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Higher Up Podcast
A podcast that aims to empower individuals in various aspects of their lives, including business, church, school, and personal growth. The goal is to inspire listeners to make a positive impact on those around them, helping them reach their full potential and strive towards greatness. The show features practical tips, real-life stories, and insightful conversations with experts in their fields, all geared toward lifting others up and creating a world where everyone can thrive.
The hosts, Benji and Brady Wilson, are accomplished entrepreneurs in the business world. Their mission is to empower listeners in every aspect of their lives, from business to personal growth. They seek to inspire others to make a positive impact on the world by sharing their own life experiences and having conversations with other successful guests. Together, they explore living a Higher Up life!
Higher Up Podcast
Ep.029: Halftime Adjustments - Part One
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Is It Time for a Halftime Adjustment in Your Business?
At the halfway point of the year, every leader needs to ask: Are we making progress? And more importantly… What needs to change?
In this episode, we examine what it means to lead with clarity and courage when you face a crossroads. We identify the three traps that hold leaders back: feelings like fear, comfort, and ego. We discuss why past success can sometimes block future growth.
You’ll gain a simple yet powerful mindset shift: “Leaders don’t get paid to be right, they get paid to make it right.”
Whether you're hitting your goals or struggling, this is your opportunity to pause, reflect, and reset.
Mid-Year Check-In
Speaker 1all right guys. Well, welcome back in. We're here for episode 29. We are almost at the 30 mark.
Speaker 2We're moving along, getting there, man man Getting close, getting close, getting there.
Speaker 1You guys have had a pretty busy month as well. I know we've shared that with our listeners that summer's been crazy. As we're recording this, y'all just got back from convention. Before we jump into today's topic, I was going to say fill us in a little bit. How were the conversations? I mean, obviously, obviously one of the biggest things other than seeing updates and stuff like that is just connecting with franchises. You know you guys get to build those relationships and those things. So give us your elevator pitch on how it went and what you loved the most.
Speaker 2Yeah, I tell you the vibe and again our listeners maybe you're new we own a Serv pro franchise business, uh, located in birmingham. We have locations in dallas and houston as well currently. But, um, the vibe of surf pro, our brand, is stronger than ever. It's the best brand in the industry. We like to say it's the apple of our industry. Um, we are making tremendous momentum and I'm glad we're doing this halftime episode today because there's always people looking right. We've got a surf pro has a target on their back and we got to keep moving forward but know where we came from and where we're going to head, had a lot of great meetings, a lot of great updates coming down the tube from headquarters, and so it's it's, it's it's fun, it's a lot of fun, a lot of fun.
Speaker 1So, brady, give me your what's your one thing you loved about? Maybe Boston or convention. What's one thing you enjoyed the most?
Speaker 3Well, I mean, I've had a lot of people this week that's asked me like, hey, how was Boston? I said, well, I mean I can tell you what the inside of the Omni Hotel looked like. You know, I didn't get a chance to. What we really should have done is gone up there like maybe a couple of days early or stayed a couple of days late, because, honestly speaking, last year when they announced Boston, I wasn't like super excited about it. But after being up there, I mean there's a lot of cool stuff. Oh yeah, there is a. I mean the history. Yeah, so Melissa and I actually talked about it. Yeah, so melissa and I actually talked about it. We're gonna schedule another, another time to go back up and spend maybe a week or something like that and all kind of tours that you can do and uh.
Speaker 1So just a fun place. Boss is one of the places I've always wanted to visit I'm a huge Celtics fan too so well, there you go, so there you go.
Speaker 3We didn't go to fenway park we did.
Speaker 2Yeah, I saw that. We saw where the Celtics play. You guys want drive-by with that's right, yeah that's right.
