Re-Air | How To Make Better Decisions | Ep 73
34:40 Share

I think that we take things a little bit more personally in our businesses. And so they tend to escalate ate to the emotional issues and then think what we all know, that when emotions go up, intellect goes down. We do not decisions.

How do you create an unshakable business? I A cross one hundred million dollars in network by the eight hundred twenty eight. Now i'm growing across, not comment to, a billion dopo foo. In this project, I showed the lessons i've learned in a big businesses and helping our portfolio companies do the same bucket up. And let's build.

What is what I want to share with you is a training that I did on how to make Better decisions, or more so, of how to stop making stupid decisions.

And and so if you are at a point where you feel like maybe feel stuck, maybe you feel like things aren't growing as fast you want to grow, maybe you feel like you can get yourself out of the business often times IT is there are symptoms of a room cause, which is that you're not making the best decisions or maybe, uh, you might be making great decisions that you've made enough stupid ones that outweight the smart ones you've made. And so this is what I go over. That's why me, an entire training about IT the topic.

I chose actually something that brought up how to make. I was really making tough decisions, but I i've kind of rewarded IT into how to make fewer dumb decisions. And so I will tell you why I chose that to be the topic in a second.

But I figure I give a little of a background on myself. You not like a professional speaker or presenter or anything like that. And so I don't if I say on more like it's just because I don't I used just in speaking in my clients at this point.

I think IT was we just celebrated or I think coming in a month is our five year university from first company um and that companies called jim launch and that is one that my husband, I started back in two thousand and sixteen and I will give you contacts prior to that we will see I have like a picture right there in the corner of myself aweigh the myself competing in a big I A competition because part of that I had no experience and companies. I had been a trainer for seven years. And so I actually done to the fitness industry because I lost weight.

I want to help other people lose weight. I didn't know anything about business, marketing, sales and nothing. I was just exercise science to the all of the major and I really just wanted to help people that genuinely all I want to do um and I actually got interested business because as soon as I got out of college and out of my interviews, you know I had this idea of what my life would look like.

And sure, as many of you you know you started a business you're really passionate about IT where you going into something really passionate about and then you realize that was like, oh, I have to know how to sell and to market and to keep customers and need to be billing and all these things. And that was really how I got into um setting more of that side of the business aspect of things. And then I met my husband, and that's when we start our first company, jimmu.

Something with that company grew to do was we worked with over five thousand gym m so and essentially small microphone. And we have a business model that we like to put into their facility so that they can honestly just make more money and retain more clients because the average gym has really bad numbers, the average german or takes one thousand dollars year only, and their turn is used twenty percent months, month. And so we just saw a really big need for in the industry, and I just so happened to with our first business together.

And I think because at the combination or scale sets, which is just happened, um he is really good at marketing and vision and i'm really good at managing ing people and leading people and Operations. IT just grew really quickly. And so that's the picture of I think that was our fourth event and we had seven hundred fifty jim others there and he was a really great experience growing IT.

And now we've expanded into we have A A company called prostate labs, which does uh, we supply uh, supplements and meals for facilities to self through. So like a retraction of pair of gym, they can all sell these through their and it's built with that in mind so that then they have kind of proprietary things to sell so that they're not like Price looking on amazon and that. And then for there, we start a software company about eleven months ago that nurtures leads and all of the the supplements and the meals and the soccer came from the first company is really ideas that stem in there.

But they deserve their own, your team in africa behind them. So I kind of look at them more like this sense. We're really passed on about giving back uh you know I think um some of you may be from familiar with like the one world we were good friends of the C E. O.

And we had said, is really cool to have all these like make money awards but like we don't really feel good taking make money or work is IT just feels kind of gramme and so we suggested he, do you want to start for donating? So who can donate the most? Um I thought that was a Better form competition.

So we're on the board of a actually all stars. It's a charity that they work with under privileged kids. And so it's been it's up here for them because you know not having contacted them in school, which has been hard, but they're really great organization.

