Answering your assumptions about leadership

Summary

• It’s important to let go of the need for perfection in business. You're going to make mistakes, and that’s okay because it’s how you respond to mistakes that count. Focus on solutions instead of self-criticism.
• Prioritize coaching and leading by example when things go off track. If a specific department is failing, step in and show how it's done before hiring someone to continue the momentum you've created.
• Direct your attention to the most critical tasks. Sometimes you’ll need to deprioritize non-essential activities, like having fewer one-on-ones or skipping niceties, to focus on turning the business around.
• Delegate tasks appropriately and understand you might need a tool stack for visibility and efficiency. Accept that some manual data entry will always be necessary.
• Handle cancel culture by knowing your values and sticking to them. Ignore the distractions and remain focused on the real work.
• Balance between seeking perfection and practical growth. Only make non-value-adding tasks perfect when essential to maintain a higher profit margin.
• When onboarding new team members, over-invest in their initial experience. Spend more time than you think necessary to help them acclimate and understand their role.
• It’s important to hire both internally and externally. Recognize your limitations in training employees and sometimes it’s best to bring in experienced outsiders.
• With pricing and customer retention strategies, never end a revenue stream without replacing it. Consider phasing out old pricing models gradually.
• A great leader should be industrious, enthusiastic, and driven by competitive greatness. Balance work ethic with the ability to inspire others and strive for personal excellence.
• For content creation and marketing, balance your efforts between organic growth and learning paid advertising. This decision depends on your willingness to invest time and resources in paid media.
• Continue evolving your time management to fit your current season and workload. Try different content creation schedules and see what works best.
• Favorite resources for learning about leadership include books by Patrick Lencioni and Jim Collins, and subscriptions to industry journals like the Wall Street Journal, Harvard Business Review, and SHRM.

Video

How To Take Action

I would suggest implementing the insights from our session in practical, easy-to-apply ways that maximize impact without heavy investments.

1. Let Go of Perfection: Don’t stress about making everything perfect. Mistakes happen; they’re learning opportunities. When you find yourself overthinking or anxious about getting everything just right, remind yourself that it’s more important to focus on solutions than to beat yourself up. Reframe mistakes as stepping stones.

2. Step In to Lead: If a department or task is failing, jump in and show by example. Use this period to create momentum. After things stabilize, onboard someone to continue the work. This ensures they have a proper standard and model to follow.

3. Focus on Critical Tasks: Assess your key responsibilities and prioritize them. It might mean cutting down one-on-ones or other less critical activities temporarily. Communicate transparently with your team about your focus shift so they understand the temporary changes.

4. Delegate Wisely: Don’t hesitate to delegate tasks, even if some manual efforts are needed. Implement a tool stack for visibility but accept that certain manual inputs are inevitable. Tools like Hyros can help track ad data more efficiently.

5. Handle Clickbait Culture: When facing negative feedback or cancel culture, stay anchored in your values. Ignore distractions and continue with your work. This helps you maintain focus and mental clarity.

6. Invest in New Hires: Spend extra time onboarding new team members. Daily meetings, clear schedules, and 30-60-90 day plans can accelerate their integration. This initial investment pays off in better performance and retention.

7. Balance Hiring Strategies: Recognize when to promote internally and when to hire externally. Training existing employees for leadership roles can be rewarding but consider bringing in experienced outsiders to speed up growth and efficiency if needed.

8. Mindful Pricing Changes: Don’t eliminate a revenue stream without replacing it. Gradually phase out old pricing models. Send updates to a fraction of your client base first to test the response before rolling out changes widely.

9. Create and Market Content: Balance between organic growth and learning paid advertising. If content creation is already working for you, try increasing your efforts there first. If results plateau, start experimenting with paid media.

10. Continuous Learning: Evolve your time management and leadership skills. Utilize resources like Patrick Lencioni and Jim Collins’ books, and subscriptions to journals like Harvard Business Review to stay updated and inspired.

Taking these steps fosters growth, efficiency, and resilience without overwhelming financial or time investments.

