#10 How to Autopilot Your Business and Travel The World with Ryan Robson
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Itunes – www.TonyJavier.com/itunes
Guest Bio: Ryan Robinson is a Real Estate Investor, Entrepreneur, and World traveler. He’s also the founder of Next Level Mastermind.
Ryan has created a successful real estate business that has helped him to become a true entrepreneur that invests in other businesses and allows him to travel the world with his family.
Listen to the full episode at www.TonyJavier.com/itunes and please leave a review.
More about him – www.TonyJavier.com/ryanrobinson
All right today, we have Mr. Ryan Robinson on the line. Ryan is a real estate investor. He’s been in the business for over 10 years now, runs, uh, over six businesses, uh, getting ready to buy his seventh. Uh, he’s flipped over a thousand houses. And the thing that I like the best is that he’s traveled 120 days this last year and runs a true lifestyle business. So, uh, super excited to have Ryan on the line, Ryan, what’s going on with you today, buddy?
What’s up Tony live in life, man, up you’re out the, uh, cabin. If you can’t tell this isn’t my house, that’s all cabinet type of stuff. So just hanging out with the family and having fun, doing some fishing and chilling.
Yeah. So you’re spending most of the summer traveling, which is cool. So you’re in that, the cabin for most of the summer, you said you’re getting ready to go to, I think you tell, you said Vegas. So, uh, tell us, I guess how you run your businesses by traveling so much,
You know, there’s, I guess we’ll just dive right into it. Tony. You’re not screwing around, huh?
We are right in it.
And I think there’s, it’s all leveraged. There’s, there’s two things you can leverage it at the end of the day. You’re really trying to gain more time and to do that there’s people and always, it sounds weird for whatever reason, when you say you’re leveraging people, but there’s people you can leverage and their time, and then there’s automation systems and processes to help you leverage. So I’ve just really focused on those two things and constantly trying to get a better, I mean, I’m not amazing at it, but I’ve found out what I don’t like to do. I’ve made that list and I’ve hired people to really good people to do the things I don’t like to do. And I only do the things I like to do, or I love to do these days.
I love talking about is, you know, people get so caught up in the details and I talk, I always referenced it as the first 10 years of my business. First 10 years of my business, I, I did everything that I didn’t like to do. And I thought I had to do everything. And we were talking, I think it’s probably a few months ago when we first started conversating. And it was like, how do we grow our businesses without doing more? How do we add on additional businesses without doing more? And obviously, like you said, it’s people it’s systems. So when did you start getting that mentality? You’ve been in the business about 11 years now, the real estate business. When did you, like, when did it hit you that like, I need to bring in new people or more people.I need to get systems in place. Like, was it very early on or was it something happened where you’re like, I just had to make a change and transition to a different kind of mindset.
You know, it’s funny. So I do just a little bit of coaching. Like when I say that, like, please don’t reach out to me to be your coach. I don’t want to be your coach, but I do a little bit of coaching. And one of the mastermind groups, I’m a part of, and I was doing some goal setting with this guy and I’m going to answer your question here, Tony. But we were talking about all he really wanted to do was play the guitar and, you know, live that life and do woodworking. And he want to get his real estate business to a place where he could do that. And I said, okay, well, you didn’t meet your goal. You know, what motivates you more that, or the fact that when you have less than 15,000 in your account. And that’s what he also said is when he has less than 15,000 cash and his account freaks out, like he just can’t, he gets anxiety, whatever he can’t handle it. And what, when we, when I really dove into that with them, without doing it with you, the pain of the 15 grand motivated him more than the idea of getting the reward that came from the hard work. So he was more motivated to work hard because of the pain and that, and that’s probably similar in my story. And I don’t know if know, if that’s like that for everybody. Maybe it’s a, there’s some books on that and psychology out there. But for me, I grinded for eight years straight with a business partner.
