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HIGH PRESSURE PERFORMANCE CONTROL:Thurs (S5) S20:E6 · Inspirations for Your Life

0:24
Well, hey guys, good evening.
0:26
It is John C.
0:27
Morley here, serial entrepreneur.
0:28
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not now, but once the show is over.
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All right, guys, let's kick this off, all
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right?
1:22
So today, ladies and gentlemen, if you're watching
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us live, it is May 14th.
1:25
It's a Thursday, 2026, and it is great
1:31
to be with you.
1:32
All right, let's kick it off.
1:34
This is Inspirations for Your Life, in case
1:35
you're wondering.
1:37
And so our master topic, ladies and gentlemen,
1:40
for the week is a very interesting one,
1:44
one that I think doesn't need any special
1:48
recognition for, but I think it's important to
1:51
talk about, and that is how people adjust
1:54
when life shifts without them being aware of
1:57
it, right?
1:57
So this is Inspirations for Your Life.
1:59
I am John C.
2:00
Morley, serial entrepreneur.
2:02
I'm an audio producer, podcast host, coach, keynote
2:10
speaker, graduate student, a passionate lifelong learner, and
2:14
I'm now very grateful to be a published
2:15
author.
2:17
Just released my book last month, Drained to
2:19
Driven.
2:21
All right, guys, so let's just get right
2:23
into this.
2:23
So a big welcome to everyone, to the
2:25
show, if I didn't welcome you enough.
2:27
Today, I'm exploring how performance behaves under pressure,
2:31
right?
2:31
Not in theory, but in real operational environments
2:35
that we're in every day, where inputs increase,
2:38
time compresses, and execution still, well, has to
2:42
remain stable.
2:42
And I think that's hard for a lot
2:44
of people.
2:45
How do you remain stable when the sky
2:48
is falling, or everything else around you is
2:50
suddenly in a disarray?
2:54
So that's the key.
2:57
When you have all this stuff happening, you
2:59
still have to keep it together, right?
3:01
So this is where systems are tested, not
3:05
by calm conditions, but by intensity.
3:07
The goal of this episode is to understand
3:10
what holds, what breaks, and what stays consistent
3:16
in your life when pressure becomes the default
3:19
state.
3:21
That's our key.
3:22
So let's break it down, all right, everyone?
3:24
Let's break this down together.
3:29
First part, performance under pressure, OK?
3:33
It begins.
3:35
Execution remains stable under pressure.
3:38
That is the key thing.
3:39
You do not change your output when there's
3:42
pressure.
3:44
Number two, attention holds during high input conditions.
3:51
Attention holds.
3:52
You are cognizant of what's you're present during
3:56
the moment.
3:57
Number three, workflow resists interruption cycles.
4:02
Number four, task execution remains structured.
4:06
I've said this before, guys.
4:08
To be successful, you have to be consistent,
4:11
and you have to be structured.
4:13
Number five, you're ready for number five.
4:15
Number five is cognitive load remains balanced.
4:19
Yes.
4:20
Number six, output remains consistent under demand, right?
4:26
So when you've got a lot of tasks,
4:29
you have to know how to balance these
4:30
tasks.
4:31
If you don't, well, that could be a
4:32
big problem for you, and it could get
4:34
you stressed, and also get you into a
4:38
panic, and then not delivering at the highest
4:41
level, and possibly making lots of mistakes.
4:44
Number seven, guys, decision-making stays clear under
4:48
pressure.
4:50
I think that's hard for a lot of
4:52
people to realize, that we have to keep
4:53
the decision clear under pressure.
4:55
And when we can do that, then things
5:00
become easier for us, right?
5:03
They become easier because we're no longer fretting
5:06
about the pressure about what's going on.
5:08
We're not fretting about that.
5:09
Number eight, focus remains stable in complex environments.
5:16
That's uneasy to do, guys.
5:18
When things kick up a few notches, as
5:20
Emerald would say, and that kicking up actually
5:22
causes some stress, unfortunately.
5:25
Number nine, productivity remains controlled under stress.
5:30
So our output remains controlled, and our productivity
5:32
remains controlled.
5:34
By doing that, our throughput, the number of
5:36
units being pushed through, stays constant.
5:40
If suddenly we had a bottleneck because we
5:43
got stressed, or there was a problem, we'd
5:46
have an issue.
