Stop Being The Energy Source

Count money, man.

Count money, man.

Stacked riches.

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What's up, gang?

Welcome back to another episode of The Grindcast.

Get ready.

It's a new day.

And we got to stop being the only energy source.

If your organization or whatever your building loses its standards, when you're gone, you

don't have the right culture.

And I've been there.

At that point, you would have more dependence.

And so it's easy to become the person who creates all the energy.

You know, you could walk into the room and get everybody fired up.

You get everybody fired up.

You make the calls.

You solve the problems.

You hold the people accountable.

You push the recruiting.

You drive the training.

You become the heartbeat of the organization.

And initially, you know, that looks like good leadership.

But the next step of where you're trying to go after that, that becomes the exact bottleneck

right there.

And so you got to ask yourself, what would happen if I disappeared for a week or two

weeks?

I remember for me, and I'm not proud of it.

I remember, I don't know, maybe it being four or five years building my business to

where I remember feeling completely confident that I could leave for a week to two weeks

and everything would be okay.

And I remember periods where I would, you know, check out for two days and it wasn't,

you know, I wasn't ready, I could tell.

So, you know, ask yourself those questions.

Because this is how you start to develop a bigger company, a bigger organization, a bigger

situation, is what happens if I disappear for a week or two weeks?

Do, you know, all the things that I need to have happen in my process still happen without

me does recruiting continue, does training continue, does accountability still happen?

Do people keep developing people?

Is there development system happening?

Did the standards remain in place?

You know, what does the culture look like, you know, if I'm not around?

If everything slows down without you, there's a chance that you could look at it and realize

that you've created dependence rather than culture.

And so I know that's tough sometimes for people because, you know, people want to be needed.

And that level of leadership is a little bit insecure because you don't want everybody

to know what you know or be good because then you just like, well, I want them to need

me.

To go to the next level, if you want to go do 100, 200, 200, a billion, you want to have

a huge company.

You got to be looking at more of how can I be succeeded more than how can I be needed?

The goal isn't to be the person that everybody needs.

The goal is to create people who can carry the standards and the systems that you have put

in place themselves.

Your leaders should eventually become the people that culture, you know, feeds off of.

Those are the culture carriers, you know, if you, if you will.

They shouldn't need you to create urgency, every meeting or urgency every morning.

They shouldn't need you to solve every single problem.

They shouldn't need you to personally motivate every single person that needs motivated.

A great leader doesn't create an organization that constantly requires themself, like their

presence.

Like leaders that grow large organizations, they create companies and organizations that

reflect their influence even when they're not around, even when they're not physically

there in their absent.

So that's one of the tests.

You know, I remember one of our young folks, you know, we had a leadership school in a different

part of the country and they were all paranoid about, you know, if I leave, you know, I don't

think they're ready.

And I said, look, for you to go out for three days, if you can't go for three days and

everything's still being ordered, that tells you a lot about what you need to be working

on right there.

I think this is a good test for you.

I think it's good for you to leave for a couple days.

So you can see how your development is coming along with the other people around you.

Not that you want people to get lazy.

You could take it too far.

It's like, oh, I'm just wanting my people to develop.

So I'm getting on a boat for the next three months and not coming back because I want

the team to handle, you know, everything.

There's, you could take it too far.

But I think you could also take it too far the other way where you got to hold on tight

to everything.

And that's the reason why it won't grow.

And so you got to ask yourself, who am I developing right now?

Who are the people that are multiplying myself into right now?

Am I finding a way to identify people?

It's the first step.

You got to identify the leaders.

Identify people that can lead things.

Identify the people that can multiply, you know, the organization or the business or whatever

it is.

Leaders lead, okay?

And then spend time pouring into those people and teaching them all the things that you want

them to be able to do.

And once you've developed them and poured into them, even though it takes a little bit

of time, like the reason why people don't do this stuff, I think it's because it takes

time, it takes a lot of energy.

Once you put the time and energy into that person, even if it takes you three months in

an example, if they can now take that job and handle it and either handle it or pass

it on to two or three other people, now your organization can continue to grow without

you doing that task and you continue to do it in all these different areas.

I think one of the greatest compliments a leader could receive is that the people don't

need you to do everything to create whatever it is that you're trying to create anymore.

You know, I don't think that's being irrelevant.

I think that is called duplication and multiplication and that's how you grow an organization is

by multiplying things, not just adding to things or subtracting to things, but using

multiplication.

And the only way to use multiplication, which is what grows companies and organizations

fast, is to put systems in place, to develop, to recruit and develop leaders, put those

leaders in place, not be insecure to where you want everybody to need you, but start to

teach them how to do their job on their own, start to teach them to think for themselves,

like an example for this would be whenever anyone brings you a problem, to have them bring

you one or two solutions that they've already thought of that could possibly be an answer

to those problems.

Or don't give them the complete full answer and have them figure some things out on their

own so they're developing.

Let them know why you're doing that.

I'm not just doing that to annoy you.

I'm doing this to help you to develop, but these are some tips, some ways how you could

start to multiply and develop other people, critique them, lead them, try to work through

them and don't overtake them so you have to be involved in every little thing day to day

and then you complain that you can never let go, you can never take a vacation, you can

never take a break, you can never, that's your own fault, that's our own fault.

That's us working on the business and in the business too much hands on what everybody

versus being hands on what multipliers and hands on what the things are going to multiply

to organization, inspecting those processes, inspecting those systems, delegating, developing

and that's how you start to grow in an organization.

To me, that's multiplication right there.

The tip this week would be stop being the only energy source, find your multipliers, work

towards you start planning things where I'm going to take two days here on purpose.

I'm going to take a couple days here on purpose and build yourself up to where you can

create an atmosphere in an environment where you can go for a week and things are still

going to function and that's how you're starting to grow something that's going to be able

to multiply and grow.

If everything needs you and at all times, it's going to be the exact thing that holds

you down.

You could be great for a minute doing that, but that's going to stop you at the next levels.

That's the message for today.

If you know anybody that this benefited or that can benefit from this at all, that we

can help do me a favor and go ahead and share the message with those people.

As always, know that you're appreciated, man.

We're grateful for you.

You could have spent this 10 minutes anywhere.

You chose to spend it with me and Josh in the Groncast studio today and we're grateful

for that.

We'll see you guys next week.

Thanks as always for joining us on another episode of the Groncast.

Get ready.

It's a new day.