We fired half our team…this is why..

Summary

• As Leila Hormozi, co-CEO of Acquisition.com, my company generates about $85 million per year, and the goal is to help entrepreneurs without hefty fees.
• This video is the second in a foundational series designed for CEOs and leaders looking to scale their businesses.
• A crucial aspect of leadership is accountability, defined as the quality or state of being responsible for one's obligations.
• It's essential to regularly inform your team about how they're measuring up against expectations.
• Remember, you cannot delegate accountability; you must be the primary source and exemplar of it in your company.
• Symptoms of low team accountability include low revenue per employee, hidden expenses, poor sales performance, and high employee turnover.
• As the CEO, you are essentially the chief accountability officer, and your role is critical to setting and maintaining high standards.
• Tactically, there are two types of accountability: tactical for small issues and developmental for larger, ingrained ones.
• Holding a grown adult accountable can be uncomfortable, but it's necessary for the health of the business and team respect.
• Common excuses to avoid accountability include the beliefs that you shouldn't need to babysit adults, they should know better, or you don't have the time.
• To implement accountability, use the formula: Expectations + Measurement * Feedback = Accountability.
• Expectations involve understanding the company's mission, values, and the specific roles of team members.
• Measurement is about using timelines, scorecards, KPIs, MBOs, and other metrics to quantify expectations.
• Effective feedback amplifies accountability by letting team members know where they stand and where they need to improve.
• In practice, you can enforce accountability through meetings, one-on-one conversations, team surveys, and public recognition.
• Evaluate your current level of accountability on a scale from 1 to 10 and challenge yourself to improve incrementally.
• Fostering accountability can transform the culture and efficiency of your business, leading to a more profitable and enjoyable work environment.

Video

How To Take Action

I would suggest starting with setting clear expectations. Break down your company's mission and the specific roles of your team members so everyone knows what they're working towards. Make sure you're specific about what success looks like in each role.

A good way of doing measurement is to use tools like timelines, scorecards, KPIs, MBOs, and utilize them consistently. These will help you and your team understand how well they are meeting expectations at any time. It's like giving your team a roadmap and checking in to see their progress.

Then, give feedback regularly. It's the key to accountability. It lets your team know how they're doing. It's like scoring in a game; without it, you won't know who is winning or what needs to change to get better.

For low-cost, high-value actions, you can start by holding one-on-one meetings. Here, you can have honest conversations with your team members about their performance and expectations. Regular team meetings can also help reinforce the standards you expect from everyone.

Public recognition is another great tool. Celebrate the wins and set an example of success. When people see their teammates being recognized, they're more likely to strive for the same.

Remember, always be the example of accountability. You can't expect your team to be accountable if you're not leading by example. So if you say you'll do something, make sure you do it.

Lastly, evaluate your current level of accountability from 1 to 10. Aim to move the needle a little bit at a time. It's not about huge leaps but consistent, incremental improvement. Each step makes your business culture stronger and more focused on growth and success.

Quotes by Leila Hormozi

"Accountability is really just the quality or state of being responsible to one's obligations"

– Leila Hormozi

"You are the sole source of accountability in your business"

– Leila Hormozi

"If you want to continue to not meet my expectations, here's what you need to do"

– Leila Hormozi

"Accountability is what ties a commitment to a result"

– Leila Hormozi

"Expectations plus measurement times feedback equals accountability"

