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If you feel like you're not making progress, this might be why.

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In my earlier part of my career, I read a ton of self-help books, everything I get my hands on,

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but I realized my life didn't change. And so the moment I stopped obsessing over

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kind of finding the perfect plan, I started making progress, and I eventually hit lots and lots

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of money by the time I was in my 30s. And so this video is about why that might be the case,

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and more importantly, what you can do about it.

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Hey guys, welcome back to the game. I had a couple conversations with different business owners,

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and there was something that probably will affect you, which is many people want to change their

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plan rather than improve the execution of the plan they're currently on. And I want to break

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this down tactically for how to improve execution. So I met with a business owner last week,

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who's done about $5 million a year. I believe the source to be reliable. I'm not guaranteeing

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that's what he was making, but he said he was making about $5 million a year. And he had this

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issue that he wanted to talk about his strategy in the business. He's like, hey, I think we should

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recombine these things. I think we should change our sales process up. And one of the issues that

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he was having was that he was struggling to get conversions to be consistent, meaning his sales

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team wasn't converting into consistent percentage. Now that might be ahead of where you're at,

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it might be behind where you're at. If you're one person, then it might be you, right? If you have

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a much bigger team, then it might be bigger than that. But the main point was that he wanted to change

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these things up. And after listening to him talk about this for a while, I was like, I don't think

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you have a strategy problem. And even if you did have a strategy problem, I don't think that we can

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work on that until we solve the execution issue. Because if we're seeing volatility or variability

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in the results with an existing plan, then it means the plan isn't being executed all the way.

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Because when you have your cool good weeks, you're fine with those results. When you have your

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bad weeks, you're not good with the results. That means that we're doing something different during

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the good weeks versus the ones that are bad. And so this is the analogy that I have for this.

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And so if you think about climbing a mountain, right? A lot of people think that there's like,

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what is the perfect path up the mountain? But in my experience, there's usually multiple paths

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up the mountain that you can take. But none of the paths will work if you are constantly trying to

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jump from path to path. Because in the real world, one path might be direct and might be steeper.

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Another path might have more loops. Now you might see the other path and think, man,

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that was not as steep. But we don't see about the path until you get on it, is that, oh man,

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this one's actually going to take me way longer to get up the mountain. And so most of the time,

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we need perfect conviction about our plan more than we need a perfect plan. And so think of the

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paths of the mountain as your strategy. Like the mission is getting to the top. That's what we want

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to do. But the strategy is how we're going to prioritize our resources to getting there, right? And so

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your ability to execute on the path, walk the path, stick to the path is ultimately the thing that's

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going to predicate your success far more than the path itself provided. It's sensible. And what I've

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found in my experience is that most people actually have a pretty decent idea what to do. I'll give you

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a different analogy. So if I said, hey, you need to get in shape. If you know nothing about getting

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in shape, you still probably have an idea that you should probably stop eating crap and you should

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start moving more. And if you're trying to gain muscle, you should probably like lift weights.

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And if you want to get bigger, you should probably make those weights or those reps go up.

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These are probably things that you'd be like, I kind of already knew that. The thing is,

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is that people don't do that. And so the issue usually is like, I want to have this perfect plan.

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But like if you just did only that for the next three years, you'd probably be way better off

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than the vast majority of people. And so this was a big realization that I had, which I had this

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this over analysis of like, what is the perfect plan? And I call it the fallacy of the perfect pick,

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which is that we wait and we wait to try and find the perfect path. And the thing is that this is

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a $5 million dollar your business owner. So this has nothing to do with where you're at. This

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happens at all levels, right? The mountain just gets bigger. But it's the same concept. And so for me,

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there was a period in my life before I started making, you know, more money, where I had nine

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different businesses. All right. And I had nine businesses that I was CEO and I wasn't making

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anyway. Now we were making revenue, but because I was so spread thing, I couldn't focus on any of

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them enough. And so all I could do is just barely keep my head above water. I had, you know,

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a dental agency had a car practice agency. I had my launch business where I was flying out. So I was

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in different cities every week doing these launches. And then I also had six locations of gyms that

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were running too. So I was so spread thing. I was stressed out on my mind. And so most people

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can't execute. And so what I would think at that moment in time, like now looking back, it's obvious.

