Top 5 - Best business advice ever received

Speaker A: Me. I'd really like this to be our audience participation episode. Uh, yeah.

Speaker B: We'd love to hear from.

Speaker C: We'd love to hear. We want to send your list on where you're putting these in real time.

Speaker B: Are we crazy? Yeah. Are we crazy?

Speaker A: Yeah. And if you have other ideas, just think of this as, like, ranking the top songs of all time. Everybody's got opinions. Everybody's got no bad answers, no wrong answers. There's no bad to the bones. Most of the lessons I've learned have

Speaker B: been it's not just selling a product, it's selling anything.

Speaker C: My mom came home and said, I heard they're having clown college auditions. And I told my mom, good luck, go get them.

Speaker B: Time to catch up with the CEO Bros. After hours, the conversation continues.

Speaker C: Welcome to the Cross Classic. We've got the Chicago White Sox versus the Chicago Cubs.

Speaker B: I saw him wearing his cub shirt, and I said, I got. I got. I gotta get myself.

Speaker A: Chris. Mine says World Series champions.

Speaker B: Mine says south side. That's okay.

Speaker C: Who won first or who, uh, who's the last one?

Speaker B: Well, yeah, who's got. How about this? Who's got the best chance in 26? Obviously, the White Sox. Cubs are flowering.

Speaker A: Obvious.

Speaker B: All right, we're gonna do something fun today.

Speaker C: We are gonna do a blind rank.

Speaker A: We never have any.

Speaker B: We never have any fun.

Speaker C: We're gonna do something. Uh, so blind rankings are you. You have five slots, and you have to. Brian is going to give his five best business tips. We're going to hear them. We don't know what they are, and we're going to rank them what we think, one to five. All right, so as it goes on and as a warm up, just as a quick warmup for both of you, I've got four Chicago Bears players. Now you. That's not the top four of all time. So quickly, blind rank, one to four. One being the best, these players. All right, first one.

Speaker B: One being the best.

Speaker C: One being the best, the first one, Cole Commet. One, two, four.

Speaker B: Oh, geez. Four.

Speaker A: Four.

Speaker C: Okay. Second one, Dan Hampton.

Speaker B: Uh, he's. I'm gonna say three.

Speaker C: Okay, three. So we got one and two.

Speaker A: There's better players, not a team. We are independently coming up with these

Speaker B: races where it's interesting.

Speaker C: Number three, Devin Hester.

Speaker B: Uh, well, two.

Speaker A: I gotta go two.

Speaker B: So both are pretty easy. Number one is Tommy Waddle. So congratulations. Tom Waddle is the best Chicago. And by the way, once you do your blind. Your blind ranking, you cannot move them around after you.

Speaker C: Well, that's the thing. Is that's what's setting up is I left out Walter Payton purposely Because you don't know. We don't.

Speaker B: Galloping goes GS. I saw you were. No, it's not. I'm sorry. It's not. Gail Sayers is not the Galloping Ghost. Sorry.

Speaker A: Sorry.

Speaker C: My.

Speaker B: He's the Kansas Comet. Thank you. Sorry for.

Speaker C: Well done, man.

Speaker B: I messed that.

Speaker C: And that's the thing with blind rankings. It's not necessarily you. What you. So we have to be very, uh.

Speaker A: I'm not gonna trick you guys. I'm not gonna throw out a Tommy Waddle at the end.

Speaker B: Yeah. I mean, that was kind of B.S. matt.

Speaker A: He's a good guy.

Speaker D: Just saying.

Speaker B: Yeah, Tommy Waddle is a great guy.

Speaker C: I'm surprised you put Hampton solo.

Speaker B: He's number three. I mean, just. There's a lot of talented Chicago Bear players ahead of the answer.

Speaker C: Okay, so, um, you're gonna give. We're gonna hear your pitch.

Speaker A: Yes.

Speaker C: And then when you're done with your pitch, we'll rank it and move on to the next one.

Speaker A: Because rank it.

Speaker B: If you've got examples, this is pretty spectacular. I'm gonna get to hear from a CEO that says these are your top five pieces of advice you've ever been given.

Speaker A: I've ever been given that I think or you've implemented or even everybody else. Right.

Speaker C: I should.

Speaker A: I should put these in a book or keep these for myself, but I'm not. I'm gonn.

