Cameron Herold

Find the two or three things that give you energy that you're amazing at, that you're so good at, and delegate everything else off your plate. And one of them said, well, I can't. I don't have the people that can do it.

Find the two or three things that give you energy that you're amazing at, that you're so good at, and delegate everything else off your plate. And one of them said, well, I can't. I don't have the people that can do it.

I said, good, learn how to interview, hire people, and then spend your time coaching them and giving them the skills and the confidence and the connections to do what's on your plate. But your to-do list does not have your name on it. Right? Your Ryan's to-do list doesn't say Ryan's to-do list. Even if it does, you don't have to do it.

I said, good, learn how to interview, hire people, and then spend your time coaching them and giving them the skills and the confidence and the connections to do what's on your plate. But your to-do list does not have your name on it. Right? Your Ryan's to-do list doesn't say Ryan's to-do list. Even if it does, you don't have to do it.

You can delegate 90% of what's on your to-do list to other people and then grow their skills and confidence and connections so they can do that. That's what really gives us scale.

You can delegate 90% of what's on your to-do list to other people and then grow their skills and confidence and connections so they can do that. That's what really gives us scale.

You know, if you look at a sports team or a professional athlete or the Cirque du Soleil, none of those performers or athletes are performing in their peak, you know, sport 60 hours a week. There's not a baseball player, a basketball player, a soccer player, an athlete. football, but there's no professional athlete that is performing in their sport 60 hours a week.

You know, if you look at a sports team or a professional athlete or the Cirque du Soleil, none of those performers or athletes are performing in their peak, you know, sport 60 hours a week. There's not a baseball player, a basketball player, a soccer player, an athlete. football, but there's no professional athlete that is performing in their sport 60 hours a week.

You know, they might do four hours and then they're off. They might do 30 minutes and then they're off, you know, like. a tennis player playing tennis for three hours, they might be practicing the rest of the week, but that's not high performance, perform, perform.

You know, they might do four hours and then they're off. They might do 30 minutes and then they're off, you know, like. a tennis player playing tennis for three hours, they might be practicing the rest of the week, but that's not high performance, perform, perform.

And when entrepreneurs think that they have to be performing 60 hours a week, they forget that some of their time would be better spent thinking, connecting, praising people, showing up as the chief energizing officer, right, to bring good energy into the group.

And when entrepreneurs think that they have to be performing 60 hours a week, they forget that some of their time would be better spent thinking, connecting, praising people, showing up as the chief energizing officer, right, to bring good energy into the group.

But if we're drained and stressed, we're bringing in that drained, stressed, negative energy, and that's what we're throwing into our organization. So sometimes it's about doing less, praising people more, showing up with positive energy more, thinking strategically more,

But if we're drained and stressed, we're bringing in that drained, stressed, negative energy, and that's what we're throwing into our organization. So sometimes it's about doing less, praising people more, showing up with positive energy more, thinking strategically more,

You know, it's about the two guys, you know, they were told to go clear cut forests and you got manager one and manager two, and they're both clear cutting the forest and they're both like being super efficient. And the one manager climbs up to the tallest tree and looks around and says, holy shit, we're in the wrong forest.

You know, it's about the two guys, you know, they were told to go clear cut forests and you got manager one and manager two, and they're both clear cutting the forest and they're both like being super efficient. And the one manager climbs up to the tallest tree and looks around and says, holy shit, we're in the wrong forest.

Well, if a leader doesn't have time to be strategic, to be in mastermind communities, to be spending time with coaches, to be just spending time observing, disconnecting, inspecting what you expect, Yeah, you might be productive, but you might be productive on the wrong stuff. And I think a lot of businesses are very guilty of that.

Well, if a leader doesn't have time to be strategic, to be in mastermind communities, to be spending time with coaches, to be just spending time observing, disconnecting, inspecting what you expect, Yeah, you might be productive, but you might be productive on the wrong stuff. And I think a lot of businesses are very guilty of that.

That's stupid. Well, there's two parts to that. Working hard is like a fly trying to get out a window. That fly is working really hard. And most of those flies end up dead on the windowsill. If the fly would stop and look around a little bit and go, oh shit, there's a door over here. Maybe I'll go out the door. That path is easier.

That's stupid. Well, there's two parts to that. Working hard is like a fly trying to get out a window. That fly is working really hard. And most of those flies end up dead on the windowsill. If the fly would stop and look around a little bit and go, oh shit, there's a door over here. Maybe I'll go out the door. That path is easier.