WEBVTT 1 00:00:00.000 --> 00:00:01.840 Hey, guys, welcome back to the game. 2 00:00:01.840 --> 00:00:07.040 Today, I want to talk about the way that you get the most out of what you do. 3 00:00:07.040 --> 00:00:10.960 And so right now, the people who make more money than you, I find the staff very interesting, 4 00:00:10.960 --> 00:00:13.680 and I'll bring it up later, but like billionaires and millionaires, 5 00:00:13.680 --> 00:00:15.680 the vast majority of the United States are self-made. 6 00:00:15.680 --> 00:00:17.440 So despite what social media and what site, 7 00:00:17.440 --> 00:00:21.600 despite what mainstream media will say, we, for the most part, 8 00:00:21.600 --> 00:00:23.040 are cut from the same cloth. 9 00:00:23.760 --> 00:00:26.880 We all started with the same amount of time, the same amount of money, 10 00:00:26.880 --> 00:00:32.720 and the people who make it the furthest simply traded that time and money for better returns. 11 00:00:32.720 --> 00:00:34.800 And so I want to walk you through a process. 12 00:00:34.800 --> 00:00:38.160 It's been very top of mind for me because I've been kind of like diving back in to one of the 13 00:00:38.160 --> 00:00:41.440 departments at Acquisition.com. And I want to make this super real for you. 14 00:00:41.440 --> 00:00:44.160 So this is going to be super taxable and enjoy it. 15 00:00:44.160 --> 00:00:47.440 And I think that you could probably have your team listen to this and be like, 16 00:00:47.440 --> 00:00:49.840 this is what we're doing right now by the end of this podcast. 17 00:00:49.840 --> 00:00:52.640 And I think it'll give you a little bit of permission to make some drastic moves. 18 00:00:52.640 --> 00:00:56.080 And if you are listening to this as an employee, drastic doesn't mean bad. 19 00:00:56.080 --> 00:00:59.680 You know, we talk about this a lot at Acquisition.com because we believe in the theory of constraints, 20 00:00:59.680 --> 00:01:03.680 which is that there is always one constraint in business and that a business will, 21 00:01:03.680 --> 00:01:07.760 or any system will grow until it's until it hits a constraint and then it will grow to a further. 22 00:01:07.760 --> 00:01:13.840 You actually grow by solving problems often times more than anything else. 23 00:01:13.840 --> 00:01:16.800 You have this, this flow that you have to push through the pipeline. 24 00:01:16.800 --> 00:01:19.920 And no matter how much flow you push through, if there's a bottleneck at one point, 25 00:01:19.920 --> 00:01:22.320 you will not grow past that bottleneck. 26 00:01:22.320 --> 00:01:26.160 You will not be able to move the water faster than what that bottleneck can handle. 27 00:01:26.160 --> 00:01:30.400 A different prompt for this that I want to encourage you and I think this is a really good team exercise. 28 00:01:30.400 --> 00:01:32.720 This is especially going after the guys who are stuck. 29 00:01:32.720 --> 00:01:34.640 Right now, instead of trying to grow your business, 30 00:01:35.280 --> 00:01:38.560 think about all the things that would kill your business. 31 00:01:38.560 --> 00:01:41.040 Like what would kill my business most swiftly? 32 00:01:41.920 --> 00:01:44.560 And once you write down all the things that would kill your business, 33 00:01:45.120 --> 00:01:49.280 prioritize them in order of the thing that would kill your business fastest. 34 00:01:49.920 --> 00:01:54.240 Which of these things would bring about my doom the fastest possible? 35 00:01:54.240 --> 00:01:56.240 And you probably have a lot of things on this list and that's okay. 36 00:01:57.040 --> 00:02:00.400 Once you have ordered that list by thing that will kill your business fastest, 37 00:02:01.120 --> 00:02:03.440 you can probably look at the top three. 38 00:02:04.000 --> 00:02:09.200 And those are going to be one, the thing that you should spend 85% of your time on 39 00:02:09.200 --> 00:02:11.840 and delegate the rest to other people in your team. 40 00:02:11.840 --> 00:02:15.360 But there's a piece of mind that I want to bring up about this, which I think is really interesting. 