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The Reload with Sean Hansen
The Reload with Sean Hansen
From Shaving Mistakes to Leadership Wins - 218
Who knew that the simple act of shaving could teach us profound lessons about leadership and communication? Join me, Sean, as I share personal stories revealing how the quest for efficiency can sometimes lead to painful mistakes, both literally and metaphorically. This metaphor sets the stage for a broader conversation about the significance of patience and attentiveness in achieving true effectiveness in life and work.
Transitioning from the personal to the professional, the episode dives into the intricate dynamics of leadership within organizations. We explore the fine line CEOs and top executives walk between being involved and being perceived as micromanagers. By unpacking the concept of "commander's intent," listeners will uncover strategies to empower teams through clear communication and trust, ultimately fostering a sense of autonomy that drives organizational success. This episode is a must-listen for leaders looking to refine their approach and cultivate a healthy workplace environment.
Communication doesn't stop at leadership; it stretches across time zones and cultures, bringing its own set of challenges. You'll hear about navigating "founder mode," where communication gaps can lead to trust issues and echo chambers. Through practical leadership development strategies like mentorship and adaptability, the episode offers guidance on overcoming these barriers, ensuring sustainable growth for teams and organizations alike. As we wrap up, I invite you to join our community, share your thoughts, and help us continue these meaningful conversations.
Are you an executive, entrepreneur, or combat veteran looking to overcome subconscious blind spots and limiting messaging to unlock your highest performance? Feel free to reach out to Sean at Reload Coaching and Consulting.
Welcome to the Reload, where we help unconventional leaders craft the life they truly want by questioning the assumptions they have about how life works. My name is Sean and I'll be your host on this journey. As a performance coach and special operations combat veteran, I help high-performing executives kick ass in their careers while connecting with deeply powerful insights that fuel their lives. All right, we are. What are we doing today? What would you say you do here? Well, today we have a bit of a. What is Sean talking about? Why in the world would he start to dive into lessons learned from shaving? Maybe I have finally gotten to the bottom of the barrel as far as creativity here. Who knows? I don't think so.
Speaker 1:I think I still have some other stuff to bring forward, but mostly, this conversation today is in response to something that's happened to me on numerous occasions, and for whatever reason. I think it was because I had a client call right before this particular event, and in that client call it became apparent that the client has been rushing quite a bit, trying to I don't know, as some coaches say push the river. It's like the river is going to go at the river's pace. You don't need to push it. There are times when it's going to be faster. There's times when it's going to go at the river's pace you don't need to push it. There are times when it's going to be faster. There's times when it's going to be slower. It's going to take care of itself. But so many clients, so many go-getter, high performer types which is pretty much all I work with they want to push the river, they want it to go faster, they want people to get on board quicker with whatever the plan is and they want to be able to execute, execute, execute as quickly as possible in order to get those results.
Speaker 1:So here I was, having just come from this conversation, realizing, oh, might need to shave, and I am one of those individuals who likes to experiment with I don't know old timey things every once in a while. And so I have at times gotten this completely crazy idea in my head to shave with a straight razor. And if you are unfamiliar with straight razors, that is a razor blade. No, guard nothing, just you, your precious delicate skin and a razor blade, the sharp edge of the blade. And what's interesting is when I started to get into this because, admittedly, in the era of cartridge razors and hopefully everybody, male or female, has some understanding of cartridge razors. But in this era of cartridge razors, it is such a anomaly, I guess, for somebody to voluntarily choose to use a straight razor and then, even if you're not using a straight razor because sometimes, most of the time, I do not, because I'm terrible at it and I don't want to cut my face open all the time I most of the time use what is known as a safety razor, which is still a razor blade but it's got a bit of a guard on it. But even though it's got the name safety in it, I guess it's safer than having just a straight razor blade. But you can still do some pretty good damage on yourself if you do the things we're going to talk about today. Oh, my gosh, intro done, sweet.
Speaker 1:So let's get into the bulk of things. What can we learn from shaving with a safety razor or a straight razor? Well, the first lesson that always seems to come to mind, especially with the straight razor, where there's no guard, there's no safety mechanism, is that whenever I try to rush the process, I cut my face open all over the place. All over the place. And oftentimes when you are I don't know a student of the shaving world which, yes, these things do exist, and I recognize that I probably sound very pretentious right now, but when you're looking at this stuff and trying to learn about it especially trying to learn about how to shave with a straight razor so that you do not accidentally cut your throat open you start to learn that there are a lot of people out there that are talking about the benefits of not using a cartridge razor which has multiple blades redundancy, right.
