You have employees who get the work done. I call them executives.

They execute, and you can give them an assignment, a checklist, and

you know, they're going to get it done. They're going to follow through. They have

this drive inside. When people have goals, this

motivation, it's great. And some people have it, some people don't. Everyone

can have it. And you can do things as a leader to help people get

focused on goals, but there's this resistance that we can get from others

and that pushes back on us, and we can resist pushing ourselves and

challenging other people. That's a problem. And

I'm a kind of guy that doesn't want to see you stressed out as a

leader. I want to see you get things done. You're going to learn how to

fix this problem, to deal with this resistance. In the Decide youe Legacy

podcast today,

the situation I can get myself in is I have, when

it comes to goals is I have a lot of ideas, and not a lot

of them are really good. Some of them are good, some of them aren't. But

these ideas keep coming. And I believe over time, I can

use that as an excuse in itself because I can say, you know, I'll just

have all these ideas and I won't put anything down. I won't stay focused on

something. It's just like, you know, this is me. I don't have to implement any

of the stuff that I dream up, but I can sure dream. And that's a

problem because then I don't commit and follow through and take the action that's necessary.

And I don't even learn to trust other people because I don't set these goals

because I don't want to get hurt, too. That's something we're going to face and

talk about today. So welcome to the Decide youe Legacy podcast. Today's

episode is on why your team resists goals and how to fix it. You're going

to learn how to fix this stuff so you don't have the stress and you

see yourself and your team making progress,

which is incredibly encouraging. Because if you can think right now about a time

when you've gotten everyone together on your team or you individually have

gotten a goal achieved and accomplished, I can almost guarantee you it

wasn't an overnight thing. It was a process you engaged in step by step.

But that feeling of knowing that you did the hard and you actually

pushed through and you got to the end, and really there is no end. But

you can see progress. You can measure and see metrics that

determine and show you that you have made progress. And it's a great

feeling and remembering that can motivate you

to deal with the resistance within yourself and your team to push through.

So as I do every episode, I want to share with you one fear

scary thing that I have faced recently. And one thing that I did was last

week I let some people down and I didn't want to, but I

had double booked myself. I was involved in

an activity in church as a volunteer and I also

committed to playing golf with a, with a group that I wanted to get to

know. So I let. Usually I don't do this, but

I let church down and I went and played golf and it worked

out okay. Everything's fine. But I don't like to do

that because I don't want to let people down. And I did. And it something

I'm going to survive. So I am Adam Gragg. I'm your host. I'm a legacy

coach. I've been a family therapist for 25 years, working with a

lot of clients, a lot of businesses. And my passion is

helping businesses and leaders live

courageously. And FYI, everybody is a leader. You're a leader at

home, you're a leader at work. You're a leader in your family. People are watching

you. Not through your window at night, hopefully. I mean, they might be, but people

are looking at your life and saying, is that somebody I want to follow? Are

they living a life? Are they living with integrity or are they not? And

we're all mixed bags. I don't have it all figured out. I'm not going to

convey that at all yet. I am passionate about

striving to do, to live a life

that can be a model. And that's a challenge. You

know, that's how I can find clarity each day. But I do struggle. I struggle

with commitments. I struggle with commitment and fear and facing things.

I get distracted. I was just looking at my phone this morning

and how much time I'd been on social media recently and it was not good.

It was. I mean, not. Well, yeah, social media, just my phone in general, it's

not good, you know, and so I think I'd be pretty ticked off if I

saw that on as a father on my

daughter's phone. And I'm not living that out myself. And so.

But you know, that factual information can motivate me to make some changes. So I

have a guest today. It's Legacy Torkelson. She's on the team

at Decide youe Legacy, and she's Gonna ask me some questions to get us

talking about this resistance with goals and what we can do to fix

it. Go ahead. Kelsey, you've shared

before about your dad's daily discipline,

and he sticks to a schedule and he checks it off, checks things off his

list, and even about stand selling calculators.

How did these examples influence the way about you

and your goals? Yeah, so in two different ways. So

Stan is my cousin. He's my dad's first cousin, and he's an entrepreneur. My dad's

an entrepreneur. And what I've just being around them and growing up around them.

