559 | How To Get More Priorities Done

Chris LoCurto 0:01
On today's episode, we are discussing how to prioritize better, to get more important things done that is coming up next.

Welcome to the Chris liccardo show where we discuss leadership and life and discover that business is what you do, not who you are. Welcome to the show, folks. Today we're talking about how to prioritize better as a leader now, we're gonna discuss the importance of prioritization in leadership for both business growth and personal development. Now, listen, I know as I say, prioritizing, you're probably thinking, Oh, I prioritize really well, well, I will tell you, I'm gonna push back on that, and say that the bulk of people, and all of us, in our business, we came from this as well have not been taught how to prioritize well, have not been taught how to prioritize correctly. Most entrepreneurs that I know, are most entrepreneurs that I have led, when I first meet them, their prioritization is what feels right. You know, it feels this is the thing, this is the fire that's burning, I gotta go put out the fire. Those are not great ways of prioritizing for business growth. And it's definitely not good for personal development. All right. So what we tend to see is that style, you know, hey, this is the fire, we got to handle the fire, hey, I don't really know what we should be doing. So we're going to handle the thing that's right in front of us. I think I've set good priorities. But I am running 90 to nothing. And I couldn't tell you everything I did today, our goal is to help you out in that area, our goal is to to help you to change that and be able to prioritize really well. So that you are able to grow your business that allows you to focus if you do it really well. It actually get stuff off your plate. If you do it really well, it gives you time back. And I know nobody listening to this episode wants more time back, right? Of course we do. Why? Well, you know, actually, let me say some people don't, some people want to be running 90 to nothing, because then they convince themselves of doing all the right stuff, I will tell you that being able to have time to focus on my leadership and my business and what growth looks like and what priorities are. And, you know, strap planning strategizing what we're doing. Those are the things that allow me to be a veteran leader, being busy nonstop, with things and not knowing what I'm doing. I don't get the lead. I don't lead I don't focus on strategy, I focus on the thing that's right in front of me. That's why years and years ago, I just had enough I was done with it. I was tired of running like that, I knew that I needed to change things. And so that's what we're gonna kind of talk about today. So we have three keys of things that we're going to discuss on prioritizing better, right? The first one is understand your goals. What do I mean by that? So many people write down goals, they'll sit down and say, here's the things I want to accomplish next year, I want to do these 10 things, and then they put those things down on a piece of paper, write it down on their, you know, on their computer, put it somewhere, and then it sits there. And then they hope that they accomplish those 10 things somewhere around November, December, they pull that thing back up again and go, Oh, hey, well, we hit three of those things. Those are not goals, guys, those are dreams. You need to be setting clear goals that are measurable. What do I mean by that? Well, if let's say you plan on growing your business by 100 new clients next year, 300 new clients, 1000 new clients, whatever it is, then what you have to do is take this concept first for me. And again, there's so much to this, but I'm going to give you the basics around this. The first thing I would do is find out do I have the capacity for 300 new clients, can I add 300 new clients with my business capacity 100 new clients 1000 new clients, what's the number of clients I could take on with my resources, my team, you know, my sales staff, my customer service staff, you know, the people that are going to provide the service products, whatever, for these new clients. Right. The last thing I want to do is add more people than I can handle. I don't want to bring on clients and next thing you know, I can't service all the clients I currently have. And next you know I'm dropping balls on things and clients are getting upset and I'm losing clients. That's not how we like to grow. Now everybody out there thinks I don't grow as fast as you can put as many clients on as you can. That's what to do it. No, it is not. That's the way people who don't prioritize well do it. That's the way that people who end up battling like crazy and putting out fires 24/7 becoming professional firefighters. That's the way that they do it. Those of us who run businesses better than that run them well, we