Donald Miller

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, 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, 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, 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, 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, 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.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.

Well, one of the absolute hardest things to do is to get a team aligned around the economic objectives of the organization. And we have a framework. It's actually on chapter five of the book to help you do that. And the framework is five meetings that you want to have with your team. And some of the meetings will happen every week. Some of the meetings happen almost every day.