Quotes by Leila Hormozi

"You have to release yourself from that pressure"

• Leila Hormozi

"Successful people and unsuccessful people have no difference in how many mistakes they make, it’s just how you respond to the mistakes you make"

• Leila Hormozi

"I would go in, I would turn it around, and then once I’ve turned it around, it’s gotten back on its feet"

• Leila Hormozi

"Don't feel like you have to do everything perfectly when things are happening like this in the business"

• Leila Hormozi

"If I applied this my time and effort and money, would I get the highest return"

• Leila Hormozi

Full Transcript

Q&A session that I did with a group of entrepreneurs that came to our scaling workshop at our acquisition. comom headquarters and this room was worth a lot of money and so I thought that you guys would enjoy watching me answer the questions watching the questions that they asked and just in general get a lot of value from it so let me know what you think in the comments this is a new type of video if you guys have a question please raise your hand very high know like Tyrannosaurus Rex hands because those don't get called on and we're just going to go for it let right here yeah you looked excited okay hi Lea hi I've been watching your content forever since you started and I really appreciate everything because uh I'm a better person because of the videos I've watched so I appreciate everything you do so here's the thing one of um it took me two years to work on a product do a strategy for a business I launched it past September last year and we grew so fast that I have no idea but now do from yesterday today but mentally your mentality when you have a business that grw from zero to like two millions like what do you do and and I'm I'm started crying because it's me mentally it's like oh my God this is a big success and I didn't think he was going to be that big so now I'm like I don't want to get emotional because I'm not emotional a normal basis okay but we can all cry it's like oh my God like why do I do like mentally how to prepare yourself to be stronger to deal with success but also like I don't want to [ __ ] it up that's my thinking you're going to [ __ ] it up true you're going to [ __ ] it up but you're also going to figure it out you're going to [ __ ] it up and then you're [ __ ] around find out yeah that's why I tell myself and so like honestly like what I what I hear from you is you're very hard on yourself and so you cannot if you try to be perfect in your business and you expect that you're going to get everything right the first time you're in for a rude awakening because even me who's done this I've started multiple businesses and I still sometimes make the same mistake in the second one that I did in the first and I still sometimes find myself making a mistake that I may have made five years ago and I'm like [ __ ] I just catch myself sooner yeah so it's like I think you have to release yourself from that pressure oh great and this one's the biggest success yeah it's amazing a lot of people don't get it right on the first one a lot of people [ __ ] for a long time and I think yeah yeah and I think here's the thing is like you putting so much pressure on yourself it's not going to help you and so I think you have to recontextualize it what's your business a real estate investing okay so we're not saving babies what's that we're not saving babies so like if you make a mistake a baby doesn't die this is what I tell myself for real so like I'm serious like I'm very hard on myself and I have to literally recontextualize to be like nobody will die die if you know what I mean like for real like if you don't get the video up tomorrow nobody's going to die like if you miss this meeting nobody's going to die and I think it's the internal judgment that you have like you're going to stumble you're not going to know what you're doing you're going to get outside help you're going to figure things out and you're going to move forward but you're going to make mistakes and that's okay it's successful people and unsuccessful people have no difference in how many mistakes they make it's just how you respond to the mistakes you make yeah and so what you want to do is that most people when they make a mistake they stay in a of resistance they resist the mistake they beat themselves up and they indulge in that and successful people the most successful people have learned that that does not help you so they immediately go they they take all that energy they could be doing beating themselves up and they just push it into solutioning yeah and so if I were you anytime you make a mistake focus on understanding like the best thing you can do for your business is to not indulge in feeling bad to not beat yourself up but to focus on the solution yeah and I think the more ways that you can cope with just not being so hard on yourself he that the end of the day like you're going to figure it out you obviously have yeah yeah thanks for that thank you of course appreciate it right here the last year we've stagnated for revenue and my profit margin has just and it's because I lack the skill of hiring training and then leading salese to do what I was doing I'm at the point now where the time that is required to invest in the person MH I don't I'm torn between me going back in selling myself and or hiring someone else to replace the person I have or make them better because we the profit margin has gotten so low I've like basically rode this slow decline while I've tried to gather this skill and I've gotten to the point now where it's like okay this is a little bit too tight for how I feel comfortable and I'm not making enough money and I'm working more than I've ever ever worked before and I feel like I'm just going from person to person answering questions all day long and so my question is like do I take my time and invest it in the people or do I say sorry people I got to focus on selling and actually generating revenue for the business I think in anytime you have a scenario where things are not going right and it's due to having somebody in the wrong position there's ideal and then there's reality ideal is that you hire the right person and they immediately get placed into the role and then you coach with them you coach them and they succeed but how long is it going to take you to find that person how long is it going to take them to ramp up and so the reality is the business probably doesn't have that long and so you need to get momentum in the right direction and so in those instances I will 100% go in Ni the person out I will go in and do the role and I will do it until things have turned around because hiring somebody to turn around a department is also harder