when you're

reviewing things with your team, all you really need to focus on is what was the goal? Are we on track to achieve that goal or are we off track? And then if we're off track, do you need my help or is it something that you can recover? And so we took that framework and we combined it with, I think his name is Andy Groves, Andrew Groves.

He was the former CEO of Intel back in like the 90s when they were actually booming lately again.

But like they were really, you know, the Intel tip was like that, you know, it was everything with computers.

And he created it's called OKRs, which is objective and key result.

And so it's like, what is what is the thing that I'm trying to accomplish? And then what are sort of like the milestones that I need to accomplish in order to get to that final key result and what is it going to be done by? And so I kind of mash those two together.

And so now every project that we assign, this is, again, this is sort of the, you know, building the blueprint before you try to build the building, right? I think it's absolutely crucial.

thing for you to, to let go, let go of personally?

when you're

reviewing things with your team, all you really need to focus on is what was the goal? Are we on track to achieve that goal or are we off track? And then if we're off track, do you need my help or is it something that you can recover? And so we took that framework and we combined it with, I think his name is Andy Groves, Andrew Groves.

He was the former CEO of Intel back in like the 90s when they were actually booming lately again.

But like they were really, you know, the Intel tip was like that, you know, it was everything with computers.

And he created it's called OKRs, which is objective and key result.

And so it's like, what is what is the thing that I'm trying to accomplish? And then what are sort of like the milestones that I need to accomplish in order to get to that final key result and what is it going to be done by? And so I kind of mash those two together.

And so now every project that we assign, this is, again, this is sort of the, you know, building the blueprint before you try to build the building, right? I think it's absolutely crucial.

thing for you to, to let go, let go of personally?

Right.

And so this time doesn't come naturally, right? This is stuff like we're investing really heavily in, in a, a CRM and an ERP system.

I don't have to do that.

We have a, we have a functioning CRM.

All the customers get billed on time, all that sort of stuff.

It's something that we've said, "You know what? Uh, this is, this is something we have to invest in." Or at just a simpler level, right? You know, you could be...

A lot of folks, I would say, end up-- They, you know, they don't have a business.

I cannot wait to connect with you.

What were those first systems that actually gave you your time back?

So I think first it has to be thinking about it more conceptually, right? And so one of the things that I just learned the name of it not that long ago, and I've been harping on it a lot lately, and a lot of people are probably familiar with it to some degree.

It's called the Eisenhower Matrix.

And it's a mentality shift.

So think of just like, you know, kind of like an X, Y graph, right? Like a basic, you know, four quadrant chart like that.

And on the chart, the line is urgency and importance.

Okay.

I cannot wait to connect with you.

So in this process or whatever, what are some of the common mistakes you make or you have made throughout the last year or

so? So I think one of my bigger mistakes is I, as you kind of climb the ranks in corporate America, right? What ends up happening is you get those promotions because you're doing it a certain way and that way works.

Right.

And so they go, oh, you know, you're really good at that.

We're going to make you a manager.

And then you excel at being a manager by doing it the way you think it should be done within company guidelines.

But you do it your way.

Moving forward from in the next two to three years, what are some of the things that you're thinking about taking your organization to the next level? What are you seeing right now and what are you working on for the future?