00:06

What's up y'all, Sean here? Sam is in Europe traveling around with the fam, and, so I'm on my own today. I wanted to do something cool, and I think I got a great idea.

What's up y'all, Sean here? Sam is in Europe traveling around with the fam, and, so I'm on my own today. I wanted to do something cool, and I think I got a great idea.

00:16

So I believe here's my guess. I think this pod is gonna be one that people really, really like because I know I would've wanted to hear this at some point in time. And the reason why is because most of the people who listen to this podcast are

So I believe here's my guess. I think this pod is gonna be one that people really, really like because I know I would've wanted to hear this at some point in time. And the reason why is because most of the people who listen to this podcast are

00:28

some form of leadership. Right? You might have started your own company or your own business.

some form of leadership. Right? You might have started your own company or your own business.

00:32

You might be kind of an exec somewhere or a manager somewhere, or you wanna be a leader. Right? So most people who don't wanna be leaders are not listening to a podcast like this.

You might be kind of an exec somewhere or a manager somewhere, or you wanna be a leader. Right? So most people who don't wanna be leaders are not listening to a podcast like this.

00:42

So

So

00:43

the problem is

the problem is

00:45

me and everybody else sucks. You know, everybody sucks the first time that they are managing people.

me and everybody else sucks. You know, everybody sucks the first time that they are managing people.

00:52

And,

And,

00:54

and this isn't, like, you know, how to manage people one zero one. There's a lot of books that are written about this.

and this isn't, like, you know, how to manage people one zero one. There's a lot of books that are written about this.

00:59

There's some best practices, there's common sense.

There's some best practices, there's common sense.

01:02

But I wanted to share some of the unorthodox,

But I wanted to share some of the unorthodox,

01:05

some of the weird things that I do that I have found work for me. And they might not work for everybody, but they work for me.

some of the weird things that I do that I have found work for me. And they might not work for everybody, but they work for me.

01:12

And,

And,

01:14

not all of these people are gonna agree with. Not all of these will work for you, but it Again, they all work for me. Nobody I couldn't find any of this stuff in a book.

not all of these people are gonna agree with. Not all of these will work for you, but it Again, they all work for me. Nobody I couldn't find any of this stuff in a book.

01:23

I heard about these either from somebody or I just kinda made it up on on my own. And so I think I have five, maybe six

I heard about these either from somebody or I just kinda made it up on on my own. And so I think I have five, maybe six

01:30

different things that I do that are unorthodox,

different things that I do that are unorthodox,

01:33

but work. Okay. So let me start with number one.

but work. Okay. So let me start with number one.

01:36

And this is called Doctor House. It's inspired by Doctor House. So if everybody watches the TV show House, he always does this thing. It the show is like, There's a genius doctor,

And this is called Doctor House. It's inspired by Doctor House. So if everybody watches the TV show House, he always does this thing. It the show is like, There's a genius doctor,

01:48

but he's kind of like a curmudgeon.

but he's kind of like a curmudgeon.

01:50

And,

And,

01:51

all the other doctors really respect him because he's amazing, but

all the other doctors really respect him because he's amazing, but

01:54

He's kinda hard to work with. One of the things he does that's amazing, but hard to work with is he has these, like, three junior doctors who are kinda, like, he's,

He's kinda hard to work with. One of the things he does that's amazing, but hard to work with is he has these, like, three junior doctors who are kinda, like, he's,

02:02

I don't know, advising them or whatever.

I don't know, advising them or whatever.

02:04

They work under him. And when a patient comes in and they run a test to try to figure out what's wrong with the person, he doesn't just look at it and say, here's what's wrong with the Right? First of all, it's usually not that straightforward. Second, well, even if he kinda has an idea, he doesn't spoon feed it

They work under him. And when a patient comes in and they run a test to try to figure out what's wrong with the person, he doesn't just look at it and say, here's what's wrong with the Right? First of all, it's usually not that straightforward. Second, well, even if he kinda has an idea, he doesn't spoon feed it

02:19

to his,

to his,

02:21

to his team. Instead, he will usually slap the the res the the the, like, maybe the scan or the data or the the x-ray or whatever up on a screen, and he'll say, What do you see here? Or he'll say, what's weird about this? Or he'll say, what's interesting about this?

to his team. Instead, he will usually slap the the res the the the, like, maybe the scan or the data or the the x-ray or whatever up on a screen, and he'll say, What do you see here? Or he'll say, what's weird about this? Or he'll say, what's interesting about this?

02:36

And

And

02:37

then the team has to start thinking and getting curious and looking at the thing and saying, well, there must be something there. What do I see?

then the team has to start thinking and getting curious and looking at the thing and saying, well, there must be something there. What do I see?

02:43

And, this is really effective. I do this all the time. I will take let's say some data I'm looking at. When I'm curious about something that makes me go. And

And, this is really effective. I do this all the time. I will take let's say some data I'm looking at. When I'm curious about something that makes me go. And

02:52

what

what

02:53

I use to do is I used to just like share that with the team. Hey, guys. Here's what I found. Look at this data. This data shows that a is b and c. Right? I would like to give them a conclusion. I'm basically spooning spoon feeding them an answer, they'd read it. They'd say, yeah, that makes sense. And then they would go on with their day. Right? Because they didn't have to struggle to understand it. They didn't have to be curious enough to go find it. They just got spoon fed an answer and they say, yeah, yeah, I'm not surprised about that. Alright. I'm gonna move on. Or, oh, that's weird.