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And maybe you're hearing it's obvious. But for some reason, it's generally the year to say where your

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nose is an inch above your mouth, but need somebody else to tell you your breath, breath smells bad.

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I think it's the same thing with this, which is that at the time, if you, if I had asked younger me,

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what do you think the problem is? I'd be like, well, I think I need to change my strategy. I think

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to change all these things up. When around is the most times you don't need to change that much at all,

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you need to actually just do the one thing really well. And so it's not about coming up with the plant

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or doing the plant. It's sticking with the plant, right? You can beat most people at anything if you

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just stick with it for a year. If you're willing to suck it something for a hundred days in a row,

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then you can beat most people at most things. The bar for excellence has never been so low.

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And so most of your competition quits after the first sign of difficulty, the first

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in pass on the mountain where they don't immediately get it, because they've never known what hard

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feels like. And so you having to figure something out, the unknown is the hard part. The figuring

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it out is the hard part. And so people think that, oh, I should switch past because I understand

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the path of getting here. So you might get this far up the mountain and you might be on this path

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and think, oh, I could do this path or this path or this path or this path of the thing is usually

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you have to go back down and then you got to go over and then you got to go up again, right? So it's

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actually a lot longer to keep switching past. But we don't think that because this path we can see,

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we already walked down here, we already see the bottom of the mountain, we can see this path

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to here. But then from here we get stuck again. And so we keep, you know, re-leveling up and going

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from level one to level two, level three really quickly because we've beaten those bosses before. But

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then you get to level four again and you're stuck. And so you have to grit through that period,

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we don't know what you're doing. And this took me so long to understand like the not knowing part

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is the part that's hard. And that is where people give up. It's not usually the like, oh, I just

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need a work harder. Sure, there's some people who are weak and they just lose there. But most of the

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time when I talk to business owners, that's not actually where they lose. It's because they don't

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know what to do. And so they think, oh, I'll change my strategy. Rather than figuring out what to

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do, is the strategy. Most strategies do work. So I want to hit on this a little harder. One of the

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misconceptions about businesses that there's this one secret thing, right? There's usually lots of

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ways to win. There's a few ways to skin a cat, right? If you have a dull knife, on the other hand,

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you're never going to be able to skin the cat. And the sharpness of your knife is your ability to

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execute whatever path you have. Real cool, guys. Thank you. Thank you. Thank you. You guys are

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awesome. This podcast continues to grow. We had our highest month, every last month, which is huge.

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And we don't run ads to grow the show. It's just you guys. It's just you guys. And so if this

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podcast has provided you value, if you could text it to a friend or you could send it on Slack

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or share it on your Instagram, that is how this podcast grows. And that is why I continue to make them.

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It's because you guys. So thank you guys first and foremost. And if you have it in your heart,

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there's somebody who could use this. And please send it lots of love. Enjoy the rest of the podcast.

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And so when I was talking back to that business owner, I said, okay, so if execution is the

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issue, what's the, that's the, okay, that's the surface level problem. You're not doing what you

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know you should do. The underneath of that is, why is this not happening? And so I see this is

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a combination of two different things. All right. And so one is culture and the other is talent.

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So I'm going to explain both in a more operationalized manner. So it's not just these buzzwords. All right.

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So what is culture? So culture is the rules of reinforcement in a business. Okay. So what are the

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things that govern what gets rewarded and what gets punished? And so if you think about culture,

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there's probably a hundred or a thousand behaviors that exist within any business or any environment.

