You Cannot Scale A Business By Doing It All with Chris Atwell

If you’ve ever thought, “Nobody can do it as well as I can,” this conversation is going to challenge you in the best way. I sit down with Chris Atwell, founder of Mindset Conquest, a leadership coach who works with owners of manufacturer rep agencies, a world where relationship selling is complex, multi-layered, and easy to over-control when you’re the one who built the book of business.

We dig into the mindset shift that has to happen when a top salesperson becomes the owner or leader. Chris explains why giving your team the “right answer” feels efficient but quietly creates dependency and turns you into the bottleneck. We talk through a better approach: coaching with questions so your people learn to think critically, present options, and take real ownership.

From there, we map out four areas that drive scalable growth: your people, your systems and processes, your reporting, and your strategy. You’ll hear why most businesses stall without clean processes and clear KPIs, how to make strategy concrete instead of fuzzy, and how to turn goals into a practical action plan. We also get tactical about time management using the rocks pebbles sand model, plus calendar time blocking, weekly planning, and even planning around your energy so the work that matters actually gets done.

If you want more revenue and more time, listen through to the end, then share this with a business owner who’s stuck in firefighter mode, and subscribe, leave a review, and tell us which “big rock” you’re going to protect on your calendar this week.

Transcript

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The Four Focus Areas Preview

SPEAKER_00 0:00

I break it down into four different categories. The first is your people. Make sure that you're focused on your people. You got the right people on the bus and you're constantly developing them and you're identifying the gaps that they need to continue to grow and help them grow in those categories. The second category is systems and processes.

SPEAKER_01 0:26

Welcome

Why Revenue And Time Matter

SPEAKER_01 0:27

again to the Commission Code Podcast. We appreciate you taking the time to listen and join us here today. We're here to help you increase your business revenue and have time to enjoy it. I'm your host, Morris Sims, and I've been consulting and training business people for, well, let's just say over 40 years. We're focused on increasing revenue and having time to enjoy it. After years as a professional salesperson, I spent 32 years in the corporate world. I retired as vice president and chief learning officer of the sales department of a large insurance company where we designed and built and delivered training for over 12,000 professional salespeople. Now I get to consult one-on-one helping people grow their business and organize themselves to make the most of the time they have. We also build online courses to support business owners in their work as they strive to build the business that they've always wanted. Our objective is really very simple. It's this we're here to help you get what you want from your business and your life. So right now, let's get on with this episode.

What Manufacturer Reps Actually Do

SPEAKER_01 1:45

And you guys know mindset is important to me, and it's something that I talk about a lot. So I'm really, really looking forward to this conversation with Chris. Chris, thank you for being here today.

SPEAKER_00 1:55

Hey, Morris, thank you for having me. I'm also very excited about this conversation.

SPEAKER_01 2:00

Well, tell us a little bit about you and what you do, my friend.

SPEAKER_00 2:04

Well, you alluded to it. I'm the founder of Mindset Conquest. And what I do is I am a leadership coach for owners of manufacturers' rep agencies. It's a very specific niche business run by multi-generational uh owners in many cases. And it's small to medium size, where people are taking care of a lot of different people, right? Their people, external people, uh vendors, partners, all kinds of cool stuff. And I help them step up their leadership so that they can develop high-performing teams and create more free time for themselves.

unknown 2:47

Yeah.

SPEAKER_01 2:47

Man, that's a lot of moving parts. It sure is. I mean, you talk about relationship selling. There's a lot of selling that's going on. It's not just the end use customer there.

