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If you guys are having an amazing week so far, this is something that this concept, why

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should do is dangerous and how to make unhealthy amounts of money doing very few things?

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And so I wanted to take a quick moment to talk about this concept.

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Okay, so here's, let's dig in.

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So one of the number one things that happens with entrepreneurs is that you have so many

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things that you have to do or that you should do, that it gets suffocating, it gets overwhelming

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because you're like, oh my God, there's so many holes in my business, there's so many

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things that I need to do, that I should do, that I'm not doing.

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Good morning, Craig.

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Good morning, Jordan.

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And so how do you tackle that, right?

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And what's interesting is that the bigger you get, the more horsepower you have on your

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team and the more you feel like you can take on these should-do's, right?

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And so let me do an example of how should-do's become innumerable and impossible.

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So if you were to look at the business with the five-four functions, right?

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You got lead gen, lead nurture, sales, fulfillment, resell and ascension, right?

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I could look at any business, ours included, and look at lead generation, be like, you know

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what we should be doing?

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We should be doing six other platforms and we should be making ads every single day and

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we should be making professional videos and all this stuff, right?

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That's all these things that we should do for lead gen.

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I need them to get them to show up for lead nurture.

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Okay, I should have an entire 150 day email sequence that should go out to them with content

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and emails and text messages and direct mail and all of these things that would help improve

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my lead nurture process, which it absolutely would, right?

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I should be training my sales guys to sell better.

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I should be listening to all of their calls and all of their recordings so that I can

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improve their selling ability and I should be coaching them more one-on-one, fulfillment.

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I should be doing more things to wow and shock and all my customers.

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I should have a shock and all package.

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I should be mailing this out.

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I should be doing- right?

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And so I can keep going and all of those things that I just named will make you more

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money, right?

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But the question is and the thing that plagues entrepreneurs is which should I do?

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And so one of the things that happens is like we think of all these things and that's

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because we're entrepreneurs, we think of all these things that we should do that we should

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improve because we are by our nature problem solvers.

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We seek out problems to go try and solve them to try and fix them.

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And the first place we always look is our own businesses because we want to improve

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those first because that's how we make money, right?

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The thing though and that's why I call this and how to make so like why should do is

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dangerous.

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That is why should do is dangerous, right?

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And how to make unhealthy amounts of money doing very few things.

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And so the one real role right of the CEO of the entrepreneur of the the man in charge

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of you guys, right, is not to always think of this should do is because actually I don't

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think thinking of the should do is very difficult.

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You can go to an event and come away with a hundred should do's, right?

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There's a million, right?

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The question is, is your ability to differentiate between the actual contributed value of those

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should do's to your bottom line?

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That your skill in navigating that decision making process will determine how much money

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you make and how successful your business is because no matter the size of the business,

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whether you have four people at your gym or you've got 85,000 employees, you always have

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a limit on your human capital.

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So we always have this thought, I just need more people, I just need my team to be bigger,

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I just need I just need X, right?

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I just need more money, I just need more human capital, I need more resources, whatever,

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right?

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The thing is that there will always be a deficit of what you need to accomplish because

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the actual list of things that you should do will always surpass your resources, right?

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Which is why as long as you like things are working well, there's always more opportunity

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to be seized to improve the business, right?

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The thing though is that how does one business move faster than another, right?

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How does it actually happen?

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Like how did we come into pretty much an established marketplace and then go faster than everyone

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else, right?

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In 24 months.

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I see it's not even 24 months, how do we do that?

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If you deconstruct it, it's not by doing more for sure, like we try and manage our time

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and we try to be effective, try to be disciplined for sure, like that goes without saying.

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But I would reason that a lot of people try to do that, right?

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The thing that we've done very well and then I think what should be modeled is looking

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at all of the decisions, all of the should-do's, all of the tasks that you could potentially

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do and allocate human resources, allocate financial resources toward.

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And then in the beginning, you are mental resources toward because if it's just you

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and a team of three, you're going to be half the horsepower of your team, right?

