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[MUSIC PLAYING] -Well, here we go. Moving onto the next principle-- principle number four. This one is think. Then get started. There's an intentional pause. Think. Then get started. The notable quotable is, again, from Lee Cockerell. He says, "The name of the game in managing your time and life is to think. Then get started." Why is it so important to think before you start acting as far as time management goes. CLAY CLARK: Well, Dr. Zoellner is a great example. He has been an awesome leader for the Thrive team. Just great. And Dr. Zoellner is all about efficiency. And so he says, when you guys are editing a video, let's say, the time it takes us-- every time that we film a session here and Thrive, there's a ton of editing that happens behind the scenes. I think you probably know that, but that's what happens. They have to edit out my face. They have to Photoshop my face, fix my face. There's a lot like of like, can we get him off the screen? But anyway, so you edit. It used to take about 20 hours per hour of video. We used to take that much. And so he was like, if it takes 20 hours per one hour of video and we're going to produce thousands of episodes, do you realize that it might take like 20,000 years for us to get-- That kind of thing. But we were busy getting started. You got to get going. But he says, let's look at it. Let's take the time. Let's be diligent. Let's be fastidious. Let's be focused. A lot of people-- we hate talking about the details. I want to be successful. I want to get the videos made. Well, how long does it take? Oh, I don't know. I'm too busy digging a ditch to discover that there's a thing called a bulldozer. I am too busy paying my staff $10 an hour to dig a ditch. We're digging this ditch here, and I'm just paying my staff $10 an hour. And there's 10 guys who I'm paying $10 an hour to, and they are digging a ditch. That's too expensive to pay $100 a day to rent a bulldozer. I can't affordable because that's too expensive, but I can pay 10 guys $10 an hour to-- Well pretty soon you realize if I would have got a bulldozer, I could have saved a lot of time and money. -So let me ask you this. Truth canon. Roll out the truth cannon here. How often do you see-- you work with entrepreneurs and managers. You go into companies, help evaluate what they're doing. How often do you see this lack of planning before the day started-- this thinking, this is kind of analysis of what we're doing. How often is that missing from people's jobs? -I would say that-- probably you don't have this problem, but probably every time. SPEAKER: Every time. Like roughly give or take, every time? -Yeah. I mean, I've had the pleasure to be hired by some really cool folks. I've worked with Marice Kanbar who founded SKYY vodka. He's not a guy who struggles with scheduling time for what matters or every day thinking and then getting started. He's a planner. He's a visionary. He's worth $600 million. That's different. David Green with Hobby Lobby. I got a chance to spend time with him. I don't think he struggles with thinking and then getting started. But he's worth a billion dollars. But most people, almost every time, struggle. And I just want to clarify this point. Dr. Zoellner, he said, look. Let's focus on getting the equipment, the tools, the resources needed, so that every time we shoot, we only have maybe two hours of editing that has to happen after an hour of video as opposed to 20. Then let's get started. And it just requires sometimes that thinking on a next level, thinking without limits, thinking without boundaries. And a lot of times, I'm just telling you-- sometimes business, right now-- you might need to move your business physically to be more efficient. You might need to stop responding to emails personally and delegate that to somebody else. You might need to start responding to emails and begin to hire someone to make your calls for you. You might need to move the printer into a room so your sales team doesn't have to go get it. You might have to buy one extra computer for your staff so everyone's not sharing a computer. I can go on and on, but you want to look for the most efficient and effective way to get things done. SPEAKER: So this is different from what our earlier principle was which was scheduled time each day to kind of plan your day. You're not necessarily planning your day here. It seems like it's at the higher level of thinking of as far as efficiencies go. Is that right? -You're asking yourself-- what is preventing me from getting more done? [MUSIC PLAYING]
