Stop Thinking Like an Employee

Stop Thinking Like an Employee

Built on Solid Rock Podcast – Episode 9

What separates people who build great businesses from those who simply work in them?

It is not talent.

It is not intelligence.

It is not even experience.

More often than not, it comes down to mindset.

In Episode 9 of the Built on Solid Rock Podcast, Shaun and John discuss one of the biggest transitions every entrepreneur, leader, and business owner must make: the shift from thinking like an employee to thinking like a builder.

Enjoyed the episode? Subscribe to Built on Solid Rock Podcast so you never miss a conversation on business, leadership, hiring, recruiting, and entrepreneurship. 

Follow us on LinkedIn for more insights, clips, and updates: 

Podcast Page

Company Page

John Chisham

Shaun Boen

Visit HERE for all episodes, blogs, and resources to help you build better businesses and better teams.

Visit HERE for information about current job openings on our team.

Visit HERE for information on how we help companies find the best talent in their industries.

Visit HERE for information on how we help the best candidates find the perfect match for their future.

Visit HERE for all of our current jobs we are recruiting for across the USA

Transcript

Speaker 1 0:00

Hey, welcome back to this Built on Solid Rock podcast, episode nine. I'm John Chisham. This is my compadre, Shaun Boen. Sean, what's happening, Bo?

Speaker 0:10

Oh, there's a lot going on. There's a lot going on. Where do we begin? I have no idea.

Speaker 1 0:15

Hey, by the way, we gotta remind people that we're we're we're brought to you we're sponsored today by it.

Speaker 0:20

Yeah, which episode is a sponsor? This is Valet Garbage Service. Valet Garbage Service, PXC Outdoors, and Wobbles Wood Shop, who made this beautiful oak table for us. American-made products, American-made legs, American-made wood. Um, so check out Wobbles Woodshop. Shout out to Mr. Wobbles.

Speaker 1 0:43

I think uh I think God made this wood. It was grown in America. Okay. Grown in America, sourced in America, cut down by American lumberjacks. Yep, with American steel.

Speaker 0:54

With American steel. Not that German crap.

Speaker 1 0:59

Oh man. Oh man. So here's what I want to talk about today. It's not it's not about the art of the deal, although we might have to do a we might have to do a podcast on the art of the deal. We're not gonna talk about Elon Musk, but we are gonna talk about becoming business owners. Now, early on, becoming business owners. We're recruiters. We're a company that is built by recruiters for recruiters. Why are we built by recruiters for recruiters? Because we're recruiters. At heart, in our minds, we're we're absolutely positively recruiters. But as we've discovered over these last couple of years, there's a huge difference between running a business and building one. And some people never make that transition. Some people never make that transition. It's we talked about in the last episode. It's a lot of it's pride. A lot of it's nobody can do it as as good as me. And there's some truth to that. Nobody's gonna care about it as much as you and I do, for sure. But there's there's that difference. So so what separates an operator from a true business builder? What separates a business operator from a true business builder?

Speaker 2:14

I'm putting that question to you, Sean. Oh, that question's for me. Well, you know, I think we're still learning that, right? I mean, first and foremost, it's hiring the right people. That's number one. If you if you desire um to grow a business, uh the most key component to that is is hiring the right people.

Speaker 1 2:33

And that's the business that we're in.

Speaker 2:34

That's the business that we're in for other companies, and that's a business that we have to be in for ourselves. That we have to be in for ourselves and building the right culture. And um I will later on in the podcast expound more on that.

Speaker 1 2:48

But but I I think I think that that's putting the cart before the horse.

unknown 2:52

Okay.