Speaker 1Well, so, uh, like you mentioned, we're talking halftime. Uh, you know we are creeping up on that halftime mark, uh, for the. I think it actually we've hit it, isn't it july 5th? Isn't that technically the middle of the year? So we've hit that, uh, and so this is always a big time for us. You always uh, every year this is something that you shared with us, brady, as a team is hey guys, we're at the halfway mark, what have you accomplished? What have you not accomplished? You now have six months left, and so we potentially have a two-parter episode today, because this is a big part. This is a chance for you to be like all right, so you only get one, 2025. You only get one 2026. You only get one 2026. You only get every year, you get one. So what are you doing that year? That's making an impact and setting you up for success for down the road. So I know there's a big episode for you to kind of talk about. This is our, this is our temperature. Check our midway point.
Speaker 3Yeah. So let's, let's dive into it, kind of set the stage. Set the scene a little bit. Encourage you guys, if you can. If you're driving, don't close your eyes. But if you can close your eyes, and what I want you to visualize is the first half, whatever game that you played football, basketball, you name it You're in the locker room, the door just closed, so you can feel the emotion of hey, is this going well, Is this not going well? Of hey, is this going well, Is this not going well?
Speaker 3The last thing that you remember seeing when you went into the locker room as you left the field or left the court, was the scoreboard. So what is the score telling you? Are we winning, Are we losing? But when you go into the locker room and those of you that have played sports, I mean you can, you can kind of smell the sense and you can remember where you were in those moments and you can remember even some of the speeches that your coaches gave you. But when you go into the locker room, you've got a decision to make A lot of times. You don't have a whole lot of time to make those decisions. I mean, what are we talking? Maybe 10, 15 minutes max?
Speaker 2Yeah, because they do have to go back out and warm up.
Speaker 3You do have to go back out and warm up, and so you're looking at strategy. So what we wanted to do is kind of look through that same lens today from a business standpoint or an organizational standpoint, and so the title for this episode is Halftime. To adjust or not to adjust, that is the question.
Speaker 2Yeah, and Brady, that's a great point on that, because you know, obviously you've got the players involved, but, more importantly, you've got the coach who's who's standing there in front of the team and going, hey, team, this is what we did really well. They obviously provide stats in the locker room. Here's what we did well, here's what we got to do to improve. You know, the scoreboard says this we're leading the game. Let's take, for instance we're leading the game. In order to win this game, we've got to do this, or it could be the complete opposite hey guys, we're down. We're down by four points and this is what we have to do to pick up momentum to gain as we continue the second half of this game. So I'm excited about this episode. I think it's going to be a lot of fun, a lot to gain from this and, just so everyone knows, this is probably going to be a two-part episode because we've got a lot of good information. So just hang on with us. We'll gut check this about halfway through and see what happens. Yeah.
Halftime Reality Check
Speaker 1To kind of hit you guys with it. So we're talking a little bit about that reality check. You're looking at those things. I mean, obviously a lot of people have played sports, done things where you do that but for you guys in business, what do you feel like? Do you feel like it's harder to when you do that reality check and you're like, all right, it's July, it's middle of the year, you know we're either on target to hit our goal, behind target, or maybe you're, maybe you're one of those lucky few that like, hey, we're ahead. How, how hard do you guys feel like it is as owners to pivot, no matter where you are, like one staying consistent if you're doing well, if it's not going well, do you feel like it's hard to make that pivot? Do you feel like like, how does that affect you as business owners? And someone that's listening, like, all right, what is my listeners behind? What do I do? How do I?
Speaker 3well, how do I move on? I think that's a great question, adam and I and I. I think at the end of the day, it comes down to what is the data showing, and so there's a lot of decisions that have to be made in the locker room. Let's say that you're like Benji said. Let's say you're up by four points and you're winning. You're winning the game and there's some things that you're doing well, but guess what your opponents in the other locker room? Guess what they're doing. They're trying to figure out a strategy of. I know, like in football, there's a lot of plays and a lot of data and a lot of science that goes into. Hey, we can see that they're doing these plays or running these patterns or whatever those look like. So you have to make a decision as a business leader. Do we keep doing that or do we adjust a little bit, like what's the competition going to do? So I think let's go back to the beginning.
