Mike is using Dating Apps!? - Episode 014

Welcome back, everybody, to another episode of C Suite Unfiltered.

Dude, C Suite Unfiltered is tough because you do have to think about it every time you say it. It can't just, like, roll off your tongue.

Yeah. Well, if it's your first time listening, my name is Lee Park. Across the table from me is Mike Andes.

We have a gentleman's agreement where we put this work in, and we just expect that you subscribe to the channel.

The super hard work, because Vlad.

Vlad's request hinges on getting to a thousand subscribers. That's true.

That's true. If you listen to a previous episode, we need a thousand subscribers.

I fe slightly like a. An idiot after that. Like, such a dork.

Well, it's unfiltered.

I know, but I said no. I said no. Just the request, which is always hard. But it is something that I'm trying to get better at saying no to people who ask for anything in life. Yeah.

Well, it's interesting you say that because I, you know, our phones obviously listen to us, so let's just put that out there. If you want to put in your tin foil hat with me. But I saw a. A consultant. I don't even know his name. Never heard of him, never seen him before. But, you know, sometimes you scroll through reels or on YouTube shorts, and it was this guy doing, like a seminar, and someone hit him with an ask, but he framed it so well. The guy, like, right then and there in front of everybody was like, yeah, there's my assistant. See her after that? She'll put you on my calendar. Yeah. Because he was like, I followed you for a long time. I really need your help. I just need five to. Five to ten minutes of your time. I'm working on X, Y and Z. And I think it'd be a really cool product or a really cool idea. And if I can just. I'll do anything for five to 10 minutes of your time. Yeah, yeah, I understand if you say no.

Yeah. And five minutes is one thing, Right. The thing is when you're like, for example, this was a couple hours is a couple hours of time, right?

Yeah.

So I'm just trying to get better at this. Like, I. Someone said this the other day. I don't know what I was looking at. And they're like, it is not. There's no law against not responding to email, not responding someone's text message, not responding back to their voicemail. Like, you don't have to say yes or respond to people. Like, there's no law.

Right.

Right. And people pride themselves. Like, I respond to every dm, or it's like, look, you know, I only have one life, and I only have 24 hours in a day. And I'm not gonna let people just, like, come squat on it, because every single day, I feel like, I know you're busy, but when I hear that line, I'm out. Because, like, look, then that basically saying whatever you're about to say is not worth my time. So.

Yeah, that's fair. I saw. I saw another thing. It was a little motivating. I sent it to some of the guys in our 75 hard chat. We got a chat to motivate each other, but it was, like, just a motivational speech clip. I don't know who to credit. And it said, at best, you have 75 years. And I mean, you know, it's probably a couple years old, but it was like a best. You have 75 years. That means you have 75 winters, you have 75 springs. You've said about summers, you have 75 falls. And when you break it down like that, that's not a lot. Like, how are you spending your time? Are you living in fear? Are you living. Are you living fruitfully? Like, all that? And I was like, dude, that's like. It's kind of wild when you think, like, oh, 75 years. That's a long time. They're like 75 summers. Yeah, well, that's not that much. It's like the mindset shift. So, yeah, I get it. Don't. Don't want to waste your time. I get. I get that.

It's not wasting either. Well, yeah, it's just a matter of, like, there's certain. Like, right now, I have to focus on copilot launch. I have to focus on getting ready for spring rush. We have. I'm starting, personally, four new locations. Like, there's things I have to focus on, and, like, if I say yes to everything and everyone that would enjoy having five or 10 minutes, like, I would have no time. So you just have to be very diligent of saying no. And I give your name if it hasn't. Doesn't have something to do with Augusta Nation, and it doesn't have anything to cope with right now as it gets a hard. No, there's, like, everything in life right now.

Well, if we want to go straight unfiltered this morning, one of your general managers quit on you?

Oh, yeah, dude. That's good.

So how do we. How do you feel about that? How do you, like, relate to the Audience, because I think you've said this before, like, as you build more and more things, as the level of skill to the tasks you're doing gets higher and bigger, those what used to be big issues are almost smaller and you're less reactive to it and you're less emotional. But how did you feel when you heard that news?