Speaker 1 2:53

What about the trend? What about the transitions? I mean, what what's the difference between being an operator, i.e. recruiter, i.e. person that's working inside the business, doing the work of the business, versus owning or running a business, building a business. And I do think it does start with people, but I think it's more than just finding the right people. I think it's how we how you develop those people, how you develop leadership, etc. It's a bigger, it's a much bigger, it's a much bigger picture. It's the pick, it's the time when going from going from being uh just a single or a double, I mean, and and we we had to do this, right? So when we started out, it was it was the it was just the two of us. And we were doing everything. We were the butcher, the baker, the candlestick maker. We did, we did literally everything. I can look back to when I started my first insurance agency. I was doing everything. But when when does that shift happen? When does it have to happen? When when do we have to do that? I remember back when I I got to a point where I couldn't handle all the paperwork anymore. I couldn't handle all the uh the money anymore. I I couldn't handle all the calls anymore. So, but I wasn't quite making enough money to be able to hire somebody full time and be able to pay them. I didn't see the vision or have the vision of adding that kind of staff to be able to expand and grow my network, but it was the only way that it could happen. So I was stuck. So so when does that shift happen?

Speaker 4:16

When is that when does that happen? Well, I think, yeah, I mean, you bring up a good point, right? I mean, we can think before we brought Marcus on our conciliare. Um, and you know, part of that reason for that hire was exactly what you're talking about, where you were and myself to a different level of extent, right? Of just being overburdened, right? Of doing the these administrative tasks that must that must be done, but taking away, right, from other parts of the business that need focus. So I think the the thing that that that we I would say have excelled at is risk taking. Um we have I will say we have taken on risk for uh and not getting those short-term gains, right? But looking looking, having faith and looking long term and seeing that we know that we're gonna take these these these risks that I would say most people, and I'm not patting ourselves on the back. I mean, it's just a way that you and I are well most people won't do it. People won't do it, and I get it, right? Like most people are not gonna leave a $200,000 plus job having working 25 hours a week and golfing whenever you want, and essentially just you know, like working part-time and doing really well. Who in their right mind is going to leave that for making for for working way more and making much less than that for a few years? Like who would do that? Not very many people will. So, so a lot of this happens with a vision, right? There has to be a vision there, and and that vision gets uh kind of more fine-tuned as things go on. So, so there's a vision, but there's also a massive amount of risk taking that goes on. And so that's probably the genesis of it, not just with us, but I would imagine with companies that have saying, you know what, I'm not gonna be the one man banned, right? I'm not gonna be the one guy in a van down by the river, you know, doing those things. Um, I'm gonna say I want to provide opportunity for other people. I want to open this up. And so there's a lot of things, you're right, that happened before just hiring the right people.

Speaker 1 6:28

Well, and and and and the question is, is when does that shift happen? I mean, where where where where does it happen? I think it first has to everything happens twice. Everything that is created happens twice. The first time it happens is in your mind. Okay. So, like in our mind for for year for probably for probably two years before we actually made the leap. Um, in our mind, we were envisioning what uh what a company, what a report.

Speaker 6:54

It was a lot longer for me personally.

Speaker 1 6:56

I was ready to go like seven years ago, but well, but but it but the principle remains the same. It's just it's a it's a principle of okay, first you have to envision it. First you have to see it in your mind's eye before it's actually created physically, you know, and and there's lots of iterations of that, what what it is in that mind's eye that doesn't exactly line up with what it becomes, but you have to have it there first before everything is everything is created twice, except for when God said, Let there be light. That was you know, instantaneous. Universe comes from the word one word, universe, one word. I'm a doctor, I figured that one out. Anyway, so we should have your degree on the table or something. We should probably have that doctoral degree on the table. But so so I say, when does the shift happen? It happens in your mind first, and then you have to make a decision. You have to make a decision to make it happen. And people sometimes take a long route the long way around to get to that decision, and the the decision becomes excuses why you can't do it rather than why you can do it. And so that's what I like about us together. Um, we're both kind of wired the same way. We kind of um we kind of shoot first and ask questions later. We kind of say, we're gonna make this decision, we're going to make it work somehow, some way, but but we have that vision in mind, we have the end in mind, and we don't care what's gonna stand in our way, we're gonna bull it, we're gonna bowl all those things down and make it and make it happen. And that separates, and I'm not patting again, I'm not patting ourselves on the back, but that separates entrepreneurs, successful entrepreneurs from unsuccessful entrepreneurs. You can either find an excuse for why it won't work, that's part of hustle. You can find an excuse for why it won't work, or you can just go make it happen. And that's and that's and that's the key. So, but why I mean, I think I might have already answered this question, but I'm gonna ask you anyway. What why does I mean why do so so many people stay in that mindset, that operator mindset, that um that you know, that you know, the battery from the make matrix? Why why are so many people want to be dirt uh copper tops? You know, they just want to be cogs in the machine.

