Herb and Marion opened Jason’s eyes in a big way as they shared the reason for their success. It was summed up in the acronym WTGBRFDT. It’s the one question every successful leader asks before making any decision. In this episode, Jason Jennings shares the story of Herb and Marion, how he discovered the question and what makes it a powerful tool for anyone seeking to improve her/his business.

You’ve heard the excuses: The economy stinks; I can’t find good employees; The competition doesn’t play fair. Jason turns the magnifying glass to the inside of your company, where the real problems can be found. Listen as Jason shows you the two steps to eliminate excuses and find new levels of success.

Everyone needs a program to succeed. Whether you’re a grad fresh out of high school or an entrepreneur growing your net worth past $10M, Jason shows you why it doesn’t necessarily matter what program you choose, just get yourself on a program. It’s time to get your hands dirty.

Jason Jennings makes the case that layoffs never work. Except, for one reason. Learn the four negative outcomes of layoffs and how top performing companies avoid the layoff snare.

When everyone in your organization is on the same page, moving in the same direction and shooting at the same target, you'll find new levels of success. Best selling author and speaker Jason Jennings shares the importance of getting everyone on the same page and how to do it.

Confronting opposing ideas and views within any process in doing business. Finding the right direction with the right idea and improving the system. Making it all work in systematization using lists with clarity and finding the best way of producing the best results and outcome.

With one of the most asked questions asked of Jason, he reveals some of his research findings on personal performance and potential.

Peter Drucker said culture eats strategy for breakfast, your research really illustrates that point. (Jason, pick it up and illustrate with a story). When you talk about a lean culture, what do you mean? In your book, Less is More, you identify eleven leadership traits behind creating the culture. While we don't have time to go into all eleven. Give us one or two that a leader can focus on and improve in the next week.

Jennings research into more than 220,000 companies proves that people and organization that are unable to let go of four things will not grow but instead face certain failure and irrelevance. What are these four things and how can leaders and companies adopt a spirit of letting go?

What is a small bet? But, people in my organization are paralyzed in fear of making a mistake - how do we move past that? What are some ways an owner or manager can tap into creative innovation to start making the small bets? What type of measures should be in place to determine success?