[RECORD SCRATCHING] -You're asking yourself, what is preventing me? I'll just give you an example. It seems stupid, but I have contemplated hiring a driver for a while. I don't know what's going to happen. But I'd say, in the next year, I'll probably do that. But, like, every time-- you know I have five kids. Right. And you have a busy life, too. And I have-- we used to have one car back in the day, when we were first getting started. -Mm hmm. -And we would have the one car, and my wife and I would share the car. -Yep. -And I would find myself waiting places for, like, an hour. -Mm hmm. -Because I didn't have a new car. So real quickly I realized if I can just stop going to the dry cleaners and buy a car, I can get a lot more done. -Right. -So investment number one is we really needed a washer and dryer. Then the next thing was I really needed a second car, and that will allow me to save time. -Yeah. -Now we have the three cars. So when one car goes down, I always have a backup. -Right. -And now I'm kind of thinking if I could have someone drive me all the time. -Yeah. -Then one-- it's safer for America because I'm the worst ever. -True. He's honesty-- I've done it. It's very, very, very dangerous. It's very dangerous. -If you see Kim Jong-un themed Hummer running at you, just jump into the bushes. -Jump away. -But the thing is is that it's a deal of like now I've thought about me. And, you know, I spend an hour driving to work and an hour driving back. And if I could be in the back rocking on a phone, while someone else is driving, I could save a lot more time. So I thought about doing that. -So it's those efficiencies though. That's what you're doing. You're not necessarily planning out what you're doing each day. You're thinking about how can we do it more effectively. -Absolutely. -And you're saying, ask yourself. That's kind of the key here is to ask yourself, how can I maximize, how can I be more effective with what I'm doing each day. -Ask yourself. -Ask yourself. -You just got to take that time to ask yourself. -OK. We've got to-- the next principle here is principle number five. OK. Now this one is specifically relating to Mickey. He wrote in. He did the ask the guru. See the ask the guru button right there. He actually typed in and wanted to know how to better prioritize what's happening in his day. So this principle number five is put a priority code next to each item. Now this is a notable quotable from Lee Cockerell. He says, put a priority code next to each item. Use the little star for urgent, capital A for vital, B for important, et cetera. Now I know that with the Disney time management system that we have built into our site, which is kind of-- it's just next level incredible. We've built this to help you but, Clay, relate what he's talking about here to our Disney time management. -Sure. Let's review again. You put a star for urgent. What's the next one? -A for vital. -A for vital. -B for important. -And B for important. -And the way we have it is we've got that system built into our site now to where you're able to click the drop down. Which level of urgency is this? -Yeah. We've spent millions of dollars developing a time management tool for you. -Yeah. -And so I highly recommend that you use it because it works. -Right. -And I'm just going to show you how this happens here. Today, I have dry cleaning. I have-- I got to hire Alicia. This is Saturday, by the way. This is Saturday. This is my day off. -This is Saturday. -I have worked probably, at this point, 60 hours this week. -Right. -I've got up every day-- worked from about, you know, five to five every day. -Oh yeah. -So I've got 60 hours in working the Six Day principle deal. But now it's Saturday, and I'm going to go to ballet. I have things to do, but I'm still going to schedule stuff so I can hit the ground running on Monday. -Right. -But I look as I say, all right, dry cleaning, hire Alicia. By the way, Alicia, is a girl who I met who works at Sprouts, which is a grocery store. And I'm always looking for good people. -Right. -And I was there, and I'm like, bam, I'm hiring her. So that's the deal. So then dinner with Munch. He's one of our creative writers. Got to sign a contract. Got to meet with Carlton. He's a mentor in my life. Awesome guy. Got to buy a wedding gift for a dude. And I got to call Rick. -Right. -So I look, and I go what if I can't get anything else done today. And don't be the-- don't fight with me. Seek to understand. Don't seek to justify. Work with me. But here's the thing is, what, if I could only get one thing done today, what is the thing I need to do? And I'm going say, as stupid as it sounds, I have to do my dry cleaning. -OK. -But why-- because I wear suits. I have five of them. They're blue. I've got white shirts. I got red ties. I've got-- so I have a thing I do. Right. So I'm going to make sure I get the dry cleaning done [INAUDIBLE] seven first. -OK. -Now what else do I have to do today-- that I have to do. You might go, well, you know, if I only had to do one thing what is the thing. I got to go to the dry cleaning. Well, I'm going to need to get the wedding gift. -OK. -Because most people strive to only get married one time. -True. -And I want to make sure that I honor this person by having a gift. -And today's the day. -There we go. -So you actually have to do it today.