Speaker B: I can't wait. I can't wait to rank them.

Speaker A: All right, let me see where I'm going to look. Well, I'm not going to look. I'm a poker player. I'm used to keeping my cars down, uh, low. Okay. So, uh, these are in no particular order, obviously. Of course, um, early on, I was given advice, and we've talked about it on the show. I think a couple of these things we've talked about on the show. If you're going to do something, do one thing. Extraordinary leader. Extraordinarily well. Go deep in a market, dominate a market. Do not go wide and thin. You want to own a particular niche before you do anything else.

Speaker B: That's a very.

Speaker A: You've got to.

Speaker B: That's a very solid piece of advice that I, uh, subscribe to that pretty highly. I'm going to. Brian, I'm going to put that. Ready for this. I'm going to put that to.

Speaker C: You know, I'm going to go, uh.

Speaker B: I'll go three on that.

Speaker C: I think it's solid, but I Think there might be some more that are a little better, more impactful, some that are not. So I'm gonna go three.

Speaker B: No, I think his advice. I think his advice is going to get weaker as it goes.

Speaker C: Where's this Tommy Waddles?

Speaker B: I did see very well. It's three for me, two for Brandon. Okay.

Speaker A: I did see a strange example of this today. I went to, uh, buy some Scotch Guard, and for my entire life, it's been a red can that you spray on anything, and it protects it from stains or whatever. Now it's eight cans. It's got, like, eight different colors. This one is for water. This one's for oil. This is for car. This is for clothes. I'm like, okay, you just diluted the entire thing.

Speaker B: Are we going to get into our Cracker Barrel discussion again and talk about branding and why?

Speaker A: That's like, why would you do that? Now you've made it more difficult to choose your product. Like, someone else can swoop in and go, our can of stuff you sprayed on anything anyway.

Speaker B: All right, so you don't have the same opinion? Well, we're close, but.

Speaker A: Yeah, you're close. You're close.

Speaker C: It's definitely not a four or five. It's up there, right?

Speaker A: Um, so another one that I was glad I got early on, and it probably could have done better at this. But don't ever settle for anything less than the best partners you can find. So whether that's business partners, like your banks, your accountant, your attorney, or your executive team or your management team or your suppliers. Like, if you set your standards here, don't ever work with someone whose standards are below yours. And it's so easy to do, especially when hiring people, because it's like, oh, man, this position's open. I just got to get a body in here. You are going to regret it for the rest of your business career if you settle for somebody that's less than, uh, that.

Speaker B: That doesn't meet your expectations. That. Yeah, okay.

Speaker A: Yeah, you set high expectations. As a founder or a CEO of a business, you have a certain set of expectations. And a lot of times you see people who will partner with someone who doesn't have that same drive or energy or commitment or accountability just because they need something and they need someone to, you know, fill it. Don't do that. Don't ever.

Speaker B: Matt, would you like to, uh.

Speaker C: Boy, uh, I'm gonna go on this one. I'm going to put it at, uh. Can you overcome that mistake? I. I'm trying to figure out how I Want to view these? What mistake can you overcome? I'm gonna go four on this. I'm gonna put it right below.

Speaker B: Very good. I'm actually gonna go. I'm gonna go five with this one. Okay. I. And again, you know, we're talking about Brian's five top piece of advice, so there's obviously no advice in here that I would warrant to be like, oh, well, that doesn't make sense. I just don't know if I would. Based on the needs of the business, and where I see is what we have to get done. You may have to make compromises on certain things like that because your expectations could very well be different than what other people's expectations are. So I'm going to say five in this case. I hope Brian doesn't take that as a derogatory, uh, because you have to rank something five.

Speaker A: Right, Right.

Speaker B: So I'm going to make that my five. And that's, uh, vendor partner, uh, selection.

Speaker A: All right, you said a very bad word in there.

Speaker B: What's that?

Speaker A: Compromise.

Speaker B: Yeah.

Speaker A: Hate to hear that.

Speaker B: Understood.

Speaker A: But where would you compromise on your product? On your, uh, no, what.

Speaker B: What you believe is your expectation level versus what that vendor can deliver. You may just be asking for something that just can't be deliverable.

Speaker A: And.

Speaker B: And then you could say, well, I'm going to hold out until I get it. And, like, you can hold out until you run out of cash, too. And then you're like, your business doesn't exist.