I use to do is I used to just like share that with the team. Hey, guys. Here's what I found. Look at this data. This data shows that a is b and c. Right? I would like to give them a conclusion. I'm basically spooning spoon feeding them an answer, they'd read it. They'd say, yeah, that makes sense. And then they would go on with their day. Right? Because they didn't have to struggle to understand it. They didn't have to be curious enough to go find it. They just got spoon fed an answer and they say, yeah, yeah, I'm not surprised about that. Alright. I'm gonna move on. Or, oh, that's weird.

03:18

Okay. Sounds like you got an answer. I'm gonna, again, move on.

Okay. Sounds like you got an answer. I'm gonna, again, move on.

03:21

So I do it the other way, which does three things.

So I do it the other way, which does three things.

03:24

One, it trains the team to be curious and clever. Right? Because you're not looking for some luck not telling you to go do ten more analyses. I'm saying there's something in this. What is it? It's a little bit of a riddle.

One, it trains the team to be curious and clever. Right? Because you're not looking for some luck not telling you to go do ten more analyses. I'm saying there's something in this. What is it? It's a little bit of a riddle.

03:35

The second is it's not a gotcha. Right? Like, I'm genuinely

The second is it's not a gotcha. Right? Like, I'm genuinely

03:38

asking.

asking.

03:39

Because they will see things that you don't see. So even if you saw one of the interesting things, they might find two others that you didn't really,

Because they will see things that you don't see. So even if you saw one of the interesting things, they might find two others that you didn't really,

03:47

appreciate.

appreciate.

03:48

And the last is it trains everybody on how to because, you know, maybe one person out of the group will see the interesting thing, but the other four will say, Why didn't I see that? And that trial and error, that, like, guess and check is how people get better at stuff. So you'll train a team of curious clever people who get good at finding insights in data.

And the last is it trains everybody on how to because, you know, maybe one person out of the group will see the interesting thing, but the other four will say, Why didn't I see that? And that trial and error, that, like, guess and check is how people get better at stuff. So you'll train a team of curious clever people who get good at finding insights in data.

04:08

And so,

And so,

04:09

that's the doctor house technique. I I recommend you try it rather than spoon feeding your team answers.

that's the doctor house technique. I I recommend you try it rather than spoon feeding your team answers.

04:14

Okay. The second one, I learned from my wife. My wife was a consultant,

Okay. The second one, I learned from my wife. My wife was a consultant,

04:19

and she used to go to these companies, and I was like, It was always like, I'm getting alignment. Right? Should go in, it would be a board meeting of, like, you know, Yahoo's board meeting. It's like, you have ten executives at Yahoo and they cannot they, you know, they all think they're on the same page. And then only when you ask them certain questions, do you realize that, like, everybody has, like, a different you know, game plan, vision of what we're trying to do here, etcetera, etcetera.

and she used to go to these companies, and I was like, It was always like, I'm getting alignment. Right? Should go in, it would be a board meeting of, like, you know, Yahoo's board meeting. It's like, you have ten executives at Yahoo and they cannot they, you know, they all think they're on the same page. And then only when you ask them certain questions, do you realize that, like, everybody has, like, a different you know, game plan, vision of what we're trying to do here, etcetera, etcetera.

04:41

So she got good assessing that out, but people are a little bit

So she got good assessing that out, but people are a little bit

04:46

not defensive, but they're a little bit limited when you just ask them very literal logical questions that tap into only the analytical part of their brain. Like if you say what are our three key objectives for the year. They sort of feels like they're taking a math test. And so she does this thing that was called the holiday party. The holiday party tactic

not defensive, but they're a little bit limited when you just ask them very literal logical questions that tap into only the analytical part of their brain. Like if you say what are our three key objectives for the year. They sort of feels like they're taking a math test. And so she does this thing that was called the holiday party. The holiday party tactic

05:04

is she had me go she had me go to a whiteboard and she goes, alright. Let's fast forward. It's Christmas Eve,

is she had me go she had me go to a whiteboard and she goes, alright. Let's fast forward. It's Christmas Eve,

05:11

of this year.

of this year.

05:12

And we're at the company holiday party. I want you to start drawing. What's at that company holiday party? I'm like, what do you mean? She's like, just draw things that would make it an awesome company holiday party. I'm like, okay. So all of a sudden I'm having kind of fun. I'm something creative. I'm drawing. I'm just thinking of cool shit that could be at a party. Right? So my guard is down. And so, you know, I'll draw, like, whatever. There's a DJ. And I we kinda laugh because the DJ booth is, like, you know, my drawing is bad. And then I'll draw the next thing. And then she'll say, okay. What's on the script? What are you celebrating?

And we're at the company holiday party. I want you to start drawing. What's at that company holiday party? I'm like, what do you mean? She's like, just draw things that would make it an awesome company holiday party. I'm like, okay. So all of a sudden I'm having kind of fun. I'm something creative. I'm drawing. I'm just thinking of cool shit that could be at a party. Right? So my guard is down. And so, you know, I'll draw, like, whatever. There's a DJ. And I we kinda laugh because the DJ booth is, like, you know, my drawing is bad. And then I'll draw the next thing. And then she'll say, okay. What's on the script? What are you celebrating?

05:41

And that question, what are we celebrating? It's like, kinda like, what are we trying to do this year? Right? What's the milestone that we hit? And instead of saying, what are we trying to do? It's assuming it's already done that we're already celebrating. We're popping bottles because we hit one million users or, ten million downloads or hundred million in revenue, whatever it is.

