Valuetainment - 10 Reasons You Have High Blood Pressure in Business

00:00:00.080 This right here, what I'm holding, is what you call a portable blood pressure monitor,

00:00:03.400 right?

00:00:04.400 So, which means you're at the office, you want to get your blood pressure, you're in

00:00:05.720 the road, you're traveling, you just take it out, boom, measure yourself, oh, it's high,

00:00:09.040 it's medium, it's low.

00:00:10.040 And the reason why I'm showing you this is because there's a lot of things you can do

00:00:12.680 as an entrepreneur, C-suite executive, salesperson, or a CEO that can increase your blood pressure.

00:00:19.280 And today, we're going to cover what those things are that could cause your blood pressure

00:00:24.040 in your business to go up.

00:00:30.340 So point number one, which is a story of a CEO I spoke to last week that prompted me wanting

00:00:34.120 to make this video.

00:00:35.120 So this CEO is running a business that's doing $5 million a year, whom he bought the business

00:00:39.320 from his dad when he was only doing a million dollars a year.

00:00:41.720 So he's got a business on paper, this guy's killing it, he took his dad's business, he

00:00:46.480 5X'd it.

00:00:47.760 However, the dad, when he had it at $1 million, he was netting 6% even at small margins, which

00:00:53.120 is only $60,000, but the son takes it over, takes it to $5 million, and his margins go

00:00:58.580 to 1%, which is $50,000.

00:01:01.300 So a $1 million business was netting more than a $5 million business?

00:01:05.120 Exactly.

00:01:06.120 So I said, how did this happen?

00:01:07.740 He said, I don't know.

00:01:08.740 I said, how stressed out are you?

00:01:10.360 He said, Pat, very much so.

00:01:12.360 I said, how's your blood pressure?

00:01:14.080 Pretty high.

00:01:15.080 I said, do you know how you got here?

00:01:16.360 No clue.

00:01:17.360 I said, is this part of your strategy?

00:01:18.360 Meaning, maybe you've got an investor, angel, you've got a lot of savings on the back, so you're

00:01:21.280 putting everything back into the business to grow to $20, $30, $40, $50 million because

00:01:25.260 you're backed up.

00:01:26.260 He said, absolutely not.

00:01:28.180 I don't have a lot of savings.

00:01:29.520 I said, okay.

00:01:30.520 Then we've got a problem, and the point number one is two problems.

00:01:34.040 One, no savings.

00:01:35.640 Two, your margins are so low that if you continue this way and you don't study the margins, eventually

00:01:43.560 you're going to have to shut down your business.

00:01:44.900 So what is the solution to point number one?

00:01:47.600 Here's the solution to point number one, always have respect for having cash.

00:01:52.160 Yesterday I'm at the ocean with my kids, and my daughter, Senna, we're going to the ocean,

00:01:56.180 and I always whisper to my sons, and I say to them, every time I'm by the ocean, I tell

00:01:59.540 them this.

00:02:00.540 I say, what's the rule with the ocean?

00:02:02.500 They say, Daddy, always respect the ocean, because ocean is the most powerful thing in

00:02:06.660 the world.

00:02:07.660 You cannot disrespect the ocean.

00:02:08.660 I said, but if you respect the ocean, you can have a relationship for a long time.

00:02:12.600 Yes?

00:02:13.600 Yes, Daddy.

00:02:14.600 Perfect.

00:02:15.600 So we respect them.

00:02:16.600 Yes, we will.

00:02:17.600 Great, right?

00:02:18.600 Always respect cash in business.

00:02:21.480 If you have cash, and you're respecting a game of business that growing, and you have cash,

00:02:26.780 you're going to have a relationship for a long time.

00:02:28.700 But the moment you start disrespecting having cash in business, you don't pay attention to

00:02:34.160 your margins, all of a sudden, you'll find yourself having to shut down your business.

00:02:39.320 Point number two, look, everything in life has a formula.

00:02:41.600 What does it mean that everything has a formula?

00:02:43.360 You know, diet plus exercise plus proper sleep and rest equals growth and minimizing body

00:02:50.160 fat percentage.