Well, actually, I didn't. He like, so Chuck, the regional manager didn't even tell me he was just taking care of it. And I just noticed that he'd been taken off the chat, like the general manager chat. So I just assumed immediately, like what happened. So I just knew Chuck is great and he'd just take care of it without even mentioning it to me. So I was like, oh, I saw that he's out. So yeah, he went and got another job that he had already interviewed for, I sounds like before. And he was the one we kind of had a question mark about because he had never had landscape experience, but he had lots of leadership training and like that sort of experience. So we'll see what happens. Chuck might get another manager or that might be the location I start. Right. So we might just go reshuffle the GMs and then I'd just go there in a couple of months and restart that one by myself.

You alluding to something there?

Yeah, in June, supposedly. Yeah, it'll be the game day decision, but we'll see. I'm planning, hoping right now in June I go out and start a location from scratch.

Let's go.

30 days.

What is that to prove something or.

I think it.

No.

Well, maybe, but like it'd just be a matter of like being able to document it all. So we'd bring. Zach would follow me the whole 30 days. We try to post every single day as I'm like getting equipment, knocking on doors, getting the first few jobs, hiring my first employee, like getting a GM to replace me once I leave. So it just be, you know, I think it'd be a valuable experience for everyone to see.

Cool.

But we'll see. And, and when I'm there, I'll probably buy some land because we need to get a shop space. Nice. So I was, I was talking to Chuck, I'm like, yeah, probably good media and we can make it work because like there's so many like we have. The territories are so small that I own. They're like three, two mile radiuses that pretty close. So we figured we could probably get for their shop space that they're currently all running storage units. We could probably buy some land and then they just all have like sectioned off areas that they go from every day.

Gotcha. That's cool. I like that. Well, kind of want to jump back. So for context for everyone, Mike's starting four new locations, corporate locations and he had four GMs lined up. They all came to training last week at time of recording and then one of them quit this morning. So for, for the business owners out there, for the managers out there, what would be your piece of advice? If you had a key or integral person just quit on you, no weeks notice, like how do you react and what would be, what should someone's thought process be? How do you game plan? That's Mike Andy's, you know.

Well, back in the day I would have been react much more reactive not to this. Right. So this is different. Right. So someone leaving like, like this is not a big deal because in the grand scheme of things, like I just know we're going to figure it out.

Yep.

Either through another GM or I go there, it literally doesn't phase me at all. Now I would see like if this was my second location and like I was playing a move and, or like that GM was taking over the existing, that would be a big deal. And so I think as time gone on, like people moving in and out of the company, I've gotten less reactive to it. Like obviously if like you left tomorrow, like it would be devastating.

Yeah.

But it'd be like, I'm not going to like let that cripple, like it's not good in 10 years. I wouldn't even, I wouldn't even remember it.

Yeah, no, that's fair.

But I just wouldn't. Right. So I've just tried to get better at like putting things into perspective. This one specifically, like I didn't even like it didn't phase me. Like Liz was pretty choked. She's like, seriously just came to training, we spent like all this money. You fly him out here, you keep them in hotels and accommodation, you paying them to be here for a couple weeks. But you know, live and learn.

Yeah, I felt like that I, I think that some personal growth that I've noticed is, you know, Liz's reaction I can attest to. I've had that reaction similarly in other situations. But in this one I was like, we'll figure it out. Like I'm starting to get less reactive to that stuff because it just happens.

Yeah. It's also though, it's a smaller piece of the pie. Right. So if, if that was my last, you know, $85,000 I spent on that location getting ramped up. And now that's going to really put me alert. Like, literally this week they're getting estimates.

Yeah.

This is not like, it isn't. Like, this is just easy. And it's easy for us to say this, but like, for. For Chuck, he's jumping in and trying to now juggle this location in the meantime because there's. There are already estimates coming in.

Yeah.

So it's easy for us to say it, but it's also because there's. There's layers of management between us and the act. Like me and the actual problem. And so building a team around yourself is important. But Chuck is feeling the full weight of this. I'm sure he has different emotions of being a little more angry about that.

Yeah, definitely.

Understandable.

Shout out Chuck Amazing regional manager. I feel like we wouldn't want anyone else in that situation.

