New Insights for Implementing Clockwork with Adrienne Dorison

This is Mike Michalowicz, the author of Profit First. And you know the most common question I get? It's am I getting profit first? Right. Well, guess what? I'm doing a live workshop here at my offices in New Jersey. It's a two day workshop and I want to invite you. Go to profitfirstlive.com, that's profitfirstlive.com and come to my office. Perhaps even with your bookkeeper, accountant, and master profit first. We're going to make your business permanently profitable. All right, my dear friends, you know how we start every episode? I have to. Well, you have to. I should say strap something on. So get ready. Let's see what we got today. Get ready. It's ridiculous. Get ready to strap on your sloppy lollipop. You guys are a bunch of jerks. Because we are about to discuss the new insights around Clockwork. That's right, you're about to hear that and so much more on today's episode of Entrepreneurship Elevated. Yeah, I look excited. That was fun, right? That was. I love the words you guys make me say. Sloppy lollipop.

You gotta explain. I don't think a lot of people know what that is.

Oh, that's true.

Well, it's like Mad Libs.

Oh, it's like Mad Libs. Kelsey, you explain what it is?

Yeah. So Jeremy and I each pick either an adjective or a noun, and we don't know what each other picks. And then Mike has to put it together to make the statement. So I pick lollipop. Jeremy picks sloppy.

And we used to say, strap on your seatbelt. And it got so boring within like two episodes. We wanted to do something fresh every time. So this is our fresh thing, the sloppy loll aside. And my name is Mike Michalis. I am the author of, well, so many, so many books like Profit first and Clockwork. I got a brand new one coming out. We have a title, Fix this Next.

Is that for sure?

It's a 99 percenter now.

Oh, that's awesome.

So I met with Penguin and they said, here's why we like it, because each word carries a lot of weight. Fix is the action, this is the target, and next is the sequence. I said, that's. We love it. And so I've been pitching other titles and I. No, no, that's the one. And I can't. I can't deny them anymore. And I'm on a mission, you know, Kels.

Yes.

To pick on Jordan, your sister. And my other mission is to eradicate entrepreneurial poverty. It's up there with picking on Jordan. And here's the deal, Kelse. I don't know why I'm pointing to you, jbone and St. Kels, but Jay Bone, you've lived at Kelsey. You lived it too. You both are business owners. And did you experience this the day you start your business? Or someone hears that you're an entrepreneur? Like, oh, wow, you must be doing pretty well for yourself. Or, wow, how much jewelry sell? How much of the rub do you sell? Right? Did you ever get that?

Yeah, I think it's 50. 50. I think some people think that, oh, man, you're doing so well. And then other people are like, oh, you're an entrepreneur.

You can't get a real job.

Yeah, yeah. Oh, that means you're a lazy bum.

Oh, my God. Screw them. Yeah, but the reality is you're not a lazy bum. You work your ass off to make a vision a reality. But some of the world thinks you're making tons of money. Some of the world thinks you're lazy, but neither is the case. You're working your tail off and you're not making money. Well, we fix that on the show. We eradicate entrepreneurial poverty. I bit my tongue. Oh, man, I think it's bleeding.

That's the worst.

Oh, my God. I did. Okay, so I'm going to slur the rest of this show. Kaus, give me the shit you have to give me so I can get my bloody tongue some water.

You can find us on itunes, Stitcher, Spotify, tune in radio, entrepreneurshipelevatedpodcast.com or any podcaster anywhere.

I bit the tip of my tongue.

Yeah, we know now 10 times now I bit it.

I'm so excited for our guest today who's coming on.

Yeah, me too.

Adrian Dorrison, a business partner of mine with Clockwork, has done such extraordinary things with her, with her business and for the Clockwork brand. I'm just jacked. We're gonna discover the new discoveries around Clockwork. And Clockwork has only been out a year. Ish. I think. And she has been so innovative. She's interest introduce new things, including a fifth D, which I can't wait to get to. I do first want to thank our corporate partners who make this show a reality. All the partners are nextiva and that's it. Did that feel like I was gonna say more?

Did it?

Yeah, that was good.

I like that. Thank you. So thanks to nextiva. And before we roll into the show, Kels, do we have a listener shout out?

Sure do.

I love when you play that can't touch us. What's this? Listener shout out.

Okay, so it comes from Maureen Acute. We know. Come on, man. Yeah. Love Profit first. And now I'm going through Clockwork as a startup tech company. I'm loving the tools and advice. I just found this podcast and can't wait to listen to the back episodes. Thank you for your mission to end entrepreneurial poverty.

All right, Maureen, did you, like, plan that? Because we're talking about Clockwork today.

