Execution is not about effort. It's about reliability. If your results don't match your ability,

your execution is inconsistent. We measure that. Execution reliability index. Get your score at

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Most human beings perform when they are forced to perform, not because they choose to perform.

Work on your game. Work on your game. Work on your game.

This is Drey Baldwin, and Work on your game is the system that turns discipline into dominance.

Today's topic is people break after pressure lifts. Yes, after the pressure gets removed, that's when people break.

Now, many of you incorrectly believe that pressure is what causes people to break.

It may with certain people, but usually the breakage.

And when I say breakage doesn't mean somebody completely collapses and they cease to exist.

When I say break, what I mean is people stop performing at a high level when the

pressure is no longer on them. That's what we're talking about here today. Most people blame pressure

on the breakdown, as I said, but pressure is rarely the cause of a breakdown. It's the removal of

pressure. Structure, urgency, and consequence are all the things that hold people together. All those

combined become pressure.

Structure, urgency, consequence, all combined become pressure. When someone plugs you into a structure or you plug yourself into a structure, when there's urgency, i.e., certain things need to be

done by a certain time and done in a certain way. And consequence, things need to get done in a certain way

by a certain place. And if they don't, there will be a negative response from the structure,

from the environment, from the people in charge, whatever. When you have all of those elements in

place together, that combines into a signal that most people register as pressure. When I worked at

Bally Total Fitness manager was a guy named Steve. And Steve would go around every day to all the salespeople. There's probably about nine or ten of us. He would go around to all the salespeople. He would see who had appointments scheduled that day. If you did have appointments, he would check on you to see, did you call your appointments and confirm that they're showing up? Did your appointment actually show up did you close the appointment then when a person showed up did you close that sale did you turn it into a sale if you didn't have any appointments he would go to you and say why don't you have any appointments what are you going to do today to get some appointments you need to get some appointments he would check with you on the middle of the day what have you done have you gotten any appointments you need to get some appointments. Steve would keep the pressure on you. When I first got there, I ended up becoming

the manager. When I first got there, I was a regular worker. And the assistant manager was his girl named Lynette. And one day, she didn't have any appointments. And Steve came up to her. And he was asking her the same question as everybody else. He said, hey, you don't have any appointments. What are you going to do to get some appointments? Are you going to make calls? Are you going to go prospecting? What are you going to do? He's talking to her and Steve just had this way about him. He was to sit there and stare at you when he asked you a question until you answered it. And Annette said, I feel like you're pressuring me. And it was funny the way she was saying it. And Steve didn't let up on the pressure. He was serious about it because Steve

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