End of the year, actually today's the day before the last day of the year. I want to be honest with you, we're recording this in December earlier. And my *ss is in the Keys. I hit Key West on the 29th and I'll be back on the 3rd. If it's snowing, cold in Cincinnati, it ain't in the Keys, but that all happened because I set a goal last year. My goal was like, I don't want to be in the cold weather during New Year. Here's what I want to do. And so we put together a plan to make it happen. And I talked the past five episodes about planning for 2022. Now I want to talk about reviewing your goals from 2021, because I think that's what the 30th, the day before the last day of the year is all about, reviewing your goals, reviewing your accomplishments. Now, a lot of people who are winners comes to mind, Tom Brady, probably one of the most prevalent winner of our time prior to that was probably Michael Jordan. But Tom Brady is the most iconic right now. If you think about the interviews that Tom Brady gives after winning games, losing games, during the season, they're kind of the same, same interview. He'll get asked questions about, you know, oh Tom, you threw for 400 yards today and four touchdowns. And, you hit six different receivers, like talk to us a little bit about, you know, what your mindset was. Well, my mindset was to come in and win the game. You guys are in first place in your division, how do you think that'll play out in the playoffs? I'm not really worried about the playoffs, I'm worried about the next game. They don't take a whole lot of time to celebrate the win. Now, they do, when they hit a big win. I think, the other day, Alabama beat Auburn. What's that called the iron bowl, Alabama beat Auburn and the Iron Bowl. I'm from f*cking Kentucky we don't pay attention to f*cking college football that much, basketball baby. But anyway, Alabama beat Auburn and the Iron Bowl and four overtimes, four f*cking overtimes, I think. And in college, overtime suck. Over time as they put the ball on the three-yard line, and they're like, okay, you got to score. Which to me, that's not an overtime, but whatever, four overtimes and Auburn won and like Nick Saban, oh, Alabama won. Did I say Auburn? Sorry. Sorry, Nick. Alabama won, and Nick Saban celebrated the f*cking win. Like how many times has Nick Saban celebrated a win, when it wasn't the national championship? Like stoic, you know, he's Bill Belichick of college football, stoic. I worried about the next game. We won this game, the work is not finished. Like that's and he has another game to worry about. Cause I got to play Georgia this weekend and probably going to get their kicked by Georgia, but he celebrated a win. Like that's very not winning, winners don't celebrate that often. And that's wrong. That is wrong. I believe you should celebrate every opportunity that you can. You know the thing I hate the most is when somebody on social media is awh, be humble. Be humble. No motherf*cker, celebrate your accomplishment. F*ck the humble. F*ck the humble. Like if I was Michael Jordan and I walked on a basketball court and I knew that I outworked every motherf*cker on that court. And I believe this is how he acted on the court. Like, why are you even trying to guard me, seriously? You haven't put in the work. Garrett and I have seen kids, 12, 13, 14, 15 years old that had those mentalities. Like you walk on the floor and they would act like you ain't gonna f*cking play with us. You can't play with us. They were already celebrating their win. I believe that's what in Jordan's mind, Tom Brady's mind. Like Tom Brady, he plays with defenses. I mean that motherf*cker so good he can look to the left side of the field and know that the receiver streaking down the right side of the field is wide open. And the safety is looking at the left side and then Tom Brady at the last minute turns his head, throws the ball 70 yards, touchdown. What the f*ck just happened is what that defensive coordinator saying. Why? Because he puts in the work to get there. So that's why this be humble bullsh*t is horrible. Like, celebrate your win. Celebrate. I saw someone that follows me on social media. I'll protect the ignorant, not the innocent. The ignorant. I saw someone who follows me on social media, made a post about all this winning that people talk about all the time. You know, this was, this was a hard year. That was, this is, this was a tough year. We shouldn't be celebrating winning when other people are losing. Nah, motherf*cker, you should be celebrating winning because the only way going to keep winning is to know what that feels like to want to get to the next level. That's why Tom Brady is still playing at, what is he Garrett, 44, 40, 45, 45? Something sh*t like that. Like he's only a few years younger than me, and he's the best quarterback in the league. He's the best quarterback of all time. All you Joe Montana lovers can suck it. I mean, Tom Brady's the best quarterback to ever play the game period. Period. And he only gets better as he gets older, whatever is in that avocado ice cream must be working because the motherf*cker can play, and that's worth celebrating. So are you celebrating your wins? Look, it's the day before the celebration of the year's going to happen. Are you celebrating? Pop some bubbly, pull the bottle out, have the steak dinner, eat the dessert, do whatever you gotta do. Celebrate your wins, DMN8 the day.

