Jon Paramore:
What’s up everyone? This is Jon Paramore, and you’re listening to The Liberated Contractor Podcast.
Jon Paramore:
I’ve spent the last 17 years growing and scaling contracting companies all across the United States. Now, I’m on a mission to liberate as many contractors as I can by helping them break free from the chaos, by helping them build a company that supports the life they want to live.
Join me as I explain how some simple shifts and strategies are freeing contractors and helping them make more money then they ever have before. Sit back and relax, and welcome to The Liberated Contractor Podcast.
Katy Martin:
Hello, everybody, and welcome to The Liberated Contractor Podcast, my name is Katy Martin. Across from me is Jon Paramore …
Katy Martin:
And today before we get into the topic that we’re gonna talk about, which we’re very excited about …
Jon Paramore:
It’s story time …
Katy Martin:
It’s story time. I’m gonna tell you a little bit of a story. So, Jon, you tell me if this sounds familiar: It’s a random Thursday, pretty much anytime of the month and you’re awakened by text messages from your crews. And before you can even get to the office at 8:00, you’re getting phone calls from the staff. And later that day, you’re trying to pay bills, but no one can seem to produce a report in order for you to pay the bills.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
And you’re trying to figure out what jobs can be done at the 11th hour, to break money loose to pay your subcontractors on Friday.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
And subcontractors are turning invoices in on Thursday to get paid on Friday.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
And when you walk into everybody on the team, and you’re like, “What, what’s everybody doing this weekend?” And everybody’s like …
Jon Paramore:
I don’t know.
Katy Martin:
I-I don’t know. We’re, we’re just, we’re just working.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
We’re just doing stuff. And every, every phone call is a reaction. Everything you’re doing … Your pants are on fire. So, this kind of … And does anybody feel that? I’m sure …
Jon Paramore:
Yes.
Katy Martin:
You’re listening to this?
Jon Paramore:
Yeah.
Katy Martin:
Do you live this right now? Do you feel it?
Jon Paramore:
Somebody out there right now is going, “That sounds like every day.” Yeah.
Katy Martin:
Some of those contractors are doing that. So, so, what we’re planning on talking about today is target setting, planning and accountability. And how thinking about those things and actually implementing them, how it can drastically change …
Jon Paramore:
Yup.
Katy Martin:
The business, and your life. So …
Jon Paramore:
Yeah. One thing out of the gate that will break loose will be the front side of the target setting stuff that she’s talking about. And I want you guys to just kind of sit down and, and really hear us out. If you’re driving in a car you know, really zone it in here and pay attention to what we’re gonna talk about.
Jon Paramore:
So I want you guys to actually ask yourself when is the last time that you set a goal? When is the last time that you actually sat down, you wrote out exactly what you were gonna do for the next 90 days, maybe the next 120 days, maybe the next 180 days …
But you physically actually set a goal. And inside of that goal you wrote down the specifics of what it was that you were after, why you wanted to do it, what was the plan to get you there, and then you had a specific day that that was going to happen? Like that that, that specific goal was going to arrive or going to happen.
Jon Paramore:
Now, here’s the problem right out of the gate: You notice the word that she used and the words that we use when we came onto this podcast were not goal. There’s a very specific word that we use, and we’ve used for quite some time called a target.
And the very difference between a goal and a target and why it’s important to use the word target and not goal, is because if you think about the analogy that I use, really frequently and really, really often is …
If you were to go get on a plane tomorrow, if you were going to go get on a flight tomorrow and you had a specific place that you wanted to go and you get on the airplane and the pilot comes on over the PA system and he announces that his goal is to get you to that place.
He says the word goal, “My goal … Attention everybody, uh, this is your pilot speaking. Uh, our goal today is to get you to a specific location.”
Katy Martin:
Mm, nope.
Jon Paramore:
I’m probably not gonna stay on that place. And here’s why: Because the word goal offers… it’s almost like saying the word “hope.” Like I hope … “Hey, this is your pilot speaking. I really hope today we arrive at the location.
