The System to Make You a Real Owner (Hero → Architect) | 329

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Transcript

SPEAKER_01 0:00

Welcome back to the Business of Beers Podcast, your daily dose of strategies, tools, and tips to help you build an eight-figure business. Today's episode is a clip from one of my YouTube lives. If you'd like to hear the whole thing, there's a link below in the description. Cheers.

SPEAKER_00 0:16

Cool. Welcome everyone. Today I'm excited to talk to you about the four systems that I use to grow my business from pretty much zero in 2016 to over $50 million a year in revenue. And it's the same four systems that I'm going to use to continue to grow. They apply to any business. So no matter where you're at uh in your journey, uh these can help you. So if you if you got a pen and paper, great. If not, uh we can we can take in your memory. So what we're gonna cover are each one of these blocks. I've got this quadrant here. And the first one I want to talk about, and I think is the most important one, is what I call the owner system. So uh as a business owner, right? The the the the you the business will never outgrow you as an owner and how you view you know the world. And we think about it like this way we all have the same number of hours in a week, right? Like me, you, Elon Musk, Jeff Bezos, like Bill Gates, like all these guys who build these massive companies, we all have the same exact amount of time, you know, throughout the week and the days. So the question is like, well, how do some people get so much more things done and accomplished while others feel like they'll live on Groundhog's Day, right? And it's just like over and over and over again. And so it really comes down to this, this, this first block, right? Which is which is this owner systems. And the first thing that I think about, and you know, I've experienced in kind of my own business and and I when I talk to business owners and we coach and and help people, is this idea of what I'm gonna what I'm gonna call the hero versus architect, right? And the idea is that when you launch a business, when you get it off the ground, you have to be the hero, right? You gotta be the one who saves the day, who does everything, who puts out all the fires, who just like everything comes at you, and you have no choice but to go and just like do whatever it takes to be to be the hero. And it feels good, right? It it feels really good at the end of the day to know that no matter what came at you, you were able to solve it, you were able to fix it. And like like you are a superhero, and it and you grow your business through brute force, right? You grow it like you're like Superman picking up some car over some lady and like throwing it off, and it's like it's like brute force and it and it works. Now, the the problem though is over time, right? Like as time goes on, you continue to kind of feel like the same way, and you're making progress, but you get this sense that like you want to grow, like you're tired of being the hero, right? You're tired of saving the day. But the challenge is you've built your entire business around this mentality, and you've trained everyone around you that if they have a problem, you come to you and you will solve it because you're the hero, and and and ultimately the team that you've built kind of like relies on you and everything goes up to you. And the only way that you can break this mentality, and if you really want to take the business and like grow it up to here, right, is if you you have to change to be the person with the mindset and not just like not just like your actions, but also the mindset around being the architect. And I think of the architect as the person who builds systems, right? They are the ones who goes out and they find other heroes that want to save the day, and they're able to put everybody together. Now, it sounds easy, right? It's like it's easy for me to say that, and it's easy for you to think, oh, like I could do that. But but the the challenge is you have to let things go. And this is where kind of this like owner mindset and system really comes into place. Where if you truly want to move from being the hero who saves the day and does everything themselves to be the architect who assembles the team, who builds the systems that I'm gonna talk about, is you have to let people fail. You have to be able to hand off something to somebody and let them do a job. And in my rule, it's it's 80%. I'm I'm looking for people who can do it 80% as good as I would do it, and that's you have to be that that's okay, that's good enough, and that that they can get better, they can get to 82 and 85, and maybe even 90 one day. You never know, maybe they could be better than you. But uh, it's this idea that like that that that you have to agree that uh progress is better than perfection. And everything that you do, whether that is like how we go to hire people, how we build sales, how we do everything. Because if not, if you are perfectionist and you want everything to be to the to the exact T with like the same number of like whatever to like OCD level things, like I've heard some crazy stories, is you have to be okay with progress. You have to be okay with people failing. You have to be okay that like I am gonna coach this guy on how to sell this job and I'm gonna listen to him, and he may not do what I tell him, but then afterwards we're gonna like we're gonna coach him and he's gonna make the call back and he's gonna try to sell it again, right? That is progress versus owners that get stuck at, I don't know, one, two, three, four, five million dollars in revenue, something something in that range, they are the ones who as soon as that guy like fumbles the phone call, they're taking the phone away and they're like, I'll just do it myself, right? And like that's great for getting that one sale, but if your goal is to be the architect, if your goal is to say, I want to be the one who builds the team and builds the systems, it has to grow beyond you. And that's what this is all about today, is I'm gonna show you kind of some of my systems, but but but this is like the the thought process, all right? So think about yourself, and this is where I do it. Like, where am I the hero, right? I ask myself this all the time. Like, where am I the one who has to come in and save the day? And where can I like let go of that? Because a lot of it comes down to me as being the owner and in the owner system of like I need to sometimes, and I understand it's my baby and stuff, and I'm the one that built it, but sometimes you you really have to let other people do it, otherwise it you're you're just never gonna grow, right? So that's the first one. The second part of this is you do this thing that I call an energy uh matrix. Now, an energy matrix is this idea that you know we we we we tend to want to gravitate toward things that fire us up, right? That give us energy, that pump us up, that like, man, this is so exciting. And you're willing to wake up, you know, at five o'clock in the morning or four thirty in the