Speaker 9:06

Well, and I and I don't know that it's so many people, uh, you know, I I I don't think it's so many people want to be a cog. Like I don't think that they're like thinking in that way. They don't think in that way. They're un, they're completely unaware of it. They're unaware of it. But um, there's there's a number of factors. You know, we've talked about it, pride, right? Nobody can do this as well as me. Um, and I think an entrepreneur is I want to find somebody who's gonna do it better than me, right? So there's there's a difference there. I think that there's fear. Well, I don't have enough capital, I don't have enough money, I don't have enough time, and those things. An entrepreneur is saying, Well, all those things might be true. All those things are true, yeah. But we're gonna figure out a way, we're gonna take a risk, right? So there's this fear versus risk, there's this, there's this uh pride versus um versus risk, right? Or or or or being humble, like I'm not the best at what I do, and so I'm going to think outside the box.

Speaker 1 10:06

Humility allows you to learn from allows you to learn from your mistakes.

Speaker 10:09

And it also also it's like, you know what, I might find somebody who's good enough, and I'm and I'm gonna train and teach them and do them the best I can like to build them up to where I need them to be at. Also understanding that they're still not going to run that the way that I truly want, right? You know what I mean? We we we see that a lot in our business, like it's just like you said to me a long time ago.

Speaker 1 10:30

You say you taught me everything that I know, but not everything that you know. Correct. Yeah, is that in and yeah, and and there and the reality is that I can't teach it, teach somebody everybody that they know. And and and in reality, that education system in my mind is broken, right? You're given, you're feeding people a bunch of information. Does people do people with the most information are they successful? No. It's the most it's the people that are the most aware of where their shortcomings are and most aware of where their strengths are, and and feed into those strengths and build into those strengths and become aware of potential versus they live in that they live in a life of where they're looking into potential versus looking into what's what they can see, hear, taste, touch, and smell, right? And that's where people stay stuck. That's where people are become copper tops. They become so habituated in in the systems, in the processes, yeah. You have to break that a little bit.

Speaker 11:18

You have to try and break that early on, right? So you're not like this like old stubborn mule, right? Where yeah, yeah, where you're just like, you know, like like there gets a point, I I think, and I've seen it with other operators, owner operators in my personal life of like they they've been doing things for so long that I've always done it this way. Yeah, I yep, I've always done it this way. And the reality is yes, you're right, you've always done it that way, but you should have like the time to like change that should have been 10 years ago or five years ago. Now you're just you're so ingrained into your own ways of doing things. Again, it's pride. Yeah, and and I think that's one thing that that we have done good at is how can we get better? How can we it's not how can Sean and John work less? It's not that at all. Actually, um, we work more, right? But it's how can we build other people up? You know, the the example that I've all that I've already kind of shared on past episodes is like we've given up 90% of our clients that we've done business with, millions, literally millions of dollars of business with. I think that's a a good example of us being humble, right? Right. And that's the one thing I love about myself is how humble I am. Yeah, I know that's one of your qualities. Well, it's a yeah, and so Moses. Yeah, so there there has to be, you're right, this awareness that I'm going to build something that is self-sufficient. The reality is I want I want to be able to step away and do a podcast and not have like why would my managers, why would I want my managers to be completely dependent on me for everything, for every decision?

Speaker 1 12:51

Well, I believe that I believe that I believe that they have every one of our people here have a quality about them that is more than they I believe that everybody here has the same has not the same potential, but they have infinite potential, right? And I hire people not because of I want them to do and be stuck stuck in or locked into a certain task or at a certain level. I want them to exceed beyond me. I want them to go beyond me. I want them to become self-aware into their own into their own potential of what they of what they can do instead of stuck in a comfort zone. Okay. So I think that that's the big thing. I think the I think operators or people that are employees or have an employee mindset are comfortable. They're comfortable. They're getting a decent paycheck, they have regular hours, they they have regular clients, they have, they don't have to challenge themselves, they don't have to do anything, but that's a prison. That's a prison in your that's a prison of your mind.