And so at this point, we have about um between the three three product lines, I have about eighty five people on my team. And the reason I feel like I I can share with all of you today is that I started with no experience five years ago, no idea what I was doing. And so I just have a lot of, uh, in the trenches knowledge.

And it's something I be compassion ted about because I think I remember when we first shared our company that my thought was I cannot let this not work because of me and I, my husband or my partner at that time, right? He had so much faith in me, he was like, you're just so good with people, there's no way you can do this. So I was like, all I need to use, acquire the skill.

It's not like I have to. I know I have the right intentions on the right kind of person. I just have to acquire the skill. And I think that what I realized along the way was the one skill that I was missing in the beginning, and I think i've really hold in on last two years is really just decision making. And it's so interesting because it's not something that I really I would say the skill, but now I would say the skill.

Um and the biggest piece that i've you know taken away from that is I think that the people that i've observed that how I consider mentor's I look up to it's unas sadly that they're more skilled than I am. But they make a few like a just a few Better decisions than I do or more so they make less bad decisions than I do, right? And so that's why i'd built this was a good topic to shared.

So something I been really interested in shein light upon IT with our clients and with you know friends mars that we um have may be everything in business or so they been something I think is been helpful. And so as I want to share that with everybody here, so the biggest piece is obviously we all know that you can't make progress making decisions, right? And I think it's really interesting because I think we make about uh, the numbers thirty thousand decisions today.

And so you think about that, you think about your business, right? And you have like one big decision to make, but you have all these MC decisions you're making around. And so I just really became obsessed with thinking like how can I make less bad decisions? Because I feel like you can make a ton of really good decisions.

But if you make one really bad on the kind of leave that, which is my point here, which is like, no matter how many decisions that you make that are good, if you make one bad one, I going to this phrase, you can get zero, right? And so a that zero decision, meaning that that one bad decision is so bad that IT cancels out all of the good decisions that you just made. And i've seen that happened so many times of clients of ours um works like they have so much momentum and it's often times when you have the most momentum that you make the worst decisions.

And so here's my theory behind IT a as well as like know the completion everyday I studied. Often those net zero decisions are made an attempt to avoid failure. So they don't come from a place of proactive.

I'm aggressively taking action. They come from a place of I don't want to mess up and I see this happen so off, especially in the first couple years of the business. I feel like these are most often the decision that are made.

When I consider a good decision would be you picking a growing market, finding a blue ocean, developing a proprietary technology that allows you to have a mote rounded business, maintainer ly healthy margin, developing a high performance culture, picking up this part. Those are fundamentally very good decisions, right? A zero decision.

And these, the ones that I took from examples for me to myself, for all three people that I knew, uh, first one is when I grave was tired. The wrong C O, O, uh picking the wrong investor, selling to the wrong firm, expanding into the wrong nitch under investing in your product or failure to innovate faster. I've seen all of those take out a lot of businesses in the last few years um and particularly within you know the client sector that have coached.

And I consider this next zero, which would have seen people who have had a really very beautiful seven or eight figure businesses. And they've made one of those decisions, everything up until that point, they're batting ten out of ten and then they make that is zero to ten IT cancels everything else. And so I hope that just if I can to solve one of you once call, not make one of those decision, and that would be that would be enough for me.

And so this is often the way on the ice yet happening, which is you get into business. And I think we all know this right. IT takes a ton of bold to decisive action to start the business because just in general, you have to feel it's like that fear spires, more of a masculine energy help you get IT off.

You going to get started. And then what continues to happen is in the beginning, you probably feel like a fraud because you're Ricky, all these mistakes. But the thing is, is that you're continuing to make mistakes, but then you'll correct them very quickly because you're taking a lot of action in the beginning.

Then what starts to happen as he starts to question yourself and I see this all time, this is where the mistakes common and he starts say, I don't know if i'm so good at this. I don't know that across myself. And then he starts to make mistakes by omission.

And that's at the very top that the peak that's usually when the business is actually a very good state. And then you will see the C E O starts tobacco. They are to really like pull themselves, almost withdraw. And often times, it's the feeling of they don't want to talk to their team, maybe they don't want talk their customers or maybe they don't want to speak up as much because they're start to lose confident and because they feel like or making stakes of IT a reality is making decisions all the time. At least they are aggressive, mistakes that they can horse, correct.

