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#7 - The Habits That Separate High Performers From Everyone Else · TWO GUYS IN TIES

• 0:03
  SPEAKER_02: Two guys in ties.
• 0:06
  SPEAKER_02: Welcome back to Two Guys in Ties.
• 0:08
  SPEAKER_02: I am your am I your host or co-host today, Mitch?
• 0:11
  SPEAKER_02: Last time you were the host and I got the co-host.
• 0:13
  SPEAKER_02: Can I be the host?
• 0:14
  SPEAKER_00: Sure.
• 0:15
  SPEAKER_02: Alright, thanks, buddy.
• 0:16
  SPEAKER_02: I think Reagan and Mitch let me have a position of you're the co-host too.
• 0:23
  SPEAKER_02: I'm not the co-host again.
• 0:24
  SPEAKER_02: Come on, I wasn't the host.
• 0:26
  SPEAKER_02: You were always the co-host.
• 0:27
  SPEAKER_02: Damn it.
• 0:28
  SPEAKER_02: You people.
• 0:29
  SPEAKER_02: Alright, today we're gonna talk about the habits that separate high performers.
• 0:35
  SPEAKER_02: By the way, I want to I want to finish that sentence that separate high performers from everyone else.
• 0:41
  SPEAKER_02: What's the difference between a high performer and a performer?
• 0:46
  SPEAKER_00: Yeah, I think uh it's a good question.
• 0:50
  SPEAKER_00: And I think it's it's almost like what's the difference of exceptional and perfect, right?
• 0:54
  SPEAKER_00: It's that last five percent that really kind of brings greatness.
• 0:58
  SPEAKER_00: I think uh I think one of the biggest things is you can be a high performer in your job, right?
• 1:04
  SPEAKER_00: But if you're looking at your job as a career, you're looking for things to do outside of your job that show those above you.
• 1:12
  SPEAKER_02: You mean outside of your core responsibilities?
• 1:14
  SPEAKER_02: Exactly.
• 1:15
  SPEAKER_00: Okay, yeah, you're you're looking for ways to make an impact in the company.
• 1:18
  SPEAKER_00: It's not just about performing on certain metrics above and beyond and exceeding expectations.
• 1:24
  SPEAKER_00: I think it comes down to switching the lens to how can I make an impact on the business?
• 1:29
  SPEAKER_00: How can I help the company get to their goals?
• 1:31
  SPEAKER_00: And when you when you frame it like that, it's it's almost hard not to be seen as a top one percenter in your company.
• 1:38
  SPEAKER_02: It's interesting when you say something like top one percenter.
• 1:40
  SPEAKER_02: I want to go go to this.
• 1:41
  SPEAKER_02: I'm gonna ask both of you guys this.
• 1:43
  SPEAKER_02: Reagan, if you lined up 10 people and you ask them, step forward if you think you're a top 10% performer, how many people of those 10 do you think would step forward?
• 1:54
  SPEAKER_01: Ooh.
• 1:56
  SPEAKER_01: Maybe half.
• 1:58
  SPEAKER_02: Right.
• 1:59
  SPEAKER_02: But look at the math.
• 2:01
  SPEAKER_02: It doesn't work that way, right?
• 2:02
  SPEAKER_02: That's 50% think they're a top 10%.
• 2:06
  SPEAKER_02: It doesn't work that way.
• 2:07
  SPEAKER_02: Out of that group, right?
• 2:08
  SPEAKER_02: Who is in the top 10%?
• 2:10
  SPEAKER_02: How many can be the top 10% out of 10 people?
• 2:14
  SPEAKER_02: It's a math question.
• 2:15
  SPEAKER_00: One.
• 2:16
  SPEAKER_02: One, good for you.
• 2:17
  SPEAKER_02: All right.
• 2:18
  SPEAKER_02: So, and Mitch, you just said top 1%.
• 2:20
  SPEAKER_02: How many people do you have to have to be a top 1%?
• 2:23
  SPEAKER_02: And you have to be better than how many?
• 2:25
  SPEAKER_00: Yeah, you have to be better than 99 out of 100.
• 2:28
  SPEAKER_02: Right.
• 2:29
  SPEAKER_02: Most people think they are, most people aren't.
• 2:33
  SPEAKER_02: But here, we're here to tell you how you can be one of those people, right?
• 2:38
  SPEAKER_02: We're gonna share some stories, we're gonna share some examples, some things that you can do, and I think you already had a mindset.
• 2:44
  SPEAKER_02: I want to go deeper on mindset, right?
• 2:47
  SPEAKER_02: What is the mindset that one of these top high performers have that others generally don't?
• 2:55
  SPEAKER_00: Yeah, a growth mindset.
• 2:57
  SPEAKER_00: So growth versus what?
• 2:58
  SPEAKER_00: Fixed.
• 2:59
  SPEAKER_00: Okay, what does that mean?
• 3:00
  SPEAKER_00: Yeah, I think the way I mean we can get into the psychology behind it, but I think the way it shows up is you're open to feedback, you're coachable, you're moldable, you're willing to put your ego to the side because you know that you want to be better and you know that you're capable of being better.
• 3:15
  SPEAKER_02: And I think that's I think that's absolutely right.
• 3:18
  SPEAKER_02: I also think it's not just putting your ego aside, it's also making sacrifices.
• 3:24
  SPEAKER_02: You're willing to sacrifice, you're willing to come in earlier, you're willing to stay later when you get that feedback that says, hey, you're performing, but I think you've got more, and I think you could be better, and here's what you need to do, and you're willing to do those things.