Uh, as soon as we take off here, I’ll let you know the odds.” Okay? So I’m not staying on that plane, just so you guys know.
Jon Paramore:
Like, if that target doesn’t come across the PA and say the same thing that all of you who have flown in an airplane hear these pilots say. “This is your pilot speaking. We’re headed to a specific place.”
Katy Martin:
Our destination is …
Jon Paramore:
A destination, and we should arrive within a specific amount of time. Like, it’s very, very precise, it’s very, very specific. There’s not a lot of guess in his voice, or her voice, as the case may be, right?
They’re going to a specific place, they’re going to arrive at a specific time, and they know, they’ve charted a course, they’ve flicked the buttons up in the cockpit, they know what’s going down, and they’re going to get you there. And that’s the difference.
Jon Paramore: A goal … You’re not getting on an airplane where the pilot says, “My goal is to get you to a specific spot.”
That dude who’s in the cockpit is telling you, “I’m telling you right now, come hell or high water, I’m putting this plane down at this destination.”
That’s pretty much what they’re telling you. Unless something, some kind of crisis happens, and the plane gets diverted or the plane goes down, or some crazy stuff like that. Otherwise they’re putting you in a specific spot.
Katy Martin:
Yep.
Jon Paramore:
That’s what’s going down. So target is the key. And targets … Once you have a target set, what Katy was talking about when she came on, the story was you’ve gotta build a plan. And the plan is not long-term planning. The plan is about daily execution of a plan that yields a specific result that gets you one step closer to that target that you set. The pilots do not get into that cockpit with no plan.
Jon Paramore:
In fact, if you’ve ever been inside of a cockpit, which I have … Of a specific commercial airliner, the book they have to go through, the check that they have to go through, the process that they have to go to, to just get the thing off the ground …
Katy Martin:
Mm-hmm (affirmative).
Jon Paramore:
Is specific and deliberate. So, the only way that you can avoid what Katy is talking about, that specific story is you have to at some point during the week you have to sit down and form a specific and deliberate plan of action that’s going to yield a specific result. Because there’s a phrase that says, “You get what you intend.” You get what you intend.
Katy Martin:
So here’s another way to compare that same travel analogy …
Katy Martin:
Same airplane analogy. So, the story that I said, the chaos that I’m sure a lot of you feel …
Jon Paramore:
Yeah.
Katy Martin:
That’s where you’re at, right? So imagine, imagine that that chaos is December in Chicago under 12-inches of snow.
And your destination is the Bahamas.
So, what are you willing to do, and what’s it going to take to get you out of the chaos to the place that you want to go?
Jon Paramore: That’s it. That’s it. Robbing a bank is not an option, by the way.
For those of you who are like, “Oh, this is what I’m going to do.” That’s, that’s not going to work. Neither is stripping … I don’t know, maybe.
But the point that we’re trying to make is, or, that we are making is: There has to be a specific plan, because the reality is if you’re going through week after week of chaos, if you’re going through week after week of this, like, what Katy’s talking about, where everything is hyperreactive.
Everything’s on fire. I-I got to have you understand and consider what if the reality is the reason why that keeps showing up is because you’re, you just keep choosing?
Like, that’s so hard, that concept is so hard for so many people to grasp. Like, this thing just keeps showing up. Usually when somebody says to me, “I can’t figure out why … We, we just can’t make this thing work. Like, there’s this thing that just keeps happening. Like the, the guy, the sales guy is calling me all the time.
They’re out of control. They’re so on and so …” And it’s like, why do you tolerate it? “Well if I don’t, then the sales guys will leave.” Those aren’t the right sales guy. “Well, I can’t just fire every-” Why can’t you?
Don’t, like, you guys have to understand … You’re gonna take intentional action whether you like it or not. If God gives you the ability to wake up tomorrow and you get out of bed tomorrow, every step you take for that day is intentional, unless you get hit by a car, unless you get hit by a bus.