Stan's 95, and my dad is 86. And I

have noticed with both of them that they always have

goals. They always have something that they're striving for. And so it's impacted me

in a very positive way and in a negative way, too, because I often

don't see the struggle to reach the goals nearly as much

as I see the progress. And that's what happens. So I look at my dad

and him being in commercial real estate and having these deals that he's put together

with properties, either buying them, developing them, situations like that. He would talk

and share and say, you know, it's hard. You know, you have deals fall through.

You have situations that take so long to develop. And then now looking at him

at 86 and having these developments that he is involved

in as an owner and things, it's. It's hard for me

to. I can get discouraged because I can see how can I get there. So

I've always. I've looked up to my dad, and, you know, in a way, in

a lot of ways, I mean, he's a mixed bag as well, you know, but

there's been some insecurity that I've had because I can't necessarily live up

to him. And Stan, there's two people that I live up that I look up

to a lot. Now, Stan, he's an entrepreneur as well. And he started out in

1951 selling these Remington Rand calculators for

$635. And he was in sales. That was when he was 21

or 22 years old. I just saw him in Balboa island, and he told me

he would go to businesses and sell these things. I mean,

this was the first tool that was really high quality that would give you a

printed receipt. I can show you pictures of them. I mean, they're really heavy.

And back in 1951, $635 is the same

as is almost $8,000 today. And so he got a

20% commission on those. And I asked him recently how many of them he thought

he sold and he said he thought he sold 180 of them. And then what

goals did you have? And so that discipline that people have and he was

self. He self motivated, you know, my dad's self motivated. They've all been motivated

to do hard things on their own. And I want that. So it's a good

and a bad thing.

You also describe yourself as a visionary who sometimes struggles

to trust others with your goals. How has that

shaped your journey as a leader and a goal setter? Oh,

in a big way. I mean, it gives me an excuse to not have goals

because I'll just say I'm going to dream all the time and drink coffee and

just think, think, think and not take action. And so it's.

But it's helped me to think about good goals but not necessarily take action on

them. And it's led to perfectionism and procrastination.

And more than anything, it's just been an excuse because of my own fear to

implement things and to try and fail and learn and iterate and

just saying, oh, I'm gonna, I'm a dreamer. I'm a dreamer. You know, it's like,

okay, at some point you have to say, hey, we gotta execute

here. And I have executed and I look at my, I look at the business

and think we have. So we've made so much progress.

There's so much further I want to go. And that visionary aspect says I'm

not satisfied. You know, I'm not satisfied. And then I can get negative, and then

my team can get negative because then I'm focusing on how much further I want

to actually go. So. And that it leads me

to a really major point that if you're going

to motivate your team and if you're going

to deal with resistance, first of all, you have to get very

clear, rather than dreaming very clear on

paper, where you're actually going and talk to your team

about those goals. And it's

stuff. It's like you're putting action in the face

of your fear to moving forward. Now what I will do is have like 20

different goals. And you can probably attest to this, Kelsey, where I have

so many different things at a meeting, for me can be 20 different

topics that we focus on rather than boiling it down to just five every

quarter. To just five things we're focusing on every quarter.

And I can list them and I can think of them right now. And this

is really the first time I've done this in many years to be that clear

and specific and say, hey, this quarter we're going to hire a new coach. This

quarter we're going to get the new website launch. This quarter we're going to have

this, this many new sales and this much revenue. This quarter we're going to

have, I mean, you probably know more than me, what are the other three. But

this quarter we're going to have launch Shatterproof yourself. Well, finish the

sales page, a new sales page for Shadow. So I have these things down and

then we can focus on those specific goals, not all these other ones. And the

team has helped me to refine them and I dream

them up and then they say like, look, hey, here's how we can make this

concise. Which, and that's the one that's the first

big reason and first big way that you can help motivate your team is get

really clear, very specific and only have these five goals

that you're focusing on every quarter and remembering that even if you don't

hit those goals, as long as you're measuring your,

as long as you're seeing progress, significant progress, it's going to be a part of

the journey, but you can still celebrate it. And that way

I can look and say, you know, hey, I am.