It's crazy, man. It's a crazy how it all worked out. Like him being in Ohio. I literally did a video saying, hey, if you want to be a general manager for me, sign up here. Hired him. He moved from Ohio to North Carolina. Works there for about a year and a half, two years as my gm, moved right into a. A regional manager and then also coaching all the franchisees. It's like a perfect fit because he's on the east coast, gives a good balance for all our franchises. He's kind of contact you or him. And yeah, it just. I think in hindsight, I don't know if I like one part of me is like, we shouldn't have started all these locations because it's going to take a lot of his time. The second part of me is like, we have to. Because we have to prove that the executive model works. Because now I have eight locations and, you know, the executive model is only six. But still, like, there needs to be proof that you can start that many up. So he. He has all the videos and we're going to be making one on the channel of like, all the stuff, buying equipment, getting everything together, like, and how everything's exactly the same in all four locations. Like, so it's going to be pretty cool and just kind of prove that, like, look, follow the systems. You can just copy and paste these in. In place.

Yeah, that's sweet. I like that. Going back to me, me leaving.

This is the title. I resign.

Yeah, resigns. Mike doesn't remember me. No. I think. I think the mindset that I've taken though as an employee is like, sometimes when I have, like, really Hard days, I, like, I think I'm. I, like, like almost negative feedback. Like, I think the chip on the shoulder mentality works for me. And then when I have really good days, I want to, like, kind of humble myself, you know, if I, like, you know, get multiple franchisees, like, sold or, you know, have like a great coaching call or, like, help someone achieve a goal. Right? Like, when I'm at the low and when I'm at the high, I. I'll remind myself and sometimes I'll even say it out loud. I'll be like, dude, I'm replaceable.

Like, I gotta, like, keep myself, you know, Like, I think that keeps me, like, hungry because, like, we all are. Yeah, totally.

Even like what Alex from Rosie had posted about the Queen. Oh, yeah. Like, you know, literally, like, it's like, oh, yeah, she died a few months ago and like, it's like one of the greatest monarchs and, like, richest people and most impact and like, we don't even remember who she is. Everyone's replaceable, so. Yeah, I don't think it's just an employee. The same thing with an owner. It's like, you are replaceable too. Like, if I get hit by a bus, there'll be someone else start lawn care businesses. Yeah, it'll be just fine.

So. Yeah, well, you know, I think his tweet was like, you will die. People will forget you. Do what you want or something. But it wasn't like, do what you want as in, like, anarchy. It was like, just do what you want. You want to work hard and do something cool, do it. And if you don't, whatever, don't let.

The synthesis of what other people think about you because ultimately they won't think long about you once you're gone.

No, not a chance. Right on. Well, a few people have been starting to put some questions in the comments.

Dude, we always take so long to get 11 minutes in and we're just starting.

It's good, you know, Leave a comment if you hate the intro. Banter right to the content. We will, but this is like the only time we see each other, so we need that to build rapport back up. I'm excited for when we're, like, in house, because then I feel like the podcast will hopefully flow. Almost.

The media team.

Yeah, because it's like we both are doing stuff. We arrive and we hit record. Like, there's no prep. There's no, like, just we go. I love it. It's unfiltered. So a few of you put some questions in the comments and I replied that we would. That we would answer. We would ask them. We would. We would go over them on the pod. Someone did.

These are all real.

Real.

These are not you texting people?

No, these are real. I got their. I got their YouTube name even pulled up. I recorded who, what their YouTube handle is.

Johnny Pants 46.

Exactly. Someone did ask. This was Bryce Classic. I know who it was. He asked if you could force me to give him my Augusta hockey jersey.

If I could force you to give it to Bryce.

Yeah, he wants my Augusta hockey jersey.

Just get a replica from Marcus. Ask Marcus where he got it.

Exactly. So no on the jersey. Any.

I'm sure there's plenty of sites. I'll give you a hockey jersey. Just throw a logo on.

You want my Augusta jersey? That's a hard one of one. One of one of one. One of one.

All right, you would be cool is if we made a jersey for each franchisee with their number.

That would be cool. That would be super.

Just send the number that they're. It's like Thomas B01.