And even though one of my mottos in life is, and I try to teach my kids. This is to leave more on the table. Then you take, you know, another motto I live by is listen to your wife. And she probably should be number one. Right. She was kind of in the background and a good wife does this right. She was supporting me and I’m very loyal and partnerships, but in the background, she was always pushing me like, Hey, how come your business partner takes off the whole month of July, but we’re still here working. Well, I mean, that’s what they do every July in the business has to run. So I’m going to stay in work. Like I don’t mind working. And they always like, she was kind of just creeping things in there about that. Right. And she finally just said, Hey, you have so much potential. I think it’s time that you go out on your own. And truly when I really self examine that partnership, I saw that, you know, he was more content and I wanted to grow and drive and do things, you know, other businesses and just other ideas that I had. And we needed each other when we first got started. So I loved business partners. Cause oftentimes you need each other right. When you get started. But at some point in a lot of business relationships, you don’t really need each other anymore. We both knew enough about flipping. We both knew enough about business. So when we separated in 2018, like reality kind of hit and going back to that conversation of the 15 grand and the potential that guy was trying to go after. Right. I like I was motivated at first by the potential of having freedom now from a business partner, but like the reality and the pain hit and the fear, like I had a few million dollars in my bank account from the separation, but I was scared as hell. Like I hadn’t been on an appointment in five years. Like, I didn’t know how to go on seller appointments. I hadn’t done any marketing. Like that’s everything he did. I did all the construction, the project management and the sailing of the houses. So are this big, huge fear that I had of, you know, where do I go from here? And the pain, this is important. The pain of having to like do marketing and go on appointments and have to do that again was so great that I said, I’m just not willing to do that, but I know it’s important. So I invested, I mean, 12 grand to this sales coach, I mean really expensive, $12,000 to the sales mentor. And I got a really good sales guy. Like I paid the extra money for a good guy. I didn’t get somebody that I had to teach. Right. I tried that and it just didn’t work. And we both invested in learning the sales . And we, we made some really good goals and put some systems and processes in place. And, and I, the pain of having to do the work again, cause I was a solo entrepreneur at that point. Like I didn’t have a team to help me do the work. Right. I was signing the contracts. I was doing a lot of stuff I wasn’t doing before that pain was so great that it forced me to put things in place right away to not have to do it.
Yeah. That’s kind of similar to where I was about 10 years ago. Like I had to fire my whole staff for the third time and I had to take the whole business back and I was sick of hiring the wrong people, firing the wrong people and that pain right there. And that like, just like I went through a mental, like not, I don’t call it a breakdown, but there was something that was just like, that hit me. That like drove me to the bottom that I was like, I’ve got to make a change. I did the same thing. I hired a coach, uh, that was, that had a business where he didn’t look at houses. He didn’t, meet with buyers. He didn’t meet with sellers. He had a true business. So I hired him as a coach. And then fortunately, a few years later I got my business to where his was, where I was no longer meeting with buyers, no longer meeting with sellers, no longer meeting with contractors. The things that I just didn’t like to do, I like to be the creative mind behind it. So it sounds like you kind of have a similar thing where you just don’t want to have the pain of being in those details and doing the things that you don’t want to do. Right?
Correct. And, and you know, and honestly the, the other pain is my kids are eight, six and four. And at the time they were six, four and two, right back in 2018. And my wife said, look, you told me when we got married, that you’re going to grind for eight years or X amount of time, but you’re going to grind for a while and it’ll all be worth it someday. Well guess what? You’re on your own. You can’t, you don’t have the excuse of your business partner anymore because when you have a business partner, you can like, well, I can’t take a draw because then he’d have to take a draw and we really can’t buy that thing you want to do or do that thing you want to do. Like, you always have that excuse as a husband. So I no longer had that excuse and my wife kinda brought me to the reality when we sat down and did some goal setting of it’s time to spend time with your kids and raise your children. And that pain of like, seeing that like, Hey, I don’t want to be that father. That’s not there for my kids was strong enough for me to really motivate me. I think that’s where true motivation comes from. Like if motivation comes from helping those that you’re closest with, whether it be a family member or your mom or anything, right. Brother or sister, like, you know, maybe you have a brother that’s on drugs and the pain of having a brother on drugs. I I’ve got a good friend in the industry. That’s like that. And he supports his brother and he works his butt off to be able to keep his brother off the streets and off drugs and keep him on the good track. Like those are the things that should really motivate you in life, not money and cars and stuff for yourself.