But everybody gets out of bed and, unless you’ve actually mapped out what you’re gonna do for the day, that neat little plan that you think is gonna happen in your mind … Like, thatwhole, like … “Man, I hope the sales guys …
Man I hope the sales guys go knock some doors today. I hope the sales guys have an idea of what they’re gonna do today. Man, I hope the people in the office know what’s going to happen today. Man, I hope we pick up some checks today. Man, I hope we get paid today.”
Like, that’s not a plan. That’s not a plan. But you’re taking intentional action, and you’re repeating that process because you don’t have a plan.
So, exactly what we were talking about when we lead in: Set a target, build a plan, and once you have a plan, then what? How do people, how do people become accountable to the plan?
Katy Martin: Uh, they have to agree to the plan.
Jon Paramore: What does that look like?
Katy Martin: So, the sales rep analogy that you just used …
Jon Paramore: Yep.
Katy Martin: Like, I hope they … You know, I can’t fire them. Well, you could if what they were required to do was spelled out … And they agree to do it.
Jon Paramore:
So, you mean if the sales guys had a plan and they didn’t execute the plan, then I’d actually have the right to terminate them.
As opposed to just being pissed off that they don’t understand my expectations. They don’t deliver anything, because they don’t know what to deliver.
Katy Martin: Right.
Jon Paramore:
Other than sales. They’re messing everything else up, because there’s no plan.
So] that’s the crazy part that she’s about to get into, is how do you hold somebody accountable to what you want them to do when there’s no plan?
Katy Martin:
Well, you can’t.
Jon Paramore:
You can’t.
Katy Martin:
You can’t. And if we really wanted to get a little bit deeper, you can’t hold somebody accountable.
Jon Paramore:
That’s right.
Katy Martin:
All you can do is enforce an accountability system.
Jon Paramore:
That’s it. That’s it. We hear this stuff all the time. “How do I hold my sales guys accountable?” Well, step number one is do you have an agreement in place with them? I would say 90% of the time, it might even be higher … What we hear back is “no.”
Katy Martin:
“No, I expect them to sell.”
Jon Paramore:
“I expect them to do something.” But that doesn’t mean you have an agreement in place.
Katy Martin:
Right.
Jon Paramore:
You guys gotta hear me here for just a second. There is a tremendous difference between expectations and agreements.
Expectations is like a fancy word for expected disappointment. You’re gonna get … If you have an expectation, if I have an expectation sitting across the table right now from Katy, I expect Katy to have coffee here every time we do a podcast.
I expect Katy– from today forward, I expect you to have coffee on this desk every time we do a podcast. What’s missing?
Katy Martin:
Me saying, “Yeah, I’ll get you coffee.”
Jon Paramore:
That’s exactly right. So the issue is, my expectation. If I say that to her and she doesn’t ever agree, “Okay, Jon, yes, from today forward I’ll gladly get you some coffee and have it here.”
I’m gonna show up here next week to do a podcast, and guess what’s not gonna be here? Coffee.
Jon Paramore:
And then, and then what’s my reaction gonna be, because I expected you to do it, but I didn’t agree, you didn’t agree to do it, what’s my reaction gonna be?
Katy Martin:
You’re gonna be disappointed.
Jon Paramore:
I’m gonna be disappoint- … I’m gonna be pissed. Like, where’s my coffee?
Katy Martin:
Well, I mean, if you just ask nice and say please then …
Jon Paramore:
Exact- … But that’s an agreement.
Like, that’s the difference right?
Katy Martin:
It is an agreement …
Jon Paramore:
Like, this simple concept saved Katy and I so much aggravation where we actually had somebody tell us at one point in time, “Hey what would it look like, or how different do you think your sales team would respond if you started setting agreements with them?” And we’re like, “Oh …”
Katy Martin:
Like, what does that mean?
Jon Paramore:
What does that look like? And they’re like, Oh, so, instead of just putting a quota on a sales guy and saying some dumb stuff like, ‘Hey you have to go knock 100 doors a day.’ Instead, ask them, ‘Hey man, what, what do you want?