That would be super cool. Well, what's sport, though? What are we going with?

Yeah, that's the tough part.

Hockey. Because it's big and you can fit a lot of numbers on the back.

Yeah. Yeah. Well, I mean, but, like, we wouldn't wear often, right?

No, it'd be more just like a keepsake. Yeah, some of them were at the conference.

How much did it cost? Did Marcus tell you?

No, but I guarantee it was at least, like, 152. Oh, at least.

At least.

It's all custom. And stitch.

Very stitch.

Yeah. Yeah.

I'd say it's 200, 300.

Yeah. And he. Since he got me something so nice, I was like, well, I have to be the. You know, I have to be the guy that spends more.

Is that why you took him to the game?

Yeah, I took Marcus to a Seattle crack and hockey game. We kind of first bonded over hockey when we started working together. You know, like, you have your co workers and you just kind of figure out what they like. And we bonded over hockey, so I took them to a Seattle cracking game. I got really good tickets. I was like. I got. I got a one up him. Yeah.

Dude, we should look into maybe football. Football Jersey.

Football's a cool. Football's cool, right?

Then they could wear it to games and stuff.

Yeah, I like that. But then it looks like the Packers.

It's more yellow than green, bro.

That's fair. We'll figure it out. All right.

We'll bring Yellow teams is there. Green Bay can go yellow.

Green Bay? Yeah. I mean, you could think of one in every major sport.

So Green Bay Packer fans are not going to like this video.

No, gross. Not an Aaron Rodgers guy. All right, this question is from Dark.

Therapy, or what is it called?

Whatever.

He's going on a retreat.

A dark retreat or whatever. Yeah, he's done, like, ayahuasca and, like, spiritual drugs.

He basically goes into a room for four days. It's completely dark.

Yeah, he's a weirdo, man. He doesn't talk to anyone in his family. Did you know that?

Yeah.

He's isolated himself from his family.

Really?

Yeah. I don't know. Like, I don't know who's at fault. Like, hey, I'm not going to speculate, but he just doesn't talk to his family.

They're strange, dude.

Maybe they're strange. Maybe he's strange. Who knows?

Well, we're all a little strange.

That's true. We're all replaceable.

He's replaceable.

He doesn't think he's replaceable.

He will be.

Yeah, he will be replaced. So. All right, now, this is a question from the audience, if you will.

Okay.

This is from YouTube. Handle the short o.

The short.

Okay, but that's.

I feel like I'm getting trolled.

No, no, no. It's Josh Short, one of our franchisees. Yeah. So he said. This is a direct quote, Mike. When dealing with a business outside of Augusta that you need.

Hold on. I copy and paste it.

That needs help. I think. What the. I think the words get a little flipped. That needs help. Well, no, help me out here, Mike. When dealing with a business outside of Augusta.

Outside Augusta, that you need, what is the biggest red flag for you?

That you need to help or that needs help?

That you probably needs help. Yeah, I'm guessing there's some words are.

Missing that needs help. What is the biggest red flag for you?

Usually the biggest red flags are.

Sorry, Josh.

Probably your copy and paste.

I swear it's a copy and paste. I swear it's a copy and paste.

I would say, like, the biggest things I'm usually looking for is, like, number one for home service businesses. I'm looking at revenue compared to number of employees. Two I'm looking for. Like, how committed is the business owner to working long hours? Cause that can be, like, a big factor of, like, the culture then breaks down the fight. There's too much overhead. That's usually caused by that. Cause they're not willing to pick up all the slack. So Those are kind of the two biggest things. Like, what's it called if someone. An owner that wants to be like an absentee owner when they shouldn't be, and then inefficient labor. Those are like the two first things I look for in home service businesses. If you're looking at products, then it's.

A little bit different.

You're looking at processes and things.

So. And you're talking more in the home service industry.

Home service. You're looking at labor on the employee side. And then you're looking at just the. The involvement and how much the owner actually takes on versus what they think they take on. Because most owners think they work a lot of hours, and it's like you could probably do all of that in about 20. So, yeah, just trying to do those two biggest red flags. I typically.

So. Because the Internet. Internet loves blanket statements.

Oh, yeah.

