So we're cascading coaching. my coach coaches me, then I coach
our leadership team and then our leadership team coaches there, teams,
and it cascades down from there. I see the key of, getting out
of no man's land and creating a scalable team is when that coaching
is done effectively at every. Level of the organization how do you prevent that into
turning into the telephone game? Yeah, that's a good question. Coach Dave or Coach Olsen. I wasn't quite sure what I was going to
say there, but Coach
Olsen kind of like has a little bit of a rhyming to it. Yeah, that definitely takes
me back to high school, so, And what were you? Coach Dave in high school or Coach Olsen? And no, I just had lots of coaches,
so calling them coach and their last name, that brings back memories, so. it's coach in the last name. So I like it. Let's uh, let's get started. We're on our third. Installments of the PX, the
people experience brought to you by nimble or by coach Olson. Like, this is, this is
our instruc
tor here. I'm just like, kind of
in the room sweeping up. I'm, you know, I've been, I've been
cleaning the whole school here. There's the custodian. Tidying things up. And now I'm in the class. I'm kind of sitting down
because I'm interested in this. I want to learn more about
this people experience. We hear a lot about client experience. We don't hear too much
about people experience. And on our third installment
today is coaching. So Dave, give us a brief
overview of, of what we're going to be
talking about today. Yeah, the last episode we talked
a lot about culture, and that's, I think, an important foundation,
and it's also pretty high level. now we get into the kind of
nuts and bolts of how do we actually create the organization? How do we coach our team so that
the culture remains intact and we actually get stuff done and, you know,
fulfill the purpose of the business. So we're going to talk about that. Coaching, what does that look creating leaders. That was the little subtitle
I
have for this episode, coaching and creating leaders within our firms. Yeah, yeah, exactly. It's all about creating leaders
throughout the organization. That's how we build a business
that can scale is if we have leadership at every level. If the leadership is only at the top,
then there's a limit to where we can go, but we want to let everybody be leaders. Yeah, so I've recorded a couple
episodes since we did our 1st to and I've started to see some patterns. It was something very similar that
we
talked about back in at accounting salon this past year, being in no man's land. A lot of firms, , go from that solopreneur
solo show to growing and that means they hire people and they grow and they're,
you know, they're somewhat, Getting from, , you can only go so far as a solo show. So they want to grow and grow the
revenue and they get, you know, past that three, 400, 000 mark. And they've got a few people that
are working and they find that every person they hire is just doing a
bit o
f everything, everything that they were doing for their clients. And they continue just hiring
people to fill the need. And to fill the work. So 1 person is doing everything
for their set of clients. And that's a pattern that a lot of
firm owners go through because they don't know the 1st thing about setting
up a structure, building a structure. And it's always dependent on them. For every step the way, things always
bottleneck up atop at the owner. And building leaders is very different
because
you're setting people up to not do client work, to not do all
the things you were doing, but to do specific functions within a business. You know, maybe it's operations,
maybe it's, , sales or administrative. You're hiring people from management
levels that aren't doing production work. And that's different. That means you're gonna be
taking a hit in your margins. there's a lot of things
that are gonna be happening. And so, you know, 1 thing that you and I
may have fast forwarded through the fa
ct that, They're gonna setting things up and
structuring things differently to build leaders and to grow leaders within their
firm leaders that can take ownership of parts of the process and certain aspects
of the firm without your guidance. Maybe your guidance, but without you,
without needing you as the owner for any of those day to day decisions,
without needing you for that. So you're gonna need people that can you. Show a little bit of, leadership,
but also make sound decisions on behalf o
f the firm, that I do an okay
job of explaining, you know, that, that whole idea of no man's land. Cause beyond no man's land,
you're scaling that's when you've really started to scale. Yeah. Yeah. I think you nailed it. I think the distinction is getting
from that individual small organization through no man's land to what
does, what does it look like on the other side of no man's land? And that's when you've scaled,
you've had, you have leaders in place that can, can run without you. And that'
