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CONTROL SYSTEM REBUILD (S5):S20:E5 🔵 Wed · Inspirations for Your Life

• 0:24
  Well, hello everyone, it is John C.
• 0:26
  Morley here, Serial Entrepreneur.
• 0:29
  It's great to be with you on the
• 0:30
  Inspirations for Your Life show.
• 0:32
  Thanks so much for joining me here.
• 0:34
  If this is your very first time with
• 0:36
  me, I want to take the opportunity to
• 0:38
  definitely say welcome and thank you so much
• 0:41
  for joining me here on the show.
• 0:43
  Really do appreciate that.
• 0:45
  If you've been here one time or a
• 0:47
  hundred times or many other times before, I
• 0:49
  definitely want to say thank you, but I
• 0:50
  want to say the words welcome back.
• 0:52
  So it's great to have people enjoy the
• 0:54
  quality content of my show.
• 0:55
  If you're thirsty, if you're hungry, or like
• 0:57
  myself, I've got a delicious decaf hot tea
• 0:59
  here and it's pretty delicious and it's nice
• 1:03
  and hot.
• 1:04
  So yeah, great to have that here.
• 1:06
  Great to have you here.
• 1:08
  This is our show and we have a
• 1:11
  master topic, we'll get into that in just
• 1:12
  a second.
• 1:12
  Don't forget to check out BelieveMeAchieved.com for
• 1:14
  more of my amazing inspiring creations.
• 1:16
  And don't forget guys, if you're thirsty or
• 1:18
  hungry or parched, feel free to go get
• 1:20
  yourself something.
• 1:21
  All right.
• 1:22
  All right, guys.
• 1:23
  So the master topic for the week of
• 1:25
  Inspirations for Your Life, we'll get to that
• 1:27
  in just a second, but I think it's
• 1:30
  an important thing for us to realize because
• 1:33
  the master topic is what sets the tone
• 1:36
  for the entire week.
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  I think that's a very important thing for
• 1:42
  all of us to understand and that's where
• 1:45
  I get the rest of the show concepts
• 1:48
  because they have to meld into that.
• 1:52
  So it has to make sense.
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  And that topic, ladies and gentlemen, is how
• 1:57
  people adjust when life shifts and that usually
• 2:01
  happens unexpectedly, right?
• 2:03
  Yeah.
• 2:04
  So this is Inspirations for Your Life.
• 2:06
  I'm John C.
• 2:07
  Morley.
• 2:07
  I'm a serial entrepreneur, engineer, marketing specialist, video
• 2:10
  producer, podcast host, coach, keynote speaker, graduate student,
• 2:14
  passionate lifelong learner, and now ladies and gentlemen,
• 2:17
  a published author.
• 2:19
  And I am so grateful to be with
• 2:20
  all of you guys here today.
• 2:23
  So let's get right into it.
• 2:25
  So welcome everyone to the Inspirations for Your
• 2:27
  Life show.
• 2:28
  Today we're continuing the journey into how human
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  performance begins to restructure itself when systems stop
• 2:35
  reacting randomly and start operating with clarity and
• 2:39
  intention.
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  This episode is about control in a way
• 2:44
  that maybe we haven't talked about before.
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  And so that's a control that can actually
• 2:51
  help us become, well, it can help us
• 2:54
  become better.
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  But sometimes, you know, it doesn't seem like
• 2:58
  it's better.
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  I think that's probably, you know, the biggest
• 3:01
  thing is we're talking about control systems.
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  The moment we're scared, execution becomes something different
• 3:08
  to reform into a structured flow.
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  Not motivation, guys, not motivation, not a mindset,
• 3:14
  but operational behavior under real world conditions.
• 3:18
  What attention stabilizes, everything downstream stabilizes with it.
• 3:22
  So let's break it down together, all right?
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  Number one, and that is very importantly, we're
• 3:30
  talking tonight all about the control, control system
• 3:35
  rebuild and how this begins.
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  Number one is workflow.
• 3:39
  Control begins and becomes structured again.
• 3:44
  A lot of times people can't do anything
• 3:46
  because they're, well, they're on the fence about
• 3:49
  things, all right?
