How Do You Make Decisions Quickly?

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It pays to discover. Terms apply. See discover.com/5 for details. You know that moment when a meeting ends and someone says, let's circle back on that next week. Everyone nods, but no one actually writes it down. Then next week rolls around and it's radio silence. Nobody remembers because nobody took a note. That's why Granola exists. We love Granola in our business. We use Granola in every single meeting. And let me tell you why. Granola is an AI-powered notepad built for the way real people actually meet. Here's how it works. You take rough notes like you normally would, and in the background, Granola securely transcribes the meeting. Then it turns everything into clean, structured, actually useful notes when your meeting ends. I just came out of a meeting where we were discussing events that we're going to be planning for this year here at the $100 MBA, and Granola wrote meticulous notes for us so that afterwards we know who's doing what. So zero balls are dropped. And here's an amazing feature that I absolutely love about Granola. You can ask Any questions about anything that happened during any meeting you're using Granola with. And in fact, it's so powerful, it caused me to start thinking about our next hire. I actually asked Granola, hey, what's a recurring challenge that keeps coming up in all our meetings? Granola told me straight out that I was the bottleneck when it came to scripting episodes. So guess what? We made a hire and now Molly helps us out with scripting. Thank you, Molly and Granola. If meetings are eating up your day, Granola is a no-brainer. You can try it totally free. Just head to granola.ai/MBA. That's granola.ai/MBA to get your time back. Try it for free at granola.ai/MBA. Slow decisions have killed more businesses than bad decisions ever will. Today's Q&A Wednesday's question is from Jalen, and he asks, How do I make decisions quickly? Jalen, I make a lot of decisions in one day, and most of the time it's very, very quick. It's probably one of my number one strengths as a founder. Nicole, on the other hand, my co-founder, is the opposite. She's a lot more slow and deliberate, and that's what makes us a good team. So we're gonna talk about when to make quick decisions, when to take a little bit more time, because the actual decision matters most. So Let's get into it, Nicole.

Let's do it.

Welcome back to the $100 MBA Show. I'm your host, Omar Zenhom, where I deliver practical business lessons 3 times a week, Monday, Wednesday, and Friday to help you start, grow, and scale your business. Hey, if this show has helped you in any way, it would be amazing if you dropped us a quick review on whatever app you're using right now to listen to this podcast. It helps me and my team bring you new episodes every week. And more importantly, more entrepreneurs will be able to discover the podcast so you can help someone else start their journey. Nicole, be honest. What is it like to work with somebody who makes decisions quickly?

Well, I'm not gonna lie. It's been a point of frustration for us. And I think something that we've had to grapple with in our time in business, we've butted heads on this point. Over time, but I do think that we've come to a good place and I think we're well positioned to discuss this question. Also because as you alluded to, we both approach decision-making in a different way.

Yeah. I do believe that not all decisions are created equal. And I believe actually most decisions, probably like 90% of all your decisions, don't require that much deliberation. And we'll talk about why and are these decisions reversible and all that kind of stuff. How do you like to make decisions?

Yeah, I think I need to address something that I've had. Maybe some viewers and listeners might resonate with this. I had a lot of negative talk around my decision-making. I've had people very close to me in the past, as a child, as a young adult, tell me that I was indecisive and kind of call me, pull me up on, come on, let's make a decision quicker than what I was maybe taking. Taking my time on. And I thought that was something that I was hardwired. It was a hard— like a part of my personality that was hardwired. But I do think that over time, I've come to see it as— well, I've come to reframe the situation as not someone who is indecisive. That's how I was labeled. But someone who does take more time to make a decision, someone who Is I feel like I make decisions a little bit more carefully, more thoughtfully, more deliberately. And like you said, the obvious that we're not talking about every single decision. I'm talking about decisions that, you know, have more consequences behind them. So I felt like I just needed to say that because I've had a lot of negative self-beliefs around it, but I've seen it work for us. I've seen that, you know, our 2 approaches have actually been something that's helped the business.