We're at the end of our series, preparing for 2022. Hopefully, you've been listening, if you haven't come back to the first episode, finding your numbers, then we talked about comparing your numbers, putting together what your goals are, what's the increase you want to see. The last episode was creating the plan for success. And today I want to talk about publishing your goals. This is where we miss out on goal setting. We keep that sh*t to ourselves. When you keep it to yourself, a couple of things happen. One, there's no accountability to your goal. None. Two, there's no way for anyone to buy into the goal. And three, because of those two things, no accountability, no, buy-in, there's no momentum. So publish your goals. Who should you publish your goals too? Well, your team. Anybody that's on the team should know what the goal is. People that are going to be impacted by that goal, your family. And then, if you have large kahunas, go tell friends. Go tell people that have nothing to do with it would say, hey, ask me every month, how I'm doing on my goal. There is nothing worse than telling somebody, Hey, I want to do this and I want to achieve it by then. And then you get to the then, and they're like, so how's that going? And you didn't achieve it. F*cking sucks. All right. Horrible. Go tell people, publish your goal. My advice is to tell five people, go tell five people your goal, what it is you're trying to accomplish, what you're trying to do, how you're trying to accomplish it. Like what's on the plate. Go tell people that it impacts. Go tell people on your team and go outside of your team. Hey, this is the sh*t I want to accomplish for 2022. Ask me about it next month. Ask me about it next quarter. And then talk about that goal every chance you get, you want to get critical. You want to get mission-focused, tell people about your goal. So you can be held accountable, tell people about your goal so you can get buy-in, and tell people about your goals, so you can get the big mogul one for you. You get momentum and you start that ball rolling downhill. Then sh*t starts being fun. You want to DMN8 the day publish goals. You want to DMN8 the day, prepare a plan for 2022. You want to DMN8 the day, go do something that somebody else isn't doing in your market, in your industry and make a change. You do all of those things. Like you, you make all that stuff happen. You'll definitely DMN8 the day.

So hopefully your Christmas was amazing, and Santa Claus brought you everything that you wanted. Let's get back to this preparing for 2022, shall we? Yeah, I'm right in the middle of a series that we started a couple of days before Christmas preparing for 2022. This is the time when I like to prepare for 2022 or the previous years, these last two weeks of the year. And, we've went through three episodes already. One find your numbers, two was know your numbers, and then three begin to determine what kind of increase, what kind of goals you want to see for next year. Now we're at creating the plan. This is always the longest and hardest part of this exercise, creating the plan for success. So you're going to be asking yourself four questions. Who, what, when, and how, and those questions are going to be related to your daily revenue, your revenue per customer, your revenue per lead source, because you have to say to yourself, okay, who owns this? What do we have to do to impact it? When do we have to do the thing to impact it? And then how do we have to impact it? Is it giving more money to that? Is it doing certain metrics? What is it going to take to be able to move the needle, if you did $500 per customer in 2021, and now we want to do $600 per customer in 2022? Who has to do that? What do they have to do? When did they have to do it? And how did they have to do it? Those are the questions you have to ask in order to be able to put this plan together. So I challenge you to begin looking at day one of 2022, that you will be working. Maybe that's, you know, January the third, maybe it's sometime in February, depending upon your season. Maybe sometime in March, I'm not sure, but when's that first day, and what is it that you're going to accomplish that first day? What's going to be your average ticket? How many leads are you going to have to have? How many clients are going to be signed up? What's that revenue look like? How's it going to be different from 2021? What are you going to do differently? Because I can tell you right now, you do the same thing next year that you did this year, you're going to get the same or worse result. So in creating the plan for success, you have to look at your metrics, that bottom, bottom number, you have to look at the activities to improve that metric, and then track that metric. How do you inspect to expect? And as you're creating this plan for success, and