• 3:42
  SPEAKER_02: That's what makes you a high performer.
• 3:44
  SPEAKER_02: A performer, somebody who is an adequate performer, might not do that.
• 3:49
  SPEAKER_02: They might still have a growth mindset, but they might not make the sacrifices required to be a high performer.
• 3:54
  SPEAKER_02: And think about it.
• 3:56
  SPEAKER_02: If you, if Reagan, what'd you say?
• 3:58
  SPEAKER_02: 10 people, five people will step forward, but mathematically, only one person is a top 10%.
• 4:05
  SPEAKER_02: Think about it now.
• 4:06
  SPEAKER_02: And you've played competitive soccer growing up.
• 4:09
  SPEAKER_02: The people that were the stars, did they do anything differently than the others?
• 4:14
  SPEAKER_01: Yeah, extra practices, extra running.
• 4:20
  SPEAKER_01: Everything.
• 4:20
  SPEAKER_02: Yeah.
• 4:21
  SPEAKER_02: So when when you think about this, and I I use this example, I don't know if I said shared this in the one of the pods, but you know, I have a friend who's a two-time Olympic pole vaulter.
• 4:30
  SPEAKER_02: He trained you, Mitch.
• 4:31
  SPEAKER_02: And he used to tell me these stories when he was competing in different games.
• 4:35
  SPEAKER_02: He would find out sometimes he'd room with his competition, and they would say, Hey, do you want to get a workout in?
• 4:40
  SPEAKER_02: He'd say, Yeah, yeah.
• 4:41
  SPEAKER_02: What time do you want to work out?
• 4:42
  SPEAKER_02: Uh let's meet at six, let's do a 6 a.m.
• 4:45
  SPEAKER_02: workout.
• 4:45
  SPEAKER_02: He would wake up at four and get a workout in for 45 minutes, then go to sleep for another hour, and then wake up and get a 6 a.m.
• 4:54
  SPEAKER_01: Can I tell that story?
• 4:55
  SPEAKER_02: Yeah, yeah, but think about it.
• 4:56
  SPEAKER_02: It's going above and beyond, it's doing that extra step.
• 5:00
  SPEAKER_02: I think this is something people need to hear a couple of times.
• 5:03
  SPEAKER_02: Thanks for reminding me.
• 5:04
  SPEAKER_02: Are you calling me uh memory impaired?
• 5:06
  SPEAKER_01: Calling you a single story house.
• 5:12
  SPEAKER_02: My house has two stories.
• 5:14
  SPEAKER_00: All right.
• 5:14
  SPEAKER_00: Um, you know, I think, and that that's a really great point, is not everyone's a high performer and not everyone wants to be.
• 5:22
  SPEAKER_00: You know, and I think in today's world, we see a big shift in where work fits on the priority list.
• 5:27
  SPEAKER_00: I think back in the day it was always pretty high.
• 5:30
  SPEAKER_00: Uh now it fits in different places, and I think to each their own, um, you got to figure out what if where it fits for you, but you also have to understand that there's an opportunity cost either way, right?
• 5:41
  SPEAKER_00: The sacrifice you talk about putting career lower on the list is gonna also sacrifice potential earning, uh, career growth, um, because you will be passed up by those who put work higher on the totem pole.
• 5:55
  SPEAKER_02: Can we talk about work-life balance and how this plays a part in being a high performer?
• 5:59
  SPEAKER_02: Yeah.
• 6:00
  SPEAKER_02: I think it's important to talk about.
• 6:01
  SPEAKER_02: Reagan, what do you think about work life balance and what does it make you think of when when you hear that?
• 6:05
  SPEAKER_01: You're saying that you can only be a high performer if you're staying after, if you're showing up early.
• 6:12
  SPEAKER_01: But can someone be a high performer eight to five?
• 6:16
  SPEAKER_01: They're doing their work.
• 6:18
  SPEAKER_02: I no, I think they're a performer.
• 6:20
  SPEAKER_01: Really?
• 6:20
  SPEAKER_02: Yeah, I I don't know, at least at the beginning, I've never seen anybody walk into a job and be able to do that job really, really well at the beginning without putting in extra effort.
• 6:32
  SPEAKER_02: And what happens is I like to look at this like you know the concept of a learning curve, right?
• 6:37
  SPEAKER_02: Okay.
• 6:38
  SPEAKER_02: So you're when you're brand new in a job, you're you're in you're facing a learning curve, right?
• 6:44
  SPEAKER_02: That curve goes up, right?
• 6:47
  SPEAKER_02: Think about this.
• 6:48
  SPEAKER_02: If I use the same effort to do this to walk on a flat surface as I am going uphill, will I go the same speed or slower?
• 6:58
  SPEAKER_02: Same effort.
• 7:00
  SPEAKER_02: Which is it?
• 7:01
  SPEAKER_02: Same speed or slower?
• 7:02
  SPEAKER_02: Slower.
• 7:02
  SPEAKER_02: You'll go slower.
• 7:03
  SPEAKER_02: So I have to give extra effort when I'm facing that learning curve.
• 7:07
  SPEAKER_02: Once I know it, that learning curve flattens.
• 7:10
  SPEAKER_02: And then I can do the same with less.
• 7:14
  SPEAKER_02: But until then, until I know it well, if I want to be a high performer, I've got to give more.
• 7:20
  unknown: Right?
• 7:20
  SPEAKER_01: And what once you know it, like in the beginning.
