Donald Miller

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

That's right. And then you align your team around those objectives and people know whether or not they are winning or losing. When you actually state three economic objectives, your whole team knows in real time whether or not you're hitting them, whether you're behind them, whether you're ahead of them. And by the way, if you're behind them, it bothers everybody, which is exactly what you want.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

You want this bothering everybody. So they're going to come to you and say, hey, can we either adjust the economic objectives or what's our plan to fix them? Or if you didn't have economic objectives, nobody would even know that there's anything wrong with the business.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.

And you wouldn't have the instrument data on your dashboard to be able to know that you're actually flying upside down and heading straight toward the ground. So those three economic objectives are important. You're not always doing well with them, but if you're not doing well, they still serve you because you know you're not doing well and you're not confused.