• 3:51
  And when we get control back, we have
• 3:54
  a structure, we're able to get back on
• 3:57
  track and become more efficient again.
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  Number two, guys, attention management becomes intentional.
• 4:05
  Number three, tasks and the execution of them
• 4:09
  become organized.
• 4:11
  I said you need to have consistency and
• 4:13
  you need to have structure.
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  Without one of those, you are not going
• 4:18
  to be successful, okay?
• 4:21
  So I think that's an important thing to
• 4:24
  actually understand.
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  Number four, guys, input processing becomes regulated.
• 4:31
  And when it can become regulated, we can
• 4:34
  now, well, we can get back on our
• 4:36
  track, okay?
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  Number five, output timing becomes consistent.
• 4:43
  The output timing becomes consistent.
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  I think when we can know that we
• 4:49
  have dependability, reliability, and consistency, we're able to
• 4:53
  take a breath, we're able to step back
• 4:55
  for just a moment or two.
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  Number six, guys, decision-making becomes structured once
• 5:03
  again.
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  I think when that moment happens where everything
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  kind of falls apart, like the kitchen sink
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  and the walls and everything, we don't know
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  what to do, we don't know why to
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  do it, but all we know is that
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  we just, we get so frustrated that we
• 5:16
  don't think there's anything we can do.
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  But really, we can.
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  We just have to basically stop the chattering
• 5:24
  monkeys in our head, right?
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  Number seven, guys, cognitive load becomes controlled.
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  The mind load that we put on ourselves
• 5:37
  and other people put on us, it becomes
• 5:39
  more manageable now because it's in control.
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  It's not, you know, running all over the
• 5:43
  place.
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  Number eight, guys, task flow becomes predictable.
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  We know what goes in and we know
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  what's going to come out, right?
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  Not only the throughput, so we know how
• 5:57
  much is going to come out, and we
• 6:00
  also know any type of challenges that we're
• 6:03
  going to possibly hit because we've done it
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  before.
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  Number nine, guys, work boundaries become enforced.
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  And I say this to you because when
• 6:11
  a work boundary becomes enforced, we approach that
• 6:19
  differently than other parts of our life, right?
• 6:22
  We approach it differently.
• 6:23
  But I think that's another important one to
• 6:24
  think about, guys, another important one to think
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  about is boundaries.
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  A lot of times, boundaries at work, we
• 6:33
  just let them slip.
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  It's like, oh, I'm at work, so I
• 6:35
  have to do whatever they say.
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  No, you don't have to do whatever they
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  say.
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  You need to do your job description, but
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  you don't need to be manipulating to doing
• 6:44
  whatever you want.
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  See, that's manipulation.
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  And a lot of companies think, well, you
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  know, he's going to do whatever I tell
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  him because, you know, if not, you know,
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  he knows he'll get fired.
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  That's wrong.
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  That's abuse, guys.
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  That is firm abuse.
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  Number 10, guys, execution rhythm becomes stable.
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  So our life is about execution.
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  It is about rhythms.
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  It is about a structure.
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  And I think that structure allows us to
• 7:14
  be on point, but it also allows us
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  to now be consistent.
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  It allows us to have a flow.
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  It allows us to have a throughput, even
• 7:26
  when we thought that that wasn't even possible.
• 7:29
  At this stage, the first shift is not
• 7:31
  speed, guys.
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  It is performance that we want to increase.
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  So our performance increases when we know how
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  to do something, right?
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  I'll give an example.
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  Maybe you've folded papers before when you were
• 7:47
  younger and you had to fold them and
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  stuff an envelope.
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  And now when you did it in the
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  beginning, it was like, oh, this is hard,
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  right?
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  Or it's time consuming.
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  But the more you did it, you know
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  how it folds, you know what goes into
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  what, you know what envelope it goes into,
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  and it just becomes like second nature to
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  you.
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  And I think that's a very important thing.
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  It is structure, and this returns, and because
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  of it, our behavior changes, for the better,
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  obviously.
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  And I know a lot of you out
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  there saying, you know, John, you don't understand
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  my situation.
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  No, I do understand your situation.
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  But I think a lot of people out
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  there make the situation worse than what it
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  really is.
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  Information flow, guys, stabilization.
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  Number 11, information intake becomes filtered.