Yeah. And we're going to talk a little bit more later about some examples of these decisions made fast and ones a little bit more deliberate. But I want to say from the start that we've mentioned this already a couple of times that not all decisions are created equal. One of my favorite frameworks is the one-door, two-door framework that I learned from Jeff Bezos in one of his articles and one of his books. He talks about this idea that most decisions in life are two-door decisions, which means that you can go through the door If it doesn't work out, you can always go back out the door and make a different decision. Very few things in life and in business are one-door decisions where you go in and it's going to be incredibly hard for you to change that decision. You know, in life, that's like having a child or even a marriage. You know, it's, it's a tough door to come out of. Yes, you can get a divorce and break up and things like that, but there's some serious consequences and costs to that. I believe in business, most decisions Actually, you don't actually need to make most decisions. You should be outsourcing some of these decisions. You shouldn't be making every single decision. A lot of the energy and time that you spend in business should not be making decisions that are not gonna make or break the business.

Mm-hmm.

On top of that, I believe that most business decisions are two-door decisions, and you should get in the habit of being okay with making a decision and knowing that it might be wrong, cuz it's okay. It's an experiment. You can learn from it. You can improve upon that decision next time around. And I actually learned a lot of this from playing poker because poker is all about making decisions and figuring out the outcome and then coming up with a better framework next time around and being okay with failing.

Yeah. You're talking about like reversing the decision, walking back from the decision. And I think that's where I agree with you. And I think we're on the same page there. If you can walk back a decision pretty easily, then you're okay. Then you don't have to deliberate on it for too long.

And the reason why I bring it up is because the business timing has a lot to do with your success in business. It's not the right time. It's also how quickly you can make a decision so that you can be ahead of the competition, so you can act upon your ideas and implement them as fast as possible so that you're ahead of the market. If you're taking too long and worried about making the wrong decision, you often lose out on opportunities. So it's actually better for you to try and figure it out. And, you know, if it works out, fantastic. If it doesn't work out, get out of that situation, start another decision as fast as possible.

Yes, and I agree with you. And I think where we differ is that you talk about your main framework. I think what you said is that you lead with the 2-door decision, the reversibility. I like to add another axis to my decision framework, and that's the relational impact. Like, how is that decision, whether I walk back from it or not, how is it going to impact whoever else could be impacted by it?

Mm-hmm.

I always think about Maybe that's where it's tripped me up a little bit, like the impact of my decision, the consequence of my decision on those around me. And so I think I always stop to pause, whereas— and that's where the frustration has been, I think, with you.

Give me an example.

Well, okay. Something quite fresh was a decision that happened that was taken yesterday in a meeting. So we've now launched a program that we're you know, kicking off in September. It's called the Residency Program, where we'll bring a resident into the $100 MBA to work with us. We have already agreed on that project, and a lot of work has been done to set it all up so that we're ready to go the first of the month. And yesterday we had a meeting with our team.

Mm-hmm.

And at that meeting, you introduced a new idea, which was that if it doesn't pan out after the first month, Then we'll revisit the whole program.

Let me clarify.

Okay, clarify.

I didn't say pan out.

Okay.

I said, I think after the first month, we should have a meeting with the team because this is somebody coming from outside, joining our office space and going to share the space with us. I think I said after the first experiment, the first month, we should meet as a team, all the actual people that work for the company and decide unanimously if somebody is against the idea of continuing this and like, what if the dynamic didn't work or like, I can't concentrate or something. The team comes first before this program. It's kind of what I said. And I just wanted to make sure that, hey, we should allow ourselves to have an out and not just commit to something and grind our teeth just because we said we're going to do it.

I know where you're coming from there. The only pushback that I have is that the way I see it is a decision was already made and the 3-month commitment was what we felt would be the appropriate time to see out this experiment. And so introducing a new— what do we say, a new variable or, or just changing that decision? And yeah, a new condition or a new decision was— yeah, maybe it wasn't what I would have done, but I love the fact that we're able to talk about it just as we are now.

Yeah.

And that I think one of the things we've learned is that we— because we've been in business for so long, we've made decisions.

Right.

We both said, okay, that was, you know, maybe not the best decision. We've owned up to it. Not to be too precious, not to be too precious about like if I'm wrong and, or if you're wrong.

Yeah. I mean, again, I'm gonna go back to the poker metaphor. Like there's a concept where you don't put good money after bad money. Like just because you bet the first round preflop or whatever in poker and you realize, oh, maybe I don't have a good hand, you don't just double down and be like, oh, I'm gonna keep spending money and keep spending my energy on something that I know already is maybe not gonna be in my best interest. Mm-hmm. Like you gotta be willing to say, This is not worth it. Let's change course.

