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99% of the time most tactics work. It's just that the execution is where it gets lost.

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Welcome to the gym secrets podcast where you talk about how to get more customers, how to make

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more per customer and how to keep them longer. And the many failures and lessons that we have

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learned along the way. I hope you enjoy and subscribe.

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What's going on everyone, happy Thursday. I actually had this on my mind last night

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to talk to you about, which is the easiest mistake in business and one of the hardest

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decisions that you have to encounter in entrepreneurship. And it's the juxtaposition between strategy

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and tactics or said differently between tactics and execution. All right. And so just for

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sake of clarity. When I'm saying tactics, I'm talking about what you're trying to do to accomplish

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something. Right. And then the execution is whether or not it's being done the way as intended.

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Right. And so one of the hardest parts of entrepreneurship and I think one of the reasons

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that especially earlier on in my, you know, entrepreneur career and I still do it constantly.

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All right. Um, is, is looking at a situation and then not getting the result that you were hoping

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for and then changing the tactics. Right. Because like, let's say, let's say you're trying to retain

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people, right. Like, or you're trying to sell people, whatever it is. Right. And so that's,

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that's, that's the goal. All right. And you say, hey, we're going to do phone sales. Right. And so,

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you know, you write a script and then you, you know, give it to your team and you're like,

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all right, we're going to do phone sales. And then a week later, phone sales aren't happening

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though. And then you assume, as the entrepreneur, oh, I must have provided the wrong strategy,

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the wrong tactics to my people. Right. And so then what do you do? You change it. Right. And the

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thing is, and this is the hardest part. Like, this is so hard. I struggled with this all the time.

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That's why I wanted to make this video. I was really pumped about it. The hardest part is that 99%

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of the time, most tactics work. It's just that the execution is where it gets lost. All right.

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So I'm going to say this again. All right. The reason that you're not getting the outcome from

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the tactics that you employed for whatever the goal was, whether it's retaining customers,

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whether it's selling, whether it's getting more reviews, whether it's getting more leads. Right.

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The strategy is usually not wrong. Right. What you're going about, your idea, most of the time is

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pretty sound because most of us make pretty common sense decisions, I think, a lot of the time.

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And we think it's because we're doing it that we made the wrong call that it's not working.

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When really, it's not being executed the way it was supposed to be executed. And so that's where

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90%, 95%, 99% of the errors that happen in my business are things that are not executed properly.

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Right. A sales script that's not done right. It's not done with the correct tonality. It's not done.

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It's not executed in a timely manner. Right. The right questions are not being asked to the same

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degree if you're retaining people. When your coaches are reaching out to them, are they doing it

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on a regular cadence? Are they doing it with the tonality and intention that you know they should be

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having? Now, when you initially, and that's why the hardest part of business stuff, especially

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as you scale, is people. Right. It's operations. The skill set of learning how to market and sell,

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typically is one of the first ones you acquire as an entrepreneur. But after that, being able to

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scale the business comes down to your ability to repeat that result in other people. And so then

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what happens is you start taking whatever day to day give you and taking it as truth. But most of the

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time, I'm not saying they're lying. I'm saying they just don't know any better, which is why it's

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so essential for most entrepreneurs to acquire so many skills so that we know how to operate it

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correctly. Right. We know how to do the thing we're trying to teach correctly because then you can

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spot when someone's doing it incorrectly. Now, the hard part is time. Right. How do I QA? Right. How do

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I, you know, quality assurance? How do I double check that each of these aspects of my business

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are being executed properly? Right. And that's where having constituent, like that's why the

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communication cadence of when you're talking to your direct reports, when you're talking to your

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company, and then the drills that you have them do, like if you're not drilling your team on the

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things that they need to be learning and repeating on a consistent basis, they will forget. They will

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stop thinking about it. Right. They will stop prioritizing it because they perceive that you're

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no longer prioritizing. If you don't talk about it, they think it's no longer a thing. Right. When

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you are just assuming it's being done, right. And they're assuming it's no longer important,

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which is why you're not talking about it, which is why it gets so boring as an entrepreneur,

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because you feel like you're repeating yourself all the time and it drives you nuts because you

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don't like doing the same thing over again over again. You like doing new things because that's

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what made you an entrepreneur. Right. But the thing that gets you from zero to one is not that

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thing gets you from one to 10. Right. And getting from one to 10 is getting 10 people to do the same

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thing consistently over and over again. And that is hard.