Like, what’s your life ambition? What are you trying to create? Like, how much money do you want to make this year? What’s the reason behind it? What’s the purpose behind it?’ And then they say it. And then you’re like, ‘okay cool, why is that important to you?’
And then they say it. And now you’ve got a purpose-driven reason for them to actually go execute.
Jon Paramore:
And then if you’re a really great leader you hand them a plan of execution. Oh, you want to make $100 grand this year? Guess what?
Because our processes are so detailed and so mapped out, I could literally write out on piece of paper exactly how that’s gonna happen.
Katy Martin:
What it takes, how long it takes, when you should achieve it by.
Jon Paramore:
That’s it. And if you will agree to the terms that I’ve mapped out on this piece of paper, what are you gonna have at the end?
Katy Martin:
$100000.
Jon Paramore:
$100 grand. Imagine, you will get to your target.
Katy Martin:
Mm-hmm (affirmative).
Jon Paramore:
Plan, target, plan, and then guess what? If the sales guy at that point in time decides to make a hard left turn at somewhere in the process, you now have a plan and an agreement, and now you can go to that person and say, “Do you remember the plan that we set, or the target that we set right out of the gate?
Yes? Okay, cool, do you still want to hit that?” I do.
“Okay, so, I’m just curious if you can walk me through what happened that, that we got off target? What happened that you abandoned the plan?”
Jon Paramore:
You’re having a really powerful con- … This is accountability 101 right here. Because there was an agreement, there was a plan, there was a target, and they just for whatever reason fell off the bus for a second.
So you can go back to them from an accountability standpoint and say, “How do we get you back on target? What needs to happen to get you back on target?”
Katy Martin:
Yep.
Jon Paramore:
And that’s a way different conversation from being in a meeting, at a sales meeting and having red ass with your sales team going, “I don’t understand why nobody in here is selling.
You guys all took this job, you guys all know that you’re supposed to be making money …” And by that what you’re really saying to them is, “You guys all know you’re supposed to be making me money. I don’t understand why nobody’s in here selling.”
Jon Paramore:
You set yourself up for disappointment, what do you expect? Like, it’s just crazy. It’s crazy talk to me. It’s … You know… so talk to them while I get a drink here, because my throat is parched …
Some ways that we used to walk people through accountability.
Katy Martin:
Well, I mean, it’s little things. You know, we would walk them through accountability, one, having the agreement in place, and two, getting into a weekly com-, a plan, especially a sales rep that moves 100 miles an hour, they’re not necessarily great a that.
Jon Paramore:
Yup.
Katy Martin:
Like, some of them can put a plan together enough to be dangerous, but checking in, checking with them … And not even from a micromanagement standpoint. Let me help you build your plan.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
Then let’s review re-, the results. And throughout, throughout the first couple of weeks I’ll touch base with you on the activity that you committed to doing.
Jon Paramore:
Yeah.
Katy Martin:
And the plan that you have for every day of the week.
And then let’s review what happened.
And then every week you review, and then change the plan.
Jon Paramore:
That’s it. And along the way, the other thing that’s really, really important that the pilots do that are getting you to that destination, is they’re tracking every little thing that they’re doing along the way.
And the big part to accountability that really, really makes a lot of sense, that must be in place, is tracking everything.
Jon Paramore:
Like, everything that you guys do, everything that is set inside of that agreement has to be tracked, or there’s no way that you could hold somebody accountable to it.
Like, it’s just impossible.There’s no way that you could hold somebody accountable to something that you don’t track.
Jon Paramore:
It’s kind of like the person when, at one point in time several, several years ago, I was a partner in a personal training company. And the people that would come to us and say, you know, “I have a fitness goal.”
Which was the humorous part right out of the gate. But they would say, “I have a fitness goal, this is where I want to go. This is where I hope to be in a certain period of time.”