But how does that kind of play against constantly revisiting your decisions? Because I do think that there's an element of like, once a decision has been made, and this is where I feel like, okay, if I've deliberated on a decision, like a project, and I've already spent that time, that thinking time, and now I've moved into execution, I feel that there are times when you start to renegotiate with yourself or revisit that original plan. And I don't know if that's Is that a good use of time? Can that maybe sometimes be a bit of like—

It's not a good use of time unless you have new information. If you have new information, if I say, hey, I'm gonna go in business with this person and I'm gonna commit to 3 years to be my business partner. And then 1 year later I find out, you know, they're an ax murderer. Like, I'm not gonna commit to them anymore.

Yeah, I know. Okay. All right. I think, well, we have another example about this. Maybe that's, well, we shall see with this program because—

Yeah. Well, what I'm saying is that like when you get new information, when you learn something new, You should use that data. You can't just like say, hey, I already committed, so I have to do it no matter what. But if it's just like you in your head and you're just like, I'm umming and ahhing, just see it through because you committed to it. That's fine. If there's no new information when you made the decision in the first place, then you have real no data or no real credible reason to say that this is not worth committing to.

I don't see that like with the case of the residency. Yeah. That new info, unless it's like something absolutely like, wow, this is absolutely going south. Like, no, this has to stop.

No, but that is new information. So I'll give you a good example. So we're doing the residency program for the first time. We have no idea how this is gonna go. We don't know if somebody's gonna be sneezing every 5 minutes. We don't know if they're gonna be like snooping around and looking around people's desks.

We have no idea.

Like, like I always think of like all the weird things that could happen, right? They eat your lunch. We don't know, right? We find out some new information and then we meet with the team and somebody on the team or all the team says, you know what? I actually preferred it when we didn't have them in the office. Am I going to just say, guys, I hear you, but we're going to do this for another 2 months and inconvenience you for another 2 months because we said we're going to do that? Like, we're in control. This is our world. This is our business. The whole point of being an entrepreneur is to get to— you make the rules.

I feel like I can't win this one, but anyway, I'm just like going to let it go. Let's just move on. Even though I feel like, I don't know if I agree with you, but—

Okay. All good. All good. That's the point. You can disagree. Support for today's episode comes from Square. You probably know Square as that thing that you tap your card on at your favorite coffee shop, restaurant, salon, or local store. But for the person running that business, Square is a whole lot more than a way to get paid. Square brings the tools you need to run and grow your business together in one system, from payments and appointments to staff, inventory, sales, and customer relationships. Whether you're selling lattes, cutting hair, detailing cars, running a restaurant, or starting something new, Square keeps your business tools working together so you can focus less on managing the moving parts and more on what's next. Whether you're starting something new or looking for a better way to run the business you already have, Square gives you the tools to take payments, manage your day-to-day, and keep growing. And right now you can get up to $200 off Square hardware at square.com/go/MBA. That's square.com/go/MBA. Run your business your way with Square. Get started today. If you've been a listener of the show for some time, you know how much I believe in the power of selling with live video. That's why I'm excited to have Whatnot as today's sponsor. Whatnot is the largest dedicated live shopping platform. Whether it's beauty, collectibles, electronics, luxury fashion, even cookies, sellers are building real thriving businesses. It's where sellers shine and find their people and where customers come back to see your face instead of just the logo. And get this, anyone can sell, whether your business is big, small, or yet to exist. People selling on Whatnot sell 10 times more than on other major marketplaces. That's because you're not just listing products, you're building real connections with buyers. Buyers on Whatnot aren't just browsing, they're engaging, they're buying and coming back. Here's how it works. You go live, you show off products in real time, and turn what you love into real income. This isn't a side hustle, it's It's a real path to building something that lasts. I personally shop on Whatnot. I got to say, it's a lot of fun as a buyer to watch the seller describe the product live and even comment when I bought it. Give me a shout out. It's kind of fun. Search Whatnot, W-H-A-T-N-O-T, in the App Store. Download and you can start selling right away. Let's talk about what about when it actually makes sense to make A slower decision where you have a little bit more to deliberate?

Yeah, I think for me, it's that axis. How reversible is this decision? Like, how much can I walk back from it without it being too much of a problem, problematic? We'll give an example. And then the other axis of that is the impact. And I think you might think about, as an example, hiring and firing, right? It's hiring someone and then letting them go. It's something that's pretty easy to walk back. So it's not completely at the end of like not reversible.

But it does impact the team and the morale and all that.