00:02:51.160 Hypothetically, I'm just throwing that out there.

00:02:52.580 But everything has a formula.

00:02:55.420 In your business, I was having a conversation with another CEO, Anton, it was himself, his

00:03:00.300 wife, and his partners, and they're sitting there saying, you know, business has grown.

00:03:03.720 We're growing at 40%.

00:03:04.720 We're growing at this, this, this, this.

00:03:06.800 What do I do to grow it even faster?

00:03:07.540 I said, tell me your formulas.

00:03:08.540 He says, what do you mean?

00:03:09.540 I said, what formulas do you have?

00:03:10.540 He says, I don't understand.

00:03:11.540 I said, okay.

00:03:12.540 For example, this number of calls in this time period with this many visits equals this

00:03:19.600 many sales.

00:03:20.600 He says, I don't have any formulas like that.

00:03:21.600 I said, if you don't have formulas like that, how do you drive your business?

00:03:25.180 So I said, your homework is to sit down and come up with 10 formulas in your business.

00:03:31.140 And those formulas could be, how to run a meeting, five keys to running a good meeting, boom,

00:03:36.140 boom, boom, boom, boom, great.

00:03:38.660 How to drive my sales team, I need this versus this versus this.

00:03:42.280 What do I do as a CEO, bottom, biz dev operations, gross linear, top, exponential, leadership development

00:03:49.180 and innovative campaign, great.

00:03:51.060 These are formulas.

00:03:52.060 The more formulas you have, the more confident you are to drive your business.

00:03:55.920 What makes blood pressure go up is if you, as a leader, don't have formulas to drive

00:04:02.200 your business.

00:04:03.200 Point number three that could increase your blood pressure is not studying and auditing

00:04:07.680 your business on a regular basis.

00:04:09.320 And what do I mean by auditing?

00:04:11.060 Auditing doesn't just mean numbers.

00:04:13.180 Auditing does mean numbers, but that's one part of it.

00:04:15.240 So you look at your business and say, okay, let me see what's going on with the numbers.

00:04:17.980 For example, I have a platform here that I can look at.

00:04:21.040 I wake up every single morning, any second of the day, any time of the day, any whatever I do,

00:04:25.880 I log on to the website that we have, and I can see how all the data, how we compare last

00:04:32.640 year, February, January, same day, as of the 6th, as of the 13th, as of the 28th, in 10

00:04:39.960 different markers, because that's exactly the number I need to know.

00:04:43.280 And I look at it and say, why is this number down?

00:04:45.400 Why is that number down?

00:04:46.400 Why is this number down?

00:04:47.400 By the way, before we had this, you have to know that we did this manually.

00:04:50.700 And we did this for years.

00:04:52.500 But I didn't do it in my first two, three years of the business.

00:04:55.000 It was more kind of like, well, let's just go grow the business, all this other stuff.

00:04:58.680 Eventually if you don't audit your business, what ends up happening is, you're identifying

00:05:03.500 new leaks being created in your ship.

00:05:06.300 And the more leaks the ship has, they eventually sink, right?

00:05:09.100 So when you audit, you're like, okay, what are we having the people in this area to help

00:05:12.680 out?

00:05:13.680 We don't have a middle management.

00:05:14.680 We need a middle management.

00:05:15.680 What do we have going on in this area too?

00:05:16.760 What's our accounting firm?

00:05:17.760 Oh, they're kind of slow getting back to us on the audits.

00:05:19.380 We've got to figure something out over here.

00:05:21.540 Everything is constantly you're checking, you're auditing, whether some things need

00:05:25.080 to be audited quarterly, some things need to be audited monthly, some things need to

00:05:29.020 be audited weekly, but there are things that need to be audited daily.

00:05:33.280 You need to take a piece of paper and write down what do I audit yearly, quarterly, monthly,

00:05:37.780 weekly, and daily, and then put a plan together to audit those areas in your business so it

00:05:43.540 doesn't increase your blood pressure.

00:05:45.540 Point number four.

00:05:46.540 By the way, what is the whole point about blood pressure?

00:05:47.540 I'm not a doctor.

00:05:48.540 I'm not going to tell you what blood pressure means.