We, we do have something to celebrate here. And you know, thinking about my dad

too, is that if I ask him, he's done a good job at that.

Like if you asked, if you asked him today what his main goals are,

I'm pretty, pretty confident he could tell you. You know, he'd say something related

to his health, he'd say something related to family, he would

say something related to business. That's very specific. And I know over

the last quarter it's been getting this mini storage, getting it filled, you

know, filled up and it's, if I, if I ask him, you know, what percentage

is filled up, there's like 700 units in this mini storage that, that he built

that has three stories and it's been a big project that he's had and again

he's 86 years old but he could tell me like the percentage, he could tell

me his break even point. He could tell me how in me it was over

50% last I asked and he's close to the break even point. It opened up

in June. Now it takes, it takes a while. It's opened up a year ago,

but that was, it's ahead of, it's ahead of schedule. He could tell me that

and then his, his health. You know, I want to do yoga this many times

a week and this many times a week. You know, I want to, I want

to swim. And that's really cool to see that. And

as annoying as my dad can be, I mean he, he's very focused and it's

a great thing to see. And I think that's how you stay young because you

have, it's one of the ways you stay young is because you're always challenging yourself

to grow. So I see a lot of you, your dad in you

then because. Yeah, that's how you live your

life. I mean you're very goal oriented like that.

Yeah. And he, I would say in some ways I've motivated him

because I got into health and fitness before he did.

Although I would actually not say that's totally true. I would say,

I would say I, I got him lifting weights, but my sister got

him into yoga, but I probably, I got him into lifting weights anyway. But. And

I would say that he, he, his, his non, his

rejection sensitivity is pretty low. Like,

like annoyingly low at times. Although it is kind of for me too in

some ways. I mean, like, in some ways I can be totally annoying with people

and not really give a crap at all. Like, because

only, only if I truly. Well, I

mean I, I gotta watch that sometimes. But, but that's a,

that you know, you're, you're, you're pushing through regardless of what other people think. But

I do care what people think for sure. Okay. So

distractions, they derail us from our plans. How do you

personally keep yourself focused and committed on your goals?

You know, one of the best things that I have found is having a timer

on my phone that sets A. Either 15 minute, 45 minute, 30 minute,

or an hour, depending on the task, and then it goes off. And so if

I can have, if I set that timer, then it's like nothing else gets

any of my attention at this point right now. And then I can read for

15 minutes and I want to make sure I said it appropriately, but I can

work on this project for an hour and that's very helpful to me. So if

I'm making calls, it's for an hour. And I don't do anything until I, I

mean, I don't get out of the office to get a cup of coffee. All

these things come at you. I mean, it's like, it's like the moment you commit

to something, then there's two forces that come to play. There's

resistance that always is going to come. And then there's provision that

is always going to come. Like you commit to something and making these calls

that are hard or having these conversations or dealing with some situation. Like I did

this last night. I. I knew I had to spend some time getting

ready for an. A job offer that I was making today.

And once I sat down and I know I shouldn't have been working at night,

but I knew that I had to do this because it's a special

situation. Once I, once I committed to go

ahead and work, work on that, and I set my watch, then all of a

sudden I had all these ideas for writing content

related to my five favorite business books. And so. And then I started

to write that and then it was like, dude, Adam, you're going to wake up

in the morning, have nothing done and not prepared for this meeting whatsoever. And so

it, it. Because that was a major goal for the quarter. It. It shook me

back up. I didn't do anything else regarding writing that.

And even though we had set the goal to get this thing published tomorrow, I

still shook it off and I focused on getting prepared and I was much

more prepared for that meeting. And I think the results were much better than they

would have been. And I've done that consistently, you know, that I just.

But if I just fight it and know. And the phone, the

stopwatch helps crucially. But in this recognizing

that resistance is always coming in in the form of distractions,

addictions, any, like coffee, like the coffee pot is my

resistance. Like once I focus, then it says come Dr. Me,

then I, then I waste another five minutes doing that, you know, and it's, it's

like it's, it's just. Is always going to be there or I commit to saying

that I'm going to go hit golf balls for 15 minutes. I set the stopwatch,

set timer, put my headphones in, hit, and then all of a sudden, oh, I

got to go ahead and write this thing down because I'm going to forget it

if I don't do it right now. And just know, nope, it's going to be

there. You, you enjoy this time. Just stay focused. And that's a

really great way to live. And every 15 minutes counts. So every 15 minutes counts.