Amy did it.

Wow. Did Amy plan that?

You think I'm gonna say yes, but Amy's sophisticated.

Okay, let's get to the business at hand here. Adrian Dorrison is the co founder of Run Like Clockwork, which is trademarked. I did not know that. Adrian Where. Nicely done. Yeah. Where she equips entrepreneurs to design a business and team that can run itself. Adrian has helped hundreds of business leaders and teams from Fortune 500 corporations to fast growth startups to improve their profit margins, cut their costs, and take an unplugged vacation. All through the power of operational efficiency and excellence. It is my honor to bring on our show Adrian Dorrison.

Welcome, Adrian.

Thanks for having me.

Yeah. Oh, yeah.

Wow, look at this intro.

Yeah, yeah, yeah. We all are professional.

Thank you.

Nothing but professional.

Nothing but professional.

Now we believe. Like when I. When we looked for runlikeclockwork.com, i just couldn't believe that that wasn't taken already.

Isn't that unbelievable?

I know, it's pretty crazy. I hope you can go grab fix this next. You already have that, right?

No.

Oh, you should get that today before you air this.

Yeah, before we air this down and you know it's already taken.

You know what's funny?

I found mikemotorbike.com that wasn't taken. But Mike Motorcycle was.

Mike Motorbike.

Wow.

Mike Motorbike. Yeah. But Mike Motorcycle and Michael. Of course. Michael Motorcycle. But who would buy Mike Motorcycle? It doesn't even rhyme. It's Michael Motorcycle.

So do you have a motorcycle?

That's the reason why it's crazy.

Nobody, nobody but you ever would think that.

Well, I bought Mike Motorbike because of the rhyme and that was a nickname. But Mike. I've never heard a guy named Mike Motorcycle. Do you have a Michael? Michael Motorcycle? No. He doesn't. No.

Is that a real thing?

I don't.

Is that a rhyme?

Yeah. Michael. Michael Motorcycle used to make me cry every. You don't know the punishment. Don't say it.

That made you cry.

Yeah. Why do you talk to Me like that. I'm starting a. Well, look.

Yeah, it's not even an insult. It's like. You're like a.

You're like a badass at a kid age.

All of you.

Yeah, exactly.

Like a motorcycle.

Adrian, I was made fun of. I. Listen, all right, you want to know the story?

I. I feel so bad for.

This is true.

Yo freaking relax me. I. I used to ride my bike with the training wheels. I was the last kid. The last kid to get the training wheels off. I struggled to balance on a bike, so my friends would go, michael, Michael motorcycle.

So it's like, Michael, Michael tricycle.

They were in third grade. They couldn't figure that sophistication out. They weren't that sophisticated. But they could make fun of me, and it hurt me. And then the fact that you attacked me like that, Kelsey, I mean, just.

That story doesn't even make sense.

It's the dumbest show ever.

You know, they used to call me, which feels much harsher than Michael. Michael Motorcycle. They would say, Adrian Dorkison.

That's awful.

That's pretty creative, though.

That is Dorkinson. Yeah, that's pretty good, actually. I was Macalla Shits in high school. I was all Macalla shits. Did you have anything, Kelsey?

No.

Did Cartelli.

Say, did Amy start that?

I just don't have a cool name.

Yeah, no, Amy didn't start it, but she carried on that. Yeah. What was yours?

Jeremy just called me Jer.

Jer.

Yeah, that's what my family calls me. Every cousin. Yeah, I didn't have. I didn't have anything cool.

Just McAllister and Dawkinson. Yeah, we teamed up. Geez.

Jer Bear.

Jer Bear. Oh, that's. Oh, that's. That's really punishing. All right, let's get into the show here.

It's emasculating.

It's emasculating.

So I cried for days.

There's more to this show. I thought this.

Because, Michael, Motorcycles are really punishing, too.

Okay, so let's talk about. You found a fifth D. That's a bad transition. But you did. You found. You found.

Dorkinson found a D. Dorgus found a D. That's right.

We have. In Clockwork, you and I. The Inception story was you were teaching me these concepts of how a business flows and all these different elements, and I proposed to you this concept of the 4DS, and you digested and gave me some ideas, and why don't you tell us what the four Ds are and then tell us about the fifth D that you found.