you think about the who, what, when, how that means you might have to add people. Speaker 1: (03:24) You might have to add partners. You might have to add contractors. Think about the metrics, the activities, the tracking, typically the person that's performing the metrics shouldn't be tracking the performance. Think about that. If you're the one, doing all the work, who's tracking your performance, you? Are you that motivated of a motherf*cker? If you want to create a plan for success, understand what it's going to take at a minute level, by the minute, by the hour, know the activities, track the activities, and then inspect what you expect. Know the who, what, when, and how to plan for that success. And then it's as simple as this, start putting the numbers together by day, by week, by month, and use the numbers that you've already created, the percentage of lift that you want to see, and those numbers will begin to come to fruition and tell you a story. If the story is true or not. I remember at the end of 2016, I was tired of double-digit growth. I wanted some triple-digit growth, straight up. And I didn't just want 100%, I wanted 300%. And so I put together a plan to do seven figures in 2017. And it was about this time of the year when I finished the plan. And I use the same process that I'm talking about with you. And you've been listening for the last now four episodes because I wanted our home service business to get to that seven-figure mark. Cause I knew then once we got to that seven-figure mark, then the sky was the limit because we would have created an infrastructure of people to be able to get where we want it to get. And at the time, it was basically four employees to get to that million, the numbers that I was doing like I knew we were going to have to have seven hires in 2017. As the year went on the plan failed at times, the plan succeeded at times, but exactly the infrastructure, the investment, the capital, the equipment, all of that stuff I knew we had to have. And actually, I was very dead on when we had to have it based upon the plan that I created and based upon what we were trying to accomplish. And we ended up hitting the seven figures in 2017, not because of anything great that I did, but because I sat down, put together a plan, and said, here's how we're going to hit this. And here's how we're going to do it. So you want to create an opportunity and do this work, create the plan for success. You definitely DMN8 the day.

We're in a series preparing for 2022. And basically what I'm doing is giving you my groundwork for how I put together a plan for the year, the previous month, or the last month of the year. And so we're in December preparing for 2022. We've talked about finding your numbers, comparing those numbers. Today, I want to talk about what's the increase you want to see for 2022. What increase do you want to achieve for 2022? Looking at the numbers that you've compared that we talked about yesterday, can you hit those numbers feasibly? What lead sources can you lever up? What lead sources provided no lift? Once you've determined like number one is the lift feasible. Can you lever up a lead source or the lead sources that you've invested in that aren't providing anything like once you've determined those things, then you need to determine what your daily, monthly, and yearly goal numbers are. And then how you can increase from where you were to where you want to be. Like, what hires would these goals require? What investment into marketing, what investment into infrastructure, what investment into equipment, what investments do you have to make to be able to have the support in place, people, process, marketing? Like what are those things you have to invest in to get to those numbers? Like if it's a 10% increase, probably not a lot. If it's a 50% increase, you probably going to have some investment. So you, so you need to be realistic with what investments have to happen, to be able to get to those numbers. Like the numbers won't come first, you have to invest to get to those numbers. What do you need to invest? Be honest with yourself and understanding what it's going to take to hit those increases, to hit those numbers. Now you're at the point where you can start to put together a plan, but you have to come up with your goal. You have to understand what investments need to be made, and you have to understand what's going to be required of you and your team to hit that goal. And be honest with yourself, can that be done? Answer yes, proceed. Answer no, go back figure out what can be done. Knowing these things helps you achieve results instead of just hoping and praying. And that's what planning is all about, helping you achieve the results. You put together, the right plan, you put together the right process, you'll definitely DMN8 the day.