But what happens from there, if they make the mistake violation, is that then they go down the road or they start being more and decisions are made for them because they just put them all, they become indecisive and they put things off. They started to procris stony and seen the cycle so many times of people. And I think that what everyone tends to forget is that the mistakes by aggression is typically always the Better way to go.

Because if you make a mistake by emission, meaning you just put IT off and never make the decision, IT is a decision itself. And IT usually doesn't end up in our favor, right? We have no control of that situation.

That's a cycle that i've observed. What do I think this stems from as serves a decode y at play. And you probably all feel IT, which is there's taking infection and then there's a reflection and you'll often see there's different CEO that are oriented towards one of the other.

Either they take a lot of thinking time or they just very action orient. I think that what happens is that people say, oh, I shouldn't be taking so much action, right? Like i'm taking too much actually more reflection. But really, I think we all know here is action plus reflection.

And so it's can you make all of those little mistakes also at the end of the day, or have that schedule time to sit and reflect and think? And I just I think of a hard baLance for for especially female to us to find that, define that sweet bottles. Where do I have? Where am I taking enough action? But i'm also making sure its the right action by reflecting upon that.

And so that's where um you know I think that as we say that decisions dictate the quality of our life, that also dictates quality our business. And that is what really fascinates me about IT. Um and i've study a lot of something more.

So people that are in the investment, uh, arena because if you think about that, I think it's really fascinating because people that are investing for a living, you know, they are taking other people's money and making bets on essentially. So that means they are making really high Price decisions all day. And so I find that those people are really good to study because they have very few decisions to make and they're very, very important. And so I really like to study that kind of decision making.

But what I wanted to go over today was really two things, which the first is, why don't we make good decisions? And then the second is just, how is not to make dumb decision or how to make fewer of? And so the first question being, know, why don't we make the good decisions? And that being said, in action is a decision itself, right? So I think that, that we can agree on that, that a decision made by emission is also a decision.

It's just one that is easier to deal with because you feel like it's false because you don't actually take me out, right? The first thing that I see is the paradox of choice, right? And so I think this is really interesting because his personal experience all time, which is if there is a study and IT was on jam in the reference store, right? So the store that had twenty four choices of jam only affected, uh, sixty percent of the shoppers and three percent of them actually bought the gym.

Whether the one had six choices of jam attracted forty percent of shoppers, so little bit less, but then thirty percent actually bought a jam. I know personally that when I got to fader joes and I going to the pea butter oil, i'm like really reset on them like i'm buy something here like it's amazing and I go and I really can you see they're all and that is nothing because that's easier because then there is no risk that i'm wrong, right? And so I think that this is one of the major reasons that I feel that people done is that especially as you start to gain more success and get momentum, it's like they're so many options, you're like, I could do so many things.

I have no idea how to pick. The second piece is what I call an act. This is from when I used to be the finance industry I call IT the prison of perfectionism, uh, which is essentially that you believe that if you make the wrong decision, right, there's a wrong decision that you are going to end up with more problems or imperfect solution.

And so here's that. What has helped change my mind completely about this is that, you know, realize overtime that with every decision comes consequence. And so every time you make a new decision, or you're looking at a problem you trying to solve in your business, you say, this is the solutions that I have available to me.

It's not do I want to solve this problem using this, but it's, would I like to trade the problems I have today for the problems that existed? I choose that solution that has really helps me climate perfect ist to her. But now I realized whenever ver I make a choice, whenever I make a decision, I am not eliminating problems.

I am trading problems. IT was like, mind buying for me. I like, oh god, I am, i'm trading problems.

It's like if you want to continue to be the wait you are if you want to was weight right then my problem is I don't fit that my clothes, I don't feel good about myself if I would like to lose weight, that my problem is that i'm sweating all the time at all time to get dressed. My cloth don't fit and am hungry, old, right? It's sick.