– Leila Hormozi

Full Transcript

my name is laila hormozy i am co-ceo of acquisition.com which is a portfolio of companies that does about 85 million per year in revenue i don't do coaches uh coaching or courses or masterminds or any of that stuff i just make these videos because my husband and i are trying to help the entrepreneurial community have better education on being an entrepreneur without making you pay like 50 grand so that being said this is part two of a series of videos that i've been making that are really like if i were to create a course on how to run a company and build one scale and sell one i would start here and so these are my first five foundational videos my hope is to create like two to three hundred videos on how to do this but these are the first five and so if you are a leader or manager a ceo this video is for you and it's for people who are looking to scale and get to the next level so like if you're at 3 million and you want to get to 10 million or 10 million you want to get to 30 or 50. i think this video would be of value so let me know what you think in the comments i'm really curious the last one got a lot of good feedback i want to see how you think of this one right so like i said my introduction this is the part two to the five uh i want to say episode series in this youtube uh series and talking about management and high output management and so the second piece that i want to talk about today is accountability and i know what you're thinking which is like accountability is this like amorphous concept that honestly for a really long time annoyed the out of me when people were like well you have to hold people accountable and you've got to and i was like what does that mean right and i think that a lot of times people tell you in your business they're like you should be holding people accountable like the issue in this business is accountability it's like well what the does that actually mean and nobody's able to break that down into actual tactics and so what i want to explain to you guys is my experience with this as well as how to actually put this into play in your business rather than just talk about how we should be doing more of it first we have to define accountability right so this is like my first my favorite definition that i've ever had which is accountability is really just the quality or state of being responsible to one's obligations okay so holding someone accountable means holding them responsible for their actions and results all right seems easy enough so how does this relate to you know if you're watching this and you're a ceo or if you're watching this and you are a leader in a company right how does this relate to you well as a person who manages people it's going to be your job to always let your direct reports know how they're doing in relation to your expectations of how they should be doing right so a lot of people i think especially if they've not had a ton of experience in management you know they're like what does management actually mean and management is making sure that you set the expectation of what someone should be doing and then you tell them where they're sitting in terms of you know how far how close are they to that expectation and so it's really just your job and if you're watching this and you're a ceo i can tell you that for a long time i thought to myself you know well i've got a co oh and i've got a general manager and i've got the manager over here and like they're the ones that are supposed to be holding people accountable um and i think that what i've seen a lot of because i did it myself in the beginning is like people delegate accountability the thing that you have to understand is that you don't delegate this you disseminate this and so you are the sole source of accountability in your business like if you don't hold people accountable and if you are not the absolute example of what countability is it only gets weaker from there on out so like the bigger your org chart the more it gets disseminated and diluted as it goes down the org chart so you have to be the source of this you have to have a low tolerance for people who don't hold others accountable in order to do that you have to start with being the one who holds the few people that report to you accountable because you're teaching them by your example a lot of the times what you know a team is going to do especially if they look up to you is they're going to think well what would john do in this situation how would he act if this direct report or if i did this that's what they're going to use for their decision making i can tell you that in the beginning of our business once i got more leaders in place you know i thought when they weren't holding their teams accountable that they weren't doing a good job and it took me you know and it takes me a lot to admit this right now to realize that i was not being clear enough with them and to realize that having a conversation with somebody about accountability has to be absolutely clear and direct otherwise they don't know you're having it and so that being said this did take me about three years to figure out the reason i want to share this with everyone here is because i think that it's honestly one of the hardest things for people to do and it's the one thing that's missing in most organizations you can have all of the hard stuff you can have all the systems you can have all the best talent if you don't have accountability nothing gets done and so that's why i like to say instead of ceo and i like to have lots of these acronyms it's really chief accountability officer like you are the top of the food chain in terms of who holds people accountable and so it has to start with you and that being said i want to share some of like the symptoms that i've experienced personally when there is low accountability on the team and this means i personally wasn't holding leaders accountable enough and i had leaders on my teams that weren't holding people accountable enough so if you're looking at the hard science size of business what does that look like the first one is having low revenue per head count and so when we look at portfolio businesses that we're going to take on one of the metrics that i ask them to measure or i just do the math myself because it's not too difficult is how many people are there on the team and then how much revenue is generated per person and what you see a lot of the times is in first-time business owners and people who are just getting started is they have really low revenue per head count and the reason for that is there's no efficiency because there's no accountability because nobody is actually pushed and instead they are the ones who dictate their schedules and what they do and how much they can get