We had always asked them why they wanted to go there, and the purpose of that question was because when things got hard and we, and they knew that they were, you know, gonna consider quitting, we wanted to refocus them back to that purpose.
Jon Paramore:
But my point is with the tracking stuff, there’s no way we could make movement in their personal development, in their physical development without tracking everything that they did. We tracked the food that they ate. We tracked the exercise that they did. We tracked as, if it was netting a positive result.
So there’s no way for you track, like, literally track what a sales guy is doing, or what somebody in the office is doing, or what your company is doing without tracking the activity along the way and measuring whether or not it’s getting you closer or if it’s taking you closer or farther away from the target in which you want to go.
Katy Martin:
Right. And the only way that you can … You can’t force anybody to do any of that stuff.
Jon Paramore:
Nope.
Katy Martin:
But when they truly have a target that’s rooted in something that they really want. Something that they really desire. You can consistently support that.
Reinforce it.
Remind them.
Jon Paramore:
Yep, yep.
Katy Martin:
And at the end of the day then if they choose not to do it, then that’s not part of the agreement. And it’s nothing personal. We can just move on.
Jon Paramore:
It just is what it is. Yeah, that’s it. That’s exactly right. So it has to be–I kind of pick on sales people a little bit, in this podcast in particular…
Sometimes I do on some of the other ones, too–But, I love the sales process. It was one of the part that I really, really enjoyed.
And it was specifically because the sales side of things is one of the easiest portions of your business to manage. It’s one of the easiest portions to track. Right? But as the-
Katy Martin:
Right because it’s all around numbers.
Jon Paramore:
That’s right. So, but as the owner, you guys gotta understand that … And as a sales rep, whoever is listening. It doesn’t matter if you’re an owner, a sales rep, you’re a bookkeeper, you’re an operations person, you’re a production guy.
Whoever’s listening, you gotta understand, like, everything that you do in life, in general … Whether it’s with, in your relationship with your spouse, in your relationships with your kids, in your relationships with your friends …
Whether it has to do with who you are spiritually from an inspiration standpoint. Whether it has to do with your level of fitness and what you want to become, you know, like, how you feel emotionally and physically.
Jon Paramore:
And all the metrics inside your business, everything in those four key areas of your life deserves a target. Like where are you going with these things? Right? Because if you don’t have a target or a destination that you’re headed towards with these things… Like, you guys have to understand, you don’t sit stagnant.
Like, everyday you’re moving forward towards something or backwards towards something else.
Katy Martin: Mm-hmm (affirmative).
Jon Paramore: But either way you’re moving towards a result, whether you like it or not.
This, the activity that you’re doing, that you did today up until this point when you’re listening to this podcast, was intentional. And it’s going to net you a result. Whether you like it or not.
Okay? So if you don’t like … Like, if you take an inventory of kind of where things are, if you don’t like where something is you have the power and capacity to change the result, but it starts with where do you want to go?
Like, where do you want to go? And that’s not enough. Because most the time, whatever we write down when somebody goes, what do you want? You write down some … Oh …
Katy Martin: I’m like, oh, this sounds good.
Jon Paramore: (Laughs) mm-hmm (affirmative) … I want a, I want a scooter that I can ride around the office. I want a scooter.
Katy Martin:
Was that, was that common?
Jon Paramore:
I don’t know.
I just pulled that out. I don’t know, I jus- … I actually do want a scooter that we could ride around our office, that’s why I thought about it.
So it’s, it’s … But, but what’s the purpose of it? Like, okay, so, realistically, let’s set, let’s, let’s, let’s think of, like, a real target. I want my company to do $10 million this year. Okay, that’s a nice number.
It’s a fun number. I mean, it could be $100 million. It could be $90 million. It could be $80 million. $10 million’s cool. I’m fine with that. It’s a good number. Why? Why, why $10 million? Like that’s the …
That’s the second part of the target setting that has to be answered.