Speaker 3Let's look at January the 1st, and we did an episode on strategic planning. Encourage anybody to go back and listen to that. Watch that. So we set the strategic plan January 2025 or fill in whatever year. Think about when you're. So the first couple of minutes in the locker room you're thinking about. So, think about when you're.
Speaker 3So, the first couple minutes in the locker room you're thinking about, okay, where were we headed, like, what was it that we were trying to accomplish this year? And then the other question is like how's that really going? Yeah, because six months in business or in any type of organization, that's an eternity. There's a lot of stuff that has happened. I mean, think about the world right now, what all has happened in the last six months. There's a lot of stuff that's happened, and so a lot of environmental factors. And sometimes I think and we talked about this in strategic planning but a lot of organizations get a strategic plan and they just set it on the shelf. So what we've encouraged you guys to do is take the strategic plan and constantly reiterate those things. You know, um, with the team. So the question is and, uh, you know, how are things actually going right now? So take, take a little reflective back and say how are things going?
Speaker 2Yeah, and to add to that, you know that's a great point. It just seems, brady, it seems like yesterday it was January 1st, we were turning the new year, um, and man, you look up and there's been almost well, it's been seven and a half months at this, at this part of the recording that we're into the year Um, and you could get really some owners or you know, business managers, business leaders, could say you know what? We've made a lot of great tweaks the first six months and not have a not continue to develop the plan like he's talking about, because we can always get better. I mean, anyone can always get better. And if you, if you're not careful, you can become comfortable, you can become complacent because, man, we've done all this stuff, we're pushing, pushing, pushing, but at the same time, like you said, the competition or the other team, so to speak, is going hey, we're going to put together a plan because we want to do better than what they're doing. So you just got to be careful of that. Really careful.
Speaker 1Do you feel like, as business owners and even leader, like your leadership type, your staff, your director team? Do you feel like your verbiage and the way that is presented to their teams, what you presenting to leadership staff, leadership staff presenting down? Do you feel like even the way that you guys phrase things I mean something you know that's even ingrained in my head forever is it comes from you, brady, as you always say, you know hope's not a strategy and you know cause you always that's something you say right away. You're like man, I hope we do this and you're like that no, you got to get out of your mindset. So do you feel like that as well as you're, as you're figuring these things out, as you're looking when you're presenting to the team where you're going to go and set the course for the year? Because I know one of the things we talked about is like you got to be careful because staying the course can be a trap. You know how are these things.
Speaker 3Well, we're going to talk about that. I think that it doesn't matter what type of business that you're in, organization that you're in, you know, typically it always comes back to the fundamentals and you know we talked about this, I think, on the last episode when we were doing the five coaching habits of you know, we've, we've would come into the season. You know, as, as a I was a basketball player. I never played football. We won't go there.
Speaker 2Uh, but he did talk about it a few episodes ago.
Speaker 3You can, I did. You can go back and listen to that, but you know, we always worked on. We just want to jump in and do the fun stuff. You know, let's script, let's let's scrimmage. You know, let's play a game, let's do the fun stuff. And the coaches were always like, nope, let's focus on the fundamentals first. So that's dribbling this passing, that is layups, that's free throws, that's conditioning, all those things. So you have to come back to it.
Speaker 3I think halftime is a good time to reevaluate. Are we hitting the fundamentals? And here's the reason I say that is because when you're not having the year that you would like to be having, if you're losing, then you're going to go out and you're going to overcompensate to try to make something happen right. Conversely, if you're doing really, really well, you can get into a complacent mentality and say, well, it feels like we're doing all the right stuff. I mean we're winning, I mean we've got a lot of work coming in or we've got these big jobs coming in, and so now we start to get complacent and we start letting things slide. Some of those fundamentals and we just got to like part of the reset is back to. What are those fundamentals that we need to hit on.