SPEAKER_00 3:00

It's true. You know, um, I was I was actually at a at a conference last October in Phoenix, Arizona, and the keynote speaker was Gino Wickman. Okay. Geno Wickman wrote the entrepreneurial operating system. And he came to me because he knew that I understood the industry. And he said, Chris, help me understand what a manufacturer's rep does. I can't seem to wrap my head around it. He he gets entrepreneurs, he gets business, but this business is quite complex. So I I helped him wrap his head around it in a 30-minute conversation. But essentially, you're you're talking about a business that has multiple stakeholders. You don't just have one end user. You've got, uh, if you're dealing in construction products, for example, and you and I before this, you were talking about a pal of yours in Birmingham who's who sells to you know bathroom bathroom fixtures, right? Well, you're not only selling to the contractor to install that product, you need to influence him to make sure that he's interested in buying the product, but he doesn't buy it from you. He buys it from the wholesale distributor. So as the manufacturer's rep, you got to own the relationship with the contractor and the wholesale distributor to make sure the distributor is carrying the product. But that contractor, he's not gonna install it unless the engineer has actually specified that project with that product. So you've also got to make sure that the specifier and the engineer and the architect know about your product, they trust you, and they're gonna include it in their construction documents. So lots of moving parts, heavily involved in building really solid relationships with customers. But the owners of these businesses,

The Sales Star Leadership Gap

SPEAKER_00 4:41

they came up as the best sales guy in the company, right? Dad, grandpa started the business 30, 50 years ago. And here they are now taking over the business, but they came up as the top sales guy, and then they're now running the business. And what are they doing? They're still running it like the top sales guy. And that's where that mindset shift needs to occur is once you're now running the business, you have to take a leadership position and change the way that you're approaching your responsibilities and taking ownership for developing people to become those high-performing salespeople that you were before. You can't just step in all the time. And that's the biggest challenge that I see in the industry is these owners they want to do everything themselves, and nobody's taught them how to be real leaders. So that's where my expertise comes in.

SPEAKER_01 5:33

Oh, yeah, and I can see that to be a real concern. I mean, I watched it in the insurance industry. We we did the same thing. You take the top sales guy who uh, you know, he's doing very well in sales, and that's that's why he's why we have our attention on him. And you think, gee, if you know, if we could get him to use that expertise and manage other people and recruit other other salespeople, man, that's gonna be just a great fit. When in reality, boy, it's a whole different set of skills, isn't it?

SPEAKER_00 6:08

It is. It's it's it's a different set of skills, but it's also a different discipline, and it requires a whole new uh uh vast knowledge base, right? Because what worked when you were selling to people and just generating those POs and getting those orders, that doesn't work when you're managing a team. That doesn't work when you're looking at developing new systems in the business or generating reports or creating strategy to see growth with the business. So you have a whole new set of knowledge, skills, and discipline that you have to develop as a leader. And if you don't have a mentor or a coach who's helping you create awareness around where those gaps are, um, you're gonna end up stuck.

SPEAKER_01 6:55

Oh yeah, big time, because uh, you know, you're not gonna. I've got a team of salespeople, let's say, I'm not gonna change them to suddenly be me out there. And it's it's the misconception I think that that takes place out there. You correct me if I'm wrong, but it's like, okay, now I've got to show these guys what to do the way I do it. And that's kind of a path to destruction, isn't it?

SPEAKER_00 7:23

Yeah, I mean, occasionally it'll work, right? Because some people are very observant and they can catch things and they'll they'll learn from uh from you in that way. But the majority of the time, what's happening is when you're showing them how to do things, right? It's like do it this way, is it's because they came to you with a problem. You know, your salesperson came to you and says, Hey, boss, how do I deal with this situation?