Speaker 13:50

Yeah, and some people are but you know, to kind of combat that a little bit, like for some people, that's okay. It's not, you know, not not not everyone is built in such a way that, okay, we're gonna take these risks. And I so it's not necessarily a bad thing at the same time.

Speaker 1 14:06

It's always, but see, the thing is, Sean, if you're not growing, you're dying. If you're not growing, if you're not learning, if you're not developing, yeah, then what is a growth? Yeah, what is that growth? Growth looks different for everybody. It absolutely it absolutely does. And so in my in my mind, growth it growth is something that in our in business, if your business is not growing, it's dying. If it's not, if it if it if it does the same thing every single, you know, this is the way that we've always done it. That's the seven dead seven deadliers. The seven deadliest words. So if we're not challenging ourselves, if we're not challenging ourselves, I don't know how many words, but depart from me.

Speaker 14:40

I have I never knew you. That those are pretty deadly words though, too. And I don't know how many words are there.

Speaker 1 14:44

Yep.

Speaker 14:45

Maybe it's like five or six, something something like that.

Speaker 1 14:47

I can't count them up right now, but I I'm a doctor, but I'm really, really bad at medicine.

Speaker 14:51

Depart one or two words.

Speaker 1 14:54

The pot. So but so transitioning, though. I mean, so there there is a difference between being.

Speaker 15:01

Speaking of transitioning, did you hear about Brian Gnome?

Speaker 1 15:04

I did I have heard about Brian Gnome. It's pretty, it's it's a pretty sad story. We talked about Christy, you know, and and poor little cricket. At least, uh, at least she's not the dog catcher. That's a good thing. Um, but uh that's kind of bizarre, isn't it? It's bizarre, but speaking of transitioning, we can transition. Let's transition back, let's transition back out of that one because you know what just came into my mind's eye, that picture. And I just and I can't, I need some I need some brain floss right now.

Speaker 15:32

Dude, it's yeah, it's so bad, dude. It's sad. Yeah, it it actually points to like the destruction of morality in our society, right?

Speaker 1 15:39

Like and we went we went right from developing business to the destruction of morality in our society. So wow, what a wide range of it.

Speaker 15:48

But this is a great thing about being an entrepreneur. First and foremost, it's our podcast. We can talk about whatever the heck we want, right? And the second thing is that you also have to stay on track. But she might get distracted, you you know, but we have to be think outside the box, right?

Speaker 1 16:00

Yep. I have to I have to remember though that my my mom is the one listener, so I have to remember that I have to do what's your and your your husband is very good looking.

Speaker 16:08

Uh you know not my my my husband. Wait, your husband. Sorry. I have to, I, I I stand corrected, right? This is part of being humble. Wow. Wow. Dude, I just I mean, yeah. Wow. Sorry, Cindy.

Speaker 1 16:26

Wow. Wow, okay. Well, bringing it back, bringing it back around. Let's close that circle, and you're getting very circuitous here. So what does so in your mind, what does what does full ownership look on a daily look like on a daily basis, on a day-to-day basis?

Speaker 16:44

Um I think part of it for me is that there's no excuses. You know, like I remember playing football for Camp Mueller at West Central, and he's actually uh in September this year getting inducted to the South Dakota Hall of Fame for sports. One of the top coaches for winning state championships. Um you could probably do a whole podcast episode on him. But I I go back to those days where I was ingrained, like we we would practice every play, and there's like no excuses, right? Like this is a play that that we're running and we're gonna make ours, especially when we played Lennox. Like that was you know, like if we didn't 50 them at halftime, it was like like you know, game over, right? Like it was like we are, you know, but uh I'm sorry, I'm sorry, Tyler. Um, but it's really like I think as a business owner, I could say we could have 20 excuses why things aren't going the way we want them to go, but it's not uh leveraging those excuses to say, you know what, yeah, you're right. We could no, it's let's let's not coddle in our excuses, right? Like let's do better, let's fix this. And so like that, yeah.