Yeah. So the four Ds that we talk about already in the book are doing, which is like actually doing the work and then deciding, which is making decisions for other people, essentially assigning them just a task so then they have to come back to you, ask more questions. You're doing a lot of decision making, delegating, which is the outsourcing of more ownership or responsibility. So less deciding in there. And then the fourth D is designing, which is all about the creating of the future. The more like futuristic, strategic thinking type of activity. So Those are the four Ds. It's how we kind of measure where people's time is going. Not just the owner, but pretty much every single person on the team. It's really important to understand where everyone's time is going amongst those four work types. But then the discoveries happen as you're working with more and more people. The intellectual property never stops, which is why you keep writing books. There's more and more things to discover. What we found was that a lot of people were having trouble with classifying all of their time amongst these four work types. I was like, well, tell me what, what you think does not fall into those categories. And so we classify the fifth D, which is distraction. So it's not something that we actually want to work into your 4D mix. We don't want that to be, you know, a large part. But same thing for deciding we don't really want that to be a large part of your company mix. But the truth is, is that it's happening, right? So people were like finding all of this time where they're like spending an hour on Facebook where they're like, actually I wasn't doing anything, you know, I was, I was essentially distracted. So when they were coming to me, they were trying to figure out how to classify that work type. They're like, does it go in doing. Does it go into. I'm like, it doesn't go in any of those. I was like, that's just distraction. But the value of understanding how much of your time is actually distracted throughout the given week is really valuable. Right. So we want to be able to capture that because a lot of people think that they're working 40, 50, 60 hour weeks when in actuality a huge chunk of their time is based in distraction. So we could essentially reduce your workload over a given week just by cleaning up that fifth work type. Really interesting through your habit building because sometimes you don't even notice. And that's the Value of time tracking too.

Yeah.

As annoying as it is, like, it's the hardest thing for us to get people to do, but it's the most valuable data that we have. To continue to clockwork your business and to start moving that needle, it's like really understanding where's the time going. And so if we can understand that, like, hey, an hour a day or five hours a week, or 20 hours a week, if we're being really honest with ourselves, sometimes is being pulled into the distraction work type. It's something you can immediately move the needle on just through some better habits. So it's really important for us to know that. I think it's like the average person switches tasks over 300 times a day, which is insane. Right. Because every time that you switch tasks in that way. So even when we're doing time tracking, we're looking at things that, like, how long is someone spending on one activity? Because I'll get team member or even owners who will submit their time tracking to me, and I see that they're spending two minutes on this, seven minutes on this, 14 minutes on this, three minutes on this, and all of that back and forth. That context switching is bouncing back and forth is a huge challenge to your brain. Right. Like, your brain can't actually be super efficient if it's going from one activity to the next really fast like that. So it takes you time to actually get back to the activity. So the same thing is true for a distraction, like if you're opening your Instagram or your email or if you get a notification. Those are all things that do take you away from the work type. So that was something that was super important for us to at least classify so that people could understand. Like, this is costing you money. It's costing you. It is a cost. And every inefficiency is a cost to the business, whether it's money. Time is money, team time, which is money. It's all money. Right.

At some point, my knee jerk reaction when you first told me about the fifth D was, oh my gosh, distraction is damaging. We got to avoid at all costs. And then you gave me a little more insight that we need to control it. But voiding those outlets too could be damaging. If you put someone in that work mindset, they're a mule. Just keep cranking and cranking. That's damaging too. You said distraction is a small piece, kind of like deciding. Could you share a little bit about the upside of distraction?

Yeah, I mean, like, cat videos are good sometimes because Jeremy loves cat videos. The Obsession with cat videos. Right. But Jeremy, you know, I mean, but they are good. Like, people need breaks. And so some, some of the clients that we have in Clockwork, they. They will classify it as like, distraction. Or a better D would be downtime. Right?

Oh, I like that.

You know, so maybe that's the sixth D. Yeah, yeah. But you need some downtime or some. Some actual breaks. Because most of us are, especially as owners or higher level, you know, people inside the company, like, we're doing a lot more knowledge work versus manual labor. And your brain isn't wired or equipped to go long period, extended period of time. Without downtime or breaks, it won't be as efficient either. So there is value to those scheduled downtimes, or what I call, like intentional downtime. Because if you're just doing it from like an unconscious place, then you could spend 30, 60 minutes scrolling and then feel guilty about it when you have to come back to work, versus saying, you know what, I'm gonna spend 15 minutes just scrolling here or just looking at some videos and getting a laugh, but I'm being really intentional with it. I might even set timer so that it doesn't go on forever and ever and ever, or that I'm not doing it unintentionally or like subconsciously, but I'm doing it with. With more intention, with the purpose of coming back to a more productive state. So I think that's the value of understanding where that time is going and how you could actually work it in more intentionally. Because the same thing is true for your team members. Like to expect that they'll go, you know, 4, 8, 12 hours a day without downtime or breaks is unrealistic. Like you said, it's like a mule. And that's not. Yeah, I don't think the culture that most of us want for our team. There's also this concept of the 40 hour workweek, which doesn't really make much sense. And it's sort of the, like, you know, in the corporate world, one of my least favorite sayings is like, because we've always done it that way. Like, that's why we're still doing it, because we've always done it that way. And the 40 hour work week is kind of that to me, like in the knowledge worker space, like, the 40 hour work week is not. It doesn't really make much sense for the way that our brains are wired. And so we have to be really conscious of that as we create our work weeks and understand how we work best and how our teams work. Best. And being efficient isn't just about producing more and more widgets.