00:05:49.540 It really stresses what I'm talking about, right?

00:05:51.540 When you've got the headache, throbbing migraine, or headache you get, and you're wondering why

00:05:55.040 you've got it.

00:05:56.040 Point number four, no new leaders being developed.

00:06:00.260 If I see an organization, and I go visit the office, it's the same faces, same leaders,

00:06:05.680 this month, last month, six months ago, a year ago, two years ago, three years ago, let

00:06:10.040 me put it to you this way.

00:06:11.040 If I'm running that business, I am under a lot of stress because no new leaders are being built.

00:06:16.360 And if you don't constantly replenish an organization with new leaders, and you're developing them

00:06:20.920 that are coming up, rising stars, and you have a deep bench of people that you can pick

00:06:25.560 this person, put it here, pick that person, put it here, the future of the company is

00:06:30.120 a little bit concerning because you need new leaders.

00:06:33.440 Every time there's new leaders, there's a little bit of threat of other people like,

00:06:36.540 hey, I also want to rise up, and there's also a little bit of opportunity here.

00:06:39.860 It shows that this company is developing people that are moving up, and it shows there's a lot

00:06:43.780 of good things that happen the more new leaders are in place, so what do you do about this?

00:06:47.740 Pull up your org chart and sit down and say, Mary, how long has Mary been here?

00:06:51.860 When she first came here, what was she?

00:06:53.180 She was probably a three. 1.00

00:06:54.180 Now she's a six.

00:06:55.180 Okay, good.

00:06:56.180 You look like Jack.

00:06:57.180 When Jack first came, he was this.

00:06:58.180 Now he's this.

00:06:59.180 Okay, so how about new people that we have?

00:07:00.600 Well, it's been pretty much the same faces.

00:07:02.460 We've got to go recruit.

00:07:03.540 Because just like in the movie, Glen Gary, Glen Ross, they say, always be closing.

00:07:08.960 You know what mine is?

00:07:09.960 Always be recruiting for new talent to help grow your company to the next level.

00:07:15.600 So make a list of what you have, what leaders have you built, and who you need to go recruit

00:07:21.080 next.

00:07:22.080 Ready?

00:07:23.080 We're back at it again.

00:07:24.080 Blood pressure stress point number five is compliance and legal.

00:07:26.820 And here's what I mean by compliance and legal.

00:07:28.400 We're living in a very different time right now, which means it's not just compliance of

00:07:32.260 your industry to know what's going on with the new rules, new guidelines, new regulation

00:07:35.460 that's coming out, it's also protecting the company in case somebody does something wrong,

00:07:40.780 in case something happens with a client, in case something happens to one of your employees.

00:07:45.340 You have to have compliance in place, because for whatever reason, compliance tends to create

00:07:51.120 a ton of headache if you don't have the right leadership team in those departments.

00:07:56.100 So many times, you'll talk to an executive and say, what are you doing?

00:07:59.900 All I've been doing is putting out fires.

00:08:01.460 All I've been doing is putting out fires.

00:08:02.700 All I've been doing is putting out fires.

00:08:03.700 I'll sit there and I'll say, if all I've been doing is putting out fires all day long,

00:08:10.080 that means I don't have somebody that's in the right leadership position.

00:08:13.640 Why am I putting out fires all day long?

00:08:15.140 I need to grow the company.

00:08:16.140 I get it, the fact that sometimes a leader has to get in there and fix the issues and

00:08:19.600 process some issues.

00:08:20.940 But if it's ongoing, that means some of your departments lack good leaders, and you need

00:08:25.260 to find some good leaders and departments to be willing to drive those departments.

00:08:29.200 So compliance regulation, if you do it right, and you bring the right leaders and the right

00:08:34.080 counsel, they will give you a lot of confidence.

00:08:36.920 But if you don't have the right compliance, the right counsel, they will continuously call

00:08:41.940 you with fires that you have to put out.

00:08:44.860 And it'll create more of this and less of you growing the business.

00:08:48.580 Point number six is slightly different, because a lot of times I'll sit there and I'm talking

00:08:52.300 to a salesperson.

