1: Ever said, “It’s just quicker if I do it myself?”

Probably.

Yesterday, we looked at the powerful results of “the ownership program” at the New York City restaurant Eleven Madison Park where junior team members were given ownership of different types of beverages, including coffee, cocktails, and tea.

“I’m not going to lie,” General Manager Will Guidara acknowledges in his book Unreasonable Hospitality, “it’s much easier to … continue reading

1: As leaders, what’s more addictive than flying in as Superman or Superwoman to save the day?

“It feels downright intoxicating,” Dan Martell writes in his book Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire.

The only problem with regularly donning our capes?

Our teams become dependent on us to provide all the answers.

“It may feel good,” Dan observes, “but over time one … continue reading

1: “When a professional tosses a bowling ball down a lane, it knocks over nine or ten pins,”  Dan Martell writes in his book Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire.

What happens when Dan’s eight-year-old son goes bowling?

More often than not, the ball goes right into the gutter.

Unless… Dan puts up bumpers.

“With the bumpers, he’s almost as good as … continue reading

1: As the CEO of his company, Brad was tired of all the “upward delegation” he was experiencing.

His team members would line up outside his door to ask for his guidance to help solve their problems.  

By the end of the conversation, somehow Brad now owned the issue.

“These problems were sucking his time and energy,” Dan Martell writes in his book Buy Back Your Time: Get Unstuck, Reclaim … continue reading

1: No one ever gets it right.

“That’s one thing many entrepreneurs think,” Dan Martell writes in his book Buy Back Your Time: Get Unstuck, Reclaim Your Freedom, and Build Your Empire.

The good news? There’s an easy way to solve this problem.

Dan calls it: A Definition of Done. Or, simply: A DoD.  

“I use this for every person at every level in my company,” he writes.  

“For … continue reading