Speaker A: So, I don'.

Speaker B: Know, we'll see. We'll see where the rest of these go. But that's just my quick take. But of course, now we can't reverse the order later.

Speaker D: Right.

Speaker B: So I just like this.

Speaker A: You're stuck with, wait, why do you hate compromise?

Speaker B: Uh, why do you hate it sounds like somebody that should be sitting at a negotiation table. I don't think I want to be sitting with him.

Speaker A: Yeah, it just leads to, uh, lowering your standards, lowering expectations of the team. Like, you know, if you say, we're here and then you bring in a partner that does this, everybody in your organization and your clients look at you and go, well, wait a minute. You know, you said you're going to answer the phones in 30 seconds, and you've got these guys answering at your call center that take two minutes or they don't know your product, or if you're a restaurant, it's like, hey, your hot dogs used to be good and now they're not.

Speaker B: Well, okay, hold on a second.

Speaker A: Now you're starting. Those are Partners.

Speaker B: But you're starting to get very broad in your definition of what expectations. We start talking about product quality. It goes from the product is no longer good. The turnaround time is not exactly.

Speaker A: I mean, come on.

Speaker B: You know, I. I just think that's

Speaker A: why when you say compromise, I get a. I get a queasy feeling like, well, where are we compromising on. On what aspect of our brand are we willing to compromise?

Speaker B: I mean, now he's starting.

Speaker A: I'm gonna make the argument that every one of these should be number one.

Speaker B: I think we can get.

Speaker A: You know, especially when you give it a five.

Speaker B: We should make some notes on these. These should be, like, ongoing episodes of debating some of these topics because, yeah, I do not want to be known as someone that just compromises on quality. And you talk about. Yeah, totally fine with his service level. Just hitting the. Because Brian thinks that I'm compromising in that. No, I just think that when you talk about certain expectations, if the business is, uh, has to, uh, uh, sustain and grow from it, there are certain things that maybe aren't. They're not even feasible. They can meet that expectation level.

Speaker A: I don't know.

Speaker B: I'd like to see what the other three are. Well, before I feel bad and have, uh, you know, uh, buyers were more sellers.

Speaker A: Well, that reminds me, I'd really like this to be our audience participation, uh, episode.

Speaker B: Okay, so.

Speaker C: So not too late to rank. First of all, you. What you want to do, get. Hit that subscribe button. Right? So make sure you always do that first. So we have. The first one was one thing that's done very well. So rank that one to five, and then vendor, uh, partnerships, you know, with or without compromise. That's a whole nother topic.

Speaker B: Okay, so, yeah, we'd love to hear from.

Speaker C: We want to send your list on where you're putting these things in real time.

Speaker B: Are we crazy?

Speaker C: Yeah.

Speaker B: Are we crazy? Do we, uh. Is what we're commenting on Brian's top five, Is it off? We'd love to hear from you and think whether.

Speaker C: I mean, there may be some of you out there who are like, you work really well with partners, and that's your number one or two.

Speaker B: I mean, Brian's like. Or Brian's like. Or there's people out there that just like, compromising.

Speaker C: What's a brand? It's like.

Speaker B: I'm like.

Speaker C: Compromise is a good word. You're like. So you want your product to be crap.

Speaker B: Geez, I didn't say that.

Speaker A: The C word. Oh, my God. Uh, yeah. And if you have other ideas, think of this as, like, ranking the top songs of all time. Everybody's got opinions. There's no bad answers, no wrong answers.

Speaker B: There we go.

Speaker A: Okay, let's see.

Speaker B: Matt, you said on that one, you said four. I did.

Speaker A: Okay, so the next one, I'm not going to say which number this is, is Protect Cash in Equity. Like, it's your first child, your firstborn, and in cash in equity are two different things. I bunched them into one. Cash is. Obviously, we've talked about when you're out of cash, you're out of business. So that is your operating cash. Like, focus on it like a laser beam. The equity is more as the founder and owner of the business. You know, there's a temptation to give up equity for funding or for services or to your friends and family. But at the end of the day, if this is an equity business and you plan on making money when you sell it, you want as much equity as possible. So protect your equity as long and as hard as you can.

Speaker B: Yeah. Okay. Well, I was just gonna say, I mean, the fact that you lumped those two together are really.