00:08:53.300 Let's say, let's talk to the sales leaders, or a salesperson, or somebody that's a national

00:08:57.800 sales director, you're running a sales organization.

00:09:00.420 And you'll see the sales leader working with a salesperson they like a lot, but it's the

00:09:06.300 wrong person they're working with.

00:09:08.500 That's not the right person to be working with.

00:09:10.320 They're not going to give you the kind of rate of return, you spend time with this person

00:09:13.980 as you think.

00:09:14.980 You'll have three different people, Bobby, Johnny, and Mary, okay?

00:09:18.160 And think of your time this way.

00:09:20.280 For every 10 hours you put into Bobby, you're going to get $10,000 back.

00:09:25.360 Just throwing a number out there.

00:09:27.020 For every 10 hours you put into Johnny, you're going to get $50,000 back.

00:09:31.660 But for every 10 hours you put into Mary, you're going to get $100,000 back, right?

00:09:36.200 You don't know this because there's not like a monitor.

00:09:38.300 Let me see here.

00:09:39.300 Oh, okay, you're this much.

00:09:40.180 We don't have that technology, right?

00:09:42.280 But your intuition will sit there and say, well, you know what?

00:09:45.460 I just like this guy more because he also likes Brady like I do.

00:09:49.160 Wrong reason to lock onto that person.

00:09:51.280 But I like Johnny more because Johnny's into poker like I am.

00:09:57.180 Mary is the person that's going to increase the value of company.

00:10:00.720 So the blood pressure is when you put so much time over here and you're wondering, how come

00:10:05.000 this guy doesn't get it?

00:10:06.000 How come?

00:10:07.000 No, no, no, no.

00:10:08.000 It's not his fault.

00:10:09.000 Because when you put time here, it's easy, it's peaceful.

00:10:12.080 She wants to win.

00:10:13.080 She wants to get to work.

00:10:14.080 She wants to be coached.

00:10:15.920 Not putting your time into the right people.

00:10:17.760 By the way, the same goes with clients.

00:10:19.560 I was a stockbroker.

00:10:20.560 I had a client.

00:10:21.560 Every time the market went up, this guy called me 20 times.

00:10:24.420 But every time the market and the stocks went up, he called me 100 times.

00:10:27.560 Eventually, I'm sitting there saying, my entire day, two hours of it is with this guy.

00:10:31.480 What happened?

00:10:32.480 What happened?

00:10:33.480 What happened?

00:10:34.480 What happened?

00:10:35.480 Why did it happen?

00:10:36.480 Why did it happen?

00:10:37.480 How much money have I made off this guy?

00:10:38.480 And then I get the numbers.

00:10:39.480 I'm like, it's just not worth it.

00:10:42.480 It's just not worth it.

00:10:44.320 And I said, Johnny, I just don't think I'm the right guy for you.

00:10:46.880 What are you talking about?

00:10:47.880 What are you talking about?

00:10:49.880 Can I refer you to somebody else?

00:10:51.520 Because I'm not the guy.

00:10:52.800 And I referred it to another guy in the office that wanted it.

00:10:55.200 He took it.

00:10:56.200 And guess what? 0.97

00:10:57.200 He was miserable. 0.96

00:10:58.200 I said, I'm telling you. 0.98

00:10:59.200 Here's how.

00:11:00.200 No, I'll take it.

00:11:01.200 Don't worry about it.

00:11:02.200 I can change it.

00:11:03.200 I know how to deal with these kinds of clients.

00:11:04.200 You've got to learn on who you work with because if you don't work with the right clients and 0.97

00:11:08.360 the right agents and the right employees and the right people, they're going to suck all

00:11:12.520 the best energy out of you and increase your stress level.

00:11:17.160 So make sure you lock onto the right employees, the right salespeople, the right investors,

00:11:22.640 the right board that you have a choice with, and the right client.

00:11:26.540 Or else you're going to waste a lot of time being stressed out.

00:11:29.200 Story number seven is another one here that's, say you're running a company, and I'm talking

00:11:34.700 to the CEO.

00:11:35.700 I'm like, how many direct reports do you have?

00:11:37.440 Oh, I have a, so we draw the org chart.

