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From Corporate to Creator: Building Culture, Systems, and Scale with Beau Groover · Better Together

• Kelly Sundsvold: Hi everyone and welcome back to the Better Together podcast where we get to share stories lessons and practical advice from founders and leaders that can help you improve your business. am your host today Kelly Sunsvold along with my partner in business and life Sean Sunsvold. ⁓ Today's guest Beau Groover, founder of the Effective Syndicate, ⁓ a company manufacturers build scalable, high-performing operations through leadership development, lean Six Sigma, consulting, recruiting, and workforce solutions. ⁓ With more 24 years of experience, Beau has built a reputation for simplifying complexity, ⁓ strengthening teams, creating systems that actually work. What started as a consulting business has grown into a full ecosystem of companies all driven by Bro's Bo's practical get stuff done mindset and passion for helping businesses grow without relying on duct tape, long hours and a constant firefighting. So welcome to the show, Bo. Beau Groover: Thank you, thanks for having me. Kelly Sundsvold: Yeah, of course. All right. Well, let's start off right at the beginning. Take us back because we're all entrepreneurs. All the entrepreneurs have been on the show or all the sorry, let me rephrase that all the people have been on the show have been entrepreneurs and building a business. So what first pushed you into entrepreneurship and starting your own business? Beau Groover: Well, so was lucky. I feel there's some divine intervention somewhere. I was serving as an internal consultant for a very large corporation. So ⁓ was an employee of the company, but I was going out and doing consulting work. And 11 years ago, 2015, I just kind of the bug. It's like, all right, I can keep doing this and make these people rich, or I can go see if I can do it on my own and make myself rich. And for certain, I'll have more fun. And so I took the leap of faith and fortunately my parachute opened. Shawn Sundsvold: Nice, nice. I think the word there is have fun while you're doing it, right? You know, coming from corporate America myself, it gets to a point where it's not fun anymore, right? So talk a little bit about like ⁓ what wasn't in that situation ⁓ and you ⁓ what was transition like when you decided to ⁓ jump and the parachute? Beau Groover: Great question. And a lot of good stuff about corporate America, right? So I don't want to just bash the whole industry, but a lot of times I would get deployed, right? So I get told to go somewhere. The people there maybe wanted me there, maybe didn't. Maybe they would listen to me. Maybe they wouldn't. My KPIs and my performance was reviewed on how they responded to the Shawn Sundsvold: Mm-hmm. Beau Groover: And after a while, it just, it just felt like a constant push. I'm trying to convince people. I'm trying to talk them into doing things a different way. And Hey, I know you've been doing this longer than I've been alive and that's great, but here's another way to think about this problem. And so, the fun was gone. It was very much a grind. ⁓ now when I'm working with customers, right, they, they want me there, they choose to have me there. They're willing to write a check to have me come in. So ⁓ generally they're more open. They're still. There's been a few bring me in and ignore everything I say. it's like, well, this is not fun either. So let's stop doing this. ⁓ but that w that was really it and you hit it right on the hitch on it. Just got to where it just wasn't fun. Kelly Sundsvold: Yeah, so walk us through the effective syndicate that you have grown into multiple brands and services over time and tell us, did you like envision building this ecosystem of companies ⁓ or did kind of evolve naturally? Beau Groover: ⁓ no, I w I wish I were that for sightful, but no, was random chance. The, the, the one smart decision that I did make, when I was, I was starting this thing out. I didn't want to call it like my name, you know, Groover and associates, cause that's kind of what everybody does. And I I knew that the market would tell me what I needed to go do. Right. It was going to guide me. And when people started asking for something, that would be the next thing. And so I ⁓ chose the syndicate. Which if you're an older guy like me, you the godfather of the mafia, right? It's a great conversation piece because people say man. Why did you choose the word syndicate? Well, that's a collection of people trying to accomplish something and so I had no envisioning I Expected it would grow into something. It's you know, what we're gonna add accounting or we're gonna add HR We're gonna add recruiting. I was gonna let the market tell me that but I wanted to start off with a name that said hey we are a syndicate of people and however that over time. don't have to