Transcription
Why do you never get out of operations, and most entrepreneurs fall into this vicious cycle? The bigger your company becomes, the more you work. The more people you have, the more stress you have, more headaches, more obligations. The more you fall. Like this video if you encounter this. It's like a hamster in a wheel, you know? The faster the hamster moves its paws and runs in the wheel, the faster the wheel spins, the faster it has to run. It's impossible to stop. But if we take this and apply it to business, it turns out that this wheel, the faster it runs, the bigger it becomes. Accordingly, it needs to cover a greater distance, and it needs to run even faster. Do you understand what's happening? And the bigger the business becomes, and the more immersed you are in it, we call this, you know, being in operations, being in operations, or answering thousands of different questions, solving, finding answers to thousands of small, little things. You know, most entrepreneurs this just drives them crazy because you internally realize that you are not meant for this, you didn't want this, you didn't create this. You internally realize that you are doing something wrong. Many entrepreneurs say exactly this: "Damn, I feel like I'm doing something wrong. When I started my business, I felt somehow better because at that moment I was dreaming, creating something, designing, thinking, and so on. And now I'm just like this crazy rider without a head, that is, I'm just galloping across the field like a headless horseman in an endless, long, boundless steppe." And now imagine, let's talk honestly. When an entrepreneur, the founder of a business, feels this way, what happens? Because everything that happens in our business is a reflection of our inner state. I don't know if you agree with this or not, if you've ever thought about this or not, but what we create is a reflection of some of our inner state. If I, as an entrepreneur, don't enjoy managing my company, if I go to work every day like to hard labor, if I wake up and need some mega exercises to get myself in shape, to open my eyes, concentrate, and still go to work and do my job, then what kind of creativity, what kind of emotional impulse, and so on? If I don't have such an inner state that I force myself to deal with it, then let's be honest, I am the very force that stops the development of my own business. Everything gets stuck at some level, and everything sort of freezes. Why does this happen? This happens because, firstly, we gradually immerse ourselves in such a state. It's like, you know, the story about how to boil a frog: you need to gradually increase the heat, otherwise it will jump out of the pot. So we gradually immerse ourselves in this state without noticing. You could say that the bigger our business becomes, the more employees and subordinates we have, the more it starts to take away our processing power. And at the very beginning, we can say, we have some piece of our processing power left, which we spend on thinking about the future and development strategy. But the more people, the more processes, strangely enough, the more successful what we conceived is, the more processing power is taken away for these operational tasks of servicing some daily routine things. And at some point, the number of tasks that we have to service, that is, to look at them, think about them, becomes too large, and here the processor overload occurs. You have no more power, nothing more to take away. This is called stress. I think you've been in such a state when a lot has piled up on you for some reason. Some of it crept up gradually, some might have arrived at the last moment, and in this state, you feel that if another task comes, if I have to do something else, if I have to lead another project, then you will simply explode, damn it. And this is stress. Now, look, an important point: what is a task that takes away processing power? It's a task that we started and haven't finished, but we need to at least monitor it, and each such task takes away a piece of processing power. I asked the sales department to provide a report, gave them the task, agreed, and so on, and I'm waiting for a response, and a piece of your processing power is already on this task. Why is it on this task? Because you understand that they might make mistakes, because you understand that perhaps they will need to be pushed, especially if you needed this report by a certain time. You have a piece of your attention. Or, for example, you gave a task to arrange a meeting, and you have to make sure that they don't forget to arrange the meeting, that they don't postpone it, and so on, because it's important to you. Every such task that we set for someone or for ourselves, this task takes away a piece of processing power. Now, look, any task that we haven't completed, the bigger the business, the more subordinates, the more such tasks arise. And when our main power is exhausted, first, we find that we are only engaged in some current tasks. Second, stress sets in. And you know that this is exactly the case because from time to time you organize some decluttering, I don't know, decluttering your wardrobe, decluttering your desk, when you simply complete a whole bunch of unfinished tasks, and at this moment, if you've ever done this, you surely feel relief, some kind of creative energy returns to you. If this has happened to you, like this video, because this is one of the ways to regain your power, to regain your energy. But if your company continues to grow, and you understand that the task will consume even this released energy. An important point that I want you to realize, to understand how to get out of this: there are tasks that do not take away your processing power. There are tasks that you set, and they absolutely do not take away your creative energy. What kind of tasks are these? These are tasks that you set, and at the same time, you have 100% confidence that the person will complete them. That is, if he accepted it, you say, "Petya, listen, you need to organize a meeting with Maria Ivanovna next week, here and there, like this and like that." He says, "Yes, I understood everything, I'll do it." And if, provided that you have 100% trust and 100% confidence at this moment that he will do it, then for you this task, you could say, is closed at the moment you set it. You then have another task: to hold the meeting. But this task no longer takes your attention. Pay attention, everything that is undefined, everything that contains uncertainty takes away your creative energy. And therefore, the focus, in fact, is to achieve that every task you set, you have complete confidence that it will be completed accurately and on time, and it will be under control, and absolutely nothing will come to you, and there will be no difficulties. And this, by the way, is exactly what distinguishes successful leaders from unsuccessful ones. This is what distinguishes leaders who, you know, there are few of them, but they exist, who are as if they are in nirvana, as if everything is fine with them, they are like experienced pianists who sit at the piano, so to speak, and play a beautiful melody, easily and naturally. You look and think, "God, how does he manage such a large company so well?" And I, with my ten employees, why am I always suffering? The difference is exactly this. This is what successful leaders do. They have confidence in setting tasks and their execution. And if you are interested in how to technically implement this, I highly recommend you come to my webinar on the Tonus system, because we have created a special system that allows you to achieve ideal execution in literally three to four weeks. I know that this sounds unreal right now, but it is real. The link to this webinar is in the description of this video. So, if you are interested and want to transition to this state, regardless of the size of your company, come to the webinar, we'll see you there, I'll tell you the biggest secrets in relationships.