Like why, why $10 million? And it’s not … Whatever you come up with, like, I’m just gonna tell you guys, like, I’m gonna give you, like, some massive value right here: Whatever you come up with the first thing anybody ever says the why, the first reason why it’s not enough. Like, that’s a surface-y why.
The $10 million’s cool because it’ll afford me the ability to do the things that I really want to do. Like what? Um…
Katy Martin:
You have to be specific.
Jon Paramore:
I wanna build out my office. Oh, cool, so why? Well, I want to have a better place for my sales to go. Well why is it better? Why do you want a better place for your sales guys to go? Well, I think, I think that they could do more if they felt more appreciated …
Katy Martin:
Like this sounds cool.
Female 2:
Oh (Laughs) …
Jon Paramore:
Why is it important that you make your sales guys feel appreciated? So now we’re down to the nitty gritty of like, $10 million’s my target. Ultimately, at the end of the day …
Katy Martin:
Was that, was that common?
Jon Paramore:
Because I want my sales guys to really feel like they’re part of my team and I’ve invested in my guys. And I think this is a really cool thing. Cause, that number’s gonna afford me the ability to invest more into my team and give back more into my team. I will believe you if you say an answer like that.
Like, I would totally, I would totally believe a pilot, and if I go to him and he’s like, “We’re going to, uh, Chicago today.”
Jon Paramore:
Awesome, sweet, why? “Well, because everybody on this flight paid for a ticket, and if I don’t get you there, I’ll get fired.” All right, dude, I believe you. Let’s go to Chicago.
Right? So the very last part is what has to happen. Like who do you have to become to make that thing work? Like to make that come to fruition? That’s where the planning part comes in.
Katy Martin: Right.
Jon Paramore:
Then you map out the plan. Then we create accountability. Now you have … So accountability looks like, for me, accountability looks like a personal trainer. Jon, what do you want from a fitness standpoint? X. Why is that important? X.
How you gonna get there? A personal trainer, because I know from me, from, like, myself if I’m left to my own devices as it relates to my health and fitness, like, going to work out, I’m not gonna push myself as hard as if somebody’s standing right there going, “Do three more. Do two more. Do one more.” Right?
Katy Martin:
Mm-hmm (affirmative).
Jon Paramore:
I know that about me. So, what are some common things, like … We help guys set targets all the time.
Katy Martin:
Oh, for sure.
Jon Paramore:
All the time. Sales people, business owners, office people. It doesn’t really matter what it is.
We help with that target setting stuff all the time. What do you feel like are some of the, like, greatest hurdles that people struggle with, with regard to target setting, planning accountability?
What, what’s something …
Katy Martin:
I mean, when it comes … So I, so I think I’m gonna give you this analogy from an employee standpoint.
Jon Paramore:
Mm-hmm (affirmative).
Katy Martin:
Right? And this could be any employee, doesn’t matter. It could be a sales person, it could be … Sales it’s easy, like, we said, it’s easy to equate …
Jon Paramore:
It’s numbers.
Katy Martin:
It’s around numbers, right?
But you can have very, very loyal internal office people that, you know, they want something more for the company, too.
But, even before we get to that point, they’re gonna struggle with a professional target if the business owner’s professional target isn’t clear.
Jon Paramore:
Right, yeah.
Katy Martin:
So when, when, when I-
Jon Paramore:
So important, listen to this …
Katy Martin:
So if you look at me and you say we’re gonna get to $10 million, and this is why. And every other person goes, okay, what does create? Like, what has that now created?
Jon Paramore:
Everybody’s on board. Everybody’s, everybody’s …
Katy Martin:
Right, they’re all bought in.
Jon Paramore:
Unified in a mission.
Katy Martin:
They’re all bought in.
So how much easier … And, and it may not be easy, but how much easier is that now gonna be? I know where this is going …
Jon Paramore:
Yup.
Katy Martin:
I know how this is gonna benefit everyone …
Here’s my target. We’re all rowing the boat the same way.
Jon Paramore:
Well yeah, it’s like, the same thing of, like … Again, like the airplane analogy is one of the simplest, right? Like imagine if the pilot came out of the cockpit and walked and was like, where does everybody want to go?