It impacts— it could impact your reputation. It impacts morale, all these things. So yes, while you can walk back something pretty easily, I do think there's a benefit to, you know, factoring in something else other than just, you know, I've got new information, I'm just going to change my mind. Yeah. So I see it as like, well, how much of a detrimental impact is it going to have relationally? Relationally, yeah.

Yeah. Well, give me an example of like you said hiring. Give me an example of when we made a decision quickly and we should have maybe took a little bit more time.

Well, I have an example of when we took our time to let the person go. And I think that was a bit of a blunder.

When was that?

Well, it was during our software days. It was a team, a department that I was overseeing. We made a hire. We could have hired internally, but I'm just trying to remember now. I don't— either the person wasn't ready to step up into that role, or we might have not. We might have just decided to go with an external hire. And we hired someone who on paper had all the credentials and seemed like the right fit. And then pretty quickly into their time with us, we realized, oh, they're not the right fit for this role. And I think we took too long to let them go because I think in that case, we did deliberate, but I— and I would like to say that, oh, it's because I was thoughtful and giving the person a chance. But really, I think I didn't want to backtrack in front of the team, and I thought maybe it would have shown poor leadership.

I also think that we didn't spend enough time in the hiring process. We didn't check enough references. We didn't talk to enough people to find out if they're a good fit for the team and if they had the particular experience we needed for our team. And we eventually hired somebody internally in our team. Yeah.

And it worked out.

And we promoted them and they were a rock star in their role before and they grew into the managerial role. It was great.

Yeah. I think I just wanted to like call out the fact that sometimes you're right. Like, are you taking enough time? Are you slow walking a decision for the right reasons? I think in that case, we weren't.

Yeah, I do think that when it comes to hiring, hiring is a very good example because hiring You're giving the keys to the business to somebody that you don't know, a stranger. And just to talk about this particular example, there's somebody externally coming to take a position in your business.

Mm-hmm.

And you might have somebody internally that probably could do the job. Now, I like to use the framework that if you're gonna hire someone externally, from this experience I learned this, if you're gonna hire someone externally, then they need to be at least 40% better than the people that are on your team that, that could potentially take on this role. Why 40%? Because people's flaws are not listed on their CV. You don't know what you don't know. You know the good and bad of the people in your team. You know what their shortcomings are and what they need to be trained on. But somebody externally, they're just all positive. That's all you see. So it's a good framework and a good way to kind of think about, okay, what are those trade-offs of me bringing somebody outside? And hiring is a very important thing. That's why you should take your time in hiring. But once you do find out they're not a good fit, we should have fired much quicker.

Yes, agree.

So I wanna get practical. So Jalen, who's listening, everybody else who's listening, uh, with 3 steps on how to make decisions and know which ones are the quick decisions and which ones are the ones that need a little bit more time and deliberation. So number one, I mentioned this before, we need to differentiate between the reversible and the irreversible decisions. Mm-hmm. And where they land on the spectrum in those respective subjects. Okay. So for example, choosing what type of snacks you're going to have in the office can— is a very low decision. It can be reversed. The snacks turn out to be bad. You lost $200. It's fine. You can make up for it the next time you order snacks. Okay. So it's not something you need to spend too much time on. And in fact, it's not something that you should be making a decision in the first place like this. Your time and energy needs to be spent on decisions that are going to impact the business in a bigger way. On the other hand, if you're making a decision like hiring, like the place that you're going to rent out for your office, like a partnership that you're going to have, like a sponsor or even a vendor that you're going to have a relationship with for years to come, that's something that you need to really spend some time with.

Yeah, because I mean, how do you feel about that? Like the reversibility, but there's also like a reputation thing there with the brand partnership. And as long as you've put careful deliberation into who you've hired to make that decision, like hiring, like buying the snacks, then you're all good to let that Yes.

And maybe not even like, you know, like they're going to learn. It's okay. Like, I'm a big believer that when you hire people, you have to allow them to fail. Like, you can't just be like, no, no, don't do that. Like, you know, like they're never going to learn. They're never going to have a chance to feel autonomous. And because I feel like that's the best way to learn by making decisions, realizing, oh, you know, no one ate these snacks. I should change it up. It's a weird, it's a weird example, but yeah. Number 2, you need to set clear expectations. Set a deadline for your decisions. Big decisions, you might need a little bit more time, maybe a week. Quick decisions, just trust your gut and make a decision. One of the things I always encourage you to do more of is to trust your gut. Sometimes I feel like you need to do that a little bit more. And I feel like sometimes you maybe want to get more information before you make a decision.

Yes, that's true.