That's a huge thing for me to reach goals every 15 minutes towards

that goal that you put in. So I got a 15 minute.

It was actually a 20 minute workout in today. I wanted to have 45 minutes,

but because I was doing other things, 15 minutes still counts.

And it was good. I mean, I Had a good time working out. I lifted

weights and that was good. 15 minutes is better than nothing. It's better than nothing.

Yeah. You've said one of the biggest reasons people don't set

goals is fear. Fear of failure or even fear of change.

How can someone recognize when fear is driving their choices?

Well, it's interesting because if you go ahead and challenge an employee with a specific

goal and say, I believe you can do this and your aptitude is here, and

they seem relatively fascinated by it. Like they say they want to

do something and then once you actually challenge them to do it, so then

you'll recognize that there's.

There. Well, there's really two kinds of anxiety. Like, there's anxiety and

there really technically is the two kinds of anxiety. I mean, there's anxiety that is

negative and anxiety that's positive. And so they're highly related

to each other. So if you can recognize in yourself that you have anxiety about

something, yet the energy is still there, you know, then that's a great thing.

If it's. If you can recognize there's. And then you can push through. If you

recognize there's. There's anxiety about something and your energy is also drained by it,

well, it may not be the right decision to make. It may not be. It

may be anxiety and fear teaching you something that's very valuable in that

situation. And you can recognize the two because they're very deceptive. So if

you were really excited about it yesterday and then once you started committing to it,

you're starting to feel drained and you're starting to feel depleted, well, that

your energy level regarding that specific goal

is still there. You've just let the inner roommate talk you out of it

and you're getting stuck in your fear to not actually do it. I mean, that's

really crucial to recognize. Okay. And then you still push through and go ahead and

do it. You know, you pull out your checklist, you say, I made a commitment,

I'm going to stick with this. But the other kind is like,

why are you doing it? Because that's that dread. And maybe you're doing setting

a specific goal to please other people or to, to make yourself look good.

You know, it's about this identity. You're proving yourself to other people.

Am I making this decision based on self

promotion and self protection? That's going to drain you.

And that's fear talking, really bad kind of anxiety. Am I making this decision

to help others and to go bigger because I can help others and do

more good, then that's going to be hope talking. And that's the good

kind of anxiety. That's good.

Well, how do you stay motivated when progress feels slow or

invisible? Oh, man. Well, so,

you know, I stay motivated to do things that I don't want to do

because, I mean, the resistance is there and progress seems

slow. You know, the main. The main way that I get in and

channel that motivation, I find, is remembering how I'm going to feel afterwards

and remembering how good it feels that I got something

that was hard done. And those are some of the most energizing moments of my

day, is when I have actually stuck, stayed with the course

and asked the hard questions and addressed the hard issues. Like, I had

a conversation with somebody today about hiring them as a coach, and

I'm super excited they accepted the offer. And really cool. It's going to be great

to have them on the team and have them on the podcast and all this.

But the hard parts of the conversation that I knew where I was going to

resist related to dealing with core issues

and asking the questions that I knew potentially I could get an answer I didn't

want. But I still asked the questions. Yes. And then I remember

afterwards, I felt energized, but if it didn't go well, I still would have felt

more. I still felt more, and I would have felt more energized knowing that I'm

not leaving that meeting saying, well, I didn't ask the hard questions. You know, I

played it safe. So if you play it safe, you're going to be de energized,

and you're not going to have the motivation. But you see the move, the needle

moving. You see the fact that some progress is being

made. You recognize the energy that gives you, and you keep doing those things

going to keep you motivated. If.

If someone listening feels stuck or unmotivated, what's one

action they can take in the next 24 hours to start building momentum toward

a goal? Well, that's a big

one right there, because I would suggest the

first thing they do is they get some kind of clarity, because ambiguity feeds

anxiety, ambiguity feeds fear, ambiguity feeds stress.