Merry, Merry, Merry Christmas Eve. So it's the day before Christmas, kind of like the night before Christmas and all through the house, not a creature was stirring, not even a mouse. I mean, you got a mouse in your house, that's some f*cked up sh*t. But anyway, it is the day before Christmas. In my opinion, Christmas is the greatest holiday that there is. Number one giving, I like to put smiles on people's faces, I like to see them happy with gifts. So I consider myself a pretty f*cking good gift giver. I'm a pretty good gift-giver, G? Yeah, pretty good. Got room to improve? You haven't had the Mercedes Maybach under the tree yet? Lambo. Christmas is a season of giving. I always looked for ways to help others that maybe were in my spot at one point, or I could have been in that spot at one point. And so like this year, my goal was to give 60 kids shoes for the holidays. We gave them some other things. We didn't quite hit 60 because I didn't find enough kids, but next year I'm going to start earlier and we're going to go for a hundred. We were 48. We gave 48 kids to a different orphanage. We gave them shoes through a partnership with champion shoes and Mike Claudio. And we also gave him a couple pairs of socks hats, a sports blanket throw. And giving is powerful. So I asked you like, wherein your life are you giving to others? It doesn't have to necessarily just be gifts or money. Like, what are you giving? What are you giving to others? Giving, the gift of giving is the biggest gift that you can have, because when you give you're allowing others to be empowered or to achieve, and in doing so, that motivates you to do better, to be better, to accomplish more, to make a bigger impact. So on this night before Christmas or the day before Christmas, whenever you're listening to this, think back on, everything that you've done this year. What have you done to give? What have you done to impact? What have you done to empower? Cause that's, let's face it at the end of the day, owning a business, being part of this entrepreneur journey. It's fun. It's exciting. Why are you doing it? Most likely you're doing it to give something to someone. So you given enough? Is it big enough? Because if it's not, then you gotta turn that sh*t up, make more money in 2022. So you can hit the things that you want to hit. So you can impact the people you want to impact. So you can empower those you want to empower because that my friends is what this holiday is all about. See, we were given the greatest gift of all so that we can be great gift-givers. So I challenge you as we go through this holiday, as we get through the holiday season, and as we get into 2022, make your goals big for gift giving. Impact others, empower others, and definitely, definitely, definitely DMN8 the day.

I'm doing a five-episode series. This is the second episode of the series preparing for 2022. Yesterday, we talked about finding your numbers, determining your numbers, knowing your numbers, getting them on a spreadsheet. Today, I want to talk about comparing those numbers. Compare those numbers to the previous year. Did you have an increase, decrease? Were there new lead sources? Was there consistency among lead sources? What are the comparisons? What are the stories that are being told from the numbers? But Gary, I don't have my numbers from 2020. I don't have my numbers from 2019. Go find them, go put them down, and look at what the story tells you. Because numbers tell a story. They tell a story of success. They tell a story of the brink of failure. They tell a story, they give you information and let you know what you're doing, right. And what you're doing wrong. And if you're not looking at numbers at this level on a, at least monthly, quarterly basis, then you're just throwing sh*t at the wall and seeing what sticks. Like you have no plan, you have no purpose for that plan, and you're just hoping to get to that number. Talk to guys all the time. Hey, what'd you do last month? Oh, we did 30. Okay. What are you trying to do this month? 80. Did you add two trucks? Like, are you dropping 30 grand on marketing that you didn't drop before? Like how are you going from 30 to 80? Right? Like, how's that possible? I literally seriously had a conversation a few days ago where they, someone told me, yeah, you know, a hundred grand is what our budget is. And I'm like, okay. So what'd you do last month? Well, last month was our best month ever, and we did 69. Okay. Okay. Back the f*cking truck up. So your number monthly is a hundred grand, but the best you've ever did is 69. Like, come on. Yeah. We average about 49 to 55. Okay. So you're cute. You don't understand how numbers work and you don't have the structure in place to get to 100 grand. That's why, or you're not going to get to a hundred grand a month, right. And that's, that's our problem. We have a pie in the sky goal with no plan to get to the pie. Like you gotta be able to get to the table to eat the pie and with a pie in the sky goal, there is no way to get there. So the first thing you have to do after getting your numbers is to look at the numbers, compare them. What are the numbers tell you? What's the story being told to you that you can change the narrative of, to increase your revenue, to increase lead flows, like what is happening that can provide you with lifts because that's what you have to figure out. What is happening that can provide me with a lift and then go get those opportunities. If you're looking at your numbers, reviewing your numbers, comparing the numbers, consistently, you definitely going to DMN8 the day.