Coaching With Questions Not Answers

SPEAKER_00 7:50

And rather than getting your team member to think critically, you say, do it this way. Right? Which which creates a dependency. I know exactly what you should do. Here, here's what you should do. Right? So that creates a dependency. Now you're the you're the go-to for everything. So they're not thinking for themselves, they become dependent on you to tell them where to go. And the shift really happens with when there's a challenge or a problem or an opportunity, and that your team member brings it to you, rather than solve the problem, rather than tell them what to do, rather than find the quick way around this, ask them questions. Ask them, hey, what are what are a few ways that you could approach this situation to resolve the problem? Rather than give them the answer. And what happens then is that your team members start to think critically, right? At first they're gonna be like, what the heck's going on? You always tell me what to do. I don't have time for this. You'll get some resistance, but you you hold your own and say, no, well, if if you don't have the answer now, that's fine. Come back to me in 10 minutes, think about it, write down two potential solutions, and then we'll talk about it. They come to you, they present a couple of options, maybe one is good, right? But at least they're thinking about it. And then when they ask you what do they do, you know, you can say something along the lines of well, pick one. Which one do you think is gonna be best? Right? Empower them, empower them, because with that empowerment becomes uh, you know, you're you're starting to create a team of people who take ownership for their actions, right? And that's what high performance is it's somebody who takes ownership for their actions, which creates accelerated results. And you won't get that if you're always telling people what to do. You need to create a scenario where you're getting them to think for themselves.

SPEAKER_01 9:51

Yeah, you're you're actually developing and leading. And yeah, you know, Chris, I this scenario works just as well in I I think most any leadership position in business. Uh being the executive in New York for a major company, I had a team of people. I could either give them the answer and tell them this is what I want you to do, go do this, and then I've got a whole set of robots out there waiting for me to give them commands.

SPEAKER_00 10:21

Yeah. Right? A hundred percent. I mean, this could be used uh in in a corporate environment, it could be used in the military, it could be used in a restaurant. It it doesn't matter. I do focus on a specific niche, but these are transferable leadership skills that can be applied anywhere, right?

SPEAKER_01 10:40

Oh, absolutely. And yeah, you're smart to niche into an area that you have some specialty and expertise in. So many people try and chase five rabbits and don't catch any. So, you know, man, that's smart. But yeah, I mean, the concepts that you're teaching here are I I guess a good word might be universal.

SPEAKER_00 11:03

Yeah, a hundred percent. And I just I just uh launched my new book. It's called Momentum by Design. It's a leadership blueprint, and it's a it's written as a leadership blueprint for rep owners who want scalability and clarity in their business. But in the in the intro, what I share is yeah, I wrote this book for this audience, but if you're reading it and you're not a rep agency owner, trust me, you're gonna get just as much out of it as as anyone else because the teachings revolve around leadership in general.

SPEAKER_01 11:36

Absolutely. And this this niche, though, I mean, the the whole idea that you're working with second and third generation people, and generally they are the best salespeople, and now all of a sudden they've got to run this business. Not only do they need to know how to lead the sales organization, they've also got to run the business, right? Yeah.

SPEAKER_00 11:59

Absolutely. I mean, that's where things start to creep in, right? All the all of a sudden you've got more administrative tasks, you've got to take care of the IT department, you've got a customer service desk that uh you need to handle, you've got a marketing team, maybe, maybe you're you're expanding into a buy-sell environment and you need a warehouse and operations and and all of these things uh require a different approach. You can't just go sell and build relationships. You need to take time to focus on four things. And is I break it down into four different categories. The first is your people. Make sure that you're focused on your people. You got the right people on the bus and you're constantly developing them, and you're identifying the gaps that they need to continue to grow and help them grow in those categories. The second category is systems and processes. Every business is at some point only becomes as good as the systems that support it. And we need to create efficiencies in our business, we need to stop bottlenecks. And the best way to do that is to take time to identify which processes are broken, which processes are being ignored, and bring them back online

People Systems Reporting Strategy

SPEAKER_00 13:12

or create them if we need to to help team members perform more adequately. The third is reporting. You you you will would be surprised at how many owners of businesses never look at their reports. They look at lagging indicators, but how often do they look at leading indicators, opportunity pipelines? Um, do they evaluate three-year historical revenue to understand trends in their business? Do they have KPIs that they're measuring that they can really see what the performance of their business is doing? And that's often missing. And when you're a top sales guy who's now running the business, that's the last thing on your mind. You don't want to see that stuff, right? You're just like, let's just go out and sell. That'll solve all our problems. And then finally, it's strategy. That's the fourth thing. We need to be consistently re-evaluating and ensuring that our strategy is aligned with the outcomes that we want to have. And strategy is not just a fancy buzzword. We don't just say we're gonna be the best manufacturers rep agency in the country. No, you get really clear on it. You say, we're gonna be the best manufacturers rep industry agency in the industrial market in Georgia, and we're gonna do that by offering unique solutions that drive accelerated results and help our clients have a bigger impact, right?