hopefully go through lot of rebranding. Shawn Sundsvold: Yeah. Yeah. There's something you mentioned a couple of times now in this conversation of the market will tell you, right? Or the customers will tell you. So where does that sort of understanding of business come from? How did you sort of embody that and how does it dictate how you run your business? Beau Groover: try to be open. ⁓ a lot of smart people in the world. ⁓ customers are like you guys, they're entrepreneurs. They're trying to figure things out. I'm avid reader of leadership and I love manufacturing. I love America. So there's a passion for helping American manufacturing stay strong because it's so ⁓ important our communities. And I into it being open because ⁓ I don't know about you guys, when I took the leap, I was half excited and half terrified. in between there is how every morning started. And just expected that people would start asking me for things. And that was kind of the jettison. So the first one that came about was recruiting because I would go in there and ⁓ start them. And sometimes they had a hole and sometimes I created a hole, meaning they didn't have the right person or they didn't have a position ⁓ to something. And they would say, well, Bo, can you help me go find that person? Can you help me find a manager? Can you help me find a quality director? Whatever. It's like, I don't have time. I don't have those skills. I don't have that bandwidth, but it happened frequently enough. It's like, all right, let's go fix that problem for them. So I think it was more of a mindset, Sean, of just deciding going into it. Like, I'm going to let the market guide where I go rather than me saying, I'm going to create this wonderful vision and everybody's going to follow them up. Shawn Sundsvold: Yeah, that's a unique balance, right? Of, you know, like, I have a vision of where I'm going and kind of being open-handed with what happens, right? Like you're open enough to accept change as it comes. And I think that ties in, I'm sure, a lot to, ⁓ mentioned you're a reader, right? Like what have been some of the leadership books that you've read that have really shaped and helped you ⁓ be that place as a leader? Beau Groover: Hmm. That's going to be a long list. I'll try to shorten it. Shawn Sundsvold: like two or three because ⁓ like you I'm a reader and there's a lot of books I take in whether it's audiobook or readings but I and I have like two or three that are my favorite and I kind of go back to them over and over again so I'm curious if that's ⁓ in your boat as well. Beau Groover: Sure. Obviously the five dysfunctions of a team from a leadership perspective, going into an organization to say, let's dissect what's going on here. That was wildly influential. I don't know if you're familiar with Extreme Ownership by Jaco Wallink. ⁓ I've probably not exaggerated and read that book or listened to it more than six times. ⁓ The there of, dude, your life is your own darn fault. Shawn Sundsvold: Yeah. Okay. Beau Groover: So if you don't like it, look in the mirror. That's a wildly impaired empowering. And, know, again, slightly terrifying at the same time. Um, those two, and then probably the third one, which is not really a business book, but it's a small known book called outwitting the devil by Napoleon Hill and the. The story behind that book and how it was buried. And when I found it, I read it. like, man, this, this phrase of drifting, right? It goes back to drifting. Shawn Sundsvold: Mm. That is a great book. Beau Groover: And retrospective of myself, it's like, you, do this a lot. You drift. And so those are kind of my anchors, like, all right, the five dysfunctions of the team, are we doing that? Am I operating with extreme ownership and am I drifting? And those are kind of my guard rails that helps me personally. And I think I embody a lot of that in helping our customers too, when they start, you know, every idea is a good idea. Let's add that to our to-do list. Well, it's three pages long and you're three weeks behind on everything. So let's not add. Shawn Sundsvold: Yeah. Yeah, that's really good. Wow, thanks for that. Because I'm always looking for good books. there was a couple. ⁓ one in there. I think it was the last one you mentioned that I haven't read yet. So I'll have to take it. No, was the five. Say that one again, the five what? ⁓ I'll have to ⁓ add that one to my list. ⁓ Beau Groover: The Five Dysfunctions of a Teen by Patrick Lincione. Kelly Sundsvold: I was part of an organization that walked through that book. So ⁓ that's a good one. So you're a and process ⁓ person, you talk a lot about systems and processes. Why do you think so many businesses resist creating systems even when they desperately need them? Beau Groover: I don't think it's a resistance, Kelly. think the day-to-day grind will always be the strategic improvements. Right. And, know, I spend 