And that question, what are we celebrating? It's like, kinda like, what are we trying to do this year? Right? What's the milestone that we hit? And instead of saying, what are we trying to do? It's assuming it's already done that we're already celebrating. We're popping bottles because we hit one million users or, ten million downloads or hundred million in revenue, whatever it is.

05:59

And so it's, you know, we'd say our our big north star goal because it's like that screen could only have one big thing on it that we're all cheers in our our glass too. So what is that north star metric?

And so it's, you know, we'd say our our big north star goal because it's like that screen could only have one big thing on it that we're all cheers in our our glass too. So what is that north star metric?

06:10

And then she would say, cool. Let's walk around, like, you know, who's who's at this party. And you, you know, there's this little exercise. And as she unfolded this party, it kinda re v at first, it got me in the mood for winning. Right? Because it's like I'm already working backwards from the assumption that we've won.

And then she would say, cool. Let's walk around, like, you know, who's who's at this party. And you, you know, there's this little exercise. And as she unfolded this party, it kinda re v at first, it got me in the mood for winning. Right? Because it's like I'm already working backwards from the assumption that we've won.

06:24

Then I identify the north star goal. And then after we do that little game, it only takes two minutes, then we would say, alright,

Then I identify the north star goal. And then after we do that little game, it only takes two minutes, then we would say, alright,

06:31

so how are we gonna get there? Right. What what would be the things that we would need to do now so that that party happens?

so how are we gonna get there? Right. What what would be the things that we would need to do now so that that party happens?

06:37

And all of a sudden, we're we're talking and brainstorming from a place of certainty and confidence

And all of a sudden, we're we're talking and brainstorming from a place of certainty and confidence

06:42

rather than fear and doubt about not being able to pull it off and the stress Right? Cause when you're in fight or flight, your brain only works in a very limited capacity

rather than fear and doubt about not being able to pull it off and the stress Right? Cause when you're in fight or flight, your brain only works in a very limited capacity

06:50

compared to when you are, you know, at ease, relaxed, which is why, you know, great ideas come to you in the shower because you're You're relaxed. You have warm water pouring on top of your head. And so your brain kinda melts away and can start to, you know, put together different data points that,

compared to when you are, you know, at ease, relaxed, which is why, you know, great ideas come to you in the shower because you're You're relaxed. You have warm water pouring on top of your head. And so your brain kinda melts away and can start to, you know, put together different data points that,

07:05

that are are not there when you're tense. And so I love this tactic of the holiday party drawing game. It really loosens people up It gets them thinking, it focuses them on the north star goal. And then when you make a plan after that, they go into that plan from, in a state of mind of we already won.

that are are not there when you're tense. And so I love this tactic of the holiday party drawing game. It really loosens people up It gets them thinking, it focuses them on the north star goal. And then when you make a plan after that, they go into that plan from, in a state of mind of we already won.

07:22

Okay.

Okay.

07:22

Now here's the opposite.

Now here's the opposite.

07:24

This is called the,

This is called the,

07:27

the misery misery loves company Okay. So whenever we're making a plan, at the beginning of any plan, everything seems achievable

the misery misery loves company Okay. So whenever we're making a plan, at the beginning of any plan, everything seems achievable

07:34

and,

and,

07:36

up everyone's optimistic.

up everyone's optimistic.

07:38

And it's hard to say. It's one thing to ask somebody what are the key risks in this? And then people, you know, again, they get a little defensive. They're using the logical part of your brain. So a better question is,

And it's hard to say. It's one thing to ask somebody what are the key risks in this? And then people, you know, again, they get a little defensive. They're using the logical part of your brain. So a better question is,

07:48

You know, if I was to,

You know, if I was to,

07:51

let's say, you know, we, you go do this. I go do my thing and we get busy

let's say, you know, we, you go do this. I go do my thing and we get busy

07:55

And, you know, six months from now, twelve months from now, we we catch back up. We're we're getting a beer here at the local pub.

And, you know, six months from now, twelve months from now, we we catch back up. We're we're getting a beer here at the local pub.

08:02

In the afternoon. It's four in the afternoon. We go grab a beer and we say, man, that idea was so cool.

In the afternoon. It's four in the afternoon. We go grab a beer and we say, man, that idea was so cool.

08:08

Let's assume it went wrong. Right? So Man, that idea was so cool.

Let's assume it went wrong. Right? So Man, that idea was so cool.

08:13

I can't believe it didn't work out.

I can't believe it didn't work out.

08:15

Yeah. What happened?

Yeah. What happened?

08:17

What is the what is the most likely reason we would give

What is the what is the most likely reason we would give

08:21

that things went south.

that things went south.

08:23

And this is a way to identify the core risk, the chief assumption,

And this is a way to identify the core risk, the chief assumption,

08:27

the riskiest proposition

the riskiest proposition

08:29

in your plan is to sort of work backwards from. We're getting a beer. We're hanging out. It's already failed.

in your plan is to sort of work backwards from. We're getting a beer. We're hanging out. It's already failed.

08:36

And we say, man, that thing had so much potential. What what went wrong? What what do you think is the number one reason it might go wrong? And then because you're identifying that upfront, you can now, like, work against that. You can get you can game plan around that.

And we say, man, that thing had so much potential. What what went wrong? What what do you think is the number one reason it might go wrong? And then because you're identifying that upfront, you can now, like, work against that. You can get you can game plan around that.

