Full transcript
0:00Do you ever feel like your business is
0:01growing, but you're working all day,
0:02you're drowning in tasks, and if you
0:04stop working, then your business stops
0:06working? Well, it doesn't have to be
0:07like that. I've helped countless six,
0:09seven, and eight-figure business owners
0:11build a system to fix this exact
0:13problem, so that they can scale faster
0:15while working less. And in this video,
0:18I'm going to show you that exact system,
0:20so that you can just copy it, install it
0:22into your business, and take back
0:23control of your time,
0:24>> [music]
0:24>> scale faster, and build a business that
0:26runs without relying on you for
0:28everything. Now, you might be thinking,
0:30"But Ross, I have this certain type of
0:31business. Will this work for me?" Well,
0:33the answer is yes, so long as you're
0:34willing to make a change, because you
0:36cannot expect things to change in your
0:38business if you do not make a change.
0:40I've used this exact system with
0:42businesses from hospitals to
0:44construction companies to e-commerce
0:45brands to plumbers to gym owners to
0:47design agencies and manufacturing
0:48companies. It doesn't matter what
0:51industry you're in, okay? It matters
0:53whether or not you're willing to make a
0:55change. So, with that, let me show you
0:57step one, and this is something almost
0:58no business owner does, but it is vital
1:01for your long-term success. See, most
1:03business owners never stop to ask
1:05themselves a simple question: What do I
1:08want? They just, you know, react to what
1:10the business throws at them every day.
1:12And when you do that, you build a
1:14business that feels reactive, feels
1:16overwhelming, and takes up way more of
1:18your life than you ever planned or
1:19intended. So, the first step is to
1:21define your constraints so that you can
1:23build a business that you actually want
1:24to build. Now, you do this by setting a
1:27goal, which is literally up to you. I
1:28can't help you with that. Just figure
1:30out what you want, commit to achieving
1:31it, and with business, it's typically a
1:33revenue number. But then you want to
1:35create your ideal week. So, figuring out
1:36exactly how you want your entire week to
1:38look. So, decide when you work, when you
1:41stop, and what your rules are. Of
1:42course, you might not be able to follow
1:43that ideal week right away. That is
1:45fine. That's the point. You can move
1:47toward it over time, and the main thing
1:49is that it's a direction worth going in.
1:50So, if you want to work 2 hours a day,
1:52good. If you want to work 4 days a week,
1:54amazing. Or heck, if you want to work 16
1:57hours a day, 29 days a week, that's
1:59fine, so long as it's something that
2:00you're choosing to do. But, you first
2:02have to define that, okay? You have to
2:03define how you want your week to look
2:05because without it, you have no anchor,
2:07no direction, no structure, no
2:08constraints, and so therefore, you have
2:10no reason to try and improve how you and
2:12your business operates. Like, I had a
2:14client, he runs a huge company that lots
2:15of people will have heard of, and he
2:17wanted to play golf every Wednesday.
2:19That was something in his ideal week,
2:20which made it super easy for him to then
2:22go and design his Wednesdays so that he
2:24could finish at 12:00 p.m. and go play
2:26golf. Not having these constraints is
2:28essentially like trying to build a house
2:30with no blueprint. You'll end up with a
2:32house. Yes, of course, but it mightn't
2:34be the house that you wanted. [music] So
2:36many people, business owners, build a
2:38business that entirely relies on them,
2:39stresses them [music] out, and takes up
2:41every hour of their day, which ends up
2:42ruining their general satisfaction in
2:44life, which isn't good. And they end up
2:46resenting their business, which
2:47obviously, again, isn't good. Which,
2:49look, you started your business likely
2:51because you enjoyed it to some degree.
2:52So, let's keep it that way, okay? This
2:53is your life, this is your business, so
2:55run it how you want to run it. Don't let
2:57it run you. Now, quick one before step
3:00two. If you already know that you want
3:01my help to reclaim 20 plus hours a week
3:03without slowing down your growth,
3:04there's a link in the description below
3:06where you can find out more information
3:07about working with me. So, now that you
3:10know the direction that you want to go
3:11in, let me show you step two because
3:13this is how you actually start to move
3:15towards your goals, towards that
3:17direction. See, a lot of tasks in your
3:19business, in fact, most of them, will be
3:21recurring. And right now, you might just
3:22do them whenever you find the time to do
3:24them, which
3:25as business owners, we know in reality
3:27that means you likely never do them, or
3:29maybe you do them randomly when you do
3:30find the time, and maybe then you feel
3:32guilty about not doing them or rushing
3:34them, and it creates a cycle. It is not
3:35good. And unfortunately, unfortunately,
3:38that's not going to help you work less
3:39and scale faster or be good for your
3:41business. So, the solution here is to
3:43create your standard week where you
3:44choose on what days you'll do your
3:46recurring tasks that are the majority of
3:48your business. Maybe every Monday you do
3:49your team meeting, maybe every Tuesday
3:52and Thursday you choose to do all your
3:53content. How this looks doesn't really
3:55matter. It's entirely up to you. Just
3:56have to take all the tasks you do each
3:59week, decide when in the week you're
4:00going to do them. Now, for some things
4:01this will be obvious in certain stone.