At what? Let's just. Let's just go for it. I want you to fully just give a blanket statement for all home services. What annual revenue level should a business be at a home service business before the business owner can work on the business and not in the business?

Okay, so I'm gonna do blanket statement. I would say at least 500,000.

That would have been my guess.

Or Augusta. It's higher because we take all their back and stuff off. So I'm thinking more like 7, 800,000 for Augusta or any business. They have a franchise and they have the back. Like phone calls, emails, payroll. If that's all being handled like, you should be able to scale further up.

Right.

That's why we say like 500 to 800,000 is a good working GM model, because the. The GM should be able to still work in the field some of the days out of the week.

Do you think that. And this is. This is not a sales pitch, but then we're just going. We're going for it. Do you think that co pilot would push that number up higher or someone could.

In time. In time. Not right off the bat. No. Next year or two. No. Until. Until you can replace functionality like answering the phone, things like that, which we're still ways off of. But yeah. AI, that's the goal. Would be able to improve the capacity of the business without having to take more overhead on.

Got it. I want to do a spin off of Josh's question. The shorto.

Okay.

We got to ask him why I came up with that name, but it's not a dig at you, I would hope.

Okay.

Now you're dealing with a business owner, someone Comes up to you and they are like, I need help with my business. What's your biggest red flag of the owner as a person? Like that you're like, they're not gonna make it. Or they need serious help. Like, what's, what's a red flag that you see in a business owner that needs help?

That's the easy one. So they, they, they focused on growth. They tell me how fast, how fast they're growing. If that's like the first words outta their mouth. Like, last year we did 200,000, this year we did 800,000. And like, then they somehow base their questions if that was important. When it's not. To me, it's important if I ask later on. Like, and it is an important piece of information. But when they, when they premise their question that a lot of times I'm like, okay. They, all they care about is growth. And that's a very much of a vanity metric for them. And they're gonna make decisions, the business based upon that. That vanity metric, like, it's crazy, dude. And I've got more and more involved with this. People that make videos on YouTube now. I don't mean like the big YouTubers, I mean like guys with 500, a thousand subscribers. And I know that they don't make, have any money. Mm. Because I literally make their websites and their, their credit cards are bouncing.

You mean my peers on this, on this channel, we're at almost 200 subscribers. I'm just going to round up, say they're my peers.

But no, but these are like handing out business advice and telling how systems should be and like making videos. And it's like, I know your credit card's bouncing and I'm not talking about one or two. I'm talking like, I know a lot of them. And so what I see in these videos is they focus on volume, they focus on the revenues. Last year we did this, this year we're going to do this. This is how many employees I have. This is how many employees we're going to have this year. It's like, that doesn't matter. And no one talks about how much money is being made at the bottom line. Nobody. And so, and I get it because, like, if you share your profit numbers, you're obviously sharing how much money you make. But like, we all get wrapped up in the vanity metrics. So like a first red flag if I'm being someone is if I think that that's their mindset, is that it's like, it's more about the vanity metric. Of growth, number of employees, number of trucks, total gross revenue. Like, I check out. I don't check out. I just put it as, like, a little. Like, okay, that's a little asterisk. I need to keep that a data point because they. They've wrapped up their identity and their pride is involved in the top line number.

That's interesting. I like that. No, I feel like I could just ask this question for anything, but I'm gonna keep going. I'm gonna do another one. A vendor approaches you. A vendor.

Oh, yeah.

What's. What's a. What's a nice little red flag?

Ding, ding, ding. If they're. If they're too salesy. If they're too salesy. But then on the flip side, if they don't get to the point. If they. If they're wasting my time, I hate it. Like, there's nothing worse than someone wasting my time. We have a vendor right now working with on the software side that, like, they keep wanting to set up zoom calls. And Patrick and me are like, we don't need to, like, give us a short email. We don't need a 15 minute call. We're busy. It annoys me, as almost always, like, forget it. We don't need to work with you. We'll build it ourselves.

Yeah.

And so that annoys me. And then secondly is that they're too salesy. Like, they're so promotional and, like, their product is so good. It's like, why are you pushing it so much? Like, if it's either. If it's adding value to me, you don't need to sell it so hard. Right. It's a strategy that we use all the time with Augusta. Like, if we don't need to sell anybody, if it's a good product and the franchisees love it, they'll tell other people and we'll sell franchises. We don't need to get out and talk about it all the time.

