How do you separate, you know, pursuing the process versus, you know, looking at results?

Because I, for me anyways, I struggle with, like for myself I know, like if I'm doing the right process, I'll be good.

So I'm fine with however the results play out.

Now granted, I'm also watching the results so I know how to adjust and pivot and everything else.

But you know when it comes to others, whether it's employees or anything else, like yeah I can see

them working hard and everything but if the results aren't there,

how long do you tolerate it as a business owner?

Well, if somebody's underperforming, you got to have those tough conversations, kind of like

we had talked about earlier, to determine if they're in an environment where they can actually attack and help you hit that big goal.

And if there's not alignment, you have to coach them out.

You know, there's times like in Alabama, if a player's not doing it. You're going to coach them into the transfer portal.

Right? Like you're always saying, hey, I just don't things are working out. You're a great kid.

Let's help you find a better place where you can thrive. You're going to coach them into the transfer portal right so too many people

hold on to the results that they can't control rather than focusing on the

process that you alluded to what you can but you know exactly where you're

going yeah you could take every single one of your companies I can say Ryan

what's the vision well we're going right here yeah so you know where you're

going that's where most coaches miss, or most leaders miss, is when they hear the message, like I like to say, attack the process, trust the process is not enough.

My latest book, The Standard, which came out last last year there's a whole chapter on how

trust the process is not enough you have to attack the process if you only trust it

it's not enough you got to attack it every single day so in order for you to hit those

big goals we got to attack that process every single day,

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