Right.

I wonder if you have a tip for this. So our office, like this morning, we had that little birthday celebration impromptu, and people start horsing around and having fun. And I used to be like, oh, we're not productive. But now I'm like, oh, this. This kind of greases the gears of the organization that we're building friendships and trust. So it's actually one of the best things. But I also realize there's a point where someone could be constantly instigating distraction for other people. Is there a way to balance this, Adrian? Is there a way to control that, that experience?

Yeah, I think it's again, like being really intentional with it, right? Like the, you know, the birthday party, like those are planned and they're fun and they're purposeful and the purpose might not be a productive time necessarily in terms of getting work done, but actually you go back to your desk more ready to do the work. So I think that that's important versus just the. Again, it's the unconscious of constant interruption. Things like that, where other people are disrupting other people throughout the day, things like that, that is not planned and that's actually going to be way less efficient. So one of the things, especially when you think about open offices, which I know that you have a little bit of an open office there, which is scientifically proven to not be good for efficiency, but you have to be conscious of that and make sure that you have the boundaries in place to say, okay, I put this sign up when I really need to be focused and doing my deep work. Other than that, when the sign is down, you can come and talk to me. Or even having like specific. I've had clients who have like specific like office hours for their team because otherwise they get constantly interrupted with the phrase, which is a deciding identifier. Like I can identify that someone's being pulled into a deciding work type when someone knocks on their door and says, you got a minute?

Oh yeah, yeah.

Like if you have constant like got a minutes all day long, none of your high level work is actually going to be getting done. And so that is a huge distraction to have the constant team members coming in or co workers, whoever it is. Right. So instead of allowing that all day long, you could allow an hour at the end of your day for got a minute. Just like structure it that way so that it's more planned. And what will happen is, number one, when people are put into situations where they have to be resourceful and figure out answers for themselves because they don't have immediate access to you typically. They will be resourceful, and they will figure out the answer. They will do their best with what they've got, and they'll figure it out. Or they'll only bring the most important things to you at the end of, you know, at the end of that day or during that set time versus just bringing everything to you, because they can. So I think that even the structure of that will actually reduce the amount of decisions and distractions that come to you. So I think that that's a key for people when they're trying to, you know, find the balance between distraction and camaraderie inside of a culture.

Yeah, I think, you know, Bonnie does that to me. She does. Knocks. Knocks on my door, and she, like the super quiet. So I'm like, did someone knock? You know, she's not the. Not interrupt knock, which is really interrupting.

Right? Is there a. Is there.

Is there someone there?

No.

You don't do it, really, by saying, the most distracting person actually is me to you. I come out to your spot all the time, Kels, and like, hey, what are you doing? I don't even think I got a minute. I'm like, I want to break into conversation. And then. So I take you away from your work. I assign you something different. I don't know how you manage that. We should get you in office, I think, at some point.

Yeah. I actually think that this process of me leaving has been really good.

Talking to the microphone for once.

It's been really good for actually delegating, as opposed to me being in a deciding role for the rest of the employees.

Everyone being more resourceful. But I think that even I've had team members come to me and say that they were clockworking their companies from within without the owner even knowing, which I think is really interesting. I love this, too, because you, Kelsey, knowing these frameworks and tools and things like that, can identify, okay, this is what Mike's doing to me right now. How can I take this and make sure that he's not asking me for these decisions? And if he's just distracting you, sometimes it's a common language that can help you share those concepts with people in a way that serves the company as a whole. Because sometimes as a team member, that can be very scary to be like, he's distracting me. But now that you have a common language where you can be like, okay, this is distraction, or this is that fifth D that I'm talking about, and you can do it in a light hearted, fun way. And that common language, I think, is key for. For really giving people an open culture of how to actually clockwork the business from all sides. Because it can't just be one person trying to pull the whole weight of this.

Yeah.

J. Boson's zone. Did you have a question?

Oh, no, no. I was just gonna say, I think you give yourself. You need to give yourself more credit than what you do.

Yeah.

For the pace that you keep up.

Yeah.

And I could be wrong, but because I remember before when we worked together and we were in Myrtle.