95 % of my life in manufacturing. And so when the operation is saying, hey, you need to get today's shipment out or do need to work on that project? Today's shipment wins 100 out ⁓ 100 times, right? And so I don't think it's a resistance so much as it is. They don't have clarity. They don't have great priorities. They don't have a true plan, right? They may have a goal out there of market share or growth or revenue or something, but how are you going to get there? And so it just becomes kind of this groundhog day where every day we come in, we pedal really hard. We don't fix problems. We treat symptoms and guess what? They're going to show up next week. And so they just never have the bandwidth and or the appetite to say, Hey, let's fix this thing implementing a great process so that we don't have to deal with it anymore. So let's kill this problem that we've been dealing with because we never get past the symptoms. We throw a bandaid on it, we treat the symptoms, we high five, we move on and next week we're doing the same thing. Shawn Sundsvold: Yeah, for sure. of books, you're a, if you like, you know, obviously you're reader. Have you read ⁓ by Dan Heath? Beau Groover: I have not. Shawn Sundsvold: Add that one to your list. It talks a lot about that, about, you know, the image it gives in the beginning is these two guys are on a fishing trip, right? And suddenly there's this kid that's coming downstream crying for help and they both go and get out there and help the kid. as they're getting out of the water, there's another one coming down the stream, right? And they go do it help again. And so this process repeats about four times. And finally, one of the guys says, I'm going to go find out up river who's throwing kids in the water, right? That's my, my own editorial, right? Of it. But you're talking a lot about that, like fixing. ⁓ the bigger problem, right, of what it is. And I think that really ties into sort of your get stuff done mentality, right, of, you know, what's the bigger problem that we need to solve to solve the five things we're dealing with down here. So where does that philosophy of yours come from and why is it really so important to you? Beau Groover: Well, so I was very fortunate in 2000. I joined a company called Nordsten Corporation, which is a just phenomenal company. They're still just an incredible company. literally a couple of months of me joining, I joined as an inventory control manager. The CEO read a book called Lean Thinking by Jim Womack, ⁓ and ⁓ suggested all read it. And of course we all did. And ⁓ right right divine intervention, whatever you want to call it, I fell in love. And it's just like, ⁓ OK, so let's simplify our process. Let's execute it flawlessly and let's audit to make sure we don't drift. And so the simplification, think, is extremely attractive, especially now. Right. I've got another app and I got another program in this program. Don't talk to that program. I'm trying to do some kind of. It's like, holy moly, man, what I need right now is another app. I need one more software program that's going to solve all my problems. I'm like, no, dude, you need a piece of paper and a human being until the robots come to go put their eyeballs on it and say, are we doing what we said we were going to do? That's what we need. So I think it's a just a innate thing. I loved lean. I fell in love with it. And it's been my passion for 26 years and I don't, I don't see it slowing down. Shawn Sundsvold: Yeah. Yeah. Kelly Sundsvold: Great. That's great. So one of the biggest fears for business owners is building a company that depends entirely on them. we've ⁓ several people on our podcast that are solopreneurs or they have a very small team or it's kind of the whole adage of like you get by bus, like what happens. How do you help leaders create teams that can operate confidently without that kind of constant oversight or like I said, life happens. mean, you I'm a breast cancer survivor and that came out of the blue. It was just like, wow, you know, and that, ⁓ that stuff happens. So how do you help ⁓ and businesses kind of get out of that? Beau Groover: Well, congratulations on surviving. That's wonderful news. I think the I approach that is trying to teach leaders to be force multipliers. Right. There's a lot of unintentional ego that shows up. I've created this thing. If I want it done right, I got to do it myself. And inevitably it matter who you are, how good you are, you're going to run out of power and or burnout and or get hit by a bus. So ⁓ What we teach is like, look, it's the extreme ownership model. have to instill ownership and empower our people, which means they're going to screw up. And by the way, Mr. Leader, if you're going to flip out when somebody makes a mistake on your team, I'm not your guy because that's not ever going to get you where you want to be. it's a hard thing for people who