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And looking at which one of these things is going to make me the most money.

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And what happens if you actually look at your day in terms of activities and the things

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that you're doing, you probably have this huge list.

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If you look at what your time is being actually spent on, most of the times we have these

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projects that we start doing, sometimes we start doing things to procrastinate because

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we don't want to do the things that we know we should do, right?

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That's one, that's a big one, because the thing that we should do, the one thing that

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might be the most effective, that might move the ball forward, might take discomfort,

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might take learning a new skill that we don't know yet and we don't want to go through

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that discomfort period.

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So we start doing less important things.

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There's things that we should do and we could definitely make the rational argument that

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me making 150 email sequence would improve the amount of people who over time would come

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back into gym lunch.

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I could make that argument all day long.

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I actually got a request for that from my sales director and this is a few months ago.

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I have not done it and I told him I wasn't going to do it.

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It was a request.

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He literally was like, do this and I was like, no.

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And there is an argument for why it would make us more money.

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I just don't think it would make us more money than the other things that I am working on.

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And so that's where my attention should go.

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And so your ability to navigate all of this huge and endless to-do list and be able

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to actively cross things out that you know you should do in favor of doing the things

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that you need to do because it's the one thing that's going to move your business forward

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in a massive way.

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And that's why when I get on the phone with guys who are stuck at 5 million, stuck at 10

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million.

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And they're like, how'd you do it so quickly?

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And I ask them what they're doing.

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I ask them what they're focused on.

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And like, nine times out of 10, it's for lack of better term bullshit.

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You know what I mean?

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This, like, they're working on things that are not the bottleneck.

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Hey, if you're a return listener and you have not rated or reviewed the show, I want you

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to know that you should feel absolutely terrible about yourself and everything else in the

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world.

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I'm kidding.

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But it would mean the absolute words to me if you guys would go ahead and do that.

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And you don't even have to pause to show you.

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Keep listening and you can just do it with your thumb right now.

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It'll take you less than 60 seconds.

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And like I said, the only way that podcast grows through word of mouth and this is you

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joining hands with me and helping as many entrepreneurs as we possibly can because no one

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is coming to save us.

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It's just us.

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All right.

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So please go do that now and let's get back to the show.

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They are not the weak link in the chain.

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And so what's interesting is that there's, there's these like two totally different schools

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of thought, right?

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You have your, like, double down on your strengths, like only be good at these things

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and then outsource the rest.

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You have that sort of, you know, narrative that gets pushed on us.

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And then you have the other side, which is like work on your weak points, right?

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So you can become more balanced, all the blah, blah, blah.

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The difference between working on yourself, right?

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Versus working on your business is that you yourself, like I shouldn't learn accounting.

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That's probably not a good use of my time.

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If my business has a point in time where accounting becomes the bottleneck,

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then I need to solve that problem.

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And so that's where the balance between, what am I, what am I, what are my strengths

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versus what is the weakness of the business?

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In the beginning, your strength is what is propelling the business because in the beginning,

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anything you do, if you're like good at sales and you start selling stuff, right?

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But then other parts and then because that's the strength that starts moving things forward.

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But then another thing is going to hold the business back.

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And until you can identify which of these things is the real bottleneck.

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And that's why it takes wisdom.

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It takes discernment to look at the business and be able to see it.

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And that's why sometimes having people from the outside be able to look in without emotion,

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without investment, because you might have had a sunk cost of time.

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Like, I've been working on this email sequence for, you know, I get this one all the time,

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like, well, you know what, Alex, I'm going to, I'm going to do exactly what you said,

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but I'm going to finish this thing first because I've already put in five, five weeks.

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I'm like, cool.

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You putting in another three weeks on that project, you finish it.

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Still will like make you less money than solving the one problem.

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That if you took the next three weeks that it would take you to finish that thing,

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if you took those three weeks to solve this problem, you'll still make more money.

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And so when I get on these calls and I talk to these entrepreneurs,

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like the only thing I'm listening for, literally.

