Michael E. Parker

The difference between knowing how much money you're making on your product versus making on your business. So this is all capacity issues, right? Then we have to understand commerce. Do you have a systematic way of having money flow into your business like a river? Because you've got a distinct way to generate leads and to convert the sale that is predictable. Then we have clear commerce.

The difference between knowing how much money you're making on your product versus making on your business. So this is all capacity issues, right? Then we have to understand commerce. Do you have a systematic way of having money flow into your business like a river? Because you've got a distinct way to generate leads and to convert the sale that is predictable. Then we have clear commerce.

The difference between knowing how much money you're making on your product versus making on your business. So this is all capacity issues, right? Then we have to understand commerce. Do you have a systematic way of having money flow into your business like a river? Because you've got a distinct way to generate leads and to convert the sale that is predictable. Then we have clear commerce.

The next one is control. We must have a sense of control in our business. You know, in statistics, they talk about upper control limits and lower control limits.

The next one is control. We must have a sense of control in our business. You know, in statistics, they talk about upper control limits and lower control limits.

The next one is control. We must have a sense of control in our business. You know, in statistics, they talk about upper control limits and lower control limits.

If you don't understand what control means in terms of how you want customers to feel when they work with you, if you don't know what control means and the distinct quality and experience you want people to get from your service and product in a way that is consistent and happens every time, and you put systems in place to get that result in a predictable, consistent way, you don't really have a business.

If you don't understand what control means in terms of how you want customers to feel when they work with you, if you don't know what control means and the distinct quality and experience you want people to get from your service and product in a way that is consistent and happens every time, and you put systems in place to get that result in a predictable, consistent way, you don't really have a business.

If you don't understand what control means in terms of how you want customers to feel when they work with you, if you don't know what control means and the distinct quality and experience you want people to get from your service and product in a way that is consistent and happens every time, and you put systems in place to get that result in a predictable, consistent way, you don't really have a business.

You know, I've told people this sometimes, Charles, that they have to qualify to have a problem. You know, people say I have problems. I say, no, you don't. You have chaos. They say, well, what do you mean? I say a problem is a deviation from a standard. So until you have a standard, you haven't qualified to have a problem. You just have chaos.

You know, I've told people this sometimes, Charles, that they have to qualify to have a problem. You know, people say I have problems. I say, no, you don't. You have chaos. They say, well, what do you mean? I say a problem is a deviation from a standard. So until you have a standard, you haven't qualified to have a problem. You just have chaos.

You know, I've told people this sometimes, Charles, that they have to qualify to have a problem. You know, people say I have problems. I say, no, you don't. You have chaos. They say, well, what do you mean? I say a problem is a deviation from a standard. So until you have a standard, you haven't qualified to have a problem. You just have chaos.

So we have to have standards in our business to get the business under control, to qualify, to know when something is out of control. And then lastly, we must understand culture. Culture has to do with the environment we create in our business that cultivates an experience for people to work in that business to generate a clear result.

So we have to have standards in our business to get the business under control, to qualify, to know when something is out of control. And then lastly, we must understand culture. Culture has to do with the environment we create in our business that cultivates an experience for people to work in that business to generate a clear result.

So we have to have standards in our business to get the business under control, to qualify, to know when something is out of control. And then lastly, we must understand culture. Culture has to do with the environment we create in our business that cultivates an experience for people to work in that business to generate a clear result.

See, some people are going to use culture and allow there to be a subtle disease inside their business that destroys the company from the inside out because they didn't nip things in the bud. They didn't stop things that were a problem. They didn't correct things when they should have. And something in that business began to grow and cause that business to implode.

See, some people are going to use culture and allow there to be a subtle disease inside their business that destroys the company from the inside out because they didn't nip things in the bud. They didn't stop things that were a problem. They didn't correct things when they should have. And something in that business began to grow and cause that business to implode.

See, some people are going to use culture and allow there to be a subtle disease inside their business that destroys the company from the inside out because they didn't nip things in the bud. They didn't stop things that were a problem. They didn't correct things when they should have. And something in that business began to grow and cause that business to implode.

But see, when you use culture as a constructive tool, it becomes a silent weapon. There's a reason that a lot of my team that's been with me, has been with me over 20 years. This is just, you don't hear of this anymore. But why? Because I was able to build a strong culture. And your culture's created, there's three ways you, three things you gotta keep in mind when building culture.

But see, when you use culture as a constructive tool, it becomes a silent weapon. There's a reason that a lot of my team that's been with me, has been with me over 20 years. This is just, you don't hear of this anymore. But why? Because I was able to build a strong culture. And your culture's created, there's three ways you, three things you gotta keep in mind when building culture.