08:48

Okay. Here's another one.

Okay. Here's another one.

08:51

I find that people get very defensive about

I find that people get very defensive about

08:56

the status quo, especially the leaders because as a leader, you're sort of responsible for the way that the company works. Right? Your respond like, responsible for how many people work at your company. Right? If I said, did you hire too many people? Most people don't wanna say yes. And the reality is that

the status quo, especially the leaders because as a leader, you're sort of responsible for the way that the company works. Right? Your respond like, responsible for how many people work at your company. Right? If I said, did you hire too many people? Most people don't wanna say yes. And the reality is that

09:11

Certainly, I don't know, twenty, thirty, forty percent of the time, the answer truly is. Yes. You've hired too many people. But if you ask CEOs, they'll rarely ever say yes.

Certainly, I don't know, twenty, thirty, forty percent of the time, the answer truly is. Yes. You've hired too many people. But if you ask CEOs, they'll rarely ever say yes.

09:20

And in the same way, you'll say, are you working on a bunch of useless stuff? Or are you working on a bunch of extraneous things? They would say, no. I mean, these are all important. They're valuable.

And in the same way, you'll say, are you working on a bunch of useless stuff? Or are you working on a bunch of extraneous things? They would say, no. I mean, these are all important. They're valuable.

09:29

Right? So people get defensive about their current plan.

Right? So people get defensive about their current plan.

09:32

And so how do you get how do you get people to,

And so how do you get how do you get people to,

09:35

to identify

to identify

09:37

the fat in their their plan, right, be able to trim the fat without the pressure and the stress of them feeling like they're wrong, or they're being blamed, or that gonna have to make some tough decisions, have some hard conversations, and because of that, they just wanna avoid it. So here's what I do. We play a game. It's sort of like that, you know, that f murder Mary game, right, where you decide, you know, if out of these three choices, who would you, who would you murder? Who would you marry? Who would you have? So, similarly,

the fat in their their plan, right, be able to trim the fat without the pressure and the stress of them feeling like they're wrong, or they're being blamed, or that gonna have to make some tough decisions, have some hard conversations, and because of that, they just wanna avoid it. So here's what I do. We play a game. It's sort of like that, you know, that f murder Mary game, right, where you decide, you know, if out of these three choices, who would you, who would you murder? Who would you marry? Who would you have? So, similarly,

10:02

let's just focus on the murder part, which is like

let's just focus on the murder part, which is like

10:06

If I asked you, right? So I could sit down with with any manager in my company. I could say,

If I asked you, right? So I could sit down with with any manager in my company. I could say,

10:10

in your team,

in your team,

10:12

If you I know you love your team, and I know they're they're they're all great. They're all great in their own ways. But if you had to do it,

If you I know you love your team, and I know they're they're they're all great. They're all great in their own ways. But if you had to do it,

10:18

what would be the three who would be the three people that you would cut if you had to cut. I'm not saying you will, where you're not gonna cut anybody. But who would those three people be?

what would be the three who would be the three people that you would cut if you had to cut. I'm not saying you will, where you're not gonna cut anybody. But who would those three people be?

10:27

Similarly, like, out of all the projects and initiatives are doing,

Similarly, like, out of all the projects and initiatives are doing,

10:31

What are the three that you would cut if you had to cut three initiatives off? Which ones would go?

What are the three that you would cut if you had to cut three initiatives off? Which ones would go?

10:36

And it could even do this with anything. Right? Customers.

And it could even do this with anything. Right? Customers.

10:38

Of all your customers on the roster, your clients, who are the three that you would cut, or they're just a pain in the ass that's not worth the juice is not worth the squeeze?

Of all your customers on the roster, your clients, who are the three that you would cut, or they're just a pain in the ass that's not worth the juice is not worth the squeeze?

10:46

And if you can create a safe, a safe space, basically, where somebody can freely identify what they would cut if they were gonna cut, but don't No worry. We're not asking you to cut anything.

And if you can create a safe, a safe space, basically, where somebody can freely identify what they would cut if they were gonna cut, but don't No worry. We're not asking you to cut anything.

10:56

And you do it yourself. Right? You're not just asking others to do this, but you do it yourself and you think aloud, maybe do it as a group, like, hey, what would we what projects would we cut? You know, which team members are really not, you know, are at the bottom. Right? There certainly is a top and a bottom. Who who was that? Right? Which customers are at the top and the bottom? And if you can identify those, it plants a seed. And people, once they've said it out loud, they've heard a truth. It's very hard to unsee a truth.

And you do it yourself. Right? You're not just asking others to do this, but you do it yourself and you think aloud, maybe do it as a group, like, hey, what would we what projects would we cut? You know, which team members are really not, you know, are at the bottom. Right? There certainly is a top and a bottom. Who who was that? Right? Which customers are at the top and the bottom? And if you can identify those, it plants a seed. And people, once they've said it out loud, they've heard a truth. It's very hard to unsee a truth.

11:21

And it might be a month later or two months later or three months later, but eventually they will decide to trim some of the fat, either on their team, their projects, or the client list that will help the team grow.

And it might be a month later or two months later or three months later, but eventually they will decide to trim some of the fat, either on their team, their projects, or the client list that will help the team grow.

11:31

So that's the effort to marry tactic. Okay. I think I've done

So that's the effort to marry tactic. Okay. I think I've done

11:34

what is that? Four tactics. Okay. Let's do another one.

what is that? Four tactics. Okay. Let's do another one.