• 7:23
  SPEAKER_02: Yeah, but I I remember when I got into executive search, I told my wife, the beauty of this is I'm not gonna be traveling 70% like my old job, whereas a VP of sales, I'm gonna be home at night.
• 7:34
  SPEAKER_02: I'm gonna be home every night, but three nights a week, four nights a week, I'm gonna be going to events because I got to go meet people, I gotta build our business, I gotta build my practice.
• 7:43
  SPEAKER_02: And so, do I do that today, Reagan?
• 7:46
  SPEAKER_02: Am I going to events four nights a week?
• 7:47
  SPEAKER_02: No, no, I'm not.
• 7:49
  SPEAKER_02: So, over time, and would you say that I performed at a high performing level?
• 7:54
  SPEAKER_02: Have I built a company?
• 7:55
  SPEAKER_02: Yeah, have I built a life that I love?
• 7:58
  SPEAKER_02: Yeah, yeah, but it didn't come without making other choices.
• 8:02
  SPEAKER_02: And this is when I want to bring up work-life balance.
• 8:04
  SPEAKER_02: Okay, I think people mistake work-life balance for work-life harmony.
• 8:11
  SPEAKER_02: And it's something that my coach Zach has taught me.
• 8:14
  SPEAKER_02: And I think it's the most important thing because when things are in harmony, they're feeling really good.
• 8:20
  SPEAKER_02: What do you think of, Mitch, when you hear about balance?
• 8:22
  SPEAKER_02: Right?
• 8:23
  SPEAKER_02: If you if you think of a scale, what does balance imply?
• 8:27
  SPEAKER_02: Yeah, they have to be equal.
• 8:28
  SPEAKER_02: Right, right.
• 8:29
  SPEAKER_02: And guess what?
• 8:30
  SPEAKER_02: Sometimes they're unequal, right?
• 8:33
  SPEAKER_02: Sometimes you have to work harder, right?
• 8:36
  SPEAKER_02: Or sometimes you need to be more present in your family life, right?
• 8:41
  SPEAKER_02: So they aren't always equal, are they?
• 8:43
  SPEAKER_02: Like, Mitch, how hard did I work when you were growing up?
• 8:47
  SPEAKER_02: Really hard.
• 8:48
  SPEAKER_02: Okay.
• 8:48
  SPEAKER_02: And what do we do every couple of years in the summertime?
• 8:51
  SPEAKER_02: We go to Spain for a month.
• 8:52
  SPEAKER_02: For an entire month.
• 8:53
  SPEAKER_02: Would I disconnect?
• 8:54
  SPEAKER_02: Yep.
• 8:55
  SPEAKER_02: I didn't even remember, I would I would turn off my cell phone and we bought burner phones in Spain.
• 9:00
  SPEAKER_02: And I would tell my partner, don't call me.
• 9:02
  SPEAKER_02: Call me if you have an emergency.
• 9:04
  SPEAKER_02: Here's the number.
• 9:05
  SPEAKER_02: I remember talking to him twice in a month once.
• 9:07
  SPEAKER_02: And Chris was great about that because I always gave him at least a year notice.
• 9:11
  SPEAKER_02: But how many people have you heard of that have taken an entire month off in the middle of their work year, in the middle of their career, to go rent a house in Spain with their family?
• 9:19
  SPEAKER_02: Have you heard of that before, Reagan?
• 9:20
  SPEAKER_01: No.
• 9:21
  SPEAKER_02: Right.
• 9:22
  SPEAKER_02: So I might have been out of balance from time to time, but man, I was in harmony.
• 9:27
  SPEAKER_02: And those are the real those are the experiences I remember.
• 9:30
  SPEAKER_01: What's your point of view, Mitch, on that?
• 9:33
  SPEAKER_00: Yeah, I think uh I I I call it work-life integration, right?
• 9:37
  SPEAKER_00: Or or work-life blend.
• 9:39
  SPEAKER_00: Like for me, I feel like when you do what you love, it doesn't feel like a balance that you're fighting a scale.
• 9:45
  SPEAKER_00: Uh because the work I'm doing is fulfilling and purposeful and impactful.
• 9:50
  SPEAKER_00: And I also have a very clear path to building the dream life I want to creating financial abundance.
• 9:58
  SPEAKER_00: So I see the benefit of putting in more.
• 10:01
  SPEAKER_00: Um but I also have the ability by putting in more now to style it back at certain times.
• 10:08
  SPEAKER_00: So I think it comes down to what you do and if you love it.
• 10:11
  SPEAKER_00: I think the more you love what you do, the more your work fulfills you outside of just a paycheck, the less balance really truly matters because you're doing something that fills your cup.
• 10:23
  SPEAKER_02: Yeah, I think that's a really, really good point.
• 10:25
  SPEAKER_02: I think the fulfillment part of it doesn't make it feel like work.
• 10:29
  SPEAKER_02: You know, and I also think in this day and age, we have balance.
• 10:32
  SPEAKER_02: What was I just saying to you earlier today, Reagan?
• 10:36
  SPEAKER_01: About what?
• 10:37
  SPEAKER_02: I don't know.
• 10:37
  SPEAKER_02: Your husband works odd hours, right?
• 10:39
  SPEAKER_02: Yeah, he works like what two days on?
• 10:41
  SPEAKER_01: Four days off.
• 10:42
  SPEAKER_01: Yeah.
• 10:42
  SPEAKER_01: He said if I ever need to take time and take an hour and hang out with him and then work a little later, then I can do it.
• 10:51
  SPEAKER_02: So it work doesn't have to be an eight to five thing.
