The E-commerce Leader

[00:00:00] Kyle: you need to share your ideas and goals in your business, not only with your business partners and what you do, but with your employees and people that work for you, right? You need to have a vision and help be a good leader. And you have to communicate that effectively to your team so that everyone’s on the same page.
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[00:01:07] Jason: For hot takes on our annual planning techniques and process how we use annual planning to really Excel in our own businesses and give you some nuggets that you can use in your business as well. So joining me today is Kyle. Haimer had Kyle. Hey guys. Good to be here. And Chris green. Hey Chris, what’s up guys?
[00:01:29] What’s up? What’s up? You guys ready to jump into the top tech?
[00:01:34] Kyle: I am. I’m ready to ready to roll.
[00:01:37] Chris: We’re always really good.
[00:01:39] Jason: Always. All right. Well, it’s the perfect time of the year to do it. We’ve got a, you know, just a we’re four days in here, and we’ve got plenty of time to think about how best to structure our annual plan for 2022.
[00:01:51] And regardless of when you’re listening to this, it’s a good time to think about planning work. So somebody want to kick it off with their first hot take. Kyle, can I pick on you first? Do you want to tell us how you do annual planning or. Yeah,
[00:02:03] Kyle: absolutely. So my first hot take is that if you only do annual planning, you’re making a.
[00:02:08] Just it’s to my initial reflection on this is I love annual planning because it allows you to go back and be reflective and to do some planning for the year. However, with a huge gigantic caveat. I think that if you only are really seriously doing planning on an annual basis, it’s too slow and you need to break those plans down into quarters so you can attack them and you can pivot more quickly.
[00:02:31] So that’s my big takeaway about annual planning. At least for my own experience, I need to do it at a, at a shorter interval. So I get better feedback on it as a whole. That’s my big takeaway on the entire process and my hot take on it is it needs to be probably broken down into a quarterly. And then even further than that attached to some goals
[00:02:53] Jason: and that’s what you do.
[00:02:54] That’s what I do. Yep. Okay. Cool. Chris, what do you do, Kyle? I completely agree with And
[00:03:00] Chris: I would almost phrase it as being
[00:03:02] Jason: flexible and being willing to adapt and,
[00:03:05] Chris: and okay. To change and saying, you know what? That was our plan, but maybe it’s not the best plan or it turned out to be a bad plan or, Hey, there’s this better plan or, Hey, this new thing just dropped there.
[00:03:16] We really need to pivot. I’ve seen so many people where
[00:03:19] Jason: they get stuck and they feel like, yeah, that’s not part of our plan.
[00:03:22] Chris: And at the same time, I can say that and say some people, the right move is to say, No, that’s not part of our plan and to stick to their plan and not get distracted by, I mean, not just the shiny object stuff, but the days, and the time that we live in there is new technology and new opportunities.
[00:03:40] And I think a lot of people who listen to the show are like, they’re interested in these new opportunities, like just as an entrepreneurial mindset and say something new. I just want to learn about it. And I want, that means spending some time with it, which means not spending some time on something else that you may have already committed to.
[00:03:54] So I just want people to have the freedom and the permission to either stick with their plan. That’s what works for them, or to change things up and be flexible because the person who understands their business the best is the person who’s running the business. So I don’t want people to listen to me and be like, I want to do it like Chris green, does it like, no, you don’t.
[00:04:12] The way that I do, it will not match some random person’s entrepreneur you know, business at all. But we don’t want you guys to just, anybody’s listening to just take advice and say, look, I want to, that, that makes sense to me, but you know what? Yeah. I disagree with, with Chris on that. I’m not going to do that.
[00:04:25] That’s, that’s exactly what everybody should do because there’s, there’s no shortage of things to do in every year. And if you plan in January, great, if you plan in March or October, That’s fine as well. I don’t want people to get stuck on the calendar year kind of thing, unless that makes sense for you or it gets stuck on the tax year kind of thing, unless that makes no sense for you.
[00:04:46] So there’s so many variables and so many options I don’t want people to get kind of stuck you know, feeling they have to do things one way when there’s
[00:04:52] Jason: multiple ways to do it. Yeah. Yeah. So my hot take is similar to Kyle. I mean, I think we probably do the same thing because we do business together, but Quarterly planning is really more quarterly sprints is what I like to do.
[00:05:04] But for the annual planning thing, there are a few pieces that I really do keep track of at the, at the yearly level. And the first one, the biggest one is is top line revenue and profit for the year. And so every year we look at how did we get. How does that compare to last year you know, your prior.