I feel like you have a very good sense of intuition. You should utilize it more.

I agree. I think that's the gut check I think people don't rely on as much. And I think I think it's just that default of wanting to have as much information and making sure that I've made the right decision. But I think as I've gotten older, as I've had more experience, I've realized, okay, this is very much like this decision. I think that's the benefit also of having more years of experience in business and otherwise is that you recognize a very similar situation.

And I think that people are different. I think some people came into entrepreneurship because they like just making decisions. They like having the autonomy to just like, yep, that's what I want. This is what I do. I would put myself in that bucket. And some people, they're a little bit more deliberate. So this is a little bit more of their challenge. So this is why the deadline is so important. Set yourself a deadline, whether it's 1 hour, if it's something that's like a medium thing, or a week, if it's like you're checking references, you're making a hire and you want to think if they're good. Maybe you want to interview a couple more people before you make a decision. That's really important. So that deadline really matters.

I think we've been really good at doing that, even as simple as like time blocking. And I think this is how we've managed to do time blocking, a, you know, amount of time in our calendar to make a decision on something.

Right.

And that's like, well, let's discuss it. But we know at that end of that discussion meeting, whatever, it's a 15-minute meeting block on our calendar that we're going to make the decision on that. And I think that's really helpful for anyone that does tend to sit on decisions like I did. And I think over time, so that we could find a happy medium, we would just choose a time of the day that we're going to discuss this and then we're going to come out with the decision at the end of that discussion.

Right. Number 3 goes along with number 2, which is deciding once you have 70% or more of the information you need to make a decision. You're not going to ever have 100% of the information. You can't predict the future. Otherwise, you're going to be flawless. You're like, it's impossible, right? So whatever comes first, the deadline or you have 70% of the information. Sometimes you have 70% of the information without any deadline, like right in that moment. Just make the decision. It's okay. Especially if it's a 2-door decision. Because that's pretty good odds. Pretty good odds is 70%. And the reason why I say 70% is because a lot of people think about decisions in the short term. You need to start thinking about decisions in the long term. What does that mean? So say, for example, I'm making the same decision 3 times. Let me go a little bit wider. Let's say I'm making the decision 10 times. If 70% of the time I'm going to be right, that means that— 30% of the time you're wrong. 7 out of 10 times I'm going to make the right decisions. Yeah, 3 times I'm going to get it wrong, but I'm twice more likely to make the right decision if I'm just using this framework. That means that it's okay, I could take the losses because 70% of the time I'm winning. Does that make sense?

That sounds like a poker analogy to me.

No, so you're making it— if I'm using the same framework, as long as I have 70% of the information, I have a good chance of making a solid decision because not 100%, but I have enough information The way I see that is I think everyone is different.

And for every, like, big decision in life, whether it's changing career, moving country, I think it's relative how much you feel like you need to know about the situation, like what this, you know, could look like if I go down this path. I think that's going to be different for everyone. But where your point is, is that you should never expect to have all the information. All the information because there's no such thing as like, you can't know what's on the other side.

And I'm saying from my experience, 70% is generous. Like to have that much information on a decision, to know everything about, like if you are making a hire, for example, you're not going to know everything. Like their own husband or wife doesn't know everything.

Yeah.

Like, so it's hard to have all the pieces of the puzzle. So as long as you have 70%, you can make a decision. And what I'm saying is that over time, because you're doing this framework, You're just going to make more right decisions than wrong decisions, which means you're going to be ahead in business.

Mm-hmm.

I hope you're enjoying today's episode, today's Q&A Wednesday's episode. If you want to continue to learn and you want to get the best of this podcast, you got to hit subscribe. That's the only way to do it. By subscribing, you're going to get our next upcoming episodes automatically. And the episode I really am excited about that's coming up soon is The 4-Hour Workweek. We revisit the book The 4-Hour Workweek by Tim Ferriss. He wrote it back in 2007. And I talk about how that book kind of ruined a generation and how a lot of people misinterpreted this book. So hit subscribe so you don't miss that episode. Now, I just want to get really real with Jalen, who asked today's question, everybody who's listening. The real reason why your decision-making is slow is because of your fear of failure. A lot of people take a lot of time to make a decision because they're so terrified of being wrong or making the wrong decision. What I found is that Spending the right amount of time or not as much time as you think is needed will allow you to make a decision. If it's wrong, you'll learn quickly and you'll be able to learn from that decision and make a different decision that is going to help you to move closer to your goals. In the meantime, if you took months to make this decision, you learn nothing and you waste a bunch of time and it just slows you down. Here's the thing that really sprung me into action when I learned this is that I cannot compete with my competition in my field, in my business. If I'm taking forever to make a decision when they're making quick decisions, moving fast, you know, Mark Zuckerberg, love him or hate him, he has a very famous quote. He says, you know, Facebook grew because we built and broke things and figured things out. You know, like it's okay to break things to learn what doesn't work. So failing is not the end of the world. I know that it's been drilled in our head from school, like failure is bad and getting an F and all that kind of stuff. Failure is one of the greatest teachers. One of the reasons why failing is so good at teaching you something is because it hurts.