Speaker 3So when we're looking at the reality check, as you call it, adam, you know, the first thing is we want to be real. Where are we at? Okay, don't be optimistic, don't be pessimistic, Just be honest with yourself, honest with your team. Like, where are we at? Okay, don't be optimistic, don't be pessimistic, just be honest with yourself, honest with your team. Like, like, where are we at?
Speaker 3Um, there's a, there's a scripture that I found at Lamentations 340. It says let us examine our ways and test them and let us return to the Lord. Okay, so even our spiritual life, when we start to sway you know Hebrews talks about that salvation, or Jesus is our anchor. So if we're anchored in him, even though we veer off, you know, if you've got an anchor in a boat and you veer off, what's going to happen? It's going to like tug on you, catch and tug, catch you and bring you back. So that's what these fundamentals do, and so let's talk about so what we're trying to do today is not really give you an answer, but really give you more things to think about.
Staying the Course: The Fear Trap
Speaker 3We're not saying change everything, we're not saying change nothing, but we're going to give you some examples or some things to think through of. Okay, how do I need to think about this? Let's start with when staying the course is a trap. We change nothing. We're going to talk about three Fs the fear trap, the familiarity trap I can't say that word Familiarity, familiarity trap, yeah, what Adam said. And then the ego trap. Okay, so here's the fear trap. What if I change something and it breaks everything? So y'all talk about that. What happens if I change something? Like it feels comfortable, it feels good, but what if I change it? And like the what if? What if something bad happens?
Speaker 2Yeah, I mean you could really. I think it depends on the situation. Obviously, if you're doing well, why would you want to change? It is what I would say. Doesn't mean you don't More of a tweak to the process to get better. It could. I guess it could let the. Am I going to let my team down? You know, if we've done really well, am I going to let them down? Um, I don't want to fail. I don't want to fail them.
Speaker 1Well, I think it uh something for me, and and I was actually sharing this with uh Benji yesterday we were texting the night before and, um, I've shared the water issues we've had at this ridiculous house, but you're just talking about making changes and, um, we had a water faucet outside.
Speaker 1That was slowly leaking, right, okay, and y'all stick with me. I have some. We're going with it. It's slowly leaking. It needed to be fixed. It's like you know, it's leaking. I don't know if there's water behind. I mean, we have that on the outside. Luckily it's not in the house, but over time that water is going to mold, it's going to cause issues, it's going to be there. So I was like I got to get it fixed. In the process I accidentally ripped the faucet off, like I ripped that sucker clean off because it was, and so my wife wasn't happy. There's no water Now. We have no water in the house. You know, if we turn the water on for a moment, it's just shooting out. Luckily not come back in out, luckily not come back in.
Speaker 1But my point is is that that change needed to happen. It was still working right, like we had water in the house. The faucet was working, um, but it was leaking. But over time that's causing damage and, yes, it may have cost us money. We had to call somebody to come. They did. They got it fixed. Uh, we got a local plumber that came, did it.
Speaker 1But if I hadn't decided to make a change and say, all right, I gotta this. I don't know what other issues would have been caused. There could have been molding, that I wasn't aware of, erosion, which eventually may have come into the house on the outside wall, the insulation. So my point is was the faucet working? Yes, it was doing what it was supposed to. It wasn't shooting water. We still had water in the house, but it had a small issue that needed to be fixed house. But it had a small issue that needed to be fixed. And because we fixed it, now it's not leaking at all, it's clean, it's not doing anything.
Speaker 1So sometimes, even when things are working, I feel like in your business and maybe you guys can touch on that but things look like they're working on the surface, right, but underneath, behind that wood planking, there could be something that's brewing, something that's going. So, hey, we've got to take these things. When we see these small details that's something we've been talking a lot about at the church is we miss the small details. We always fix the big things, we fix the things that are on the surface, that our church sees, that our staff sees, but the small things, the small processes, we don't think about those and in the end those small cracks turn into big issues. So I feel like you have to make those changes. Sometimes I mean, yeah, I would rather not have not had water in our house and not broken the faucet off, but because of doing that and making that change and attempting to fix it which I failed at but attempting to fix it it allowed us to fix the overall problem and now that's, that's clean.