[00:05:21] So we have two years to look back and then what’s an appropriate goal for, you know, this coming year. And we don’t, you know, I mean, we’re pretty gracious to ourselves. We don’t, we don’t try to be brutal to ourselves, but, but we definitely have an eye for what the top line looks like and then how to go after it.
[00:05:38] And then of course the, you know, the bottom line as well. And sometimes there’s big changes that need to be. When you look at it that way. Sometimes, you know, we’ve been in the business in places in the business where we have years that we’re rolling and it’s working and we’re on a track that we’re running down.
[00:05:56] And it’s not a lot of question about change. It’s just a question about continuous execution and improvement. Other times you’re at a cross. And you’re like, Hmm, this isn’t really working the way we want it to something needs to definitely change. And January 1st seems like a good time to choose the new, the new thing or to cut off the old thing or, you know, to, to push the, you know, the wounded, you know, non-working thing out the door and say, see you later, I’m not doing you anymore.
[00:06:26] And so, you know, I think it’s, the annual process is good for that. Decision-making. And so it allows you also, when you do that to kind of give yourself grace, you know, let’s say you’re in June, July, August, and you’re thinking, man, this is not working. Something’s not, you know, something was funky and what we’re selling and how we’re sourcing it or what, you know, the brand or whatever it is to say.
[00:06:47] But it lets you think, okay, I’m just gonna, I’m just going to push through to, you know, to the end of the year and see how this resolves. Cause maybe it’s seasonality. Maybe you find a different twist. Maybe customers come around differently. Maybe you realize you were doing it wrong. And if you just switch it around a little bit, it’ll fix itself.
[00:07:02] So like annual planning for that kind of level. And then beyond that, the quarterly emphasis is more what we focus on. So, and if that spurs any thoughts, comments? Yeah,
[00:07:12] Kyle: for sure. I think one really something that you reminded me of, of on that for annual planning is your sort of your corporate. I think it’s a good opportunity to reflect on it and see where you’re headed just as a big picture.
[00:07:26] And I think an annual review of that makes a lot of sense because business they’ve changed the focus change to your point. I mean, it’s not even out of like a product line level or at a marketing level, but even your overall idea around why you’re in business or what your goals. Can change and morph.
[00:07:42] And I think an annual review of that makes a ton of sense. And it’s a good time to sort of take everything into account for that year and then make sure you’re still on track and whether or not what your head is aiming for is still where you want to go.
[00:07:55] Jason: Yeah, totally agree.
[00:07:57] Chris: Because I’ve seen people struggling.
[00:07:58] Tell me if you’ve seen people struggle with this same thing.
[00:08:00] Jason: Being
[00:08:00] Chris: able to stop doing something like being able to change their plans. I see a lot of people get stuck on what we’ve done this for so long, or like we committed to this, or we spent this much time on it. And then if you like, actually look at it and actually analyze it, you’re like, no, this is not a good use of our time, our money, our resources, all these things.
[00:08:18] But the struggle to like come up with a reason to get rid of it. Now that we’ll say like a time to get rid of it. So I hope people can almost think of it as like, Hey, it’s January. Now’s the time, like if all you needed was some kind of justification to say, I just need a reason to drop. Hey, January 1st is your reason they look.
[00:08:35] Yep. That’s it right. I’ve just seen people struggle with this. I struggle with myself like, oh, we’ve done this for so long. Or like, what about this group that we started back? No, it’s January 1st. Kill that group and move on. You can always go back. You can always start it again. You can always, but it’s that sunk cost fallacy of like, oh, we’ve done so much.
[00:08:55] We spent this time. We spent this money. Yeah. Not everything. And it’s, it can be hard. I’ve seen people struggle with it to be able to drop it. So you use this show and use this date as your permission to drop the things that don’t excite you anymore. So you can reallocate the time and resources into something that’s going to be more productive.
[00:09:12] Jason: Yeah. One last thought on that. And then I got other couple of questions for you guys, but the other piece of that that’s helpful too, is especially when you’re holding dead inventory, you know, you’re holding that inventory. You know, like, okay, let’s get through the end of the year. And then when January comes, just dump the stuff, you know, and it was like, it’s the perfect time to say I’m not keeping you know, office or warehouse or, you know, basement or garage full of whatever random idea I had two or three years ago.
