Sari Swears Podcast: Underperforming Employees? Here's How to Fix It

If delegating feels risky and holding on feels exhausting, this episode will hit home.

On the podcast this week, I’m joined by Coach K and Meredith Berg, an EOS Implementer, to talk about the real reason running your firm feels so damn heavy — and what ACTUALLY fixes it. 🎯

We get into:

👉🏽 Why delegation fails (even when you want to let go)
👉🏽 How accountability (not micromanagement) creates freedom
👉🏽 The biggest mistake law firm owners make with roles and people
👉🏽 Why culture matters just as much as skillset
👉🏽 How to stop spinning and start executing on a real vision

This isn't a theory.

It’s structure.

It’s clarity.

It’s relief.

If you want your firm to support your trial work instead of competing with it, press play.

Tune in NOW! 🎧

Love,
Sari

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“Everyone hits a ceiling. Whether you’re a solo entrepreneur or leading a growing organization, there’s only so much time and capacity one person has. At that point, you either choose to grow — by delegating and elevating — or you stay stuck.”
Meredith Berg

transcription

Sari de la Motte:

When you get into it... I mean, no trial lawyer gets into trial lawyering so he can run a business. Right? It's because they want to do trial lawyering, and I'm a trial consultant and a coach, I don't want to be running a business. So, we read all the books because we don't know what the fuck we're doing. And then when we read them, they say things like, "Well, you just need to delegate." And I think what comes up is, yeah, but then I don't know if that person's going to be doing it the way that I want it done and all of the things. Now, enter all the great tools that EOS has.

You're listening to Sari Swear, on the Sari Swears Podcast. Welcome, everyone, to a brand new episode of Sari Swears. With me today, I have two guests, Coach K, who has been here before. Hi, Coach K.

Coach K:

Hi.

Sari de la Motte:

Hello. And Meredith Berg, who I promised I would bring-

Meredith Berg:

Hello.

Sari de la Motte:

... on the podcast. Thankfully she agreed because I promised before she agreed. An EOS implementer that we have been working with and we are going to be talking to her and Coach K today about some of the very real struggles that y'all have in running your businesses as trial attorneys, because as you know, I want you to make that part of your life easier so you can focus on actually doing the trial lawyering part of trial lawyer. And so, Kevin's going to be here talking about some of the things he's hearing from his clients. Of course, I'll add my two cents in there too, and then we'll make Meredith solve all of our problems. But welcome, Meredith, to the show. Thank you so much for being here.

Meredith Berg:

Absolutely, thank you.

Sari de la Motte:

So, tell me a little bit about how you... Well, first before we do this, let's define EOS. What does EOS mean for our listeners who are brand new?

Meredith Berg:

Sure. So, EOS stands for entrepreneurial operating system, and it's really a specific model that helps you run a better company. I mean, it has a very specific framework, it has tools behind it, disciplines, and it just helps people strengthen their business.

Sari de la Motte:

So, how did you come to EOS, doing what you do now?

Meredith Berg:

Yeah. So actually I grew up in a family business. I went off, got my degree in business, and then my sister was running our family company, and she asked me to come and consult with her. We started implementing EOS. Ultimately, we're looking to grow it and scale it, and we started organically getting offers for it. So, my sister decided to sell and I said, "This has been fantastic for our business. I want to go and help as many businesses as I can out there." And so, I decided to go get trained, and here I am today.

Sari de la Motte:

Yes. So, we'll talk at the end of today's episode about how people can work with an implementer and you specifically-

Meredith Berg:

Yeah

Sari de la Motte:

Because you actually come in, because people can read the book Traction, that's how I came to you. My coach said, "You've got to read this book because," I kept bringing all my business problems to her, and she's probably like, "Stop asking me." Because she had worked with a company that was implementing EOS as well, she's not an EOS implementer. And I read the book and we attempted to do it, and I think some people probably can do it, but then I was like, "No, I need help." And it has been an amazing journey with you so far. In fact, you're here today helping us in our second vision day, and we thought we would podcast while you were here.

So, let's kind of jump into it, I'll ask you first and then we'll share some of ours. But what do you see as one of the biggest issues that people running their businesses have? Is there a common thing that you see amongst your clients?