41 00:02:16.160 --> 00:02:20.480 If you figure out everything that could kill you 42 00:02:21.520 --> 00:02:26.800 and then you avoid it like the plague, then you buy very definition will create a business 43 00:02:26.800 --> 00:02:31.280 that endures and enduring businesses tend to over time keep growing. 44 00:02:32.320 --> 00:02:36.160 You just avoid all the stuff that kills you and then you buy to fall continue to make money, 45 00:02:36.160 --> 00:02:40.960 which I think is really cool and also allows you to sleep really well at night 46 00:02:40.960 --> 00:02:44.160 knowing that you have something that will continue and to persist. 47 00:02:45.120 --> 00:02:49.840 Interestingly, these priorities, these things that could kill your business fastest, 48 00:02:50.560 --> 00:02:55.680 oftentimes are hairy. They're usually harder problems to solve. 49 00:02:56.320 --> 00:03:01.440 The problem is, us as entrepreneurs, especially our teams, is that people will consistently 50 00:03:02.400 --> 00:03:06.160 choose to do the thing that is easiest, not the thing that is most important. 51 00:03:06.880 --> 00:03:10.560 And so there are probably problems on that list that could kill your business in years, 52 00:03:10.560 --> 00:03:16.480 maybe, but it's very easy to solve it. And so your team will choose to or default to solving 53 00:03:16.480 --> 00:03:23.280 those things first. One of the jobs of the manager or the leader, the guy in charge, 54 00:03:24.160 --> 00:03:30.560 is to prioritize resources against priorities. And so if we think about strategy, 55 00:03:30.560 --> 00:03:35.200 as the prioritization against resources to achieve the highest return, that strategy, 56 00:03:35.200 --> 00:03:39.440 good strategy, get more out of resources than other strategies, you can think about the richest 57 00:03:39.440 --> 00:03:43.920 people in the world as not having more resources because almost the majority of people who 58 00:03:43.920 --> 00:03:48.880 are on the billionaire list are self-made, believe it or not, they're self-made. So don't believe 59 00:03:48.880 --> 00:03:54.000 what the media tells you. Most millionaires and billionaires got their money by making it themselves. 60 00:03:54.800 --> 00:04:00.400 They had the same resources that you have because they were self-made. And so they had the same 61 00:04:00.400 --> 00:04:04.000 amount of time and they probably didn't have a lot of money because they were self-made. And so 62 00:04:04.000 --> 00:04:08.960 they simply chose to prioritize what they invested those things in better than you. 63 00:04:09.520 --> 00:04:14.400 Part of this, it's not just knowing what the priority is, it's actually investing in it. 64 00:04:14.400 --> 00:04:18.560 I was talking to one of my directors early this morning, which is what kind of precipitated 65 00:04:18.560 --> 00:04:24.160 this whole theme. I said, hey, when you ask your team, hey, you know, when can you get this done by? 66 00:04:24.960 --> 00:04:29.280 They give you a date and then you just say, okay, but there's a big problem with that. 67 00:04:30.160 --> 00:04:34.320 Because if you look at the best CEOs, the best entrepreneurs, they don't take that and accept it. 68 00:04:34.320 --> 00:04:38.240 They say, okay, well, you said you would get it to me by next Monday because that's conveniently 69 00:04:38.240 --> 00:04:42.960 what our next meeting is. But how long will this take you and why can't you get this done by the 70 00:04:42.960 --> 00:04:48.320 end of today? Sometimes, and here's the crazy thing, two out of three times, people say, oh, I could 71 00:04:48.320 --> 00:04:52.800 do it today. And I'm like, well, then let's get it done today. Now, in the one out of three times, 72 00:04:52.800 --> 00:04:57.440 where someone says, well, I have this other thing. You have this really nice opportunity to not 73 00:04:57.440 --> 00:05:02.560 look like an overbearing boss and say, I'm asking because I want to clear the path for you. I want 74 00:05:02.560 --> 00:05:07.680 to remove these obstacles from your path so that you can get this done. So I recently, I made a 75 00:05:07.680 --> 00:05:12.720 podcast earlier about this, but I took over a smaller department in the company. When I asked this 76 00:05:12.720 --> 00:05:16.720 very question, the teammate said, and it was actually the first time we had had a fast feedback 77 00:05:16.720 --> 00:05:21.440 clip. So this was a weekly meeting department that I said, cool, we'll meet again in four hours. 