5:47
The other day, I was at a presentation,
5:50
and I always get there early.
5:52
I was having lunch, and then I got
5:54
up to the speaker area, the panel.
5:57
And I wasn't the first one speaking, but
5:59
I got my laptop all plugged in and
6:01
everything.
6:02
I noticed there's no power.
6:04
So I motioned to the emcee.
6:06
I said, no power.
6:09
He said, did you check your plug in
6:11
the back?
6:11
Yeah, I checked all that.
6:12
They checked the plug in the wall, checked
6:13
the laptop, and said, the plug doesn't have
6:15
power.
6:16
Oh, we got to get that.
6:19
So we just extension cord.
6:20
And within a few minutes, somebody showed up
6:22
with an extension cord, didn't disrupt anybody else.
6:24
They plugged it in.
6:25
It's like, we're good.
6:26
And so if you were to fret, or
6:28
you were to worry about that, then that
6:30
could have made a very, let's say, minorly
6:33
challenging situation become overly stressful, and could have
6:37
even ruined the presentation.
6:38
So that's important to know.
6:40
Number 10, guys, input filtering remains active.
6:44
So a lot of people don't understand why
6:48
we have to keep things active.
6:49
And I think the reason is that it's
6:53
our wall.
6:55
Think of it like a firewall, for example.
6:58
The firewall always has to remain active if
7:00
things get more threatening.
7:04
The firewall has to lock down more dynamically.
7:07
But in our lives, when a situation comes
7:10
that, let's say, challenges us or puts us
7:13
to the flame because we have a situation
7:16
that we weren't prepared for, hopefully, we were
7:18
proactive and we thought about potential things like
7:21
extension cords, stuff like that.
7:23
Now, if it was my talk that I
7:25
was doing solely myself, I would have had
7:26
extra gear on me.
7:28
But because I was a guest of a
7:31
panel, it wasn't my whole show.
7:33
And so that meant it was different.
7:35
And so somebody else was responsible for the
7:37
audio, the video, and that kind of stuff.
7:38
The only thing I had to bring was
7:39
my laptop.
7:41
Number 10, input filtering remains active.
7:44
And so we know that, but we don't
7:48
get stressed about it.
7:49
At this stage, guys, the difference is not
7:52
effort anymore.
7:53
Nope.
7:53
It's the stability of the structure under the
7:56
load for which you're operating.
7:59
I know that's a lot to...
8:01
In English, what that means is our stress
8:04
is predicated by the number of people, objects,
8:09
situations, and challenges that are pulling us at
8:12
that same given moment.
8:15
Controlled operation under a load.
8:18
The one I like to think about is
8:19
an APC unit, where the operation has to
8:21
stay controlled under the load.
8:23
As long as you operate within the parameters
8:25
of the electrical specifications, you're fine.
8:30
If you go under that, you're also fine.
8:32
But if you go over that, well, that
8:33
could be a problem.
8:35
It could cause your system to drop out.
8:37
It could even, in some cases, cause a
8:38
fire.
8:39
So load is very important to understand the
8:42
load.
8:43
Number 11, guys, workflow remains organized.
8:46
And I think that's hard for some people.
8:47
How do you stay organized when the ceiling
8:50
and the floor are suddenly, you know, coming
8:53
apart?
8:55
When your world is starting to shatter?
8:57
How do you make sense of that?
9:00
Number 12, guys, attention recovery remains fast.
9:06
We want to be glued like a laser
9:10
beam to everything going on so that we
9:14
can respond reactively if we need to.
9:17
Hopefully we don't, but if we need to,
9:19
we have to be right like a pin
9:22
or a laser beam.
9:24
Number 14, execution timing remains predictable, which goes
9:31
down to things like throughput.
9:32
We know the number of cars going through
9:34
a car wash and things like that.
9:36
And when we know the cycle and we
9:37
know how long something takes, if something takes
9:39
a little longer, like, well, wait a minute,
9:40
what happened?
9:41
Maybe we built in the formula that the
9:43
car wash does x cars an hour.
9:44
Now, let me see if I can try
9:46
to explain this to you in a real
9:47
world example.
9:48
So how many cars, let's just say, does
9:51
a car wash, let's say, do per hour?
9:58
How many cars do you think they do
10:00
an hour?