[00:09:40] Just take the chance. First week of the year to dump it, donate it throw it away. Who cares? Just. Liquidate. I’ve never, never heard of anybody who did that and regretted
[00:09:54] Chris: it, like got rid of their old inventory. Like, oh man, I wish I could have cut it back. Never it’s never happened, but we I’m guilty of it, myself of holding onto stuff like but you know, like someone could use this.
[00:10:05] No, the move is to move it so that you can be more productive
[00:10:09] Jason: and efficient and it’s hard. It takes up, it takes up more head space in your mind than it does anything else. Sometimes it’s just like this, the mental baggage of knowing you’ve got crap laying around that you haven’t dealt with. It didn’t work.
[00:10:23] It’s almost like as a symbol. You know, a talisman or whatever of, of a failure of the past, you know, you got a physical reminder of some failed idea. Get rid of it, just dump it in that way. You don’t. Yeah, exactly. Some masochistic. We choose to keep objects of failure. Let’s not do that.
[00:10:44] Chris: You actually feel. Right. Like you, you and the act of giving to even just give it away to somebody who could maybe use it, like just giving it away. Well, you don’t regret it too. You feel better, but it’s hard. I find, I have to constantly remind myself of that because it doesn’t come naturally. It’s an irrational kind of response.
[00:11:04] Yeah,
[00:11:04] Jason: totally. I think the other thing about annual planning that is really crucial is is to look at. And to actually take the analysis of what worked and what didn’t work in the prior year. I don’t know if you guys have any tips or ideas for doing this. I love doing this and there’s a book that I like by Philip Zimbardo the called the time paradox.
[00:11:24] And he talks about people being prior focused or PA past. Our current focused or future focus, the three time periods and then negative or positive. So you can be past positive or past negative. Like the path was always the best or the past was always the worst. And then you, in the moment that he calls it, he had Dominic hedonist hedonic.
[00:11:43] If you’re in the moment positive or negative and in the future oriented, positive or negative. So that book is helpful. But one of the things that makes you realize is some people are really bad or just not genetically wired to look. They’re just the mind doesn’t do that. And it is a good time of year in the first week of the year of January to look back at the prior year, make yourself look at the numbers or get it sorted out and ask yourself what really stunk it up.
[00:12:08] What ruined my time, ruined my joy, ruined my energy or what totally crushed it unexpectedly maybe or on delay on purpose and take those lessons into the new year as strategically as possible. I think that look back. It’s like, now’s a perfect time to do that. And I just I’d hate for people to miss that opportunity.
[00:12:30] And you just blunder through another month. You’re like, oh, January is gone. Oh, I’m in a February. Oh, I’m kind of into the new year. What did we learn last year? I don’t know. So, you know, this is a chance to sort that out. I’m wired that way anyway. I’m past positive. So that’s my, my mental frame, according to that book.
[00:12:46] And so, but that’s, I think a helpful practice as well. Any thoughts on that? Any practice you guys have about how you assess prior periods of time or.
[00:12:56] Kyle: Yeah, I mean, I think one way for me personally, that that is helpful is just writing, like journaling some of that stuff throughout the year. So that kind of gives you a clear picture of how you felt in the moment. A year, nine months from now, you might reflect on something and be like, oh, you know what?
[00:13:14] That wasn’t so bad. Or that was a pretty good outcome. And then you’re like re go back and read some list of your writing. And you’re like, oh, I was not very happy during this. You know, it was like, it was a lot of work or, you know, it just gives kind of gives you a reality check. So I think that is a helpful exercise.
[00:13:28] But I guess my big sort of takeaway from your initial. Was a lot of times we talk about business annual planning and business, but it also, as you, as the CEO or you as the entrepreneur, you as the leader, you need to do that on a personal level, because what you do personally is going to reflect through your organization.
[00:13:45] It’s going to reflect your business. It’s going to have a huge impact. So I think that there’s time to do this in your business, but also I think you need to spend some time to reflect. Personally as an entrepreneur or as a CEO, or even just as someone who’s working for somebody else and how you can maximize your time and energy.
[00:14:02] Jason: Totally. And Chris, there’s a book. I think you guys have probably heard of it. If you haven’t highly recommend reading
[00:14:08] Chris: it 80, 20 marketing, and it’s on the great principle of 80 20, and honestly, 80 20 shows up all the time. If you can look back and you actually have numbers and kept track of things, you’re 80% of your life.
[00:14:21] Good things happen in your. Probably results of 20% of your actions. I may not be perfectly 80, 20, but it’s gotta to be close. And if you can figure that out, then you can do more of the 20 and less of the 80% of what you did that only brought in 20% of revenue and all those things. He figured that out year after year after year, and you kind of tweak things, then all of a sudden you’re being a heck of a lot more efficient or you’re doing the same amount of business and you’re working a lot less or you’re the work that you’re doing is easier.