• 10:53
  SPEAKER_02: Now, sometimes it is because we've got kids in school and we want to get home and do things.
• 10:58
  SPEAKER_02: And, you know, I I have one of my partners in New York who's an avid golfer, has a house out in the Hamptons, and she says, you know, I might be out playing golf a couple days a week, but I do get back, and after I might do a dinner with a client, I might be on my email from eight to ten o'clock catching up on a bunch of stuff and do when I need to run my business.
• 11:16
  SPEAKER_02: That's my ideal life.
• 11:18
  SPEAKER_02: So everybody has a little bit different ideal life.
• 11:21
  SPEAKER_02: Today we're talking about high performers, right?
• 11:24
  SPEAKER_02: And high performers separate themselves from everybody else.
• 11:27
  SPEAKER_02: It doesn't mean everybody else is bad.
• 11:30
  SPEAKER_02: It just means if you want to be a high performer and that's what this episode is about, what are the things that you can do?
• 11:36
  SPEAKER_02: Some people don't want to be, some people want to solve a problem.
• 11:39
  SPEAKER_02: The problem is I want to feel fulfilled to your point, Mitch, and I want to make money and want to pay my bills.
• 11:47
  SPEAKER_02: But I want to live, I want to be able to shut it off at five o'clock and go to the beach or go running or go work out, and I don't want to think about anything.
• 11:56
  SPEAKER_02: And that's okay too in certain jobs.
• 12:00
  SPEAKER_02: But in other places, you I don't know that you can be a high performer doing that.
• 12:05
  SPEAKER_00: I mean, the other thing I'll share too to think about this, it isn't just about working more, it's about investing in yourself.
• 12:11
  SPEAKER_00: When you think about Tom Brady, he doesn't play football every day, 15 hours a day.
• 12:17
  SPEAKER_00: He's in the gym, he's working with a nutritionist, he's working on his flexibility, he's doing conditioning.
• 12:23
  SPEAKER_00: Um, you know, I think that's a big part of this, right?
• 12:25
  SPEAKER_00: It could be you do clock off at five, three days a week, two days you put in a little more, but then you're reading books.
• 12:31
  SPEAKER_00: You're you know, you want to be better at public speaking, you're you're doing Toastmasters or improv.
• 12:35
  SPEAKER_00: Like, I think this isn't just about working more, it's about expanding who you are to become a superior athlete in business.
• 12:44
  SPEAKER_02: That's a really good point.
• 12:45
  SPEAKER_02: I call that working on your craft.
• 12:47
  SPEAKER_02: It may be not be working in the business, but it's to your point, it's rounding you out as the best version of yourself, you know, and it's self-improvement.
• 12:57
  SPEAKER_02: Yep.
• 12:57
  SPEAKER_02: So I agree with that.
• 12:59
  SPEAKER_02: I do think people that become high performers do build out these other areas.
• 13:05
  SPEAKER_02: And that's one of the things we want to talk about today as well, is high performers seek opportunities.
• 13:11
  SPEAKER_02: You brought this up at the beginning.
• 13:12
  SPEAKER_02: They seek opportunities outside of their core job to help the company.
• 13:17
  SPEAKER_02: And sometimes that means we talked about this in one of our earlier podcasts, going to networking events.
• 13:23
  SPEAKER_02: Hey, business is our number one issue.
• 13:25
  SPEAKER_02: Remember how tough business was a couple of years ago?
• 13:28
  SPEAKER_02: It was I told everybody in the company it's everybody's job to help us bring in business.
• 13:33
  SPEAKER_02: Even if you're not a salesperson, right now we need all hands on deck helping us bring in business, right?
• 13:40
  SPEAKER_02: Think about it.
• 13:40
  SPEAKER_02: If we're in a boat and that boat has a leak and we all have a bucket, should we be looking at the people whose job it is to bail?
• 13:48
  SPEAKER_02: Or should we all grab a bucket and bail?
• 13:52
  SPEAKER_02: Reagan?
• 13:53
  SPEAKER_01: I'll grab a bucket.
• 13:55
  SPEAKER_02: I think that could have been a rhetorical question.
• 13:57
  SPEAKER_02: Yeah, why would you ask that?
• 13:59
  SPEAKER_02: So it's a rhetorical question, but we got it.
• 14:01
  SPEAKER_02: All grab a bucket.
• 14:02
  SPEAKER_02: Sometimes everybody should.
• 14:04
  SPEAKER_02: Now, most people don't because they stay in their silo, they stay in their lane.
• 14:09
  SPEAKER_02: You gotta unsilo yourself if you want to be a high performer.
• 14:12
  SPEAKER_00: Yeah you know, yeah, absolutely.
• 14:14
  SPEAKER_00: And another thing I'll share, and this is uh a concept I learned from my life coach.
• 14:19
  SPEAKER_00: Uh, don't mistake movement for productivity.
• 14:22
  SPEAKER_00: Another thing is you can be a high performer um by generating outcomes, right?
• 14:27
  SPEAKER_00: A lot of people put in the work.
• 14:29
  SPEAKER_00: Oh, I'm a I'm a top performer because I show up every day and do the job.
• 14:33
  SPEAKER_00: Um, but some people are really good at the job where they don't have to put in that much input for a pretty great output.
• 14:39
  SPEAKER_00: Yeah.
• 14:40
  SPEAKER_00: So I think that's another thing to focus on.
• 14:42
  SPEAKER_00: It's not about just showing up and clocking in and clocking out and doing that well.
• 14:46
  SPEAKER_00: Uh, and that's where we talked about the craft.