11:39

This is the superpower one. So this is a way to build people up. So I did this at my my last startup,

This is the superpower one. So this is a way to build people up. So I did this at my my last startup,

11:44

and people really resonate with this, which is I made a presentation

and people really resonate with this, which is I made a presentation

11:48

about each person of the team. I did this on a Friday afternoon. I said, hey, guys. Let's go do a little happy hour. And I said, I got a presentation for you guys. I said,

about each person of the team. I did this on a Friday afternoon. I said, hey, guys. Let's go do a little happy hour. And I said, I got a presentation for you guys. I said,

11:55

You know, I've learned that in a in any team,

You know, I've learned that in a in any team,

11:58

you can you can look for two types of people. You can look for people who

you can you can look for two types of people. You can look for people who

12:03

lack weaknesses, meaning they're pretty well rounded. They have no fatal flaws, but they may not be great at anything. Right? They're they're just good. They're they're at least good at everything.

lack weaknesses, meaning they're pretty well rounded. They have no fatal flaws, but they may not be great at anything. Right? They're they're just good. They're they're at least good at everything.

12:13

Or you can have some people that are amazing at some things and kind of weak in other areas. And I've learned that the the the best performing teams are filled with people who are amazing in at least one area.

Or you can have some people that are amazing at some things and kind of weak in other areas. And I've learned that the the the best performing teams are filled with people who are amazing in at least one area.

12:24

So you're hiring for an extreme strength, not a lack of weakness. Right? That's a Andreessen horowitz, framework that I really loved. And so I said, I'd like to, you know, I said, but the funny thing is for most people, they don't they're not even aware

So you're hiring for an extreme strength, not a lack of weakness. Right? That's a Andreessen horowitz, framework that I really loved. And so I said, I'd like to, you know, I said, but the funny thing is for most people, they don't they're not even aware

12:37

of what their extreme strength is.

of what their extreme strength is.

12:39

And,

And,

12:41

because you're too close to it. It's so normal for you to be great at it. You don't even really realize you're great at at at at some point. It's other people who pointed out. So I'd like to point out for you the superpower that I've seen each of you have.

because you're too close to it. It's so normal for you to be great at it. You don't even really realize you're great at at at at some point. It's other people who pointed out. So I'd like to point out for you the superpower that I've seen each of you have.

12:52

And then I would give and so I put each person's

And then I would give and so I put each person's

12:55

face on a slide and I would say Hey, this is, like, for example, hey, this is Derek. Derek's our designer.

face on a slide and I would say Hey, this is, like, for example, hey, this is Derek. Derek's our designer.

13:01

Derek, what I've noticed is your superpower. I don't know if you're aware of this, but

Derek, what I've noticed is your superpower. I don't know if you're aware of this, but

13:05

most designers that I've worked with, they're creative types. They're sort of like, you know, messy desk procrastinator

most designers that I've worked with, they're creative types. They're sort of like, you know, messy desk procrastinator

13:11

types. They pull all nighters when they get creative inspiration, and they do amazing work sometimes and other times you know, they get stuck with sort of a creative writer's block of sorts.

types. They pull all nighters when they get creative inspiration, and they do amazing work sometimes and other times you know, they get stuck with sort of a creative writer's block of sorts.

13:19

I said, Derek, your superpower is that you're a great designer.

I said, Derek, your superpower is that you're a great designer.

13:23

But you're like the mailman.

But you're like the mailman.

13:24

You deliver

You deliver

13:26

every day at the same time. Right? Like, I give you the the the brief. I scribble.

every day at the same time. Right? Like, I give you the the the brief. I scribble.

13:31

A,

A,

13:32

a scribble, a poorly written address of where where where I'm trying to get this package. And you're able to interpret it like a mailman and say, oh, I know where this is trying to go, and then you deliver it. Every day at five PM before you leave. And I said, I I you're like the mailman. I said, and, you know, you don't work on the weekends. I know that you're not the type of guy that I should be hitting up for that, like, crazy project we're gonna do on the weekends. So you're like the mailman. You deliver every day of the week, except for Sundays. And so I gave them basically a superpower, which is

a scribble, a poorly written address of where where where I'm trying to get this package. And you're able to interpret it like a mailman and say, oh, I know where this is trying to go, and then you deliver it. Every day at five PM before you leave. And I said, I I you're like the mailman. I said, and, you know, you don't work on the weekends. I know that you're not the type of guy that I should be hitting up for that, like, crazy project we're gonna do on the weekends. So you're like the mailman. You deliver every day of the week, except for Sundays. And so I gave them basically a superpower, which is

13:57

You have this amazing ability to consistently

You have this amazing ability to consistently

13:59

take a loose set of instructions and deliver on it. And I gave him a nickname that goes with it. That's why I call you the male man.

take a loose set of instructions and deliver on it. And I gave him a nickname that goes with it. That's why I call you the male man.

14:06

And then, you know, that's your superpower, and I gave it a little symbol. And then I, like, you know, did went to the next person. I said, oh, this is furcon. Furcon is,

And then, you know, that's your superpower, and I gave it a little symbol. And then I, like, you know, did went to the next person. I said, oh, this is furcon. Furcon is,

14:14

you know, he's not gonna win any awards for for being the most eloquent speaker

you know, he's not gonna win any awards for for being the most eloquent speaker

14:19

or the the most politically,

or the the most politically,

14:21

you know, polished kinda guy

you know, polished kinda guy

14:23

But, man, when I when you talk to Fercon, it's almost like he's allergic to bullshit.