Speaker 1:So it's like on the one hand you're thinking, oh, redundancy, that's got to be good, you know. But what ends up happening? And I cannot believe I'm actually making an episode about shaving. But here we are when you have those multiple blades in a cartridge. Oftentimes they cut too much. So it's like the first razor cuts the hair, the second razor cuts what's left of the hair and then, like three through 10 billion, I mean, depending on how big your cartridge is are starting to get deeper and deeper, just sort of like under the skin. And it's not that you're I mean, you're not obviously cutting your face open, but you're basically pulling the hair and then it leads to ingrown hairs.
Speaker 1:So anyways, barber lesson aside, many people in the straight razor slash safety razor world are talking about the shaving experience being a more efficient shave. Ah, efficiency. So many of my clients love efficiency. They're all about efficiency, and I can see why, because they have a lot of things they're trying to get done, a lot of initiatives, a lot of competing agendas that they're trying to juggle and manage and on top of all that, they are attempting to most often also have some sort of personal life. Sometimes that personal life includes kids and a family, sometimes it doesn't, whatever, but they're very busy people who are trying to get as many things done in the most efficient manner possible.
Speaker 1:What does that have to do with shaving? Well, here I am thinking to myself oh, I like efficiency, I like the idea of having a very effective and efficient shaving experience. And yet when I rush in an attempt to make it even faster, I cut my face all over the place. My face all over the place. And then I spend extra time trying to plug holes and cuts. You know I'm getting the astringent out and having to patch up my face, and I'm sitting there staring in the mirror with a bunch of like tiny little squares of torn off tissue paper glued to my face all over the place thinking to myself this does not feel very efficient. So what got me here? Well, what got me to this place of having the tissue paper all over the face and recognizing, oh, this is not the efficient process that I thought it was going to be was A brushing.
Speaker 1:And then, secondly, which is another thing that you start to learn when you start to study yes, I know it sounds so pretentious start to study about shaving one's face or legs or whatever is that. You're supposed to let the razor do the work, meaning you don't over grip or push over push the razor. You let the inherent sharpness of the razor blade and the weight of the handle just gently drag it across the surface that you're shaving, which leads to kind of the second thing that a lot of my clients do, and which I have done on more than one occasion, is that we over grip. Why? Why do we over grip? Well, something that I've talked about in various episodes and might as well dive into it again here is this notion that we have some sort of insecurity that causes us to grip a process harder.
Speaker 1:I was recently talking with yet another client, and this particular client asked me if I had heard anything about quote-unquote founder mode and this particular person happens to be a founder. I work with founders periodically and so I hadn't heard of that concept and I asked him to explain and he was willing to. When the company is still, you know, in a smaller stage, let's say, ends up being more involved in even sort of more nuanced not nuanced, but more nitty gritty aspects of the business and is not keeping that sort of like 50,000 foot view that you might expect of a CEO of you know a company that has thousands of employees and you know, et cetera, et cetera, of a company that has thousands of employees and et cetera, et cetera. And he asked me my opinion on this idea of founder mode. And I think that founder mode can relate to what we're talking about here and the fact that, in some ways, if we look at a founder who is usually the CEO or at least one of the C-suite officers of that company, diving down into the weeds in order to fix a certain process, get an initiative going or project going where it seems like there's some struggle there, what are the things that might be motivating that? Well, obviously some sense of concern or trepidation that things are off track or they're going to go off track even further. And when we look at that, I think that that's perfectly valid and it's not, you know, as I said to the client, you know, can we look at founder mode as a tool, not necessarily a default setting? We look at founder mode as a tool, not necessarily a default setting. What is the benefit of having tools available to us and that we know when and where and how to employ that tool? And so for me, I think it's not so much a matter of never do this or always do that, it's more a matter of when is it appropriate to do this thing. Never do this or always do that, it's more a matter of when is it appropriate to do this thing.