than hiring somebody to keep growing a department department and so I would go in I would turn it around and then once I've turned it around it's gotten back on its feet and I feel like there's a Cadence to it I would then say cool now I'm going to bring somebody in and now I know what it looks like I have better expectations I can set and I have a I have more of an idea of how I can coach this person to be successful because I've been doing it for the last six to eight to 12 weeks and so that's what I would do um in that situation which for anyone in here like like I talk about leadership and all those things all day long but like if something's not going well and I have and it's a person problem like there's also the entire rest of the company you have to feed and that's how I think about it it's like I have to put the whole company above this one person's ego or this one person's agenda to make sure things go in the right direction and so I think that's probably the best thing you could do what about the rest of the team like because they still have to be met with I still have to do one-on ones with them I still have to answer their questions throughout the day like the transaction like the Fulfillment the marketing how many I have seven people six people and how many direct reports you have right now all of them report to me and then I got to say and then on my appointments I do like real estate investing so my appointments are 3 hours long I'm meeting with a homeowner buying their house so I'm not responding to anybody and so people are bottlenecked like I come back and I have all these slack messages that I'm responding to and then I miss a sales a client that reaches out to me so it's like where do I place my attention my focus it's going to be really messy yeah like you're going to drop the ball in six different areas and that's better than you not jumping in and doing this like you're going to drop the ball you can also not do things perfectly do not have a one-on-one with every salesperson like you know what guys we're going to do bi-weekly group calls that's just what we're going to do because this is where we're at right now and so like don't feel like you have to do everything perfectly when things are happening like this in the business there's like fat muscle bone so like right now like if things are going wrong and if you're in a place where you're not going to be profitable soon like we go down to the bone which is like we only do the absolute Essentials like we get no freely niess nothing does that make sense yeah MH so like all the niceties they might go away for a short period of time and I think it's important that you message that to the team and so that they're on the same page because in gym launch for example when Co hit and we had great leaders in place that were continuing to grow our businesses and all of a sudden everything worked against every business that we had which was three I had to go jump it back and into a ton of [ __ ] and I was just like listen guys I'm going to be really honest I'm not celebrating birthdays not celebrating anniversaries I'm not giving people Kudos like for the next 3 to four months I'm not doing any of the stuff I love doing because I don't have the energy I have to focus it on turning this freaking business around making sure that we can all have paychecks in 12 months mhm and I was just honest with the team I don't like doing that stuff but anything that took my attention over solving the problem I just could not afford to do and I don't think there's anything wrong with that there's going to be other stuff you're going to have to do too to like keep the wheels turning whatever but like turn this around first cool we do right here hi I uh I buil courses for big YouTubers and um this is kind of a um okay so most courses the the lifespan is you launch it does really well and then after a few months like it just goes lower and lower and lower with their organic audience and uh I I want to find like the instead of just creating new offers like every two months and recycling [ __ ] like I really want to make one offer that is just like the best possible thing and has consistent Revenue month by month is the only way to do that once I nail down the offer to continuously be getting new subscribers through organic or um or just run ads towards them like I'm trying to find that Golden Goose to just have you know that number one offer that is consistent well it doesn't sound like it's an offer issue it's a traffic issue right which is they're not getting enough subscribers to continue the revenue growth of the course right so do you think it is just like it's I got to just have more subscribers or like run ads to my audience the audience but it's their audiences right it's Their audience I mean that would be ideal but then now you're going to become a marketing agency right yeah yeah totally which that's I could do that too but it's just yeah it is a a whole another venture to I mean I think in an Ideal World what you do is you partner with somebody who can help them get more subscribers and then basically you can refer people to that person when you get big enough and you know like it makes sense maybe you can consider like hey maybe now I want to do this as part of my business but that's a whole whole another like box of tricks and I would not like I would try my best if I were you to price a cordingly to what you know happens which is it dissipates over time I'm not sure what your pricing structure is I was going to ask that next but um it's just growth partner like percentage of the course Revenue well then it's not like you're having adverse goals like you obviously are incentivized I would just say like I would bring in I would refer somebody like 100% I mean like for the longest time in gym launch like before we had before we were at like 40 million like we just referred people out and like we made millions in referral Revenue but like it took us until we had a team of like 75 to be able to say like I think we can actually build a marketing agency inhouse and so you know to do it well you just have to have the capability to have like a whole another team that's doing it and so I would say like you're probably going to get a lot of benefit if like you find a person who's fantastic at doing that for them you refer them to that person maybe you guys have a little referral back and forth thing um and you don't worry about it that's so [ __ ] helpful thank you yeah absolutely it's SC here in the gray polo hey Lea uh my biggest question is around like the tools and specifically like software tools and things that you guys like to use to track all of the data so I'm relatively new and I use high level and a lot