78 00:05:21.440 --> 00:05:25.600 And so this is a very different, you know, very change, big change in status quo. And so four 79 00:05:25.600 --> 00:05:29.600 hours later, I met with them and I was like, hey, where are we out of this? And he was like, oh, 80 00:05:29.600 --> 00:05:33.680 why was I had all these other things that I was doing? And I was like, oh, I wasn't clear. 81 00:05:33.680 --> 00:05:38.640 This is the only thing that you're going to do. And all of this stuff is not priority, 82 00:05:38.640 --> 00:05:43.760 which means you're not going to work on it until the priority is done. And so all of a sudden, 83 00:05:44.640 --> 00:05:47.840 he has this huge relief because he doesn't have all this other stuff he has to worry about. 84 00:05:47.840 --> 00:05:53.280 But you as the entrepreneur, we have to prioritize our resources. And again, people will tend to, 85 00:05:53.280 --> 00:05:56.400 and I don't think this is out of malice. I don't think it's anything like that. I think it's human 86 00:05:56.400 --> 00:06:00.480 nature. We will go to solve the easiest problems because we want the fast feedback clip. People 87 00:06:00.560 --> 00:06:04.240 like fast stuff. They want the fast win. And if you look at your two do those, probably you're like, 88 00:06:04.240 --> 00:06:06.640 you know what, I'm going to knock this one out first. I'm going to knock this one out first because 89 00:06:06.640 --> 00:06:11.520 it's like it's a quick easy win, right? It's quick easy win. The thing is is that you spend many days 90 00:06:11.520 --> 00:06:14.960 in a row, which turn into weeks, which turn into months, where you just never actually get to that 91 00:06:14.960 --> 00:06:20.240 top thing on your list because you keep doing all these easy wins rather than the priority. 92 00:06:20.240 --> 00:06:24.000 The thing that if you only got this done, it would move the business furthest. 93 00:06:24.800 --> 00:06:30.080 One of the ways that I approach trying to implement this within any department, 94 00:06:30.080 --> 00:06:33.920 there's five steps and Elon Musk talks about this and I like them a lot, which is number one, 95 00:06:34.800 --> 00:06:39.440 question the requirements. Why do we even do this to begin with? Okay, cool. What's the lay of the 96 00:06:39.440 --> 00:06:45.200 land? What's everyone doing? Got it. Then you basically just ask why? I know that we color grade our 97 00:06:45.200 --> 00:06:52.000 videos. Why? Well, it makes for better videos. No, no, no, but why? You know, we get more views on 98 00:06:52.000 --> 00:06:58.240 them. How do you know that? Oh, I don't. Okay. Now, how many resources are going into color grading? 99 00:06:58.880 --> 00:07:05.600 The videos. Oh, a third of your time is going into color grading. Do you think a third of the success 100 00:07:05.600 --> 00:07:11.520 of this video is based on color grading? No, because if you had to kill this video, 101 00:07:11.520 --> 00:07:14.640 would the first thing or the second thing on the list be like, I would mess up the color grading? 102 00:07:15.440 --> 00:07:20.160 No. Well, then it's probably not the thing that we should be putting our resources towards, right? 103 00:07:20.720 --> 00:07:25.680 Right. Okay. You can use this process for anything, right? Like, how would I kill a sales call? 104 00:07:25.680 --> 00:07:28.720 How would I kill a video? How would I kill a bit? Like, you can chunk it up or chunk it down 105 00:07:28.720 --> 00:07:33.760 however you want. But the first step is that you question the requirements. Why are we doing all 106 00:07:33.760 --> 00:07:39.680 this? The second step is that you delete everything that is not a priority. You delete everything. 