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Right. When we learn a culture as a society, there are things that we do. You hold a door. That's one

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thing that you do. And it gets rewarded. And if you don't do it, it gets punished. Right. If you cut

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somebody off in traffic, it gets punished. Right. And so each of these things are things that get

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rewarded or punished. And that's what creates culture. But within every business, there's kind of a

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subculture within the larger culture where you have more and more nuance of things that are your

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preferences as a business owner. But if people are not working to your preferences, then it means the

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culture you have, the rules that govern reinforcement are not being adequately exercised. And the

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way that you reinforce culture is one, who you hire and who you fire. So who you allow to exist

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in the business tells more to your team about what you think is acceptable. Number two is the

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behavior that you do not allow to change. So if someone does something good and you don't reward

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it, then they learn that they don't get rewarded for doing that thing. On the flip side, if someone

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shows up five minutes late to a meeting and no one says anything, then you teach everyone it's

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okay to be late. And so the first issue with his business was that there's probably a culture

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of non-performance. And we have to get very specific with what makes somebody not perform.

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And sometimes it's only two or three behaviors. Oftentimes it's like 20 or 30. And you have to

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be able to observe what are the things that makes me not like my team. And what would I rather than

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do instead? And so I use the format of start, stop, keep. So what I want you to start doing the

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thing that you're not doing, what I want you to stop doing that you are doing. And what do you

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need to keep doing that I'm going to keep reinforcing? It's a very simple way to give feedback

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that I really like. Now what about talent? Because that's the second half of this. One is the

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cult is the rules, right? The talent is the people who are actually doing the behaviors, doing the

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stuff. And so from a talent perspective, a lot of businesses can't expand anymore, not because they

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don't have the model to do it, but they don't have the ability to execute on the plant. And the

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ability to execute on the plant comes down to the quality of the people that you have in the business.

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And I can tell you this firsthand, you probably don't have high enough bar for who should be working

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for you. And I say this for myself too. The moment I increase the quality of the people who work with

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me, the more money I make, right? And so what's really interesting is that I think that this is one

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of the greatest arbitrage opportunities that exist in business to this day still, which is that

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let's say that the 50% mark for a role is $75,000 a year, all right? Now for you to pay 90th percent

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tile, it might be $115,000 per year, all right? Now you might be like, wow, that's a big difference.

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But here's the thing is that this person is probably like five times more effective than this one,

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but they only cost 30% more. That's a great deal. That's a good investment. And so at this point,

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all I really try and do is just find rain makers. I want people who are exceptional who are obsessed

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with this task. Real quick guys, I have a special, special gift for you for being loyal listeners

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of the podcast. Layla and I spent probably an entire quarter putting together our scaling

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roadmap. It's breaking scaling into 10 stages and across all eight functions of the business.

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So you've got marketing, you've got sales, you've got product, you got customer success,

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you've got IT, you've got recruiting, you've got HR, you've got finance. And we show the problems

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that emerged at every level of scale and how to graduate to the next level. It's all free and you

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can get it personalized to you since about 30-ish pages for each of the stages. Once you answer

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the questions, it will tell you exactly where you're at and what you need to do to grow. It's about

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14 hours of stuff, but it's narrowed down so that you only have to watch the part that's relevant to

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you, which will probably be about 90 minutes. And so if that's at all interesting, you can go to

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acquisition.com forward slash road map, R-O-A-D map, road map.

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Now, how do you differentiate the people who are good versus not? I'll give you a tactic around this.

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So when you're interviewing, I like to know what someone's doing in their off time. And if what

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they do in their off time is not what I want them to do in their full time, then they're not going

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to be full time, right? They're going to be always moonlighting to their other thing. And so I'd

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rather say like, what are you obsessed with? And I like asking that question, what are your

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extra critical activities? Now, if they're like, honestly, all I do, let's say I'm hiring a video

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arc for, they're like, all I do is video stuff. Like, this is what I'm really passionate about.

