Hey, Chris, great to see you. And thank you for coming on my b2b coaches, five tips sessions. These have been great ways to introduce people I respect to my community. And I definitely respect you as a leader in the entrepreneurial industry, an author and a hell of a bike rider. If you could share a little bit of what you do and what you're passionate about and then just go straight into your five tips. I'll ask you a couple of questions at the end.
Okay, right on. Well, John thank you very much, dude. To hear those words from you is humbling. I'm truly humbled to be on your show today. I work with primarily with senior leadership teams and senior advisors, or excuse me, leadership teams and senior leaders as an advisor and also doing strategic work. I have a variety of different tools that I used to help them with that. But the new thing that I'm launching is the Hippy Capitalists. It's a little on the weird side, the different side. But it's helping people embrace the idea that, that they can define what success looks like on their terms. And if we can define what success looks like, then we can go out and how do we break it down and achieve it. So long story short, that's what that we do. So with this today, you and I talked about it. And one of the areas that I see consistently with people with challenges, and this is both with leaders and leadership teams and individuals, is how do they go through and manage their time better? Time management is one of those bigger challenges. So where I have everybody start, it sounds really simple, but it's actually to go through and list it out. If people take the time to go through and list out throughout the course of say, a week, roughly, where is it they're investing their time? Roughly 15 minute time blocks, how much time are they doing in this? Where are they putting their time there? This in and of itself, as silly as it may sound can be one of those challenges that when people see this and they see it written out I can't tell you how the light bulbs go off when people realize that they're silly little devices that are supposed to save them time, meaning their cell phones are actually told time hijacks, and that we lose a lot of control when we're bouncing in and out of things. But the first thing is to start listing those things out there. That make sense? Yeah, absolutely. All right. The next thing then, and this is comes from from EOS, which is the entrepreneur operating system, which I've been professionally trained in implementation. And I love this tool, because it's really, really simple. But it's very, very powerful. If you take those things and you start listing those things out there. What are those things that you love, and you're great at? Things to like, and you're good at? Things that you don't like and you're good at? Or maybe you're good at them, but you don't like doing them? And the bottom ones are the ones that you hate and you suck. I get them. Yeah, when we're business owners and entrepreneurs. We have to live here. We have to do a little bit of everything. We're chief cook bottle washer, Little of all of that. Ideally, though, we want people to start transitioning to where everybody on our staff is above the line. When you can achieve that, what you're doing is you're starting to get become, where people are maximizing what their potential is, and what their great is great at. And if we can be over here in the top left quadrant, the things that we love, and we're great at, well, realistically, that's self actualization. And that's where people are really going to start to refine and hone their skills and become amazing. Now, in this area down here, the don't like not good or the hate stink that like I like to call it. For me as an example, this is an area with
well, open and honest, I'm reasonably dyslexic. I have six companies, I can fill out government forms, but my eyes bleed and they're probably going to be wrong. So the intention with this is we list those things out here. And then it's up to us to start finding talent, people who are great at it, that want to be able to dive in and can do those things better. So I have a hand handful of bookkeepers and a couple of counts that work for me. I don't quite understand it, but they love it. And in that case, this happens to sit on their top left quadrant. They love doing it, and they're great at it. So when we're doing this, our primary objective is to start defining who can help us? How can we delegate those things out? Because as business owners, when we have to do everything in the middle, yeah, fair enough. But we have to learn to start letting go that vine, letting go of those things, delegate those things out there. So this next tool is something I developed with my book, The aspiring solopreneur. But the intention with this is to start actually putting $1 value to our time, what's your time worth? And when you think about it, there's only three things in the world we can leverage our time, our talent and our treasure. Well, treasure is what everybody measures meaning money and stuff, but it's the least valuable because it can disappear and we can leverage it. Always bring it back up. Talent is something that we can always be effective. Nobody can steal it, we have to give it away. And our time is probably our greatest asset because it diminishes every second. So the way that I suggest people look at doing this, if you have an hourly value of time, let's say you make 100 grand a year. Fair enough, we say that there's 2000 hours in a year, 40 hours a week, times 50 weeks, we're saying that your time, quote unquote, is worth $50 an hour. That's the value of your time. Yeah, you take those things that you have listed, and put, what are the things you love? And you're great at here? were the things you like and go out. Okay, okay. Hey, suck at it, and love and suck at it. Well, this, respectfully would be me and like golf. I might like it, but I suck at it. So that's a hobby. This bottom one is a hobby. It's things where, all right, you have to acknowledge I'm spending money I'm spending time doing but once we start seeing this, it allows us to dive in a little bit further and figure out okay, wow, you know, Doing that high level business development, working on the culture within my organization, training those new things, building those new processes. Man, that's thousand dollar $10,000 $5,000 an hour work. That's where I should be focusing my time. Versus here. The books. Oh my god, bookkeeping, I hate it, I suck at it. I should contract all that stuff out. But it's a very simple tool that helps us to start defining what it is we need to leverage out and how do we let go of it? Does that make sense?