SPEAKER_01 14:37

And so many times people don't go to that next step in defining strategy. Uh, you know, I I teach uh uh a whole course on on the creating your personal operating system, and it begins with the clarity principle of you know, what do you want, why do you want it, and how are you gonna get there and how is is your strategy? And so many people tell me at the outset when we first start talking about it, well, Morris, duh, I want to run a successful business, right? Okay, what in the hell does that mean? Exactly. You know, let's let's get specific here, and then you got to take action, right, Chris?

SPEAKER_00 15:19

Yeah, absolutely. There's this great book called Good Strategy, Bad Strategy, and it's written by an engineer, his name is Richard Rummelt. He was a NASA engineer who helped with the strategy to land the first uh uh spacecraft on the moon. And uh he was challenged with really developing that whole strategy, and it's now become the framework to success.

Strategy That Gets Specific

SPEAKER_00 15:50

But strategy boils down to three different things. When you know the goal, if your goal is to be um, you know, a hundred million dollar company, for example, all right, well, the first step you need to take is you need to diagnose all of the potential challenges that are getting in the way of you achieving that goal. And Richard explains this in his book. So you take the time, you lay it all out, you say, okay, well, I, you know, I don't think I have enough product to sell, or um, maybe I don't understand the market in this particular territory, or you lay out all the potential roadblocks that are getting in the way. Once you've taken the time to think about that, then you can create an approach, a guiding policy to overcome all of those problems. And if if you could overcome the problem, what would you do? And you think about it and you think, I think this could work. So you lay out a guiding policy, an approach to tackle each one of those challenges. And then from there to your point, you got to take action. You write an action plan, okay, that supports that approach. And you get really specific with it, where you say, Um, I'm gonna do this by this day with this person, and we're gonna do it like this. And you lay it out in clear detail, and then it becomes a checkbox, right? And and you can just follow the steps, and you know, 80% of it will work, and that's good enough, right? The other 20% is like, wow, okay, we didn't quite hit the mark, but man, we're we did pretty darn good here, and that's because you developed an effective strategy.

SPEAKER_01 17:31

Oh, that's so true, Chris. Uh you and I are on the same page. I I like to to start people thinking about what do you want? What do you really want? What's your desire here? And get real specific about that so that they know exactly where they're going. Because if you don't know where you're going, you're in pretty deep trouble. I mean, people have talked about vision forever, and it's become a a buzzword, and it's become uh, you know, fluffy language when it needs to be specifically if I'm a business owner, this is what I want my life to look like.

unknown 18:08

Yeah.

SPEAKER_01 18:09

Now I've got a place where I want to go, I've got a destination, I've got a desire. Why is it important to me? And I think that's an important question to answer as well. Uh, because I I believe that why is what gets you over the hurdles and and causes you to get up on those cold mornings when it's a lot more comfortable to stay under the under the warm blanket.

SPEAKER_00 18:34

It's really important to get connected to the why, right? We often even the thing about owning a business is that to a certain degree, we're we're you're a glorified firefighter, right? You're always you're always putting out fires. But the goal as a business owner is not to sp to stop all the fires, is to minimize them, right? To see how many reduce the amount of fires that occur. But because all those fires are happening, we often get caught up in the inertia of the negative. We start, you know, complaining, we start real thinking about this problem, that problem. So there's two things we need to connect with is the why.