So 120 days a year of travel. So I talk about Parkinson’s all lot. Cause you know, I used to work 80 hour weeks and you know, I only work typically a few hours in my real estate business. Um, I have a really good team that runs most of it. So I just kind of look at the high level operations of it. And I, my businesses, my business does way more in that few hours now than when I used to work 80 hours a week. So do you feel like taking those travel days, you’re able to still accomplish the same amount, if not more by traveling those 120 days compared to when you were grinding in your business years?
Yeah, I get in the way more than I do when I’m, when I’m in the details. Like I just piss people off, to be honest with you. I mean, I don’t micromanage, but I like get in people’s way. Right? Like I don’t allow them to take ownership of their work and I don’t delegate properly and I just get more in people’s way. And I’ve learned that, you know, forcing myself to be gone through those a goal of 120 days. And like when I set a goal, I’m going to accomplish it, right. It really forced me to delegate properly and to put the right people in place and get rid of the people that weren’t the right people that I couldn’t trust. But it also forced me to put like dashboards in place and daily huddles and KPIs and things that I could track and see and feel good as a business owner. Like when I traveled 120 days, it’s not like I just shut everything down and didn’t answer my phone ever. Right. I still checked my dashboards and I checked in on the team and I saw a vision and I made moves here and there and answered questions here and there when they really needed help. But for the most part, I had to hire people that took ownership. Like how sexy does that sound, Tony having an employee that takes ownership when you delegate something to them? I was interviewing a girl the other day for a staff accountant position. And she said something that was eye opening to me. And I think a lot of employees think this way, they’re just not willing to say it like this lady did. She said, I gave her an accounting problem. I said, all right. I bought and sold a house, walk me through the entries. Like I wanted to test her. Right. And she’s looking at the paper and it’s pretty simple, like debit asset, credit cash, you know, that kind of stuff. And she’s looking at paper, she’s like, I can’t do it. I was like, okay, well tell me why what’s going on. She said at my last job, I didn’t have to think. That’s like, first of all, you should never say that in an interview. But I think a lot of our employees don’t have to think we give them tasks and we make the automation so easy and simple that when a problem happens, they’re like, Oh no, X plus Y equals Z. I got to call Tony. Yeah. That’s what I try to avoid in my organizations.
Well, it’s interesting you say that because I just brought on two new VA’s you know, my, my hiring process used to be, I would just put a, put an ad out, schedule the interview, you know, look at the resume, schedule the interviews, but I decided, and I got this from somebody else. Um, actually a long time ago. And I, and I put questions in the ad that made them think and have to follow a process and if they didn’t follow it. So I actually went even further this time and I had kind of did what you did. And I put, um, things in the application or in the, um, in the process that they had to think. And if they didn’t complete it and they didn’t do it at least 97% of the way that I asked them to then, you know, I didn’t put them onto the next round. And I put them through like three different rounds. And I think that’s important because a lot of people will just like I did, you know, the first 10 years of my business and be like, Oh, this resume looks good. You sound great. It looks like you’ve done. You, you’ve had, you know, this and that, but until you really test someone and make them go through something, um, and, and you’re right. It’s like when you have people in your business, they have to take ownership. Like the people that I have that are the managers of my business, like they are owners of their department and they want that to succeed. Like I try not to think for them. And in fact, when they come to me with a problem, like give me three solutions. If you, you have three solutions you come up with and you can’t pick one of those solutions, then come to me. But otherwise don’t bring me a problem to come up with a solution for you. So I think that’s good stuff.