of sheets like most everybody has mentioned in the room and so I you know I want some um if you have any that you can call out that might help me in that area I guess I would ask like what's the problem so it's it's the manual data entry versus being able to just have more visibility so there's a visibility issue on like how ads are actually performing so we lose visibility at certain stages and so just trying to get that visibility to have better decision making yeah so it sounds like you need a tool stack yeah probably yeah so ad specifically sounds like hyros say that again hyros the hros yeah so that that I mean that's you could look at that look at the competitors whatever I just happened to know the person that owns that one um that will track all of your ad data okay so that's a really great tool for that if you want visibility we use that um and I like the tool um in terms of like all the other things that you have spreadsheets for here's the thing is like everybody wants a business that has like one system that will produce all of their kpis and it doesn't have manual entry and it and it doesn't exist I have I'm not I'm under no Illusions okay cool I just want to make sure for anybody here who's like why do I I still also use Google Sheets Frank how do we track recruiting Google Sheets like you know and like who here got two emails for the workshop or the wrong email yes uh we have problems as well so I would just say like whatever the problem is solve for that specifically and I have realized over time like getting one giant tool to take care of five things is actually much worse than finding a specific tool to solve a specific problem like you just said and I would do that every time because if you get like uh in gym launch we use Zoho for example and then we ended up calling it bloo because it was it just yeah it just I'll say something inappropriate um it was not good and so I would just say like what I realized there is we basically did the undoing of that or they did after we sold it and got them on just like smaller systems and then you know zap beard duck tied them together so I prefer that rather than like the big giant mess and then there's like the Salesforce route you can go eventually but like that goes so slow and like it's so expensive that it's like I don't know I'm not a fan thank you yep in the white um how you how did you how do you handle or have you experienced like the cancel culture or just like the the the vital that is spewed like on socials as a beautiful strong woman how do you handle that and do you have any like pep talk for another strong woman what uh what's going on uh so I had in the last few weeks I had a my big affiliate I did the same thing earlier I had a big affiliate um cancel me and so I'm sadly like 20,000 of my followers are from that person who just it's just women being I think it's just [ __ ] women so I'm not handling it well like I feel like I'm pivoting uh my client base why she cancel you um I don't know she I launched ing a bigger program and I think she doesn't have a she doesn't have a business she's just an influencer uhhuh um so she just said like you know Ginger's program sucks and you shouldn't buy it now like for no reason just CAD just caddy so there's no truth to it there's no truth I have a I have a very reputable company and that's what really hurts is like I've never you know anyway so I was just wondering if you have any experience with that or how do you get through like the hate or yeah happens every day I could show you a screenshot of one I took this morning I sent to my friend I was like like I responded to this one it was bad um I know that's why that's why and I deleted I was like I can't see my the team can't see this it was too mean I'm here for you more than Alex because I you know I have a deep voice and people are like oh people say mean things to me and you seem to just like Let It Flow off your back like you don't even get bothered I think it's just like resetting your expectations which is like you know when I first started making content I think my assumption was like my genuine desire to help people would come through and I think it did for a lot of people but I think I didn't really until I watched my own content one day because I was like dude like why are people just like railing on me like this is like tough um and then I watched my content I was like dude I'm kind of [ __ ] weird like like I watched my mannerisms and how I talk and I was like yeah I'm not and and I had flashbacks to College of like dude's being like you're cute but like you're weird as [ __ ] like and I was like oh [ __ ] it's all it's all accumulating now because I'm on social media and it's coming to life right um I'm weird too I post like parasite pictures and stuff so yeah so I think it's just like what you consider weird and qu quirky about yourself somebody else is going to hate on that because of what maybe the fact that you're okay with it and you're okay demonstrating it and doing it in public and and they're not or maybe because you intimidate somebody because you remind them of the dreams they gave up on themselves that you have accomplished I think a lot of the time it stems from that which is like you are confident and putting yourself out there and being authentic which many people are scared of and then they hate you for that and they also hate you for the fact that you're accomplishing the dream that they gave up on and then they're trying to make excuses by talking about why you're a bad person and so I think that I've just realized like you know for the most part uh sometimes there's truth to what people say and I'm like okay I can understand why people say that and then the second piece to it is just it's just the price you pay I think the more I've I've done it and The more I've been in it I've realized that like I just have to be okay with me and knowing that I know what my intentions are and at the end of the day like I'm aligned with my values and how anybody else interprets what I do that's up to them and they're all going to interpret it based on their own experiences and so I have absolutely had people Slaughter me and like rip me up and make videos and do all sorts of things to try and like whatever my but here's the thing is that they can hate on me they can do that what they can't get is they can't get my attention like you only allow somebody to get your attention and for a lot of people they become so caught up in what people say about them online they have no attention to move forward they're too distracted looking over here at what this person's doing people say things because they want a response if you don't respond you don't give them what they want I've good with