How Do You Make Decisions Quickly?

Slow decisions can drain your momentum faster than you realize, especially when you’re trying to grow a business and every choice feels like it carries weight. It’s frustrating when you know you need to move but your brain keeps circling the same options, making everything feel heavier than it should.

• 0:00Speaker 00

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• 1:30Speaker 00

  Nicole, on the other hand, my co-founder, is the opposite. She's a lot more slow and deliberate, and that's what makes us a good team. So we're going to talk about when to make quick decisions, when to take a little bit more time, because the actual decision matters most. So let's get into it, Nicole.

• 1:46Speaker 01

  Let's do it.

• 1:52Speaker 00

  Welcome back to the $100 MBA Show. I'm your host, Omar Zenhome, where I deliver practical business lessons three times a week, Monday, Wednesday, and Friday, to help you start, grow, and scale your business.

• 2:05Speaker 00

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• 2:24Speaker 00

  Nicole, be honest, what is it like to work with somebody who makes decisions quickly?

• 2:28Speaker 01

  Well, I'm not going to lie. It's been a point of frustration for us, and I think something that we've had to grapple with in our time in business. We've butted heads on this point over time, but I do think that we've come to a good place, and I think we're well positioned to discuss this question. Also, because as you alluded to, we both approach decision-making in a different way.

• 2:51Speaker 00

  Yeah, I do believe that not all decisions are created equal. And I believe actually most decisions, probably like 90% of all your decisions, don't require that much deliberation.

• 3:01Speaker 01

  Right.

• 3:01Speaker 00

  And we'll talk about why, and are these decisions reversible and all that kind of stuff. So how do you like to make decisions?

• 3:08Speaker 01

  Yeah, I think I need to address something that I've had, maybe some viewers and listeners might resonate with this. I had a lot of negative talk around my decision-making. I've had people very close to me in the past, you know, as a child, as a young adult, tell me that I was indecisive and kind of call me, pull me up on, you know, come on, make a decision, you know, quicker than what I was maybe taking my time on. And I thought that was something that I was hardwired. It was a hard, like a part of my personality that was hardwired. But I do think that over time, I've come to see it as, well, I've come to reframe the

• 3:47Speaker 01

  situation as not someone who is indecisive, that's how I was labeled, but someone who does take more time to make a decision. Someone who is, I feel like I make decisions a little bit more carefully, more thoughtfully, more deliberately. And like you said, the obvious, that we're not talking about every single decision. I'm talking about decisions that, you know, have more consequences behind them. So I felt like I just needed to say that, because I've had a lot of negative self-beliefs around it, but I've seen it work for us. I've seen that, you know, our two approaches have actually been something that's helped the business.

• 4:23Speaker 00

  Yeah, and we're going to talk a little bit more later about some examples of, you know, these decisions made fast, and one's a little bit more deliberate. But I want to say from the start that, we've mentioned this already a couple of times, that, you know, not all decisions are created equal. One of my favorite frameworks is the one-door, two-door framework that I learned from Jeff Bezos in his, in one of his articles and one of his books. He talks about this idea that most decisions in life are two-door decisions, which means that you can go through the door, if it doesn't work out, you can always go back out the door and make a different decision. Very few things in life and in business are one-door decisions, where you go in and it's going to be incredibly hard for you to change that decision.

• 5:05Speaker 00

  You know, in life, that's like having a child, or even a marriage, you know, it's a tough door to come out of. Yes, you can get a divorce and break up and things like that, but there's some serious consequences and costs to that. I believe in business, most decisions, actually, you don't actually need to make most decisions. You should be outsourcing some of these decisions. You should be making every single decision. A lot of the energy and time that you spend in business should not be making decisions that are not going to make or break the business. On top of that, I believe that most business decisions are two-door decisions. And you should get in the habit of being okay with making a decision and knowing that it might be wrong, because it's okay. It's an experiment, you can learn from it, you can improve upon that decision next time around. And I actually learned a lot of this from playing poker, because poker's all about

• 5:48Speaker 00

  making decisions and figuring out the outcome, and then, you know, coming up with a better framework next time around, and being okay with failing.

• 5:55Speaker 01

  Yeah, you're talking about like reversing the decision, walking back from the decision. And I think, I think that's where I agree with you, and I think we're on the same page there. You know, if you can walk back a decision pretty easily, then you're, okay, then it's, you don't have to deliberate on it for too long.

• 6:10Speaker 00

  And the reason why I bring it up is because the business, the timing has a lot to do with your success in business. It's not the right time. It's also how quickly you can make a decision, so that you can be ahead of the competition, so you can act upon your ideas and implement them as fast as possible, so that you're ahead of the market. If you're taking too long and worried about making the wrong decision, you often lose out on opportunities. So it's actually better for you to try and figure it out, and, you know, if it works out, fantastic. If it doesn't work out, get out of that situation, start another decision as fast as possible.