s, I think that's what you're,
what you're saying is, and then what does that look like in the middle
and what is the common milestones? And you know, I'm sure different,
different definitions and different milestones that different companies face. But I often hear the, you know, the 500 to
a million in revenue in accounting is kind of the beginning of no man's land, and
then it can take three, four or 5 million before you feel like you're coming
out on the other side, as you, as you construct
the organization in that way. So we're going to talk
about how to get there. Lots of peaks and valleys as you try to
get there in different areas of growth, margins, there's peaks and valleys as you
continue to grow and get to that scaling point because you're going to take hits. But all throughout the way, it's very
important to start having this mindset of, I'm growing people as leaders, and
I need to Create the structure, create the roles, create what we're gonna talk
about today is the acco
untability chart. And with that in mind that things
aren't gonna be dependent on you as the owner, people are gonna do things
without you make decisions without you and you gotta be comfortable with that. Yeah, for sure. And there's, there's a lot to look at. And I think this journey is very common
in any kind of technician led business. So a profession like accounting,
often people start out as individual contributors, individual technicians,
and then look to build a business around that, prob
ably law, some of the trades,
a lot of them are, have a similar, similar of professionals, a lot of knowledge
workers and professional services always siloed Partnership model firms, and that's
what we were calling managing a practice. That was the old way of
running a practice was map. That was the thing that was taught
to a lot of accountants, professional services, and they turned into that
partnership model where it was silos of partners that had their client base
and they all just shared re
sources in an administrative level and they
weren't growing leaders, they were just. Growing technicians within their silos. so you'd have 1 large firm and each
partner was working independently. They weren't all working
toward 1 similar goal. And that's what is that's
what our profession basically the makeup of our profession. That's what it looks like. Now, when you look at most firms,
but the way you're running your firm. You're running a practice, which is
what we call wrap instead of map. S
o from map to wrap, you're running
a practice differently because you're running it like a business. And in order to run it like a business,
you've got to have some of these key components that we're talking about. Yeah. And I think that the terminology I think
keeps us in that mindset sometimes too. Like even, even the word practice or
firm kind of implies that technician led that technician say, so maybe we
call it, I don't know what the acronym could be, but basically, yeah, like
you said, ru
nning a business, running a company, building a business, as
opposed to building just a practice. Well, no, we still have to use
practice because rap has a P in it. Yeah, we got it. We got to have a wrap figure out another word for. Practice practice is still what
it is because we're practicing. We're not, we're not
firming our knowledge. We're still learning more. We're practicing. We're always practicing. Instead of like, we haven't,
we're not set in our ways. We're practicing. We're evolving.
I can get behind that. So, but I like it. what we're going with. Yeah. Oh yeah, you got to fit wrap in there. I think you hit it on the head though
when you talked about the partnership model, where we have siloed partners
kind of running their own practices individually, and that's really a
sharp contrast to the corporate model. And when we say corporate model, we're
not saying it has to be a corporation, but it's the corporate organization where. You know, have a, you have a
leader at the top
, you have an organization of, of C suite executives
or VPs or, directors that, are specialized in a certain department. So like in a, in a partnership
model, you may have a partner that. A lot of times they're responsible
for sales and they use their networks and their relationships
or word of mouth with their clients to, to build out their sales. A lot of accounting firms don't
have, you know, a dedicated sales leader or a sales team going partner is responsible for
bringing in their own busin
ess. Yeah. And even, even HR. It's another specialized, we're
talking about people here. The people organizations are often, you
know, maybe a partner is responsible for the HR function and they might
have lower level HR generalist kind of carrying out the work, but I'm not
aware of many accounting firms that have high level people professionals that
are, creating that people experience. It's all usually up to the partners
to, to create that experience. And, you know, I'm sure a lot of them are.