Meredith Berg:

I would say accountability is a big piece, and people.

Sari de la Motte:

And people, and those two things tend to go together.

Meredith Berg:

Yes, they do.

Sari de la Motte:

Yeah, this is such a big one. Wouldn't you agree, Kevin? I mean, this is where we get a lot of complaints from our clients who are saying, why can't people do what I told them to do? And I feel like I'm spending all of my time trying to manage the people that I've hired to help take work off of my plate, and it's creating more work. What would you say to that, Kevin?

Coach K:

Oh, it's totally true. I mean, the big US thing is the person in the right seat, and you talk to them and they don't know what seat they're in, everybody's in a different seat or there's too many people in the same seat. And also, there's a big delegation process that they're having a hard time with.

Sari de la Motte:

Yes.

Coach K:

And it's because they don't want to let go of things. There's a big part of the mindset. They want to be in control, they don't want to let it go. Even if they say that they do, they really don't.

Sari de la Motte:

Well, I think that's... I'm so glad you brought up the delegation, because I'm going to throw it back to Meredith. I mean, why can't we just delegate things and be done with it? Why do we need accountability?

Meredith Berg:

Well, people don't like to lose control, right?

Sari de la Motte:

Yes, mm-hmm.

Meredith Berg:

They've created something and they're comfortable in a space and they don't want to give that up a lot of times. But to truly grow, you have to be able to delegate, you have to be able to elevate yourself to that next level, learn a little bit, and enjoy the journey.

Sari de la Motte:

Yeah. Talk a little bit about what we were talking about earlier today in our session, the hitting the ceiling piece, because I think a lot of our listeners were or are, like I am, right where they started by themselves, maybe with one paralegal, and now they've got three or four attorneys and maybe same number of paralegals and a legal secretary and maybe a receptionist. And they're still holding on to doing all of the things because they started that and they did have to do all of the things. So, talk a little bit about that hitting the ceiling concept.

Meredith Berg:

Yeah. So I mean, hitting the ceiling, it's all about everyone hitting the ceiling. It doesn't matter if it's an organization, but if you were a solo entrepreneur to begin with, you only have a certain amount of time. So, when that time's up, guess what? You either have to move forward into a growth perspective and add to your team and elevate yourself and delegate. I think we were talking a little bit about that earlier, to that next level. Really allowing... This is a natural path of growth for any organization. Starting small, continuing to delegate and elevate, make sure that everyone's doing things correctly and accurately the first time. Right? This is a process piece. But you have to keep things simple, you have to be able to delegate, you have to be able to predict some things. And we talk about systemization and some structure along the way.

Sari de la Motte:

How do you work with people who don't want to give up the reins? I'm hoping that I'm a little different, that you walked in and I was like, "How do I give all this away? I don't want to be doing any of this. I want to just work with my trial lawyers and be done with it." But I'm sure that you do encounter people that don't want to give up that control. And so, how does EOS help them release those reins, so to speak?

Meredith Berg:

Yeah. So, we definitely have some tools in place that can be used. You can actually, if you read the book, Traction, they're in there. But to your point, sometimes you read a book and you can't get yourself to move in that direction. You have to make a mental commitment to yourself, right? If you want some time back, if you don't want to be stressed all the time, if you don't want to be taking everything on, you need to be able to delegate.

Sari de la Motte:

Yeah. What are you seeing, Kevin, in your sessions with our clients' ability or inability to delegate? What are they saying to you about why they don't do that?

Coach K:

Well, I wouldn't even say it's an afterthought. It's not even a thought because they're so in the thick of it that they're like, "Why? I was in 14 depositions this month." And I'll ask, "Well, do you like depositions?" "Not really." "Why are you doing the depositions? Can someone else do them? Do you have somebody on your team that could?" He's like, "Ah, maybe, but they wouldn't and X, Y, Z." There's all these excuses when they really start thinking about it, because we ask questions like, "What's your dream? What is your zone of genius?" All these different questions that we ask, and we really just start getting down to it, that there are all of these things that are getting in the way of them growing and doing really what they want to be doing. So, when they can start delegating, it starts opening up all of these opportunities that they had no idea that they had.