done and i think if you know anything about psychology you know people do better having outside measurements and having others measure their progress and so that is one of the first symptoms that you experience which means you know your profit margins obviously are going down the second piece of that is hidden expenses this is something that i think in the beginning of our business was rampant it was like i would look at the expensive sheet and i was like we're a virtual business and we don't have any overhead like there's no building why is it so expensive and the reason it was so expensive is because we didn't have checks and balances in place and we weren't holding people accountable to our expense policies so you can like write a piece of paper but if you don't actually check every month and review the things that people are spending money on and set the expectation for that is actually not acceptable all and you actually will get fired if you spend money on something like this then that's what happens you know i think in the beginning i can remember time where we had a company event and um a group of you know teammates went out to the bar and spent like a thousand bucks at the bar and i was livid it took me a minute to realize this was my fault because i didn't set the expectation and didn't hold them accountable i just let them do what they wanted and i'm sure if you're watching this you might have experiences or you know somebody who has where you know that's what their team does because there is no accountability and then the last two is really you know low sales upsells cross sales i think that this especially if you have low accountability on a sales team i can tell you that i have had sales leaders in our company who did not hold people accountable and it was terrible i mean that is probably one of the positions that you get the worst roi on if you have low accountability because it just it's detrimental to the entire business and the job of the sales manager is literally to hold sales people accountable i think out of any other management position that is the that is the sole responsibility of the sales manager if they do that and nothing else then they have done their job and so you notice that that comes out like low sales upsells crossovers so if your sales team right now is not doing well or they're not uh you know upholding what their metrics are and everything else looks fine and dnd around i'd be looking at that sales manager i think they have low accountability which probably means you're not holding them accountable which is what i experienced myself and then lastly is high employee churn because ironically people don't hold others accountable because they want to please them and they feel poorly when they hold them accountable like oh i'm being mean to them i'm being too hard on them you know maybe it's my fault not theirs and the reality is is that there's high employee churn because they don't respect you and so because they don't respect you or they respect a leader on your team they had to believe it which is crazy and it's ass backwards but this is what happens and now let's look at the behavioral side okay the behavioral side of a low accountability right is again ironically tons of complaining when we had low accountability on our team probably the second year in business when i feel like there just was not enough and it was not up front uh enough or blunt enough um there was tons of complaining all the time and a lot of the complaining come from came from the lack of expectations and then the lack of follow-through in terms of myself and managers on the team right nobody was actually holding anyone to their job and they weren't setting the tone or the expectation that we don't complain here there was no accountability to the culture of the company and then what is interesting is that what stems from that as you notice if a leader is not holding someone else accountable and you guys we all do this typically they complain about the people that report to them i am guilty of this myself i have done this in the past and actually i know that if i'm angry at someone on my team if i feel resentment or like i want to say something not nice about them it's usually because i'm not doing my job of setting the right expectation and holding them accountable to that expectation and so that's a really good way to like pull the thread and figure out what's going on but if you have a team that complains to you about their team just know that that is a symptom of low accountability and then going with that tons of unpunished projects you see this so much like in portfolio companies that we talk to often times when we go in there and they're like what do we need to be doing differently i'm like you stop starting stuff everything has started and nobody on the team has follow through there are like 50 open projects and nothing has actually gotten across the finish line and so there's just tons of unfinished things and then again that kind of goes with having high activity but low output everyone's doing things but they're not actually producing results because there's nobody dragging them across the finish line or saying like your uh my expectation view is that you must cross the finish line otherwise the job is not done i just want to share like personally how this manifested in my business which is okay at the peak of our business and i want to say this was uh 2018 you know we had 120 full-time employees and i want to say that we were doing like four and a half or i think we did like 4.6 million that month that you see that and we had 100 full-time employees which like that doesn't seem off to have that kind of revenue in that kind of employees however what i came to find out was that because of the low accountability there were buckets and buckets of people who literally weren't doing anything and i've talked about this in my other videos i had a girl come to me and tell me my boss has literally given me no work i take two calls a day and you're paying me 20 an hour she's like i ethically cannot work here and i was like that was when i was like it blows my mind i was like i suck i was like i need to do something this is not okay and so the crazy part is that if you were to look at the company now you know it's got 55 full-time employees cranking the same uh production that it was then that's insane that you can have the same revenue with half the team and the reason for that is just the standards change and the standards are the accountability accountability is what tells people what the standard is and so that's why this is so important why i'm so passionate about this subject because i've just seen how the soft stuff like accountability can just absolutely transform business can you imagine the