Yeah. Yeah.

The amount of phone calls that you would make in a day made me want to jump out the window. I'm thinking like, he's the machine. Seriously, how do you talk? How do you talk and make these phones, like, all day long?

Yeah.

And then interviews and all this stuff.

And you were interrupted a bajillion times.

Yeah.

Yeah.

And you still keep up an insane pace. I. I don't. I don't think I ever see you take a break. You eat sushi standing up. Like, seriously, like, really think about it.

That is a problem though, right? Yeah, that. That's my own mania. Thank you for saying that. But also, it's a challenge. Adrian, one thing that we most commonly hear is about the qbr. That's probably the most common question about Clockwork. They want to know what it is, how to serve it, how to find it. And you've taken what's in the book and you've. Through the run, like clockwork workshops have really taken it to another level. Can you share some of the features around QBR and some of the techniques maybe you're using to discover it and use it?

Yeah. This is like the biggest question that we get, as well as. Even once people understand the concept, they really want confirmation that they nailed it, which is not always something that I can give unless I know your business and understand it. So giving some identifiers of ways that you could know if you're even on the right track, I think has been really helpful for people. But some of the things that we go back to are the core concepts that we talk about inside the book. Like, I think the Savannah Bananas example is probably the, like, the best example we could ever use because it's just so clean and they protect and serve it so well that it's an easy example to model. But one of the things that you mentioned one time that I have been communicating to people is the idea of the home run versus just being in the ballpark. Right. Because when people are identifying their queen bee role or their qbr, which is the most important activity inside of the business to deliver on that big promise to our customer. Right? The big brand promise. So when we're thinking about the activity related to that big promise, a lot of times people think like, well, I have to do all these things. When they put their post it notes out, and if you haven't done this exercise, definitely look in the book, do it right. They put their post it notes out and they're like, but I can't get rid of invoicing because if I don't invoice, then I won't have a business and I can't get rid of these other things. And so I like the example of the Savannah Bananas because it's not that they stopped selling tickets to the game, Right. And it's not that they stopped playing baseball like these. They still also sell hot dogs. And they have to do all the things that run with a concession stand. But those are just things that are like, they've chosen that. Those are just the things that are like, those are in the ballpark of running this business model. And the entertainment factor and the fresh ideas is the home run. Right. And that actually allows them to utilize resources a little bit differently. And I love this example in terms of resource efficiency, like using our resources. Because when we can identify that for the Savannah Bananas, their big promise is fans first, entertain always. And their QBR is their ideation or their fresh ideas. And I've gone a little bit deeper and even like looked at Jesse Cole, the owner. I've looked at like some of his work. They haven't. They have a 1pm idea meeting every single day. That's the QBR, right. Like they're doing that in action. But what that allows us to do is spend less resources on other areas. Right? So this is a resource efficiency tool. We think about clockwork and operations. It's all about efficiency that we're talking about. So now that we know that the QBR is related to the entertainment, those fresh ideas, coming up with those fresh ideas, I still have to spend money on baseball players, Right? Because I still have to play baseball. But what I do not have to do is spend the most money to get the best players. Because that's not my big promise. It's not my qbr. I'm still going to have to invest in players, but I'd rather invest in maybe the cheaper players who are willing to put on a grandma costume. Right?

Yeah.

So a different baseball team might Decide on something else. And they might say we're going to, you know, maybe we're going to say that we're going to be the winningest, most team, whatever. And then they probably do need to invest those resources towards that. And they can spend less on entertainment, for example. So these are like. But they still have to sell tickets. They still have to, you know, make sure there's hot dogs. They still. So, so that in terms of just helping you understand, like the QBR is like that's your home run. That has to be your home run. The other things are just like in the ballpark of doing business. And it's to help you understand how to allocate resources more efficiently to grow the company even faster and make sure that your survivability is thriving too. So that's like one of the big things is just getting that really clear because a lot of people think, well, that can't be my QBR because I still have to do all these other things. I'm like, yes, you do have to do these other things, but you can allocate less resources towards them or they become that much easier when you're really hitting that home run. Does that make sense?

Yeah. There's a second seat to the qbr. So last thing I gotta ask you before we start wrapping things up is you've been teaching people how to move from deciding. Many businesses are stuck there. We decide for our employees endless stream of questions to actually delegation where you're assigning outcomes and employees are making decisions. How do you help people navigate from deciding to delegating.