Sari de la Motte:

Yes, and I think this is why EOS hit me so differently, is because you'll read a ton of business books, which I have read a ton of business books. Because I think when you get into it... I mean, no trial lawyer gets into trial lawyering so he can run a business, right? It's because they want to do trial lawyering. And I'm a trial consultant and a coach, I don't want to be running a business. So, we read all the books because we don't know what the fuck we're doing. And then when we read them, they say things like, "Well, you just need to delegate." And I think what comes up is, yeah, but then I don't know if that person's going to be doing it the way that I want it done and all of the things. Now, enter all the great tools that EOS has.

So, let's maybe go there. I think one of the greatest tools that EOS has is the accountability chart, which tells us both the right people in the right seats, but also what that person's in charge of. Talk to us a little bit about that tool.

Meredith Berg:

Sure. So, the accountability chart differs from an organizational chart, in that you're really holding people accountable to specific roles. So first, you're seeing, you're looking more holistically at your organization of, what functions do I really need to be having in place, first at the leadership team level, to take me where I'm wanting to go from a company perspective? And then after you've built that framework, you're taking each one of those functions and dialing in, what is that function responsible for? And once you've defined that very clearly, no overlap between functions, because if multiple functions are doing something, no one's doing... You can't hold them accountable. So, then we fill it with the proper person that can actually do the work, and has the capability to do the work.

Sari de la Motte:

I love that. I love that because you talk about how you can't have more than one person in a seat.

Meredith Berg:

That's right.

Sari de la Motte:

Because then you can't hold them accountable. And I think this happens, don't you think, Kevin, in these law firms where it's like something went wrong and it's like there's so many hands on it. I think that's also true, even in our business, for example, this podcast. I think nearly everybody in the business has some hand on the podcast, but ultimately, there's one person who's responsible to have that uploaded on Fridays and ready and edited, right? There might be a lot of people working on it. But would you say this is also something that happens?

Coach K:

Oh, yeah.

Sari de la Motte:

Is that they have no idea of who's really in charge of what?

Coach K:

Mm-hmm. Yeah, no idea, and they don't even know, they don't have the clear idea of what that person could even maybe do at all. Like, well, they write some brief stuff and they do this. It's kind of like a jack of all trades thing, but what is their real position? And they'll say, "Well, it's this."

Sari de la Motte:

Or what are they in charge of?

Coach K:

Or what are they in charge of? Well, I don't know, and I'm pretty much in charge of this. It really comes down to the fear of somebody making a mistake and then something doesn't get filed and next thing you know, I mean-

Sari de la Motte:

We have malpractice.

Coach K:

Malpractice, yeah. It could go that far.

Sari de la Motte:

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Sari de la Motte:

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Coach K:

But there's these-

Sari de la Motte:

So we have really, really high stakes-

Coach K:

Oh, yeah.

Sari de la Motte:

... things, how they have to be done in a certain way.

Coach K:

Well, you say high stakes, and they take a lot of risks in their job, but they got to take a risk when they delegate. That's a big risk, yeah.

Meredith Berg:

Yeah, absolutely. But when you are clear in regards to what you're responsible for and you're teaching and working through processes and making sure that they're understanding how to do it correctly the first time, guess what? There's beauty in that, right? It really starts coming together where everyone knows what they're going to be doing, and you can hold everyone accountable appropriately.

Sari de la Motte:

So, how does that work then when you have a lot of people working on one thing, for example? Like there's a particular case file and everybody's doing something different. How do you hold people accountable? Is it that they're being held accountable for their piece of that?

Meredith Berg:

Absolutely, yes.

Sari de la Motte:

And how does the accountability chart work that way?

Meredith Berg:

And so you would know in that role what that piece is, right? And then on top of it, in our model, we have processes. So, they would be trained in that process. First, you'd have the process and you train the appropriate person so that it's consistently applied, right? And that's how we know.

Sari de la Motte:

Yes, I love that. The processes people, I've been, even before EOS was saying, "You got to have processes."

Meredith Berg:

Absolutely.