10:01
So car washes typically can handle between 10
10:03
and 150 plus cars per hour, depending on
10:06
their setup, depending on the type of system
10:10
that they've installed.
10:11
Modern high volume express tunnels wash often processes
10:14
over 100 cars, as I said, per hour,
10:17
while the smaller in-bay automatic rollover systems
10:20
handle 10 to 60 cars per hour.
10:23
So a lot of the ones you're seeing
10:24
now are the tunnels, the tunnel wash systems.
10:28
And the express tunnels, these use conveyor belts
10:32
to move multiple cars through at once with
10:36
high performance, sometimes exceeding 200 cars per hour.
10:41
Flex wash, you might have heard of, it's
10:43
only 20 to 100 cars per hour, depending
10:45
on the staff and the service complexity.
10:47
There's IBA, in-bay automatic, and mini tunnel,
10:51
which is 35 to 60 cars per hour.
10:53
And the rollover or drive-through is 10
10:55
to 60 cars per hour.
10:56
And the hand wash, well, that's just under
10:58
four cars per hour.
10:59
So the key factors affecting the speed, OK,
11:03
call my variables, the equipment.
11:04
The tunnel system with conveyors allow for continuous
11:07
washing, whereas rollover systems require cleaning one car
11:10
at a time.
11:11
Staffing and operations increase staffing and high speed.
11:15
And dual belt conveyors maximize efficiency, allowing some
11:19
slides to handle over, let's say, 1,000
11:24
cars in a day.
11:25
Weather, rainy days, typically reduce the traffic, potentially
11:28
dropping it to zero, while sunny days following
11:32
bad weather lead to a high demand.
11:37
So that's known, ladies and gentlemen, as our
11:39
throughput.
11:40
And as long as we have our system,
11:42
let's say we know that our car wash
11:44
does 120 cars an hour, OK?
11:48
But we know that we want to figure
11:50
for a potential flaw, a car not getting
11:54
on a track right, or a machine, something
11:57
getting stalled.
11:58
So we're going to say our wash does
12:00
100 cars an hour, and we're still safe,
12:02
because on the average amount of time, we're
12:04
probably doing about 118, 119 cars per hour,
12:07
even though it's 120.
12:08
Pretty good.
12:10
So when we have a system, and we
12:12
know the system, and we work it, we're
12:14
able to have predictability, right?
12:18
We also call that science, right?
12:21
But we have a method, and we do
12:22
it over and over again.
12:23
In your life, you have an algorithm.
12:25
You get up, you do certain things, you're
12:27
going to have a certain result, right?
12:29
I think that's an important thing to understand.
12:31
Execution timing remains predictable.
12:33
And when it remains predictable, people are not
12:36
stressed, OK?
12:38
Number 15, cognitive structure remains intact.
12:42
Your brain remains intact.
12:43
You're not stressing over the cars going through,
12:47
because there's a system in place to handle
12:50
the cars.
12:52
Systems.
12:56
Systems can be big.
12:57
They can be small.
12:59
But the most important thing about a system
13:00
is it can take a process that needs
13:02
to be done over and over again, and
13:04
do it right.
13:05
Sometimes when humans do the process over and
13:07
over again, they can make mistakes.
13:09
That's often what happens.
13:10
Number 16, guys, output systems remain stable.
13:14
Like with a car wash, we're going to
13:15
get 118, 120 an hour, right?
13:20
So you're figuring that the system can do
13:23
120, 125 an hour, but you know safely
13:26
you're going to get 118 an hour.
13:28
Because maybe something goes wrong, there could be
13:30
a belt issue, maybe a car doesn't catch
13:34
the track the first time, so maybe we
13:37
miss, we have to wait.
13:38
So there's things like that.
13:40
And we're still above the expectations that we
13:44
set.
13:44
We're still higher than the throughput that we
13:47
said we're going to get.
13:49
Number 17, guys, workflow remains controlled.
13:54
So we know that if our car wash
13:57
can handle, let's say, 100 cars an hour,
14:03
let's just kind of think about this, right?
14:05
So how many cars an hour?
14:08
How many cars can enter, let's just say
14:12
per hour, how many cars can be in
14:16
the tunnel at one time?
