10 Reasons You Have High Blood Pressure in Business
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Summary
There are a lot of things you can do as an entrepreneur, C-suite executive, sales person, or CEO that can increase your blood pressure. And today we re going to cover what those things are that could cause your Blood Pressure in your business to go up.
Transcript
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This right here, what I'm holding, is what you call a portable blood pressure monitor,
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So, which means you're at the office, you want to get your blood pressure, you're in
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the road, you're traveling, you just take it out, boom, measure yourself, oh, it's high,
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And the reason why I'm showing you this is because there's a lot of things you can do
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as an entrepreneur, C-suite executive, salesperson, or a CEO that can increase your blood pressure.
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And today, we're going to cover what those things are that could cause your blood pressure
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So point number one, which is a story of a CEO I spoke to last week that prompted me wanting
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So this CEO is running a business that's doing $5 million a year, whom he bought the business
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from his dad when he was only doing a million dollars a year.
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So he's got a business on paper, this guy's killing it, he took his dad's business, he
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However, the dad, when he had it at $1 million, he was netting 6% even at small margins, which
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is only $60,000, but the son takes it over, takes it to $5 million, and his margins go
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So a $1 million business was netting more than a $5 million business?
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Meaning, maybe you've got an investor, angel, you've got a lot of savings on the back, so you're
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putting everything back into the business to grow to $20, $30, $40, $50 million because
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Then we've got a problem, and the point number one is two problems.
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Two, your margins are so low that if you continue this way and you don't study the margins, eventually
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you're going to have to shut down your business.
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Here's the solution to point number one, always have respect for having cash.
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Yesterday I'm at the ocean with my kids, and my daughter, Senna, we're going to the ocean,
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and I always whisper to my sons, and I say to them, every time I'm by the ocean, I tell
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They say, Daddy, always respect the ocean, because ocean is the most powerful thing in
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I said, but if you respect the ocean, you can have a relationship for a long time.
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If you have cash, and you're respecting a game of business that growing, and you have cash,
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you're going to have a relationship for a long time.
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But the moment you start disrespecting having cash in business, you don't pay attention to
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your margins, all of a sudden, you'll find yourself having to shut down your business.
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Point number two, look, everything in life has a formula.
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What does it mean that everything has a formula?
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You know, diet plus exercise plus proper sleep and rest equals growth and minimizing body
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Hypothetically, I'm just throwing that out there.
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In your business, I was having a conversation with another CEO, Anton, it was himself, his
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wife, and his partners, and they're sitting there saying, you know, business has grown.
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For example, this number of calls in this time period with this many visits equals this
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I said, if you don't have formulas like that, how do you drive your business?
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So I said, your homework is to sit down and come up with 10 formulas in your business.
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And those formulas could be, how to run a meeting, five keys to running a good meeting, boom,
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How to drive my sales team, I need this versus this versus this.
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What do I do as a CEO, bottom, biz dev operations, gross linear, top, exponential, leadership development
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The more formulas you have, the more confident you are to drive your business.
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What makes blood pressure go up is if you, as a leader, don't have formulas to drive
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Point number three that could increase your blood pressure is not studying and auditing
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Auditing does mean numbers, but that's one part of it.
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So you look at your business and say, okay, let me see what's going on with the numbers.
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For example, I have a platform here that I can look at.
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I wake up every single morning, any second of the day, any time of the day, any whatever I do,
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I log on to the website that we have, and I can see how all the data, how we compare last
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year, February, January, same day, as of the 6th, as of the 13th, as of the 28th, in 10
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different markers, because that's exactly the number I need to know.
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And I look at it and say, why is this number down?
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By the way, before we had this, you have to know that we did this manually.
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But I didn't do it in my first two, three years of the business.
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It was more kind of like, well, let's just go grow the business, all this other stuff.
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Eventually if you don't audit your business, what ends up happening is, you're identifying
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And the more leaks the ship has, they eventually sink, right?
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So when you audit, you're like, okay, what are we having the people in this area to help
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Oh, they're kind of slow getting back to us on the audits.
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Everything is constantly you're checking, you're auditing, whether some things need
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to be audited quarterly, some things need to be audited monthly, some things need to
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be audited weekly, but there are things that need to be audited daily.
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You need to take a piece of paper and write down what do I audit yearly, quarterly, monthly,
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weekly, and daily, and then put a plan together to audit those areas in your business so it
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By the way, what is the whole point about blood pressure?
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I'm not going to tell you what blood pressure means.
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It really stresses what I'm talking about, right?
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When you've got the headache, throbbing migraine, or headache you get, and you're wondering why
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Point number four, no new leaders being developed.
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If I see an organization, and I go visit the office, it's the same faces, same leaders,
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this month, last month, six months ago, a year ago, two years ago, three years ago, let
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If I'm running that business, I am under a lot of stress because no new leaders are being built.