Speaker 1 17:54

Running a business is not about when when there's failures or when there's you know failures to succeed, like getting 50 on Linux, you know. I mean, if you who couldn't get 50 on Linux?

Speaker 18:03

I mean, my kids' peewee team could do it since though 2011 for whatever reason, they've had a pretty good football program. Decent. It's been okay. I mean, not bad. I don't know what changed there.

Speaker 1 18:13

Maybe ah, well, we won't say that. Failing businesses, what they do is they is they instead of accepting responsibility for their own background where that's where you're trying to go, they want to assign blame. Yeah right. So, so so what you need to do is instead of instead of assign when you're an owner, there's nobody to blame but yourself. I mean, the person the person to blame is the one staring back at you in the mirror. The person the person that's responsible for your success or your failure is the one that is putting the the mist, the breath mist in the mirror in the morning. That's the person. That's the only one, that's the only one to blame, ultimately. So in this culture here in our in uh at Solid Rock Recruiting, what we want to do is, yes, we want to build a team and we want the team to support one another, but at the end of the day, it's not the team's fault, it's not the tool's fault, it's not the economy's fault, it's not anybody else's fault. It's you're the CEO of your own desk, you're responsible. You gotta take ownership, you gotta take responsibility, you can't assign blame. There's nobody to blame but yourself. Bottom line. Right? And as a business owner, we have to with the sooner that you realize that, that's where the mind shift, that's where the mind shift set starts to take. We always talk about, we talk about each one of our every one of us owns and runs our own desk. That's you are the CEO of that desk. You are responsible for it. And so it starts, it starts from the top. It starts from the top down. We take responsibility for what we have here. We don't take credit, but we take responsibility for what we have here solid rock recruiting. You know, so um, I mean, what happens, what happens, what what happens when a leader truly owns everything?

Speaker 19:54

What's the result? Well, I think that you're gonna see that uh impued onto your culture. I mean, if you have a a person at the top, a CEO who's you know always um not taking responsibility, well, what's gonna happen with your management? What's gonna happen with the individual recruiters? What's gonna happen with whoever else is on your team? They're gonna, you know, the one thing I've learned is that the fish rots from the head down.

unknown 20:18

Yeah.

Speaker 20:19

Okay. And I've seen that with other companies where the top is so toxic, whether it's you name whatever, right? And so I'm very cognizant of that. I know you are too, is like, we're gonna take responsibility knowing that, knowing that not because we're so great, because that's not the case at all, but knowing that people are looking up to you, kind of like a the way a father uh deals with his children, or the way the father interacts with his wife. If you interact with your wife in a negative way, the kids are gonna learn from that, right? If they see the father being quick to anger, the kids are gonna learn to be quick from anger. That's why part of the reason I think that God gives gives us children is that we truly see our own sin, right, play out in their lives because you're like, where did you learn to talk like that? Or why are you doing this? It's like, wait a minute. Like, I think the children are often a mirror, especially in their formative years, are often a mirror for our own actions. And I think running a company is the same way. Like, why is that person not motivated? Why is that person not getting to where I think they should be at? Not to say it's our fault all the time, right? But there's there's there's a reflection there. There's a level of responsibility. Yep, there's a level of responsibility. So we want to be and circling back to like like entrepreneurs don't don't shift the blame onto things, they take responsibility, and sometimes that responsibility is you're not built for this, are you? Right? Sometimes a responsibility is you're right, I haven't coached you enough on that. Or sometimes a responsibility is I should have talked to you two months ago because you've been doing this wrong or you haven't been doing it. So sometimes that's a responsibility, right? Yeah, and you

Speaker 1 22:00

You have to take you're not necessarily taking responsibility for their failure, but you're saying I could I I can look at myself and say I could have done that, I could have done this better, right? And but we don't live there. We don't live there. Right. We have to fix it. You gotta fix it. You fix it. You just have to fix it. You have to go, you have to go forward, okay? I mean, um how how I mean, how does how does being an owner affect the way that you make decisions?