Speaker 1:And looking at that founder mode, for instance and by the way, I mean they're CEOs, they dive down into the weeds, even in really big companies, and so this is not a conversation that is specific to startups, and I think that this is true of any organization out there where you have an overarching leader of the organization and where that leader is attempting to shepherd and guide the overall success of the organization. And so you know, obviously the the baseline assumption is that the bigger the company, the more there are people to do those things. But I think still, the critical issue is trying to understand where is it that a top-level executive, for instance, it doesn't have to necessarily be the founder but where is it that a top-level executive dives down into the weeds? Because so frequently when I do 360s, the individuals who are receiving that diving down into the weeds are generally put off by it. They are generally feeling micromanaged. They are feeling like the top executive or, you know, the higher ranking executive is meddling in some way and that the process is already underway. It just needs more time to come into focus or come into fruition or what have you. And so very frequently there is this tension or this pushback on. Like you know, get out of here, we're doing our thing, go back up to the C-suite or whatever, and have a Coke and a smile. And yet is it wrong for an executive to do that? Is it not their prerogative to ensure the health and vitality of their division or their department or the entire company, if they happen to be the CEO? I don't think that it's wrong necessarily.
Speaker 1:Now I think there are some elements that we could put into this equation that might make it more effective? And, first and foremost, going back to this razor metaphor that I've been using where might you be over-gripping and why? The why is very important. The why is very important. The why can show many, many different things. The why might show that, oh well, maybe I'm nervous about this, nobody else is. So maybe that's a me problem. Or, potentially, there is something that is legitimately stuck or broken in the process in the company. Maybe that's a we problem.
Speaker 1:Potentially, maybe expectations haven't been communicated clearly enough, or perhaps they have been communicated clearly. You know, you did the whole active listening thing and the person receiving the tasking or the expectation was like, yep, we're on the same page, I got you, and then they're not driving the bus forward right, in which case maybe it's a them problem, which, oddly enough, kind of you know, you leave a them problem going long enough and then it becomes a me problem. So it comes back. And so there's elements here, I think, where we can clarify our communication. We can clarify the expression of expectation and, instead of necessarily micromanaging someone, can you do a better job communicating what the finish line looks like, so that they're very clear. Oh yeah, this is the intention, this is what we're going for.
Speaker 1:You know, I've talked about in past episodes this notion of commander's intent and in the military, commander's intent when you receive sort of an order package that says go here with these people, these assets, these resources, do this thing. At the bottom of all of that oftentimes very rote instruction, is commander's intent, meaning your commanding officer has an intention for the action that he has prescribed or directed, which in the military we call orders. I wouldn't necessarily advise that for civilian companies. You start ordering people around and it tends to get pretty frosty, pretty quick. But anyways, at the bottom of all of that is this notion of commander's intent. What is the intention? I believe, as the commanding officer, that I will send these resources into this area and that they will execute such and such actions. But the goal of all of that is to achieve this underlying intention or this underlying result, so that the battle space commander, the one that is like boots on the ground, if the circumstances don't match what the central command authority thought, that commander has the ability to recognize okay, this is what they were attempting to get done by sending me and my troops out here to do this thing the way that they thought I could do. It is not feasible Either we had bad information or poor understanding of what the conditions were or whatever a million different things but to be able to then take that notion of I understand what my commander's intention is, or my boss or my manager or my leader or whatever, and then I, as a free thinking individual that has some autonomy here, is going to utilize this autonomy in order to achieve the objective in a way that makes sense for the conditions that I am facing.
Speaker 1:Now, oftentimes in companies, what ends up happening is the sort of back communication doesn't really occur. And if I'm being brutally honest, a lot of my clients that I've noticed at least, and a lot of the bosses that I've had over the years when I was in corporate myself, they were not the best communicators and oftentimes I didn't really understand well, what are you trying to get at here? And this was particularly relevant for me at one point in my career because I worked for bosses who were in a totally different country on the other side of the world. So there was a massive time delay and we had very asymmetric communication because of that time zone change and more often than not I didn't. I was sort of operating in the dark because I didn't really understand what is okay. You gave me an instruction or you gave me a directive, which didn't feel amazing because I do like to think of myself as at least a semi-intelligent individual who can generally figure shit out. But we got to this place where it was like, well, I don't know what you want and you've just given me sort of a snippet of instruction here or directive, and I don't have enough to get me across the finish line in either case the finish line. In either case, like you, haven't given me enough detailed, step-by-step instructions that I can just go on autopilot as some sort of automaton and follow it, and I don't have enough empowerment in terms of understanding what the intention is and how it fits into the larger picture to be able to execute autonomously.