4:03Maybe like your team meeting every
4:04Monday. For others, it'll be up to you
4:06when you do them and that'll actually be
4:08most of your tasks. And of course, there
4:09are ways to optimize this structure, but
4:11the main thing is that you have the
4:13standard week built so that you can
4:14follow it and therefore have structure
4:16and order in your weeks, hence better
4:17control of your time and so you can
4:19guarantee you get the important tasks
4:21that actually matter for growing your
4:22business done. But, if you want to do
4:24the work that actually matters, it means
4:26you have to do something so simple that
4:27almost no business owner does it. So,
4:30say if you have tasks that you need to
4:32do, but you don't have a schedule for
4:33your day, then it is your own damn
4:35fault. If you want something done, it
4:37must be scheduled. Simple, okay? So,
4:39every night you want to plan tomorrow.
4:41Now, that doesn't mean you just write a
4:43to-do list. No, you schedule the things
4:45that matter because say if it's not
4:47scheduled, it will not happen when you
4:49run a business. You'll find a reason to
4:51put it off because some sort of fire
4:53will pop up. Things always feel urgent,
4:55etc., etc. But those things are not
4:56important and if you don't have a
4:57schedule, you'll simply prioritize the
5:00non-important but urgent things over the
5:03things that are actually important. And
5:04my rule in the MOS, my program, is that
5:06if you want something done, you must
5:07schedule to do it. See, one of my past
5:09clients came to me working, you know,
5:11like 7 days a week and still not getting
5:13her important work done, which meant the
5:14business wasn't really going anywhere.
5:16But once we installed that system, which
5:18we just went over, her week was
5:19structured, it was organized instead of
5:21reactive, and everything changed. She
5:23now works less, sleeps more, earns more,
5:26and they're opening a second location.
5:28The only thing that changed was quite
5:29literally how she spent and how we
5:31optimized her time. But, let me show you
5:32step three because this is how you make
5:34sure your schedule actually works.
5:36Because see, most business owners, they
5:38simply do far too many things. They
5:41treat every task like it is the most
5:43important task in the world. But, your
5:45business only has three non-negotiable
5:48tasks that you need to prioritize over
5:50everything else. So, you have a
5:51marketing task to get leads, a sales
5:53task to convert those leads, and a
5:55fulfillment task to deliver your product
5:57or service. Because, think about it like
5:59this, right? If you only did those three
6:00tasks in your business, would your
6:02business still run? Yes, it would,
6:04right? Would your business still grow?
6:05Yes, it would. But, if you stop doing
6:08any of those three tasks, would your
6:09business still run? Would your business
6:11still grow? No, eventually it would fall
6:13apart. So, those three tasks are the
6:15only non- only tasks that are
6:17non-negotiable, and hence they're your
6:18priority. Hence, they're the most
6:20important things you can do. Then,
6:22everything else, every other task, it
6:24will either be a project, like a one-off
6:26thing that you're working on that will
6:27create asymmetric returns, or it's a
6:30distraction. And honestly, you'd be
6:31surprised at how many tasks
6:33you're doing each day that, quite
6:35simply, do not matter, okay? Go through
6:37your standard week after you've created
6:39it. So, all the tasks you do in your
6:40business, see what can be eliminated,
6:42but also automated and delegated, and
6:43then, you know, do that. And see your
6:46non-negotiables, you do them first every
6:48single day. Primarily, you do marketing
6:50first because marketing is the most
6:51important task for growth in 99% of
6:54cases, because that's how you get leads
6:55to then get sales to then grow, okay?
6:57But, of course, you have other tasks in
6:59your business that you need to do. And
7:00like I said, they'll either be a
7:01distraction that should be eliminated or
7:03delegated, or they'll be part of a
7:04strategic action. Strategic actions are
7:06what we call in the MOS big projects.