Sari de la Motte:

Because people are like, "Well, why don't they read my mind?" I said, "They can if you write it down."

Meredith Berg:

Exactly.

Sari de la Motte:

"Write your mind down and they can follow it." Now, one of the things, going back to the accountability chart that I loved, was you had us create it without any names attached. It was, let's look at your business as if we were floating above and nobody worked here, not even you. And what would it make, knowing about what you know about your business today, what roles are needed? Talk about the importance of taking everybody out of the seats before putting them back in, because I thought that was huge.

Meredith Berg:

Yes. Well, it gives you a different perspective, right? It's almost like a board of directors working and helping a business, rather than being in the business, knowing the day-to-days, you have a different lens when you're doing it from that stance. And I think that what it allows you to do is you think about, gosh, okay, here's the business holistically, and really dive into the functions that are necessary to take you where you're wanting to go.

Sari de la Motte:

Yeah. I tend to think people do the opposite, which they're like, "Well, John is really good at this, so we'll create a job for John. And Emily's not really great at that, so we'll take that off her plate." And then you've got this mismatch kind of personality driven.

Coach K:

That's exactly what it is, yeah.

Sari de la Motte:

I mean, you're seeing this too?

Coach K:

I've seen it so many times. Yeah, so many times. And I love the approach of how this is like you're helicoptering over and looking down. And for me, when it comes to the mindset, there's this detachment. You're not attached to it, you're not attached to any maybe certain outcome or the way you would do it, you're looking at the whole business, the process, the role, instead of, "Well, I do it this way and this needs to be done that way."

Sari de la Motte:

Yes, yes. I love that. So, but here's the hard part, right? So you take everybody out of their seats, you decide what all the functions and roles should be in the business, and then you have to decide where everybody goes. So, how does that work and what have you seen have to happen there?

Meredith Berg:

Yeah. Well, I mean, there's many variations of that because we do it in a collaborative style at a leadership team level, but you have to be able to do the job. Right? You got to have the capacity to do the job. And so you have to have the skillset to be there, and others have to agree on that. So, there's some openness when we're filling seats. It can be very vulnerable for people, right? And sometimes people don't get the seat that they want, unfortunately, and that's okay.

Sari de la Motte:

So is it GWO, if I remember?

Meredith Berg:

GWC.

Sari de la Motte:

GWC.

Meredith Berg:

So, you have to naturally, intuitively understand the role.

Sari de la Motte:

Get it.

Meredith Berg:

And my goodness, you better want the role.

Sari de la Motte:

Yes.

Coach K:

It's true.

Meredith Berg:

And then you have to have the capacity. You have to have the skillset, the knowledge, the ability to actually do the job.

Sari de la Motte:

So, that is right seats, but right people, I think is where our people get really stuck because they're so cognitive. Lawyers just believe their bodies are a way to carry their heads around because they're all in their head all the time. So, they're always looking at the actual job requirements and the kind of people they're looking for and maybe schooling or experience.

Coach K:

The acumen, yeah.

Sari de la Motte:

Yes, exactly. But they don't look at this other piece that EOS looks at, which is the culture piece. So, talk about why that piece is important. Why can't we just hire people that have the right skillset and be done with it?

Meredith Berg:

Yeah. No, culture is foundational, right? It's who you want to be surrounded by and it really does make a difference. I mean, have you ever worked for someone that just didn't really match with you, who you are-

Sari de la Motte:

Or with everybody else.

Meredith Berg:

... as a person, right?

Sari de la Motte:

Yeah, mm-hmm.

Meredith Berg:

And so, that's what you're looking for when you're looking at culture. Looking at, gosh, these are people I would really enjoy. I want to be surrounded with the types of things that they're doing from just a characteristic perspective, right? Whatever those are, and really embedding it in the overall organization. So, you want to surround yourself with people you like and like to have fun with.

Sari de la Motte:

That's right. That's right.

Meredith Berg:

And get some stuff done.

Sari de la Motte:

And get some stuff done.

Coach K:

And spend all day with them, all week with them. You better like them.

Meredith Berg:

Yeah. I mean, tons of hours, right?