morning, you're ready just to like fucking go because you were so fired up about it. And then there's things that you do throughout your day and you own a business and they just drain you, right? It's like every time your phone rings and it's like the accountant or it's like the a certain employee on your team, or there's something that comes up and it and it drains all the energy out of you, and that happens, right? And so the point of this exercise, and I and I think about this a lot, is like we want to figure out what are where are we spending time that is is draining us and where are we spending time that fires us up. So, what I like to do is do this time audit where I'll think about my day, I'll write, I'll get one of these little note cards, these little like to-do list things or like you know, like a like a post-it card. And I'll and in the morning, I'm gonna write down all the things that I plan to do that day. All right. So, like I'm having a meal like today. I had I planned on this live. I um had a call with a real estate broker to he because they're bringing me properties. I'm working to fill out my next mastermind here in Philly in a couple weeks. Uh so like here are all the things that I plan to do today, right? And then below it, I'm gonna write down all the things that distracted me, calls that I had to take, things that derailed me, emails, like things I didn't expect to do, right? And kind of the point of it is like back to this idea of being intentional. Like we all have the same hours in the day, right? How do some people get more done than others? Is the ones who are very intentional about how they spend their time. And so if we don't have a good tracking of how we're spending the time, how the heck are we supposed to be more intentional in figuring it out? And so we want to categorize them and we want to figure out all right, the things I spend a lot of time on and I spend no time, and then the things that drain me and the things that fire us up. Perfect. There we go. Cool. My chicken scratch. All right. So the first thing we want to look for is what are the things that drain us and we spend a lot of time on? So that's this box up here. All right. So we we want to try to delegate those. Those should be our number one priority to delegate. So if you had to think through like what are all the things that absolutely drain you, you it it sucks and it takes a lot of time. Like you were spending all this time on something and you just hate it. Maybe for some entrepreneurs, it's like the back office, right? It's like accounting and reconciling stuff, and like you're spending all this time on the weekends and you and it just it it it's it's no fun, and you're spending like 10 or 20 hours a week on it, right? That is the type of thing that you want to identify, and you really want to get that off your your plate as soon as you can. So that would be the the number one thing that you would go through time, you'd figure out what can I delegate, what can I get off my plate, what can I go and maybe someone's on my team should be handling this and I'm like doing it, but I I shouldn't. Or maybe what are things that you are uh could hire somebody for, right? That the role doesn't exist, but it should. For twelve, fifteen hundred dollars a month, you can get an excellent bookkeeper in you know Latin America or the Philippines or somewhere, right? But but we want to be proactive to figure it out. The next thing I'm gonna look for as I audit my time and and my energy is is down here. So this is gonna be all the activities that I I don't have to spend a lot of time on, so like low time, but um, this thing might my thing like won't zoom out, but they fire us up, right? So these are the things that we want to figure out how do we spend more time on these on these things. So for me, it's like deal making, right? Uh I own you know 36 mighty shops, uh 34 of them have been, or no, 32 of them have been acquisitions with I've established relationships with sellers. And so some of these, and because I know that franchisees want to sell to other franchisees, and then I knew that hey, if I could go out and like everyone would know me and everyone would like me and I could help add value to other people, then when they were ready to sell, guess who they're gonna call? It's me, right? So intentionally I spent very little time, but very high impact, working on creating those relationships. So for me, it was like, all right, here are all the people. I'm I literally made a list. Here are all the shops that I want to buy, here are the owners, and I would just stay in contact with them, just text them. Hey, hey, how's this month going? What are you working on? You have any challenges? I'd send them like what's working for us. I'd want to help them out, right? Because I want them to like me. Uh, and I'm, you know, I want to see them see like most of these guys were like, I'm like friendly with. We'd also, you know, try to get lunch. I try to get dinners or beers every once in a while, maybe once a quarter. And I'd keep planting the seeds to find out when they're ready to sell, guess, guess who wants to buy it, right? And I mean, I mean one deal, you know, for us is could be worth $500,000 a year, like profit, right? So you think about like the time that I could invest in having a lunch, you know, five lunches with a guy over two years that could potentially make me $500,000 per year by buying his business one day, right? That that's the type of leverage that you that I'm looking for, right? The things that create absolute massive, massive leverage, which are for me, was acquiring these businesses that I knew that I could roll into my system and we could run our playbook and immediately turn this thing in from you know maybe 500 to a million plus, right? But that those relationships I had to create didn't take me 50, 60, 100 hours of work, right? They took very specific strategic, you know, meetings throughout the course of time. So the goal in this, right, is how do we how do we take time from this bucket of stuff that we like hate to do and kick that off to somebody? And then we take all of that newfound time and we focus it on the things that max we want to max out, the things that fire us up, the things that create us a lot of leverage. Uh so for me today, it's you know, creating content, right? Like I do this because this gives me massive leverage, and people are literally emailing me properties who watch my my content like that I'm like serious, uh seriously interested. Like they're good deals. We have people uh who want to work for me, and they they could they're we're talking about relocating from across the country to to be on our team. Uh there's investment opportunities, right? So like for me, creating content right now is like my highest leverage thing that I could do that then my team then then I can give these opportunities to my team and then we can run with them. And so uh you know that's why I spend time doing this, right? It's for me it creates a lot of leverage. So you gotta figure out what it is for you that you wanna max out.