that then yeah I don't respond to people you know I had some dude do this whole video on me I respond to that [ __ ] I'm like I have nothing to say it's not true I'm not going to give you the attention that's not worth it and so I think you have to understand that being misunderstood is the price you're going to pay for the success that you want okay thank you so much yeah let's go in the blue shirt so question of mine is one of the things that you mentioned is that uh if we did everything perfect would there would be no profit yeah so um when are you willing to sacrifi sacrifice profit for perfection in other words one do you know that you know you need maybe two team members or three team members to get you to the next level but you might be afraid that you might lose some profit in in the short term so I'll put it more like this which is even with with anything in life it if we try to make it perfect then there's diminishing returns right so for example if somebody wants to lose weight the last 5 pounds before they're at 133% body fat right like nobody notices the difference it's just in their head it's just this idea of perfection that they have and the same goes for business which is a lot of people have really great businesses and do a lot of things really well but they're so focused on this last 5% that provides really no return and so the way that I look at prioritizing where money in a business goes is just with the theory of constraints like where if I applied this my time and effort and money would I get the highest return and then I'm going to focus on that before I move down to the next thing and so I would say what you just gave me as an example is how you grow a business which is you're constantly taking profit and then reinvesting it into growth right um I wouldn't say that's seeking Perfection I would say that's growing your business I would say seeking Perfection is doing things that have very dimin fining returns to the business that if done you know provide you with a very low Roi and that's something we talk about a lot is like what's your return on effort and you know the return on effort for somebody who has 133% body fat versus 12% or or even 11% it's very minimal so like why are you going to put 70% of your time into it to yield a 2% return does that make sense yeah appreciate it yeah let's go here U I just am hiring on I just onboarded my first team member last week and then I have a new one starting at the beginning of the next month and I'm Blown Away by the team that you've built and so I guess like what are some key things that I could be doing from the start to have them have an owner mentality have them just I don't know do what you do yeah I mean the same way if you want to create the best clients is how you create the best employees which is you focus on the experience in the beginning and so the best thing that I ever did did was I had a mentor who told me to put uh 10 times more effort into onboarding somebody than I would ever thought was possible and so I was like what would that look like and so you know that created me meeting with that person two times a day me scoping out what does the next two to four weeks look like an entire schedule for them for two to four weeks uh me building out a 30 60 90 for that person and basically me taking all of my discretionary time and effort that I might have been doing other things and putting it into that person that's new on the team and the thing is is just like onboarding a new client the more effort you put into the beginning in building that relationship and teaching that person the more successful they are later on and the same goes for building a team and so if you can just apply those same principles like we talk here about time to Value right you guys learned a little bit about that yesterday um I think the same goes for a teammate like how can I show them the value of working here as quickly as possible part of that is how I invest in them with my time part of that is how the team interacts with them and part of it is how quickly they get win so I want to get that person up and running and up to speed as fast as possible because just like a customer wants value from a product an employee wants to feel the value of the impact they have on the company and so I would focus 100% of my effort uh on the onboarding I think that was the one thing that I did really well and I I do think I still do that really well is I to this day I hire a sea level I don't care you get a 30 6090 I'm staying by your side at the hip for you know two to four weeks like we're going to talk all the time until I feel like we are aligned okay thank you let's go right here can you just speak to how you've like your experience with let's say taking someone who worked their way up to the company to earn a role in in management or as a leader versus hiring someone from [ __ ] who already has the experience I've experienced like H hiring someone from a entry level position and bringing them up to leadership and having so much trouble with getting them to reach to the role they need to expand to versus just hiring from the top but maybe there's lack of culture or knowledge transfers not there uh to me top down is so much easier but I don't know if I'm just jaded with with training existing staff yeah I think you're jaded um I I also think it's not either or it's both um now I do think most companies lead with one and so you have to know which one makes the most sense at the point in time so for example uh when we first started gym launch I did every Ro in the beginning I literally ran every department and so when I was hire when I was training people up um I was doing that in the beginning because of two things one I didn't know how to attct talent for people who could do it and two I didn't know how to um I yeah I didn't oh my God I had a second point and it just slipped me okay so I didn't know how to attract the talent and the second piece was I didn't know what good looked like even if I knew right so like five sales directors could come in front of me I didn't know which one was going to be best and so those two things were working against against me therefore it was easier for me to just train the people that I had around me right whereas when we started acquisition. comom um I guess taking heels off doesn't make a difference uh when we started acquisition. comom basically I thought about it like this which is I want to hire the core leadership team that doesn't mean I'm going to hire every leader right now we have a ton of Open Leadership that we're you know like there's lots of people on the team who I'm continuing to invest in I would say like a lot actually I just know that now I have a leadership team