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  We start to be biased on what's coming
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  in and how we respond.
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  Do we want to do that?
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  No.
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  But we've found ourselves doing it because maybe
• 8:46
  we're too overwhelmed with the amount of information.
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  So when you don't have a system, you
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  get overwhelmed.
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  You get burdened, okay?
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  You get stressed.
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  When we have a system, we can run
• 9:01
  through it.
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  Analogy I can give you is, you remember
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  the I Love Lucy show, right, with Lucy
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  and Ethel?
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  And you remember when they had the chocolate
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  belt?
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  Well, they had the chocolate belt, and basically,
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  you take the chocolate, you put it off,
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  and again, it was pretty straightforward, and they
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  were getting it.
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  And as soon as the lady comes out
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  and sees the two are doing fine, she
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  goes, okay, speed up.
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  So now they speed up the belt, and
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  they're putting things in their clothes and all
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  kinds of stuff.
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  And they didn't really have a system.
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  The system wasn't keeping up with the way
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  it was working.
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  So they were eating some, putting some down,
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  right?
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  So the system was not known well enough.
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  I think because they just started, they were
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  not hand-eye coordinated as well as they
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  should have been, right?
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  But they just started.
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  They just were working in the candy business
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  one day.
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  Number 12, guys, focus becomes system-driven.
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  When we focus, when we put our attention
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  on something, that then becomes much easier for
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  us and for everyone else.
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  I think that's another, I think that's another,
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  I think that's another important thing that people
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  don't understand.
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  We have to realize that.
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  When we get focused, okay, that becomes our
• 10:17
  system, and we are driven to do even
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  more.
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  Number 13, guys, planning becomes consistent.
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  When we know what to anticipate, we may
• 10:30
  not know every situation, but we know pretty
• 10:32
  much what worst-case scenario of, you know,
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  the chocolates are going to be.
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  We know how this is going to work.
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  And I think a lot of people, like,
• 10:40
  feel that they just don't know.
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  Sometimes we need to slow down.
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  That was not what they did in the
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  Lucy and the, what do you call it,
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  the show, you know, with Ethel and Lucy
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  and Isla and Lucy.
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  That was not what they did.
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  They sped it up.
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  Number 14, guys, number 14 is all about
• 11:05
  productivity becoming structured again.
• 11:07
  So when our productivity falls into a structure,
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  we get more done.
• 11:13
  But not only do we get more done,
• 11:15
  we get it done right.
• 11:16
  We don't have to go and do it
• 11:17
  again and again and again and again.
• 11:20
  Number 15, guys, attention becomes self-regulated.
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  Attention becomes self-regulated.
• 11:28
  We're not trying to use processes outside.
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  We're just trying to use what we have
• 11:31
  inside us.
• 11:32
  I think that's how that actually works, right?
• 11:35
  So attention becomes self-regulated, and it helps
• 11:40
  us to complete what we need.
• 11:43
  And it also takes out the level of
• 11:44
  stress that might be around us, okay?
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  So I think that's an important piece is
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  that it takes out that level of stress
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  that, you know, might be around us.
• 11:52
  Number 16, guys, workflow becomes managed.
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  When a workflow becomes managed, we have an
• 12:00
  assembly line.
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  We have a system.
• 12:02
  We have a flow, right?
• 12:04
  So much comes in, so much comes out,
• 12:06
  and it's in a system.
• 12:07
  The reason Ethel and Lucy didn't do so
• 12:10
  well is that they didn't really know the
• 12:12
  system.
• 12:12
  They did well on the slow part, but
• 12:15
  then suddenly, when they sped up the belt,
• 12:20
  they couldn't do it.
• 12:21
  And it's because they didn't have the system
• 12:23
  down well enough before they sped the belt
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  up.
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  So number 17, guys, output becomes controlled.
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  When the output becomes controlled, we have regulation.
• 12:38
  We have more structure.
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  We also have consistency.
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  And you know what we have?
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  We have quality.
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  We have quality.
• 12:48
  Number 18, guys, task systems become aligned.
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  When your task and the planes line up,
• 12:56
  things become so much easier for you, so
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  much easier.
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  Number 19, execution becomes repeatable.
• 13:06
  Execution becomes repeatable.