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This is what I spend my time watching on YouTube is like, how do I improve the lighting,

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how do I improve the audio, how do I improve the sets? Like, this is stuff that I like really

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obsessed about. I probably know that that person's going to do a pretty good job because also,

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if I tell them, hey, you need to improve this stuff, they're like, great. I love this feedback. I

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want to get better. Now, if somebody's like, oh, I love, you know, pickleball and use it, you know,

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and working out, there's nothing wrong with that. It's just that is that the thing that you're obsessed

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with. And so, asking that question in a couple of ways in interview will tease out whether someone's

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spending their discretionary effort and time on the talent or the skill that they need to win

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in their role in the business. And so, that's on the pick side, right? The third element of this,

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here we go, is training, right? So, if you have rules that govern reinforcement in the business,

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okay, this is what we like, this is what we don't like. And then you get really good people in.

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You still can have people who have potential versus actual. And so, obviously, the higher up in the

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business, the more you're hiring for actual, the less you're hiring for potential, the lower someone

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is in the business, the more you're hiring for potential and less for actual. And so, when we're

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picking somebody, it's like, I'll pick somebody who's just generally intelligent and has work ethic

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over somebody who might be more experienced in the career, but doesn't demonstrate the same level

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of intelligence, because I think the smart person will be able to catch up to that dumber person

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really quickly and then pass them. And so, what does training look like? And so, training in the

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business in order to execute, I'm going to be really clear here, the reason that your plan isn't

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working is because no one is doing the plan. So, why aren't they doing the plan? These are the

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reasons, right? And so, from a training perspective, it typically comes down to observing the details.

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I'm going to give you a story about this. So, I was meeting with a different business, which is

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Solar Sales Company, that was doing, you know, multiplayer figures, which is a great good-sized

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business. And the founder was telling me that they were struggling to develop sales leadership

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within the business. And he said they did an offsite and they came up with like, there are six pillars

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of sales leadership, and it was like accountability, time management, blah, blah, blah, blah,

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right? They had like six things. I don't remember where they were. And he said after the two day,

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you know, two day event where everyone came together and agreed on those principles,

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they went back and no one changed their behavior. And I said, okay, well,

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what does accountability mean in terms of behavior? What does, like, show me what someone who's

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holding someone accountable does? How would I know that accountability had occurred? Right? And so,

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what happens is he was like, wait, so I need to be like, oh, you need to text your team every

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morning. And you have to do end-of-week reports with every person review. And you need to, at the end

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of the day, give kudos to the people who did well, and then ask the people who didn't do well,

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what they were struggling with, and then drill them on how to improve that skill. He's like, oh,

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I was like, right, say that. Don't say accountability. No one knows what it means. We have to translate

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these big words into smaller actions that we want someone to make. And then it's very easy to say,

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hey, you didn't do these four things, rather than you didn't hold someone accountable because they're

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like, I don't know, I thought I was holding them accountable because we both have different

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definitions for the same thing. And if this sounds more nuanced, guess what? Welcome to business.

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Right? These are skills that you just need to develop at some point because changing strategy

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forever over and over again is never going to get you up to mountain. All you're going to do

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is keep going down from this one over to this one. And then maybe you get to here and then you

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change over and then you go over to here. And so each time you're wasting all of the extra effort

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keeping switching paths rather than saying, oh, the issue I have is talent, which means I need to

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recruit better. Oh, the issue is culture, which means that I have to show my leaders how to punish

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and reward behavior in the business. Oh, we're getting people in, but they're not being productive.

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So we need to improve our training rather than just say, oh, everyone sucks, right? And so a lot of

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success comes to sticking with something long enough to make the number of mistakes required to

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actually figure it out. Otherwise, you just keep starting from zero every single month.

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And you can beat 99% of people without being smarter or luckier, but being willing to

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endure pain and uncertainty for longer. That's the path of the mountain.