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And if you don't constantly replenish an organization with new leaders, and you're developing them
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that are coming up, rising stars, and you have a deep bench of people that you can pick
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this person, put it here, pick that person, put it here, the future of the company is
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a little bit concerning because you need new leaders.
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Every time there's new leaders, there's a little bit of threat of other people like,
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hey, I also want to rise up, and there's also a little bit of opportunity here.
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It shows that this company is developing people that are moving up, and it shows there's a lot
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of good things that happen the more new leaders are in place, so what do you do about this?
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Pull up your org chart and sit down and say, Mary, how long has Mary been here?
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Because just like in the movie, Glen Gary, Glen Ross, they say, always be closing.
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Always be recruiting for new talent to help grow your company to the next level.
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So make a list of what you have, what leaders have you built, and who you need to go recruit
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Blood pressure stress point number five is compliance and legal.
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And here's what I mean by compliance and legal.
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We're living in a very different time right now, which means it's not just compliance of
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your industry to know what's going on with the new rules, new guidelines, new regulation
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that's coming out, it's also protecting the company in case somebody does something wrong,
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in case something happens with a client, in case something happens to one of your employees.
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You have to have compliance in place, because for whatever reason, compliance tends to create
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a ton of headache if you don't have the right leadership team in those departments.
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So many times, you'll talk to an executive and say, what are you doing?
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I'll sit there and I'll say, if all I've been doing is putting out fires all day long,
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that means I don't have somebody that's in the right leadership position.
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I get it, the fact that sometimes a leader has to get in there and fix the issues and
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But if it's ongoing, that means some of your departments lack good leaders, and you need
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to find some good leaders and departments to be willing to drive those departments.
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So compliance regulation, if you do it right, and you bring the right leaders and the right
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counsel, they will give you a lot of confidence.
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But if you don't have the right compliance, the right counsel, they will continuously call
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And it'll create more of this and less of you growing the business.
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Point number six is slightly different, because a lot of times I'll sit there and I'm talking
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Let's say, let's talk to the sales leaders, or a salesperson, or somebody that's a national
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sales director, you're running a sales organization.
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And you'll see the sales leader working with a salesperson they like a lot, but it's the
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That's not the right person to be working with.
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They're not going to give you the kind of rate of return, you spend time with this person
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You'll have three different people, Bobby, Johnny, and Mary, okay?
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For every 10 hours you put into Bobby, you're going to get $10,000 back.
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For every 10 hours you put into Johnny, you're going to get $50,000 back.
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But for every 10 hours you put into Mary, you're going to get $100,000 back, right?
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You don't know this because there's not like a monitor.
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But your intuition will sit there and say, well, you know what?
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I just like this guy more because he also likes Brady like I do.
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But I like Johnny more because Johnny's into poker like I am.
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Mary is the person that's going to increase the value of company.
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So the blood pressure is when you put so much time over here and you're wondering, how come
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Because when you put time here, it's easy, it's peaceful.
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Every time the market went up, this guy called me 20 times.
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But every time the market and the stocks went up, he called me 100 times.
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Eventually, I'm sitting there saying, my entire day, two hours of it is with this guy.
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And I said, Johnny, I just don't think I'm the right guy for you.
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And I referred it to another guy in the office that wanted it.
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I know how to deal with these kinds of clients.
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You've got to learn on who you work with because if you don't work with the right clients and
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the right agents and the right employees and the right people, they're going to suck all
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the best energy out of you and increase your stress level.
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So make sure you lock onto the right employees, the right salespeople, the right investors,
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the right board that you have a choice with, and the right client.
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Or else you're going to waste a lot of time being stressed out.
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Story number seven is another one here that's, say you're running a company, and I'm talking
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We came up with like 26 people that reported to this guy directly, employees, 26 people that
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reported to this guy, and I said, so let me ask you a question.
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I said, well, buddy, you've got to figure something out here, because way too many people report
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And by the way, it was not a deep bench at all.
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There was no middle management in the organization.
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I said, let me explain to you how control works.
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The less you control, the more you trust the person.
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The more you control, the less you trust the person.
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I had a conversation with my son yesterday, Tico.
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And I told him, I said, listen, you ever wonder when you read your book and you go out there
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and want to play a video game, do I control you?
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You ever wonder when you're going out there and you're playing with the sand and you're
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messing around doing whatever you're doing and you like to get really dirty, do I control
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Do you notice when I ask you something and I say, today, based on what you did, you only
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Do you realize if you go and still not follow and keep your word, what happens slowly is
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I want to control you more because I trust you less.
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When you have 26 direct reports, you don't trust your people.
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So you need to trust that some of these middle management and some of your direct reports
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So three goes here, two goes here, four goes here.
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And then you've got five to seven direct reports that you can work with directly.
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If you don't pay attention to the amount of direct reports that come to you, that have
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people, layers of other people that are developing them, you can all of a sudden catch yourself
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And Saturday you're having dinner telling yourself, what did I really get accomplished today?