Speaker 22:23

Wow. I think I will like to have you answer your own question on that first.

Speaker 1 22:27

Well, I'll tell you first and foremost, the way everything, every, everything centers around my team, first and foremost. I have to make decisions based upon the 18 souls and their families that I that I have working for me. That's that's first and foremost. I have to lay down my life and my desires and my wants and what I what I want to to let to let that let that be the source of my let that be the source of my decision making and and everything else. I have to think about what's best for the team. Okay. What's best for the other people on the team? That's the first and foremost. Um, when we say we're a company that's built by recruiters for recruiters, I have to I have to also think like a I have to think like a recruiter. I have to think how a recruiter would want to be compensated, I have to think about how a recruiter would like to be coached, I I like to think about how a recruiter would like to be rewarded. Um I have to think I have to think about all those things. But then I also have to think about, you know, not only not only the recruiters I have sitting here, but also their families. So when I have to make that tough decision, when we have to make those tough decisions, like for example, if a if a person's not making it, if a person's not going to make it, I have to be able to be honest with that person because it's more than just that person, it's their family. It's it's their it's their community. And ultimately it comes back and circles back around to everybody else in the building. So if a person's failing, if a person's failing or has a bad attitude is a rotten apple or whatever like that, we've got you've got to be able to make those kind of decisions, those hard decisions, to let them, to probably maybe to let them go. Okay. You know, and and and so my decision making starts there. What is best for my what is best for my recruiters? What's best for them? And I believe that if I deliver what's best for them, if I give them value, if I build value into each one of them, that ultimately all those other things are going to come to fruition. So my goal, my goal is to be X, Y, my goal is for my business to be X, Y, and Z. Well, my business will only be X, Y, and Z if I make decisions to build into each of my individual recruiters. That's just I I don't care what kind of business you're in. If you don't, if if you add value, if you build people and add value and build into them, build in, coach them, um, try to help them reach their potential, you you can't do anything but succeed. You can't. I mean, that's and that's and that really is the key. And I'm being serious about that. I hope I I mean that's that is really the key. Building into people, building up people, adding value to them, you're gonna find success. It's it's gonna happen by accident.

Speaker 25:02

Yeah, no, that's uh I I don't think I can articulate it any better than you. So I'm glad we're not doing like speeches, because if I had to follow that up, I would be like, uh it's a good thing because we we we just got the signal that we're rolling down to the end here.

Speaker 1 25:17

But um, so let I I I do want to bring I do want to bring this up. Why I mean, and this is a closed-ended question. Why do most people think so short-term? Why, why do they only look at what they can see, hear, taste, touch, and smell instead of instead of looking at it.

Speaker 25:33

Yeah, I mean, I I I think part of that's human nature, right? You want to be rewarded right now. Um, and also part of that is, yeah, so I'd say a large part of that's human nature. The other part of that would be our culture, right? Where I I I I think that I think that that people are I want it, I want it my way and I want it now. Kind of like Greta, is it Greta or whatever? Not Greta, I was thinking of Greta Thunberg, but I'm thinking of the ghetto off of Willy Wonka. I'm thinking of the ghetto off of Willy Wonka, right? Like, I want it now. And um it yeah, what is her name? Violet. Violet, yep, yeah. Yes, the gum chewing girl. Um, so you know, and and that's just part of like I especially in this job, like you have to have a long-term vision. You have to, and if you hold on to that, whether you're a recruiter, a business owner, um, and you know, you have to have that long-term vision, which goes back to like being an entrepreneur. Going back to building something is like if you're looking to get rewarded now, then just keep doing what you're doing, right? Just keep uh uh keep hoarding all of your time away from your family, keep whatever. But to to go where where we want to go, which we're already on a pathway there, which is building a really cool company, um, providing the absolute best um company for for recruiters, because we know we and we know that what we have is super unique because I talked to other recruiters at a bunch of other recruiting firms, and I know that what we have is unique, but the only way that we can keep going after that vision is by um doing what you said, right? Pouring into people, coaching, developing, creating a cool culture. We already have an agreement aggressive compensation plan, all of those things. And so I uh like I said, I don't like following up your I don't like following up.