Ambiguity, ambiguity, ambiguity, fuzziness. And we live in a world that

kind of is kind of cultivating ambiguity right now. Like what?

Let's see how confusing we can make life for people when. If

it's simplified, then it makes sense because there's

logic, there's reason. It's not based on feeling,

it's based on factual information. So when you clarify

your goal and say, this is what it is, then you can show it to

somebody, you can measure it, which I'd encourage you to find a metric

that you can look at and say, I am making progress towards this goal. And

a metric in a way you measure is usually by a deadline. Did you achieve

it or not? Or some kind of quantification. Did you get those things

done or not? Or did you make those number of contacts? Did

you get these, this. Did you do. Did you make this amount

of money? Did you spend this amount of money? You know, those are things you

can, you get this number of workouts in, you can quantify them. And

then the other part of that is once you clarify it, what's the

next small step you can take towards achieving that goal? And you

write that down as well. And then if you want to clarify even what the

biggest obstacle will be for you achieving that goal, you can. It's all about

clarity. Clarity is going to give you the motivation and you can start right away.

So you do it and make progress right away. And so this

really leads to one thing. I mean, if you're going to motivate your team, you're

going to recognize. Because the first thing I mentioned you want to recognize, is

to make sure that you're finding some level of clarity for your team. You're

giving it to your team and you're helping them define them clearly. And so you

even challenge them to define it clearly. The second aspect, the second

tool is to go ahead and address the fear. So it seems to me that

there's maybe some apprehension here. What is that all about

within yourself and within somebody else, what are the setbacks that you

perceive occurring here? And then you just air them out like, that's the hard

part about the conversation is, okay, because you may be wrong, you know, you

may be wrong. And maybe that's an assumption, but you clarify your assumptions. But even

asking the question like, what is your apprehension potentially, maybe you don't have any

apprehension, but you're addressing it. So that fear is a really big deal that you

as a leader need to address and be. Be wary of, be wary of in

yourself, so you can actually deal with it, be wary of it in other people,

because that's the resistance that they're going to have. But I'll tell you what, if

you can paint this very clear picture, it starts with the vision. You clarify a

vision. That's what we do. The first thing we do with a potential company or

potential client is we help them clarify a vision. What do you want? And to

get very specific with it, what would Success look like in a year for your

company, for your team, for your leadership right here and get really clear. Because if

they have five different things, we're going to focus it down to just one. And

that's where we're going to start. One thing very clear and that's going to actually

bring out the fear as well as you talk about it being very crystal clear.

Well, that ties into resources that we have, like

Shatterproof Yourself and the legacy Plan. How can these tools

help someone not just set goals, but follow through

and achieve them? Yeah, so the whole all the processes

that we take clients through companies, they're clarifying processes.

How do we get whittle things down to the real

substance? Because for like issues on a team,

for example, they may have 20 different issues, but there's a core issue

that we dig deep. I know how Susan Scott, in the book Fierce

Conversations, you're going for mineral. Mineral rights, like

who owns the mineral rights? Let's get at that. Because there's this problem within the

problem that we want to clarify. And then all the different tools that we have

as well, if I use the one metaphor that we use again and again, is

making a good cup of coffee. You have to have a foundation. The foundation is

going to be the beans. And so healthy relationships and a

clear vision and good knowing what you really like about yourself,

your monkeys, those are the relationships, people that you lean on

for support. You're building a foundation, good beans. And then you have to have a

good filter, your filter or your core values. And your filter

is things like your life purpose, the company's purpose,

all those things, the values of the company. They take out the

grinds, the beans are ground up and those grinds leave you

with a good cup of coffee. Your goals and the right goals are the good

cup of coffee. So those are things that you do in the process

of shatterproof yourself and tune it for life. The courses that we sell and

the products, the coaching that we sell. I mean, that's what we're doing as coaches

the whole time. We're helping them take out the grinds and then leave the coffee.