Well intentioned, but it's
just not their specialty. , they're focused on being technicians about
serving the client and building up sales. People's probably not on the top
of their mind of how to create that experience for their teams. Yeah. They may have loosely just come up
with some words that they put on the wall, you know, and the things that
they talk about doing, but it's. this is really getting into the actions
of how to do this intentionally. Yeah. When you have a CEO creating the
vis
ion, setting the vision, and then hiring a people leader, who's a,
that's all I think about is how do we create this experience for the team? And that's the, the, the
corporate structure as opposed to the partnership model. so let's go in, and start
talking about building that organization structure around that. And let's talk about some of the, , some
of the things that have helped along the way with us, you know, building our firms. there's some tools and books that provide
really good framewo
rks for doing this. One classic is the E
myth by Michael Gerber. And that really addresses perfectly
the, the technician moving into business and the idea of construction,
constructing an organization and not just, you know, expanding, you know,
creating a job for, for yourself. And. So that book was instrumental
for me as well early on. It was the e myth accountant
and was talking about working. On the business, not in the business,
that was the biggest takeaway I had from that all the other, ,
technician
aspects of it and separating out roles, but working on the business. Yeah. Creating a structure that's independent of
any individual person and creating roles and then placing people in that roles. And when you're starting, you may
yourself as a solo practitioner, you may fill all those hats. But even if you're solo, I think
it's a good time to start thinking about what would an organization look
like when it's not just you, then you're ready to look at what hats. Can you offload fir
st, make that
first hire, what roles do they have? And you may hire someone and they may take
on, maybe you defined, you know, 10 roles in the organization and you hire that
someone and they take on for those roles. And as you build, you, fill more of
those roles with individual people, as opposed to people wearing multiple hats. And I think that's one of the,
you talk about no man's land. One of the challenges of no man's land
is when people wear multiple hats and it's a necessary stage unless
you're. Well funded it's going to be
hard in the beginning to, to hire individual people for individual hats. But it's just a necessary step, but when
you get to that point where for the most part individuals are wearing one hat,
that's when the specialization, the scale, can really, really start to take off. and it's important, point that you
made is a lot of firms are going to have to go through these phases to
get to the other side because you do have to build up some cash reserves. You woul
d have to have a lot of. Money saved or starting out with a
lot to be able to have these positions and started this roles because it's
going to be very low margins you're paying people to not produce and that's
scary for a lot of, , your first admin hire is somebody that's just going to
be helping out stuff on the back and they're not going to be billable quote
unquote, you know, I know we don't, I know we don't talk about hourly billing,
but they're not going to be doing work that you're chargi
ng for necessarily. They're just supporting. In a lot of ways, Yeah, that can be really uncomfortable
for, especially as accountants, as we look at our margins and as we also compare. We compare margins as an, as a solo
practitioner, you know, margins are, huge, even a hundred percent. If you don't, , factor in , your own time
and to go from a hundred percent margin down to maybe break even as you start
hiring people, or even dipping in the, dipping in those reserves, like you said,
it could be
a very uncomfortable process. And I think that's why, , going
back to our previous episode, when we talked about our vision, like
what is our vision of the future? if we just. Want to serve clients and get
work done and make a good margin. You know, maybe you don't
want to build a team and maybe you're okay, but not going into
no man's land and staying a solo show yeah, and people are content with that. That's a decision to make. yeah, and there's nothing wrong with
either way, but what poor pe
ople get in trouble is they don't realize that
they're going into no man's land. , they think they want to grow and
they hear all these motivational speeches or podcasts or whatever
they're hearing that, you know. Growth is good, without really
understanding the implications of it. So, you know, what we're doing here
is not trying to scare anyone, but we just wanna make sure people understand
what it takes to get up that next step Yeah. What they're getting into. yeah. And take these tool tools
that we're sharing to make that process a little easier. I feel like I stumbled along, in a
lot of ways through no man's land, not really recognizing what, where I was. And that's one thing that motivates
me to, to be on this podcast and, and share my experiences. Hopefully I can shortcut that
experience for, for other people. Yeah. , we shared a lot of failures along
the way and what we've learned because we stumble upon things. It wasn't years after I found
E myth that I found EOS and. That's
the next phase of this, or
at least the next bullet that we're going to talk about is, is building
out that accountability chart. So explain to our listeners
what that even is, Yeah. So I think the accountability chart
is really just the e myth in a part of a larger operating system. Like you, you mentioned EOS, and
it's really about defining every role that's needed in the organization and
putting responsibilities to that, to that role, including a structure of
who, who's, who they're responsi
ble to. And in, in building this structure, I. Recommend , that leaders look out
into the future, but not too far. I've found myself being
in this trap where. , you were a hundred million dollar company
and here's the organization that we're going to need to, to support that. And we have every, , every department
broken down into 20 different roles of what that looks like. And really that your reality yeah, I mean, maybe years in the
future, but, it's a distraction and it can get overwhelming in
that way. So I would say, I don't know,
there's no magic rule of how far to look out, but maybe look out. one or two years in, in where you'd like
to be as a company and build out that organization, that accountability chart. And they'll start putting in,
people's names into those roles. And again, with the E myth, way of looking
at it, their roles and they're not people. And you don't want to build your
organization, your accountability chart around people, you want to
build it around the role
s of business needs, and then you place people
into the best fits within that chart. And like we talked about wearing multiple
hats, their one name could be multiple spots on that accountability chart. But again, the, the important point is