Sari de la Motte:

I have said forever, and I'm so glad EOS backs me up on this, that you hire culture, you don't create culture, and that you decide what your culture is. And I think a lot of people don't even know what that is, and you took us through a great exercise to really understand our culture better and name it. And then knowing that's your culture, you not only look for the right seat, the things that would put them in the right seat, but for the right people that would fit the culture because when they come together. I imagine some of our clients have really, not very many, but maybe somebody has a more laid back way and they hire a total stickler perfectionist, that person's not going to be happy and they're not going to be happy. Versus a culture of very like, we stay late and we're here till 8:00, and somebody's like, "I got to leave at 5:00," and that's not going to match either. And I find a lot of the problems come down to culture, wouldn't you say?

Coach K:

Well, yeah, and I was just thinking about it, culture can be such an abstract concept, but EOS is able to take these tools and these exercises so you can get really clear. That's the thing that blows me away about it. Even the core value exercises that are these abstract concepts, they have these tools and these approaches to really break it down and get you clear.

Sari de la Motte:

Well, not only that, EOS doesn't do it so then we laminate it and put it on the wall. I mean, this becomes a thing that we use to review our employees.

Coach K:

Oh, yeah.

Sari de la Motte:

To hire them, to fire them if needed, to reward them. It becomes a central-

Meredith Berg:

Absolutely.

Sari de la Motte:

... tenant of everything that you do when you know what your culture is.

Meredith Berg:

Yes, absolutely, because that's just driving it deeper and deeper. So, you have this environment where people don't want to leave, and that's what businesses and business owners are looking for, these right people and everyone loves to work together. I mean, it's like a perfect world, right?

Sari de la Motte:

Yeah, because that turnover then is so disruptive, I think, and people end up keeping people longer than they should because they're so worried about, oh my God, I got to find someone else and hire them. So if you get this right the first time, when you really know what your culture is and you're hiring not just for the skillset but also for the culture, you're more likely to get it right.

Coach K:

Well, and I hear it all the time where they say, "Well, yeah, they had the degrees, they had the this, they had the that, they had the experience, but it just didn't work." And that's one of the biggest things I hear a complaint from my clients about is that it's so hard to find the right people. Well, it's like because they're not looking in the right places when they're finding the people.

Sari de la Motte:

And/or, I would add, and Meredith, feel free to jump in here too, they don't have the processes in place.

Coach K:

Yep, yep, yep, yep.

Sari de la Motte:

They're trying to keep control. The people are like, "Why can't I do my own work? Why are you micromanaging?" Right? And so, we're getting into these problems where if they had the right processes, maybe they were the right person, but they're so heavy on trying to control everything.

Coach K:

Well, and they're always talking about wanting to improve systems and processes or I need systems and processes, and that's what EOS is, so many systems and processes.

Meredith Berg:

Well, and if you're looking for the right person, how about utilizing those core values that you've defined very clearly, use them in your hiring process? Because-

Sari de la Motte:

How would a person do that?

Coach K:

Yeah.

Meredith Berg:

You would just, you'd communicate those core values, right? And if those core values don't match with who you're speaking with, they probably aren't too apt to come into the organization. Right? So, use them.

Sari de la Motte:

One of the things I used to do is just, even before we clarified our newer ones, but we're more clear now, but our older ones, is I would just name them in an interview and say, "What does this mean to you?" And if it matched with what it meant to us, that was a good indicator. If they went in some other random direction, we're like, okay-

Meredith Berg:

Doesn't work.

Sari de la Motte:

... that's not quite. So, we love the accountability chart, we love that. And I will say that you have said that we are one of the companies that when we took everybody out of the seats and then we put them back in, everybody had a place and everybody was happy about it and that was rare.

Meredith Berg:

Yeah, yeah, that can be very rare. I mean-

Sari de la Motte:

I just want to give us an A+ for that.

Meredith Berg:

Yes, you've been an A+ in several. You have a great culture because when we talk about people in your organization, you guys all really enjoy each other, and that's what you're looking for. It's like a family, right?

Sari de la Motte:

Yes, for sure. Yeah.

Meredith Berg:

Because you're together all the time, so you want it to be really a great place.