• 13:11
  When we repeat something over and over again,
• 13:13
  I think I've used the analogy with baking.
• 13:14
  If you bake something a certain way and
• 13:16
  you do it again and again, that recipe,
• 13:17
  you're going to get the same amount, right,
• 13:19
  that you get every time, and you're going
• 13:20
  to hopefully get the same results if you
• 13:21
  follow the same directions.
• 13:29
  That's key.
• 13:31
  So execution will become repeatable when it becomes
• 13:35
  second nature.
• 13:36
  But we can't rush that process.
• 13:39
  That's probably what I'm trying to say here.
• 13:41
  Number 20, guys, cognitive structure becomes stable.
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  So the cognitive structure is when we're doing
• 13:47
  these things physically, and our brain is like,
• 13:50
  OK, let's say I'm stuffing an envelope, right?
• 13:53
  And so the process might start by the
• 13:55
  envelope here.
• 13:56
  I open the envelope, OK?
• 13:59
  Then I need to basically take the small
• 14:03
  card, put it in the envelope, seal it,
• 14:06
  OK?
• 14:07
  And then I need to take another, let's
• 14:11
  say, envelope, put that in.
• 14:13
  Then I need to follow the letter, put
• 14:14
  that in, close it up.
• 14:15
  So that becomes it.
• 14:16
  But the brain has to do a few
• 14:18
  things.
• 14:18
  And it's not aligned with how to do
• 14:19
  it.
• 14:20
  But the more we do it, the more
• 14:21
  that flow just sort of happens naturally.
• 14:25
  This happens with anything you learn.
• 14:27
  If you don't get something right away, don't
• 14:29
  stress about it, OK?
• 14:31
  You can do it if you understand, if
• 14:35
  you understand.
• 14:35
  I think that's a very important thing to
• 14:44
  know, that you can do these things, OK?
• 14:55
  You can do it.
• 15:01
  I think sometimes people don't know what things
• 15:07
  mean, because they try to finish everything from
• 15:11
  the end.
• 15:12
  But they don't have a clue of how
• 15:13
  to do it themselves.
• 15:16
  And then they try to make it go
• 15:17
  faster.
• 15:18
  How do you get something to go faster
• 15:20
  when you don't even know how to do
• 15:22
  it?
• 15:23
  Do you remember tying your shoelace or maybe
• 15:25
  tying your tie?
• 15:28
  How could you ever do it twice as
• 15:29
  fast or three times as fast if you
• 15:31
  don't even know how to do it in
• 15:32
  regular speed?
• 15:34
  I think that's a very important thing for
• 15:37
  us to understand.
• 15:38
  We have to first slow down.
• 15:40
  We have to first crawl.
• 15:42
  Then we have to walk before we can
• 15:44
  run.
• 15:44
  Too many people rush to run.
• 15:48
  And then they get hurt or something happens
• 15:50
  or they get frustrated because they can't go
• 15:53
  where they want to be.
• 15:54
  I think that's a very important thing, guys,
• 15:57
  a very important thing.
• 15:58
  So what changes here, guys, is not the
• 16:02
  workload.
• 16:03
  It's how input is processed before it becomes
• 16:06
  action.
• 16:07
  In the I Love Lucy show with Ethel,
• 16:11
  their mind wasn't thinking with what the next
• 16:14
  step meant.
• 16:15
  They were opening the candy and everything, but
• 16:17
  they didn't have the boxes ready.
• 16:18
  They were not ready with where they had
• 16:20
  to go.
• 16:21
  They were not set up in a process.
• 16:23
  They probably should have had some boxes ready
• 16:24
  so they could have went through and then
• 16:26
  they could go through.
• 16:28
  But they weren't really prepared.
• 16:31
  I said before that if you fail to
• 16:33
  plan, you have planned to fail.
• 16:35
  I mean, that is just the truth, guys.
• 16:37
  Decision and execution.
• 16:39
  Alignment.
• 16:42
  Decision cycles become clear the more we do
• 16:45
  them.
• 16:47
  Number 22, workflow becomes organized.
• 16:50
  When the workflow becomes organized, you know what
• 16:53
  happens?
• 16:54
  We get the task done.