14:21
So if we're doing basically a car wash,
14:26
okay, it does 100, 100 cars, okay, 100
14:31
cars an hour per hour, how many cars
14:39
can be in the tunnel at one time?
14:43
Pretty simple math question, right?
14:46
Typically process between 40 and 100 cars per
14:48
hour.
14:49
100 car per hour rate usually requires a
14:54
24 minute, approximately 80 to 100 plus foot
15:00
tunnel, often with three to six feet of
15:02
spacing between vehicles, allowing for three to five
15:05
vehicles to be washed simultaneously in the tunnel
15:07
at once.
15:10
And they move through the tunnel very, very
15:13
quickly.
15:14
But I remember looking at car wash tunnels
15:17
when I was younger and how they would
15:18
take a long time because the technology just
15:21
wasn't there, all right?
15:22
Number 18, decision cycles remain structured.
15:27
So the logic, if the car has, let's
15:32
say, white walls, the sensor is going to
15:35
pick up the white walls and it's not
15:37
going to spray the tires.
15:41
Number 20, task flow remains stable.
15:46
So what do we mean by that?
15:47
We mean that the process is actually consistent
15:54
and it's working just about every single time.
15:57
That's the important thing.
15:59
When we have a system and we use
16:03
the system, we work the system, we get
16:08
good output.
16:09
This, ladies and gentlemen, is where performance shifts
16:12
from reactive to controlled execution, or what I
16:15
like to say, proactive.
16:17
Well, so in a car wash, you can't
16:19
really be proactive, but you can be controlled.
16:21
And being controlled is similar to being proactive
16:23
because you've planned in advance for potential pitfalls
16:27
that could eat away your production washing time.
16:33
Consistency in demand environments.
16:37
Productivity remains consistent.
16:40
I think that's an important one to understand.
16:42
Productivity must remain consistent.
16:44
If it doesn't remain consistent, then we have
16:49
a very, very big problem.
16:52
A very, very big problem.
16:59
That's an important thing to understand.
17:03
Very important thing to understand.
17:05
I think more people can realize that.
17:09
But I think we have to know our
17:12
system well.
17:13
And then we have to put trust in
17:15
the system.
17:15
And then we have to train other people
17:16
to make sure they use the system.
17:22
Number 22, input overload remains managed.
17:26
So what happens if you try to put
17:28
more cars in the car wash?
17:30
Well, first of all, you're not going to
17:31
be able to.
17:32
But if you try to put too many
17:33
in the car wash and something happens, so
17:36
let's say there's no three foot gap and
17:37
now there's only a foot gap, now we
17:40
might have issues where the car production or
17:43
washing is going to need to stop or
17:45
slow down because the car, let's say, in
17:50
front of it is not yet finished.
17:53
So we're taking into play all these anomalies.
17:56
Number 23, guys, attention remains regulated.
18:00
When you use a system, your attention doesn't
18:02
skywall all over the place.
18:04
It stays in one lane.
18:07
Systems really help us de-stress.
18:09
They take care of the monotonous, repeatable tasks
18:12
over and over again, and we don't have
18:14
to worry about them.
18:15
Number 24, execution remains reliable when we use
18:19
a system and we know how to work
18:22
the system.
18:24
I'll give you an example.
18:25
So my mom owned a dry clean plant
18:28
for many years, and we had something called
18:31
the day system where you'd take the ticket
18:34
and you'd basically pin or staple it to
18:36
the person's garment, but we'd always staple ticket
18:39
to ticket.
18:40
We would never ever staple ticket to garment
18:44
or even label.
18:46
The worst case would be label if we
18:48
couldn't get it, but we would take the
18:50
ticket and we would literally, around the man's
18:53
belt, we would put it around and we
18:55
would like take two, two and make it
18:56
tight, and that would stay just like that.
18:58
Now, in the case of it could be
19:00
a skirt or something and there's no place
19:02
to put the ticket, we would use a
19:04
pin.
19:05
On a suit, there would be a hook
19:07
on a lot of good suits.
19:08
We'd put the ticket in the back and
19:09
we'd go two, two things quick, and we'd
19:13
make it tight so that the staple is
19:15
right there so that would really hold there.
19:18
Understanding that system was not hard, but if
19:21
you didn't know how to work the system,
19:22
that was one thing.
19:23
So what we decided to do, ladies and
19:24
gentlemen, we decided to do this a while
19:27
ago.