[MUSIC PLAYING] -So dry cleaning, buy a wedding gift. Then I say, well what are the things that, if I get those two things done, I'd like to get those next things done? And I go, well-- and really I have to today, I have to also do the dinner with the Munches. So I've got three things that have to get done, hell or high water. Didn't matter, I'm going to get it done. Then I look at, if I get those done, what are some bonus things that would be nice to get done? Oh, OK, I'm going to go ahead and meet with Carlton. I'm going to go ahead and call Rick. There. Now what are the things that would be-- if I get all those done-- what are some things I'd like to do? If I get that done and that done, well then, I go, well, sign the contract, and hire Alicia. -So how do you, I guess, when you're going through this-- I don't know if there's a blanket statement or some way for us to understand-- but what questions do we need to ask ourselves to figure out which level priority each action item on our to-do list deserves? -Which items will completely wreck your life if you don't get them done? Which ones will make everything else not necessary if you don't get it done? Which items are so important that other things pale in comparison? So as an example, if I did a Thrive shoot naked-- CALEB TAYLOR: Whoa! - --don't visualize that. CALEB TAYLOR: I promise you'd be doing it by yourself. -Well, first off, I'd be shaking like a wet squirrel. Hello, Thrive nation. CALEB TAYLOR: [LAUGHING] Shaking like a wet squirrel! -It would be a weird deal. And that has to happen. And you know what, if I don't go out to dinner with a guy who I value and I respect, and who means a lot to the company, and to you, as Thrivers, and he's just awesome. If I don't honor him by taking him out to eat like I promised I would, then that that's a morale killing deal. Now, buy a wedding gift. If I don't honor somebody who works in our company by doing what I said I would do, again, that's bad. I mean, you talk about-- and I don't want to get off this too much, but I want to make sure you get it-- I'm the boss of my company, but the customers, you guys, Thrivers, are my boss. You're my boss. The customers are the boss, then I'm the boss of these employees, but you know what? The employees and the customers matter a lot. So these other things, now, about calling Rick, or meeting with Carlton, these are things that are awesome, but they're not as important. Now these final areas are hire Alicia-- if I don't hire Alicia or I do hire Alicia, it's a great deal. But if I don't hire her today, it's not the end of the world. If I don't sign that contract, it's not the end of the world. But what you have to do is think about what's most important. And you also have to think about what's just bunk, that doesn't need to get done. Now I'm just telling you, you need just to find a little area here, OK. Because I get people all the time who bring up things into my life that are just bunk. So I've got this HOA, it's called a homeowner's association. I'm sure you're familiar with it. And these jokers send me a notice, saying that I can't park my car here. CALEB TAYLOR: Yeah, you love that. -Who gives a crap? CALEB TAYLOR: [LAUGHS] -Let's think about the worst case scenario. Just be honest. The HOA has about as much power as, you know, nothing. CALEB TAYLOR: Oh, wow. -So they're saying, you've got to move your car, you have three cars on your driveway. Screw off! I'm not going to read it. I'm not going to respond to it. So I got the notice. Oh, OK, cool. And you know what I'm going to do? Nothing. CALEB TAYLOR: So what's the action item here? -I'm not going to buy a new car, or a car port, or a car garage. I just don't care. I'm going to keep going, though, because this is big for you. I'm going to do it. CALEB TAYLOR: No, you do it. You do it. Come on. -And I got a guy on Facebook who sent me a message, and he was like, I don't appreciate you saying that you can't be successful if you don't have an entrepreneurial mindset, whether you're an employee or a business owner. To me, work-- as he goes on and on about how it would be better if we lived in a socialistic world. Look, buddy, if you want to change capitalism to socialism to accommodate your worldview, A, I can't make any change in that area. B, who gives a crap? So I don't respond. I get an email. All caps. All caps. An all-cap email from somebody who says, just so you know-- and then go on and on explaining how it's not possible for someone to be successful. Well I can't convince you if you don't think you can be successful, and I don't think I should. Those are three things in the last 24 hours that I have received that I'm not going to do. So I want to make sure you get it. When you get crap that comes to you-- these are called non-urgent, non-vital, a.k.a. crap. When you get the crap, don't dignify, don't waste your time, don't dignify the person wasting your time, with a response. Just be done. If you get a voicemail from a telemarketer who says, just so you know, we wanted to reach you about eight ways to save more money, and how to get free cruise tickets, don't return the call! If you get a call from someone saying that they want to sell you something, if you don't have any interest, don't call them back. There's nothing that says you have to.
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