• 16:56
  We get it done right and we don't
• 16:58
  have to worry about doing it wrong because
• 17:00
  now we know what's expected.
• 17:05
  Number 23, guys, input becomes limited and structured.
• 17:10
  So when our input is now limited and
• 17:13
  it's more structured, we can respond better because
• 17:19
  we don't have a million different permutations and
• 17:22
  evaluations to be looking at, combinations, you know,
• 17:27
  different variables of different things.
• 17:31
  When we limit the options, the task gets
• 17:34
  easier.
• 17:35
  It's less complex.
• 17:37
  Output becomes consistent.
• 17:40
  That's the key.
• 17:42
  It becomes easier to recognize patterns, et cetera.
• 17:45
  Number 25, guys, attention becomes reliable.
• 17:48
  Execution becomes disciplined.
• 17:51
  And workflow, well, that becomes stable.
• 17:55
  That becomes stable, okay?
• 17:57
  And that's a very important thing, that workflow
• 18:00
  becomes stable.
• 18:03
  But it doesn't become stable, guys, overnight.
• 18:05
  That's what I have to tell you.
• 18:06
  It doesn't become stable overnight.
• 18:07
  No way.
• 18:08
  It does not.
• 18:09
  Number 28, productivity becomes controlled.
• 18:17
  When we are able to do these things,
• 18:23
  things change for us, okay?
• 18:28
  Things change for us.
• 18:30
  I think that's a very important thing for
• 18:33
  us to all realize, that things will change
• 18:37
  for us when we do that.
• 18:41
  But too many people get upset because they
• 18:44
  can't do it right this moment, right?
• 18:48
  And they figure that, oh, well, if I
• 18:50
  can't do it right this moment, then I
• 18:51
  can never do it.
• 18:53
  I could never do it.
• 18:55
  That's important, right?
• 18:58
  We have to do it the right way.
• 19:01
  We have to do it with structure.
• 19:03
  We have to be consistent.
• 19:06
  If we can't do that, then we're going
• 19:08
  to be disappointing ourself an awful lot.
• 19:12
  We're going to be making a lot of
• 19:13
  mistakes, but mistakes we keep making, and we're
• 19:18
  not learning from them, and that's the biggest
• 19:21
  waste of our time and our resources.
• 19:24
  It's okay to make mistakes.
• 19:25
  You can make as many as you want,
• 19:26
  but don't make the same mistakes over and
• 19:29
  over and over again.
• 19:31
  We have to learn from the mistakes.
• 19:35
  We have to learn from those mistakes.
• 19:37
  That is ultimately, guys, the biggest key I
• 19:40
  can share with you.
• 19:41
  We must learn from those mistakes.
• 19:44
  Number 29, control system becomes active.
• 19:50
  So when a control system becomes active, it
• 19:52
  helps regulate our mind and our physical actions
• 19:56
  that we take.
• 19:58
  Do you use the analogy of Lucy, right,
• 20:01
  with the thing?
• 20:03
  So the question you might be asking is,
• 20:05
  so how do you get up to speed
• 20:10
  to box lots of chocolates from, let's say,
• 20:15
  a fast assembly line?
• 20:20
  And get up to speed with a high
• 20:22
  -speed top box or loading system and chocolate
• 20:25
  assembly line involves a combination of ergonomic station
• 20:30
  setup, strategic workflow techniques, and when possible, automating
• 20:35
  or modifying the line to handle high-volume
• 20:38
  repetitive tasks.
• 20:40
  And so I think when we can understand
• 20:42
  that, we can realize that we can be
• 20:44
  more efficient.
• 20:46
  So the station layout, first position the conveyor
• 20:48
  belt boxes and chocolate supply within immediate reach
• 20:52
  of the distance to being able to grab
• 20:55
  and minimize body movement as much as possible.
• 20:59
  Gravity feed infeed, so use sloped or gravity
• 21:02
  -fed trays to bring chocolates closer to the
• 21:06
  packers' hands.
• 21:08
  In the movie, they just had them going
• 21:10
  down, you had to pick them up.
• 21:11
  If they would have been, like, dropping their
• 21:13
  hands, they could just pick them up.
• 21:14
  That would have been a lot easier.