profit margins on a business that's you know has 120 people versus 55 people what more can we invest in what more can we do to improve the business without much money that's left over how much better is the culture i couldn't stand the culture of my team in 2018. i was like i'm going to blow my brains out this sucks and now i absolutely love the team it's a fantastic culture it's everything i always wanted it's because i learned these basic things and i believe that they are correct what i've come to realize is that accountability is really what ties a commitment to a result right so it's like a person makes a commitment i'm going to they sign the job description they sign your offer letter they say they're going to work for you here's the job description that's their commitment they sign on the dotted line you are the glue that ties them to the result you are the one telling them if they are doing their job or not right so you are essentially the glue that brings them across the finish line and so to kind of uh cement this and and make this more real i want to dissect a common scenario where accountability delivers results one that we are all familiar with the holiday 10 or 5 or 17 or 20 whatever you want to call it and i use a lot of fitness stuff because i've been in fitness for since i was 14. okay so every holiday season right and there's a study done it's like most people in america gain weight it's just what happens right because people just say it i want the cake and i don't give a and you're covered in your winter clothes and so you're like nobody's gonna see me anyways i have time to lose weight blah blah blah there was a study done on people who weighed themselves and people who didn't weigh themselves during the holiday season what do you know people who weighed themselves daily even throughout thanksgiving and christmas and new year's lost 1.9 pounds during the holidays they did nothing different they didn't own a diet they didn't do an exercise routine they didn't start their new year's thing they literally just stepped on a scale that's it every day the other party didn't weigh themselves so they didn't change anything either they just didn't weigh themselves every day they didn't step on that scale and they gained 4.9 pounds over the holiday season so what does that tell us that tells us that outside measurement dictates results people are more likely to react to a third party telling them their progress than they are to any internal cues they might not be hungry right or they might be hungry in the case of where they lose weight but they look at the cue from the third party and say depending on where the scale sits i'm going to eat or not eat doesn't matter what i think what i'm trying to say is that you are the scale for your team and that is what i use to tell myself i'm like i am scale i am the one that has to tell them are they doing well or not and i have to check myself and think often have i told them that they're really exceeding my expectations i like think through i'm like i haven't told them enough lately let me like you know send them a gift or send them a really nice message or write them a letter or then i'm like you know if i start noticing that i'm getting annoyed with somebody i'm like oh you know are they not meeting my expectations then i say did i set the proper expectations have i expressed my expectations first i'll make sure i've done that right and then second if i already have then i say i have to have a conversation to hold them accountable let them know how they're doing in relation to the expectation that i have set it's really just looking at where do they fall within the range and why and how do you make it higher or lower so what i like to tell people is when i'm having the conversation is i'm like listen if you want to continue to not meet my expectations here what here's what you need to do so here's what you should do to basically lose your job this is all the steps you need to take okay now let's do the opposite of that and that's one of my favorite ways to frame it because it's like a lot of people honestly respond better to this is what i should not do right rather than this is what i should do and i like to talk um more in the like here's what we want it to look like but i have found that it just it hits better with people when you say don't do these activities that's really what your job as a leader as a ceo as a boss is is to tell them where do they fall within that range and then within that range there's really two types of accountability okay because you're probably thinking to yourself well there's lots of different instances in which i have to like hold people accountable or whatever okay and there are there's two there's really tactical accountability which is when you've got small infrequent issues it's like a quick turnaround there's no ingrained behavior and it's like a tactical solution versus developmental which is a large more frequent issue which is probably going to take a longer time to change and it's an ingrained behavior it's probably like a psychological or conceptual solution okay so what does that actually mean tactical would be like you know your teammate misses uh turning in their end of week report right and so then you remind them hey you need to set up a calendar reminder going forward and that's going to keep a front of mind and so this has actually happened to me many times which is like my all-star a players have forgotten to turn in an end to week report or they've missed the deadline for it which then i have my time set to check them during the day and i don't get in times then i have to extend and do it at a different time right and so instead i just said hey cool i'm gonna put a calendar reminder on for both of our calendars for you so that you see it's due at this time and that's what i'm expecting it by easy fix the second kind is a little bit more tricky which is developmental which is usually when an employee like can't produce 10 out of 10 results because you know maybe they lack humility they're outwardly aggressive causing teammates to avoid them creating basically dysfunction for the entire business and we've all had those kinds of people where you're like maybe and i can tell you there's instances i've had two people like this where they are top performers but they're so outwardly aggressive to teammates like i am right and you are all wrong you all on this team are stupid and they are not humble at all which is when i bring them the feedback they don't accept it and so then those kinds of conversations are hey my expectation is that if you're a high performer you're also a culture fit and right now you are violating our core value of x and if you continue to do this i can't have you on the team it doesn't matter