who can help do that now the reason I hired from the top down is because I know what it looks like to scale a business quickly I know what the problems are going to be and so I can scale faster without making so many mistakes and so to hire the leaders first that allows me to do that the second thing is I know what good looks like now so I'm not worried about Mish hiring the wrong leaders um I feel pretty confident in what I need and then I would say the next piece of that is you know I still actually consider us to train a lot of people in a lot of things because here's the thing even if you get somebody has experience in leadership they're lacking something else right like everyone always has an area of lack and so it's just understanding like your I would say like value proposition for an employee is able to fulfill that area of lack that they have so for you like you know I would even consider this when we had gym launch I was not a great teacher so I constantly was Jaded by the people that I was bringing in because I felt like I'm telling them what to do and they're not doing it and like all this stuff right now with everything I've learned because I've studied so much of teaching and behavior change I'm like oh I was just a bad teacher like I just wasn't good at teaching and so um I also think that sometimes we we Jade ourselves because we don't realize that maybe we just don't have the skill to train people of a certain level up because I think you know the more skilled the teacher the lower level of the student they can take on and so everybody in here needs to understand like what level of student can you take and that's for the from a client standpoint and from an employee standpoint you have to know what base level skills does this person have to have and I know I can teach them from there but like if I've got to teach them here I don't know if I have that whether it be like I don't have the patience I don't have the time and so that's how I think through hiring for experience versus growing somebody from within the company do that help awesome yeah thanks great let's go in the blue so we have a question more about brand image and consistency so just for context we're a couple window cleaners here in Las Vegas and more specifically Boulder City Nevada so small town culture reputations everything yeah and we started out super fair pricing referrals are everything and then we did what you guys said solve rich people problems and The Leverage on that is 10 times better but now as we're kind of getting in we're almost at a year in business now and now that we're starting to get recurring on those we're starting to see that these jobs we had in the beginning are not really the highest levers we can pull so the the jobs we were doing at the beginning cuz one of our pricee points of the recurring is that we keep we grandfather in the price so we're not going to change it now that we've raised prices it's kind of one of those things we don't want to destroy the brand image and not be consistent with it but at the same time too it's like there's higher leverage things to do so what would you recommend in that situation I never kill a revenue stream without replacing it so for me personally in terms of grandfathering people in I would not try and get them onto the new pricing until I felt like if I lost all of them it would be okay and I have consistent lead flow that these opport unities are worth that much more and I know I can replace it in 60 days so that's what I would be weighing out is just the opportunity cost and knowing that the opportunity cost of keeping them is much greater so much so that if I lost them tomorrow I would be okay with it um and so sometimes it needs to be a little bit more gradual like you can take it in buckets too like you could do send it out to a third of them and say we're doing a price change you don't have to do it to everybody all at once in fact i' would probably considered phasing those things out um that's how I'd be thinking about it though okay does that sense yeah absolutely okay thank you great let's go in the white um I have a question regarding the leadership I would like to know what for you defines a great leader and how did you work on yourself to become a good leader I think that when I think of a great leader I think of three things come to mind which is industrious right enthusiastic and then competitive greatness and so there's a lot lot of leaders that are very enthusiastic and can be very charismatic and persuade a lot of people but do not work very hard um and may be perceived as lazy and then I think there's a lot of leaders that work very hard but are not able to transfer conviction or excitement to their teams and so everything they do kind of falls on deaf ears I probably came from this side in the beginning like I was not I was I worked so hard like in silence and didn't communicate well um and so I over the last have many years have tried very hard to be able to be more in the middle I tend to be a little bit more like monotone even in the way I make content you hear it cuz like I speak more professionally because I felt like that was how I had to speak to my employees um and so I would say like those two things combined with a drive to be excellent for the sake of Excellence not for money or for fame or for anything else like in my opinion when I look at the best leaders like the reason that they're great leaders is because that is the person they want to be they exude care they exude excellence and they exude hard work they don't exude like a desire and craving for money or for fame or for any of the benefits that leadership may present to them um and I've just found that time and time again I think you know we see a lot of the leaders leaders um they may be bosses but I don't know if they're leaders um who have a little bit more of the uh you know desire for fame or money or whatever but I think that those are like much fewer than there are many like most of the best leaders are the people in the background that don't take the credit and so unfortunately they're not even well known to a lot of people in this room and a lot of them don't want to be and so that's what I would think through is I want somebody who works really hard who can transfer enthusiasm to others and who wants to win because that's who they are um and they want to be excellent not because they want all the benefits that come with it sweet thank you very much yeah over here yes right there currently I get uh all my sales and leads organically through Instagram YouTube and Tik Tok and uh I would like to get more so my question is uh because for me I see two option yeah um one is to create more content uh grow even more my