Sari de la Motte:

Yeah. I love my team and I think we've just got it right.

Coach K:

It's dialed in, they're amazing.

Sari de la Motte:

They're wonderful and EOS is just making it better. I would be remiss if we didn't talk about what traction actually means and why businesses don't get it, and how the 90-day World really does help and is such a tenant of EOS. So talk, what does traction mean and why do we want that as business owners?

Meredith Berg:

Yeah. Traction is really just instilling accountability into your organization. But most importantly, it's the execution of a vision, right?

Sari de la Motte:

Yes.

Meredith Berg:

Because you can talk vision all day long, you can put strategies together, but if you don't execute on your strategy, it really doesn't mean a whole lot, right? So, out of everything, EOS really is big into traction, meaning executing on your vision. So the 90-day World, what you're talking about here, we call them Rocks, is just making 90-day commitments and goals towards your one-year plan. And so we come together, we put together the Rocks, we do this in a facilitated fashion, you all know, and then we come together in 90 days and see what we got done. And I'm looking for a certain percentage to be done each and every quarter. And ultimately, those are coming back to your one-year plan so that we're making progress on where we're headed. We're on track.

Sari de la Motte:

I love it. So, EOS has a 10-year vision, a three-year plan, and a one-year plan. And then like what we're doing today is taking that one-year plan, breaking them up in a bunch of quarters, 90 days. And then we have company Rocks. The things that are based on this one-year vision are the most important things that we need to achieve. And then everybody has their own Rocks that are directly connected with that, and that is what I think is so amazing because you do have the accountability. It's like, well-

Meredith Berg:

Oh, yes.

Sari de la Motte:

... every week we're checking in, how have we made progress? If not, why not? And then we're solving issues at that level. I just think it's such a great way because talk about this piece with our trial attorneys, Kevin, is do you see this level of accountability where everyone is really clear on what should be done and by when?

Coach K:

No, not at all. And it's interesting, I was listening to a podcast, I don't remember exactly what it was, but the concept was, agreements versus expectations. And how agreements are so much more powerful, when you have expectations, it just sets everybody up for failure because if it's not communicated, if there's not an agreement, then that's where the problem is. And leadership teams so many times just have an expectation. So, there is that expectation and there's an expectation of excellence as being an attorney, it's just assumed. But there's not this communication that happens of agreement of what they're doing.

Sari de la Motte:

And different people think excellence means different things.

Coach K:

I know, and they don't. And one of the biggest things, it's a coaching concept, but bringing up design. Designing in a relationship, designing with your colleagues, your people that are on your team, and it's just a discussion about expectations, agreements, roles, all those things. And I'll ask them, "Well, what kind of design do you have?" And maybe they don't know what I mean by that, and I'll tell them, or they say, "Well, you mean like Sari's thing in her book?" They're like, "Yeah, you do it with everybody. You don't need to just do it with jurors. I mean, it's a relationship, but building a model." And they'll say, "Well, I guess I don't have anything." So basically, it lands that they just have an expectation and it's not communicated.

Sari de la Motte:

No.

Coach K:

Yeah.

Sari de la Motte:

As they rarely are, and I would think that an agreement is only as strong as the accountability that's attached to it.

Coach K:

Yep.

Meredith Berg:

That's exactly right. And if they don't know what they're accountable for, then how are they ever going to know or achieve what the expectation is?

Sari de la Motte:

Yeah, and I would say even going beyond expectation, it's assumptions. I'm assuming that my paralegal knows what's important-

Coach K:

Lots of assumptions, yeah,

Sari de la Motte:

... to get done today or this week or this month, or I assume my associate knows that they should do X, Y, Z.

Coach K:

And then if they don't, then they assume that they can't do it, so then they take on everything.

Sari de la Motte:

Yes, so they'll just do it.

Coach K:

Yep, they'll just do it.

Sari de la Motte:

Instead of taking the time to actually put the processes together. Yeah. So, I think EOS can be super helpful for our trial attorneys. How do people learn about EOS in general? And then we'll talk about how they get a hold of you specifically?

Meredith Berg:

Yeah. So the Traction book is a very... We have a full Traction library, actually.

