When organizations struggle, leaders often blame the people. But Speaker A learned in his twenties that the real leverage is in the system, not personnel. Fixing processes, structures, and incentives matters more than swapping out staff.
recipe, how to fix something. And then there's certain things inside of that recipe that tell me they know what they're doing. And I'll tell you the number one thing that isn't the answer when I say, what's the recipe to fixing a department? The people. If they say the people, they're usually not fixers.
It's kind of funny. Interviewing with some of our clients, that's the first thing that they'll go to too, or any other sort of business. It's about the people.
Oh, I used to, so when I first started doing this, like I was 24, right? So I was really trying really hard to be good at what I was doing. And I just came to this realization by the time I was like 26 and I'd read a lot of books and I was, I was learning and I, I had gone out and like,, you know, spent time with people that turn businesses around and not in automotive, like in other industries, like turnaround types. And one of the things that, that I figured out pretty early that it was the system that it holds all of the leverage. And I would tell people that because I was so excited, right? I'm 27.