• 14:48
  SPEAKER_00: It's about outcomes, it's about creating real impact, even in your actual role.
• 14:53
  SPEAKER_02: And I think that's when you're up on the learning curve, right?
• 14:56
  SPEAKER_02: When you're still climbing the learning curve, yeah, you're gonna need to do more.
• 15:00
  SPEAKER_02: But once you're up on that curve, then you build out your craft, you build out your brand, you build out your relationships, and I think at that point you become a true professional in your craft.
• 15:10
  SPEAKER_00: Yeah, and I think it's about expanding capacity.
• 15:12
  SPEAKER_00: So, like even for our recruiters, our top recruiters make the least amount of calls.
• 15:17
  SPEAKER_00: But by a by by doing so and taking on a little bit more, they can now almost one and a half their capacity for a pipeline.
• 15:25
  SPEAKER_00: So now they're filling even more search without even putting in the same input as someone new.
• 15:31
  SPEAKER_00: Yeah, because they've fully mastered it.
• 15:33
  SPEAKER_00: They're more effective.
• 15:34
  SPEAKER_00: Exactly.
• 15:34
  SPEAKER_02: Yeah.
• 15:35
  SPEAKER_02: Reagan, have we answered your toxic work environment concern?
• 15:39
  SPEAKER_01: Yeah.
• 15:39
  SPEAKER_02: What do you think?
• 15:40
  SPEAKER_02: Have we tackled that?
• 15:42
  SPEAKER_01: You have, yes.
• 15:43
  SPEAKER_02: Okay.
• 15:43
  SPEAKER_02: Because, you know, one of the things, and this is something I talked to you about this morning, I want to change my schedule.
• 15:49
  SPEAKER_02: Right?
• 15:50
  SPEAKER_02: I why?
• 15:51
  SPEAKER_02: Do you remember?
• 15:52
  SPEAKER_01: You want to slow down.
• 15:53
  SPEAKER_02: I just want to I want to change the content, right?
• 15:56
  SPEAKER_02: I am back to how often am I back to back?
• 15:59
  SPEAKER_01: A lot.
• 16:00
  SPEAKER_02: Lately I've been starting at 7 a.m.
• 16:02
  SPEAKER_02: and it's been killer.
• 16:03
  SPEAKER_02: I it's it's a lot.
• 16:04
  SPEAKER_02: I like to get a workout in the morning, and when I was doing really well, I was starting at 8 30, I'd get a workout in, I'd probably have a break late in the afternoon, and I'd end my day here at home at five 5 30.
• 16:18
  SPEAKER_02: Right?
• 16:18
  SPEAKER_02: So I'd have a gap where I can drive home.
• 16:20
  SPEAKER_02: That to me was my ideal day, and then it gave me time to do other things, and then I'd still be checking my email.
• 16:27
  SPEAKER_02: How often I'm I'm checking my email at 10 o'clock at night before I go to bed every night.
• 16:30
  SPEAKER_02: So I'm still on.
• 16:31
  SPEAKER_02: If there's something I have to do, I can do that.
• 16:34
  SPEAKER_02: But I do believe there's diminishing returns, and I want people to hear that.
• 16:37
  SPEAKER_02: I'm not looking for people to put in 80, 100 hour weeks.
• 16:40
  SPEAKER_02: Yeah, you do what you need to when there's fires and there's big things that need to get done, but it's not sustainable if you're working more than a 60-hour week.
• 16:49
  SPEAKER_02: I believe that.
• 16:50
  SPEAKER_02: I believe you can have 50 hour weeks, I believe you can have 50 to 60 hour weeks, but anything be above that is not sustainable.
• 16:57
  SPEAKER_02: You get diminishing returns.
• 16:59
  SPEAKER_02: You've got to go refresh.
• 17:01
  SPEAKER_00: Yeah.
• 17:02
  SPEAKER_00: I agree.
• 17:02
  SPEAKER_00: I think for me, the concept is there's a lot of people who want it all, and not a lot who are willing to give it all.
• 17:08
  SPEAKER_00: And I think that's again, if you compare business to sport and you want to be a top performing athlete in business, you have to be willing to give more.
• 17:18
  SPEAKER_02: Yeah, I think uh I've always said effort equals outcome.
• 17:21
  SPEAKER_02: Yeah, if you want a certain outcome, you better be prepared to give the effort required.
• 17:25
  SPEAKER_02: And most people aren't.
• 17:26
  SPEAKER_02: By the way, that's a good thing.
• 17:28
  SPEAKER_02: You know why I think it's a good thing?
• 17:29
  SPEAKER_00: Less competition.
• 17:30
  SPEAKER_02: Yeah.
• 17:31
  SPEAKER_02: If you truly want to be a high performer, I'm telling you, Reagan, how many times have I told you I go to a restaurant and I see somebody who doesn't want to be there?
• 17:39
  SPEAKER_02: Mitch, remember that restaurant we went to in San Juan for breakfast a month ago?
• 17:43
  SPEAKER_00: Yeah.
• 17:43
  SPEAKER_02: And the lady that that helped us at the counter, she was a young gal, um, probably mid-20s.
• 17:48
  SPEAKER_02: Did she look like she wanted to be there?
• 17:49
  SPEAKER_02: Absolutely not.
• 17:50
  SPEAKER_02: Did she even greet us?
• 17:52
  SPEAKER_00: She barely even made eye contact with us.
• 17:54
  SPEAKER_02: Yeah, I mean, it was awful.
• 17:56
  SPEAKER_02: And great restaurant.