107 00:07:39.680 --> 00:07:44.400 And if you're not sure, delete it because you can always add things back. And that's the thing 108 00:07:44.400 --> 00:07:48.480 that people miss out like, we have such a fear of loss. And this is the, this is the most common 109 00:07:48.480 --> 00:07:52.560 answer you'll get if you actually implement this in a department. I do that because I was told to. 110 00:07:53.200 --> 00:07:57.120 Yeah. Well, the person who told you didn't know either because they weren't thinking either, 111 00:07:57.120 --> 00:07:59.280 because they were just trying to keep you busy because they didn't know what to tell you what to do 112 00:07:59.280 --> 00:08:03.760 because you were being mismanaged. And I'm sorry about that. But we're going to fix it right now. 113 00:08:03.760 --> 00:08:09.360 So number one, we question the requirements. Number two, we delete. Number three, now we optimize. 114 00:08:09.360 --> 00:08:14.080 Now we look at, okay, now we've deleted all the stuff that doesn't matter. We've questioned the 115 00:08:14.080 --> 00:08:20.400 requirements. We have our resources and we have our priorities. Now we optimize the mix. So if we 116 00:08:20.400 --> 00:08:26.640 know that we've got a 20% media team, for example, and we know that 80% of our views and our 117 00:08:26.640 --> 00:08:31.520 portfolio companies, our future portfolio companies come from these two sources, then maybe we should 118 00:08:31.520 --> 00:08:37.440 allocate 80% of our effort towards where we get the highest return because we're getting 80% 119 00:08:37.440 --> 00:08:42.480 with a evenly sliced mix. I'm just saying this hypothetically, guys, just to be clear. 120 00:08:42.480 --> 00:08:48.480 If we have an even mix across all platforms, but we're getting 80% of our returns from two, 121 00:08:49.440 --> 00:08:53.600 well, then wouldn't it fall that we should put more into those? Because we're getting so much more 122 00:08:53.600 --> 00:09:01.520 for what we put in. So then we optimize. Fourth step is that you pull up timelines. When you pull up 123 00:09:01.520 --> 00:09:07.920 timelines, this is where you go from once a week meetings to two times a day meetings. And you 124 00:09:07.920 --> 00:09:14.080 set the priorities between those communication cycles, those become the deadlines. And so all of a 125 00:09:14.080 --> 00:09:20.240 sudden, people are meeting 20 deadlines in a week, rather than one. And can you imagine how much 126 00:09:20.240 --> 00:09:25.440 faster a team or company moves? And this is what people fail to understand. They're like, how's my 127 00:09:25.440 --> 00:09:30.000 competitor? You know, like we grew up by 20% this year. They five X. How's that possible? 128 00:09:30.000 --> 00:09:37.120 Just to put that in context, a five X versus a 20% growth would be a 25 times faster growth rate. 129 00:09:37.120 --> 00:09:42.880 And people then think, oh, it's luck. But you absolutely can out execute somebody else in your 130 00:09:42.880 --> 00:09:49.040 in your marketplace 25 times faster. All you do is you make the deadlines for the stuff that were 131 00:09:49.040 --> 00:09:54.080 every seven days, every four or five hours. And it's these frequent check ins. Now some people would 132 00:09:54.080 --> 00:09:59.280 think, oh, I don't think a team. I don't think a team is going to like that. Any team where you have 133 00:09:59.280 --> 00:10:05.360 people who have skills wants to use those skills in ways they find meaningful and where they can see 134 00:10:05.360 --> 00:10:11.360 impact. You are not micromanaging. You're actually connecting what they do to what occurs. People 135 00:10:11.360 --> 00:10:15.760 get burned out because they get bored or they feel like their work doesn't amount to anything. 136 00:10:15.760 --> 00:10:21.360 So either they feel bored, they get disengaged because they have too much time and they don't know 137 00:10:21.360 --> 00:10:25.600 what's important. And so, and they stop doing stuff and no one says anything. And so they just 138 00:10:25.600 --> 00:10:30.640 stop doing it. And rightfully so, no one said anything. Or they're working really hard. They put 139 00:10:30.640 --> 00:10:34.800 the hard zone or something that just doesn't get used at all or makes the only pact whatsoever. 