I got a girl named Bianca in my organization. I hope she’s not watching this cause she’ll get embarrassed. But you know, she wasn’t the type in her last job. She didn’t really have to think either. And she was so scared and a lot of employees feel like this. So I love your idea. Let me stop real fast. Tony. I love your idea that when you’re hiring, like spend the time upfront to make sure that you get people that will take ownership, but let’s assume you have someone that’s good, but it doesn’t take a lot of ownership. Like do you fire them and try to hire someone new that’s one option. But with Bianca, I sat her down and I was like, Hey, I need you to take ownership here. You have these tasks, you have these responsibilities, you are responsible for it. That doesn’t mean you have to do it. It means if it doesn’t get done, I’m going to come to you. I’m not going to go to Jerry. I’m not going to go to Charlotte. I’m not going to ask why they didn’t do their task. I’m going to go to you Bianca and say, Hey, this didn’t get done. Why didn’t Jerry do it. Right. And you know what? She was most afraid of. She was afraid she was going to get in trouble. And I was going to be mad at her. She didn’t want to take ownership because she was so afraid of doing something wrong. And I explained to her, it was like, I mean, literally I think I even held both of her hands and looked her in the eye and I was like, Bianca, I’m going to be gone a lot. I’m going to trust that when you screw up, it’s okay. And I want you to say, Hey, I screwed up and I’m going to figure out a better way to do it next time. And that’s okay. And I promise you, Bianca, I won’t get mad at you. Now. I, in the past had gotten disappointed and mad at her. So she best probably why she felt that way. Right. And I had done, I’ve done that a lot in my career as a, as a boss is really frustrating when it’s like, I explained this to you. Why can’t you just do it? Right? Like it’s just frustrating. And it’s easy to feel that way. But when I committed to treat her and give her the respect and the what’s the right word, second and third chance to, alright, let’s walk through what happened. Let’s walk through why it went wrong. What do you think could get better the next time? What do you think you could do different? The next time when I had those kinds of conversations with her, she felt more, she taking the risk of taking ownership and doing it on her solution. She felt more empowered to do that. That’s a good word for it.
Yeah. Yeah. My, my, my staff, when I bring people on, they’re surprised at how many questions I ask them. Cause I, I’m not someone that just likes to say, here’s how you do it. It’s like, okay, we have an issue like, or we have something we need to put together. I ask them a crap load of questions because I want, I want them to think. And when you have them take ownership, um, they feel more bought in. They’re more likely to stay on board with you and be with you longterm, as opposed to you just being a delegator and saying, this is what you need to do. This is how you do it. There’s no other way to do it. And I always tell people, I’m like, you know, I would rather, you step in, make a decision and make a wrong one than to step back and not make the decision and just let it fall apart.
And that’s not easy. That’s really hard, especially if you’ve been doing it yourself and they’re doing it 80% as good as you are. It’s hard to be okay with that.
Yeah. And I, you know, honestly, I, there there’s that number out there. It’s like, you know, 75% is usually the number I hear when people say, if someone could do it 75% as good as you do, let them do it. Um, I would go lower than that just because I would rather them do something I don’t like and do it 50% and I can go and I can do 10 other things, you know, a hundred percent great. Um, but the fact is is that if you find the right people, they do it better than you like. Honestly, the people that are in my business, like I look at what they do and those things that I used to do that I think I thought I was pretty good at like Tina in my office manages projects a hundred times better than I do. I hate the details. She is on budget and on time with almost every single project, uh, Kelsey who runs my workspace, she’s way better with people. She’s more patient. She’s got, you know, that, you know, that charisma that I, you know, I can have, but I don’t, you know, I’m more business and wanting to kind of, you know, pile on through and get things done. So if you find the right people, they’re going to do it better than you, you know…
I promise you, I wouldn’t eat any cherries on the podcast. So I wanted to apologize that what you’re laughing at me..