Katy Martin:
Mm-hmm (affirmative).
Jon Paramore:
I mean, everybody picks like, 20 different places. Like, well, shit we gotta pick one. Like, what’s everybody’s thought on one?
Like, if they’re not all bought into the same thing … I mean, that’s the reason why airplane-, like … You don’t just go show up to the airport and you’re like …
Katy Martin:
Where do I want to go today?
Jon Paramore:
Yeah, yeah, yeah, right. Like, you know, just like, raise, like I-I … God imagine that, right?
That’s a, that’s a perfect analogy.
Katy Martin:
What am I gonna do?
Jon Paramore:
What am I gonna do today? Yeah you don’t just walk into the airport … Without a ticket.
And just wander around and be like, “hey you want to get on a plane? Eh, let’s go get on this plane over here, maybe this guy will take us to some exotic place. Like, I don’t really know where it’s going, but let’s just go for fun and see where it’s going.”
Katy Martin:
Right?
Jon Paramore:
So why would people who were gonna give, like, a percentage of their life show up to a place where they don’t have any idea where the place is going, but yet, be like, oh, this seems like a really neat place to hang out and work for a little bit. I have no idea what they’re doing here or what they’re trying to build or where they’re going …
But I’m just gonna hang out here, because they’ll write me a check.
Katy Martin: I mean, and that only go- … That, I wouldn’t say even loyalty, but that, that only has so much staying power.
Jon Paramore:
Oh, for sure.
Katy Martin:
It only has so much staying power.
Jon Paramore:
Yeah, because why do you want to hang around in a place like that if you don’t even, if you’re not even bought into the vision? Like, what are they trying to create?
Where are they going? Like, what’s the purpose? I don’t know. Like, it’s just kinda one of those things. So, for those of you guys who are struggling …
Katy Martin:
You’ve gone down the target setting rabbit hole (Laughs) … So we’ve got to bring it back around.
Jon Paramore:
Yeah, right? So, so for those of you guys who are struggling honestly to, like, put together a legit target and you guys feel like your pants are always on fire. And everything is an urgent, and nothing’s really important.
And there’s all kinds of chaos brewing inside your organization or inside your people or whatever, slow things down enough to just get focused on, like, for the next 90 days, like, just the next 90 days only, like, plan a target, sit down with a team, plan a path of execution.
Have everybody agree to do a piece of that. And create some level that they’re willing to hold themselves accountable to. And get all that stuff mapped out, get it up on a wall.
Jon Paramore:
It could be on a dry erase board. It could be on a sticky note. Like, it doesn’t really matter. Like, put it up somewhere where everybody can see it about where we’re headed and what’s going on, and what’s the mission and passion and all that stuff that we’re doing.
And get everybody on the bus, get everybody on the plane and pick a destination and make sure that you get there and do that thing. And if you need help trying to figure that out, reach out to us.
Like, you could send us an email, [email protected], we can help you figure that stuff out. You know, that’s what we’re here to do. We want to help you guys map that stuff out.
So, you guys can get ahold of us on Facebook, Instagram, you guys can follow us on a ton of different places. You can even visit us on our new website at RhinoBranded.com.
Jon Paramore:
As always, we’re super grateful that you guys join us for the, for the podcast today. We’re super grateful that you guys take 30 minutes out of your day when we have podcasts and you guys come and listen.
And hopefully you guys are getting lots of value out of this and we’ll keep rocking and rolling for you.
Jon Paramore:
But for now, until the next time we all hang out together, from all of us at The Liberated Contractor Podcast, so long.
Jon Paramore:
Thanks for listening to today’s episode of The Liberated Contractor Podcast. Please remember to subscribe and leave a review. Want us to cover a topic on air, and maybe need some help?
Send us an email at [email protected], and if we use your topic or question on air, we’ll shoot you some gear. This has been The Liberated Contractor Podcast.