Speaker 3So Well, and I think to speak to that, Adam, I mean, you know, sometimes when we have things that we've done in our business and they were, they were and we'll talk about this too but you know, they were good ideas at one time but maybe, maybe they do need to change, you know, we've, as leaders, we have to have the courage and the boldness to to recognize that. I mean, nobody wants their baby called ugly, Okay, I mean, no, nobody wants their baby called ugly. So we have to have the courage, you know. So courage, courage really isn't the absence of fear. You know, you think about all these courageous people. It wasn't that they were afraid, because they might've been afraid, but courage is actually obedience in the middle of it.
Speaker 3So, courage isn't the absence of of being afraid, it's actually running to it. We've talked about, you know, I'm part of a group called C12 and we call it the Buffalo culture. The Buffaloes actually run into the storm instead of uh cows that run away from the storm. They're both going to experience a storm, but the buffaloes are going to experience it in less or go through it in less amount of time, because they're going to run through it Head first, through it, head through it. So that's the fear trap. You know, if we make a change, what's it going to do?
The Familiarity Trap
Speaker 3The second one I'll let you say it, adam, because I can't say the word it's the familiarity. There you go, okay. So I don't know why I can't say that. It's just you know whatever, but most people double down on a broken strategy because it's familiar. So just think about if you've still got your eyes closed hopefully you don't, but especially if you're driving. But think about, you know, is there something that's broken in your business but you've held onto it because it's very familiar. And as leaders, you know we're thinking about, you know, changing things. Maybe it's a familiar system, maybe it's a familiar role or a function or somebody that's in the organization, Maybe it's familiar excuses.
Speaker 1We've always totally. You know, because we've always done it doesn't mean we have to keep doing it. I mean there's been plenty of meetings that you and I have had that that's been my excuse. Well, hey, this is how we do it, this is how we've always done it, and you've always kind of positioned us to think outside the box and say, all right, just because you've always done it that way doesn't mean that it can't be improved upon.
Speaker 3Yeah, that's right. John Maxwell says this. He says the greatest enemy of future success is actually past success. So just because something worked out well in the past doesn't necessarily mean it's going to work out well in the future. Well, man, we did that two years ago and it was the greatest strategy. It was the greatest thing you know, and sometimes it's not the best thing going forward. Here's something else. I mean I debated whether to put this in here or not, but I'm just going to go ahead and say it.
Speaker 1It's our show, but from a— Let it go, just say it, just say it but from a let it go, just say it, just say it.
Speaker 3This is maybe on a more spiritual level, but sometimes what god blesses in one season becomes baggage in the next season, for sure that's really good, okay, and it's like, like what?
Speaker 3like what does that mean? If you, if you look at um, if you look at like manna in the old testament, I mean what a blessing that god gave the, the, the children of israel, manna to eat. But when they got into the promised land, what did they do? They started complaining yep, well, you know, we used to have this. Well, he's like that. Well, that's done, you know, go go into your new.
Speaker 3So what was blessing in the past became baggage in the future. Take Saul and David, for example. You know David wanted to go fight Goliath and Saul, he was the soldier, you know he had the armor, he had the swords and all this. And David actually tried it on. It was too big. He's like, guys, this ain't going to work. You know, I trust in the Lord. And he went and picked up a couple of five stones and did the work.
The Ego Trap
Speaker 3So when we think about this in our business, sometimes that and I believe Benji and I we feel like that we're stewards of this business for God. We feel like that we're stewards of this business for God and we try to be sensitive to the Holy Spirit and what he's telling us to do. And there may have been some things and seasons in the past that are just different. Now. We've got to keep listening. Maybe we're not in the product business, but maybe it's a product that you launched years ago and it's not working anymore. You need something new. Maybe it's a team structure that you had at one point in time that you need to change up. Maybe it's. Maybe it's a way that you lead. Maybe maybe you need to change the way that you lead, or maybe it's like a routine or a mindset that you have. You know, we just we just need to be sensitive.