how well you do doesn't matter how high performing you are it's toxic like the team cannot congeal with you they don't trust you if you talk to them like that and so that's usually a harder conversation that most people tend to avoid i think most people tend to go and say like i can they can do tactical all day because it's like you can just send a little slack and you know let someone know that that happened but most people have a really hard time with the developmental and the reason for that is this right it's this question which is why is there such a large void of this in business which is mostly the developmental accountability and honestly if you boil it all down it's literally this which is telling a grown ass person that they're not meeting your expectations and that you don't like what they're doing is really uncomfortable and we're humans and we want to avoid discomfort that is literally it that's why accountability is hard it goes against our name it goes against literally our dna and so it's like funny because we feel like i'm just not good at holding people accountable i'm like shut up i'm like nobody's naturally good at holding people accountable you have to train yourself out of your natural instinct every time in the beginning when i had to have a hard conversation with somebody when we were first starting the business and i realized i was lacking this i would be like up having dreams about it sweating my hands would be racing i had my little fitbit that would be like layla you need to take a breath relax calm down i was like shut the up you know because i was my heart was racing i was so nervous for the conversation and it's because it's normal and so when people say they're like listen i'm just not that good at that you know i let my team do that i'm like that's like you're just that's such a like honestly if i routine i would never respect you and that's because honestly i guys the reason i say that's because i hold myself that standard now because i know that if i don't do this my team doesn't respect me the times that i have i can feel that they don't respect me there's two times when i waited too long to honestly one time was to fire someone and another time was to have that conversation with somebody and i could feel that my team was like what the is going on with layla and it was like oh i had all these things going on i just don't have time for this conversation right now and blah blah blah there's so many excuses right and that's honestly what that kind of leads me into which is we have all these lies that really ruminate in our head that prevent us from having these conversations with people to do our job of holding them accountable and the reason for that again is because our brains are wired for survival not for success and if you want to be successful in business you have to go against your natural instinct and these are the thoughts that i've had many times that have prevented me from holding people accountable that i now realize is just my brain trying to keep me safe right which is like i shouldn't have to babysit them you as if holding someone accountable and telling them how well they're doing in relation to the expectations you have set is babysitting right it's like completely different uh they're an experienced adult they should know better so you see this one a lot when people hire someone with more experience and more tenure and they're like i shouldn't have to tell them anything they expect that they don't have to hold people accountable just because they're older and more experienced it's absolutely wild i used to think that all the time like when i hired the first couple people who were more experienced and had my tenure i was like oh i don't need to do the same stuff i do with everybody else when it's absolutely not true at all like i talked about in the last one with expectations they played checkers you're monopoly they don't know what to do you have to set the expectation then hold them to it oh and this one's a good one which is we're a high performance culture they just don't fit in right it's like and i've done this before guys i'm telling you all this because it's from my past which is like you think like they come in and they don't perform immediately and you're like yeah well they're just not a good culture fit it's like no you actually just didn't train them properly or do the work or set the expectations or hold them accountable and now you're just going to fire them out of blue and then lastly there's a lot of people saying you know i don't have the time to manage someone to this extent i just need to like fire them let them go they're just like too much of a headache and it's like if you're a manager that's literally your job that's what should take most of your time and if you're a ceo again that's where you're going to want to get to at some point is that your main job is coaching and holding the team accountable making sure the team is performing i think a lot of this really stems from the fact that anger protects us from destroying our own self-image so anytime you're angry at someone else you have to look inside and ask yourself what are you afraid about what the situation means about you and i think that for a you know a good handful of i want to say like 18 months in the beginning of our business i would get very frustrated with other people and i didn't understand that it was just me and i was the problem and i was very annoyed that i had to go fix it you know when i looked at the team of 120 people and i said i hate this and i know it's inefficient it's not the culture i want and i don't like coming to work every day and i don't like running these meetings i see the people rolling their eyes and spending money how they shouldn't and not performing well i don't know why i'm paying all these people and i had to like look in the mirror and be like it's your fault what are you gonna do and so i was like it gotta put my hands down like head to the dirt fix this and that's what i did and it sucked ass you know what i had to do i had to fire almost an entire leadership team and tell them it's my fault i'm firing you because i'm inexperienced and i didn't do what i didn't know that i should have been doing and i can't find myself because i own the company so i'm firing you right like it's crazy it sucks but this is the real i know you're probably thinking which is okay i get that this accountability stuff is important um but like how do i actually hold someone accountable what does it actually look like tactically speaking it has taken me a long time to really distill this down because again like i said i feel like most people talk about accountability and it's like amorphous concept and everyone's like okay accountability yes yell at people or yeah tell