And then set can make commitments. Goals are commitments based on

the good stuff, the nice cup of coffee. And it's

conversation. So you think of a coaching conversation. We have this ciao coaching

conversation. Ciao. I'm Italian, so ciao means hello. I mean hello and goodbye. It's.

It's basically a greeting and a parting. It's the same thing. And when you're in

Italy, you hear ciao, ciao you know, it's like they say it all the time,

it's kind of cool, but it means, it means it's both hello and goodbye.

It's kind of a cool thing. Well, a coaching conversation, it's an acronym

for coaching intentionally are blank

off. So I don't know if I can say that, but ass is off. So

we're very intentional about those coaching meetings, the vision team meetings, the core

team meetings. And so those things in those conversations, it's always a whittling down,

like what progress have you made? What challenges do you see? What do you want

to talk about today? You know, and this is what I've been doing for 15,

20 years with people is what is the most like crucial issue?

What is, what's the biggest problem? Okay, you got all these things but break it

down like okay, I'm hearing you say this but you know, what would success look

like here? And then that may in this area and that may help them identify

what they really want to focus on and then they're going to have a takeaway

in the process. So all of our tools lead to that same clarifying process.

So if listeners could take just one lesson from

today, this conversation, what would you want it to be about? I want

them to go ahead and say in as

a leader, find a way to just today

like say what are the top five things for my team to get done

by September 30th or in the next three months? So I like to look at

things over a three month period, quarterly period because we look at financials that way

and I just find it helpful. And I think a three month period of time

you can get a whole lot done. It's also a smaller increment that people can

grasp more than a year. So I like to say 90 day goals. So over

the next 90 days. And then I, you know, it's, it's mid quarter right now,

it's mid quarter three. So what I look at with the team is say where

do we want to be and what do we want to have done at the

end of this quarter, which is September 30th? That's what we want to look

at. So you as a leader do that and find ways to get that clarity.

Write it down right now for yourself, write it down and share it with your

team. This is like a whole team, you know, do then do the same thing

for yourself personally as well. So what would be your top five? And

I don't necessarily think you have to have five personally. You can have very easily

have Three personally, but no more than five. You could easily have three for

your team and that's great. That's totally fine. But no more than five. No more

than five. You know, three I think is fine. I know for a team. In

leading a team, I like to have five because of course that's closer to

20. I'm surprised you don't want seven.

I. Well, I know, but seven's too much. So it's five is what I'll

settle for right there. Pretty overwhelming. And then if I go to, if I go

to just five then I'll find that a lot of them are comparing combined to

make them one. And of the 20, my team

helps me refine them to the. What the, what the crucial goals actually are.

Can you share some of the goals that you're working on? Yeah,

you know, okay, so some

of the goals that I have right now are.

One of them is. One of them is. Is to meet new

people. To meet a certain. To meet. To meet new people. Put myself in situations

where I'm meeting new people, not the areas where I'm pretty comfortable, but in those

areas where I'm pretty comfortable to find other ways to meet new people. So that

is one, one is through volunteering and being

involved in activities. Volunteering. Another one is through golf.

So to actually be playing golf with people I don't know, which I did last

Wednesday, and to meet new people, that's one of the goals that I have. And

so another goal is to have

introductions with people so that like tonight I'm introducing

a friend with another friend who has the same life challenge. And I've been working

on that for a long period of time. So that personal goal that I have

is making introduction. So what I did, I introduced my sister

to a number of people that I think she can help recently and that was

a goal that I had. And I'm introducing my friend to this other guy. They

both have had strokes and have similar challenges. So tonight. This has taken

probably a year to put this together, but it's hopefully going to happen

over Zoom tonight at 7:30 Central Standard Time. I'm not sending you a

zoom link to that, by the way. So it's just me and Robert and Ben.

That's pretty cool. Kind of fun. Yes. Yep.

And SOPS for the business, getting standard operating procedures down.

And I, I've kind of shared some of the goal goals I'm working on, you

know, with. And so those big goals have smaller goals that I give to

the team that they're working on. So they have a piece of that goal. So

those are objectives. Some say their object objectives are reaching

goals. I get confused. But sub goals, things that are like

this week, we're doing X, Y and Z this week, but they're all leading, they're

a step on the way to those bigger goals.