Find Your Why And Stack Wins

SPEAKER_00 19:16

Like you said, why am I doing this in the first place? And two, we need to focus on the wins. We need to always bring those wins to the surface. So if we're bringing those wins to the surface, each win will accumulate into a great accomplishment, right? Which at the end of the day is hopefully your why, right? So one of the things that I learned from one of my mentors in a men's group of mine that I that I'm a member of, it's called Man on Fire. It's run by a gentleman named David Mueller, and he's got a bunch of coaches that that are that are into coaching you into becoming a better version of yourself as a male leader. And Kai does something called a vision crystallization, okay, where he sits with you and he asks you, what is your vision for you? What is the what what name a place, a time on the future timeline where you see yourself. Okay. And it could be something simple, like you're walking on the beach in Nice, France with your queen, your your wife, you're holding their hand, and the you know, the kids, the grandkids are running around, and you're about to eat a beautiful Mediterranean meal in your villa that you purchased on the French Riviera. Right? And then what he does is he takes you there on a journey through breath work, where he puts you in a meditative state through breath work, and then he helps you embed that why, that vision, into the future timeline and in your body. And when he does that, you're so connected with your why that the drive to get back to your mission and vision and work on the strategy of your business increases substantially. And it's tools like that that I find are really cool when it comes to the why.

SPEAKER_01 21:07

Oh, isn't that the truth, man? That's an excellent, excellent way to go about it. That why has to be wrapped in passion and fueled with emotion, and it's not going to get there from a logical thinking process. It's going to get there through really digging down deep into your heart. And that allows you to do that.

SPEAKER_00 21:28

How cool is that, man? Oh, it's a beautiful thing. And and you know, you're right, it has to be wrapped in emotion and passion. It has to be a part of you. Otherwise, what are you doing it for? Right? Life is a beautiful thing. We get to experience all these emotions and all these feelings. And uh, sometimes we you know, we put the mask on and the big wall and we avoid it. But by opening our hearts to this, we can become far better leaders and reach new levels in our business that you never thought possible.

SPEAKER_01 22:00

That is amazing. I love that. Absolutely love it. And the the action steps, I I call it a strategic action plan that comes after the the what, why, and how. Oh yeah, what why and how? The next step is to create that strategic action plan. And it's got to be things that are uh really and truly tasks, yeah things that I'm going to do. Now it's got to be you know in in several different categories marketing, sales, systems, operations, and implementation. You remember the the the secret that Oprah and the rest of them were all so excited about at one point in time?

SPEAKER_00 22:40

I remember that book.

SPEAKER_01 22:41

Yeah, yeah. Yeah, I I thought about that for a long time and got really excited about it. And then I realized, wait a minute, time out. I can think about a million dollars in my bank account and sit here on the couch and and really do that and wait for the universe to manifest it for me. And I don't think my bank account's ever going to change. Right. I gotta get up off the couch, get off my you know what, and go out and do something in order to make something happen. Would you agree?

SPEAKER_00 23:12

100%. And I think manifestation and visualization are very powerful tools, but they're only part of the equation. Action is the most important piece, but it's not just action, it needs to be strategic action and priority action, right? A lot of people take action and feel productive, but they're not getting the results that they're looking for. So if you're taking action on the right things, the things that are going to move the needle

Visualization Needs Strategic Action

SPEAKER_00 23:41

and have the biggest impact, and you you're clear on what those things need to be so that you can get to that destination and you you recognize and are aware of the actions you're taking that are actually just noise and are unfortunately um affecting the time that you have on this planet, then we have to, you know, you gotta adjust, but taking the right actions are what matters most.

SPEAKER_01 24:07

Oh, isn't that the truth? And that comes from having a defined strategy that you can build an action plan around. And without that, then you are just being busy, being busy.

SPEAKER_00 24:21

Yeah.