• 21:16
  Positioning, work from one side of the track
• 21:18
  to reduce reaching.
• 21:21
  Utilize conveyor rotation systems.
• 21:23
  Return items for easier access.
• 21:26
  Tools like use cold, clean hands or lightweight
• 21:30
  food safe tongs to handle chocolates, reducing, melting,
• 21:33
  and increasing the speed.
• 21:35
  Get the chocolate on your hand.
• 21:37
  Well, that's not going to be very fun.
• 21:40
  You heard the saying, M&Ms, they melt
• 21:43
  in your mouth, not in your hand.
• 21:44
  But when your hands get warm, they melt
• 21:46
  in your hand, unfortunately.
• 21:48
  So workflow and packaging strategies.
• 21:50
  You have batching.
• 21:51
  Rather than attempting to complete one full box
• 21:53
  at a time, use batching.
• 21:56
  Pick magnets, filters first, and then all the
• 22:01
  chocolates in one motion.
• 22:03
  And then you cap it.
• 22:04
  The buffer approach, similar accumulating table.
• 22:09
  Line to run fast while providing a buffer
• 22:13
  that slows down the product, giving workers time
• 22:15
  to pack without getting overwhelmed.
• 22:17
  That's important that after a certain time, you
• 22:20
  have to figure out when that buffer needs
• 22:21
  to be put in place.
• 22:23
  Top box.
• 22:24
  When top loading, use two-handed rhythmic continuous
• 22:27
  movement.
• 22:28
  Avoid pausing.
• 22:29
  Aim for steady rhythmic flow in a fluid
• 22:32
  motion.
• 22:33
  And pre-fill the boxes.
• 22:36
  Now, have another operator pre-open the boxes
• 22:39
  or prepare the boxes so the packer only
• 22:41
  focuses on filling.
• 22:43
  When we give somebody one task, it's a
• 22:46
  lot easier to focus on one task than
• 22:47
  to focus on multiple tasks.
• 22:50
  Process of mechanical improvements.
• 22:52
  Line balancing.
• 22:53
  Ensure the conveyor speed matches the packing capacity.
• 22:56
  That was not the case in I Love
• 22:59
  Lucy.
• 22:59
  If the line is too fast, the bottleneck
• 23:02
  needs to be addressed through reorganizing the floor
• 23:05
  plan.
• 23:06
  Automation.
• 23:08
  Utilize robotic pick and play systems, such as
• 23:11
  top tiers automated case palletizers, which can handle
• 23:14
  repetitive high speed tasks faster than humans can.
• 23:19
  Standardization process.
• 23:20
  Create standard SOPs, standard operating procedures, for packing
• 23:25
  training employees to follow specific uniform motion to
• 23:28
  reduce errors and waste of time.
• 23:30
  Packing material management.
• 23:32
  Ensure packing, such as dividers or trays, is
• 23:35
  easily accessible and requires minimal effort to insert.
• 23:38
  So these are all things that we have
• 23:40
  to pay attention to.
• 23:42
  But in the movie, they were just trying
• 23:44
  to show you an analogy that they couldn't
• 23:47
  keep up because they were trying to start
• 23:49
  this job.
• 23:50
  But if that would have done properly, that
• 23:52
  would have not been the way it works
• 23:53
  in a typical candy factory.
• 23:55
  So number 30, functional control restored.
• 24:00
  The functional control has to do with the
• 24:05
  execution of the way the task is being
• 24:08
  handled.
• 24:09
  Let me give you an example.
• 24:11
  A functional control for packaging top chocolates, one
• 24:16
  is we open the box.
• 24:18
  Somebody opens the box.
• 24:19
  Two, they push the box to me.
• 24:21
  Three, I grab a chocolate.
• 24:23
  Four, I grab a, let's say, a vanilla,
• 24:27
  put it in the box.
• 24:29
  I push it to the next person.
• 24:30
  That person closes the box, seals it, and
• 24:33
  puts it down.
• 24:33
  And you have people that go through this
• 24:34
  other one.
• 24:35
  Because when you have somebody switching tasks, it
• 24:38
  gets complicated and people have the ability to
• 24:41
  make mistakes.
• 24:43
  Machines can switch tasks very quickly, and they
• 24:47
  don't make mistakes.