Yeah. So this is the big, big thing that I think usually takes the most amount of time as we actually clockwork people. Right. Like this is where a lot of your time is going to be spent. Because it has a lot to do with capturing systems. It has a lot to do with transferring of information and knowledge. Most specifically, it has a lot to do with relinquishing some control over the decisions that maybe you're making inside the business. And I always tell people that like your stronghold on the control is the reason you don't have more freedom. So it's like you're exchanging control for freedom in some ways. So the reasons that people don't make decisions are very clear. And this is what I always start with when we're trying to move someone from deciding to delegate. It is number one, identification of why this person is not making a decision. And so I go through this PIC framework which is number the three reasons they're maybe not making A decision in their role is number one, they don't have permission. So permission comes in many forms. Let's just say formal permission. You've actually handed over permission to make that decision. Because they're humans, they are on your team, they are probably making a salary or you're paying for their livelihood. And so there's a level of safety and security that it doesn't feel safe to them to make decisions in the business because you haven't given them permission to do that. So sometimes it's literally as simple as saying, I trust you to make decisions in this area. And that could be it the other way that maybe you felt you've given permission, but they at some point made a decision that you didn't like and you relinquished that decision making permission because you then changed the decision that they've made. And there's better ways to do this in terms of, okay, but what if they did make a wrong decision? Well, then it's probably because they didn't have the right information, which is number two. So p. Permission I Information. Do they have the information that they need to actually make a decision? Because we always want people to be like five steps ahead of us. I wish my team members were five steps ahead of me. And I'm like, yeah, but you haven't told them where you're actually going or what information they might need to make a good decision, right? Again, they want to make good decisions for you. They care about your business if they're on your team and if you haven't transferred that information to them, it's very hard for them to feel safe making a decision. So sometimes that information is in your head. And we use a lot of decision making tools to like transfer it out onto documentation, capturing systems, things like that. Sometimes it's just like locked in a Google Drive that you haven't given them access to and you're wondering why they're not making decisions or why they're making poor decisions. And it's because they don't have access to the same information that you have. So instead of saying no one else can ever make this decision, spend the time transferring that information to them so that they can make a better one for you. And then the third reason they're not making decisions is confidence. And lack of confidence usually stems from a lack of one of the first two permission or information, sometimes a combination. But sometimes it's just that they've made mistakes in the past and they really need to rebuild that confidence. Or I have, I've seen this on my Own team, people that have come from previous teams or employers that maybe they even have, like a little bit of PTSD around making decisions because they've had, you know, a negative situation where they got in trouble or maybe they got fired for making a decision, you don't know how someone has managed them or led them in the past. And so even having an open line of communication and just knowing your team members in terms of their confidence around those areas and helping them understand the new culture that they're in and that you want them to make decisions and that you've transferred information effectively so that they can feel good about the decisions they're making. And then sometimes you just have people that are green or they're newer, and we can expect that their confidence will be lower. And so it's your job and your team's job to build their confidence by recognizing the decision making and noticing it and complimenting them on it and rewarding them for it. Even if you're like, gritting your teeth because you're like, it's not the right decision. But guess what? They made a decision. Right. And that will build their confidence over time. Is that reassurance. And I think that's one of the most important places that an owner or a leader can really spend their time is knowing their people and mentoring and leading them to build them up versus just keeping everything on your own plate. And that is something that I think usually gets put on the back burner, but it's the thing that will help you grow the fastest. So I think that if you're looking to figure out why are they not making decisions, ask yourself, do they lack permission? Do they lack information? Or are they lacking confidence? And then fill that gap and that will move so much faster.

I love these insights. Actually, one of your students just returned from a four week vacation. It was an accountant. We're recording this a couple days after tax day. He left for four weeks during tax season and returned after tax season was over. His business actually has grown. Yeah, that's a business, right? Yeah, that's the point. And you're doing these workshops now throughout the country. Actually, I think you even do some international travel. Adrienne, where can people sign up to go through a run like Clockwork workshop with you?

Yeah, so we're doing workshops in person as well as we have online access to our training now. So if you go to runlikeclockwork.com, there's information on how to hear about those workshops when they're coming up. Get on the wait list for online training. These are the tools that we teach in depth and then apply them specifically to your business. Because, yeah, the client that you're talking about, he was like, is it crazy for me to take my four week vacation during the busiest month of the year? And I was like, that would be the ultimate test. And I think it would be a really great opportunity for your team to step up and show you what we know they're actually capable of. And really it's more about getting prepped for that training day and then team can step in. So I think that it's such a cool thing to see and especially when you know it's growing when you're gone. It's just, just. Yeah, it's super cool. So runlikeclockwork.com is where all the info is.