• 17:58
  SPEAKER_02: We love the food, but man, right?
• 18:00
  SPEAKER_02: If you want to be a high performer and really impact your business, you got to show up every day on your game.
• 18:08
  SPEAKER_02: Think about it.
• 18:08
  SPEAKER_02: If she was part of a professional sports team or even non-professional sports team, and she showed up like that, would she have gotten played Reagan in your high school soccer?
• 18:18
  SPEAKER_01: No, definitely not.
• 18:19
  SPEAKER_02: Yeah, she would have been right on the bench.
• 18:21
  SPEAKER_02: But why is it that people feel like they can show up that way at work?
• 18:26
  SPEAKER_02: I I I have an idea.
• 18:27
  SPEAKER_02: Nobody's giving me an answer.
• 18:28
  SPEAKER_02: There's no consequences.
• 18:30
  SPEAKER_02: There is no right in the bench at work.
• 18:32
  SPEAKER_02: I think companies should say, hey, if you're not prepared to give us your best, go home.
• 18:38
  SPEAKER_02: Get off the clock, go home, and come back when you're prepared to give us the best.
• 18:42
  SPEAKER_02: I really believe that.
• 18:43
  SPEAKER_02: By the way, I also believe people shouldn't be playing hurt or sick or when they got something else on their mind.
• 18:48
  SPEAKER_02: We had somebody in the office today who said uh their their mother was going through a procedure and uh and they were staying through lunch.
• 18:55
  SPEAKER_02: I'm like, why are you even here?
• 18:56
  SPEAKER_02: And he's like, Yeah, I th I think I'd like to go.
• 18:58
  SPEAKER_02: I said, Go, go, be with your mom.
• 19:01
  SPEAKER_02: That's more important.
• 19:02
  SPEAKER_02: Let's not forget, real life is outside of the office.
• 19:07
  SPEAKER_02: I always say our work, I love football.
• 19:09
  SPEAKER_02: You know how much I love football.
• 19:10
  SPEAKER_02: I go to football games, pro college, all you know, throughout the year.
• 19:15
  SPEAKER_02: That's my my my work is my Sunday, my pro football.
• 19:19
  SPEAKER_02: That's my my Monday through Friday is me getting to play my game.
• 19:22
  SPEAKER_02: But real life is at home with the family.
• 19:25
  SPEAKER_02: And so let's not forget that.
• 19:27
  SPEAKER_00: Yeah, absolutely.
• 19:29
  SPEAKER_02: Should we um should we go through uh some of the uh some of the other attributes of high performers, Reagan, that we haven't hit on yet?
• 19:36
  SPEAKER_01: Yeah.
• 19:36
  SPEAKER_02: Okay.
• 19:37
  SPEAKER_02: So one of them I love is trust, they build trust through reliability, dependability.
• 19:46
  SPEAKER_02: So they're not only reliable, but everybody else in the company or a lot of people can depend on them, and they have proven themselves to be indispensable.
• 19:55
  SPEAKER_02: Now, what I use to define is indispensable is really they go above and beyond.
• 20:01
  SPEAKER_02: Right?
• 20:01
  SPEAKER_02: When somebody goes above and beyond to help a customer, they therefore help my business.
• 20:07
  SPEAKER_02: Right?
• 20:08
  SPEAKER_02: And I'm looking for that.
• 20:09
  SPEAKER_02: Do you have any to add, Mitch?
• 20:11
  SPEAKER_00: Yeah, I think um again, for me the big thing is is about operating out of the job description.
• 20:16
  SPEAKER_00: When I think of my key people, um, there's someone in particular where when when things are busy and times are tough and we need to hire and we're a little bit understaffed for the amount of business coming in.
• 20:29
  SPEAKER_00: There's one person I know that always, no matter what they have on their plate, raises their hand.
• 20:34
  SPEAKER_00: Uh, and they do it because they know that if we grow our company, they're gonna grow.
• 20:39
  SPEAKER_02: Do you want to call out that person?
• 20:40
  SPEAKER_00: Yeah, Maddie.
• 20:41
  SPEAKER_00: I knew it.
• 20:42
  SPEAKER_00: I knew it.
• 20:42
  SPEAKER_00: She's always proud of Maddie.
• 20:44
  SPEAKER_00: She knows that if we can grow our firm and she's part of that growth, she will have no ceiling for where her career can grow.
• 20:53
  SPEAKER_00: Um, so she always makes it an effort to try to help me solve our business problems.
• 20:58
  SPEAKER_00: Uh, and that doesn't go unnoticed.
• 21:00
  SPEAKER_00: I think that's part of it, right?
• 21:01
  SPEAKER_00: When you operate in your job description and do it very well, that's great.
• 21:07
  SPEAKER_00: But other than especially at a big company, your direct boss and maybe their boss, you're not recognized.
• 21:14
  SPEAKER_00: But when you start to do things extraordinary, as you like to say, uh people outside of your purview start to see you and you start to get noticed.
• 21:24
  SPEAKER_00: And I think part of being a high performer is being perceived as one.
• 21:29
  SPEAKER_00: And I also think a lot of it comes down to the kind of company you work for.
• 21:33
  SPEAKER_00: Uh so at some companies being a high performer is really easy, the bar is really low.
• 21:38
  SPEAKER_00: At others, it's really tough.
• 21:39
  SPEAKER_00: And you have to fight to be the top ten person on that team or department.
• 21:44
  SPEAKER_00: So I think it comes down to the environment you put yourself in.
• 21:46
  SPEAKER_00: Uh being a high performer can can be all relative.