being clear about where, what are the roles needed to, to fill the organization. and, it's not to be confused
with an organization chart. That was something that was drilled
into us by our implementer, by the person that was helping us implement DOS
was this
isn't an organization chart. This is. Accountability chart. This is who's accountable for
what aspect of the business. And there was a very simple way of laying
that out and we made it so complex because we started splitting things out and we
just, you know, it took us the longest time to create our accountability chart. it's. Done now. I mean, it evolves always, but we're
at a point now where my name and my seat is just in that visionary role. You know, it starts out with the
visionary and the
integrator and then everything, you know, for
us, at least it's production. Internal operations, sales,
marketing and 4 aspects of after the visionary integrator that people are
rising and being accountable for. So Yeah, that's very similar
to our organization as well. And really the key in creating this
accountability is, like you said, the actual accountability for outcomes. You know, it's not a
list of tasks to be done. It's a, it's actually outcomes
that they're responsible for. And you want
to be able to hire people
that can understand those outcomes and make their own decisions about how,
what they do day to day to achieve those outcomes and yes, leader. And we're talking, we're talking
about coaching, so it's not like we. Leave people on an Island
to do their own thing. And then we check in and 90
days and see where they're at. It's, you know, it's ongoing coaching,
but it's still people who are capable of, of thinking that way. And it starts with that,
that leadership team. You
mentioned that the different functions
you have in your business and it's, it's similar to ours and it's been really
a five year process for us, I'd say, you know, four years, cause we're about
a year into it where we have leaders. Strongly strong leaders
accountable for those, those areas. And we have, you call it production. We have our client service,
client service director leader. We have a people leader, we
have our internal operations. That's our it and finance. And then we have our rev
enue leader. We have a dedicated sales leader
who is not, not an accountant. He's a sales professional and, um,
you know, he, he's accountable for the revenue growth in the business. so you got service operations,
revenue and people. Yeah. So without going, I mean, we could do
a whole episode just on accountability charts, but, let's move on and
let's talk about, the next phases. Yeah. So within the kind of bridging out
from the accountability chart is, and this isn't specifically, you know,
pa
rt of EOS that I'm aware of, but it's looking at each role or each
department, each area in the business and what is the career path that. Is it natural progression in that area? And I think that's an important part
of creating that people experience is not just what role are you feeling
today, but what is the possibility for the future is giving them a, in
combination with the vision for the, where the business is going, giving
people a vision for where can they go and what is the natural caree
r path. And so we have, we have that built
into our accountability chart is, you know, we're at a client. Client manager one, and we can progress
up through client manager two and three and onboarding specialist,
assistant controller controllers. We have these career paths that
define the accountability that's, that sits at each, each level. And we can coach, coach people,
get to come back to coaching, coach people on their career progression. And that's so important for an
individual to know wh
at's next to, to see what that path leads. We didn't have that for a long time
and people would get frustrated and that's why people would leave. So we would have turnover because
they didn't know what was next and they wanted to be fulfilled. They wanted to grow. Yeah, it's a critical point in connecting
the company vision to individual opportunity, because everyone's
going to ask what's in it for me. And that's not a selfish question. It's just a. Yeah, this is great. The business is going the
re,
but what does that mean for me? What does that mean for my
career, my life, my lifestyle? And so we first need to understand
For I guess it starts with people understanding themselves. What do they want out of their life
in their career and then then the next step is the business, and by
the business, I mean coaches, coaches within the business, understanding,
getting that out of people and getting that out on paper and then matching
that to the vision of the business. And, that's really
where the
scale comes is people who are, you know, aligned with their life and
their business and they're working together to fulfill on that vision. And what's the next point? Yeah. So the next point is. Talking about actual coaching and
what does, what does coaching mean? What does that look like? And, you know, I talked in last
episode about my, my executive coach and how important, he has been in my
development and in seeing leadership and, and building the company. And, his name's Brando
n Craig, like I
mentioned, and, you know, it'd be nice if we had, if Or it would be impactful
if he was in the business coaching each of the people in their business. , he's very skilled and experienced at
that, but that's not scalable either. So we look at coaching as, Yeah. yeah, not at all. So we look at coaching as a
cascading, we use cascading a lot in our, in our business. So we're cascading coaching. So, you know, my coach coaches me, then
I coach our leadership team and then our leaders
hip team coaches there, their
teams, and it cascades down from there. And that's really the, I see the key
of, of getting out of no man's land and creating a scalable team is when that
coaching is done effectively at every. Level of the organization and
we're leaders going back to what we said before, early, early on
is creating leaders, leaders at every level of the organization. How do you prevent that into
turning into the telephone game? You know that game where you whisper
something in one
person's ear and by the time you get to the end... It's something entirely different. Yeah, that's a good question. And it happens. That's human nature. And I wouldn't say we figured it out. This is part of the ongoing,
ongoing leadership that's required. It's not just, you know, I coach
the leaders that I work with and I walk away and, , assume that
everything's being communicated. It's. Cascading that leadership going down and
then getting feedback, going back up and, , communicating in differ
ent ways as well. So, you know, we're communicating in
the coaching sessions and one on ones each week, and then we have department
meetings and team meetings and all hands and, all these different communication
channels attempt to get everyone on the same page and people will need
to hear the same message many times in the same way or a similar way. Before we can be united in that message. And if that, in that telephone game,
that message gets changed, it's going to create a lot of confusion.