Coming to the end of the year. And that's always, either exciting time or frightening time, depending upon kind of where you're at, what your goals are, what you achieved for this year 2021. I always look at the year in reflection about the last two weeks of every year, so we're right at that time. So what I want to do with the next five episodes is talk about what my process is for preparing for the next year. Like building a plan for next year. You've heard the old adage, if you fail to plan, then you plan to fail, and that's exactly right. Now, the key to any plan is being able to adjust, being able to make changes, being able to pivot those types of things. Because look, I had a plan for 2020 that I put together in 2019, and in fact, publish a plan with my team, like we were focused on a few variables, this little thing called COVID happened, and that tore the plan to shreds. Now, to be clear, we got really close to hitting our number. I didn't really accomplish many other objectives that I wanted to accomplish for that year, but we did get close to hitting our number. And so it's very important, number one, to prepare a plan. Number two, very important to understand how to pivot and move. So let's talk about how to prepare your yearly plan as we're going into 2022, finishing out 2021. The first thing that you have to do is find your numbers, know your numbers, know your numbers on a daily basis, monthly basis, yearly basis. Know your numbers down to the metric, know your numbers. So what numbers should, you know, number one, you should know your average ticket, and I would do this across a couple of solutions, one average ticket per service, and one average ticket per customer, so that, you know, every customer brings you in this amount of money. Every service brings you in this amount of money and you should know that average ticket to a penny. I talked to business owners, a daily basis. I ask them this question almost the first one that comes out of my mouth, what's your average ticket? And 70% of people do not know their average ticket and probably 90% don't know their average ticket to the penny. You need to know your average ticket. How do I find out my average ticket? Well, the easiest way to find out your average ticket per customer is go find out how many customers had, how much revenue you had divided. The one into the other boom bada bang, but the best way is to have a software, a CRM that helps you track that. And if your CRM does not help you track average ticket per service per customer, find one that does. The next number you should know is your close percentage. What percentage of your leads become customers very important? And you should know your close percentage per lead source. So Google should have a close percentage, social media should have a close percentage, referrals, repeat. The list goes on and on close percentage macro, close percentage micro, same thing with lead sources. Where do you get your leads from? How many leads did you get from those sources? And what percentage of those lead sources represent your overall leads? What's your profit percentage per service? Per service, what's your profit percentage? This will help you. This will be eye-opening and helping you determine if a service that you provide is really something you should be providing, or if you're not charging enough for it. What is the cost per lead per source? So you have different sources, how much do those sources cost you per lead? And there's always a cost. What is the cost? And be honest. Well, I don't have any costs related to repeat business. Are you marketing to them? Are you sending them emails? Is someone taking the time to send the email, make the call, send the tax? You do have costs. What are the costs? What is your customer value for 2021? What amount of money per customer did you make in 2021? This isn't lifetime customer value, this is annual customer value. And then finally, what is your daily break-even? How much do you have to make at a minimum on a daily basis to keep the lights on, to be able to continue to the next day? What is that daily break-even? Get these numbers, put them in a spreadsheet. You're going to have multiple spreadsheets. I can tell you that, you're going to have a lead source spreadsheet. You're gonna have a customer spreadsheet. You're gonna have an average ticket spreadsheet. Like you're gonna have a ton of spreadsheets, but you need this information in one place, so you can look at it, so we can hit the next part of what we're going to do for our plan, but go find your numbers. Know the numbers daily, monthly, yearly. Get these numbers, put them on a spreadsheet, lets DMN8 the day.