• 6:41Speaker 01

  Yes, and I agree with you. And I think where we differ is that you talk about your main framework. I think what you said is that you lead with the two-door decision, the reversibility. I like to add another axis to my decision framework, and that's the relational impact. Like, how is that decision, whether I walk back from it or not, how is it going to impact whoever else is, could be impacted by it? I always think about, maybe that's where it's tripped me up a little bit, like the impact of my decision, the consequence of my decision, on those around me. And so I think I always stop to pause, whereas, and that's where the frustration has been, I think, with you.

• 7:21Speaker 00

  Give me an example.

• 7:22Speaker 01

  Um, well, okay, something quite fresh was a decision that happened, that was taken yesterday in a meeting. Um, so we've now launched a program that we're, you know, kicking off in September. It's called the residency program, where we'll bring a resident into the $100 MBA to work with us. We have already agreed on that project, and a lot of work has been done to set it all up, so that we're ready to go at the first of the month. And yesterday, we had a meeting with our team, and at that meeting, you introduced a new idea, which was that if it doesn't pan out after the first month, then we'll revisit the whole program.

• 8:06Speaker 00

  Let me clarify.

• 8:07Speaker 01

  Okay, clarify.

• 8:08Speaker 00

  I didn't say pan out.

• 8:09Speaker 01

  Okay.

• 8:09Speaker 00

  I said, I think after the first month, we should have a meeting with the team, because this is somebody coming from outside, joining our office space, and going to share the space with us. I think I said after the first experiment, the first month, we should meet as a team, all the actual people that work for the company, and decide unanimously if somebody's against the idea of continuing with this, and like, what if the dynamic didn't work, or like, ah, I can't concentrate, or something. The team comes first before this program. It's kind of what I said, and I just wanted to make sure that, hey, we should allow ourselves to have an out, and not just commit to something and grind our teeth just because we said we're going to do it.

• 8:45Speaker 01

  I know where you're coming from there. The only pushback that I have is that the way I see it is, a decision was already made, and the three-month commitment was what we felt would be the appropriate time to see out this experiment. And so introducing a new, what do we say, a new variable, or just changing-

• 9:07Speaker 00

  A new decision.

• 9:08Speaker 01

  Yeah, a new condition or a new decision was, uh, yeah, maybe it wasn't what I was, would have done, but I love the fact that we're able to talk about it, just as we are now.

• 9:18Speaker 00

  Yeah.

• 9:18Speaker 01

  And that, I think one of the things we've learned is that we, because we've been in business for so long, we've made decisions, we've both said, okay, I, that was, you know, maybe not the best decision, we've owned up to it, not to be too precious, not to be too precious about, like, if I'm wrong, or if you're wrong.

• 9:35Speaker 00

  Yeah, I mean, again, I'm going to go back to the poker metaphor. Like, there's a concept where you don't put good money after bad money. Like, just because you bet the first round, pre-flop or whatever in poker, and you realize, oh, maybe I don't have a good hand. You don't just double down and be like, oh, I'm going to keep spending money and keep spending my energy on something that I know already is maybe not going to be in my best interest. Like, you got to be willing to say, this is not worth it, let's change course.

• 10:02Speaker 01

  But how does that kind of play against constantly revisiting your decisions? Because I do think that there's an element of like, once a decision has been made, and this is where I feel like, okay, if I've deliberated on a decision, like a project-

• 10:16Speaker 00

  Right.

• 10:17Speaker 01

  And I've already spent that time, that thinking time, and now I've moved into execution-

• 10:21Speaker 00

  Right.

• 10:22Speaker 01

  I feel that there are times when you start to renegotiate with yourself, or revisit that original plan, and I don't know if that's, is that a good use of time? Can that maybe sometimes be a bit of like-

• 10:34Speaker 00

  It's not a good use of time, unless you have new information. If you have new information, if I say, hey, I'm going to go in business with this person, and I'm going to commit to three years to be my business partner, and then one year later, I find out, you know, they're an ax murderer, like, I'm not going to commit to them anymore.

• 10:49Speaker 01

  Yeah, I know, okay, all right. I think, well, we have another example about this. Maybe that's, well, we shall see with this program, because-

• 10:57Speaker 00

  Yeah, well, what I'm saying is that, like, when you get new information, when you learn something new, you should use that data. You can't just like, say, hey, I already committed, so I have to do it no matter what. Like, but if it's just like you and your head, and you're just like, I'm umming and ahhing, just see it through, because you committed to it, that's fine. If there's no information, when you made the decision in the first place, and you have real no data or no real credible reason to say that this is not worth committing to.

• 11:22Speaker 01

  I don't see that, like with the case of, you know,

• 11:25Speaker 00

  The residency?