Speaker 3Uh, and since we're on the, since we're on the spiritual subject, isaiah 43, 18 through 19 says Forget the former things, do not dwell on the past. See, I am doing a new thing, so just something for you guys to reflect on is is there things that that maybe you know they're and I don't necessarily like to use the word blessed, but for these purposes we'll use it but maybe we were blessed on something in the past and we're just we're, we're relying on that, that particular blessing and that season, to say that it's going to be the same in this season. Yeah, and we're not, and we're not listening and we're not being sensitive to. So what do you? I mean? What do you guys think about that?
Speaker 2I think it's very easy to do, to just keep doing the same thing over and over because it's familiar, I mean, and and the challenge is you're, you're right If you're not careful. Technology changes, processes change, people change, your, your environment changes and you can go hey, I can go do X over here and do it that way, just because it's always worked, and the system may not be set up to do it that way, or you've got it all working to your advantage. Um, and you're just going, man, I'm just, I'm just checking a box, x done, you know, eyes dot T's cross, finished, but you've got to adapt to what is, you know the newness of where we're headed, where we're going, where we want to go. Uh, and if you're not man, you can. You can really get, um, familiar, familiar places, can get really, can get really out of whack quick.
Speaker 1Yeah, we're. We're going through a lot of that right now, too, with what we're doing with the church. One of the big things we're getting ready to do is make a website change, and that's huge for the church. Not only are they making a website change, we're rebranding things because it's never been done but it needed it. We're working on some things as a church that needs an update. But one of the things we talked about is our current provider.
Speaker 1There's nothing wrong with them. They haven't done anything for us to want to change, but their business model has changed, and for the better for them. They're doing much better, but our model at the church has changed and we need to be able to transition into something that's scalable, because we believe the church is growing and it's continue growing. But we also need something that really matches where we are with the growth of the church, and I think sometimes in business that's the same thing is that it's not necessarily a negative thing to change right, like just because you're changing doesn't mean that it wasn't not working.
Speaker 1But, like you said, brady, like there's a lot that's happened in the last six months. I mean, think about things with our economy, think about, I mean just tariffs and cost of living. I mean, there's a lot of things that happen and you have to adjust, and if you don't make those adjustments, you're going to fail and you're going to fall behind, and that's what we've talked about. I know this is a big thing for the church. I know doing things that they've never done marketing. They've never done Google ads Never in your life, would you think. Why would we need to do that? Well, people are looking for a church, they're looking for places, people are looking for the business of ServPro. You've got to be able to get in front of people when they need it and do things, and sometimes you've got to make a change just to be able to continue progressing forward.
Speaker 3Well, I think they got the right person to help them do that, Adam.
Speaker 1Yeah, I hope so. I'm trying. They got the right person to help them do that Adam?
Speaker 3Yeah, I hope so, I'm trying, I'm excited. So let's, let's talk about the last trap, okay, uh, the last trap is the ego trap, okay, and this kind of goes back to the, to the baby scenario. But let's say you're the leader, you built the strategy, you built the system, but the system's just not working anymore. Then you have to, you have to be the one to say hey, listen, this is not working right. And you have to kind of set the ego aside, set the pride aside, and say we've got to make a change. And this is where your leadership team can really come in.
Speaker 3The Bible says in the multitude of counselors there's wisdom and Proverbs, and so, having people around you that can help you make those decisions and see things that maybe you can't see, then either you're on an island by yourself or you've got people with you. So making those adjustments here's the reality, and I may trademark this quote because I really like this. So just take this in all, right, leaders don't get paid to be right. Leaders don't get paid to be right, they get paid to make it right. Okay, so, a lot of times, as leaders, we want to, we know we're the. We want to be right. We want to have the right answer and sometimes the right answer is somebody else that has the good idea or somebody else that has a solution. So I've always heard paid to be right. They get paid to get it right that's right.