Mm-hmm.

When something hurts, you remember it. This is why when we go to hiring, one of our rules is that if you hire somebody, if you make the decision to hire somebody or somebody on our team makes a decision to hire somebody and it turns out to be the wrong hire, it's their job to fire them. They have to have that conversation with that employee. Why? Because they need to feel that burn so that when they go to hire next time, they're like, I better check my references. I better make a better decision and be a little bit more deliberate because I don't want to experience that again. So just to get a little bit more practical, if you're making a decision, in my opinion, and you want to figure out how much time to spend on the decision, ask yourself, is this decision reversible? And what's the cost of a wrong decision? Is it going to cost me a lot of time and money and energy? Is it going to be a heartache? If not so much, if it's not that bad, then just make a quick decision. It's okay. It's not the end of the world. You can learn from it. If it's gonna cost you a bit, Then spend a little bit more time and deliberate a little bit before you invest your time and money in that decision.

I think there's also an awareness. Like, I like the idea of reflecting on decisions, whether they turn out well or they turn out badly or poorly, because I think it serves you as a guide in future to make those other similar decisions quicker. If something went wrong, what happened? Was it something that was out of my control? Was I too hasty? Was it that I misjudged. You'll learn a lesson from if something didn't turn out. I feel like anytime something's gone wrong or south in a decision that I've made, I've taken a moment to analyze why. And then that gives me feedback next time something, a similar decision comes around and I kind of look out for—

Those reasons.

Those reasons.

So, to wrap up today's episode, decisions matter. Let's not just forget that. The decisions that you make have a direct correlation with the outcomes that Mm-hmm. You will have in your business. So one of the things I want to remind people of when I say just figure out if this is a decision that needs a lot of time is that decision-making is a muscle that you need to exercise. So the more decisions that you can make, the more you're going to get better at it. The more you're going to get comfortable with trusting your gut, the more you're going to understand, wait, I need a little bit more research. I need to ask a few questions. I need to check some references. So just get in the habit of the fact that, hey, I need to get better at this, just like I need to get better at anything else, other skills in my business. And as the founder, as the leader of your business, your ultimate job is to make sound decisions. I remember listening to an interview with Warren Buffett, who's, you know, obviously a multi-billionaire, and he says that my number one activity is making a few important decisions a month. That's it. He just makes a few decisions. That's all he does for a living, really. And those decisions impact everything that he does with his investments. So you have to look at yourselves. Now we're not all Warren Buffetts, but You have to look at yourself and say, hey, what impactful decisions can I make in my business that will change the trajectory where I'm going and where the company's going? That wraps up today's episode. Nicole, thanks for being here and thanks for helping me out. If you want to continue learning, just scroll back on whatever app you're using right now— Apple Podcasts, Spotify, YouTube. We have a recent episode on how to choose which business to start. If you're not sure which business, which is a decision, then this is going to be a great episode for you. Go ahead and check it out. Thanks so much for tuning in and being part of Q&A Wednesday. Remember, if you have a question, you could submit it over at 100mba.net/q and we'll answer it right here on the show. If you found today's episode helpful and you want more practical business lessons to help start, grow, and scale your business, subscribe to the podcast. All you gotta do is hit subscribe or follow on your favorite podcast app, the one that you're using right now. By hitting subscribe, you get our next episode automatically. It's absolutely free and it's a way for you to commit Mazda has been named Consumer Reports' Safest New Car Brand.

It starts with our approach. Every Mazda comes standard with proactive safety features, so you're more aware of what's around you, more focused on the road ahead, and safer behind the wheel. Mazda is a brand that's committed to safety. And ready before problems ever start.

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more of what matters most to you. Go to MazdaUSA.com to learn more. Consumer Reports does not endorse or promote any product.