Speaker 1:Now, going back to this idea of founder mode, one of the questions that I posed back to my client is because, apparently, that where he had heard about this was there was some speaker that gave a seminar on the fact that these highly successful companies were in the beginning. All of the founders had engaged in this quote-unquote founder mode of really taking the bull by the horns and not being afraid to really direct the show very assertively and getting into the weeds if they needed to. And one of the questions there is well, I don't know. I mean, how do we know that with these successful companies, that those founders, maybe initially, earlier in their career, were terrible at communicating? And so how do we know that this founder mode was required because the subordinates were going to screw everything up if the founder didn't take control of the situation?
Speaker 1:Maybe founder mode was required because the founder, like I said, wasn't really that great at communicating effectively and then therefore, people were left in the dark and they didn't know what to do. Just like the example I just gave about some of the bosses I've had and don't get me wrong, like I'm not, I'm not trying to like say they were terrible bosses, it was just there were certain ways in which our communication suffered and then my ability to be effective on the other side of the world from them also suffered. Now as, I think, rational adults, we began to recognize that there were certain gaps in our communication and that caused us to shore up those holes and to say, ok, how can we have a more effective communication process? How is it that I can have a subordinate who's on the other side of the planet and that this person, within the scope of their remit, within the scope of their authority, the delegation of authority that I have given to them, that they're able to run in that space and feel free to do so, and that the boss my boss in that case had the confidence and the trust, and maybe even, in some cases, the faith that I was going to do a good job and that, if I messed something up, that I would work hard to correct it and that I would most likely not screw something up if it was going to sink the company, which, granted, I didn't touch those kinds of issues, but you get the point. And so what this introduces, I think, in this process of communication, it's not just hey, I am attempting to get you to understand this discrete piece of data or information.
Speaker 1:Communication is very critical to relationship building and to establishing those connections that allow the organization to move faster. Right, there's this book that I've talked about numerous times the Speed of Trust, and oftentimes, when somebody overgrips, in this case, the metaphorical razor, but, you know or jumps into founder mode, it's because there is not the faith, there's not the confidence, there is not the trust that the situation is going to be handled. Now to further dive back into that conversation that I had with the client, one of the things that we began to recognize is is that a universal concern? And, theoretically speaking, with any executive out there probably not especially any chief executive out there there are probably certain individuals on their team where they feel a greater sense of confidence, a greater sense of community of vision. You know that the subordinate really gets it. And again, going back to what I said a moment ago, you know how has that tighter rapport, tighter vision sharing, how has that actually occurred?
Speaker 1:Sometimes we have the benefit of getting lucky. We really gel with someone personality-wise. They tend to see things a lot like we do, which one of the concerns there is that you end up in an echo chamber or you end up subject to confirmation bias, because every time you have doubts you go to the person that you feel comforted by because they see things a lot like you, and so that's not always the best thing. Sometimes it actually is quite helpful to go to the person that does not think like you and that often comes to different opinions or different conclusions, because they are willing to and, most likely in their personality, almost feel compelled to point out these other things, things that you're not thinking of. And that doesn't mean that you're stupid or that you're deficient in some way, it's just that our biases tend to flavor or color I guess is the better word for it the view that we're taking. And so you know again, we're sort of weaving in multiple concepts here. But this notion of competing ideas and how do you actually discuss competing ideas in a helpful and productive way, one that's, you know, doesn't leave people just wanting to punch each other in the face, you know, but I don't want to like mix my topics here too much.
Speaker 1:So, going back to this idea about over gripping the razor, rushing, how is it that you, in your leadership behavior, in your organization, whatever that happens to be, whether it's for-profit company, whether it's a nonprofit, whatever you when can you identify places that you are rushing the process? And then, on top of it, in your haste, what waste is that creating? What are the things that are going to have to be fixed later? And oftentimes, when it comes to interpersonal relationships, you know, stephen Covey used to say with people, to go slow is to go fast, and ultimately what he means is when we're rushing the process and we're just, yeah, yeah, whatever, like let's just get this done, which I've heard so many times. We don't take the time to really hear people, we're not really connected to what they're trying to tell us, we're driving our agenda forward with no connection to empathy of what is this other person really trying to say to me, and then we often make rushed decisions that we then have to fix later.