Both kind of suck. But you know, in my world, on my god, rather be in shaped, right? So I choose that.

And i'd rather be hunger and like sweet. That's what I would choose. And so I just look at IT now is trading crowd's, rather than trying to find a perfect solution.

The third thing is just, I think that we just never learned. And I think that something that's really not taught in business and it's something that I think we can all utilize with our teams as well, right, is decision making. How are we going to make this decision, right? And there's never really been a formal process taught. I think that it's more there's like big things that are said like go what you're got like you're god is really footless.

But what if you're really fear base person? Your state is constant anxiety and well, then you'd always tells you to go run and high, right? And so I think that if we can develop process for making decisions, right, and we learn that process, and we can protect ourselves from those emotions that we know don't actually serve us.

And then the last piece of that, really going in with the emotional piece is that we tend to take, and I don't know you guys feel like you do this, I know I do this, that i'll especially a practical problem into an emotional. So what I mean by that is you see a problem in your business, and you make IT mean something that IT doesn't need to mean, right in. Chris, I know you've talk about this, which is what meaning do assign to something.

And so I in the, in the citizen, should we talk about taking practical problem to emotional, right? Which is you step on the scale and you have the lost way and so there's one of two things that you can make at me, which you could say, oh, maybe it's because I drink more water and so I did you so even I or can I am a fat POS and I never lose way. Person number one that chooses number one goes on with their day or not, emotional desert.

Person number two, that estimates IT to me that they're a complete failure. Life goes on for to ruin their day, and then the next day, and then their week, and then they just eventually feel like fraud and they give up. Hey guys, if you already don't know, by now I am actually fairly active on lincoln.

I may go of our say, actually become my favorite platform. So you d like to connect with me to send me request or hit, follow and chat out those who've been sharing my post and tagging others. And so I think that we do that with a lot of problems.

Our business, too. You know, it's like O R turn is a little bit higher. That supposed me H, I, my product sucks.

Why can I make something Better? Or rather than like HMM, what is the average turn for this market? Is this average is below is IT abo. You know, what did we do the same week that are chew IT up, right? Rather looking like at the practical, I think that we take things a little bit more personally in our businesses.

And so they tend to escalate to be emotional issues and then think what we all know is that when emotions go up, internet goes down and we do not the best decisions. And the reality of that is that when that that happens, we paid the dom tax, right? And I think this term was coined by Kevin punning here when he talks about the dumb tax.

I love this question, so I would like you all, whether you have a note pen or you have something, a pen of something, to write this down. Ask you question, which is how much more money would you have call IT, business money, personal money, whatever, if you could unwind your three worst financial decisions? To really fun question to ask yourself, right? So my husband, I did this exercise and I came up with money, but was nine million dollars.

I would have nine million more dollars in my bank if I had not made the three worst financial decision. And it's fund because I would say a half of that relates to when I talk about the net zero decisions when they made there, which is simply just having the wrong person in the wrong right for a not a long period of time, maybe a year, napping, said when emotions are high, but english goes down. Or more likely to pay more of that db tacks.

And I think it's interesting because you can almost quantify in your business by just looking at the amount of money that you would have had if you didn't make the wrong, wrong or dumb decision, right? And so I think about that in terms of opportunities. Ss, and like what I had had that nine million dollars, what would I be able to do with that of the business that I can now, right? Like I could have bought an entire new buildings for our team.

I could have flown everyone to move them all links or a vertical team. I could have had the office by now, all that money could review. And through their moves and reading, just in their abies state, there are so many things that could have done that would have moved the, this is bored, but instead, unit.

So that's why I really think that you need a process to protect you from making the dub decision, right? We all know why we make them, but how do we protect ourselves from ourselves? I think IT kind of goes along.

I have um a friend who is an entrepreneurship has a process for protecting his team from his dub decisions, which is he has to write them a proposal every time he wants to make one, right. So everyone plan to bines the thing that works then. And I want to know what I found that works for me.