actually choose to look at what we can accomplish. How much do we have, we look at adding clients and recognize when it's too much, because too much is actually going to create problems, it's not going to make it you know, 4000 clients is going to be great. No, it's not not if your business can handle it. In fact, in when a company comes through for the first draft plan, almost every single time I ask a question, if we were to double your revenue tomorrow, what would happen? The whole leadership team goes, we'd self implode, we couldn't handle it, there's no way we're not prepared for something like that. We're not ready for what we're dealing with right now. So the key is you have to set clear goals that are attainable, something you can hit. So my suggestion is sit down and go through all of your resources, all of the things that it's going to take to service your clients that you currently have, assuming that adding new clients is, you know, adding sales or something like that, there can be all kinds of different things that you want to set goals and go through and kind of reverse engineer from what the goal looks like, to everything it's going to take to accomplish it. Yes, I did say everything, everything you need to do to make sure that you get to that goal. Walk through it backwards. If this is the destination over here, then what are all the things I'm gonna have to do to get there, I always use the example of going to the beach, everybody's been at the beach, or at least I think everybody has a lot of people have, you know what it's like to go to the beach, you know what it's like, when you're there, you know, what you're gonna do on the beach, whether you're going to lay out in the sun or throw a frisbee or read a book or whatever, you know, where you're gonna go eat, what kind of foods you're going to eat, the things you're going to do. You probably have a favorite hotel or Airbnb or something that you stay at, I don't know. But most people know what it's like to be at the beach. The key is, is how do we get there? So how do we get to having that vacation that we want? Well, we've got to have travel plans. And if we're flying, if we're driving a car, we need directions or fill up the car or, you know, we need plane tickets, we need to reserve the Airbnb or the hotel or we need to make sure that we're packing all the right stuff, if we're going to the beach, do we have bathing suits, and so on, and so on, and so on and so on. All those things, believe it or not, are micro steps, they're they're little pieces of strategy. They are action steps in a strategy of getting to our destination, and having a good time. If the goal is the beach, and the goal is fun, and the goal is, you know, family time and all that stuff, we've got to do all of the steps to make sure that it becomes successful. Well, folks, not a whole heck of a lot different when it comes to your business. Obviously, considerably more complex in areas. But the concepts are still the same. Right? You need to put together clear goals of what you plan on doing. Put the steps together, how you're going to get there. And then this is super, super important. Make them measurable. If you cannot measure every step along the way to getting to that goal, then how are you ever going to know whether or not you're doing it? Well, whether or not you're doing it right? Measure the goals. If it takes me, you know, if I'm going to add, you know, 100 clients in a year, let's say 120 clients in a year, that means that I'm going to be adding 10 clients a month. That means that every single month and if it worked out this way, every single month, I've got to add 10 clients, that means I've got to do steps in this very first month to make sure that I get 10 clients, that's two and a half clients a week. So if I get to the end of the week, and I don't have two and a half clients I'm already behind. That's gonna affect my whole year. One of the things I have to change right now to make sure that I kick it up. So by the end of week two, I've got five clients, right? All of those pieces, all those measurements that show you how you're doing or your team shows your team, how you're doing. Those are musts, when it comes to setting clear goals and actually accomplishing them. Another thing you need to do is you need to differentiate between the urgent and the important tasks, right. You need to make sure that you're taking a look at the things that you're accomplishing and asking yourself, Is this something that's just urgent or at least it seems to have urgency on it because I don't know it appears to be a fire but maybe it's not. But it seems like it has to get done but maybe doesn't feel you need to separate that out from the important task. If I don't get this task done than blank right now, what do I mean? There are many things in our life that is urgent, but not important.

