David Stewart

find something that works, build systems around it so others can replicate it.

Once those systems work, let's try another 5% to 10% adjustment.

And then there are some changes that are more like 20%, 30% adjustments that...

It can feel a little more risky, but as long as you know, hey, we have a fallback plan, we have contingencies, and really taking the time to think those through at least gives me confidence to say, hey, we can go forward with this step, and worst-case scenario, we'll still be okay over here.

And so continually coming up with the next piece, stabilizing it, making sure it works, actually collecting data on it is huge.

So we rigorously use our KPIs and get feedback from our team on how, one, are the KPIs worthwhile?

Are they improving?

And are we using our systems?

Are we actually using them?

Everybody says they're using them.

But then you got to double check, you know, trust but verify everything.

And because if it's up to people's gut feeling, well, just doing something new is scary.

And a lot of times they'd rather turn back sooner than later.

You know, one process I do have with doing new things, even just for the small ones, at least with this works extremely well with my team, is simply coming up with incentives, minor incentives to say, hey, give this a try.

Give this a try for the month.

Let's see how it works.

You know, shout out the success stories, promote the heck out of it.

This is what's working.

And then the next month it's, hey, in order for these incentives to be in place, this is now the minimum amount.

This is how this is the new minimum based on the data from the previous month.