And that's the job of leaders at
all levels is to keep a pulse on what message is being received. What are people hearing and how do we
be consistent, united in that message? And it's not a, not a one time thing. It's, that's that's the, one
of the challenges of, and opportunities in business to do that. Yeah. It's important consistency. So yeah. So what's the roles of a coach? What are the roles of coach? Yeah. What do we think of the coach? I think it's more about understanding
where people a
re at in their job and their career and how they're feeling
about it, as opposed to what they're actually doing, you know, you talk about
a, boss or supervisor or that, that implies more tactical, like what, what's
getting done, what tasks are getting done, what does performance look like? as opposed to really understanding,
thinking like a, like a sports coach, really understanding the, the
mindset, understanding the psychology of the person, how are they feeling
about their own performance?
How is their, business fitting
in with the rest of their life? And to the extent that it's relevant
and people are willing to share is, you know, is this working for people? is there hours in their schedule
and the demands on their job is that work with the rest of their life. So it's really understanding the
whole, whole person and fitting the, business performance into
that, into that relationship and coaching them, on, specific aspects
of performance, and looking at. Metrics and the accounta
bility chart,
areas are accountable for and holding them accountable to that performance. Yeah. And holding people accountable. It's really important that you
do have individualized time with your leaders and with the team. And cascading, I think, leads to
people being, you know, the people you're cascading to, they have
people they're responsible for, and they're, that they're leading. So, how do you give people
individualized attention? How do you talk to people? Like, do you have one on ones?
How, and how do you do that? Yeah. So we, follow the EOS structure in
that we have our department L10s. And as far as I'm aware, at least in the
formal structure, there's not a lot of. Talk about one on ones, in
the U S structure. So we've layered that as a key part
of our meeting cadence on top of that. every one of our team members should
have typically a weekly one on one. it can be biweekly depending on, the
role and the autonomy of the person, but yeah, somewhere between every week or
two
, , having that one on one check in. And what that looks like is being. intentional about not
making that tactical. And it can be very tough not to let those
meetings just to fall into tactical. So the, the coachee may have a list
of questions about what they're working on with clients or how to
do this in this software or this process is working or isn't working. And, that those are things that
can , and should be addressed, but they shouldn't come first and they
shouldn't dominate the conversa
tion. The first part of that one on one. Should be, how are you doing? How are you feeling? How's your family? how's your workload? What's your feeling about Your career
direction and the, the path that you're on and it doesn't, it need to
be a deep, long discussion every week, but there needs to be that opening. So when something is on the
person's mind to have that opening to speak whenever they feel, Yeah, you need to create, create
the space to be able to communicate and have effective conve
rsations. We do them quarterly, we do quarterly
check ins, those are kind of our one on ones with the management. Team, they meet with the people that
are under them every quarter to kind of make sure that things are still on
course and we're still on the right path and have that open space to communicate. 1 on 1. Obviously, if it's needed more
frequently, we do, but found that that's been pretty effective. Quarterly conversations
is what we call it. Yeah. might be part of EOS, but I know that
i
t's stemmed from our create in our systems and our cadences for our meetings. So, Yeah. Yeah. The, I think the cadence is less important
than actually creating that space. I think some businesses you
may go months or years without really create an opening for that's no cadence. Yeah, there's zero cadence there. You need some kind of cadence
and it probably should be more frequently than once a year. Yeah. Yeah. And even if you have one on ones
every week, if they're only tactical, then you're in
your week after
week, year after year, if you never created an opening, it's , not any
better than, than not doing it. So yeah, it's just creating that, space
and, one thing that provides frameworks for those one on ones is our core virtues. We, we talked about our core virtues
last time and those coaching discussions should, if they're effective, be
rooted in the corporate shoes. So it could be, Making sure that
the team is, has those controversies present and maybe, , some of
our leaders, we
don't have a. You know, specific agenda, we don't
want to script it too much, but some of our leaders take a core virtue
with every one on one and review what it means and ask, , for examples
or applications that they've seen. It could also be an opportunity
to coach around performance too. If the coach notices a deficiency in
one of the core virtues areas, it's an opening to address that feedback
and, and head that off it, you know, we, we do have, Twice a year
performance reviews that are form
al. But those should be just a, really