140 00:10:34.800 --> 00:10:39.680 Both of those are terrible scenarios. And you could avoid both of them by simply clearly 141 00:10:39.680 --> 00:10:46.800 defining shorter priorities. So what happens is a lot of managers will not do the work of translating 142 00:10:46.800 --> 00:10:53.040 priorities into actions. They assume that the person on their team has the skill to break that 143 00:10:53.040 --> 00:10:56.880 down and they might not. And that's fundamentally one of the roles of a leader is to teach 144 00:10:57.600 --> 00:11:01.440 if you pull up a deadline, for example. So you say, hey, it's going to take how long is it going to 145 00:11:01.440 --> 00:11:04.720 take? They say seven days. You say, okay, cool. Why can't we get it done by the end of the day? 146 00:11:04.800 --> 00:11:10.720 Now, at that point, someone might say, well, I can't. And so then we have to follow up, 147 00:11:10.720 --> 00:11:17.040 is it because you don't know how? Requests feel unreasonable when someone lacks skill. So if I've made 148 00:11:17.040 --> 00:11:20.320 a whole training that there's the management time and someone doesn't know what you want them to do, 149 00:11:20.320 --> 00:11:23.440 they don't know how to do it. You saw through training, what you saw through communication. 150 00:11:23.440 --> 00:11:26.880 They don't know when to do it by you saw through actually having deadlines. They're not motivated 151 00:11:26.880 --> 00:11:31.600 to do it or they have something blocking them, right? And so those are the five reasons that somebody 152 00:11:31.600 --> 00:11:35.440 will not do something when we're asking them to do it. By following this, we can get to the 153 00:11:35.440 --> 00:11:38.560 part of the matter much faster. So if they have something blocking them, we can remove it because 154 00:11:38.560 --> 00:11:42.800 that's our job. If they have a skilled efficiency, then it's like, hey, is there anyone else on the 155 00:11:42.800 --> 00:11:47.360 team that can get this done by the end of the day, rather than in a week? And if the answer is, 156 00:11:47.360 --> 00:11:53.120 yes, great. Tom, teach bill. And this actually creates opportunities for everyone in the team to 157 00:11:53.120 --> 00:11:58.640 upload the skills that much faster. And then imagine, because you pulled up timelines on people 158 00:11:58.640 --> 00:12:02.800 who couldn't have delivered all of a sudden, it actually forces this teaching cycle so that now, 159 00:12:02.800 --> 00:12:06.560 all of a sudden, your 10 editors go from having one guy who could do it in a day and everybody else 160 00:12:06.560 --> 00:12:11.120 takes a week to having all of them being able to do things in a week or sorry, in a day. And then 161 00:12:11.120 --> 00:12:15.360 after that, then it's like, hey, who could do this in four hours? Because what we're doing now is 162 00:12:15.360 --> 00:12:19.520 we pull to the next step, which is five in this process, which is automate. So we question the 163 00:12:19.520 --> 00:12:23.120 requirements. Why are we doing this to begin with? Okay, then we delete all the stuff that doesn't 164 00:12:23.120 --> 00:12:26.640 matter. Then we look at what are the things that are the most important. And then we allocate all 165 00:12:26.640 --> 00:12:31.200 of our resources and the things that get us the most bank for the buck. Then we say, cool, now that we 166 00:12:31.200 --> 00:12:36.960 have all of our resources go to the right place, let's pull the future forward. How do we do this in a day? 167 00:12:36.960 --> 00:12:40.960 How do we do this in an hour? I'm telling you, if you actually run through this process, you will be 168 00:12:40.960 --> 00:12:45.200 amazed by the amount of times people is like, oh, yeah, I can do that. I can do that by the end of 169 00:12:45.200 --> 00:12:49.200 the day. I just didn't know you wanted it by that. Well, yeah, because if we just shift from end 170 00:12:49.200 --> 00:12:55.200 of week to end of day, we seven X, the speed of execution for this team. My God, think about this 171 00:12:55.280 --> 00:13:01.680 way. Most people, when they want to grow a company, they think they need to add headcount. So they 172 00:13:01.680 --> 00:13:06.480 think, oh, if we want to do more, we have to add more people. And oftentimes, that's not the truth. 