We're talking about building a bulletproof business. This is the last episode in this series. Hopefully, you've done a lot of introspection, done a lot of review, like what is it that I have to do to go from owning a job to owning a business. And like, I'm not trying to hurt your feelings. I'm not trying to p*iss you off. You know, trying to try to help you look at what it is you do and help you change your life. That's all it matters. They get better, become better, do better. And the biggest miss, the biggest miss that people make is action. It's the biggest miss. It's action. We want to f*cking plan like there's no tomorrow. We love to plan. We're a motherf*cking planning generation. We are. We're planners. We loved to plan, you know, nothing ever got done because of a motherf*cking plan. You think back to the revolutionary time, if they would've f*cking planned to do the sh*t that they did, none of this stuff would have ever happened. Like, George Washington crossing the Delaware like, well, let's, let's wait when it's warm, so our plans are going to be laid, right? Nah, let's go in wintertime. Let's do it. Let's make sh*t happen. Think about every war that's been won. It's been won because of action. Think about what the United States. I don't give a sh*t about your political beliefs, because I don't care. Think about what the United States has accomplished. Like George W. Bush gets sh*t because he got p*ssed off because we got bombed on our own soil on 9/11. He was the president. He should get f*cking p*ssed off. I have friends of mine who were in the military at that time. I have friends of mine that joined the military because of that. Like they had the same mindset. Let, let's go f*ck motherf*ckers up. Action. Action. You listen to, guys like Marcus Luttrell, Chris Kyle. Guys that were on the front lines, man, they did so much that they shouldn't have done because it wasn't part of the plan. The reason why we prevailed, cause of action. And I'm talking about a lot of military action, but you think about businesses, businesses that have succeeded in times when they would've just waited for their plan, wouldn't have happened. You're probably listening to this on a device right now that back 25 years ago would have never been thought of because you see, we were walking around with these gay little, things on our hip with a cassette tape in it and headphones called a Walkman. And we thought that was the only way you could listen to music portably, if you weren't in your car and this guy, Steve Jobs comes out and he's like, I'm going to put music in your pocket, and it's not just going to be a cassette tape. It's going to be thousands of songs. And we're like, what? And then a couple of years later, he's like, okay, I'm going to take it from being music to you talk on the phone and you can talk on the phone anywhere and you don't have to have a cord and you'll have to be in a booth. And for you guys under 20 years old, there were things called phone booths. Like what, what the F, are you serious? That? And let me tell you just like now, if somebody comes out with a harebrained scheme like that, it was like that then where people were like, oh, you can't do that. That's dumb. That's stupid. Mark Zuckerberg, I'm going to make a way so that I can communicate with chicks all across Harvard, so they know who I am because that's why he created Facebook. So he could communicate with chicks because he was a nerd. And you might be listening to this podcast because of Facebook. I remember when Facebook decided they were going to start making money off the platform. You can't do that. Can't do that. Nobody's going to want to see ads all the time. Now, now you scroll through 10 ads to see four organic posts and you don't even know it's an ad. They took action. So you have an idea. You want to do something, f*cking do it. Do it. You want to lose weight, do the work, do it. You want to start a business, do the work, do it. You want to travel the world, do the work, do it. You want to create something that nobody else has created before, do the work, do it. Action beats everything else. We got a ton of signs in our office that talk about basically doing the work over anything else. You know, one of our core values is production over perfection, but we also have one that says act over plan. F*ck yes. We act, baby. I can put plans up on whiteboards all day long. I'm just as good at that as anybody else. But without action, you'll fail. Without action, the people will perish. Without action, you won't have a bulletproof business. You want to DMN8 the day, get action. Put action in place and everything you do all the time, DMN8 the day.

So we're in our series, building a bulletproof business. Hopefully, you're taking this series, and you're doing some things to get yourself out of owning a job and into owning a business. It's the whole purpose of why I'm doing this. One of those foundations of helping you get there is understanding your why. And if your why is about money, you're f*cked. If you started a business solely because of money, you want to make more money. You're f*cked. Because owning a business, especially the first year, 18 months, two years, sometimes three, depending upon what it is you do. And the last thing you do is make money. I'm not saying that you can't make money, you know as that time period, cause you can. But man, it's a struggle, because if everybody made money in their first year, two years in business, then you wouldn't have business failure. But the reason why businesses fail, I'm just going to drop it, drop it like it's hot like they're not making f*cking money. As if they were making money, it wouldn't fail. And so if your, why is money, you're f*cked. So what's your why? Like, you know, some of my, I talked before about your business core values, but some of my personal core values, and I'm getting ready to build my personal website, garygeiman.com. You know, I look at those core values and two of them have to do with my family. One is to support any family member to achieve their personal goals. Like, have a family member that has a personal goal, let's go. Like if I can help do it, let's go. One of my ultimate personal goals, if Garrett or Tyler came to me tomorrow and said, you know, I want to do this. Okay, what can I do to help, period. That's my that's one of my core values, support family members to achieve their goals. The other one is to provide a financial legacy that will be felt by my grandkids, grandkids. So I just had, so Tyler, my oldest son just had his, had his first kid. So that's my first grandchild. So that means Leigh, which is his daughter, Leigh, her grandkids, I want them to feel the impact of the financial legacy that I create for this family. Now, I feel like I'm at the starting line still, but I know in looking back over the last 20 years, I'm way ahead of where I was then. And those are my two core values, which relate back to my why. I created this business to help be fuel, to create other businesses that will continue to be fueled, that will create other businesses. That's the whole purpose. That's the whole why? So if you listen to those and none of my core values talk about, I want to make as much f*cking money as I can, so I can be lazy, sit on a beach and drink mai tais. They, they don't say that. My core values are, do what I say I'm going to do lead even when it's not fun, support family members to achieve their goals, provide a financial, financial legacy, protect those that I love at all times, be honorable. Sometimes I fail at that sh*t. The whole idea of core values is to give you a roadmap, to achieve the things you're trying to do personally, and in business. And that helps you to cultivate your, why you cultivate your why. Then you can determine what it is you want to do in life. Sh*t happens along the way. Like there are people that could poke holes in those core values all day long. That's fine. I don't wake up and think about five years ago, I don't wake up and think about 10 years ago, I don't wake up and think about 20 years ago, you can always see in the rearview mirror. You don't want to see, it's what are you looking at in front of you and what are you trying to accomplish? What is your why for creating what it is you've created? How can you achieve that why by utilizing the things that you have at your fingertips and what do you need to do on a daily basis to achieve it? Do those things, you'll begin to build a bulletproof business. You'll definitely DMN8 the day.