[00:14:50] You know, depending on what, which way people want to go with it. But I think it’s important. I think there should be a, maybe like a marker that people can use to be like, Hey, am I planning well? Is, you know, how often people in this space are like, I can’t believe it’s it’s Q2 already. I can’t believe it’s the third quarter already.
[00:15:08] I can’t. And we say this every quarter as if, like, we don’t know how long it takes for three months to go by. Right. But that’s a single time. Maybe not for everybody, but frequently people are like, I can’t believe it’s fourth quarter. It’s like, how did, like, how did that miss you? Like, did you forget how the calendar works?
[00:15:23] Like we all have phones and like, it should not creep up on us. And I think if you find it creeps up on you, you might not be. Very well, and that might be a kind of a signal for you to go back and say, you know what? I don’t ever want to say that I want it to, like, I’m going to know when the fourth quarter starts with third quarter second.
[00:15:39] It’s not going to surprise me. I’m not going to be that guy that says, I can’t believe, you know, we’re halfway through the year already. It’s like, how, how do you not know that
[00:15:50] Jason: it’s
[00:15:50] Chris: July? It’s like, oops, it’s July. Like you should know this. Maybe it’s
[00:15:55] Jason: just me. No, it’s funny. Okay. I have one last question to ideas to lead us into, and that is accountability. So, you know, I mean, there’s a real tension between. Planning and private and having goals in private versus having goals publicly.
[00:16:13] You, you know, if you have a team, then it’s like, what do you share with your team? Do you freak people out by saying really aggressive goals? Do you make things public to people and I’ve done it all wrong, I’ve done it wrong in every way. You probably can do it wrong. You know, having a big public group goal is a generally.
[00:16:30] Interesting idea. It can be a real flop. I’m never telling anybody your goals is the simplest thing, but then you don’t have anybody that really even, you know, you’ll forget your own goal if you don’t even tell anybody. Probably. So some there’s some tension there between what’s appropriate. What do you guys tend to do with your, you know, kind of public sharing of goals and the accountability associated with that kind of stuff?
[00:16:53] Any thoughts on that?
[00:16:57] Chris: I’ll be the first to admit that I’m not great at it. So no one’s coming to me for advice on how to like set goals as someone with a fairly recent, but, you know adult, you know, later in life, diagnosis of ADHD learning different. That worked better for different people. So I want people to also understand that not everybody’s the same, so don’t try to copy somebody, don’t see someone else and be like, I want to be like that guy.
[00:17:17] Like, it might not be possible for you to be like somebody else. You can aspire to that if that’s what you want, but don’t beat yourself up. If you can’t do the same things that other people do. One of the things for ADHD is lists. And when you have like an idea pops in your head, like there’s ideas pop in your head all the time is to write things down, make a list in the morning, or make a list of.
[00:17:36] Like sit down. And like every Sunday said, these are the things I want to get done this week and actually put them on a list. And there’s their studies and their science that shows like, just checking things off of the list, releases some type of dopamine, or it might be a different brain chemical, but a feel-good chemical just checking things off of a list.
[00:17:51] And it sounds small and it sounds silly, but it might be like, I’m never going to, I, I’m not going to start doing that at age 43 or 40 whatever. I think you should try it. I think you might find it works. I’ve heard of a lot of people who, when they do something else. They will go back and add it to the list.
[00:18:05] Just like check it off the list because they get that good feeling from it. And it kind of creates this positive feedback loop. And it’s, I think it’s important to understand yourself and understand human psychology, at least at some level about reward mechanisms in the brain and all of these things, because everything here is possible.
[00:18:20] Nothing we’ve talked about in business. Like difficult, like, oh no one can possibly source a product in China. Like, yes, all these things are possible. We have to know yourself, you have to know your limitations, your strengths or weaknesses, and, and the things that have been studied in producing science that will help different people with different things.
[00:18:37] So it’s kind of like an always keep learning type of thing. And not beat yourself up when you fail over and over and over again, things take time and it’s, I’d love to be more on the time thing, but you know, to make a big change in your life, especially we’ve done things one way for a long time and then change.
[00:18:54] It’s going to be difficult. It’s going to take more time. So give yourself the grace and the patience to mess up a bunch of times and keep working towards the goal that you’re looking for. That’s good.