have built something, right? It's my baby kind of thinking, well, that's great, except you're stuck. You you're not an entrepreneur. You just have another job. You have happened to own the company, but it's a job. And that resonates well with people because most of them have not thought about that unless they talked to somebody like you, or they happen to read a podcast. I mean, read a book or ⁓ an article. And it's like, well, I didn't sign up to work 80 hours a week for the rest of my life. That's not what I had in mind. Okay. Well, how are you going to get out of that? Well, you're going to engage and empower and teach your people how to do what you do. the way you want it done or the way they can figure out how to get it done. Well, satisfied the requirements of the customer. so ⁓ think most people, when they hear that it ⁓ a bell somewhere. And ⁓ use ⁓ if you won the lottery versus what if you got hit by a truck, ⁓ to be more positive, ⁓ All these people who depend on you, you've built this team of seven or eight people. Those families depend on what you're doing, buddy. So if you win the lottery and tell them good luck, how's that going to land? So it's, it's really kind of teaching them the thought process behind. Let's think through this thing, man. You're, you're 55 or 60 years old, whatever age you are. You want to be doing this for 10 more years, or you're just going to walk away one day. What's, what's your exit plan for yourself? So you can enjoy this thing that you've built. Shawn Sundsvold: Yeah, I'm know, obviously we're all entrepreneurs on this call and we've, sure we've all had 80 hour weeks, ⁓ 90 weeks, you know, we've all put in the time, right? ⁓ And. it can be completely exhausting. So kind of on that and how you're coaching other people in how to spread that out, how are you doing that yourself to prevent burnout or uncertainty? Like what are your kind of tricks and tactics to help you stay focused and not burn yourself out? Beau Groover: Another great book. name escapes me. The is Who Not How. Shawn Sundsvold: Yes, it's a good book. Beau Groover: Um, I've got, wish I could remember Dan, I Dan something. so what I've, what I'm doing, I'm, still working on it, right. And I don't proclaim to be an expert on any of this stuff. I'm trying to figure it out best I can. Um, on the recruiting and staffing side, I went and found somebody with 17 years of experience and I brought him in and he's an absolute rock star. He's killing it. I'm pretty much not involved in his business. I'm a sounding board for him. I'm a refer to him. I bring business and customers and conversations, but I'm not in the weeds with him. I don't ask him how he's doing that stuff. It's more like, we're partners in this thing. I'm trying to do the same thing on the consulting side. the problem is if good at the front end part of selling, it's because you know what the heck you're talking about. And so when the customer brings in my, new business partner, who's a, again, just a brilliant human being, great guy, they want him to be their guy. So my sales guy has got pulled into consulting and now I don't have a sales guy. it's vicious cycle. Sean, I've been fighting this thing for 11 years. ⁓ I'm, blessed to have it, but it's still a problem. ⁓ but that that's what I'm doing. I hire. Shawn Sundsvold: Yeah. Beau Groover: really talented, great people. vet them every which way. know how, uh, usually it's people that I've known for years before I bring them into the organization. What I've got to figure out is like, all right, how, how can I have the sales guy not get sucked into the customer because he's super talented and the customer is like, all right, I want you to do this work. I don't do that. Shawn Sundsvold: Yeah. Yeah. Kelly Sundsvold: Yep, for sure. So kind of continuing on that conversation, so recruiting and staffing, that's really become ⁓ natural extension of your consulting work. And tied with that, with the manufacturing space, when did you realize that was missing in ⁓ that Beau Groover: It wasn't so much missing. ⁓ more of ⁓ I'm ⁓ or my team are already in there coaching and consulting a customer, we understand their challenges. We understand their culture. We understand what's needed. We understand the equipment that they're using. So it was just so much easier to say, Hey, look, I you need some people. We understand your business. Let us handle that for you. And so it was, don't know guys are familiar with the concept of apply wheel where you've got multiple things referring. Kelly Sundsvold: Yes. Yes. Beau Groover: to each other. That's the model. We're still in proof of concept. From the consulting side, I've brought a ton of business to the staffing and recruiting. We haven't yet seen it come back the other way a lot. But it's just a natural fit. it wasn't like some insight on my part. was like, all the customers need this. Makes sense