SPEAKER_01 24:22

And that's that's you know, boy, howdy, that that bothers me significantly when I see and I have seen so many people who, you know, spend their day moving papers from one pile to another. And you know, uh we're constantly doing things with in the olden days, Chris. Yeah, salespeople used to have a prospect card, and each card has a prospect on it. And I've seen salespeople sit down and shuffle prospect cards for hours, and it's like, no, there's a phone number on there. Call somebody, do something. You gotta take action, you gotta go somewhere, you gotta do something. And in today's world, there's so many different ways to do things that you really do have to be specific about what it is you're gonna do that's gonna make this whole thing work.

SPEAKER_00 25:15

Yeah, I mean, and we're we're in an in a in an era right now where distractions are everywhere, right? Yeah, isn't that the truth? You you can be doing something on your phone, and then all of a sudden you're going down a rabbit hole because you end up on Instagram or Facebook or whatever, and next, you know, you've just wasted 20 minutes of your day, right? So you need to be very intentional of what you're doing. And you know, I like to break it down in the old classic rocks, pebbles, and sand approach, right? Rocks being the most critical things that you should be doing in your business that are gonna have the biggest impact. Write them down, write down those things, you know, people, systems, reports, strategy. Put them, put them in that category. And then what are the pebbles? What are the secondary priorities? Those things are important, but they don't have the necessary, necessarily the same impact as the big rocks do. And write all those things down, right? And you're gonna probably recognize that you got a lot of pebbles that you're doing, right? Because maybe they light you up and you enjoy doing them. And then you, you know, you've got projects around the office. I want to paint the office, I want to change the window coverings, this kind of stuff. They end up taking priority over strategy work. And then you got the sand, which are the time wasters, the scrolling on social media, the getting stuck in your inbox, the taking all the phone calls because you feel like you should be the you know, quick draw McGraw and picking up the phone every anytime somebody calls. But

Big Rocks Versus Distractions

SPEAKER_00 26:47

once you break it up, or answering an email every time the thing dings, yeah, right, right, notification on that becomes the priority. And there's a discipline associated with this because in today's world, all this software, all these tools, these apps, they're all there to help you. No, they just want your attention, right? So you need to have the discipline to turn off all your notifications to schedule when you're gonna visit these apps so that you can be focused on the big rocks all the time. Yeah.

SPEAKER_01 27:18

Oh, I love that that analogy. And then I don't know who the professor was that that did that in class for his students. That's a story at least that goes along with it. But I sure would love to know who that person was, because that concept right there of putting in the big rocks first is something that so many people don't know. They they haven't been taught that. So they they spend a lot of time doing things that are sand and not big rocks.

SPEAKER_00 27:48

Exactly, exactly. And if you haven't heard of the rocks, pebbles, and sand theory, just type in rocks, pebbles, sand on YouTube, and you'll find a whole bunch of videos.

SPEAKER_01 27:57

Oh, yeah, everybody's done it. Even Stephen Covey does it. I mean, you know, there are all sorts of folks out there that do the same thing. And it is absolutely critical to do that. And it's that sitting down to actually work on your business from time to time as well as in your business, because you know, Michael Gerber taught us that. You got to stop and think about okay, how do I run my business effectively and efficiently? And you gotta do that regularly, it's not just an annual planning kind of thing. That's something you got to do on a regular basis, don't you think?

SPEAKER_00 28:33

I couldn't agree more. And there's there's easy ways to make sure that you're working on your business continuously and efficiently, and that has to do with becoming a master of your time. So if you've clearly identified your rocks, right, and you've got a strategy time that you know you need to work on, you've got you've got to develop your people, you've got uh some systems that you want to implement and and create a team for. Well, be intentional about it. And look at your your your outlook calendar and put blocks in there on a regular basis, ongoing. Maybe it's a one-on-one, an on an ongoing scheduled one-on-one with your salesperson, okay? Where you're focused on developing them, right? Maybe it's uh a weekly two-hour session on refining the CRM system to ensure that the system is working properly, you're identifying any uh unclean data so that when you have your team meeting, you can share it with the team and show them the impact that that's having so that we can improve the use of the system. Maybe