[00:19:10] Jason: It can be, you know, for,
[00:19:12] Chris: for ADHD people, it’s been awesome and proven to work very well for other people. They may not need a list, so it’s not a do it this way, not this way, because.
[00:19:22] Kyle: Now I love it. I think writing, writing their goals down, writing your list down I think there was a Harvard study that said that if you write something down at you’re 47% more likely to just accomplish it just by the very act of writing it down, right. Because you’re engaging other parts of your brain.
[00:19:38] And to Chris’s point, there’s so released of dopamine and all these fun things when you get to check stuff off. So I think that writing it down is an important part. And then a couple other. Thoughts that I had on this topic. One is that you need to know yourself, I think ultimately right. Where if, you know, if you’re internally motivated and you don’t need to tell other people, you just write your goals down and you just execute and you do well, then that’s awesome.
[00:20:02] Like. Cool, fantastic run with it. Do that. Other people are going to be more of like communally accountable. Like they find that if they’re in a group of people and they tell those people, those goals that they find that that puts the pressure or that the, you know, the, the impetus on them to move forward on that.
[00:20:20] And so just understanding how you’re wired, I think is the first thing. And then. Tell people as many people as you need to in order to to find that leverage. And I think even for me, like there’s a couple, I have a couple of groups of guys that have. On a regular basis, you know, and we’re talking about life in broad, broad strokes, but we do share some of our goals and stuff in business.
[00:20:40] You also have to, you need to share your ideas and goals in your business, not only with your business partners and what you do, but with your employees and people that work for you, right? Like you need to have a vision and help be a good leader. Yeah. It’s sort of telling them here’s where we’re headed and you have to communicate that effectively to your team so that everyone’s on the same page.
[00:20:58] If you’re leading an organization or a company, you have to tell people what your goals are, because the note, if you don’t know it is going to have any direction on it. So it’s like internally, you gotta be able to do it and understand where you are and then externally with your teams and your business.
[00:21:12] So you gotta you definitely have to be telling and communicating that effectively.
[00:21:15] Jason: Do you guys share your business goals with your wives? I knew not really. No. Hmm. Interesting. Okay. So one, yes. When you’re not, not on purpose, not
[00:21:27] Chris: like an active though, but more of
[00:21:29] Jason: a it’s it’s just not something we is.
[00:21:33] Chris: She, she does not find it as interesting to talk all day about
[00:21:39] Jason: your sparing, her, the boredom of it is that she’s, they’re not secret in the sense of. No, not interested in the book.
[00:21:53] Title said yeah,
[00:21:54] Chris: you know, we talk about like accountability and having groups. I’ve seen people post publicly say, look, I’m, I’m going to try and eat clean for 30 days. And there are social media kind of circle. We’ll kind of encourage them. And I want people to be okay with failing with that. You could post something publicly and Hey, it didn’t work.
[00:22:09] You thought that the external pressure from your friends on social media would hold you to it. And it turns out that that wasn’t a motivating factor for you. Or maybe just wasn’t on that one. Maybe you need to try it again. It’s okay to fail with some of these things. You know, I want to share that like I’ve hired, like actually hired an ADHD coach and she was.
[00:22:26] And at first I thought this is silly. Like how on earth has just talking on the phone to somebody going to make this work, but it works. I know not everybody can afford to hire like a one-on-one coach. But having somebody one-on-one hold you accountable someone who’s not your friend, right. She’s not my friend.
[00:22:39] And she’ll say, okay, what do you want to work on this week? And I’ll say, this is what I want to do. Like, what are you gonna do today? Okay. This is what I want to do today. She’s okay. Get started right now while she’s still on the phone. And I’m like every time, like, is this a good use of like, you know, five to 10 minutes where I’m just going to do the work while she like, listens to make sure I do it, you know what I do it, but it’s that uncomfortable feeling to be like, I don’t want to do it right now.
[00:22:59] And if I hang up the phone, I’m not going to do it right now. Like we’re going to chapter or write an email, whatever it might be, but she’s like, you don’t, you’re doing it right now. And I don’t have any. And I have to, it’s just this simple, external pressure of someone who’s not even a friend, someone I’m paying money to where I could literally stop paying money.
[00:23:13] It’s like, no, I don’t want to see ya, but it’s kind of submitting and saying, look, I know I need help with this. I know I need help with setting goals. I know when you help getting started, whatever you need help with find somebody who can help you with that. And this, this is like the last thing I would throw on top of this, because I know this it’s not free.