Speaker A: I made that difficult.

Speaker B: Well, it's kind of surprising you did that, to be completely honest, because cash is king. Okay. We talked about cash being king, and everybody knows how important. I mean, I think one of our last episodes, we talked about, like, hey, you gotta have cash on hand for your operating. You need to have cash on reserve. And then, what did I tell you? Go get a business line of credit so you have access to cash.

Speaker C: So I think we. I think we have to call an audible here and do one later. Yeah, I think you have to pick one.

Speaker A: No, no, it's both.

Speaker B: Both.

Speaker A: Yeah, yeah, Cash. And I got the same advice from one person.

Speaker B: I'm going to tell you, listen, how

Speaker C: do you protect cash? What's the. What's the argument to protect.

Speaker B: No, he's just saying don't spend it. Like, for example, there are things that you can invest in and say, I'm going to take, uh, I'm going to take a loan out on that. I'm going to take a line of credit on that and not spend the cash on hand. And what I'm saying is having cash on hand is critical because if you run out of cash and you don't have access to cash, you're done. So that's critical. And then the second part of it, which is, again, I think an altogether different topic, Equity. You don't want to give up equity. I mean, if you can do anything possible to give up equity, you should stop it from happening. So I'm going to put that pretty high up there. I'm gonna say that that's one. That's number one.

Speaker C: I was gonna go two. The equity threw me. Cause I thought, well, you may have to give up equity, but the cash, you have to protect. So I'm going two on and protect cash and equity.

Speaker B: So number two for me, number one, Brian, I think that's a really good piece of advice is don't ever underestimate cash being king, and never underestimate how important equity is. And I see a lot of businesses say, well, I'm gonna give that person 20%. I'm gonna give that person. I give that group 30%. It's like, you're going to regret that down the road when you really need that, or you're. It's going to be meaningful value. You're going to say, why in the world did I flippantly just give it away?

Speaker C: Yeah.

Speaker A: Right. Yeah. So, um, yeah, and we're talking about advice. I think it's. It's great advice to people who are starting a business, because you don't think of that. And it's something you see with a lot of entrepreneurs. They have cash, spend cash, you know, and don't think about the. All the things we talked about. Seasonality and, you know, operational flows, uh, lifestyle creep. And same with equity. Equity is kind of free. Like, it doesn't mean anything to me today, but in five years, when you go to sell your business, like Brad said, you're going to be going, oh, man, why did I give that guy equity?

Speaker B: That's why you kind of. That's why you kind of shocked me in one of our prior episodes when you said that you're giving EP equity away. Not.

Speaker A: I'm giving.

Speaker B: You were using equity to pay vendors.

Speaker A: Right. I did caveat that.

Speaker B: I mean, you did wake up from that drunk stupor and say, what was I doing?

Speaker A: We had no cash. And. And it was very cheap at the time. That makes sense. But I did regret it, and I didn't do it again. I learned a lesson.

Speaker C: So, Brad, you've used your one.

Speaker B: I used one, two, and five.

Speaker C: So I have my one in my five.

Speaker A: So I'm going, all right, all right. Um, this one, I. I got to explain it a little bit. I can't.

Speaker B: Well, remember. Remember what he said now? Episode about four episodes ago? He said if he takes a while to explain things, it doesn't. It means you really don't know It.

Speaker C: Well, I'm already going number five on this.

Speaker B: I'm already, I've already made. Here we go, number five.

Speaker C: I'm doing a blind five. Ah.

Speaker A: So I call this one. Have a story. Like, people understand, appreciate support, get behind stories. Whether it's good guy, bad guy, or, uh, Star wars the mission. And we got to get to this, this. The more you can position your business as a story when you're recruiting employees, recruiting partners, trying to raise money, trying to sell the business. You know, I just gave this advice to somebody the other day that's trying to sell their business. What's your story? Yeah, like, where's the emotion behind this? Where's the, you know, get me, you, uh, know, involved and engaged as opposed to just, well, we do this and we make this amount of money and we're growing 10% a year. It's like, okay, great, you know, um, but, but what's the story? Why did you start this thing? What are you trying to change in the world? Why is your business different than other people's? Have a story.