Sari de la Motte:

I have every book. Yes, I know.

Meredith Berg:

We have several, and we're continuing-

Coach K:

Yeah, Sari's got them all.

Meredith Berg:

... to add to our library, right? But the overall, if you want the more, I'll call it school-like version, is the Traction book.

Sari de la Motte:

By Gino Wickman.

Meredith Berg:

By Gino Wickman, and it can be found pretty much everywhere, all bookstores, Amazon, it's all over.

And the second way is, of course, you can always go to eosworldwide.com and it has all sorts of information.

Sari de la Motte:

Lots of free resources on there, things you can listen to, videos you can watch, all kinds of stuff on there. I was surprised. Yeah.

Meredith Berg:

Yeah, absolutely. We have downloadable tools and yeah, tons of stuff out there for free that can help you.

Sari de la Motte:

Awesome. One of my favorite books in the library is Rocket Fuel, which talks about the concept of a visionary and an integrator. Not every business needs those two roles, but it really spoke to me as, oh, I don't want to be running the business. That's the integrator role. I want to be a visionary. And so, I would highly recommend that one by Gino Wickman as well.

How do they get hold of you if they want to hire you to come in, because you all do, because Meredith's great one. But two, if you're as busy, you're busier than I am, I'll just say that right now. You're going to want somebody to walk you through this process, which hasn't been this horrible, awful thing.

Coach K:

I don't think so at all.

Sari de la Motte:

It's been three full days so far, spaced out about 30 days first time, and then 90. And then we meet with you quarterly as long as we want to, which is probably going to be forever for us because we love you.

Coach K:

Well, and if all the facilitators are as great as Meredith, oh my God. You're in for a treat.

Sari de la Motte:

Right. So, how would they get a hold of you or a different facilitator? How does that work?

Meredith Berg:

Sure, sure.

Sari de la Motte:

Or implementers, sorry.

Meredith Berg:

Yeah. So on EOS Worldwide, we have a directory. And so for me, you can just look up Meredith Berg. I'm here in Oregon, I'm right here with you.

Sari de la Motte:

That's why I picked you, and you're a woman.

Meredith Berg:

Yes, but there's a call to action, meaning you can just press the button and you can send me a form, basically is what it does, and we can be in touch with each other.

Sari de la Motte:

And you immediately got back to me, it was wonderful a lot. I know you're very busy, so if she doesn't immediately get back to you, it just means she didn't see it. Berg, B-E-R-G, is the last name. We just think this has been amazing. I love these days, I look forward to these days, even though I want to get away from running my business, it's very fun to talk about my business. And I think our attorneys would really, really love that too. So, thank you so much for being here and talking with us today.

Meredith Berg:

Yeah, thank you, thank you.

Coach K:

I wanted to speak to one thing. As for these kinds of concepts, things you're talking about and things that you need to implement in your business, just thinking about it can be very anxiety inducing and feel overwhelming. But when you get one of these facilitators like Meredith-

Sari de la Motte:

Implementer.

Coach K:

Or implementers, sorry, like Meredith, when it starts happening, you immediately start feeling relief because you're like, okay, wait a minute. They've got these answers and these tools. I can finally start really letting go of the reins a little bit. And it's been for both of us, anxiety relieving on so many levels.

Sari de la Motte:

Yes, for sure. Not that Meredith is going to do all the work for you.

Coach K:

No.

Sari de la Motte:

But you've got the right tools to help us think through it. I highly recommend the book Traction to start with. In fact, I love it so much, I included it in the welcome box that my Masterminds get this year, because I think it's so important.

Meredith Berg:

Awesome.

Sari de la Motte:

But yes, I highly recommend hiring an implementer. Thank you so much, Meredith, for being here.

Meredith Berg:

Absolutely.

Coach K:

Thank you, Meredith.

Sari de la Motte:

Thank you, Kevin, Coach K for adding your two cents.

Coach K:

My pleasure.

Sari de la Motte:

It was actually more than two cents.

Coach K:

I hope so.

Sari de la Motte:

And we will talk to everybody next week.

Coach K:

Yeah.

Sari de la Motte:

Bye-bye.

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