from our perspective. know we can help you get better people faster. And manufacturing needs to move fast. So it was more of a Shawn Sundsvold: Mm-hmm. Beau Groover: Necessity is the mother of invention kind of thing. Shawn Sundsvold: Yeah. And manufacturing in and of itself, it's kind of a unique industry, right? Because you're, dealing with equipment, you're dealing with people, you're dealing with the resource, ⁓ constraints, right? If then supply chain, ⁓ also dealing with deadlines, right? And all of those things have to work together in the manufacturing world for, for a company to be successful, right? So I'm curious in your observations, what separates high-performing manufacturing teams the ones that are constantly putting out fires and almost playing whack-a-mole on what's happening in their business. Beau Groover: Culture. I can, I can answer that and I'll use more than one word, but I can tell you that it's culture. It's the leaders who understand that they've got to engage. They've got to empower their people. can't treat them like a number. They can't just like, you Hey, clock in, go hang out with Joe. Don't get hurt. Good luck. the folks who lean into their people. ⁓ I think there's something about the kind of the blue collar. Bootstrap nature of manufacturing that attracts those people so it's not a foreign concept to most think there's there's two ⁓ fundamental challenges one is Manufacturing a high engineering bent to it And a of companies get really excited about hiring the super smart engineer with all the fancy degrees, but he doesn't do people Right. It's a spreadsheet. It's a chart. It's a graph. Well Shawn Sundsvold: Mm-hmm. Yeah. Beau Groover: You know the blue collar guy who barely made it to 10th grade doesn't care about your chart He wants to know can he get his kid to baseball practice this afternoon? so that is a a fundamental challenge and the other one is we've spent the last 20 years telling kids that if they don't go to college they're less than and Kids who might be curious they took apart their dad's lawnmower and they like to around on their bicycles. Those kids have been like, well, I really like this, but you tell me I suck if I don't go to college. Well, I'm going to go to college, probably going to fail out. And then I'm going to end up working weird part-time jobs until I'm 30. Hopefully I figure it out versus, you know, when I came up, we had trade schools, I had vocational schools, like had shop class. I was already in that space and I had a support network that said, Hey dude, manufacturing is kind of cool. Shawn Sundsvold: you Beau Groover: man, look at this, they're welding, they're painting, they're putting stuff together. I'm like, yes. So, I think we've done a huge disservice to our young people. And I think there's a whole bunch of folks out here, myself included, trying to talk to kids about this, you know, now we're headed into this technology phase that is just neck snappingly fast. Dude, you can program robots, man. You can work on coding. can work on artificial intelligence right here in the manufacturing space. so think those challenges remain. ⁓ just hope we can solve it before the robots take over. Shawn Sundsvold: Yeah, I am. It was interesting as you were talking about like getting kids involved in their curiosities, right? I'm thinking about my son, right? Who he was 13 or 14 and learned from our neighbor about putting a lawnmower together, right? So it was like those things and he's interested in like cars and he's interested in, you know, all the trades. type of things and you know we're lucky enough in our area that we have a program like that but he's starting you know he's 17 and he's going to be starting an apprentice a plumbing apprenticeship like monday right so so we've we were lucky enough to find him a spot like that but for you know i want to take this in an interesting direction but for people like Beau Groover: That's awesome. Shawn Sundsvold: us or you or whoever who have kids that are kind of in that curiosity realm, how do you coach parents on that? Like, you know, it just seems like a good point to kind of move on to here at the moment of, know, what you're seeing and how do you how do you help parents and coach their kids into these trades or these skills that maybe they have but don't necessarily know how to branch out on? Beau Groover: question that I don't think I've spent a lot of time thinking about the parents. I know about you guys, but my experience with parents is most of them are pretty delusional about their kids. Right. And the kids playing baseball at seven years old and I think he's going to make it to the big leagues and it's like, okay, well, maybe not. just ⁓ idea like is not for everyone. Right. I'm I'm I've got it. I've got a ⁓ 17 year old son, like you guys. Shawn Sundsvold: there. Beau Groover: He's not interested in manufacturing at all. Right. He's