Yeah.

So that annoys me.

Yeah. That's good to know. I like that.

Or if a vendor is, like, telling all about how great their business is. Like, I don't care. You're a vendor. You're serving me. Like, I want you to figure out how to make my business better.

Yeah.

A vendor is there, support me, not, like, brag about their business. So I see people all the time.

That's an interesting take. How do you feel about this sales tactic? All right, I'm just going to be 100% honest. I've never used this. I don't want you in the Back of your mind to be thinking, man. Does Elise said this before? No. Hand up. I would never say this, but it's. I've, you know, I've watched a lot of, like, sales training and overcoming objections and things of that nature. Um, and it was the. Like, what was the objection? I can't remember what the objection was, but, like, if. If. If I'm the potential buyer, like, I make my objection. And they said, well, on a scale of 1 to 10, like, how close are you to moving forward?

Yeah.

How do you feel about that?

I don't like that.

Yeah, it feels gross.

It's too scripted. Um, you can say. You can ask the same thing in a way that doesn't seem so scripted. So I would rather use just an assumption close on that one. Like, okay, so let's go ahead and get the set up today and then just see what they say. Or even. Just. Even if you're not that confident being like, so do you want to. Let's go. Would you like to go and get that set up today?

Right.

And just see where their reaction is? The whole 0 to 10 is too scripted. But it can seem so natural if you're like, let's just go ahead and get. Get done today and see what their reaction. If it's like, I don't know, then.

You just got a six.

Right. You got five or six. When someone was like that. If they're like, yeah, let's just do it, then you got yourself a nine.

Yeah.

And if you're like, no, not a chance, then you're out of two. Like, so like, the 1 0, 10 thing is just, like, it's just super scripted.

Yeah.

I think this is much more natural conversation that you can have.

Yeah, that's what I try to do. I try to move in that regard. There's a recent.

I just.

I've just been. My reels and my Instagram and everything has just been filled with a bunch of, like, you know, sales help and think that's. I mean, that's what I look up a lot. It's like sales coaching. Those are things that's what I learned and learn more about. And I should find this guy's name and maybe we should watch a video of his and, like, react to it. But his whole thing is he trains people on effective communication, and it is, like, phenomenal. I don't really remember where I was going with that. Oh, he was saying that he was pitching to, like, Microsoft execs on this new rollout, and he said that, like, all their. You Know, body language was, you know, away from the table, arms crossed, whatever. And he was talking about the power of storytelling, which is. I feel like I've been trying to lean into a little bit more. And he said he told a story about his son and how he was going to name his son. He said his father had a thick Korean accent. I think he's Korean. He's like, my father had a thick Korean accent. And when he said the. The name that we wanted to name our son was said in a thick Korean accent. It sounded like a swear word. And he got the whole room to like laugh. And then he was like. And that's why this is important when you're doing international training for your staff to make sure that there's effective communication. And he like hooked him with the story that didn't relate. And then all of a sudden he tied it in. So that was a horrible retelling of that. But it's just interesting how you can use storytelling more informative based selling more question and answer instead of like these aggressive scripts. I just hate sales scripting.

Yeah. Just the only reason that you can. You can only sell, sell. You can only sell sales training if you have scripts. Because what you can't sell in a course or something like that is communication skills and just like being natural and a good personality. So if you're going to try to package something and sell it to someone about how to sell, you're going to have to have some scripts and. Objection. Reject. Like all these things. Right. And they just don't work because it doesn't work in communication. Having them in your head and then adapting to the way that you just would normally talk is effective.

Yeah.

And that's try. I try to lean on that stuff more.

Yeah.