That email that comes in pops into your inbox while you're focused on something important, like maybe you're a salesperson, and you're focusing on trying to close some sales, keep some momentum going, and then you get momentum going. And then you get this email in your inbox. It's like, I got to stop. But I got to open up this email, because it might be a sale, it's urgent, you open up the email, and it's something that somebody has sent you, which is like, you know, a cat playing a piano on YouTube. Definitely not important. But it sure seemed urgent, because it came into your email inbox. And by gosh, everything coming into your email inbox has got to be important right? Now it doesn't. So sometimes we have things that are set up in ways that create an urgency. But when we get to them, we realize they weren't important. Another way we do that, is sometimes we don't want to go after the difficult things, the tough things. So instead, we make things that are not important, urgent, like answering emails, if I don't want to get to that tough thing that I have to do today, boy, I'm sure gonna go through my 47 emails or 400 emails, whatever I've got in my inbox, I'm gonna go through those because those are something I really those are urgent, I've got to get to those. They may seem urgent, but they're not important. You've got to separate you've got to differentiate between what appears to be urgent and what is important, and then prioritize the daylights out of the important. What are the things I need to get done today, to move this business forward? What are the things I need to get done today, to move my goals forward? Are the urgent things actually that urgent? If they're not, oh, put that in your mind of this isn't something I need to get to right now. You know, maybe shove it aside and get on the important things. And when you're done with the important things, knock off a couple of those things that appeared to be urgent. Another thing you need to do with your goals is make sure that you are aligning your daily tasks with the long term objectives. What do I mean by that? You've got only so many hours today to get things done. So it would be wise to take a look at what is your responsibility in accomplishing this goal. Now, it may be a goal that's just for you maybe a goal for your team. I don't know whatever it is. But whatever part you're responsible for, does today's task align with accomplishing that goal? I know you got tons of other things to do, I get that I understand that. We'll talk about that on the on the next key here. The thing is, the sooner you start putting in the tasks that are going to help you accomplish that goal, as important. As soon as you prioritize all the things that are important, instead of urgent, and you start knocking those things out, you will be blown away at how fast you start moving in the direction of knocking out that goal. Who knows you might not get out faster than you thought. So you got to take a look at your daily tasks, the things that you have to do today and ask yourself the question, with my responsibility for accomplishing the goal that I've set or the goals that I've set clearly. What should I be working on today? When should I work on it? Do I need to put a time block together so I can knock those things out. Make sure that you're putting your daily tasks together in order of most important, you know, unless something has to have a specific timeframe, build it up as most important to least important and then start knocking out the important things. This will help you to accomplish the aspects that you are responsible for on this goal that you've set. Key number two, and this is this is a tough one, no matter no matter how much people think they do this well. Most people do not. And that is delegate effectively, folks. I will tell you that the art of delegation has a massive impact on prioritization. What do I mean? You have got to get things off of your plate that you should not be focusing on now. Mainly, I'm speaking to leaders, I'm speaking to business owners here. I'm speaking to anyone who is not paid to do the same job over and over and over and over again. There are plenty of people who are paid to do tasks right. And they are looking to you leader to lead them and make them better. So if you are loaded up with tasks, guess what you are not Doing leading, you're not making their life better, you're not making their job better, you're not making them better at what they're doing. You're not making it easier for them to accomplish things faster. You're not focused on them, because you're overloaded with tasks. So you need to go through your tasks and discover what things need to change, what things should you not be doing, that you can delegate to somebody else and get them to do it. So you can focus on higher level stuff, like making your team members better. That's your job as a leader, to make your team successful, not the other way around. So what does it take to make them successful, it definitely is never going to happen. When you have a leader who's bogged down in tasks, it just can't, you can't possibly get it done, you can't get everything done. If your tasks are your identity, if you feel important, because you're running 90 to nothing, then I can tell you, you're gonna have a really difficult time giving up those tasks. But for those of you who actually want to grow, grow personally grow your business, then an important thing to do is spend time going through your tasks and discovering the things that you really shouldn't be doing. The one one impactful way, I like to say it is this, take your salary. Right? Take a look at how you how much you pay yourself per hour, take a look at your tasks, ask yourself what things should not be done at your pay rate. Right. So if you're a business