7:08So, the likes of hiring, building new
7:10offers, launching new campaigns,
7:12systemizing, whatever else, okay? The
7:13things that you do once but move the
7:15business forward and create asymmetric
7:17[music] returns. Okay? You should only
7:19ever have one strategic action at a time
7:21unless you have a big team and kind of,
7:22you know, multiple people working on
7:24multiple different projects at once.
7:25Because, otherwise, if you're trying to
7:27do four strategic actions, you'll spread
7:28yourself so thin that you'll barely make
7:30any progress in any of them. So, focus
7:32really is the key here. The less you
7:33focus on, so the fewer things that you
7:35put your attention into, the more time
7:37and effort and attention you can
7:39actually put into one thing, and
7:40therefore the faster the progress you
7:42can make on that one thing, and over the
7:44long run. You want to aim to delegate
7:46your non-negotiables over time,
7:47especially fulfillment and sales,
7:49because they're the lowest leverage out
7:50of those three non-negotiables, and in
7:52this day and age of the internet, I
7:53believe every finder of a business
7:55should be involved in marketing to some
7:57extent so that your face can be the face
7:58of your brand. Like, people
8:00people buy from who they know, like, and
8:02trust, and so they're more likely to
8:03work with you if you're the face,
8:05because if your business doesn't have a
8:06face, a potential customer will find a
8:08business similar that does have a face,
8:10and will be more likely to go to them
8:12because they'll build a connection with
8:13the finder. So, having your face and
8:15voice involved in marketing, at least to
8:17some extent, will be an unfair advantage
8:19to your company, especially in the long
8:21run. Now, let me show you step four,
8:22because this is how you fix one of the
8:23biggest time wasters that every
8:25entrepreneur faces. See, most
8:27entrepreneurs think that because they
8:28run a business, they need to be on top
8:30of all things all the time. So, they
8:32multitask, they context switch, they
8:34check Slack nine times an hour, and
8:35emails 41 times an hour, and that's not
8:38a joke. Some people do that. And they
8:40deal with fires the moment they come up.
8:42Luckily, the fix here is really simple.
8:44You just need to do three things.
8:45Firstly, do all your important work in
8:48deep work blocks. These are
8:49one-to-two-hour blocks of time where you
8:51focus entirely on a single task with
8:53zero distractions. Secondly, you need to
8:55become world-class at distraction
8:57management. So, remove all distractions,
8:59your phone, emails, apps, websites,
9:01whatever. I recommend installing Opal on
9:03your iPhone and Mac to have it set up
9:04during your deep work blocks to block
9:06every single thing but the task that
9:08you're working on. And then finally, and
9:11this is a big one, leave all fires,
9:12emails, messages, and problems until the
9:15end of the day. Yes, you heard me, okay?
9:17Anything that pops up throughout the day
9:18that, you know, needs your attention
9:20right now, leave it until the last hour
9:22of your day and do it in what we call
9:23EOS, your daily wrap. Every single
9:26business owner I get to do this, at the
9:28start it's like, "What the heck? I don't
9:29know if I can do this. Is my business
9:30going to fall apart?" And guess what?
9:32They do it. It changes everything. So,
9:34trust me, you can leave problems, fires,
9:36and emails until the end of the day. You
9:38will not break your business if you do
9:40this. In fact, you'll actually train
9:41your team to solve things themselves
9:43because you're not there to hold their
9:44hand the entire day. So, they do things
9:46themselves. And look, you can't build a
9:48business that runs without you. If you
9:50insist on doing everything all the time,
9:52you have to create some independence and
9:54forcefully step back even when you don't
9:56think things are quite there yet. But,
9:58let me show you step five, okay? Because
10:00this is how you make the business run
10:01without you, and all these steps work so
10:03much better. And to do that, what you
10:04have to do is systematize your business.
10:07Which, [music] to start with this, what
10:08you want to do is map out all core four
10:10systems in your business, so marketing,
10:12sales, operations, and finance. Then you
10:14map out all the processes and tasks in
10:16those systems. [music]
10:17I recommend doing this in something like
10:18Canva whiteboard because once you've
10:20done it, it'll show you every single
10:22thing that happens in your business, why
10:23it happens, how it happens, and when it
10:25happens. Then you audit this, okay? So,
10:28essentially, go through every single
10:30step and ask yourself, what can be
10:31eliminated or automated? Then you
10:34document the processes with SOPs, you
10:36assign ownership to your team members
10:37for each process and system, and then
10:39you build scorecards to track
10:40performance of each system. And those
10:43scorecards are crucial, okay? Because
10:45they give you data. With data, you can
10:46now say, "Oh, I'm getting this output
10:49from this system, and I don't like it.