interested in playing video games. He's interested in hanging out with his buddies and playing football. So he hasn't even kind of shown that interest yet. I'm, trying to coach myself through that. like, man, come, come help me. gotta, I gotta work on the car this weekend. I gotta, you know, do whatever. And doesn't mind going out there with me, but the minute I turn him loose, man, he, he's a. memory in my mind. He's back in front of that computer clicking around doing his thing. So I don't know and I don't know how to help parents say look at your kids from a honest lens. Not that you want them to go solve cancer and all those wonderful things. Maybe if your kid is not great at school, don't like paying attention. They can't sit still. Hey, you know. Take them to a factory, take them to a trade show, take them to something and say, look at all this cool stuff that is happening. Man, aren't robots cool? Well, the video game kids think robots are cool. Right. And AI, your opinion about AI does not matter. It's coming. we like it or not, it is coming. And hey, you know, I know you like those video games and you like the idea of writing code. What do you think about working on robots in a shop floor? Because now Shawn Sundsvold: Yeah. Beau Groover: can have fun. don't have to be all stuffy in an office. You don't have to sit behind a desk. You can get out here and do something. think that's the right conversation, but I don't most parents are very introspective about their kids and their aptitude and the way their kids are put together. So ⁓ great Sean, but I ⁓ don't an answer for that one. Kelly Sundsvold: Okay, so looping back to something you actually mentioned earlier was about culture. You know, when you were asked about like, and I love the analogy too of like not treating people like numbers or like just like you come in, you sit in a seat, you do your job, like get to know these people a little bit, you know. what role has company culture played in your success in your business? And then also like with the manufacturers that you work with. Beau Groover: Well, I think, know, Peter Drucker is, is ⁓ with saying culture, each strategy for breakfast. And I love that quote. And the way I've always thought about that quote was it doesn't matter if you've got the best strategy in the world. If your people don't give a crap, they're not going to execute it. Well, conversely, if you've got even a crappy strategy, but your people are bought in and engaged, they'll figure it out and make it work for you. So, ⁓ Culture is one of those words. think we throw it around a lot. don't think people spend a lot of time thinking about what culture means, but it's really like, how do we move together? How do we communicate? How do we support each other? Do we point fingers or do we lift each other up? Do we jump into problem solving or do we spend three days trying to figure out who to yell at? you hear weird phrases like, just want one throat to choke. Meaning I want somebody to be in charge of this project. And that equates to one throat to choke. And I'm like, man, I've been working for you as a blast. Shawn Sundsvold: Yeah. you Beau Groover: it is recognizing we as humans, we're pretty diverse creatures, right? Aristotle said people need four things to be motivated. They need to love and be loved. Right. They need to feel part of something bigger. They need to be challenged. And there's one other that me. ⁓ Heard and understood. Sorry. Shawn Sundsvold: Mm. Beau Groover: Heard and understood. And so when we're teaching leaders like, look, whether you like it or not, you need your people to buy into your vision. Your job is to tell them what needs to be done and why it's important and then get the heck out of their way and let them figure out how. So if I'm encouraging people, I show them that I care about them. I'm listening to what they say, and then I'm challenging them to be better. I've got three of the four covered. As long as we start winning, they will then feel like they're part of something bigger. So we're off to the races When people get that, whether it's through our coaching or they read a book or whatever it is and they go, Oh, if my people care, we're going to perform better, which is going to make me look better. We're going to make more money and grab more market share. Then they start getting interested in it. Um, I think there's a lot of leaders that think, you know, they, they use weird words. We've got an entrepreneurial spirit of go-getters out there and you talk to them. They, that guy's a jackass. He works, we're successful in spite of that lunatic. He's an idiot. Um, And so there's just this huge disconnect because they don't intentionally spend time thinking about culture. Like they do a new software program or a new logo or a new product. Culture is the thing. when you get it right, it's kind of hard to lose when you have