REAL AF with Andy Frisella
974. Q&AF: Forgiveness Vs Permission, Handling "Too Much" & Holding Employees Accountable
08 Dec 2025
Chapter 1: What is the main topic discussed in this episode?
What is up, guys?
It's Andy Frisella, and this is the show for the realest. Say goodbye to the lies, the fakeness, and delusions of modern society, and welcome to motherfucking reality. Guys, today we have Q&AF. That's where you submit the questions, and we give you the answers. Now, DJ's going to tell you how you can submit your questions.
Yeah, guys, you can do this a few different ways. You can email your questions in to ask Andy at Andy for seller.com. You guys can also click the link in the description below and submit your questions for an opportunity to be on the call ends. Um, you can also drop your questions in the comments of the Q and AF episodes.
All right. So that's how we do Q and AF. Now, if you're new to the show, which lots of people always are, uh, we have shows within the show. Okay. Today, Monday is usually Q and AF. The rest of the week, we're going to have CTI. That stands for Cruise the Internet. That's where we talk about current events, what's going on in the world. We put topics on the screen. We discuss them.
We laugh at them. We talk about what we think is going on and how we, the people, have to solve these problems going on in the world. All right? Then we have occasionally Real Talk. Real Talk is just 5 to 20 minutes of me giving you some Real Talk. Some of you guys might call it a rant, but yeah. And then we have 75 Hard Verses.
75 Hard Verses is where people who have completed the 75 Hard Program come on the show. They talk about how they were before, how they are now, and how they used the 75 Hard Program to transform their lives. If you're unfamiliar with 75 Hard, it is the initial phase of the Live Hard program, the boot camp, so to speak.
You can get the entire Live Hard program, which happens to be the most famous mental transformation program ever. You can get that for free at episode 208 on the audio feed. It's not on YouTube. Again, 208 on the audio feed. You can also get the book. The book is available on my website, andyfercella.com. It's called The Book on Mental Toughness.
It's not free, but it is much more in-depth than just the podcast. All right. So with all that said, we do have a fee for the show. The fee is very simple. If the show brings you value, if it makes you think, if it makes you laugh, if it helps you, do us a favor and don't be a hoe. Share the show. All right. What's up, man? We got live tonight.
Yeah. Yeah. I'm going to wear something special for you tonight. Are you? You are, huh? I can't wait. Yeah, baby. You got to share the show out right now. DJ will wear something very special for Andy tonight. Yeah, man. How you doing, man? You good?
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Chapter 2: How should entrepreneurs decide between asking for permission or forgiveness?
Here's what you're doing. What are you doing today? Guy tells us, right? Blah, blah, blah, blah, blah. We're all doing multiple shit. And then at four o'clock, we all, me, Sal, everybody went in the back and fucking packed boxes, okay? And while we're packing boxes,
i'm asking them sal's asking them jason's okay what got done did you call this guy did you get that done did you do this to do that and so there there was consistent assignments and then accountability in the same day all right and that's super easy to do when you have everybody kind of in the same physical location it's even easy to do if you're doing it remote uh you hop on a call in the morning game plan
Hop on a call at night for 10 minutes and make sure that everybody's doing it. But in the early days, it's a day by day accountability structure. The idea, this kind of goes back to the last question too. The idea that you could just kind of set it and forget it is that's a fallacy. That's not how that works.
You have to be on top of it for long enough to where all of your employees and everybody that's working with you, everybody on your team starts to understand that the direction that we're moving and then they will start to move that direction autonomously over time then you will back that up with systems and then you will scale all right so in the beginning
it's a it's a day by day thing you know and it should be by the way if it's not you're really missing opportunities to communicate build culture with your team bond with your team uh that that brings them in and makes them feel like they are owners of the company which is ultimately what you want you want everybody that works for you to feel as if this is their fucking baby and
Sometimes people can't do that because they haven't created a big enough vision for the teammates to understand that there's something worth working for. And we see this a lot with little operations, okay? If you have an operation, let's just say this shop, okay? And you say you've got nine guys. And your goal is just to have that shop. And that's your goal.
Your goal is to have the shop make a few hundred thousand bucks a year. you know, get a bass boat, fucking live your life on, you know, do the, you know what I'm saying? Like hit the leg on the weekend. Like if that's your goal, you're going to have constant turnover. It's going to be constant.
And if you don't have constant turnover, the only employees that you're going to attract are the people who are going to be there forever with no ambition, no skill, no drive. And that's not what you fucking want. Because when people have no ambition, no skill, no drive, and they're not committed to the vision of the company, then what is service are they offering the customers?
see what i'm saying it's not very good it's kind of like a take it or leave it thing we see this every time we go to the dmv or we go to a government building government people don't have a upward mobility opportunity in the way that an entrepreneur or people inside entrepreneurs may have which is why they behave the way they behave there's no accountability there's no upward mobility they don't give a okay you don't want that in your business so
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