173 00:13:06.480 --> 00:13:11.520 Not only do when you add people, because when you add people, you, you absolutely guarantee a cost. 174 00:13:11.520 --> 00:13:17.040 You guarantee the cost of communication inefficiency. You have to incur costs of added loops of 175 00:13:17.040 --> 00:13:22.480 communication added layers of hierarchy within a business. And those costs are both real in terms 176 00:13:22.560 --> 00:13:27.600 of operations, but also real in terms of hard costs. People will, will belabor for, for months, 177 00:13:27.600 --> 00:13:32.560 about a $5,000 month software subscription that they're like, not sure about, but will hire a $60,000 178 00:13:32.560 --> 00:13:37.360 dollar person without even thinking, without even considering, is there any other way we could solve 179 00:13:37.360 --> 00:13:40.400 this problem? Is there any other way we could make this happen faster? Is there any other way we 180 00:13:40.400 --> 00:13:46.480 can use the output on this team? First, why are we doing this? And if you've been far, this is a 181 00:13:46.480 --> 00:13:49.680 little bit more for the bigger business owners, but if you've been far away from an apartment, 182 00:13:49.680 --> 00:13:54.000 you will be amazed at the amount of tasks and work that people will generate for themselves, 183 00:13:54.000 --> 00:13:59.600 because they don't know any better. And they will waste money. Now to them, it's not waste, 184 00:13:59.600 --> 00:14:03.760 because they're just getting money for themselves and whatever. But to the business, it's absolutely 185 00:14:03.760 --> 00:14:08.720 waste. And I think that, I think I speak for the, for the people who are getting paid, I think 186 00:14:08.720 --> 00:14:13.200 that they would rather work on stuff that they know will actually make a change and actually 187 00:14:13.200 --> 00:14:16.800 improve the business and improve their skills. There's a lot of hesitation with first, 188 00:14:16.800 --> 00:14:20.560 you know, front line and new managers, well, I don't want to seem, I don't seem overbearing. 189 00:14:21.440 --> 00:14:25.440 You're only overbearing if you don't clear the way. You're only overbearing if you don't help 190 00:14:25.440 --> 00:14:30.240 someone get the skills to meet your demands. But the people who have worked for Steve Jobs, 191 00:14:30.240 --> 00:14:34.800 the people who work for Elon Musk, the people who work for Bezos, they say, man, those guys 192 00:14:34.800 --> 00:14:40.400 are demanding, but I did my best work there. At least for me, I would rather be that season of 193 00:14:40.400 --> 00:14:45.520 someone's life, where they're like, I did my best work under allergial. I did my best work 194 00:14:45.600 --> 00:14:50.800 at acquisition.com because they had standards. There were so much higher than everyone else's, 195 00:14:50.800 --> 00:14:56.560 but they gave me the resources to meet them. I learned more there and I grew more there 196 00:14:56.560 --> 00:15:03.440 than I did anywhere else. I think this is, this is a wildly misunderstood concept. And I know, 197 00:15:03.440 --> 00:15:07.120 I'm getting out of my, my purview, I'm talking about management and leadership stuff. So this, 198 00:15:07.120 --> 00:15:11.360 more belongs to Leila, but this just felt so pertinent because it's been, it's been obviously 199 00:15:11.360 --> 00:15:14.800 top of mind for me because I'm doing this stuff right now. I felt obligated to share it with you 200 00:15:14.800 --> 00:15:20.640 because I think that many of you could not just double or triple, but you could 5x the growth 201 00:15:20.640 --> 00:15:24.880 that you have in the next year, not by hiring more people, but by getting the people that you have 202 00:15:24.880 --> 00:15:30.480 to work that much better and that much more aligned and not give them five things, expect them to 203 00:15:30.480 --> 00:15:35.600 prioritize it and expect them to break it down. They're not going to do that. So you have to say, 204 00:15:35.600 --> 00:15:39.120 these are the things, the thing is that you also have an information advantage. A lot of the people 205 00:15:39.120 --> 00:15:42.560 who are two layers down don't know what the business priorities are, or they know I'm just from 206 00:15:42.560 --> 00:15:47.600 one slide deck that was at a monthly or quarterly. But you do have full and complete contact with 207 00:15:47.600 --> 00:15:50.720 the business and you're like, no, dude, this is super important. And sometimes even letting someone 208 00:15:50.720 --> 00:15:54.960 know, no, dude, your job is super important. Here's why. Oh, I had no idea. It's like, yeah, dude, 209 00:15:54.960 --> 00:15:59.280 this is important. It's like, oh, shit, I would, I would, I would have prioritized it. Yes, 210 00:15:59.280 --> 00:16:02.800 and that's what I'm asking you to do. And this happens as you scale. This is just one of the things 211 00:16:02.800 --> 00:16:07.200 that occurs. It's, it's the pruning of a tree, right? Like tree grows off, branches grow off all over 212 00:16:07.200 --> 00:16:12.080 the place. You got to prune the tree. You prune the tree so it actually gets healthier. You prune tasks, 213 00:16:12.080 --> 00:16:17.520 you prune projects, you prune processes, because a lot of times process will just naturally emerge. 214 00:16:17.520 --> 00:16:20.800 It's like a weed. A lot of people think process improves things. A lot of times process makes things 215 00:16:20.800 --> 00:16:26.320 worse. We want to weed the processes out. We want to weed the garden of all these tasks. Because 216 00:16:26.320 --> 00:16:30.320 maybe there's a whole third of your department dedicated to something that absolutely drives 217 00:16:30.320 --> 00:16:38.000 the value. And to put this as an extreme example, Elon came in and cut 80% of Twitter and nothing 218 00:16:38.000 --> 00:16:43.760 happened. It has grown more and faster since then. The very obvious answer is that they were actually 219 00:16:43.760 --> 00:16:48.480 doing nothing that contributed growth. Now, to be clear, that doesn't mean they weren't doing anything. 220 00:16:48.480 --> 00:16:52.480 It just means that they were doing nothing that contributed growth. Let's say using that color grading 221 00:16:52.480 --> 00:16:57.680 example. Color grading is something that absolutely quote improves videos. But for the outcome of the 222 00:16:57.680 --> 00:17:03.120 business or the outcome of the media, do we demonstrate that our return on color grading, 223 00:17:03.120 --> 00:17:06.800 if we took the same resources and time and put it into what's the big idea of this video? 224 00:17:06.800 --> 00:17:10.240 What's the hook for this video? What props can we do to visually demonstrate the concept 225 00:17:10.240 --> 00:17:14.960 of the idea that we would not get higher returns on doing that than the color grading? 226 00:17:15.680 --> 00:17:19.760 Well, then if you did that, then it would be a wise reallocation of resources, rather than 227 00:17:19.760 --> 00:17:23.360 making a new investment, which is what most people think, oh, I'll just take more money out of my 228 00:17:23.360 --> 00:17:27.280 pocket and bring someone else in. Well, you probably are spending money out of your pocket right now 229 00:17:27.280 --> 00:17:32.560 on shit that doesn't matter. That's my efficiency emissions of the day. Question the requirements. 230 00:17:33.520 --> 00:17:37.520 Delete, which doesn't matter. Reallocate or optimize against the things that drive the 231 00:17:37.520 --> 00:17:42.320 most throughput. Speed up feedback loops, pull forward deadlines. And then finally, 232 00:17:42.320 --> 00:17:46.000 automate at the end when you can actually have this down in the most chunk down because you've 233 00:17:46.000 --> 00:17:51.360 pulled up the timeline so fast that people had were forced to create many templates and processes 234 00:17:51.360 --> 00:17:55.920 for themselves that you can get the thing to completely automate in minute runs.