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And like, you'd be amazed at what a coaching session with Alex is.

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Like, it's literally just what's the, what's the thing that's holding you back?

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What's the weakling?

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What's the bottleneck, right?

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And as soon as you identify that, it gives you focus and then you can ignore everything else

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because when you take off the weakling, everything blows up, right?

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Until the next bottleneck, right?

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That's the thing.

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And so if you were to make a fitness comparison,

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if you're really, really strong off the floor and you can't finish your deadlift, right?

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You just can't lock it out.

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You getting stronger and stronger off the floor isn't going to do anything

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because you're like, I have to double down on my strengths.

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I have to get better at sales.

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I'm already good at sales, but I'm going to get even better.

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I'm going to get even better.

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If your problem is that you can't retain for shit,

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that's not going to grow the business.

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It doesn't matter, right?

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Because that's the weakling.

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And so you might not be naturally an empathetic and caring person,

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but you can find someone who is, empower them with the decisions

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and then coach them with culture to take ownership over that aspect of the business.

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And then the business itself grows because of business that needs to be balanced.

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The people in it are not.

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And so you need to double down on your strengths.

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Your employees need to double down on their strengths.

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You need to coach them to double down on their strengths.

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So that as a whole, we create a balanced business,

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even though individually we're all weird, but when we put it together,

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it works and it is balanced.

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That is how the business can grow and expand

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because it has greatly generation, greatly nurtured,

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great sales, great fulfillment, great ascension,

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great retention, it has all of these things in place,

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but it's through an unbalanced team of weirdos that it's accomplished.

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And so when you look at this huge list of should-do's,

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the number one thing you need to do is not get stressed,

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is not feeling anxiety,

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is give yourself permission to not do three quarters of them

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and never look at them again.

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Because the reality is is that you probably have one thing

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or two things that are the real things that are going to drive the business forward

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are going to break through the bottleneck

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so that you can grow your business.

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And the business can actually continue to grow

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and can leverage the strengths that you have.

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So I hope that makes sense.

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I know everyone's got new user resolutions.

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I know that everyone wants to do more,

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everyone wants to do whatever, right?

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And a lot of times conventional wisdom is wrong.

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A lot of times you just need to do less,

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but do the right things.

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And those are the things that are going to grow your business, right?

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Do less, pick the things strategically.

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I don't have more hours than the people

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who used to be back up to 54 now,

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you know, do less than a year than we do in a week.

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It's not like I have more time.

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It's not like I'm smarter.

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It's not.

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We have equal access to information.

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I believe, and this is my belief,

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and I could be wrong, I'd be corrected

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by someone else later who knows, I don't know.

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But I believe the reason that we've been able

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to grow quickly is because in the limited amount

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of human resources that we have and had in the beginning,

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it's not like we had more people

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than our competitors did when we had three or four employees,

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right?

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We had a limited amount of capital,

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and we simply invested it.

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We allocated it to projects that were more valuable.

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That made their time more effective.

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And we had a higher return on our human capital,

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on the attention that we invest.

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We had a higher return on that

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because we didn't have a bottleneck.

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And every time we had a bottleneck,

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we were able to invest and identify what that bottleneck was,

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despite having maybe other issues in the business,

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but they weren't the one that's holding us back.

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So I hope that makes sense to everybody.

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I hope you guys are having an amazing new year so far,

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and loving life and crushing your goals.

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And so sometimes I think it's good to over.

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Look at your big list of should-do's.

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Don't feel guilty about it.

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If you feel anxiety, it means you need to prioritize them

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and get rid of most of it.

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And be okay with the fact that your business

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will literally never be perfect ever.

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And you will literally never have enough people.

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You will literally never have enough money.

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And so the skill of the entrepreneur

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is in picking which one thing or two things

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am I going to take my time in attention of my team and focus on.

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That's all I got.

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If you could drop a comment or a like,

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I would give you a like and a comment back to your comment.

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All right, here we go guys, have an amazing week.

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And I'll catch you guys in the flip side.

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Bye.