Like the. One of the best ones, like say all the negative things about your product. Like I do. I'm doing this copilot right now. I know for a fact, like from day one, we will be a pretty good software system. Like, there'll be some bugs, there'll be issues. I'm sure I have hiccups. But it's pretty good. Like comparatively, against what we're charging other people. But I'm going to say all the negative things about it. Yeah. Right here. I'm giving away the secrets. Like I was like, all the stuff that was breaking. I'll say that stuff publicly. Because if I do that, I know from a sales perspective that whatever I say it's good. When I say that this is a feature that's awesome. That people will Believe it. Because I'm also willing to say all the negative things. And so right now I'm like, hey, we're gonna have bugs. We're gonna have glitches. We're not gonna be. We're gonna have bumps along the road. But I also know, like, today we just finished a feature that, like Service Autopilot doesn't have this. A lot of other companies don't have that. That's like a very easy way to edit your form and then copy and paste the HTML into your website and have an asset request form that it integrates into your CRM.

Nice.

Like, I'll. When I say that people like, oh, like that. That is good. I can trust that because I've just said all the bad things. Like, we're not going to be the best. We aren't going to have any AI at the beginning. We're going to. We're going to. Don't join us until you're in 2023. If you're above a million, like, so when I say other things that I actually do believe are really good, people will believe me, hopefully. And I guess a complete sales tactic. So. Yeah.

Well, it's like the reverse but clause. Like you said earlier. You said someone comes up and they're like, I know you're busy, but you like, tune out whatever comes after the but. It's fl. Flipping it where you go. I know this is going to be hard. I know there's going to be bugs. I know we're a new dev team.

But it'll change your business.

But. And then people, like, they perk up because people realize the way we. At least in Western English, what comes after the butt is what's important. You can sugarcoat it all you want and then. But you're fired, right? But you're low performer.

Admission of weakness is extremely powerful to highlight your strengths.

So, yeah, awesome. Sweet. Great question. The short. Oh, well, we got another question here. This one's coming from. I believe. I mean, this is the YouTube handle, so I'm assuming it's from the business boot camp. Will Kelly. Is that. Okay, Cool. Yeah, I knew it was. Well, I couldn't remember his last name off top my head, but he said he commented. What does each of your morning routines and morning daily habits look like?

Go ahead and kick it out.

I'll take it.

You get to have a Good one now. 75 hard.

Yes, sir. Now it's easy. Easy.

Now it's easy.

There you go. I can't. Well, it's. It's hard.

Yeah. So right Now I'm doing 75 hard we talked about in the last pod. So my morning routine is typically wake up around five, go straight out the door. Not either go to the gym, do a workout, or go right outside and just do a walk, jog, outdoor workout, whatever I kind of feel like doing that day. I don't really plan it ahead of time. I just kind of go based on, like, how I feel in the morning. I have a general outline of, like, what workouts I want to hit, if, if slash when I go to the gym. But if I'm gonna do the outside workout, it's basically like a jog or walk. So that's what I do right now. So that's 45 minutes to an hour.

I'm starting to see it, bro.

Yeah.

Yeah. Cool.

I'll take it.

Yeah.

Fifteen days in.

Yeah. Have you lost any weight?

Oh, yeah. Oh, yeah.

Yeah, I can tell, right? Like, in your face. Yeah, I'm not as round.

Yeah. I'm trying to not, like, step on the scale every day.

Good.

Because for me, I didn't set a weight goal. I'm like, I'm doing something harder because if I commit to it, I will come out healthier on the other end. And my goal is for 75. Hardest to one, push myself, and two, just be healthier and set healthy habits that I can keep. Keep pushing on. So thank you. We'll keep going. Yeah, I'm 20% of the way in.

Let's go.

So I'm feeling. Actually feeling pretty good. Some days, energy is really low. But anyways, back to the question. 75 hard workout, shower. Typically, my wife and I get up, leave around the same time. So usually we spend, like, a couple minutes together. Just like, have a good day. How's it going? What's your plan for the day? What are we doing tonight? So I do like that it's, like, not really a ritual we have, but because we both like getting up early, both started early. I actually really like that. I think just, like, usually it's in the kitchen. It's like, I'm packing my lunch, she's packing hers. Or we'll help each other pack. We'll flip our water bottles together. It's like a couple, like, minute intermission before the day starts. So I like that. I think it gets us on the same page. I didn't even realize it was, like, a habit, but now that I'm saying it out loud, I'm like, we literally do that, like, every morning. We just kind of meet in the kitchen and do a little meetup.