Speaker 1:You know that adage there's never enough time to do it right, but there's always plenty of time to do it over and again. You know it's so hard in these episodes to give one definitive piece of instruction, because so much of this depends on the circumstances that you're facing. There are going to be times when you do have to move quickly, when there's some pressing deadline that you cannot push, like I don't know. Litigation is one of them, but for the most part, companies do have some time to really hear people out and to really listen. Okay, well, what is the argument being made here and why? Why is one part of my leadership team voting in one direction and another part of my leadership team is voting in a different direction, especially as the chief executive, which many of my clients are. It's difficult for them often to parse out the interweavings of insecurities and motives, and then you know to what extent is everyone voting for what's best for the company? We like to think that people are always voting for what's best for the company, but that vision of what's best for the company often looks different depending on where one sits and what incentives one has. And so that chief executive role is tough I mean, I don't know what else to tell you. It's really hard, not least of which because of the fact that you are always attempting to really truly understand, okay, what is really going on here. The fact that you are always attempting to really truly understand, okay, what is really going on here, and this going back to that founder mode.
Speaker 1:I think that there is some real tangible benefit in an executive or a leader diving down into the weeds periodically. Hey, yeah, I trust you to do your job and I trust that you're sort of the expert on this, as I've been sort of sitting up in the ivory tower, so to speak. But I want to come in and see for myself that, saying trust but verify. But I think a lot of what ends up rubbing people the wrong way or ruffling their feathers is when somebody comes in with this mindset of I have to take over this because you're screwing it up. And before a leader jumps into that role of okay, I'm going to take this over, I think it'd be really, really useful to first off, do sort of a level setting conversation with the person that's supposed to be in charge of that and to say, hey, have I, have you understood how much of a priority this is for me? And if the person says I think so, right, that's a different conversation than no, I'm.
Speaker 1:I'm really not clear and hopefully, as a leader, you've created an environment that feels safe enough for people that they will actually tell you when they don't feel that they are on the same page with you, either intentionally or unintentionally. So let's just say that you have created that safe environment and people are willing to say when they're not clear about what you want, then it behooves the leader at that point to say, okay, let's take a round turn on this real quick, which is a Navy terminology, but anyway, let's take a round turn on this and let's have a level setting conversation around why this is important and all the things that are connected to this project or this initiative or this part of the company, and, assuming that they're clear on that, you know you get through the conversation, they're like, oh, okay, cool, I get it Like, yeah, there's a lot of stuff riding on this. Then you might see greater alacrity or greater focus from that individual to take care of the problem that you're freaked out about. Now. If you get through that and then still nothing happens, well then at that point there's, you know, one other thing to consider potentially, and that's maybe you have already overtasked them and while they do understand the importance of whatever the thing is let's call it problem three they have problems one, two, four, seven, eight, nine, 10, 155,. You know that they're already drowning in, in which case I think it opens up the discussion to say, okay, can you, as the leader, deprioritize some of those things so that they, their focus, can then come to rest on problem number three, which is the one that you want them to focus on right now, or would that person then appreciate having some additional help, whether that's the founder or whether that's shifting some resources, what have you?
Speaker 1:But again, I think oftentimes that communication process is held up somewhere and there is not that free exchange of yeah, I'm stuck and I don't know how to ask for help, or I've been asking for help and I keep getting ignored, in which case that might be coming back to the leader. Oh, you've been asking for help. Well, how Right. And there I mean the communication gap does go both ways. There are definitely times when subordinates and there were, I mean dozens of times, I'm sure, where I did not communicate effectively, where I did not adequately present an argument to my bosses saying, hey, we're underwater here. And I understand that X, y, z, problem number three good old problem number three is really really important. I understand that, but I'm drowning and my team is drowning. So there are times when that discussion does have to go back sort of up the totem pole, so to speak.
Speaker 1:So if you've addressed these, any sort of factual complications either misunderstandings of what the tasking is, or the importance of the tasking, or the prioritization inside the whole bunch of other tasking if you've covered off on all of that and both parties are feeling like they're on the same page as far as kind of the factual and priority stuff, if it's still not moving forward, there's a good chance that whatever manager is in charge of that project, or if it's an individual contributor, whatever that, there's something else going on. At that point, as the founder or the leader, you get to decide okay, do I just take this over so that we can get it across the finish line? Do I bring in additional resources and help so that, whatever this person is dealing with, whether they have some sort of insecurity or I don't know some sort of bias, that they can receive developmental help? You know, coaching, I guess, is the common terminology nowadays Can they get some coaching? And coaching doesn't necessarily have to be external, like bringing in an external coach.