owner, and you're taking home a larger chunk than an administrative person on your team, who could be doing the job, but you're doing it, then guess what you are paying you your hourly rate to do something that you pay an administrative person to do. What does that mean? You are not focusing on things that are going to make that person's life easier that it's going to grow the business, that's going to help everybody else, because you're stuck doing administrative tasks. So get those things off your plate, and do something that's worth the money that you pay yourself. Stop doing things that you have other folks that you're paying to do. Right, it makes sense? Well, I don't want them to think that I'm not doing trust me. If they are healthy team members, their focus isn't on whether or not you're doing administrative tasks their focus is on, are you doing the things that are going to keep this business moving? Right, my team does not ever want me stuck in administrative tasks they expect me to be doing the more higher level stuff that I need to do that keeps the business going and keeps bringing in work for them to do. Right. So if I'm bogged down in administrative tasks, they're gonna start asking themselves the question, who's gonna lead the business? Who's gonna make this thing work? If he's doing those things, then how long is it going to be before things start falling apart? Now, your team may not think that way. But mine does, because we teach this stuff. So they're, they're constantly expecting me to do the things that are higher level that I am more experienced that not focusing on something that they are great at, and they can knock out. And here's the funny thing, the administrative people can knock out the things way faster than I can. Because I'm just, I'm not that great at it. I'm not that type of a person, I'm not an administrative person who can keep doing the same thing over and over again, every single day. Right? They're good at it. It's their expertise, I let them do it, I get it off my plate, I've gotten it off my plate. And then I delegate it, here's the other thing, you have to make sure that the person you're delegating to, actually has the ability to take on new tasks, if they have the capacity to if they have the ability to Great, then you can start handing things over to them. But it doesn't stop there. If they don't have the capacity. And you do need to get stuff to them, you have to ask the question, Is there things that can come off of their plate and go to somebody else? Because I need to get stuff off of mine? I need to start getting these things moving? Well, Chris, but I don't have that right now. It's possible you don't. So you're gonna have to keep doing the things that you're doing as you continue to work to build a business so you can start hiring some more people so you can get some stuff off your plate, right? We do it through the cost justification. If I get these things off of my plate to somebody else, and they're doing it. Does that allow me that the hourly rate that I'm paying them, does that allow me the opportunity to go and make more money than I'm paying them hourly, right? If I'm doing more important things, if I'm focusing on clients, if I'm focusing on sales, whatever it is, can I make more money if I get this off my plate and pass it on to somebody who's administrative. That's what we're looking for. Now, as we delegate, don't do what most people do, hand something out. Here you go, I need you to go do this thing. Did you get it done yet? Did you get it done yet? Hey, is

that thing done yet? It's not done yet. Okay. I'll just take it back. I'll make it happen. Listen, proper delegation is not about you handing something over to somebody expecting that they can do it incredibly well. And then bugging the daylights out of them to find out if they've done it. Instead, what you need to do is spend time training and teaching. Well, Chris, I don't have time, we just we just realized that I'm I'm bogged down. Yep. Here's the deal, this is going to add a little bit more work to you to get more work off of you. To properly delegate, you have to spend time with the person you're delegating to make sure that you teach train coach, guide direct everything you can to make them successful at doing the thing that you've been doing. And then ask them a ton of questions to make sure that they understand it. And then you come back on a scheduled basis, you know, maybe it's once a day, maybe it's once every few days, maybe it's once a week, and check in on them to see how they're doing. Not asking if they got a ton asking if they've got questions asking if everything makes sense. Ask him if anything's confusing. Ask if there's any better ways that they could think to do it. Yes, they may come up with a better way than you've been doing it. Right? Ask him what there's any tools that they need, whatever it takes to get them to a place that they're doing it successfully and hopefully, doing it better than you did. Yes, you should not feel bad about that. I want to be able to pass things on to my team that they do better than me, right? Because that means I raised up somebody who's doing better than I am. That means I've not only duplicated myself, but it's even going better. These are the things that we are looking for. So last thing you need to do, not the last thing, just the things that we're covering in this episode on proper delegation, there's so much more this in our lesson killing the leadership Crazy Cycle, there's a ton, but these are things that are gonna help you right now to get this done right. The next thing you need to do is empower your team members through the delegation process to increase the productivity and focus. What does that mean? Let them know that the thing that you're passing on to them needs to get to