But, man, when I when you talk to Fercon, it's almost like he's allergic to bullshit.

14:28

Like, you know, when someone's allergic to peanut can't even have a peanut dish or you you feel uncomfortable taking peanuts around them because you might kill them. I said that's what it's like when I bring bullshit around you. I I don't even feel comfortable saying bullshit around you. Because you're so good at seeing through bullshit and saying, that doesn't make sense. Or wait. I thought you said this other thing. So how how could both of those be true? Right? And so I, you know, you are like,

Like, you know, when someone's allergic to peanut can't even have a peanut dish or you you feel uncomfortable taking peanuts around them because you might kill them. I said that's what it's like when I bring bullshit around you. I I don't even feel comfortable saying bullshit around you. Because you're so good at seeing through bullshit and saying, that doesn't make sense. Or wait. I thought you said this other thing. So how how could both of those be true? Right? And so I, you know, you are like,

14:51

you are allergic to bullshit. That is your superpower. You just can't stand it. And that because of that, it makes the rest of us up our game and not bring that bring half baked plans or incongruent

you are allergic to bullshit. That is your superpower. You just can't stand it. And that because of that, it makes the rest of us up our game and not bring that bring half baked plans or incongruent

15:02

illogical plans to you because you'll sniff it out in a second.

illogical plans to you because you'll sniff it out in a second.

15:05

And the beautiful thing is these things are both true and aspirational. Meaning, they are this way, but by giving it their superpower,

And the beautiful thing is these things are both true and aspirational. Meaning, they are this way, but by giving it their superpower,

15:13

They then wanna live up to that identity you've given them. And so you can kind of architect the type of team you want by calling out areas they're good, but they not may not be the best at it or they may not be doing it all the time, but by giving them their superpower, they will start to do it more often. Okay. So that's the superpower technique.

They then wanna live up to that identity you've given them. And so you can kind of architect the type of team you want by calling out areas they're good, but they not may not be the best at it or they may not be doing it all the time, but by giving them their superpower, they will start to do it more often. Okay. So that's the superpower technique.

15:30

Okay. I'm gonna give you three quick ones. The Tesla master plan. If you've never read it, Elon Musk wrote a master plan for Tesla,

Okay. I'm gonna give you three quick ones. The Tesla master plan. If you've never read it, Elon Musk wrote a master plan for Tesla,

15:38

you know, back when it started. So he wrote the master plan v one, like, ten years ago, and then he wrote v two. And basically he said master plan v one basically was like, You should go read it. I've handwritten his many times and then wrote ours, wrote my own plan for my own business after writing his.

you know, back when it started. So he wrote the master plan v one, like, ten years ago, and then he wrote v two. And basically he said master plan v one basically was like, You should go read it. I've handwritten his many times and then wrote ours, wrote my own plan for my own business after writing his.

15:54

And so his plan basically says Tesla's job is to accelerate, you know, the,

And so his plan basically says Tesla's job is to accelerate, you know, the,

16:00

the societies move off of fossil fuels onto sustainable energy.

the societies move off of fossil fuels onto sustainable energy.

16:04

To do that, we need to create a car that's high performance,

To do that, we need to create a car that's high performance,

16:08

and high efficiency.

and high efficiency.

16:11

And so we're gonna start with the roadster, the expensive car, then we're gonna make the next car, then we're gonna make the the mass market model three,

And so we're gonna start with the roadster, the expensive car, then we're gonna make the next car, then we're gonna make the the mass market model three,

16:19

car

car

16:20

blah blah blah. And he's like, you know, so in summary, here's the master plan. Build an expensive car to to build the brand, build a less expensive car to get more people on it, then build use the economies of scale and the and the learnings from production to build a mass market car that will get to everybody. Right? That's the master plan.

blah blah blah. And he's like, you know, so in summary, here's the master plan. Build an expensive car to to build the brand, build a less expensive car to get more people on it, then build use the economies of scale and the and the learnings from production to build a mass market car that will get to everybody. Right? That's the master plan.

16:37

And then he wrote a mastermind v two, but it is very powerful

And then he wrote a mastermind v two, but it is very powerful

16:41

if you can write the master plan

if you can write the master plan

16:43

for your company. Right? It's basically and and it doesn't have to be right. Right? But it's you putting it out there. What are we here to do? How do we plan to do it? And, like, here's the takeaway. And if you look at his writing style, it's a very empowering style. And so I like to take his master plan and then write my own.

for your company. Right? It's basically and and it doesn't have to be right. Right? But it's you putting it out there. What are we here to do? How do we plan to do it? And, like, here's the takeaway. And if you look at his writing style, it's a very empowering style. And so I like to take his master plan and then write my own.

17:00

Alright. The next one, comes from the CEO coach called Matt McCari or something like that. So here's this technique called the calendar audit. Which is very simple. Imagine you to print out your calendar from the last week,

Alright. The next one, comes from the CEO coach called Matt McCari or something like that. So here's this technique called the calendar audit. Which is very simple. Imagine you to print out your calendar from the last week,

17:11

and you

and you

17:13

look at every every meeting that was scheduled every kind of block of time that you used, You take three highlighters. You take a green highlighter that says that was something that I enjoyed that gave me energy. You highlight those in green. And you take a red highlighter, you say, these ones that I highlighted in red are the ones that I felt like my soul was being sucked out of my body. Right? Like, These are the soul crushing, energy draining,

look at every every meeting that was scheduled every kind of block of time that you used, You take three highlighters. You take a green highlighter that says that was something that I enjoyed that gave me energy. You highlight those in green. And you take a red highlighter, you say, these ones that I highlighted in red are the ones that I felt like my soul was being sucked out of my body. Right? Like, These are the soul crushing, energy draining,

17:35

things that I dread, parts of things of my day that I don't look forward to. You put those in red. And then you have the yellow that are like neutral.

things that I dread, parts of things of my day that I don't look forward to. You put those in red. And then you have the yellow that are like neutral.