Speaker B: I think it's good advice, actually, because, uh, the reality is that, uh, especially if you have, especially if you have obviously a lot of employees, I think that because, yes, the bigger you get,

Speaker A: the more important it is.

Speaker B: People, people want to, want to grasp onto something. They want to rally behind the mission or rally behind this narrative you're talking about. Like, you know, what is the mission? What's the narrative? What's the story we're all pulling in? It's almost like what is the end goal we're trying to get to? And that end goal is told through a story. And so I do actually think that that's really good advice. I, uh, yeah, I would say that that's knowing that I have a three and four left. I mean, it's, It's a toss up. I'd say it's. It's a four. I think it's a good, It's a. To have that. If you don't. If you're involved in something, if you have employees and they don't feel like they're behind something of substance, of value, of, of merit, of something that really drives them. It's. It's hard to, um, elevate the level of work too. I mean, then you got people just punching and going home, and that's what you're interested in, then great. But I think that a story drives the point home to get people really vested in what they're doing.

Speaker C: Well, I only have my number one and Five left. And I think storytelling checks so many boxes. Whether it's employees or vendors or customers. I think getting that message across is marketing, is morale. So I'm gonna make storytelling, uh, number one.

Speaker B: Wow.

Speaker A: I had a feeling it would appeal to you.

Speaker C: Yeah.

Speaker A: Knowing your background and, uh, in it,

Speaker C: it, um, especially being in intakes.

Speaker B: Right.

Speaker C: Telling parents who, you know, with a newly diagnosed child that story of, you're on a journey, we're here for you. Like, we have to connect with them.

Speaker A: Yeah, yeah. And this really falls on the founder, on the CEO, to create the narrative. Obviously, you can have help from people, from marketing people and creatives, but a big part of it, like Brad talked about, as the company gets bigger, the story needs to be easily repeatable. So, um, you know, managers can tell new employees, here's our story. Salespeople can tell customers, here's our story.

Speaker B: I think you. You said one time early on the podcast, you said says, like, well, I can't get out and talk to every employee everywhere. I've got to rely on my team to relay that message. That, that and it. And it starts with everything. The objectives, what we're trying to do, but it's the story behind what we're trying to do. You want that to permeate throughout the entire company. Remember you said I used to meet with every employee on their first day and they get to a point. Is that practical? No. Well, the person that's going to meet with them on the first day has got to get that message across, has got to get that story across. So everybody is rowing the boat in the same direction. So I like it. It's a good piece of advice.

Speaker A: And it usually starts with the seat on Shark Tank. What got you into this business? Why are you doing this? What's driving you personally to do this? This gets to your point from our last episode of the Hurdles in starting a new business. Is there something strong that's driving you as a founder that's going to keep you interested, keep this sustainable. Okay, so the last one, somewhat related. This is a bit broader advice that people get in general, but to me, it. I saw it when it. When it was applied, it worked well. When it wasn't applied, it caused problems. And it's the, um, acronym kiss. Keep it simple, stupid. And again, when you're starting a business, it's imperative to keep things simple and not get distracted, not get caught up in the minutia. When you're growing a business, you need to keep things simple because you've got to get everybody on Board in sync, locked in as soon as it starts getting complicated or there's exceptions. One of our biggest challenges was we used to joke we have more exceptions than we do rules. And so it would take months to train new people. We're like, we gotta standardize, we gotta streamline, we gotta simplify. We should have started there at the beginning. Keep it simple. And it gets back to that, that first one we talked about. Dominate one area, do it extremely well.

Speaker B: So I, you know, it's funny that naturally, if I had not ranked anything, I would have put a three because it's, it is important. I do know from running any business that, um, the level of sophistication in anything is you don't have the advantage, you don't have the benefit of talking to every single employee and explaining everything else. So the simpler the model is, the simpler the narrative is. The simpler everything is, the processes, everything, the simpler it is, the more likely you're going to succeed. So it's got to be up there. And right now my last number is three. And I, without even seeing my prior numbers, would have ranked at 3 because that's that it gets back to like getting back to the basics, you know, is, is right.

Speaker A: We've talked about that.

Speaker B: Getting back to the basics. Keep it stupid simple or keep it simple stupid. Um, I would put that number three and it's critically good advice, uh, to um, keep everybody, uh, rolling the boat in the same direction.