• 24:48
  Humans can't switch tasks very quickly or very
• 24:52
  easily.
• 24:53
  So this, ladies and gentlemen, is where performance
• 24:55
  stops being reactive.
• 24:57
  I've talked about reactive versus proactive.
• 24:59
  It's always better to be proactive.
• 25:02
  And it starts to become repeatable.
• 25:05
  I think when we can see a process
• 25:07
  being repeatable, we change.
• 25:11
  We get successful.
• 25:12
  What is actually happening is what we are
• 25:15
  really observing is not improvement, guys, in effort.
• 25:20
  It's improvement in a structure, in a flow,
• 25:22
  in a system.
• 25:24
  A system doesn't have to be a machine.
• 25:26
  A system can just be the way an
• 25:29
  assembly line flows or who's doing what at
• 25:32
  what time.
• 25:33
  Right?
• 25:34
  Because when structure returns, execution stops fighting itself.
• 25:41
  You're no longer dealing with a tug of
• 25:44
  war.
• 25:44
  You're all going in the same direction.
• 25:47
  And that's not hard to understand.
• 25:49
  But a lot of people just want to
• 25:50
  say, oh, well, just this time, I'm going
• 25:51
  to take care of it.
• 25:53
  And then it's always this time, and this
• 25:54
  time, and this time.
• 25:55
  And it never gets better.
• 25:57
  And in fact, people just take for granted,
• 25:58
  oh, I guess I'll just let you do
• 26:00
  it.
• 26:01
  And that's really bad.
• 26:02
  So people often misinterpret this stage as slowing
• 26:06
  down.
• 26:07
  But it's not slowing down.
• 26:08
  That's the key.
• 26:09
  But in reality, it is a stabilization before
• 26:12
  we can accelerate.
• 26:13
  So we can go faster once we know
• 26:16
  the mechanics of the operation.
• 26:19
  Why people miss the stage, most people look
• 26:24
  for faster output.
• 26:26
  But they ignore the phase where output becomes
• 26:28
  reliable again.
• 26:30
  They feel this is a necessary step, and
• 26:32
  it's very necessary.
• 26:33
  Without reliability, speed does not matter.
• 26:39
  Whether we do something really fast and we
• 26:41
  keep making mistakes, doesn't matter how quick we're
• 26:44
  going, because we're going to have to redo
• 26:45
  them all again.
• 26:45
  You do not scale chaos.
• 26:49
  You shouldn't.
• 26:50
  You stabilize first.
• 26:52
  And then you're able to stabilize things.
• 26:55
  But you first have to get your hand
• 26:57
  on chaos.
• 26:58
  And chaos happens because there's too many mixed
• 27:00
  communications.
• 27:02
  Real world effects, when control systems return, you
• 27:07
  see fewer interruptions in execution, clearer task sequencing,
• 27:11
  reduced cognitive overload of the brain, improved decision
• 27:14
  accuracy, more predictable output, not because effort increased,
• 27:19
  but because fragmentation decreased.
• 27:23
  That is a very big key.
• 27:26
  Final insight for you guys today is performance
• 27:29
  is not created at peak effort.
• 27:32
  It's created within a structured environment or consistency.
• 27:36
  And consistency only exists when attention, input, and
• 27:39
  execution are perfectly aligned with each other.
• 27:44
  In closing, guys, I think we need to
• 27:47
  understand that control is what can give us
• 27:50
  peace and serenity.
• 27:51
  When we have control, we do have freedom.
• 27:55
  In closing, I would like to say, ladies
• 27:56
  and gentlemen, I want to thank you.
• 27:58
  I'm John C.
• 27:59
  Morley, serial entrepreneur.
• 28:00
  This has been Inspirations for Your Life.
• 28:03
  And remember, guys, you do not improve output
• 28:05
  by pushing harder.
• 28:07
  You improve output by restoring structure and creating
• 28:11
  SOPs that allow workflow to push through easily
• 28:15
  with the least amount of effort.
• 28:17
  Have yourself a great rest of your day
• 28:19
  or evening.
• 28:20
  And I'll catch you on a new show
• 28:21
  or episode or content real soon.
• 28:24
  Be well, everyone.