00:11:39.440 I only have five.

00:11:40.440 Oh, okay, really?

00:11:41.440 Let's take a look.

00:11:42.440 So we start drawing this stuff on the board.

00:11:43.940 I'm like, who's he reporting to?

00:11:45.860 Really me.

00:11:47.140 How about this person?

00:11:48.420 It's technically me.

00:11:50.000 How about this person?

00:11:51.000 We came up with like 26 people that reported to this guy directly, employees, 26 people that

00:11:56.940 reported to this guy, and I said, so let me ask you a question.

00:12:01.340 How are you developing leaders here?

00:12:03.620 I said, how do you have any life?

00:12:06.460 What are you doing?

00:12:07.460 He said, oh, it's just so nonstop.

00:12:09.700 I said, well, buddy, you've got to figure something out here, because way too many people report

00:12:14.500 to you directly.

00:12:15.500 And by the way, it was not a deep bench at all.

00:12:18.840 There was no depth in the organization.

00:12:21.020 There was no middle management in the organization.

00:12:22.980 He was a control guy.

00:12:24.660 I said, let me explain to you how control works.

00:12:27.920 The word control and trust go together, okay?

00:12:31.580 The less you control, the more you trust the person.

00:12:34.620 The more you control, the less you trust the person.

00:12:37.180 I had a conversation with my son yesterday, Tico.

00:12:39.720 And I told him, I said, listen, you ever wonder when you read your book and you go out there

00:12:42.560 and want to play a video game, do I control you?

00:12:44.280 Not at all.

00:12:45.280 You ever wonder when you're going out there and you're playing with the sand and you're

00:12:47.000 messing around doing whatever you're doing and you like to get really dirty, do I control

00:12:50.320 you?

00:12:51.320 No, you're okay with me.

00:12:52.320 Do you notice when I ask you something and I say, today, based on what you did, you only

00:12:56.740 can do this much?

00:12:57.740 Yes.

00:12:58.740 Do you realize if you go and still not follow and keep your word, what happens slowly is

00:13:04.200 I want to control you more because I trust you less.

00:13:06.080 But you know what I want to do, buddy?

00:13:07.580 Is what?

00:13:08.580 I want to trust you more.

00:13:09.580 So I give you more freedom.

00:13:10.580 Don't you want that?

00:13:11.580 I want that.

00:13:12.580 So why don't we work on trust together, right?

00:13:13.580 When you have 26 direct reports, you don't trust your people.

00:13:17.000 Okay?

00:13:18.000 So you need to trust that some of these middle management and some of your direct reports

00:13:22.300 can become leaders.

00:13:23.680 So three goes here, two goes here, four goes here.

00:13:26.460 And then you've got five to seven direct reports that you can work with directly.

00:13:30.000 If you don't pay attention to the amount of direct reports that come to you, that have

00:13:34.380 people, layers of other people that are developing them, you can all of a sudden catch yourself

00:13:38.760 having an entire week being gone.

00:13:41.520 And Saturday you're having dinner telling yourself, what did I really get accomplished today?

00:13:45.540 Not much.

00:13:46.540 Did we really grow the company?

00:13:47.540 No.

00:13:48.540 Why not?

00:13:49.540 Because everybody reports directly to you.

00:13:52.120 It's not a way to build a business.

00:13:54.000 Make adjustments ASAP before you're constantly stressed out.

00:13:58.780 Number eight is the scary one for a lot of people.

00:14:01.080 You've got an issue on your desk that you know you have to call one person, and you know it's

00:14:04.320 going to be conflict, and you know it could be heated, and you know it's going to be something

00:14:06.940 that the person's not going to like, or you're going to have to bring somebody in your office,

00:14:10.180 have a conversation with them, but you keep delaying it one hour, two hours, three hours,

00:14:13.940 six hours, one day, two days, three days, four days, five days.

00:14:17.220 The longer you delay a conflict, that problem gets bigger and bigger and bigger and bigger

00:14:21.700 and bigger.

00:14:22.700 Why?

00:14:23.700 Because on the other side, you don't know what the other person is thinking.