Speaker 1I've always heard if you're the smartest person in the room, you're in the wrong room. That that's right. When you said that, that's the first thing that came to my head, because if I'm not supposed to get it right, I'm supposed to be. Like you said make sure we get it right. And so I need to be in the room with other people that are better than I am, and I think that's something too culturally. Is that people? I feel like we're in a culture now where titles and what people do are such a big part, but sometimes that ego you have to take out of that and be like look, if they're better than me.
Speaker 2That means I put myself in the right place, yeah, and that's a great setup for go back and listen to the last episode of being a leader, the five coaching habits of a great leader. Because you're right, you can. Brady said it right they don't get paid. We don't get paid to be right, we get paid to get it right.
Speaker 1That's good.
Speaker 2Brady, sometimes it takes a team around us Trade market Trade market.
Speaker 2Sometimes it takes a team around us to help give ideas. Maybe we don't have all the ideas To your point. If you're the smartest in the room, you're in the wrong room. Have all the ideas to your point If you're? If you're the smartest in the room, you're in the wrong room. So you gotta, you gotta have, you gotta have a team around you. Um, I think there's value in corrective action. At the same time, corrective praise. You know you've got to be able to tell people where they are doing well at, so that they will be able to understand, when we do give corrective action as a leader, what we got to do to get it right. And again, we may not have the answer. It may take, it may take them to help us get there.
Speaker 3Yeah.
Three Rs for Adjustment
Speaker 3So to kind of land the plane, I think, on this, this episode, like I think you guys are right, this is a two-parter, just because there's so much information to cover here and uh, and we'll try to get these out to you quickly. And when I say we, I mean Adam, um, but the uh. So if we're going to make adjustments, all right, like, how do we think through those adjustments, Cause what, we'll come back on next episode and we're going to talk about the complete opposite of hey, there's, there's no adjustments that are needed, just because we feel like there needs to be an adjustment. You know, or we just we want to change, just for the sake of change. So we're going to, we're going to, we're going to talk about that in next episode. But if we're going to make an adjustment, we feel like we need to make an adjustment, Then how do we do that? We do that through three R's we review, we recalibrate and we recommit. Okay, so, at the, at the beginning of the year when we set these strategic plans in place, we reviewed the last year, we reviewed 2024. What was working, what's not working, what do we want to do as we're going to go forward? We recalibrated the team Probably most of you, I would imagine.
Speaker 3I would hope so, if you didn't Maybe think about this for next year, but you probably went off-site with your team. If you didn't maybe think about this for next year, but you probably went offsite with your team. It's a way for you to recalibrate as a leadership team, get away from the office, get away from the hustle and bustle and all that stuff. But you're recalibrating and saying, okay, what do we need to focus on and how do we need to do these strategies? And then, as a leadership team, we're recommitting to what we're doing. So we're doing the same thing mid-year.
Speaker 3If we're going to make a change. We're reviewing the first half of the year what worked, what didn't work. We're recalibrating. If you can get off-site, I think it's a great time to do that as well and then recommit to okay, we're going to make some halftime adjustments. We need to go forward for the rest of the year. Have the courage, have the boldness that if you need to make a change, make a change. Going back to John Maxwell, he says mid-course corrections are a sign of strength, not weakness. You may be thinking I don't want to make a change. It's going to confuse a lot of people, but you know deep down that you need to make those changes. So it's not a sign of weakness, it's actually a sign of strength, yeah.
Speaker 2Well, no, that's. That's great, Brady. Great job on on getting this all together and you know we've said it before.
Speaker 2I think that that quote there at the end, the midcourse corrections are signs of strength, not weakness. Control what you can Obviously you can there are things that are beyond our control but doesn't expose us, but it does help us get better. We just want to say thank you all for just tuning in to another episode of the higher up podcast. Again, you can find us on any social platform. Connect with us, share, get the word out, appreciate you guys so much and go out there and choose to live a higher up life. See you next time.