it wrong. It's almost impossible to win. Shawn Sundsvold: Yeah, I think it's, I love how you kind of put it as like, are we a place that builds people up or are we a place that tears people down? Right. And, you know, while there's a lot of things I think that could describe culture, I think it can literally be boiled down to that in just a sentence, right? Because in cultures that in businesses where people are encouraged and built up, the success rate is so much higher and people stay longer. You know, they, they trust their leaders more, you know, because they're given those opportunities to almost fly and fail sometimes, right? Whereas in those other organizations, you kind of talked about the one throat to choke, right? You know, the one person who's responsible, you know, that can create a lot of fear, right? And you're afraid to make mistakes. You're afraid to get it wrong. You're afraid to try new things. And because of that ingenuity and innovation stops. Right. So I love how you said that. So thank you. So for those like we've. Our audience is a lot of small business owners, right? And for those who are listening and might feel overwhelmed, stretched in, maybe they're stuck in that survival mode of just, can't get out of the weeds, right? What's thing you'd want to tell them today in how to move forward? Beau Groover: ⁓ This is going to sound like a shameless plug, but it's not meant to be. Okay, so my partner and I wrote a book called GSD rules we like that. It's kind of a double entendre. Like here's the rules for getting stuff done and getting stuff done rules. So step one of that is clarity. And what would tell all of those people is if you're feeling stretched thin, if you're feeling overwhelmed, if you're feeling all of those things, Start with step one and beat clarity into the ground until it's blindingly clear. I had a mentor one time that says, Bo, if you can't describe what you're doing in one sentence, you don't know what you're doing. And that has stuck with me. And so as entrepreneurs, and I struggle with this myself, I'm an idea guy. love flying at 50,000 feet and you know, coming up with the stuff. Execution is where it's at. And so. Shawn Sundsvold: Mm-hmm. Beau Groover: what I see a lot of small business leaders and entrepreneurs is they're just trying to do too much. If you've got something that's working, you ought to put 85 % on your effort on how do you make that work or expand it or grow it or increase it or the velocity, whatever the thing is, rather than trying to say, right, what else can I change about this? Let me tweak it. Let me add it. Let me, you know, and they keep Shawn Sundsvold: Mm. Beau Groover: Spreading themselves thin and then they're frustrated because they're spread so thin. It's like you kind of did it to yourself, man I empathize right there's no judgment, but it's like Here's what's happening. And by the way when you have clarity in that plan You can start filtering your ideas through that So is this idea more impactful than what we originally said? If yes, then let's retool the plan if no, let's say hey, let's look at that again in 90 days Let's see where we are and reevaluate it Shawn Sundsvold: Yeah, Thank Kelly Sundsvold: Yeah, that's really good. So as we wrap up here, what is a good way for people to get in contact with you if they're interested in learning more about what you do? Beau Groover: Well, much like you guys, my wife is my partner in crime. I am everywhere. ⁓ got hours and hours of content. So we've got LinkedIn. We've got YouTube. And we just launched a TikTok channel. What we try to do there ⁓ is the shameless plugs and trying to sell stuff. It's little short ideas about leadership, little short ideas about execution. Obviously, a lot of it centers around GSD. Shawn Sundsvold: you Beau Groover: The book is based on Lean Six Sigma and organizational psychology, right? So we tried to bring those two together. look up the Effective Syndicate on YouTube, look up Bo Groover on YouTube, TikTok, LinkedIn. Kelly Sundsvold: That's amazing. It's amazing. Well, Bo, it was great having you on this conversation and on this podcast. Appreciate you sharing insights about leadership and systems processes and in the manufacturing space, which I think it's a little underrepresented sometimes. Beau Groover: Well, thank you guys for having me. This was wonderful. love the questions. You guys did a great job of keeping this thing moving and lighthearted and fun. So thank you. This was very fun. Kelly Sundsvold: Yeah, yeah, no problem. We'll see you online, yeah. Shawn Sundsvold: Awesome. we'll make sure to the link to your book in the show notes as well people can go out and grab that if they're interested. Beau Groover: Perfect, thank you. And if you guys will share your mailing address, I'll shoot you a copy. Shawn Sundsvold: Appreciate that. Kelly Sundsvold: Awesome. Thank you so much.