Okay. So sorry about that. You know, it’s funny. I was talking to my father in law this morning. He’s up here with us at the cabin. And he, he runs a decent sized property management company here in Phoenix. And he’s kind of thinking, you know, do I sell, do I retire? What does that exit strategy look like for me? And when am I really ready? And we’re having these conversations and it kind of turned to like, well, what if you hired somebody to run it and kind of kept the equity and sold it later. And then we just talked about when you really gotta get someone that can run a business and what does that person look like? And that’s kind of similar to you and I’s conversation right now. It was like, how do you hire managers and leads that can run a department, right? Cause those are the types of people you need to take your place, the lower level employees. It’s just hard to get them to be managers and leads. And what we determined was it comes down to gut and it was a really gut instincts and developing that gut instinct. And when he said it, it like connected with me, like right on. And he said this, he said, I have the ability to see a problem before it happens and I can feel it. And I don’t know what it’s called and I don’t know why, but I just know there’s a potential problem here. And I need to look into it and dive into it further. And I’ve got this and he was telling me this, he has this employee right now who just doesn’t have that gut. Like he doesn’t have the ability to see it and to feel it, and as owners, you have to develop that. But I think that comes, or at least a conversation I had with him that gut instinct comes from experience. And it comes from experience of failing and a failing and failing. And we get our employees to have that. We’ve got to allow them to fail .
And they really have to care. I mean, like, um, you know, Kelsey, I just mentioned a little bit ago, like she, you know, we we’ve talked about all this marketing stuff and you know, with COVID and everything, like we had a few months where we just weren’t showing we weren’t doing tours because people just didn’t want to get out. Well, she took it upon herself to order bandit signs. And I got a $1,700 bill and I’m like, you know, you kind of need to approve this with me, but I’m like, okay, you’re taking initiative. Well, she was trying to find people to put signs out and she couldn’t find anybody that was reliable. So what did she do on a Saturday? Her and her daughter went out and put out a bunch of signs. The next day she gets a call and someone signs up for an office at 600 bucks a month. So it was like, you know, she made, I wouldn’t say mistake, but she ordered signs. Didn’t ask for the price of the signs. Okay, fine. I let that go. At least she was taking initiative, but it turned out to be fine. She, you know, she took that extra step and you know, it’s not quite what you were talking about with gut, but it’s like that thing where people just care and they want to make things happen, whether it’s, you know, taking initiative and moving things forward or taking something that could be a mistake and figuring out how to solve it and minimize it. Right. So I think people just caring, I would rather have someone that, you know, gives a, you know, what, and, and works their tail off and really wants to make things happen than someone that has a Harvard degree that, you know, isn’t going to do a lot, right?
One, one little nugget for your viewers that I do to help hire people that care. And it’s, it’s a weird, it’s going to be a weird answer. You’re probably not expecting this, but when I find the right person, that seems like they have the right personality type for the job, the right amount of core values that match our core values. And that’s a whole call. You can, I can do separately. But when I find that right person, I ask them how much they think they’re worth and how much they want to get paid. Right. And we get to that number and let’s say, I’m willing to pay somewhere between 50 and 70 for this position. I always have a range in my head. Like if I get the right person that knows everything, I’ll pay him 70. If I get someone to have to train up, I’m going to pay him 50 and then work them up. Right. And if let’s say they say $60,000, and I really want, I really think this might be the right person for organization. When they tell me, I always make them, give me a number first, when they tell me 60,000, I will offer them 65 and that extra five grand or that extra two or three grand, like, it’s like, wow, okay, this guy cares about me. And you know, it really like that whole reciprocation thing, really happens there. So that same kind of vein, I always make sure I understand kind of roughly what people’s living expenses are, which is an awkward conversation in a first interview. But I like to know how much they live on. And what I don’t want to do is pay that person 5,000 a month. If their bills are 4,800 to 5,000 a month, and the reason why is it hard for people to care about their job when they get a flat tire or their kid gets sick or something happens and they get that two or $3,000 bill, and all they’re doing all day long is stressing out about how they’re going to pay for this or that. And they have a hard time mentally having capacity to worry about work. So I try to make money. I take money off the table as much as I can so that people aren’t worried about their personal life and money in their personal lives and can focus on work and care.