following on different platform or the other one is to go to Facebook ads and do like webinar for example or maybe like create a telegram uh they G gave me this idea today so what would be the best option for you either one could work um I would ask you this which is like uh how big is your following uh what's your revenue and how much content are you making so uh 147 ,000 on Instagram and 40,000 on YouTube and 25 on Tik Tok um the revenue is 600,000 a year and what is your other question sorry oh and then um I was saying how much content do you put out on the platform uh so I publish reals every day and like a quote as well on Instagram and one podcast a week on YouTube yeah here's the thing um it's just a matter of which skill you want to tackle there's a greater skill gap between understanding paid so like for you to go from what you're doing right now into paid I think it will definitely yield you a high Roi it's also going to be hard to learn and you're going to probably like struggle with it a decent amount in the beginning and it's going to take a lot longer than you think to stand up in fact a lot of people when I see them stand up paid marketing it takes between four to six months for it to get actually working um now from an organic standpoint you absolutely have room to keep going so I do see value in continuing to double down on the organic um the thing is this is that you would need to make sure that doubling down on it like creating more content and trying to basically two or three x what you're doing actually results in getting more subscribers and leads because sometimes people do it and it doesn't get them anything else because that's not whatever maybe they actually realized and they didn't realize that like going on podcast was how they got their subscribers not making the content whatever it might be um so I would probably try making more content first and say if I don't see a difference in the next two to three months then I will decide I'm going to Pivot and learn paid media yeah but there's more of a gap in the paid media and so you learn you lose less if you try to just double down on what you're doing right now and it's easier to test out faster yeah usually when I because twice a year I I do like a challenge and I post uh two reels a day and usually I get a lot more followers when I do that so let's just do that [ __ ] all the time yeah let's just do a challenge year round okay I can give you a challenge for every season every holiday yeah okay good okay thank you yeah for sure let's go on this side yes in the back and the black as you scale uh we have 40 employees and you hire a directors and those hire the individual contributors do you as the owner still are you still part of that interview process at what point do you let the directors do their thing and they're building their team and you kind of stay out of it yeah I think that I look at the competency of the person hiring so a lot of the times when people bring on a leader they're like amazing now you hire your team but that person that's a sales director being a sales director doesn't correlate with being good at hiring a lot of people have been a sales director a marketing director a CS director but they've hired like two people because they've worked at big companies that they weren't even allowed to hire on their own or maybe they just had HR do it for them and so I would say it depends on the level of skill of the person hiring like they can be a fantastic leader but also lack the skill of knowing how to interview assess and then select the the right person and so that's actually how I would be doing it I would involve myself with the people who that are a little bit more Junior and then I would not involve myself in the ones that are more senior and that I feel like have the right criteria to hire thank you for sure let's go right here staying on the same topic just can you explain how you handle yo-yo employees sometimes inconsistency yeah just inconsistency thank you could you tell me about the person um yeah so I had someone I put them on I wrote them up on I wrote them up on I think in February and last week I actually saw some of the same things happening um same behaviors that were happening that weren't desirable so I actually went back to the one in February and the things that he were that he was doing at this time was consistent I almost felt like I could have just changed the dates on the write up it's like what the hell yeah so there's a concept when it comes to change which is like an Extinction curve which is like how long it takes somebody to stop doing a behavior and some people have much longer ones than other people like if you've ever been on with somebody and they won't take no for an answer like long Extinction curve you can be like [ __ ] you no and they're just like come on um and so for some people the issue is that they've been trained the opposite way by other people in the past and so for example if somebody continues to show up late for work when you've told them hey like if you show up late like that's not going to fly here but then they keep showing up late you know what probably happened in the past is that they kept showing up late to their last job and they never got fired and so a lot of times you're having to correct behavior that comes from their last job not even from what you have done you just haven't trained them into the new Behavior yet and so uh I would ask what the behavior is because I'm curious but generally in theory like having an ability to I would say like if we actually want to improve people's performance then we have to consistently measure the new behavior and reward it and so you know for example uh I had somebody who it was like they kept having um like instances where they would kind of yell at people and so I was like wow when I found out about that I was like that's that's really tough and the opposite of what I preach and so I was like okay great so we're going to measure uh all your calls and then I want you to tell me did you yell at someone or not on the call and then every day that she wouldn't yell at somebody I would be like amazing great work like you've improved right and then the days that eventually it did happen where it yelled at somebody um you basically have to make a choice which is this um I've had people where I've done this exact same thing and they continue to get better at a very fast rate and that's what I focus on if somebody improves quickly even if they're not where I need them to be that's the most important thing progress not where they're at right now but how quickly someone makes progress in my opinion that's intelligence and so what I notice with one person for example this person I'm