John Lund 06:30
That totally makes sense. I really like that for
that. All right, cool. mentalizing really well. All right. So then this next one is specifically designed when we get and a lot of times the front end managers, we get to a point where we've got our front line. And our front line is like, well, I don't like doing this and I want to delegate it away. Well, maybe we don't have anybody to do delegated away to but sometimes we can realign what people are doing in in different ways. So in this particular case, if we have a team That is accountable to get everything done in that in that particular segment. Great. They need one of those things that they need to maintain, or they need to maximize. If you've got a front end sales force, their main job is to do Boom, boom, boom, boom, whatever it is, close deals, you know, new leads, what are those things? What are the things that we're currently doing that we can eliminate? from the movie office space? Can we eliminate those TPS reports? Can we eliminate all that bs that has no value, but we've always done it that way. Let's propose it, see what we can do to address it. Are there other things that we can simplify, innovate or automate? We are moving at lightspeed. And if we look at those things, are there ways that we can take different actions, activities, tasks that have become mundane, but they're not highest and best use of our time? And we actually figure out a way to, to simplify them and innovate. And then the last, is there something that we need to be coordinating that if we can have more value with one side or the other? Is this a way that we could be getting referred Is this a way that we can be maximizing our engagements? Can we get an add on sales? Can we be, you know, getting a, you know, good stories for our PR for what? Whatever those points may be. But using this very simple tool can be very, very effective on those front lines to help provide people another way of looking at things, and how can we harness the power of the front to help us get all right. And then the last thing is the idea of time blocking. And I stole this from the book called The one thing, which is a wonderful book on it. But it talks about how we lose about 30% of our time, up to each day in transitions. cognitively, every time our phone buzzes or rings, or we're very Pavlovian. We only may stay on spend a minute on that email. But it'll take us almost three minutes to get back into the cognitive thought of where we were if it was very deep and focused. So in the book, I use it if you're wearing the hat of an investor or manager, businessman or technician, whatever those are You block your time out to where this is where I'm going to be focused for two or three hours on x, or maybe you start with an hour, or whatever it may be, right? If you can start being very intentional with your time, being very, very productive with your time very protective of it, highest and best use. And if you get people to start understanding that know, if the doors closed, unless the building's burning down around me, I need to stay laser focused on what we do. You can get a lot more done in a much shorter compressed time, because we're proactively taking control of our time.
John Lund 09:36
Makes sense? Yeah, it makes a ton of sense. Another great, those are some fantastic tips. Question four, obviously deal with a lot of small business owners and they they struggle getting started on something like this. What are those hold backs? How have you helped them overcome some of those types of things just getting started on whether it's delegating or just focusing on the right stuff. I love the tips but just that first inertia and to get over the
line, this biggest challenges is most business owners insecurities of actually letting go. I've always done it this way, this is how I do it. And that the biggest challenge is that as a business owner, understanding that the bigger you get, and I have some billion dollar organizations I work with now that fewer decisions that you should be making, but they're going to be much bigger and much more important. And understanding that when you're deep in the weeds working in the business, you may make 80 decisions a day. Ideally, when you become the senior senior leader, you may be making eight amazing decisions a month. But to do that, you have to realize that you have to build a team around you that you trust, and you have to let people go. And it's not like Hey, dude, here's a key driver like you stole it, good luck. That's not going to work. We have to train those people. And then we have to let them go off the rails a little bit but help them and be very, very patient. But be very intentional. With this is where we need to start getting that time. How do we transition to that point?
John Lund 11:05
It's really good. Yeah, time management is critical and doing what you're good at is critical when it's sometimes hard to get there as a business owner. I want to thank you for being on the five tips today. It was a great, great information I know people will enjoy watching it, your email was all over it. So we can have people contact you. I assume just on your email that they want to learn more about what you do and what services you offer.
got asked for the sale. Yep. Thank you very much. So yeah, if I can be of any help with that, please let me know again. Thank you so much.
John Lund 11:32
I appreciate it.
All right. Does that work for you? Yeah, stop recording.