a specific level of success, right. But also be very aware that they may after a period of time now, a lot of times, we don't want anybody to reinvent the wheel. Sometimes that's the reason why we don't delegate is we're afraid somebody is going to try and reinvent the wheel. And it's going to be worse than it was. Because sometimes people do that, right. But if you've trained them properly, and they're doing it successfully, then allow them the opportunity to give input, don't change anything. But hit me up with ideas on tools that can make this go better, faster, you know, software that can make this easier on you, whatever it takes, what is it that you can do or whatever you're thinking about? Or spend some time processing and thinking about? How could this go better, faster, easier, whatever it is, let them know that they have the ability to question the process, not change it don't change yet, I want to talk about it with you, you know, run it by me, let's discuss it, you know, until you until you know the person so well. And you've delegated so many times to that person that you know that they always come up with a better way. And you can trust the process. You know, have them run it through you make sure that they are getting with you to say, Hey, I think this could be better here. Hey, I think this part's not even needed. Whatever it is empower your team members. And that will help to increase the productivity as well as the focus. Key number three, embrace flexibility, folks, you've got to get really good at adapting to changing situations. And when it comes to goal setting, when it comes to productivity. Please make sure that you in your mind, you're not setting things in stone, this is one of the toughest things for certain personality styles. You know, some personality styles love the change, I want the change, I don't want to be stuck to the same goal. You know, I hope it changes well. That's probably not a clear and successful setting of a goal are we're hoping that we did it right on the front side. And we're laying this thing out, well, we're accomplishing it well, but here's the deal, things are going to happen. One of the things we tell people during strat plan is listen, we've put together this we've spent days here putting together this six 912 month plan for you to go back and implement. And right now, it seems pretty darn fantastic. But when you get back home, you have no clue what's going to torpedo your day what's gonna you know, you might have a key leader leave you might have you know, an issue with the client, you might have something that comes along and torpedoes your day, and it's gonna affect this plan. Be prepared, be ready for it to be able to adapt what needs to change not just the urgent, but what's important that needs to change what needs to adjust What do we need to scale differently? What do we need to spread out? You know, I don't always I always tell people don't let that be the excuse for you not getting things done on your goals and your strategy. Because then you'll just keep pushing that thing out. And instead of being, you know, going to the beach in the summer, you're going to the beach in the next spring. That's not what we're looking for. We're looking for, hey, here's what's happened. reprioritize, come back to everything that's a priority on your list and ask yourself the question, what are the most important ones? What do we need to push? What do we need to change, you may also find out sometimes putting your your strategy together to get to your destination, that there's parts of it that aren't gonna work. Or there's parts of it that aren't needed. Or there's parts of it that are redundant. When you get to those places, evaluate like crazy, make the changes. So be prepared for things that are going to come upon you that you weren't expecting that are going to torpedo your day that are going to change things for you. How do we react to this? The other thing is, what are the things that we're doing that we need to change? Please, please, please, please, don't consider this a sacred cow. Don't consider anything a sacred cow for that matter. Don't look at this and go, we laid out this plan. I'm too embarrassed to change any of it, you know, we laid it out, we're moving in this direction that the team knows it. Listen, one great thing to teach your team has to adapt when things aren't going the way we wanted them to. So I always hate it when people just push forward on a goal like crazy. And don't stop. Like, Well, we made this commitment. No, you made a commitment to try and accomplish the goal. So if the goal is not going to work out, don't make your team stay stuck to certain aspects of it, change it, fix it, do whatever it takes to make the goal, right? Right, change those things. Don't keep doing the same thing. Just because you're afraid that everybody's gonna look at you and go, Well, I thought this was what we were supposed to do. It was. But now we're adapting, we've come to new information, we're further down the line. And we're looking at it differently and realizing we need to make some tweaks and changes. Or the worst thing is, the goal is not going to work out. You've gotten far enough to realize this thing's possibly going to collapse or you know, fail. And instead you keep moving forward. Nope, can't let go, nope, gotta keep doing it. Nope, we got to make this thing happen. We got to figure it out. We got to do whatever it takes, instead of gaining quality perspective, recognizing that the thing actually probably needs to be shot and buried, and then you move on, but what does everybody gonna think? Well, if you help them to understand that the goal that we had set up, we're now coming to a place of realizing it was going to fail. And we don't want to keep pushing things forward on something