referring to is that uh almost every seven days like clockwork there would pop up one instance where I yelled at somebody and what I said to myself was wow okay this Behavior has been really reinforced for a long time you know this person's been in the workforce for 35 years how long is it going to take me to train this out of them because it's possible but how long is it going to take a year okay so that means that they have 52 more times they might yell at somebody on my team now I have a question of can I afford that as a business and the answer was no and so here we are so I think that's what you have to ask yourself is you put in the effort to make sure that you have a way to refor reinforce and reward the behavior you want to see that you can be that encourager it's like for somebody who's on a diet it's like if you have somebody that's like great work you went to the gym today like that's who you want to be for your employees when you're trying to improve a skill it's just like great work you did X today and it's just like that's all it takes like once a day um but if that person is not improving at a rate that your business can bear then you have to make the hard calls sometimes thank you for sure yes in Black hi um Elis so how you manage your time between creating content be being a leader have a company all your stuff like a in a in a week I think it changes so I would say that what worked for me three years ago four years ago whatever does not work for me now um because it changes based on what I have going on and so there's periods of times where I'm like this is what I'm committing to to content I'll be honest I've always put it on the back burner I like it's the second thought it's not the first thing I lead with um also because like I would never you know sacrifice you know time with the team or something like that because I'm like I got to make a video um it's probably just because that's what I've been reinforced for so I'll say this I've just fluctuated it based on the season I'm in and based on my working Style and what I think works best so for a while that was batching content so that looked like okay Monday through Thursday I'm doing all this other stuff but then Friday we're just going to bash for like 6 to8 hours and then what I found was that it started at like literally I would do like 10 hours this was like three years ago uh and then it got to eight and then six because what I realized is my content by the end of the day that the latter half it was just shitty it just not good content um you know you can drink as much caffeine as you want or like hype yourself up as as much as you want it just like didn't turn out um and so recently I've tried a little bit of a different Cadence which is um you know filming before I start my meetings just like one video at a time right and so it's a little bit easier because I feel like the quality is higher and my energy is there versus at the end of the week doing eight hours of shooting it doesn't really feel like I get the best I've also just found that works better because if I can shoot one video before I go into say six hours of meetings um it doesn't drain my energy too much and so I think you have to figure out what works for you like try different ways of doing it try batching it try doing one thing a day see which one you like more try doing it on the weekends um you just got to see what works with what is on your plate current L and I would say like give yourself permission to change things and switch things up and try different styles of doing things because there's no right or wrong way I think it's more just acknowledging what season you're in and there's like a lot of weeks where we have to completely change how we do all of it because we have no time because we've got a board meeting and then we've got you know quarterly and then we've got an event we have all this stuff right and so then it's like maybe we do have to batch it this week even though I don't like doing that you have like a a date to plan your week or your month like sit down and see everything that's going to happen this month uh for my calendar yeah like a planning or something yeah so I have a large admin team so I will say they do most of that but for most myself when I'm looking I'm constantly looking on a weekly basis I'm looking a month ahead and I would say probably once a month I look months ahead to be looking at things actually that's probably why proba months ahead all the time um but in terms of planning things out for yourself I would say if you don't do it at all right now start with just planning the week um and if you already plan the week then plan a month okay thank you for sure this will be the last question okay pressure so my question is what are some books courses programs that you can that you can Rec hold on that was the last question that that you can recommend until until obviously your book $100 million leadership comes out um yeah no good question uh I really do like all Patrick Lyon's books just got into him I just read the naked they're so easy for people to read um Jim Collins because his books are all done have you read any of his so Jim Collins he has a team of researchers and so then they do research on all the best companies and then they basically distill down um what the best companies do and then I would say outside of that um I am subscribed to like you know the Wall Street Journal uh consult like Business Edition entrepreneur so like I read a lot of the like papers people write and the studies that they're conducting on businesses because I find that to be the most interesting like I don't want one person that's like some Guru telling me what to do uh I would rather listen I'm an exception no um I don't consider myself Guru uh I like reading the papers and seeing like what are the trends that are happening what are people seeing you know Google did a study on managers not managers oh they found the managers work better um I would also say Harvard Business Review I have a subscription there I read all their stuff uh SHRM Sherm like I'm a subscriber of all their stuff so like those three I have subscriptions to I read a lot of those articles um and then in terms of books like love Jim Collins like all of his books were incredibly helpful Patrick lenion those are the two that stand out the most the last person I would say is this um Matt moery uh he's like a consultant to some of the top Tech CEOs he wrote a book called uh the tactical guide to being a CEO and I just loved it I asked him if he would Mentor me like four years ago and he was like No And I was like okay so we don't have any beef but thank you yeah for sure cool thank you guys so much Neil's gonna help us wrap it up today