00:14:25.480 The other person's imagination is, oh my gosh, maybe they did this, oh I think it's

00:14:29.780 this, no I think it's this, I think it's this.

00:14:33.080 It wasn't that.

00:14:34.080 It was just this.

00:14:35.080 But he didn't make the phone call.

00:14:36.460 And it would have been resolved like this.

00:14:38.940 You know how many times there's been a conflict that before making the phone call and having

00:14:44.220 the meeting, you thought it was going to be the end of the world, the building was

00:14:47.060 going to come down, next thing you know, terrible things were going to happen, and dinosaurs

00:14:52.680 were going to show up, but you know what the reality is?

00:14:55.340 You sit down and you're like, this was nothing.

00:14:58.820 Why didn't I have this meeting an hour earlier?

00:15:00.280 Well, why didn't I address this yesterday?

00:15:02.240 Why didn't I do this two days ago?

00:15:04.440 Nine out of ten meetings that you go in that have to do with conflict, the sooner you meet

00:15:09.060 with them, you come out saying, honestly, I thought it was going to be worse.

00:15:12.400 And it was nothing.

00:15:14.020 So stop avoiding the conflict as a CEO, as an executive, as an entrepreneur.

00:15:18.440 The longer you do, the problem gets bigger and bigger and bigger.

00:15:22.380 And it just increases stress, not just for you, but for a lot of people.

00:15:25.620 Point number nine.

00:15:26.620 I don't think enough people put a lot of attention into this.

00:15:29.540 You know the book, The Motive, by Patrick Lencioni says, you know a lot of times the executive

00:15:33.800 thing, because you had a meeting, you said one thing one time that everybody's going

00:15:37.540 to execute.

00:15:38.540 He says, the employee, the average employee needs to hear your messaging seven times before

00:15:44.220 they realize you're serious.

00:15:45.220 Let me say this one more time, the average employee has to hear your set of standards

00:15:50.400 seven times from you, before they know it's serious.

00:15:54.340 Seven times.

00:15:55.340 Not just one motivational speech, oh, this is how we're going to run it here, bam.

00:15:58.780 That's not how it works.

00:16:00.100 So I had a call this last week, and it was a conflict we had to address.

00:16:03.980 And I was on a call for a couple hours, and then I made a suggestion for another call,

00:16:08.220 and we had to call.

00:16:09.560 And the call that I had with this individual, they were very upset.

00:16:12.440 Not happy, furious, and there was almost like a challenge going on between two personalities.

00:16:19.860 And I asked this guy a question who was not happy.

00:16:21.560 I said, let me ask you, has this person here that you're so upset about, has he ever flirted

00:16:26.060 with your wife?

00:16:27.060 He says, no.

00:16:28.060 I said, has he ever disrespected your kids?

00:16:30.620 No.

00:16:31.620 Has he ever stolen money from you?

00:16:33.620 No, Pat.

00:16:34.620 No.

00:16:35.620 Have they ever questioned your faith?

00:16:37.620 No.

00:16:38.620 Have they?

00:16:39.620 I just kept going through, have they, have they?

00:16:41.620 No.

00:16:42.620 I said, so what is it?

00:16:44.400 Did he do something or not do something that offended you?

00:16:47.360 Yes.

00:16:48.360 And by the way, valid point on why he was offended.

00:16:50.700 I'm telling you it was a valid point on why he was offended.

00:16:54.380 But you know what it was?

00:16:56.280 What saved it is that this man here builds his business based on values and principles.

00:17:01.880 And eventually he said, yeah, I understand.

00:17:04.620 I said, so offending, what is offending?

00:17:07.940 I've both offended a lot of people, and I've made mistakes, God knows how many times.

00:17:13.200 But I've also been offended, and I've been here, and I've had to learn how to bring myself

00:17:19.780 here.

00:17:21.400 The more I respond to being offended here, the more this keeps going.

00:17:25.640 This keeps going.

00:17:26.640 This keeps going.

00:17:27.640 The more I get offended and I respond here, this goes, and then disappears.

00:17:32.220 I don't know if that makes sense or not.

00:17:33.460 So your entire game of your business, long term, the more you have it set on the right

00:17:40.440 values and principles.