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Make adjustments ASAP before you're constantly stressed out.
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Number eight is the scary one for a lot of people.
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You've got an issue on your desk that you know you have to call one person, and you know it's
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going to be conflict, and you know it could be heated, and you know it's going to be something
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that the person's not going to like, or you're going to have to bring somebody in your office,
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have a conversation with them, but you keep delaying it one hour, two hours, three hours,
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six hours, one day, two days, three days, four days, five days.
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The longer you delay a conflict, that problem gets bigger and bigger and bigger and bigger
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Because on the other side, you don't know what the other person is thinking.
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The other person's imagination is, oh my gosh, maybe they did this, oh I think it's
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You know how many times there's been a conflict that before making the phone call and having
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the meeting, you thought it was going to be the end of the world, the building was
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going to come down, next thing you know, terrible things were going to happen, and dinosaurs
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were going to show up, but you know what the reality is?
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You sit down and you're like, this was nothing.
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Why didn't I have this meeting an hour earlier?
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Nine out of ten meetings that you go in that have to do with conflict, the sooner you meet
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with them, you come out saying, honestly, I thought it was going to be worse.
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So stop avoiding the conflict as a CEO, as an executive, as an entrepreneur.
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The longer you do, the problem gets bigger and bigger and bigger.
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And it just increases stress, not just for you, but for a lot of people.
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I don't think enough people put a lot of attention into this.
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You know the book, The Motive, by Patrick Lencioni says, you know a lot of times the executive
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thing, because you had a meeting, you said one thing one time that everybody's going
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He says, the employee, the average employee needs to hear your messaging seven times before
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Let me say this one more time, the average employee has to hear your set of standards
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seven times from you, before they know it's serious.
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Not just one motivational speech, oh, this is how we're going to run it here, bam.
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So I had a call this last week, and it was a conflict we had to address.
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And I was on a call for a couple hours, and then I made a suggestion for another call,
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And the call that I had with this individual, they were very upset.
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Not happy, furious, and there was almost like a challenge going on between two personalities.
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And I asked this guy a question who was not happy.
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I said, let me ask you, has this person here that you're so upset about, has he ever flirted
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I just kept going through, have they, have they?
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Did he do something or not do something that offended you?
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And by the way, valid point on why he was offended.
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I'm telling you it was a valid point on why he was offended.
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What saved it is that this man here builds his business based on values and principles.
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I've both offended a lot of people, and I've made mistakes, God knows how many times.
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But I've also been offended, and I've been here, and I've had to learn how to bring myself
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The more I respond to being offended here, the more this keeps going.
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The more I get offended and I respond here, this goes, and then disappears.
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So your entire game of your business, long term, the more you have it set on the right
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We start meetings on time, we finish them on time, that you come prepared.
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Whatever those set of principles are, how you treat people, how you respect people,
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how you respect spouses, how you respect kids, all of that stuff.
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The more and more you talk about it, and the more and more you execute it, eventually guess
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Trust goes higher, and higher, and higher, and higher, and higher.
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And the higher trust goes up, the more people stick around, the more people come back, the
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more people want to work for you, the more people want to be your clients, the more people
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want to be around you, if you build your business on the right set of values and principles.
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This is a gradual stress, if you don't build your business on values and principles.
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And then eventually when it gets up, guess what?
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It's painful if you don't build your business on values and principles.
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And eventually, you can bring it back down to calm the entire situation you got, but
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Address it early so you don't have a lengthy storm.
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Point number 10 is annoying, it's stressful, it's upsetting, and you can get very irritated
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And market share is lost a lot of times by a leader, an executive, who no longer competes
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What do I mean by no longer competes like they're once used to?
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So you used to read everything that was going on in the marketplace.
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You used to always have a book or an audio book plan.
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You used to get up there and say, we're going to be.
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You used to say, here's what we're going to do.
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You now think that everybody, just because you said it a year ago, five years ago, 10 years ago,
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they're just supposed to remember and execute it.
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Losing market share is very annoying, but it happens often when the leader is content,
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is happy, is got an okay life, is doing their three, four times a week of golfing, is kicking
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It's like the CEO of GM from 1920s that said, if you have an enterprise, there is no resting
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in an enterprise where there is constant competition.
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It doesn't mean you don't sleep your six to eight hours a week, a night.
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It doesn't mean you don't go out there and get your, but it does mean you have to constantly
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Or else, you will lose market share to somebody else who is out working you, out improving,
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And by the way, there's competition that come and go.
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Some of them are seasonal, and then there's real competition.
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You have to respect your real competition, or else they will take a market share away
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So a lot of technical things covering this video.
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I haven't done one of these for a long time, and if you like this video, there's another
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It's also like this, that is about how to inspect your business.
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I'm all about inspecting my business regularly.
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If you haven't watched this video, click over here.
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I've got numbers of areas for you to inspect and how to go about inspecting it.
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Again, if you haven't seen it, click here to watch it.