So we're talking about building a bulletproof business. Basically building a business you don't have to be involved in creating revenue and running the ship 24/7. It would be great, wouldn't it? Where are you at currently? Is that something that's happening in your daily business? Because if it ain't, it needs to be. And that's what this series is about. Creating that business, that you don't have to be the one, always at the helm you're creating, you're creating something that exists without you. So if you get hit by that proverbial bus, it continues. Today, I want to talk about something that is very, very important in your business for you to be able to build a bulletproof business and its core values. And I think even before the core values, it's having a mission statement and then having core values. And, I just spent the week, last two weeks, actually developing my mission statement, developing core values for the company. And then we'll start with our company. My goal will be to have everyone know what those core values are and understand what our mission is. So for instance, I'm gonna read to you guys what our mission statement is. DMN8 Partners creates new revenue opportunities for businesses daily. We are focused on helping 10,000 businesses in the next five years, create and execute sales and marketing plans that assist them in exceeding their annual revenue goals. You see? So I basically one sentence said, what DMN8 Partners does? We create new revenue opportunities for businesses daily. And then I put out a goal. We are focused on helping 10,000 businesses in the next five years, create and execute sales and marketing plans. Boom! Put that goal out there. That's our mission statement. So what are our core values? Core values are we do the work. We don't ask the customer to do something related to what we're doing for them. We do it. We do whatever needs to be done to make our efforts work for our customers. We do the work. We make digital easy. We don't complicate anything for our customers. We make it easy as possible to do business with us, communicate with us and see results. Our customers aren't the professionals, we are, the professionals know what to do, how to do when to do, and why to do the things that need to be done. We make digital easy. We solve problems. We respond to problems with solutions, not excuses. If a customer has a problem, we don't find blame. We find the reason and fix it. The result of every communication should be to solve our customer's problems. We solve problems. We respond same day. We respond to every email, phone, call and message the same business day it was sent. Our customers need to know we received their communication and we are acting diligently on their behalf. We respond same day. And finally, production over perfection, while others talk and plan DMN8 Partners, does the thing. We don't wait until it's perfect, we strike immediately, so the action gets completed as quickly as possible. Production over perfection. Boom. What are your core values? Do you have some? Do you review them on a daily, weekly basis? You should be. If you have a team, does your team know them? If not, how are you going to start giving them to the team so they can begin to know them? I'm part of a group called Apex, which is Ryan Stewman's coaching group. And, Apex has core values at the beginning of every meeting, those core values, are discussed. And, I ran into the first Apex meeting I went to and we stood up and we were saying, I felt this is a cult. I was right. It is a cult. It is a cult of people that are together, focus on the same thing, becoming the best version of themselves. And that's why the core values exist. And you want to understand how to get focused on your core values on your, on your mission. There's a book written by Tomas Keenan called Unfuck Your Business. Sorry if that hurts your ears, but that's the name of the book, Unfuck Your Business. Read the book, it's a quick read. You can listen to it on audible. It's what I did. And listen to his story on how to Unfuck Your Business. Listen to that. Implement core values, DMN8 the day.