Great, we'll put that in the show notes. Adrian, hang tight with us. We're gonna bring you back on for a little segment we're doing. But thanks for joining us today. All right, guys, here we are. So I can't endorse Adrienne Moore fully. What she's doing is phenomenal. And a lot of people don't know, like they say, oh, Mike, those are all your ideas in the book. I don't. I accumulate ideas from other people. So I interviewed probably about 20 experts. Adrian, hands down, is the number one expert in this space. And a lot of the ideas in Clockwork were a culmination of the work I did with her specifically and just proud to have partnered with her on Run Like Clockwork. All right, so here's the thing. We're gonna skip the Just Jordan because quite frankly, it's just for Jordan, but we gotta do other things. I wanna thank Nick Stevens, a voiceover IP phone system, arguably one of the best phone systems out there. Affordable, effective, powerful. Jbone. We gotta get one to your house at some point. Over my 12 years of being an author devoted to the small business entrepreneur, I've discovered the biggest challenge. And you know what it is? It's profitability. That's why I wrote Profit first. And that's why I'm now hosting a two day workshop here at my offices in Boonton, New Jersey, where I will teach you and my team will teach you how to become a permanently profitable. Go to profitfirstlive.com right now to get details again, profit first, live dot com. Find the dates that work for you, and I'll see you here at my office. Okay, what do we got to do next? Oh, we learned.

Yeah.

Okay, so I'm gonna go first.

You do it.

You know, I was shocked that there's 300 task changes a day.

I know, but I'm not really shocked. I mean, 300. I am shocked by 300. But I do know that I will do it a ton. I think email is like the biggest culprit of.

Yeah.

Like kind of managing your inbox if you have it open.

Yeah.

It's like my eye is drawn to it and I have to be on top of it.

And me running over every 10 seconds. Hey, what are you doing?

It's like social media and technology. How can everyone not have add? Like, I just feel like everybody has ADD because it's like, it's just. There's too much stimulation all the time.

All the time.

Yeah, I think it is.

But we do have the right to turn it off. We don't have to have it. I had a friend. I don't think I would do this. He has no televisions in his house, no physical televisions. And his kids are now. His oldest kid, I think was 10 years old. He said he's never watched TV in our house. And part of me is like, how can you live that way? You're like an animal.

Yeah. I have a friend like that too.

But part of me is like, that actually sounds like you'd actually find how to live pretty well without that. It may be better. What was your takeaway? Anything else you want? You're good.

I love all this. I really like you guys speaking to the microphone.

I'm not trying to be a pain.

So I can't read.

Pull the microphone down.

Okay. I really like her breaking down. Moving from deciding to delegating.

Okay. Yeah.

Giving them permission, giving them the right information. I feel like that's super critical. Like the other two are kind of easier to or potentially easier to do in theory, but for me particularly, I feel like I have a lot of stuff in my head that I think is sort of natural or obvious that I don't realize really needs to get translated and be on paper and someplace that people can access it. Because it's not necessarily in their head. Right. Particularly with different software. And it's not always user friendly or intuitive, you know?

Yeah. Good insights. I like that. J Bo, anything else you want to add? Are you good? Yeah.

I like the. The fact that just because it's a distraction, you can. You can change and turn into a positive. You just have to manage it.

Yeah, yeah, yeah. No, I like that too. Just awareness and control. All right. I got a little game for us. Guys.

Okay.

Adrian, do we still have you? Oh, we may have lost the connection. So, Adrian, if you're there, you're out the game because I can't hear you. But nonetheless, don't leave us because we have to upload your file. That's a little technical thing. All right, so here's what it is. We did this once before. I'm going to give you four company names. Four companies that you'll recognize, but they had names prior. Well, three of them did. One's a fake. And your job, Kelsey and J. Clone, is to tell me which one is the fake. That simple, right? Easy.

Okay.

And once we're done, I'll give you a little history on each one. First one's Google. You know, Google. Hey, Google. Google was originally called Backrub. Backrub. Google, we talked about them today. Was originally called Backrub. Okay, next one. Pepsi was originally called Brad's Drink. Brad. Like Possessive. S. Brad's drink. Coca Cola. Ooh, there's another soda. Coca Cola was originally called Fizzle. Fizzle. And Twitter was originally called Twitch. Twitch. You're getting itwitch. That just won't go away. I don't think other people can see it, but you feel. It's like.

I think you can see it sometimes. I feel like I've noticed that on other people.

I thought you were winking at me real fast.

I was.

Like, someone's behind the desk about to kill you, Mike. You're trying to do anyone's winks.

It was just really spastic.

Yeah. All right, Kal, why don't you go first? Do you want me to repeat them, or do you.

No, I got it. I feel like I'm gonna go with Google.

Google was not called Back Rub, you say?

Okay, right.

All right. And J. Clone.