17:41

And you look at that and then you say, okay, this is an audit. I now need to take these red things and I need to figure out over time how I'm gonna get more green than red. Right? How I'm gonna phase all the red away and get to only green.

And you look at that and then you say, okay, this is an audit. I now need to take these red things and I need to figure out over time how I'm gonna get more green than red. Right? How I'm gonna phase all the red away and get to only green.

17:52

And,

And,

17:53

that might be hiring somebody who does who likes doing that thing because what's red for you might be green for them. Or just getting rid of it or minimizing the time you do it and saying, man, do we really need three meetings for this? Could we not just do it in one? Could this meeting be an email, right, or whatever?

that might be hiring somebody who does who likes doing that thing because what's red for you might be green for them. Or just getting rid of it or minimizing the time you do it and saying, man, do we really need three meetings for this? Could we not just do it in one? Could this meeting be an email, right, or whatever?

18:08

So calendar audit is a very valuable technique. Okay. So that was so so far we've had number one, the doctor house screenshot technique.

So calendar audit is a very valuable technique. Okay. So that was so so far we've had number one, the doctor house screenshot technique.

18:15

Number two, my wife's holiday party work backwards question. Number three, the if we got a beer saying, you know, saying, man, it's a bummer that thing failed. Why did it fail? Right? That's number three. Number four is creating a safe space for the f murder Mary game. Right? Who who are the three that you would double down on? Who are the three that you would cut? Three is just a magic number. It might be three thousand for you. I don't know. Whatever. Does it the number doesn't matter. Same idea. Are the bottom twenty percent of things? What are the top twenty percent of things? This is what you're trying to identify. And with the promise of, we're not taking an action on this right now.

Number two, my wife's holiday party work backwards question. Number three, the if we got a beer saying, you know, saying, man, it's a bummer that thing failed. Why did it fail? Right? That's number three. Number four is creating a safe space for the f murder Mary game. Right? Who who are the three that you would double down on? Who are the three that you would cut? Three is just a magic number. It might be three thousand for you. I don't know. Whatever. Does it the number doesn't matter. Same idea. Are the bottom twenty percent of things? What are the top twenty percent of things? This is what you're trying to identify. And with the promise of, we're not taking an action on this right now.

18:47

So that's what? Four? Yeah. That's four. Number five was

So that's what? Four? Yeah. That's four. Number five was

18:51

tell each person their superpower and give it to your team as a presentation. They will live up to that reputation.

tell each person their superpower and give it to your team as a presentation. They will live up to that reputation.

18:56

Number six is the Tesla master plan. Number seven is the calendar audit. Okay. I'm gonna do two more, maybe three.

Number six is the Tesla master plan. Number seven is the calendar audit. Okay. I'm gonna do two more, maybe three.

19:04

Number eight is peer groups. So anytime I have an objective, like, let's say I wanna become, you know, a great poker player or I wanna get to a hundred thousand Twitter followers, or I wanna build a DDC brand that does fifty million dollars a year.

Number eight is peer groups. So anytime I have an objective, like, let's say I wanna become, you know, a great poker player or I wanna get to a hundred thousand Twitter followers, or I wanna build a DDC brand that does fifty million dollars a year.

19:16

I will create a a text chat group A five other people who have who are in the same kind of ballpark as me of where they're at now and have that same ambition as their top ambition.

I will create a a text chat group A five other people who have who are in the same kind of ballpark as me of where they're at now and have that same ambition as their top ambition.

19:26

Mentors and advisors overrated

Mentors and advisors overrated

19:28

peer group under rated. And so that's what I would do. And I would start by texting them, and then I would do, like, a once a month kinda call where we spend three hours on the phone or in person hanging out,

peer group under rated. And so that's what I would do. And I would start by texting them, and then I would do, like, a once a month kinda call where we spend three hours on the phone or in person hanging out,

19:38

shooting the shit together, sharing tactics and strategies. What's working for them in trying to achieve your mutually shared goal.

shooting the shit together, sharing tactics and strategies. What's working for them in trying to achieve your mutually shared goal.

19:46

Okay. Last one is the kickoff document. I think this is number nine.

Okay. Last one is the kickoff document. I think this is number nine.

19:51

A kickoff document is a template that I have, and I could share this. But, if you subscribe to my newsletter, I think you'd get it. So just go to seanpourri dot com, and,

A kickoff document is a template that I have, and I could share this. But, if you subscribe to my newsletter, I think you'd get it. So just go to seanpourri dot com, and,

20:00

And I think you can get it. Or if not, just email me at sean at seanbrew dot com. Okay. So the kickoff document is basically something I do before I start a project because I believe that clarity

And I think you can get it. Or if not, just email me at sean at seanbrew dot com. Okay. So the kickoff document is basically something I do before I start a project because I believe that clarity

20:10

is power. I think too often people go into doing something without actually being clear of What are we trying to do here? Why are we trying to do it? How will we measure success? And what's the first thing that we should really do?

is power. I think too often people go into doing something without actually being clear of What are we trying to do here? Why are we trying to do it? How will we measure success? And what's the first thing that we should really do?

