Entrepreneurs chase too many ideas at once and kill their own growth. Pick five projects maximum, delegate authority, use the Colby A assessment to understand your work style, and build an inner manager to stop yourself from jumping to the next shiny thing.
Nine months.
"36 grand" (approximately $36,000).
The first 5% of a project.
70% or more.
I promise you, this is so far from anything that you've ever been to. And now this is gonna be an easy one. Who had 70% or more for this one? Yeah, pretty. This is a natural, a natural one for entrepreneurs. It's just the square squirrels just chasing squirrels and getting distracted. So strength. Right. For someone who's easily distracted, spontaneous, creative, engaging, exciting, distorted beliefs. Idea that freedom is absence of responsibility. Being an authority limits their freedom. And just the shiny object syndrome. So just constantly thinking there's a next best thing out there. And I promise you guys, there is not anything out there that's going to make this business easier than anything you already are exposed to. So it's just putting one foot in front of the other and just compound effect of it all. You saw the panel here before. I mean, there's nothing magical about their success. They just, you know, Dave said it took them a year to put some basic systems in place, and it kind of takes that. And you've said on the Facebook before, it's like, okay, I took the last nine months and I put the buyer system in place. And I'm sure everyone was reading that be like, nine months. Really? Nine months. And you talk to me about it. You're like, is it really supposed to take this long? I'm like, if you do it right, it is. And everyone wants to come in and they want to do implement every system in three months. And they want to scale their business, you know, go from 70 transactions to 300 transactions, all systems installed in less than a year. And it's because we're just. We're in this mode of thinking, like, everything's going to happen quickly and easily, and it's just. It doesn't. All right, so questions to consider for all of us. Do you get bored easily working on just one thing? My cure for this is to start another company. You know, so, like, you get something working really well. Just don't mess with that. Like, let it run. Let other people that are better suited in certain areas, certain skill sets and certain disciplines, let them run that thing. And you can be the visionary, or you could be the CEO and then just go have a hobby or something. But let your business be. You know, you'll just screw it up. If this is really the way you lead in your business, do you find it hard to say no to a new idea? You know, do you. How many people in here have you went into the year and, like, you weren't going to try this thing that you spent like $10,000 or more on like, oh, that seems like a good idea. And you're like, sign me up. And all of a sudden, you commit to, like, 1000 or 2000 or $3000 a month, and you're like, well, it's only $3000 a month. And, you know, that's like, if I sell one transaction a month, it'll be work really well. And then you're like, a year commitment, of course. And you're like, oh, that was 36 grand. That sucks. I have no transactions to show for that, so I have never done that, ever. Do you tend to start things and not finish them? Has anyone take the Colby assessment? The Colby A assessment here. It's really, really good. I highly recommend it. We're going to make it part of our hiring. And one of the categories. So it's four categories. It claims to be the only. It measures a part of the brain that the other assessments. So it's not. It's the cognitive part of the brain, which is your basic M.O. like how you show up naturally. And one of the areas is. It's called quick start. So if you're a low, quick start, I'm a high quick start. So I'm good at the first 5% of a project. And then I just notice if I have any accountability around a major project in my company, it has a tendency of not getting done. Not because I'm a bad person or anything, like, I'm not smart enough or determined, but it just. I am really good. Like, let me get the 5% done and then just hand it off. And it breaks my heart when, you know, someone comes in, because there are a lot of people that have been through a lot of coaches, and not that this is the only coaching situation you'll ever be involved in, but I think the biggest gift I give all of you is just like, just only do five things at once. Like, don't chase all the things. I just see people leave this group and they lose all the momentum. So anything you do in your business, you've just got to go deep on it, right? If door knocking is your thing, go deep on it. You know, get a hundred transactions from it before you start the next thing. You know, Open houses is a big push for us this year. We can sort of haphazardly do it. I know it's gonna take a full year to do open houses, right? What impact does this have in your team? And it really is. I mean, your team is exhausted. I'm exhausting to my team, and if I had to go there every day, now have a higher awareness around it. But just know that these things you come up with without a checks and balance in place. The structure we have in place now is that I'm not. I have really no authority to implement new things in my business, which is a good thing. If you don't have that structure in place, you want to make sure that you don't have free reign on just something happening in your business. You think of it and all of a sudden, next day it's impossible. Money in your business, really, really dangerous. So key transformation, surrender to freedom within responsibility, willingness to manage yourself and others, and a realization of the importance of the inner manager. So the inner manager is responsible for tempering and shielding the entrepreneur from the rest of your business.