that's going to fail. They probably think you're pretty smart. If you don't, and they know that it's going to fail, and you keep pushing forward to probably going to think you're pretty dumb. Because they're not going to understand why you're still doing it. So make sure that you are adapting if you find out that something is not gonna work out. Don't keep doing it, lose your pride, lose your ego, lose hubris, fix the thing, make adjustments, do whatever you need to do. Hey, folks, a couple years ago, I was visiting with a client and the CEO said to me, Chris, we're not going to hit our goal. I asked him what he meant. And he said, We're gonna miss our three year revenue goal coming out of strat plan by a few months, I didn't realize it at first, that he was having a little fun with me by saying they were about to triple their company in less than three years. How freaking awesome is that? Folks, these are the kinds of results that businesses get by coming through our four day strat plan event. On average, we find $2.1 million worth of revenue in the next 12 months that the company was not planning on. And this event is for all sized businesses. If you're small, medium or large. It works for every single business, because it's not industry specific. It's about gaining all the information about all the things inside of your business that are holding you back from success, and then giving you a plan and a process on how to walk that out and be successful in your business. By discovering the things that are holding you back. It helps you get to all of those goals that you've been planning on for a long time. So if you're ready to get the perspective, you need to solve what's holding you and your business back. So you can grow faster than you need strat plan. To learn more,

go to Chris accardo.com/strap plan. That's great. So curto.com slashed strapline. So understand your goals, make sure you're delegating effectively, make sure that you're embracing flexibility. Okay, so what are some common barriers to effective prioritization? Well, I will tell you the first thing that I started with this, essentially is that the over commitment over committing, taking on too much, absolutely has a terrible effect on setting goals on prioritization. When you don't realize and how does it happen? It's simple. It's like I was saying, when you don't understand what your capacity is, to accomplish the goal that you're setting when you don't understand, and I'm talking about everywhere, team members, money, cash flow, tools, footprint, right? Whatever any resource that you have, that you're going to utilize, you know, correct vendors to pull it off any resources that you have to pull this thing off? If you do not understand your capacity, and all of those areas, then what in the world are you doing, setting a number or a goal, whatever. So often, and I mean, often, people are taught that you don't check out what your capacity is, we don't even understand that concept yet. We don't do that kind of stuff. What we do is we put up a number and we tell people to go after it. There are most of the businesses I know, have at one point or another, use that as a goal setting tool. Here's where we want to get we want to make a million dollars next year. Gotta go team, let's make it happen. Yeah, but how are you going to do that though? We got to work harder. Okay, so is your team not working hard enough? No, apparently not. Because we need a million more dollars, though. So maybe they are working hard. But they need to work harder, we need a million dollars. That's the most ridiculous way to ever figure out how to set a goal. You know how to get to a goal. Instead, what you need to do is spend time looking through your team, your team's whatever, all your resources, and asking yourself the question, what do we have available in the next 12 months that we can utilize to accomplish a new goal? You know, if our team is working at 70%, great, we got 30% more, if our footprint could take on three more hires great can we do we have the resources to hire three more people do accomplish his goals, whatever it is, go through and find out what your capacity is. If you over commit to stuff and you don't understand what you can accomplish, then what you're going to discover is thing, you're going to be putting out fires like crazy, you will be a professional firefighter. And you will spend your days and probably your team as well. fighting fires, folks taking on too much is not smart. Jim Collins talked about this years ago, and the book Good to Great. And it was just it's such a fantastic thing to see big businesses doing is that there are many of these, you know, very large organization, industry organizations, that set parameters, like and I'm just making these numbers up, but they're not that far off. They're probably pretty exact. And actually, you know, we can't grow any less than 10% 12% 14%. But we surely cannot grow any more than 20% 22% 24%. Right? Somewhere in arranged like that. Now, keep in mind, that's industry. So for a small business, we might be able to grow 40 to 60%. And we do just fine. The key is is you know, they have come to understand growing any less than the not the minimum number, the minimum percentage that they've put in place is actually going to create problems, they're going to have financial issues, they're gonna have resource issues, right, they're not going to be making enough money, and they're gonna have people twiddling their thumbs, you know, you might have good people leaving, there's all kinds of things that can come up, but not be able to pay your vendors on time, all that stuff, right. But what they've also realized is that they can't grow past a specific percentage. Because if 20% is the maximum their their resources can handle the max capacity that they have. Then 21% is going to start to create problems. 