Speaker 1:Some companies have internal coaches, but it didn't even have to be that necessarily. You know, can the person that is where the project is stuck, can their manager provide mentorship or guidance? You know, and if it's, if it's some sort of emotional hangup in terms of and their manager provide mentorship or guidance, and if it's some sort of emotional hang-up in terms of, I don't know, a lot of times people hate getting into difficult conversations. Why? Because they're difficult and most people don't want to be critical of people that they work with and, in many cases, consider friends. And yet, as a leader, you have a responsibility to be the steward of a larger interest, whether you run a team, whether you run a department, whether you run a division, whether you run a company. That is the burden of leadership. That is part of the burden of leadership is that you are there to take care of the larger need or the greater good.
Speaker 1:I guess, if you want to say it that way, but you don't, you can choose whether you bring in additional developmental help or whether you just take it over completely. You know, get your full, full blown founder mode going, or both. Right, sometimes it might be OK. Yeah, this person is in over their head. I'm going to take it over and we're going to create some sort of developmental plan here to upskill this person, to develop them, upskill this person to develop them. And who knows, I mean it might be the founder that's doing that development in the midst of taking over the project and being side by side, that person that was struggling and saying, hey, this is what I have in mind, this is how I'm going to tackle this. What can you learn from the way that I'm addressing these concerns, from the way that I'm organizing things, or from the way that I'm managing this process, or the way that I'm bringing stakeholders together to collectively create a solution here so that stuff can happen side by side.
Speaker 1:But ultimately, looking at where we're over gripping the razor, so to speak, or the team or the company, and where we're rushing the process, ask yourself how does this show up? How do I do this? Do not ask yourself, do I do? Because it's really easy to just say nope, no, I don't. I'm good, thanks, appreciate it. But actually ask yourself where do I do this? How does it show up? What's motivating me to either try to rush the process or overgrip things? Do I need to? What might be some other options? If you really truly, in your heart of hearts, and maybe even after doing a couple lateral sanity checks with other leaders your same caliber or rank or what have you, and if you're the CEO, maybe you have to talk to another CEO who's been in a similar circumstance and say you know, I really want to push things faster, but I'm wondering if there's something, some insecurity inside of me that's making me feel that way. You know, and this is where I think you know, especially if you are a new CEO, which some of my clients are new CEOs it really helps to be able to have other CEOs that you can talk to some of whom who have been around the block a couple times, others who may be going through their first rip at being a CEO, but to be able to see those different perspectives and thus to be able to ask some pertinent questions. I really feel like I want to take over this thing, but in my own homework I've kind of listed out these particular pros and cons. What are your thoughts? Again, because it's not so much a we always do things this way or we never do things this way, it's tools and knowing when to pull a certain tool out of the toolkit and how to use it and then when to put it back to either do nothing, which I guess could be a tool in and of itself, or to pull out a different tool. It was interesting.
Speaker 1:Years ago, I read this book Bare Knuckle Management. I think it was interesting. Years ago, I read this book bare knuckle management I think it was what it was called and it was a pretty short read. But one of the main points that I took away from that read was that, yes, you should lead with certain principles to establish a foundation of consistency, and you are most likely not going to manage or lead every person on your team the exact same way.
Speaker 1:They're different people. They have different strengths and weaknesses, they have different insecurities, they have different motives, they have different experience levels, et cetera, et cetera, et cetera. They have different motives, they have different experience levels, etc. Etc. Etc. So the notion is okay.
Speaker 1:Generally, I'm governed by a set of principles. I'm not just this like wildly hypocritical individual that just shows up as like some sort of schizophrenic person. Every day, people around me can expect a certain uh, baseline of behavior and you know, fairness and equity and rationality, et cetera, et cetera. And I'm going to custom tailor my management of these different individuals because the relationships are going to be different, and I thought that was a really prudent piece of advice. And I thought that was a really prudent piece of advice.
Speaker 1:So, anyway, what can you learn from a straight razor? Well, like I said, try not to rush the process and try to let the razor do the work. And if you recognize that there are times, quite legitimately, where maybe things need to be sped up, okay, just know what you're getting into, know that there are going to be some cuts and bruises along the way, most likely, and then if you are going to overgrip or you are going to engage quote-unquote founder mode, do so with intention and also try to understand what the exit strategy is. When are you going to get out of that mode? Who is going to take that over for you, whatever that project or initiative that you jumped in there to save when you step away? Because, especially if you are the CEO, I can pretty much guarantee that you do not have the latitude or the luxury of owning those things indefinitely.
Speaker 1:Anyway, I'm going to sign off here, but if you are enjoying the show, I would love it so much if you would like subscribe, follow, write a review, man, that would be awesome. Five stars, 10 stars out of five. Anyway, or don't, totally up to you, but until next time, take care of each other.