• 21:50
  SPEAKER_00: What about failure?
• 21:51
  SPEAKER_00: Can you be a high performer and fail?
• 21:53
  SPEAKER_00: I think in some ways you almost have to.
• 21:55
  SPEAKER_00: You have to put yourself out there enough to fail.
• 21:57
  SPEAKER_02: Yeah.
• 21:58
  SPEAKER_02: I mean, one of the things we wrote in our notes.
• 22:00
  SPEAKER_02: Was being comfortable with being uncomfortable and taking on challenges, right?
• 22:06
  SPEAKER_02: Part of being a high performer and having a growth mindset is doing what you haven't done, right?
• 22:12
  SPEAKER_02: A growth mindset means trying the untried before, right?
• 22:17
  SPEAKER_02: Versus a fixed mindset, which is I know I can do this because I've done it a hundred times.
• 22:23
  SPEAKER_02: Doing the same thing you've done doesn't expand you.
• 22:27
  SPEAKER_02: Doing something you haven't done and taking on those challenges and really committing to what it's going to take to do it and do it successfully, that's the uncomfortable part.
• 22:37
  SPEAKER_02: They always say growth comes from what do they call it?
• 22:42
  SPEAKER_02: The when you grow space outside your comfort zone.
• 22:44
  SPEAKER_02: There you go.
• 22:45
  SPEAKER_02: Thank you.
• 22:45
  SPEAKER_02: Yeah.
• 22:46
  SPEAKER_00: You know, another one I'll share too is seeing in solutions.
• 22:49
  SPEAKER_00: I think top performers tend to see in solutions.
• 22:52
  SPEAKER_00: A lot of people can bring a problem to the table.
• 22:55
  SPEAKER_00: Not a lot of people bring ideas to solve them.
• 22:57
  SPEAKER_00: Yeah.
• 22:58
  SPEAKER_00: And I think that comes down to speaking up.
• 23:00
  SPEAKER_00: You can be a high performer inside.
• 23:02
  SPEAKER_00: You could have all the ideas and all the solutions, but you might be too afraid to take the risk to share that idea.
• 23:10
  SPEAKER_02: Do you think being a high performer differs depending on the business environment you're in?
• 23:14
  SPEAKER_02: That's what I said earlier.
• 23:15
  SPEAKER_02: Oh, you did?
• 23:16
  SPEAKER_02: Yeah.
• 23:17
  SPEAKER_02: Well, where had I miss that?
• 23:18
  SPEAKER_00: I don't know.
• 23:20
  SPEAKER_02: So being a high performer in a large corporate might be different than being a high performer in an entrepreneurial company.
• 23:26
  SPEAKER_02: Absolutely.
• 23:27
  SPEAKER_02: Okay.
• 23:27
  SPEAKER_02: So you have to understand the context of your business environment.
• 23:30
  SPEAKER_00: I also think it comes down to the bar.
• 23:32
  SPEAKER_00: It doesn't matter the size.
• 23:33
  SPEAKER_00: Some companies just have a low bar, uh, low performance expectations.
• 23:38
  SPEAKER_00: Um, you know, I the company I worked for before I started my own, the we raised the bar.
• 23:45
  SPEAKER_00: You know, we were doing double what some of these people were doing who built the company for five years and ultimately created a new culture.
• 23:51
  SPEAKER_00: And a lot of those legacy people ended up getting cycled out, and we brought in a new team and the company started growing.
• 23:58
  SPEAKER_00: So I think uh it comes down to also the bar.
• 24:01
  SPEAKER_00: Some companies have a really high bar.
• 24:02
  SPEAKER_00: You know, look at Elon Musk.
• 24:04
  SPEAKER_00: Personally, I wouldn't want to work at that kind of business because I value having the life harmony that we talked about.
• 24:11
  SPEAKER_02: So it's funny, I talked to an entrepreneur, self-made person who's built a number of companies, sold a company about 15 years ago to a major global multinational food company, sat on the sidelines for about 10 years doing other things, and then just started another company and in five years grew it to over 200 million.
• 24:29
  SPEAKER_02: And it's interesting, he's very entrepreneurial, he's in a very high compliance industry, so you got to do things right, and quality is really, really important.
• 24:38
  SPEAKER_02: But one of the things he said to me is the way we've built our company and the way we've built our profitability is by doing things different.
• 24:47
  SPEAKER_02: And what I can't have in my company is people that tell me no.
• 24:51
  SPEAKER_02: Because if they just say no, it can't be done, it's never been done like that.
• 24:56
  SPEAKER_02: We will not innovate and we will not leapfrog our competition.
• 25:00
  SPEAKER_02: I want people here, even if they don't know how it can be done, they want to, they want to solve for that.
• 25:08
  SPEAKER_02: It's not a why can it be done?
• 25:10
  SPEAKER_02: It's a how can we do it question.
• 25:13
  SPEAKER_02: And that's what he said works in his company.
• 25:15
  SPEAKER_02: So I think if you're in an entrepreneurial organization, you have to bring a different mindset than you would at a large corporate that may be risk-averse and say don't do things outside of the box because that's not gonna work in our company.
• 25:30
  SPEAKER_02: By the way, that's why entrepreneurial organizations oftentimes eat the lunch of the large corporations.
• 25:38
  SPEAKER_02: You've seen it, right?
• 25:39
  SPEAKER_00: Mm-hmm.
• 25:40
  SPEAKER_02: So, how did, and and this is what I think is gonna be happening in a lot of large corporations these days, if they don't regain some of that entrepreneurialism, they're gonna get eaten alive.