This quote is one that I said that I really like studying investors in the way the deming decisions. I think warm buffet is somebody who obviously is like, know the number one, and I called not invest like him because on on him. But I think that his principles for investing our fantastic c which I love this quote, which is outstanding long term results, are produced primarily by avoiding dumb decisions rather than making brilliant es.

And I was listening to a great down about two weeks ago of jeff bizos, and which I found out biz, as and of, and it's really interesting suing. You think about IT, right? Because nothing in is on started with, at doing was brilliant.

He was things that people were already doing. The difference, what they did IT all at once in the same business. And so I was a breakdown by a read, read hofman, who is the founder for the former C.

E. O. And he was breaking that down. And like, well, he didn't make some brilliant, monumental decision. He good decisions and didn't make many bad words at all.

And so I really hit home for me because I think that sometimes we feel too, that in order to have an outsize success in business that we have to make these brilliant, genius decisions, we must be these very small intellectual people. And I just don't think that's the case. I think that it's let's make less bad decisions and focus on that first.

And I think if you have fewer dub decisions and you have a higher and I found four people that have quotes that echo something like that, and they were all the people you see here to pizzas, warn ove IT, the rock Opera. I consider the most successful, whether have all the same beliefs and values them or not, I consider them successful. There's my breakdown of my framework in which I, this actually would I.

I work with my team on this of how to make not dumb decisions. Essentially I like saying like that. That just helps me really clarify.

I like we're trying not to make dum decisions for not trying make brilliant decision. So the first step is asking the right question. right? The reason is because the wrong question always leads the wrong answer, and unattractive questions lead to unattractive answers.

right? Why am I so fat? Well, you're not going to get a good answer is a very unattractive questions, right? So here's one that I took from point, which will.

And then like, what's the problem? Well, why is the rent so? Well, how can I get the rent lower?

This is like the what I was walking in through. And what's the actual problem? What's the question that you need to? And that's what they got to.

How do I get the rent lower, right? Oh god, that's a good question because like what can you really do to lower the right side? This like a letter that we tell them, lords or whatever, like a great but it's like it's convincing, really not much you can do.

So really powerful question that you could ask them is how might I make an additional two thousand dollars per months to pay the rent so that we can remain in our beautiful building close to our employees? I come up towards that question serve you. And I think that open times, and I tell them myself with this, because I can be very like, no, that says, no, no, no, like things are more of the a more mcinally in the business right at all, buying the problems.

So I have to chAllen myself to ask the creative questions to myself in order to find the right answer. How might I link so that I like such a four of copywriting? And I was like, that actually works for questions to how might I do blink so that I can have? I think it's a question I just serves us a lot Better.

So the first piece is asking my question, right? And if the first answer that comes to your minds like you, you draw blame that you know this question is you will ask another question, then you'll have multiple answers that I come tonight and IT limits the overall options, right? Because I think that when you ask a creative question like that, then IT opens doors, but also eliminate them, because it's two thousand dollars a month.

It's unlimited money per month, right? Like I dialing in the specifics for the question, not saying, how do I make debble my profits next month to cover this right is just how do I make an extra two grain, maybe throw an event on the weekend, maybe get a sponsor, maybe do a paid in full, maybe sell this package. You know, that's actually not that hard if you think you about that, if you're breaking more to business as a lot with the second step is really separating the problem from the symptom.

And I think we all know this right, because the symptom is the surface level and the problem is deep below. But I feel like most of the time, what we do is we get really caught up in our own business that we don't see that were talking him to be symptoms as if they are the problem. I know i've done the so many times i've had to catch myself.

This is one that i've seen come up so many times um especially with product oriented businesses. So like my problem my problem, they say problem, I say to them that I can't find the right marketing person. I this would only grow up, but I could find the marketing person right I just see this marketing person so I can do this, my business.

But reality, this is what the problem, right? I am deficient enough in my understanding of marketing, but I do not even know how to bind a proffit ent marketing director. I lack the skills to find them.

And so I think that it's really looking at IT like that, right? And I think in our businesses particularly, we might think people I just can find any any good people. You know, it's just because i'm local and I can't hire from all unisex like you later. Thank you.