19:27
We decided to switch over.
19:28
My parents sold a long time ago.
19:30
We decided that what you needed to do
19:32
was need to switch to the lot system,
19:36
which to be honest seemed very, very complicated.
19:40
But you had to learn that everything was
19:44
done in 100 pieces and you didn't move
19:46
to the next lot until these 100 pieces
19:48
were done.
19:49
So it was pretty straightforward, but you had
19:51
to understand how it worked and you couldn't
19:54
go running another lot until this one was
19:56
done or it could become a mess.
19:59
Number 27, performance remains stable and if we
20:02
know that, we trust the system, it'll work.
20:05
Number 28, control remains active.
20:11
Active.
20:11
Not just today, not just tomorrow, but it
20:13
remains active all the time and all the
20:16
staff members need to be trained on that
20:18
system.
20:19
That's probably one of the biggest things that
20:20
I can tell you.
20:23
Number 29, systems remain functional.
20:29
So one of the best analogies I can
20:32
give you is your air conditioning, okay, without
20:34
getting too technical about it.
20:36
Let's say it's hot, your air conditioning doesn't
20:39
work.
20:41
It's vital that that system remains operational and
20:44
functional or, oh, you're not going to be
20:48
too happy sitting inside at 100 or 120
20:52
degrees, right?
20:53
That's not going to be very, very pleasant.
20:56
So a system, first of all, you have
20:57
to know a system, but you also have
20:59
to make sure the system runs over and
21:01
over and over again.
21:03
I think that is one of the biggest
21:04
things that I can actually tell you, okay?
21:08
You have to do that over and over
21:10
and over again, all right?
21:12
If you don't, then you might be unhappy,
21:19
okay?
21:21
You might be happy because you're doing something
21:23
that's not in alignment with the way the
21:27
system was designed or the way it was
21:29
built.
21:29
How many times have you ever heard somebody
21:30
say to you, that's not what it was
21:31
designed, that's not what it was used for,
21:33
that's what it was designed for?
21:34
You can use it that way, but it's
21:36
probably going to break because it wasn't designed
21:38
to handle that kind of stress from that
21:39
angle or what have you, and people look
21:42
at you like you're funny, but seriously, a
21:44
system is designed to perform something.
21:50
If we try to make something be something
21:52
else and it can't support it, not only
21:57
are we going to foul up the system,
21:59
we're probably going to break the hardware or
22:02
whatever's being used to make the system.
22:05
In our case, for the lot system, so
22:08
the way it worked was when it was
22:09
the lot system, you had one to 100,
22:12
okay?
22:13
I think it was one, yeah, it was
22:16
one to 100, or actually, was it one
22:18
to 100?
22:19
No, no, it wasn't 100.
22:20
It was actually, I think it was zero
22:22
to 99, it was zero to 99.
22:25
And when we took the clothes in on
22:29
the register, it printed out the lock tags
22:32
immediately for us.
22:34
So they would be thrown in the bag,
22:36
they go in the back, and then we
22:37
would basically have the tags and they would
22:40
all be ready to go.
22:41
The only problem was if somebody at the
22:43
register didn't count the clothes properly, like they
22:47
rushed and maybe, or the person, the lady
22:50
or the gentleman at the register was rushing
22:52
them, but that doesn't really make excuses.
22:54
They shouldn't have let them rush them.
22:56
And when that happened, you know what happens?
22:58
I'll tell you what happens.
23:00
The count is wrong.
23:02
Instead of it being, let's say, a count
23:03
piece of 24, now maybe it's a 26,
23:07
okay?
23:08
Or maybe it's a 25.
23:10
How would that happen?
23:11
So you could miss an item, but a
23:12
lot of times what happened is when you
23:13
get a suit, you would check if it's
23:15
a two piece or a three piece.
23:17
And then what we'd have to do usually
23:18
is call the customer and say, now one
23:21
thing, if it was less, that was easy.
23:22
But if we put more than what was
23:24
there, now they're going to say we lost
23:26
the garment.
23:27
So you got to be pretty careful on
23:28
how that works.
23:30
And so another problem where that would happen
23:32
was with the shirts.
23:34
We would always count them by colors, but
23:36
some of the kids there would just count
23:37
them quickly and they would not separate them
23:40
one by one.
