Ryan Blair

Well, one, if it could be done in two minutes, do it now, right? You know, a lot of times we're adding up a bunch of stuff on our list and we're, you know, we're creating a ton of tasks. You only need three or four things per quarter to move the needle that are, you know, significant initiatives.

So what I've learned is to really focus on just a few objectives per quarter, knock them out and then add to it. So if I get them done earlier than 90 days, I might add three more. So three at a time, what are the things gonna move the needle? Everything else is nonsense, right? So that's one. Two is, you know, I don't like, I value my time at a high rate.

So what I've learned is to really focus on just a few objectives per quarter, knock them out and then add to it. So if I get them done earlier than 90 days, I might add three more. So three at a time, what are the things gonna move the needle? Everything else is nonsense, right? So that's one. Two is, you know, I don't like, I value my time at a high rate.

So what I've learned is to really focus on just a few objectives per quarter, knock them out and then add to it. So if I get them done earlier than 90 days, I might add three more. So three at a time, what are the things gonna move the needle? Everything else is nonsense, right? So that's one. Two is, you know, I don't like, I value my time at a high rate.

So I tend to outsource everything that is not at that rate. But you've earned the right to do that.

So I tend to outsource everything that is not at that rate. But you've earned the right to do that.

So I tend to outsource everything that is not at that rate. But you've earned the right to do that.

Right. But I would say that to those people, you have to master each process and you have, there's two things. You have to design the process, you have to run the process, and then you have to hand that process off to someone else. And so once you've designed the process and you've optimized it and it runs effectively and you've documented it, then you can hand it off to someone else.

Right. But I would say that to those people, you have to master each process and you have, there's two things. You have to design the process, you have to run the process, and then you have to hand that process off to someone else. And so once you've designed the process and you've optimized it and it runs effectively and you've documented it, then you can hand it off to someone else.

Right. But I would say that to those people, you have to master each process and you have, there's two things. You have to design the process, you have to run the process, and then you have to hand that process off to someone else. And so once you've designed the process and you've optimized it and it runs effectively and you've documented it, then you can hand it off to someone else.

That's the critical thing. If I were starting a real estate firm, and I know very little about it, you know, in terms of to the extent that you do, the first thing I would do is I would go knock on the doors or do whatever you told me to do. I would design the process. I'd optimize it. And I'd hire somebody to fill that role.

That's the critical thing. If I were starting a real estate firm, and I know very little about it, you know, in terms of to the extent that you do, the first thing I would do is I would go knock on the doors or do whatever you told me to do. I would design the process. I'd optimize it. And I'd hire somebody to fill that role.

That's the critical thing. If I were starting a real estate firm, and I know very little about it, you know, in terms of to the extent that you do, the first thing I would do is I would go knock on the doors or do whatever you told me to do. I would design the process. I'd optimize it. And I'd hire somebody to fill that role.

And I'd move on to another process or another problem that I was looking to solve on my way to scaling the business one process at a time. Because you're backfilling yourself.

And I'd move on to another process or another problem that I was looking to solve on my way to scaling the business one process at a time. Because you're backfilling yourself.

And I'd move on to another process or another problem that I was looking to solve on my way to scaling the business one process at a time. Because you're backfilling yourself.

Yeah. Yeah. And documentation is easy. You know, get a note file, step one, step two, step three, step four, step five, and just have a simple documentation. And then, you know, it's a good process when you can hand it to someone else based on your documentation. And then ask any questions. And yeah. Yeah.

Yeah. Yeah. And documentation is easy. You know, get a note file, step one, step two, step three, step four, step five, and just have a simple documentation. And then, you know, it's a good process when you can hand it to someone else based on your documentation. And then ask any questions. And yeah. Yeah.

Yeah. Yeah. And documentation is easy. You know, get a note file, step one, step two, step three, step four, step five, and just have a simple documentation. And then, you know, it's a good process when you can hand it to someone else based on your documentation. And then ask any questions. And yeah. Yeah.

Yeah. There's a book called The E-Myth that changed my life early on in my career by Michael Gerber. I read it and I said, I have to, you know, Learn how to properly document process. I learned that in the tech field. And now, I will tell you, very few people can both create a process and run one. It's rare. That's really the entrepreneur's job. I don't hire people to create process and run them.