The speaker reflects on their experience learning to prioritize business systems that produce the greatest impact. Early on they were prone to "shiny object" syndrome—pursuing appealing systems without judging their potential to move the business (e.g., increase deals or revenue)—and over time learned to focus on systems that will materially change outcomes.
What I've learned is that there are certain systems that we can put in place that will make a dramatic impact in my business. And there are certain systems that I can put in place that won't move the needle forward very much, but require a lot of time and attention to set up. So I would say that at the beginning, maybe I was more shiny object syndrome, where I would look at something and instead of putting it off to the side and say, okay, this is good, but it's not one of those systems that's gonna move the needle forward in our business, so let's just put it to the side. So I've improved a lot in that regards. But at the beginning, I would say that I wouldn't look at the outcome. I would say, oh, this is really good. But it's not gonna change the business by 10, 20, 30 deals a year or hundreds of thousands of dollars. So I've gone really good at or better at taking a look at which systems are gonna help out the business the most.