23:41
And oh, 42 shirts, not 41 shirts, because
23:48
people were rushing.
23:50
When you use the system that we put
23:52
in place, it worked for you.
23:54
It really did.
23:55
So high pressure control is achieved.
23:58
We achieve the high pressure and we get
24:01
the maximum results.
24:02
So this is the point where systems stop
24:04
reacting and they start sustaining output under pressure.
24:10
Think about your air conditioning system.
24:13
What it has to do.
24:14
Now when the system works and it's calibrated
24:15
correctly, it works.
24:18
But if it's 120 degrees outside and it's
24:21
only designed to keep you, let's say 20
24:23
or 30 degrees cooler inside, the system's not
24:26
going to work so well.
24:27
It's never going to shut off.
24:28
That's a problem.
24:30
What does this really mean, folks?
24:32
What we are really observing here is not
24:35
strength under pressure.
24:37
Nope.
24:40
It is structure under pressure.
24:42
Not strength, but structure.
24:45
Because pressure does not create failure.
24:50
Nope.
24:51
It doesn't.
24:52
It reveals instability that was already present.
24:58
Let me give you an example.
24:59
I had a client of mine that basically
25:04
brought a printer in for a pair.
25:06
And they actually damaged the liquid crystal display
25:11
screen.
25:12
They also had another problem with the printer.
25:14
The printer had a bad fuser.
25:16
So that was easy to change.
25:17
But we couldn't reset the counter on the
25:19
fuser because the screen where we went to
25:22
program, well, it didn't work.
25:24
So what happened was when I got the
25:26
printer, I noticed it was all shattered.
25:28
I literally didn't even touch hard.
25:30
I just touched the corner very lightly, and
25:32
it cracked.
25:35
Now I didn't cause that, but because of
25:37
the stress from the way it was handled,
25:42
it eventually broke.
25:43
So it's not about the pressure.
25:47
It's about the structure.
25:49
When systems are structured, pressure does not break
25:54
them.
25:54
Let me say that again.
25:56
When systems are structured, pressure does not break
25:59
them.
25:59
It tests their limits.
26:02
A lot of times you might say, gee,
26:03
this chair is weighted for 100 pounds, 200
26:08
pounds.
26:08
I remember I was looking at a tripod
26:10
the other day for something.
26:12
And it says, oh, well, it's enough for
26:14
an elephant to sit on as long as
26:17
the elephant is 33 pounds or less.
26:19
I don't know about you, but I don't
26:21
know any elephants that are 33 pounds.
26:24
All right.
26:24
So the average weight of an elephant, if
26:30
I had to guess, it's 13,000 pounds,
26:35
two and a half to seven tons.
26:40
That's a lot.
26:41
So how many pounds in a ton?
26:46
That's probably a useful thing to know.
26:48
2,000 pounds is one ton.
26:52
One ton.
26:54
So why most performance fails is right here.
26:58
Most breakdowns do not happen because people lack
27:00
the skill.
27:02
They happen because an attention becomes fragmented under
27:05
a load.
27:07
When attention splits, everything downstream becomes unstable.
27:13
Decisions slow down, execution becomes inconsistent, output loses
27:18
structure, workflow becomes reactive.
27:21
We don't want that.
27:22
It is not effort that fails, guys.
27:24
It's attention organization.
27:29
Yeah.
27:30
And what stays stable when structure is strong?
27:35
Certain things remain consistent even under pressure.
27:39
Decision clarity, execution, rhythm, output, reliability, focus, stability,
27:44
task organization.
27:45
These are not emotional traits, guys.
27:47
They are system outcomes.
27:53
That's important, guys.
27:55
The practical takeaway for today, high performance under
27:58
pressure is not about pushing harder.
28:02
It's about reducing fragmentation while demand escalates or
28:08
increases.
28:08
When input is filtered and attention is stable,
28:11
execution remains consistent in complex conditions.
28:17
Ladies and gentlemen, I'm John C.
28:18
Morley, serial entrepreneur.
28:19
Be sure to check out BelieveMeAchieve.com for
28:21
more of my amazing, inspiring creations, and we'll
28:23
see you on another show real soon.
28:24
And remember, guys, pressure does not define performance.
28:28
Structure does.
28:29
Be well, everyone.