I like that finding out what their living expenses are. So you make sure that you’re meeting the demands because you know, like you said, that extra five grand to ten grand, isn’t going to be that big of a deal to you. If you’ve got an employee that is, you know, twice as efficient or whatever, the number is at work are twice as happy and not having to worry about those extra things. I like that. That’s good stuff.
They have less stress at home. Right. That’s the idea. Yeah. And understand people’s personal life. Outside of money. Like these are weird questions, but if you can figure out the relationships with their spouse and like the more drama somebody has outside of work, I promise you that stress and drama comes into your work life. Yeah, for sure. For sure. So one question I have, so you run mastermind groups, you’ve got next level mastermind and some other things that, uh, that you’re doing and you really give a lot on, uh, you know, social media and to the groups and the things that, um, the things that you do, let me unmute you. It looks like you have muted yourself. You must have been eating a cherry or something.
No, I was my, my four year olds make a noise in the background. So I meet him, tell him to be quiet. And then I couldn’t unmute myself. So, sorry. Don’t tell me, they’re sitting right here and they’re very tempting. And why don’t you one, but I’m not going to mess up.
I have some grapes down here. I’m pretty hungry. I’m getting ready to jump on some, but, uh, no. So you, you know, you’re a real giver. So like, you know, I’m a part of it, part of one of those groups there. And so, um, you know, where did that mentality come from? Have you always had that mentality of like giving more, um, than what people pay for? Cause there’s so many people and that’s the other thing with employees or anybody it’s like, people seem like they do like just the minimum to get by. If that, and there’s very little that I feel like percentage wise out there that go above and beyond for what they’re expected for, what they’re paid for. So what, what caused you to have that mentality? I can tell that you want to give and that you’re always given, you know, extra things you don’t have to give. So where did that come from?
That was a great question. I don’t know if I, you know, I remember I’ll try to think through like some personal stuff here and try to remember some stories. When I was in college, my freshmen year, there was a kid that came into this. I was like, part of this club it’s called an Institute. So I was part of Institute and we would go there during, in between classes and play pool and ping pong and study. And it was like a building where you can kind of like a club. Right. And this kid came in and his car had broken down and he didn’t have a ride and he lived two or three hours North. And he just kind of showed up to this Institute. And I was like, Hey, I just wanted to make some friends and kind of hang out here until I can figure out how to pay, to get my car fixed. So I brought him home with me and, you know, he was a little rough around the edges and, you know, we brought him to church and everything. It’s funny cause he stole some chocolate bars out of the freezer at church. And like this guy called me super mad anyways, really long story. But really…
How old were you again, Ryan?
I was 21, 22. You know what, actually, it was right before my freshman year of college. So I was actually probably 18, 19. Anyway but my mom like went above and beyond. Like she paid out of his car fixed, you know, she cooked him dinner. And then when he was leaving, she like emptied all of our shelves into this big box and like loaded his car up with all this food. You know, I just always have that. You know, I grew up really poor with my mom, but my mom always gave, like, I went on a mission for two years for my church and I came home and like, all my furniture was gone. Like everything was gone. She’s like, Oh, well this person needed it. And they were here. My mom, I need a bed. Like, you know, she’s like, we’ll get you one. Um, so I think a lot of that comes from my mom, you know, but you know, the flip side of me is my dad always had money and I never had my dad’s money growing up. But I always saw what life could be. Like if you have money, you know, that attracted me. So I think, you know, it’s a really good mix, you know, if you’re like my mom, if you’re always giving, but you don’t make a lot of money, you live really poor. You live happy, don’t get me wrong. Like you’re happiest when you’re giving to others. But like there’s also a lot of stress that came with that. Right. When you’re poor, you know, when that flat tire happens, like it’s an extra level of stress that you don’t have to have when you have some money to be able to fix it. So, you know, I think that that motivates me. That that’s a lot deeper answer than that. You’re probably looking to ask…
I’m sure at some point it came back around to our right. I mean, it’s, you know, she always had a place to live or always had, you know, always had the essentials and like you said, she was happy, but I’m sure at some point those things came back around.