Speaker 1 27:24

Well that's that that that's fine. I mean, I think that I think the biggest I think the biggest thing is is that when you want to be a there's there's there's two there's two different models that work at work kind of simultaneously in our business in recruiting. There's the farmer and there's the hunter. Okay. And and the farmer, what does the farmer do? The farmer, the farmer plants seeds. You know, they they plant seeds, they they they water the seeds, they fertilize the seeds, and and and and you reap what you sow. Okay. And so what what you have to do, what that looks like is our day-to-day, our day-to-day working, working world, right? We we we do everything that we we everything that we can is is plant thing plant the seed, fertilize them, and water them. That's everything we can do. Everything else is up to up to the soil and up to God, right? So, so that's the one end of it. The other end of it is we're we're we're also hunters. Hunters take action. Hunters stalk, hunters plan. Hunters, hunters know what they're going after. They're not, you know, they're not going after, they're not going after the little the little um um squirrel or whatever. Well, some hunters go after squirrels, I guess, but but they're going but they're going after squirrel hunting.

Speaker 28:28

Squirrel hunting is like a big thing like in other parts of the country. In the in the south. And yeah, and and in the city, if you ever had a squirrel, it tastes like chicken. I'm actually in a process. I the I I've got three squirrels in my backyard and they started eating part of my sighting. And so I'm gonna be a squirrel hunter here. Okay, well, that's good.

Speaker 1 28:44

But but my point being is that a hunter knows what they're going after. They get the they they get the the weaponry that they need, the the ammunition that they need, they stalk. Sometimes they sometimes they sit up in a tree, sometimes they follow, fall. But that's that's the other aspect of our business. The point, the point being, if you want to be a true builder, you have to develop, you have to develop those things. The one thing you what you have to do develop with farming and with hunting is a little bit of patience, and you have to do the hat, you have to have those habits, those daily small habits that build on each other on a daily basis to be able to develop that long-term, that long-term vision. You can't look at the failures of today or last last hour or even last week or even last month. You can't look at those failures and dwell on those failures and sit there in those failures. You need to make those, you need to make those improvements. You know, if you see a certain type of weed in your field, you need to use a certain type of fertilizer, you need to go out and you know, whatever. You know, the the illustration, the illustration is meant to say this business is long-term. When you go from the a mindset of an operator where you're delved in it on a day-to-day basis, to an owner, you make that you make that shift of from being a hunter, day-to-day basis, to a farmer. Long-term building of your farm. And at the end of the season, you will reap the harvest. And that's what we need that, and that's what business owners need to do. They need to be farmers.

Speaker 30:11

They need to be farmers, they need to don't sit on a porch and piss with the puppies. You got to get up and run with the wolves. You know what I mean? 100%.

Speaker 1 30:17

And and by the way, here's another universal law: you reap what you sow. You know, uh, if if you if you're if you're reaping, if you're reaping good, if you're reaping good seed into good soil that's that's well developed, the rocks are taken out of it. You know, they go out there and you pick the rocks and you you develop the soil and you do all those kind of things, you're gonna reap, you're gonna reap what you sow, but it takes time. It's like a it's like pregnancy. It's like these are all natural laws. They all start. It's true. It's it they all start it, they all start small and and and and and and grow into and grow into fruition. So my encouragement is at the end of the day, is is that if you want to be a business builder, build into your people. Do the small day-to-day things that are going to feed that are going to feed them because those small things, those small habits, those small things that you do on those days. They grow. Yeah, they grow and they expand. So um, this has been the Solid Rock Built on Solid Rock podcast. I'm John Chisholm. This is Sean Bone. We've been sponsored by the Valet Garbage Company, as well as Wobbles Woodshop. Wobbles Woodshop, and PXD Outdoors, and PXD Outdoors, and we appreciate you listening, mom.