This is really tough. I honestly, I think Coca Cola has always been Coca Cola.

I don't think it was fizzly.

I don't think it was Fizzle. So I'm gonna go with Coca Cola.

Okay. Do you want to change yours?

No. Okay, diversity's sake.

One of you gets a hallelujah, and it's Jay Sloan again.

Okay, I'm killing it.

Today after episode, week after week.

He's a smarty.

Google was originally called Back Rub. They Giant. The search giant got his name, though his newest name, through a misspelling, a fortunate misspelling. So someone suggested they do Googleplex, which is. Means a huge amount of numbers, I think. And Larry Page literally went on to whatever source was to find it and typed in Google. But he misspelled it. Google is G O O G O L. He spelled it G O G O O G L, E entered it, it was available. He bought the domain, and that's what they got.

Cool.

Just like, I'm gonna buy. Fix this thing.

I wonder why they thought Backrub was a good name.

I don't know. You know, sometimes these companies just start off this way.

Yeah, weird.

Probably. Larry Page was giving Sergey Brin a back rub. Pepsi was originally called Brad's Drink. Drinks, now known as Pepsi Cola, was first created by drugstore owner Caleb Bradham. And that's where he got the Brad from. It's made, shockingly, of sugar water and caramel coloring.

Shocking.

Yeah, shocking. Coca Cola was never named Fizzle. It was Coca Cola from day one. Twitter was originally named Twitch. In an interview with the LA Times, Twitter co founder Jack Dorsey explained that when naming the social media platform, its founders want something that captured the physical sensation that you're buzzing your friend's pocket. While Twitch initially came to mind, the founders felt that it didn't bring up the right imagery because we're like twitching eyes and stuff and decided Twitter.

Seizure social media.

Exactly, exactly. Clasping your chest.

How are you feeling when you're twitch?

You know, when your legs.

Give that to all my friends.

Your leg spasms and you wake up in the middle of the night.

That's a perfect one. All right, I do have a tip for us, but I. I think I threw it on the ground, so I may have to skip it for today. Yeah, I did. You know what? I have, like, all these tips written down that I want to share, and I. Yeah, I threw it out, so we're gonna skip that. We're skipping just Jordan and we're skipping that.

Okay.

Yeah.

Do you want to do some Listen.

Oh, sugar, give me the listener, man. What is that? How's that falling off the table?

Because you're putting on a wire.

Oh, what is. So the papers are all about to fall off the table, and Jeremy's about to laugh at me. So what do you got for listener?

Yeah, this comes from Libby Webb. She writes, I have money in my business savings account for an emergency fund as well as personal savings for emergencies. I heard you mention something about this when talking about your grandmother's envelopes. How do you allocate, slash, account for an emergency fund for your business? I don't see this in your profit first formula, and I believe it is vital to have a safety net of ready savings on hand in case of an equipment malfunction. Fire, theft, etc. Something to pay those deductibles, etcetera, that might come up. Would you be interested to. Oh, I would be interested to understand how to handle that.

I wish she said, would you be interested in how to handle it? Yes, I would. It's in the book. It's in the advanced section. It's called the vault account. We have one for both our business here and also the Profit First Professionals organization. Adrian, I hope, has one running at run like clockwork. But a vault account is an account where you store a small portion of money and you hide it away from the business with no other intention besides becoming your own bank. It spills small and accumulates funds. But it put us in a position here with Profit First Professionals. A building came for sale, and we made an offer. The owner was not willing to accept it, but we could have paid nearly cash to buy this building. They wanted something higher. And we said, it's not worth it to us. That would never happen without the vault. That was an emergency. That was an opportunity we could spring on. And, you know, emergencies will happen. So now the money's reserved. And if. If business tanks or something, we can. We can fund this business for a year employee pay without panicking. And the beautiful thing is when you have that money, if problems happen, it gives you time to think through and solve it. So everyone should have that. In our personal accounts, we have the same thing. We have three months of salary saved and set aside for an emergency and had a call on it once. So that's how you do it. Yeah, pretty. Pretty sweet. All right, do we have anything else? Was that it?

I think that's it.

All right, take us out nice and.

Excitingly, please don't forget to subscribe and review or rate us. That's it.

So, you know, Visit the Mike McCallowicz site, if you would. I know. I know you know, my nickname was Mike Motorcycle Michael Motorbike. And Mike. I can't say Mike Motorbike. I was made fun of as Michael Michael Motorcycle, and it hurts my feelings. So go to mikemotorbike.com you can check out the website. You can download a free copy of my books, free chapters. I'm a podcaster, as you can tell, and I got some other stuff there too, so go do that now. All right, we'll see you guys later. Bye.

It.