Okay, where's the next questions? And so, you know,

the last thing, the third thing on here is that as

a leader, I would really challenge you to, to not

to make sure that there's a way to measure your progress.

And Patrick Lencioni has made up a word, I think, I'm not sure if it's

in the dictionary now, but in measurement. Okay. And he has this in one of

his books, I think the five signs of a miserable job or something. And that

in measurement makes for a miserable job and it

creates, it causes a lot of resistance long term. And so we are in

the business of long term change. So if you lead in a way where

you don't want to experience resistance or you're taking it personally, or you are going

and saying that because my team is resistant, that's a reason

not to set goals and challenge them, you're going to have a huge long term

problem. You're going to be stressed, you're not going to delegate, you're not going to

challenge. You're going to have employees that ultimately are going to be miserable because they're

not being challenged to grow. They want to be challenged. But I struggle with this.

I mean, measurement refers to the absence of clear objective criteria for

employees to assess their own success and progress on the job. And if

we can't find a way to measure it and say, you got this much, made

this much progress, they're going to be very discouraged. I need to do a much

better job in giving trackable, measurable metrics to my team.

And I'm getting better at that. And Kelsey, you're probably looking at me and saying,

I don't need that. But you want that. I can promise you, you want that.

You want to know that I'm making this kind of progress in my job. And

so figure out ways, metrics with their cooperation that's going to

challenge them. Like, I know Kelsey's job. One of the ways we measure progress for

her is how many new email subscribers has she

gotten and it increases in a variety of ways. Another thing that we

measure is how many people engage in the community and how many

people go through Shadow Proof Yourself Lite and purchase Shatterproof Yourself. And

those are responsibilities that she has to report on Monday at

our team meeting, what progress has actually been made. So I want those

to be on her mind all the time. What are you doing to make progress

there? And we're tracking it, so. And then track your own progress. So yesterday I

challenged three leaders to make sure they have metrics that they're reporting to their team.

Not because their team's holding them and their boss, but they're showing and

modeling that metrics are important. So you find a way to measure it. You can

take a selfie if you have a health goal, that's a metric that you can

measure. You can look at the picture and say, am I making progress here because

you wanting to lose weight? Are you wanting to get more definition and be more

tone or to run a certain amount of miles? That's a metric. Or you're setting

a deadline to run a marathon by this date, or setting a deadline to do

yoga this many times a week by this date. Those are all metrics that you're

measuring. You want to have that measurement. It's going to create a lot of

encouragement in your life. So to summarize right now, how are you

going to motivate your team? Well, you're going to address the fear. You're not going

to set too many goals, you're going to be very specific and you're going to

find a way, find ways to measure progress within yourself and with them.

That's going to help the resistance to decrease long term because they're seeing progress.

So if you found this content helpful, you're definitely gonna wanna check out Shatterproof Yourself.

This is seven steps to a giant leap in your business and your leadership,

professionally, emotionally. We talk about emotions, we talk about

perspective, we talk about casting a vision, creating a vision, getting clarity. We

talk about relationships. It's a free 30 minute video. Actually, it's 25 minutes

and a worksheet you go through. It's very helpful and you're gonna find it.

If you complete the worksheet, you watch the video, you're gonna find results right

away. If you take action based on the content, the content is gonna challenge you

and it's very much free. And it's going to actually inspire you

to make changes in your own life. There's no positive change long

term for you or for anybody until you decide to change. We

have free will. We are the only animal that can choose to not

go and eat that steak when it's sitting

there right before us. We can say, nope, that's not really good for us. Other

animals do not do that. They're gonna go ahead and save it or eat it.

We can make decisions to prolong and delay gratification,

which makes us very actually powerful as

people, because we can resist. You can decide to change today, and

your legacy depends on it. Your legacy is the impact that your life is going

to have and has had on other people. You decide your legacy. So

in closing, as I always do, live the life today that you want to be

remembered for 10 years after you're gone, you decide your

legacy. Nobody else. Not Kelsey and

definitely not Troy. I appreciate you greatly, and

I'll see you next time.