Speaker C: It's my number five by default. It feels a little weird to have storytelling one and keep it simple. Stupid five, because it is part of storytelling. Keep the message simple.

Speaker B: You always walk around talking about saying how complicated you like things. I love when I listen to that.

Speaker C: I listen to that song Complicated all the time.

Speaker B: I do like ranking though, because now when you look back, do you look at and say, I really wish I could flip flop my order. And you know what, for me, can I just say, no, I would not change my order at all.

Speaker A: What's your order?

Speaker B: I want to give my order one more time. Cash and equity is number one. Cash is king. You protect your equity at all costs. If you're a business owner growing, you want to protect that number two. Zero in on one good thing in the business. Don't spread yourself thin. If you're selling product, don't have a gazillion skus. Get good on one thing, one product, one service and do it exceptionally well. That's critical. Um, three we just talked about, which is kiss. Keep it simple. The simpler it is, the easier it is for people to understand and execute. Um, four. Storytelling, I think, um, having a narrative, having a mission statement, having something that everybody can rally around and get after is critically important. But I would put that number four and then five. Although Brian jumped on my case about talking about compromising with vendors and partners. Um, I would put that last. And I wouldn't change my order. I'm very happy with my order.

Speaker A: The interesting thing on the partners is I feel like we've talked about the differences.

Speaker B: Well, you're flip flopping with your definition of all this. You're basically saying we, we hate quality

Speaker A: now and we don't care. I just think, like, my entire business career, I've been entirely dependent on partners. And I don't think you have as many business partners.

Speaker B: Uh, okay, fair enough. I mean, uh, and you're talking about vendor partners, not mostly vendor partners is

Speaker A: what I was thinking there. I mean, I know you have accountants and attorneys.

Speaker B: You love your law firm. So the. So the. So what you're just talking about is important because that's in my business. Business. It's not something I've relied on as heavily. Right. So you're like, I can't imagine that for me, it's like, it's not. It's not been a critically important element to the success of our business. So that's why not saying advice is not important. It's just. It doesn't rank as high for me.

Speaker C: Yeah. And I think with. With what I do in my background, the theater kid, I'd stick with number one, storytelling. I think that's vitally important. The only thing I'd flip flop, I'd put kisses for and partner as five. And I would compromise the hell out of any relationship.

Speaker B: No, I compromised at everything.

Speaker A: Have a story falls, I think, under communication, which, by the way, this is.

Speaker C: This is new for me. Sorry not to cut you off. Um. Oh, I did cut you off. Uh, I don't think I've ever.

Speaker A: As long as you apologize, it's okay.

Speaker C: Um, I don't think I've ever seen you, uh, react to compromise that way. I'm not sure.

Speaker A: It hasn't come up.

Speaker B: He snapped.

Speaker C: He did. He went, oh, I hate hearing that. And compromise, you would think, is such a positive word. I don't want to take this. This off in another direction. Maybe we do a whole episode on compromise, but that was an interesting.

Speaker B: Compromise would be a good. Compromising would be a good episode.

Speaker A: Uh, yeah, because you would think probably.

Speaker B: Yeah.

Speaker A: Ah. I had a labor relations course in college and I did horrible in that.

Speaker C: All right.

Speaker A: We ought to get people engaged. Please tell us your rankings, things we've missed.

Speaker B: Are you a Socks fan? Are you a White Sox fan? Are you a Cubs fan?

Speaker A: Are you a Bears Chicago fan? Bears Indiana fan?

Speaker B: Yeah, but, but, but uh, but I think your first five was good, Brian. If I went with my five, it would have been a shocking revelation of what I consider to be important advice because it's really down to the nitty gritty.

Speaker C: Well, we're gonna do that.

Speaker B: So in a future episode cuz I'm gonna change those so you hit that

Speaker C: subscribe button and then eventually you'll see Brad do a blind ranking for us of his top five.

Speaker B: No, you're do a blind ranking of mine.

Speaker C: I'll do a blind ranking of your

Speaker A: five most important pieces.

Speaker B: But that was fun, Brian. I appreciate you sharing that.

Speaker A: Uh, we.

Speaker B: Somewhere no one knows the date right now. We know it's Friday night and we know right now that the Socks have a better record than the Cubs.

Speaker A: So let's talk about it. Yeah, there we go.

Speaker B: All right, here we go.

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