Time Blocking And Protecting Focus

SPEAKER_00 29:43

it's monthly strategy sessions that you sit down and it's off site and you go to uh an Airbnb in your favorite lake and you work uh for the afternoon on simple strategy stuff that you've identified. So we can make sure that we're working on the business regularly, but you have to protect your time around it. And that's where a lot of people miss the boat is that they they they expect to make the time as time goes on because they're they're allowing their calendar to be run by others, right? Somebody sends them a request, they accept it. Somebody sends them a request, they accept it. Next thing you know, their calendar is full and they go, geez, I have no time to do all this stuff, I'll get to it next week. But if you're clear on when the time blocks are where you're gonna make yourself available for the others, and you protect your time on an ongoing basis to work on the things that matter that are on your business, you're gonna get ahead.

SPEAKER_01 30:42

Yeah. OP is a problem, other people's problems. Exactly. You know, I I I hate other people's problems. I'm sorry. I I'll help them as much as I can, but other people's problems can derail my thinking and derail my plan for the day. And that's that's a problem. I I I'll I'll share this with you, Chris. I just released a a course called Your Personal Operating System for Individuals and for Business Owners, especially, that takes you through the stuff we've been talking about today. I mean, it that's why I'm I'm so excited about having this conversation. It it provides a framework for building a way to have a weekly plan and a daily plan based on that that allows you to become very specific about how you use your time. But having that weekly planning session is the key to the whole thing. Stopping and thinking about where are the priorities that I need to be thinking about this week? What should I be doing? What are those things on the list that are other people's problems that I need to either delegate or just ignore? You know, that particular piece of work of doing that planning on a weekly, at least a weekly basis, is so important. That creates a daily plan for every day of the week. And then at the end of the day, how many times did you hear growing up

Weekly Planning And Energy Management

SPEAKER_01 32:11

that, oh, every night, you know, when you finish your day, you got a plan tomorrow, Chris? Yeah, exactly. Well, yeah, right. Sit down there with a blank piece of paper and create a plan for tomorrow. That means you got to start over from the very beginning every time. If you have a daily plan, then all I've got to do is sit down at the end of Monday and say, okay, what did I accomplish today? What's my plan for tomorrow? What do I need to tweak? What do I need to make slight adjustments to? And then when I get up Tuesday morning, just like when I got up Monday morning, I know exactly what I'm supposed to do today. And it goes one right after the other, and I can help eliminate distractions, but more than anything else, it reduces stress and anxiety.

SPEAKER_00 32:54

Yeah.

unknown 32:55

Yeah.

SPEAKER_00 32:55

And you and when you're planning, you want to make sure that you're protecting your energy because there are different times of the day where you're going to be more suited to handle certain tasks, right? So if you can plan your week and your day around your energy at the same time, you can really level up. You know, if it's, you know, if you find generating reports to be a demanding task and you walk out of that hour feeling drained, well, think about when you're going to do that. When are you going to have a full enough battery in order to tackle that? Don't push it until the end of the day because you'll probably procrastinate it and it's going to suck even more energy out of you. That's the truth. I like I like what you what you talk about there, and and I feel uh I feel aligned for sure.

SPEAKER_01 33:47

Chris, this has been a great conversation. Thank you so very much for being with me today on the Commission Code. It's been my pleasure.

SPEAKER_00 33:55

Thank you for having me.

SPEAKER_01 34:02

Well, that does it for this episode of the Commission Code Podcast. This is the place where we want to help you find the Commission Code to success in your business. Remember, go to Morristims.com for more information. And in the meantime, hey, have a great week. Get out there and meet somebody new, and we'll see you again next time right here on the Commission Code. Best wishes, I'm Morris Sims.