[00:23:29] You know, to hire a one-on-one coach people’s time is valuable, but think of it in terms. Oh, yeah. What would it cost you to not have that coach? What would it cost you to not pay for some, like, what are you not going to get done this month? This quarter, this year, if you don’t hire that coach and then start to say, you know what, it might be worth investing a little bit in my time.
[00:23:50] I think people should take a hard look at it. I’ve been on the other side of it where I’d be like, no, this is like you hire a coach, repeat sex, just do it. No, for some people with myself. You need that external pressure. And you have to pay for it. Hey, it’s better than it’s better than not paying for it because the opportunity cost of what you’re not going to get done and that going be a big decision for people.
[00:24:09] But I think people should to think closely
[00:24:10] Jason: about it. Yeah, no, I think that’s a total pro tip. I use the phrase getting leverage on myself when I really want to have a goal that I go after. And sometimes I strategically share it with people. And, you know, you on Kindle, you can famously do this. Now you can pre pre publish a book and the manuscript doesn’t even have to be fully done, you know, and you can pre-sell it.
[00:24:33] And that kind of getting external pressure, external leverage is a real, real pro tip. Goal achievement. And there’s many, many ways you can do that. I’ve always told people that the problem with self-publishing is that you’re not under contract with a traditional publisher. Who’s giving you a big check and said, you have to have the book done and, you know, 12 weeks or whatever it is because that big check and that time-bound commitment that you sign off on, literally with your second.
[00:25:01] Some way magically makes you productive enough to get the book done in 12 weeks and that kind of external accountability, external pressure getting leverage on yourself. That is the trick of all of us who want to get more productive as how do we do that in increasingly effective ways so that we have our own little mind games.
[00:25:21] We play on ourself to get ourselves to do what we know we want to. But our lesser nature or our undisciplined self somehow takes over and just binges Netflix all day. And we have to figure out how to get past that. So if in 2022, you’re listening to this show and you figure out how to get leverage on yourself with lists or with accountability partners, with coaches, with contracts, you sign with people with public sharing of your goals strategically so that people will hold you accountable.
[00:25:52] You know, even, you know, not even friends, maybe, maybe they’ll mock you, if you don’t get it done or something like that. I mean, that’s, those are all good pressures. Those are all good you know, processes to put in place for goal-setting. So, okay. Any final comments, Kyle and want to make sure we hear from you again before we.
[00:26:09] This is
[00:26:09] Kyle: really good stuff. I’m, I’m inspired by it. Anytime, anytime we talk about goal setting and, you know, being aspirational, I think I’m more future forward and positive probably if I was going to use that, that framework that you laid out. And so for me, I, I really do like it. I think the secret to all of your goal setting.
[00:26:26] Okay. Break it down into these small, actionable chunks that you surface and have visibility on early on a daily basis. And it’s weekly sorting building the right habits that you need to accomplish the goals that you want to do, because your habits will definitely define your success with your goals, right.
[00:26:44] And how painful they are in the process. Right? Because to Jason, your point, if you have your contract for your book and you have a done. It’s going to be much, probably healthier for you to sort of work towards getting it done, you know, a healthy and effectively, and you’re just making small chunks on it instead of, you know, sometimes as the procrastinators in S wait till like, oh, we have to put total leverage on ourselves in the last minute.
[00:27:07] And then you’re like, you’re back in college. Right? Staying up all night, writing that paper. The next day. And and you just, that’s just not a healthiest approach to dealing with your, your goals and, and, and making things happen. So it’s like finding that good balance, if you can build a habit. So it’s like for writers, you know, like one of the, the habits for writers write is to write a.
[00:27:29] And you just get into the lane of writing and you’re building your foot, you’re working on that muscle and you’re just working it out and build up your stamina. And I think that that’s important. So build those habits, build the habits that you want for your ultimate goals. And that’s going to really set you apart and give you an advantage.
[00:27:45] Jason: Yeah, totally agree. All right guys. Well, fantastic stuff as always. And thank you everybody for showing up for the show. The e-commerce leader call in show somehow is hitting the lists. Man, if you look in the Collin app, you can see the top shows in the education category. I think yesterday we were number 15 and our listenership just like 10 X in the last month.
[00:28:07] So I don’t know something’s happening then. That’s awesome. Thank you so much for listening in and for finding the show and appreciating it, feel free. Like the episode, share them, do whatever you can to support it. And we’ll continue to bring fun and exciting topics to the table every week. So guys, thank you again so much for hanging out with me today and we’ll see you soon.
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