Um or X, Y, Z, right? There's always some excuse, but I think that often is pointing back at us or know a decision that we've made up one point in time, you know even a decision made three years ago, right? Maybe the person that is now looking for the marketing director that can find them because you hired somebody who doesn't know how to find that person, right? So there's some me let is to but always go back to us.

And so I think if you position IT differently like that and you look at where's my deficit that I can't even identify why this is about, and then the questions that I think are hopeful to ask that that help me come to a conclusion. Our three, which is one, what are the possible reasons i'm noticing these systems? Why is IT such a? Why am I noticing that I can find a marketing person? okay.

Well, because our business isn't wrong, right? That's the thing. What is not happening that if IT did happen would make the something go away while her business was growing? I probably wouldn't ea marketing person climax.

I mean that that's what to fix problem. The third, what is happening that if IT stopped happening would make the symptom go away at all? I mean, in this case, I don't really think there is right.

And there's actually being taken at something that's trying to like I A stand store. So I might say, okay, well, the problem is actually that like I can't find a perfect marketing person, but the real problem is that I can grow my business. And so is the only way to solve that marketing? Or is there a different way that I could grow the business? You just come up with more creative solutions.

Third piece to this is testing your assumptions. And this is a piece that I got from A A code I had maybe five years ago. IT really changed how I looked at things.

But the question becomes where you substituting opinions for tax, right? It's like we are literally assuming that something is word and IT is truth when IT is not. And so I wrote down some that I saw on the last you are so that people believed to be true, right?

That gavial one is that many business assumed right that their business business needed to be in person to grab completely false. I can tell you from person experience, there are so many people that I know that are just driving even though they had to completely shut down their breaking water or location. You that primarily worked with breaking mortar businesses.

And i've seen so many people have bigger businesses now even with having to do that, Justin. So that's false, right? It's not an actual fact.

Some other ones. And i've see in business h one, this is one from the software world. You cannot liquid ate your calls of acquisition when you sell without sacrificing experience of the customer.

This is not true at all. That assumption made by the stopper world has been around for I don't leave no how years they think IT takes. Twelve to eighteen months to liquidate your cost acquisition.

That's just like what's Normal, right? But like why has not be questioned IT? Second, you can't sell too much cheer customers at once, otherwise you will lose goodwill.

That is also a very interesting one. If you look at the studies that have been done on buying Francis, which is that people are happier when they buy more, all ones for my business. And they often stick longer with the business too, when they are sold more in that time, when they are in a buying frenzy.

Really interesting, right? So you think about I, this is said and wait loss interesting write people who when they sign up for a wait loss program by supplements, by meals, by new attire like A A water, all that they're more likely to have success, right? And the people that are not.

So this will not so pretty right? That's something that people should feel like I can sell them much to somebody. They would just think about sales, right? I would those good.

Well, true. Your loyal and long term has to as partners will never leave you. I have seen lot of people that have that realization last year, right? Because people will leave when IT serves them and you've have the best product ever for sure.

I kind of put them on there because I just feel like any time and progress them out of their business, sue, it's often comes that they're so close the product that they don't realize that actually is shit, right? And so it's a belief that they're not testing, right? And so the way I see IT is that if we turn beliefs, assumptions, we explain our possible our business.

And so in that thing, I believe X, Y and z. I've turned this interesting in, I assume X, Y, Z without me. I assume my husband loves me and were to be married forever, right? Sume this continue? I don't care.

I sume everything because my, I am so much for open because of IT. And I found that in my business I ve come with so many more creative solutions. If I just assume everything and believe or whole truth to nothing, there's so much for flexibility in IT.

And IT just feels Better, right? If for ride in everything that we believe in, everything we hold true, that's really hard to have our police broken for one, which is always how we grow, I think as business is uh, and for two, how to change things. The fourth step to this.

So after we've asked great questions, we tested our assumptions, right? And we want to map out the most likely results. And so I do this all the time, actually, on this White work right here, like, actually, this is what I do IT like every time.