• 25:51
  SPEAKER_02: You know, and you see it all the time.
• 25:53
  SPEAKER_02: The largest retailer in the world in 1990 was who?
• 25:56
  SPEAKER_00: Sears.
• 25:57
  SPEAKER_02: Yeah.
• 25:58
  SPEAKER_02: And when was the last time you went in a Sears store?
• 26:00
  SPEAKER_00: Long time.
• 26:01
  SPEAKER_02: Yeah, they don't exist.
• 26:02
  SPEAKER_02: So you've got to look at what are your processes, what are your beliefs, what's important.
• 26:08
  SPEAKER_02: And if those things are holding you back, you're gonna kill your company.
• 26:13
  SPEAKER_02: I love Jeff.
• 26:13
  SPEAKER_02: Jeff Bezos has this uh this saying I read in his 2017 shareholder letter.
• 26:19
  SPEAKER_02: He said, it's always day one at Amazon.
• 26:22
  SPEAKER_02: Day one is a day that you don't pay homage to legacy or investments that you've made in things.
• 26:30
  SPEAKER_02: Day one is the day that you look at everything on its own.
• 26:33
  SPEAKER_02: You might have just spent a billion dollars building a process or building systems or equipment, and you figured out a better way to do it.
• 26:42
  SPEAKER_02: If you say, no, no, we just spent a billion dollars, we have to do it this way, your competitors will leapfrog you because they don't have that legacy investment.
• 26:51
  SPEAKER_02: So you either kill it yourself or your company will be killed.
• 26:56
  SPEAKER_02: And I believe that.
• 26:57
  SPEAKER_00: Yeah, I I agree with you too.
• 26:58
  SPEAKER_00: And you know, I know we only have a couple of minutes.
• 27:00
  SPEAKER_00: The last one I want to leave the the audience with is top performers have a taker mentality.
• 27:07
  SPEAKER_00: And what that means I want to understand what that means.
• 27:09
  SPEAKER_00: Yeah, it means that sounds aggressive.
• 27:11
  SPEAKER_00: It means you don't wait.
• 27:13
  SPEAKER_00: Uh huh.
• 27:13
  SPEAKER_00: You take opportunities.
• 27:15
  SPEAKER_00: You see an opportunity to take on a new project that gets you exposure to someone, you do it.
• 27:20
  SPEAKER_00: Like you're you're you take what's in front of you.
• 27:22
  SPEAKER_00: A lot of people sit around and wait for stuff, they wait to be told to do something, uh, they wait to be told to be promoted.
• 27:29
  SPEAKER_00: Not a lot of people take it and sit down with their boss and say, here's where I want to be in three years.
• 27:34
  SPEAKER_00: How do I get there?
• 27:34
  SPEAKER_00: Yeah.
• 27:35
  SPEAKER_00: What do you need to see for me?
• 27:36
  SPEAKER_00: What do I need to do?
• 27:37
  SPEAKER_00: I want more responsibility.
• 27:38
  SPEAKER_00: How can I build trust to be able to take on X, Y, and Z and eventually move up the ladder?
• 27:45
  SPEAKER_02: I almost want to make this another podcast uh topic because, like when you're in a job, the idea of enrolling your boss or bosses in your career path goals, I think is a really good one.
• 27:58
  SPEAKER_02: I just had a meeting with one of my department leaders today who told me one of her people actually sat her down and said, I want to share with you my career path goals.
• 28:07
  SPEAKER_02: I want to hear what yours are for me so I can make sure we're aligned because I know me, and I know if I feel like I'm stagnant, I'll start looking for another job.
• 28:17
  SPEAKER_02: We don't want to lose good people.
• 28:19
  SPEAKER_02: So I think that's a good topic.
• 28:20
  SPEAKER_02: Good point, Mitch.
• 28:21
  SPEAKER_02: I'm glad you made that.
• 28:22
  SPEAKER_00: Yeah.
• 28:22
  SPEAKER_02: All right, Reagan, any uh any last remarks for our listeners on this topic of how to separate yourself and be a high performer.
• 28:32
  SPEAKER_01: Um, no.
• 28:37
  SPEAKER_02: All right, Reagan, thank you.
• 28:38
  SPEAKER_02: Mitch, thanks.
• 28:39
  SPEAKER_02: This has been fun.
• 28:40
  SPEAKER_02: I enjoy talking about this because I think there are things in here that people can start using in their day-to-day jobs to separate themselves from the pack.
• 28:48
  SPEAKER_02: We're looking for people that want to be one percenters.
• 28:51
  SPEAKER_02: By the way, I want to reiterate this.
• 28:53
  SPEAKER_02: If somebody is looking for advice on career development or they're looking for advice on job search, we want to take you on.
• 29:02
  SPEAKER_02: So reach out to us.
• 29:02
  SPEAKER_02: Reagan, how can people reach out to us?
• 29:04
  SPEAKER_01: Yeah, reach out to us um through email, two guysandtize pod at gmail.com.
• 29:10
  SPEAKER_01: You can also send us a message on Instagram at two guys and ties.
• 29:13
  SPEAKER_02: All right.
• 29:14
  SPEAKER_02: We want to hear from you.
• 29:14
  SPEAKER_02: We want to help you.
• 29:15
  SPEAKER_02: We're here to help.
• 29:16
  SPEAKER_02: Hopefully, you're getting a lot out of these uh these tidbits that we're leaving you.
• 29:21
  SPEAKER_00: Till next time.