just a formality to check in. It should not be, there
should not be any surprises. It should be any performance
concerns should come up in those, in those week to week discussions. yeah, I mean, that's. Really important to keep everything
centered around some longer term vision and those core virtues and
keeping everything tied together too, because then, you know, you let
too much time pass and people lose focus and they lose, they lose sight
of what's imp
ortant to sometimes. So keep things centered and
having somebody guide that along the way is super important. And just to recenter on that, we
talked about cascading culture throughout the organization. And last time we talked about
the elements of court culture. So I just mentioned core virtues, but the
whole vision of purpose of the company should also be cascaded and reminded
through, through those one on ones. It's a good chance to. You know, check in on, say, a person's
understanding of whe
re the company is going and how they align with that and
to make sure that's clear, for each, each person throughout the organization. Yeah. So how do you handle the individual
careers of, of everybody on the team? I mean, we're talking about keeping
everything together and tied to that core vision, but everybody's
got their own individual wants and needs and plans for themselves. Yeah, I think it's important
for all these areas to have a system and a process in place. I mean, it's good to have
the overall,
principles and vision and ideas, but. I think it needs to be consistent,
scalable needs to be boiled down to a specific process. One process we follow is
we call our career plans. And so each person in our company, we
just, launched this a few months ago. So we're in the process of building
all these, but each person should have a documented career plan. And that's a combination of whatever
lifestyle factors that they're comfortable with sharing, that
are making known within the t
eam. So it could be their, goals in
life that are outside of work, it could be their family and their
schedule and the number of hours they want to work, things like that. And then combine that with the career
opportunities we have within Nimble. So I talked a minute ago about, the
progression paths with that go along with the accountability chart. And so those career plans look at
that possible career progression and. Document where that person would
like to go and create a plan that would he
lp them get there. So someone, for example, is that
client manager one right now, and there's a few steps to go
to get to controller over time. But if it's that person's desire to
get to controller someday, we want that to be clear and we want to
be able to have a, you know, some kind of tentative plan in place to. Develop the skills and experience
needed to get to that role. I think it's just as valuable to
understand that maybe somebody is a client manager one and they have maybe kids or,
elde
rly parents or something like that. They're taken care of and
really career progression is not a huge priority for them. They want to perform well in their
current role, but they don't have a desire to progress from there. They're happy just performing within that
role and that's just as good to know. And that helps us, help people achieve
their goals, whether they're lofty or whether they're just to keep going. Either way is great Yeah. Well, this is the key to retention. It's the key to keepi
ng people is keep
them motivated and chart the course. for sure. anything else to wrap us up or to tie
up this, Conversation, because this is critical and keeping people and , keeping
everybody motivated is the coaching. It's a very critical component
of the people experience. Yeah, no, I think that covers
a lot of principles of coaching. We could talk for a long time about it,
but I think that covers the main points. Did you talk about the book,
from Clayton Christensen? Yeah. Clayton Christe
nsen, his book
comes from an article, it's called how will you measure your life? And it's a great book about combining
people's lives and, and business. And one thing that really stands out to me
about that book is how much of an impact. Someone's work has on the rest of their
lives, he gives an example and I'll just summarize it at a really high level,
but, you know, an executive who goes into work and they work for 10 hours. And in that, in the course of that
10 hours, they feel validated an
d they have a chance to accomplish
something and to make a difference. And they come home and they
interact with their family. It's going to have a much different
experience than if they go to work and it's drudgery and they have no vision
and no, no path and they get, you know, beat down all day and then they come
back to their family and they're going to be a much different person at home. And so it's really. Aligning all areas of life and progression
in all areas and in our, how we operate i
n our goals that each, each area
could be distinct in how we look at it, but really everything's together. It was integrated. Our, , families, our health, our hobbies,
everything, everything comes together to be kind of a high performance person. And if any one of those areas are lacking,
it's going to impact the other areas. Yeah. Nope. Well, thanks a lot, coach Elson. And, this has been the third part
of our PX, our people experience. PX three today. Thanks a lot. And class dismissed.
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