Um is I map out what the most likely was also going to be. So this is the simple equation that I use. You know my dad's an engineer. He has a decision making matrix that has about six points on IT and he wakes them all in the and those like fifteen on the the excess and like, i'm good, i'm going to do this. I put my options on this side in this column, rain, and I ask these four questions, which is, one, what's the upside to what's the downside?

Three, can I live with the worst case scenario? So you think about the downside and then you think what's an absolute worst case theory of that and then likelihood recur. So i'll give you example, what is the upside for right to say that I have a director marking not sure that they are not doing, they are not performing and pretty sure that their team knows our marketing isn't doing well.

What do I do? Do I spire them? Do I close to time? Do I keep? What is the upside? I keep them right. While there is no time law looking for a new person, the downside is that our company probably will grow faster. Could and I will probably not stay really involved with my time, which prevents me from doing eighty else as this, and then can live with the worst case scenario.

Worst is not in my mind, I keep that incompetent person would be that we don't grow because that person's a long fit and I can dragged in and I was baby seeing them all the and then we don't expand the business plus we get my time taking right. It's like three minus ses in a that fourth is there. Now what if I say me to come to my director park day? Wo what's the upside? Okay, the possibility that SHE attains the skill needed to turn on the department?

I'm like, I don't know. SHE isn't developed by now, right? I've been like on, but all time, so out there.

The downside is that will consume a lot of my climate money and i'm not even an expert, right, like my things on marketing. So like i'm going to try and coach on I do want to myself yet. Okay, that's a pretty likely downside.

And what's the worst test scenario? Well, like coach, and at three months, he still sucks and we still lose a key teammate and then the other teammate, we might lose two because they're just so sick. Me, keep pen under before.

And my last after is I could fire my Darcy marketing. Outside there, I find a person with the same values as our team as well. I think fire school set, they can draw bigger.

Now be a that's very Billy outside, right? What's the downside? Well, have to spend, spend the time in my to find another person as well.

I tried to take over in the inner, so I have to bridge the gap. If I going to do that, I definitely Better than less version and there takes annoying. And then what's the worst case outside there?

Well, I don't find someone in time, and i've remain the responsible to put to the department for longer than I would like, right? So I think about that in my world. I wouldn't like to do that, but is the best for the business.

And so then I going to likelihood occurrence, right? So i'm looking at how likely is IT that the worst case area occurs? I think eighty percent for sure right here that we wouldn't w in this person.

I said eighty five percent for the coaching and I said thirty percent for five file. So what I think is most likely is that if I fire them, I will find somebody that works out. So that's why I would make that decision, and I would fire, in my directive, marketing.

So the way look at this is the most probable, and I guess a lot of words, but I like each one is very word, the most probable. Compounding positive outcome plus lowest risk OK because if I fire my director markings, it's the lowest risk if I take over the department in the short term because I know I can at least run to burden them. So I consider that low risk, I consider higher risk.

They're in there plus IT outcome because either i'm there or I have someone ten times Better than me there. That's simply because welcome and then compounding compounding because if I hire that person, think about how many other things will get Better. Now all the departments have good crossed department of communication.

Now all these teams are higher performing, so the sixth people are under performing. And now raise fiction. I have more time on my place so I can over the business is a compounding decision. I consider that to be the best choice. I know I talk fast.

Sometimes I want to recap what we went over um first, why we don't make a good decision, right? So we've got the paradox choice which is only have too many options, simply become overwhelmed and freeze. The second is the prison of perfectionism, which is when we want the perfect solution.

Even doesn't exist. We're actually trading problems. The third is that we've never learned, but we have no. And then the fourth is joined the practical problems into emotional.

We're just escalading things that are actually practical or saying that they mean something really bad about us, right? And so we freeze and then how not to make a dumb decisions. So we're going to identify the right question.

We need to separate the problem from the symptom tests are assumptions and then map out the most likely results. I can really appreciate you have me on. I appreciate all you guys.

I hope one of you IT saves you for him of the bad decision. I am sure this is brilliant. Everybody, you take everybody right?