Yeah. I started making money and now she reminds me that she supported me growing up and those new air Jordans, she always bought me when she didn’t have any money now I got to buy her stuff. So she remind me of that often.
Nice, nice. Well, cool man. So what else do you want to jump into anything else that you want to talk about? Anything else that you like to, um, you know, like to share with, uh, you know, listeners or things that you’d like to share in your masterminds that you want to share with our audience here?
Is your audience more, I guess I should ask you this for a jumped on, is your audience more real estate focused or business focused?
I think probably a little more real estate, but I like to, you know, even though the people that I get on and this is kind of real estate based, I really just like to talk about, you know, business and in life in general, so you can share whatever you want.
I guess know what I would share, but you know, I, I think, you know, something I learned from you and something that I do is to really get yourself out of the weeds. You’ll never be able to scale without doing that and to get yourself out of the weeds, you need to write down like major things that need to get done every day and accomplish those major things. And so I write down two to three, just big things I want to do, you know, that will really move my organization forward. And then I make sure that if I have a goal, that those things are helping me accomplish that goal. If there’s a task that doesn’t help me accomplish that goal, I need to outsource it. Or I just need to not do it right now and push it off till later. Right. Unless it’s like paying the utilities, cause my utilities are gonna get shut off. Right? There’s certain things that you just have to do, but even that you, you should be outsourcing, right? Like I haven’t paid a utility bill in years. I only go to properties to do Facebook lives, you know, to kind of show people what we’re doing and keep people up to date on the projects we’re doing. But I don’t see, I don’t have to see my properties anymore. My project manager in my in house designer slash assistant for the project manager, they could, I can get a house on a contract and they could fix the whole thing up and get it sold without me involved. So working yourself out of the details of your business or the only way you’re going to scale, I guess I’ll leave your, your audience with that. And you know, feel free to reach out to me on Facebook, Ryan Robeson on Facebook and happy to help you if you need any help.
Cool man. So it sounds like you have, I call it well, I don’t really have anything I call it. It’s really just like the top three things that I have to do today. And I actually did a podcast with someone the other day and they said, you need to ask yourself every morning, if you had one hour to work and that’s all you had, what would you do? And do those things. First thing in the morning. So for me, it’s the top three things. So I wrote down three things this morning. I try to every day of like, what are the top three things that if I did those today would drive the needle the most. If I did nothing else, I would feel accomplished. And if I get those things done, like in the first 90 minutes of my day, it’s like the rest of the day is just great.
Oh my my, my best days are waking up at five in the morning, getting a little workout in going straight into work and working from 6:00 AM to 8:00 AM. I get almost my whole day done from then. And then I do some daily huddles of my team. I’ll do any kind of level 10 meetings we have for the week. And then I go to private gymnastic lessons and private soccer lessons with my kids. And you know, I leave work at 12. Sometimes I’ll go back to work after two or three, just to wrap up a few things. But that’s like the perfect day for me is quiet crank crap out, get the important stuff done, move the business forward and then go live life, man, go enjoy your life. And you know that whole eight to five thing. It’s just a hoax.
Yeah, for sure, man. Well, good stuff, man. I appreciate you jumping on sharing your, uh, your businesses and your life and all that good stuff. So reach out to Ryan if, uh, if you need anything, next level mastermind is a great group that he runs and, uh, look forward to connecting again soon. Ryan.
All right, brother. Good. See, see buddy.
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