20:21

And that's what a kickoff document does. The kickoff dock has three sections. The first is what are we trying to do? It's one liner.

And that's what a kickoff document does. The kickoff dock has three sections. The first is what are we trying to do? It's one liner.

20:28

The next is what's a win look like?

The next is what's a win look like?

20:30

And I define a win in two ways. I say, what's the floor of this win? Meaning, what is the minimum

And I define a win in two ways. I say, what's the floor of this win? Meaning, what is the minimum

20:36

that I would consider, like, a successful good outcome? Like, what's achievable thing?

that I would consider, like, a successful good outcome? Like, what's achievable thing?

20:41

And then what's the FIA win? Which is the, like, the the result that would make me safe. FIA then? That really worked. And so now I got kind of like a range. I have like the bottom goal, my floor goal, and then I have my my my stretch goal.

And then what's the FIA win? Which is the, like, the the result that would make me safe. FIA then? That really worked. And so now I got kind of like a range. I have like the bottom goal, my floor goal, and then I have my my my stretch goal.

20:54

And,

And,

20:55

and then I also do an anti goal, meaning

and then I also do an anti goal, meaning

20:57

What are some traps that I could fall into along the way that would like make this whole thing even if I hit my goals, I would feel bad at the end of it because I, like, did this other thing. Right? Like, for example, we all have these in life. Like,

What are some traps that I could fall into along the way that would like make this whole thing even if I hit my goals, I would feel bad at the end of it because I, like, did this other thing. Right? Like, for example, we all have these in life. Like,

21:10

you know, I would love to,

you know, I would love to,

21:13

be successful, but I don't wanna, you know, screw over people along the way and carry that guilt with me. Right? So that that's a, like,

be successful, but I don't wanna, you know, screw over people along the way and carry that guilt with me. Right? So that that's a, like,

21:21

being successful financially would be your goal. I mean, you'd put some numbers around it. But then your anti goal would be,

being successful financially would be your goal. I mean, you'd put some numbers around it. But then your anti goal would be,

21:28

I don't want to do this in a way that makes me feel unethical or, ashamed in any way of what I did. I'd like to feel proud of Right? So those become your anti goals or, like, you know, I'd like to be successful, but I wanna be able to make sure I'm home with my kids every day at five because that's really important to me. So an anti goal would be, yeah, I made it happen, but I've never home. Right? So my anti goal would be, you know, never getting home before, you know, x time. And so it's important to identify your anti goals. They're very clarifying for you.

I don't want to do this in a way that makes me feel unethical or, ashamed in any way of what I did. I'd like to feel proud of Right? So those become your anti goals or, like, you know, I'd like to be successful, but I wanna be able to make sure I'm home with my kids every day at five because that's really important to me. So an anti goal would be, yeah, I made it happen, but I've never home. Right? So my anti goal would be, you know, never getting home before, you know, x time. And so it's important to identify your anti goals. They're very clarifying for you.

21:56

And the kickoff doc ends with one hour or your power hour. Basically, like, what's something I could do in the next hour that would just get, like, create, like, momentum.

And the kickoff doc ends with one hour or your power hour. Basically, like, what's something I could do in the next hour that would just get, like, create, like, momentum.

22:04

Get me to a win. And so This is not, like, do some research or make a list. It's, like, give momentum towards the actual outcome. So if I wanna, you know, increase sales, that's, like, make a sale, make one sale. Or, like, if I wanted to grow my list, my email list, it's like, I don't know, post a thread on Twitter in the next hour that will get some subscribers to my list. Just something to get the ball rolling that's action oriented, so you're not just always in planning mode. So those are nine different little tips and tricks that, really work for me.

Get me to a win. And so This is not, like, do some research or make a list. It's, like, give momentum towards the actual outcome. So if I wanna, you know, increase sales, that's, like, make a sale, make one sale. Or, like, if I wanted to grow my list, my email list, it's like, I don't know, post a thread on Twitter in the next hour that will get some subscribers to my list. Just something to get the ball rolling that's action oriented, so you're not just always in planning mode. So those are nine different little tips and tricks that, really work for me.

22:34

That I don't think you'll learn most of those and I don't know, business school or, you know, at your job that peep, you know, even if people try to do management training, it's usually not things like

That I don't think you'll learn most of those and I don't know, business school or, you know, at your job that peep, you know, even if people try to do management training, it's usually not things like

22:43

these are my kind of like, you know, unorthodox, pet tricks that I like to do that help me, you know, with my company. And so I hope that's helpful for you. If it is, let me know. You could tweet it at me, at SeanVP. If it's not helpful, tweet it at me and say, hey, you know.

these are my kind of like, you know, unorthodox, pet tricks that I like to do that help me, you know, with my company. And so I hope that's helpful for you. If it is, let me know. You could tweet it at me, at SeanVP. If it's not helpful, tweet it at me and say, hey, you know.

22:57

Wasn't that helpful? On a feedback? I love honest feedback. So either way, it works for me.

Wasn't that helpful? On a feedback? I love honest feedback. So either way, it works for me.

23:01

I'm at Sean VP, which is s h a a n VP on Twitter. Alright. Nowadays.

I'm at Sean VP, which is s h a a n VP on Twitter. Alright. Nowadays.

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