00:17:42.580 We start meetings on time, we finish them on time, that you come prepared.

00:17:46.260 Whatever those set of principles are, how you treat people, how you respect people,

00:17:49.880 how you respect spouses, how you respect kids, all of that stuff.

00:17:53.120 The more and more you talk about it, and the more and more you execute it, eventually guess

00:17:57.380 what goes up?

00:17:58.600 Trust goes higher, and higher, and higher, and higher, and higher.

00:18:02.940 And the higher trust goes up, the more people stick around, the more people come back, the

00:18:07.120 more people want to work for you, the more people want to be your clients, the more people

00:18:10.120 want to be around you, if you build your business on the right set of values and principles.

00:18:16.400 By the way, this isn't an instant stress.

00:18:19.160 This is a gradual stress, if you don't build your business on values and principles.

00:18:23.260 So it goes like this, slowly, slowly, slowly.

00:18:26.020 And then eventually when it gets up, guess what?

00:18:28.000 It stays like this for a long time.

00:18:29.880 It's painful if you don't build your business on values and principles.

00:18:33.920 And eventually, you can bring it back down to calm the entire situation you got, but

00:18:39.320 that storm lasts a long time.

00:18:41.300 Address it early so you don't have a lengthy storm.

00:18:43.560 Point number 10 is annoying, it's stressful, it's upsetting, and you can get very irritated

00:18:48.660 with this.

00:18:49.660 And this is losing market share.

00:18:50.660 And market share is lost a lot of times by a leader, an executive, who no longer competes

00:18:59.520 like they're once used to.

00:19:01.160 What do I mean by no longer competes like they're once used to?

00:19:03.840 So you used to read everything that was going on in the marketplace.

00:19:07.220 You used to read all the right books.

00:19:08.780 You used to always have a book or an audio book plan.

00:19:11.740 You used to always work on it.

00:19:13.980 You used to inspire your guys.

00:19:15.480 You used to drive your guys.

00:19:16.720 You used to get up there and say, we're going to be.

00:19:18.940 You used to cast a vision.

00:19:20.280 You used to say, here's what we're going to do.

00:19:22.360 And it attracted and it lifted your people up.

00:19:24.280 But you no longer do it.

00:19:26.120 You now think that everybody, just because you said it a year ago, five years ago, 10 years ago,

00:19:30.980 they're just supposed to remember and execute it.

00:19:32.660 That's not how this thing works.

00:19:34.360 Losing market share is very annoying, but it happens often when the leader is content,

00:19:42.040 is happy, is got an okay life, is doing their three, four times a week of golfing, is kicking

00:19:48.200 back.

00:19:49.200 They think they've already made it.

00:19:50.740 It's like the CEO of GM from 1920s that said, if you have an enterprise, there is no resting

00:19:57.860 in an enterprise where there is constant competition.

00:20:00.760 There is no resting.

00:20:01.760 It doesn't mean you don't sleep your six to eight hours a week, a night.

00:20:04.040 It doesn't mean you don't go out there and get your, but it does mean you have to constantly

00:20:08.920 be competing.

00:20:10.180 Or else, you will lose market share to somebody else who is out working you, out improving,

00:20:18.320 out strategizing, and out lasting.

00:20:20.540 And by the way, there's competition that come and go.

00:20:23.540 Some of them are seasonal, and then there's real competition.

00:20:26.600 You have to respect your real competition, or else they will take a market share away

00:20:30.640 from you.

00:20:31.640 So a lot of technical things covering this video.

00:20:32.940 I haven't done one of these for a long time, and if you like this video, there's another

00:20:36.000 one I want you to watch.

00:20:37.000 It's also like this, that is about how to inspect your business.

00:20:40.820 I'm all about inspecting my business regularly.

00:20:43.040 If you haven't watched this video, click over here.

00:20:45.220 I've got numbers of areas for you to inspect and how to go about inspecting it.

00:20:50.380 Again, if you haven't seen it, click here to watch it.

00:20:53.120 Take care, everybody.

Valuetainment - February 09, 2021

10 Reasons You Have High Blood Pressure in Business

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