them when they suck and you know you're like what do i actually do i like to use this which i made this up myself which is the accountability formula i want to explain it to you and then break it down piece by piece okay so expectations plus measurement times feedback equals accountability okay let me say that again expectations you tell someone what it should look like and what you expect them to do measurement you tell them quantity quality you give them exact numbers that are related to that expectation right those together are one thing times feedback feedback is the only thing that can amplify how much accountability there is because the more times you tell someone the more ways you tell someone and the more just you tell them with it the more accountable you hold someone so you have to have expectations and you have to have measurement but they are not multipliers the multiplier is feedback and feedback is going to be the next video but feedback is the thing that makes accountability stronger or weaker because the more times you tell someone where they are in relation to your expectation the more accountable you are holding them whereas the less that you tell someone you like tell them one time is kind of in passing that means you've held them accountable not much at all and so that is how i came to this formula so i'll break down uh what each of the pieces look like tactically okay so expectations what are expectations when i think of expectations in the business like we talked about on the last video you have company mission you'd have brand promise core values uh departmental expectations royal expectations and then like their job description those are all forms of expectations and things that i would give them to read as well as i would verbally uh you know communicate to them now the second piece is measurement so how is this different from an expectation it is tied to an expectation right you have to have the two together measurement is going to be timelines you set for people score cards that you measure people within utilization metrics mbos kpis and surveys and mbo is management by objective which you can look up and you can figure out how to uh judge performance based on that and then kpis are just key performance indicators which i talked about on my last video and then surveys to survey maybe teammates um and other people around that person on how well they're doing so they're all just forms of measuring the expectation right if you set an expectation you know you have to know how to measure if they are meeting that expectation or not and so you have to give it some sort of scale so those are the scales i would use and then lastly is there's feedback so how are you going to tell them where they're where they are in that scale of accountability you know there's low performance and there's high performance where do they sit and then this is how do you deliver that information one is you can do it on meetings so there's different ways that you can do it on meetings which is you know shouting people out for going above and beyond um i'm not saying you should tell people they suck on meetings i'm saying that you should recognize people on meetings right and so this is a way to show others how uh what the expectation is a second is one-on-ones that is where i would use the one-on-ones is the main thing that i would use to hold someone accountable i'd be saying listen i would literally use the slide that i just showed you guys that has that little measurement arrow and i would show them where they sit in it and say and then i would fill in with little words here's all the things you need to do to get to high performance it's that simple and then using end of week reports so letting them know on their end of reports they turn something into you you say hey this isn't meeting my expectation i need you to do this like this i need to adjust this here etc etc team surveys so serving teams to see how they think someone's doing in relation to what the expectation of the team is feedback exercises so a lot of times ever actually pretty much every time for the last three years that we have had a company quarterly i do some kind of feedback exercise and so usually what i do is i you know do a presentation explaining how important feedback is and how it's vital to the company growth and then i ask people and i i first teach them the scripting and how to ask for feedback and how to give it et cetera et cetera and then i have people do it with each other and that's how they can figure out am i meeting the expectations of my peers right and i'm not gonna play monkey in the middle so they do it direct to each other it's good because in person so there's not like this weird animosity because i think over zoom or like slack would be terrible and then lastly again is recognition and reward when people are meeting your expectations reward them and reward them publicly reward them privately and publicly and that is what makes up accountability so you've got expectations plus measurement together times feedback because remember feedback is the only thing that can multiply uh how much accountability there is and that's what makes up accountability like with the last video i would say right you know rate yourself on a scale of one to ten for accountability um again one is like there is literally none of this and every symptom that you described is what i am feeling and i feel like i hate myself now which is fine and normal for a lot of people like if you're just starting a business that's pretty normal um and then there's 10 which is like i am crushing this and why am i listening to this woman on youtube right i hate this video you wasted 28 minutes of my life lately so i would say rate yourself on that scale of one to ten and then like i said with the last video start with one thing like if you're not able to hold people accountable set yourself a challenge of just this next week have one conversation with one person like if you're like i haven't done this for anybody start with one person and one conversation and then once you do that then you can say cool and next week i'll do another conversation with another person i wouldn't like don't take it in large chunks take it bit by bit as much as you think you can handle and then eventually over time you will see that you can completely change your culture with adding this in and so i hope this was useful let me know what you think of the video if you liked the content in it again i really appreciate everyone who left comments on my last video because it was really informative to how i should continue to make these and then what you'd like to hear about and so the next three videos will be the last three practices of high output management and i will see you on the next one