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Hey, Mozanation. Quick break just to let you know that we've been starting to post on LinkedIn

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and want to connect with you. All right. So send me a connection request and note letting me know

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that you listen to the show and I will accept it. There's anyone you think that we should be

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connected with, tag them in one of my or layless posts and I will give you all the love of the world.

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All right. So let's get back to the show. Right. And so what happens is you hire one or two people,

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it works okay. You've been repeating yourself and you're like, great. I cracked the code. Then you

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hire more people and then all of a sudden something stops happening. You're like, what's going on?

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And they're like, well, the marketplaces differ now. Well, the the blah blah blah is different.

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And so then you assume that you have to change your strategy. You have to change how you're doing

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things. Right. When in fact, you just have to get back in, roll up your sleeves, do the boring work

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for Pete yourself. Again, make sure that the process is being followed as intended, as you wanted

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it to be done. And you can create training programs for people just like you do for fitness. Right.

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Like you can create training programs for sales. Like this is what you're going to do for the first

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30 minutes of the day. This we do the second 30 minutes. What I want you to do is let me know when

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you're doing this and this every day. That's what you need to tell me. Right. And what happens is

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then they create this consistent case and they know that you're paying attention. Right. And these

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are the little systems that have to happen in order to maintain excellence on a consistent basis.

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And I by no means saying that we are perfect or anywhere close to it. Right. But I'm saying these

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are some of the things that I found have have caused so much mental duress for me and for my employees

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because I changed things too frequently because I assumed the information I was being given was

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based on perfect execution. When in fact, it was just not being executed well. And most times you

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don't need to change anything at all. You just need to go in and put attention on the process.

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Make sure it's being adhered to. Re-drill, retrain the team. Re-motivate them on the

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why it's important. And then typically you'll get the outcome. Like I can't tell you the amount of

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times we've made no changes to sales scripts and then we just like make sure it's being followed

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or or really just read through testimonials again. Re-convict the team and then sales picks up

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overnight. Right overnight. Like so it wasn't a lack of skill set. It was just lack of adhering to

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the process. It was lack of execution. Right. And so Andy Grover, I don't have his book around me,

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but a high output management. He says the the job of the boss is motivation and training.

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That's it. That's how that's how he defined it. The only thing I added was communication because

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they need to know what you you know want them to do and sometimes they don't know and are they

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think they they you think that they know you both are working on different game plans. Right.

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I add that in because I think it's a precursor to those two things. But assuming they know

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what you want them to do either they don't know how to do it or they're not motivated to do it.

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And so that is 99% of time what you have to do and it's not fun. It's not exciting. It's not new.

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It's not different, but I can tell you every time you get in the spot, right. And I this is what

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90% of the stuff that I get on on our on our questions on our daily call when I have with our with

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our clients is questions about like, well, this was the intended outcome. And it's not happening.

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So what should I change? And typically you don't need to change anything. You just need to make sure

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that they're doing what they're supposed to be doing. And that just takes the boring work of looking

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and examining and listening to call recordings and listening to to on boardings and watching the

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footage that you have from your, you know, cameras for the workouts inside of your facility to see

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if the energy of the workouts is there to see if they're making sure they're doing the announcements

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every day. Make sure they're doing all the stuff you need them to do following the checklist.

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Right. And I just I just want to I want to save you so much pain and suffering for you and for

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your team from you having the whiplash or them having whiplash from you constantly changing.

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There's like, man, he's always trying to change stuff. And it's usually just because it's not

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being executed right. And so if I can if I can give you just one stop gap or just get you to take one

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breath before making a huge change in your business and just step back and say like, why don't I

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examine first to make sure that this is being executed the way I intended it before making a change.

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And I can I can virtually guarantee you that you will save so much time and effort your team will

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pick up its effectiveness way faster most times. And then you will really begin to like truly

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internalize how important execution and operations is to scale a company. So anyways, I know that's

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not the sexy stuff, but that's the real stuff of how business to scale. And I hope you found value in

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that. And if you did drop a like or a comment. And if you did not, then sorry, but otherwise

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have an amazing Thursday. And I'll catch you guys on flipside, keep executing. And I'll catch you guys

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soon. Bye!