Ari Meisel

But the ones who don't change are the ones that will, you know, not come out on top.

But the ones who don't change are the ones that will, you know, not come out on top.

Yeah.

Yeah.

Yeah.

So there's, there's a couple of ways to look at that. Excuse me. So I have a framework called the ultimate KPI where you look at the 20 things that you do on a regular basis. And that could be everything from, you know, I'm meeting with my team to I'm doing podcasts to I'm making deals, whatever it is. 20 things that you do on a very regular basis.

So there's, there's a couple of ways to look at that. Excuse me. So I have a framework called the ultimate KPI where you look at the 20 things that you do on a regular basis. And that could be everything from, you know, I'm meeting with my team to I'm doing podcasts to I'm making deals, whatever it is. 20 things that you do on a very regular basis.

So there's, there's a couple of ways to look at that. Excuse me. So I have a framework called the ultimate KPI where you look at the 20 things that you do on a regular basis. And that could be everything from, you know, I'm meeting with my team to I'm doing podcasts to I'm making deals, whatever it is. 20 things that you do on a very regular basis.

And then the idea is to look at those 20 and pick 16 of them that in one year's time you will no longer be doing. And basically we reverse engineer, are we going to optimize it, automate it or outsource it? And it's a sort of a fascinating process to go through because essentially everybody in organizations should do this.

And then the idea is to look at those 20 and pick 16 of them that in one year's time you will no longer be doing. And basically we reverse engineer, are we going to optimize it, automate it or outsource it? And it's a sort of a fascinating process to go through because essentially everybody in organizations should do this.

And then the idea is to look at those 20 and pick 16 of them that in one year's time you will no longer be doing. And basically we reverse engineer, are we going to optimize it, automate it or outsource it? And it's a sort of a fascinating process to go through because essentially everybody in organizations should do this.

But what you're kind of asking people to do is like, if you were to be fired tomorrow, You know, what would we have to do to replace you? And what that does, again, is it frees people from the shackles of the level that they're at so that they can rise up to the next level as far as I'm concerned. So they can push that work down and down. So that's the first thing.

But what you're kind of asking people to do is like, if you were to be fired tomorrow, You know, what would we have to do to replace you? And what that does, again, is it frees people from the shackles of the level that they're at so that they can rise up to the next level as far as I'm concerned. So they can push that work down and down. So that's the first thing.

But what you're kind of asking people to do is like, if you were to be fired tomorrow, You know, what would we have to do to replace you? And what that does, again, is it frees people from the shackles of the level that they're at so that they can rise up to the next level as far as I'm concerned. So they can push that work down and down. So that's the first thing.

We kind of have to take this, again, it's like shining a light. We look at how we do what we do and start to dig into the processes. The next one, which is a big one about automation, is the word average. Right? So look at your day and anytime you use the word every, so every time a customer signs up, right?

We kind of have to take this, again, it's like shining a light. We look at how we do what we do and start to dig into the processes. The next one, which is a big one about automation, is the word average. Right? So look at your day and anytime you use the word every, so every time a customer signs up, right?

We kind of have to take this, again, it's like shining a light. We look at how we do what we do and start to dig into the processes. The next one, which is a big one about automation, is the word average. Right? So look at your day and anytime you use the word every, so every time a customer signs up, right?

Every time I record a podcast, every time I travel, the word every suggests that you're doing something repetitively and anything that we're doing repetitively probably can be automated. Definitely in part, probably in its entirety. So that's a ripe opportunity for optimization or for automation. And then once we have optimized and automated at that point, whatever's left,

Every time I record a podcast, every time I travel, the word every suggests that you're doing something repetitively and anything that we're doing repetitively probably can be automated. Definitely in part, probably in its entirety. So that's a ripe opportunity for optimization or for automation. And then once we have optimized and automated at that point, whatever's left,

Every time I record a podcast, every time I travel, the word every suggests that you're doing something repetitively and anything that we're doing repetitively probably can be automated. Definitely in part, probably in its entirety. So that's a ripe opportunity for optimization or for automation. And then once we have optimized and automated at that point, whatever's left,