10:50Let me change this one input or this
10:52process in this system to see what
10:54difference it makes to this output."
10:55Which means, your job essentially
10:57becomes to tweak the input to improve
11:00the output. And you don't need to guess
11:01to do it. You just look at the data and
11:03know exactly what's working, what's not,
11:04and what to fix, which is exactly what
11:06creates consistent and stress-free
11:08growth. And all of a sudden, you've
11:10systematized your business. But, what
11:12you'll probably notice is that you're
11:13still doing way too much to grow work in
11:15just, you know, 4 hours a day. Maybe,
11:17you know, you're still the one sending
11:19invoices. Maybe you're still closing
11:21sales. Who knows what you're doing?
11:22Maybe you're managing 19 tiny
11:24fulfillment tasks that basically take up
11:26your whole day, which means something
11:28has to change. And really, with this,
11:30you've only got two options. Firstly,
11:31you eliminate the task or secondly, you
11:34delegate the task. That is it. You do
11:36not have a third option because say if a
11:38task takes you 1 hour, it takes you 1
11:40hour, simple. There's not much you can
11:42do to make it take less time. Like okay,
11:44I'm recording this YouTube video. If it
11:46takes me 20 minutes, it takes me 20
11:48minutes, simple. There's nothing I can
11:49do there, right? And if you have 12
11:51tasks to do each day, each of those
11:53tasks take say 1 hour, that's 12 hours
11:55of work and no amount of bloody hustle
11:58or productivity hacks or bad saying can
12:00change that. So, if you want to work 4
12:02hours a day, you have to either
12:03eliminate 8 hours of those tasks or
12:06delegate 8 hours of those tasks to
12:08someone else. You know, like the likes
12:09of online businesses, coaching,
12:12consulting, anything that's largely
12:13online based and less labor intensive,
12:15you can cut down to 4 hours a day pretty
12:17fast by just cutting out tasks. For
12:19other companies like construction
12:21companies or anything a bit more, you
12:22know, labor intensive, brick and mortar
12:24stores, etc., you'll need to hand off
12:26fulfillment through delegation and
12:27depending on your team, that might mean
12:30you need to hire new people. Either way,
12:32your systems map tells you exactly what
12:34to remove and exactly what to hire for
12:37because with your systems map, you see
12:39what you you're responsible for and then
12:41you delegate what you're responsible for
12:43to other team members or you will see if
12:45you need to hire. Essentially, you make
12:48other people responsible for the tasks
12:49you're responsible for so that you're no
12:51longer responsible for them. Now, who
12:53you delegate to and whether you hire and
12:54what you hire for is really based on
12:56employee capacity and leverage, but you
12:57know, you have to leave some things for
12:59my clients if they pay me a lot of money
13:00to help them work less and grow faster.
13:02So, if you do want me to help you
13:03systematize your business and personal
13:04operations so you can scale faster while
13:06working less, click the link in the
13:08description below for more info. But,
13:10let me show you the next step because
13:12not to ruin all your dreams, but your
13:13systems will not be perfect immediately.
13:15In fact, they're not meant to be. That's
13:17not the point of systems. Like a system
13:19is not a magic wand, you know, Harry
13:20Potter style. It's not that doesn't work
13:22like that. It's makes everything about
13:24business so so easier and it's what you
13:26need to eventually build if you want to
13:27scale faster and work less or exit or
13:30anything, right? You need systems, but
13:32it is not magic and so you'll need to
13:34improve them and your business over
13:35time. Now, to do that, you need
13:37feedback. The most reliable form of
13:39feedback that you can get is data, which
13:42you get from the scorecards that you
13:43built when systematizing your business,
13:45okay? They will tell you how to improve
13:47your systems based on what metrics are
13:49underperforming and by improving your
13:52systems, you will then improve your
13:53business. You start by systematizing
13:55yourself. So, how you plan, how you
13:57prioritize, how you execute, how you
13:58think. Then you systematize your
13:59business so that it runs without you at
14:02a high standard. Then you track the
14:04data, you iterate, and you improve. And
14:07next thing you know, you can work as
14:08many hours as you want, still grow, and
14:10have a business that does not rely on
14:12you. Now, this is exactly what I help
14:14six, seven, and eight-figure business
14:15owners do with the Mastery Operating
14:18System. Now, obviously, this is an
14:19incredibly brief overview of the system,
14:21but if you want my help installing it
14:23inside your business, click the link in
14:25the description below and let's work
14:26together.