
for a tire rotation,
I had to come in
for an oil change.
I had to come
in for safety.
I've got to come
in for greasing,
I've got to do
a windshield.
I've got
all these various
maintenance things
that are required.
We do it all
in one shot.
We have a plan
one day
every six months
to make sure

(48:09):
that trucks
and outside of other
regular breakdowns
of things
comes in,
gets everything done.
That's a
great system.
Yeah,
and it saves us
a ton of money.
It's really simple.
It's not complicated.
One piece of paper,
one checklist,
one thing
to go through.
And we
and that took
us decades like one
that decades, years
and years anyways,
to fine tune
that system

(48:30):
to where it is today.
And so
our maintenance
program went from
that truck's
got to be
in here once
every single month
and then
for various
other things more so
like multiple
times a month to once
every six months.
Right.
And the amount
of like it's way
less complicated.
There's way less
people involved
this way
less communication
is where
all these things
pushed into a system.
And now we have one

(48:50):
solid process
for all the things
that we do
on the truck
in one execution,
right?
So that's an example
of how we're doing it
and have
created systems
to increase
our productivity.
We made it faster,
we made it cheaper,
we made it better.
That's awesome.
Right?
So there's a question
you need to be
asking yourself
when you're setting
these things up.

(49:15):
Yeah.
When we
we want to be able
to duplicate things
and scale things
ultimately
in our business.
And this goes back
to what
I said
at the beginning,
right?
The dream of
the entrepreneur
is to
create their product
or their service
and go out
into the world
and everybody loves
what you're doing,
loves
your product,
loves your service,
and you
get overwhelmed
with demand
from your customer,

(49:35):
right?
That's the dream
we get
when we
get all kinds
of revenue
and there's all
kinds of profits
and there's blah,
blah, blah.
It's a
beautiful thing,
right?
We if
that dream
were to come true,
we need to have
ourselves set up
and prepared
to meet that demand.
And that means
that you need
to make sure
that the systems
and processes
that you create are

(49:56):
scalable,
duplicate, able,
multiple viable
and growing right.
I think
that's incredibly
important
when we're
building a system
or we're
building a process
as a leader,
we need to go,
Can I do this
over and over
and over again?
Can I teach
to anybody?
Right, Yeah.
Comes in.
Can I, you know,
will this meet
the demand of the
of the dream
that I'm trying
to build here, Right.

(50:17):
Yeah.
You know,
I think, you know,
teaching somebody,
I'm trying to
think of like a
businesses that I've,
I've heard
about friends
and things like that
that can you teach it
to that
to that person,
that teenager
that isn't passionate
about X thing,
that isn't interested
and can they do it

(50:37):
and can they
repeat it?
I mean, that's
the franchise.
The franchise
is hiring
usually
those younger people
and they're able
to do it.
They're able to
to do those functions
fairly easily
because the system
is so well built.
Yeah.
Right.
And so,
and it is
our responsibility
as a business owner
to do those things.
Right.
So

(50:58):
if you're
going to start
a business,
think about
being prepared.
Like you
always have to start.
I say
this all the time
because we had
a conversation
and we read
a chapter in a
leadership book
about timing,
and I think
timing is really key
and we had to
time things right.
I think
being prepared
is really key
and we got to
make sure
we do the best
to be prepared.
But that's
not an excuse

(51:19):
to not start right,
because that's
the fear.
Like you can listen
to this,
these
all these podcasts
and go,
I've got to do this.
And then
I got to do this,
I got to do this,
do this, And like,
I'll never be able
to do all this.
I'm never
going to have time
is the thing
that comes up
all the time.
And if you say
and you live
on the laurels,
that I'm never
going to have time,
you never will.
Right.

(51:40):
You can't
you can't
live your life with.
I'm never going
to have time.
You have to live.
You're like with
I'm going
to get started,
right? Yeah.
And so get started.
Get going.
But know that
in order for you
to succeed,
to compete,
to be the best
and most
excellent company
are going to be,
you need to
have tuned in
processes and systems
and you need to
make sure
you're prepared
as the leader
and that you're
preparing your people

(52:01):
and setting them up
for success.
Right.
Yeah, That's great.
So takeaway today,
you were
going to fall
to the level of
how prepared you are,
preparation or not.
Preparation process
equals progress.
Yeah.
And systems
equals success.
Absolutely.
Yeah.
So that's.
Great.
Take that hard look.

(52:21):
Use that ten X rule
and that double up
rule to see
if the systems
that you have
are going to work
in your business
for that level
of growth and
work on your business
instead of in it.
Make sure
you're doing
the important things,
not just urgent ones.
yeah.
All right.
Thanks, guys,
for listening.
We really appreciate
all your feedback
and the things
you've been hearing.

(52:41):
I'm glad to hear
so many times
from people that
this podcast
has really been
helpful to them.
You know,
it seems like
every time
that I think,
I don't even know why
I'm doing
this anymore,
like,
is anybody
even out there
listening?
It seems like
every time
that thought
comes into my head,
I get a couple
of messages
or some feedback
or a or,
I really appreciate

(53:02):
this particular thing
you said.
And so that
that really does
help us
stay motivated
to keep absolutely
keep helping people.
If you can please
rate the podcast
wherever you take
it in, share it
with your friends
connect with us
on social media.
keep listening,
hopefully, and
engaging with us
and we really
appreciate it.
Have a great
week, everyone.