22% is going to create big problems. 24% is going to create fires. And now they're going to have to take all of their resources and focus them on fixing and putting out the fires instead of allowing them to stay really focused on the the accurate percentage of growth So make sure you're not over committing, make sure you're taking a hard look at what you have capacity wise. And building your priorities according to this also, do not allow the the FOMO in your life and your business, right? Don't allow the fear of missing out to impact your decision make. Oh my gosh, we've got to do every, every idea is a good idea. And we got to go do every good idea. No, you do not. Our company has 1000 Great ideas. We did we do strat plan with our own company. One we did years ago, we had all these sheets that we put up and wrote down all these different revenue opportunities, and then rolled them up and laughed. And the funny thing is, is I think we were saying back then I think we're saying, Yeah, well, 2020, I think it was 2023 2022, something like that. Yeah, we'll get to that at 2022. And 2022 came around and you know, those things haven't even been touched. Why? Because not every good idea needs to be accomplished. The things that are making the money, and continuing to move your business forward and serving people and taking care of people and in our situation, worshiping God with the things that we do. Those are the things you need to focus on, when you can grow it beyond those and still keep those you know, done with excellence and you have more capacity, great, pull out more things to do. But don't go adding things when you are not operating with excellence. And definitely don't go do things that are going to pull energy away from the current thing that is actually creating the revenue that you have only leaving it without the energy. Right. So it starts to fall apart. While the team is working really well. I'm gonna go over and focus on this thing over here. Well, if you're a part of that energy, then guess what the team's going to start not doing really well. The if they needed you around to help them to accomplish this stuff. And there's not a champion in there to continue to lead the team to success, then the team's going to start to fall apart. This team's going to start to wonder what's going on with the leader. Right, the team's gonna start to think Well, maybe he doesn't care about this. And maybe we're just not that important. There's all kinds of crap that runs through somebody's brain, right. So do not fall for FOMO Fear Of Missing Out, focus on the things that are doing, you are doing really well focus on the things that are making you money and continue to do those things with excellence. As they grow your business, then you can take a look at adding other things as long as you continue to keep energy, focus privatisation on the things that are making you money right now, another thing you need to do is get rid of any concept of perfectionism, folks, perfectionism is a hinderance it is going to hinder any prioritization. Anything that you think you're going to get accomplished. If it has to be perfect, it's just not going to get done. And you're going to continue to spend time on something that was good enough and could have gone out the door, you're going to continue to spend time on that thing, attempting to try and make it perfect, only to discover that you're not getting to the other things that you were supposed to be prioritizing as well. So that is going to hold you back. I know you think that things have to be perfect. They do not, you can't get to perfection. Let me say that again, for all of you folks that struggled with that one, you can't get to perfection on this side of heaven. Right? So make it good enough and get it out. Let it go. Get it launched. Get it going. Doing what you need to do, make sure you've done the best you can to make it successful, but you've not gotten to the point of making it perfect. If you will do those things, you will have a great opportunity at making your goals successful. Now listen, running your own small business means wearing a gazillion hats. One minute you're crunching numbers the next year solving a team issue the next year working hard to keep customers happy. It's a roller coaster. Well, here's a thought. Have you ever noticed how understanding yourself a bit better can make all this simpler. That's where self awareness steps in. It's like having a secret weapon that helps you tackle these everyday challenges with a bit more ease and a lot less stress. Imagine knowing exactly what makes you tick. What fires up your team and how to keep your cool even when things get hectic. That's the power of self awareness. It's not just good for you. It's great for your business. And guess what? You can dive deeper into this at the next level leadership live event which

is happening April 17 through the 19th in Franklin, Tennessee. It's the perfect place to explore how self awareness can transform your business and make your life considerably easier. So why not join us? Sign up now at Chris a kernel.com/events. Remember, that's April 17, through the 19th. And visit Crystal kernel.com/events To take advantage of early bird pricing. We hope to see you there. Well, folks, that's all the time we have for today. I hope that this has really helped you out to take a hard look at how you set priorities and set goals for this year. What does that gonna look like for you, I hope you It helps you to do those with success and be happy that when you get to the end of the year, you're accomplishing considerably more than you have in any other year. As always, take this information, change your leadership, change your business, change your life. And Jonas on the next episode.