• 11:26Speaker 01

  Yeah.

• 11:26Speaker 00

  Yeah.

• 11:26Speaker 01

  That that new info, unless it's like something absolutely like, wow, this is absolutely going south. Like, no, this has to stop.

• 11:34Speaker 00

  No, but that is new information. So I'll give you a good example. So we're doing the residency program for the first time. We have no idea how this is gonna go. We don't know if somebody's gonna be sneezing every five minutes. We don't know if they're gonna be like snooping around and looking around people's desks. We have no idea. Like, I always think of like all the weird things that could happen, right? They eat your lunch, we don't know, right? We find out some new information and then we meet with the team. And somebody on the team or all the team says, you know what? I actually preferred it when we didn't have them in the office. Am I gonna just say, guys, I hear you, but we're gonna do this for another two months and inconvenience you for another two months because we said we're gonna do that? Like, we're in control. This is our world. This is our business. The whole point of being entrepreneurs is you make the rules.

• 12:17Speaker 01

  I feel like I can't win this one, but anyway, I'm just like gonna let it go. Let's just move on.

• 12:23Speaker 01

  Even though I feel like, hmm, I don't know if I agree with you, but.

• 12:26Speaker 00

  Okay. All good, all good. That's the point. You can disagree.

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• 14:04Speaker 00

  Let's talk about, what about when it actually makes sense to make a slower decision? Where you have a little bit more to deliberate?

• 14:13Speaker 01

  Yeah, I think for me, it's that axis. How reversible is this decision? Like, how much can I walk back from it without it being too much of a, you know, problem, problematic? We'll give an example. And then the other axis of that is the impact. And I think you might think about as an example, hiring and firing, right? It's hiring someone and then letting them go. It's something that's pretty easy to walk back. So it's not completely at the end of like not reversible.

• 14:38Speaker 00

  But does it impact the team and the morale and all that?

• 14:39Speaker 01

  It impacts, it could impact your reputation. It impacts morale, all these things. So yes, while you can walk back something pretty easily, I do think there's a benefit to, you know, factoring in something else other than just, you know, I've got new information, I'm just gonna change my mind.

• 14:57Speaker 00

  Yeah.

• 14:57Speaker 01

  So I see it as like, well, how much of a detrimental impact is it gonna have relationally?

• 15:03Speaker 00

  Relationally, yeah. Yeah. Well, give me an example of like, you said hiring. Give me an example of when we made a decision quickly and we should have maybe took more time.

• 15:14Speaker 01

  Well, I have an example of when we took our time to let the person go. And I think that was a bit of a blunder.

• 15:23Speaker 00

  What time was that?

• 15:24Speaker 01

  Well, it was during our software days. It was a team, a department that I was overseeing. We made a hire. We could have hired internally, but I'm just trying to remember now. I don't, either the person wasn't ready to step up into that role or we might have not, we might have just decided to go with an external hire. And we hired someone who on paper had all the credentials and seemed like the right fit. And then pretty quickly into their time with us, we realized, oh, they're not the right fit for this role. And I think we took too long to let them go because I think in that case, you know, we did deliberate, but I, and I would like to say that, oh, it's because I was, you know, thoughtful and giving the person a chance.

• 16:07Speaker 01

  But really, I think I didn't wanna backtrack in front of the team. And I thought maybe it would have shown poor leadership.

• 16:14Speaker 00

  I also think that we didn't spend enough time in the hiring process. We didn't check enough references. We didn't talk to enough people to find out they're a good fit for the team. And if they had the particular experience we needed for our team. And we eventually hired somebody internally in our team, yeah.

• 16:30Speaker 01

  And it worked out.

• 16:30Speaker 00

  And we promoted them and they were a rock star in their role before and they grew into the managerial role. It was great.

• 16:37Speaker 01

  Yeah. I think, I just wanted to like call out the fact that sometimes you're right. Like, are you taking enough time? Are you slow walking a decision for the right reasons? I think in that case, we weren't.

• 16:48Speaker 00

  Yeah, I do think that when it comes to hiring, hiring is a very good example because hiring, you're giving the keys to the business of somebody that you don't know, a stranger. And just to talk about this particular example, there's somebody externally coming to take a position in your business. And you might have somebody internally that probably could do the job. Now, I like use the framework that if you're gonna hire someone externally, from this experience, I've learned this, if you're gonna hire someone externally, then they need to be at least 40% better than the people that are on your team that could potentially take on this role. Why 40%? Because people's flaws are not listed on their CV. You don't know what you don't know. You know the good and bad of the people in your team.

• 17:32Speaker 00

  You know what their shortcomings are and what they need to be trained on. But somebody externally, they're just all positive. That's all you see. So it's a good framework and a good way to kind of think about, okay, what are the trade offs of me bringing somebody outside? And hiring is a very important thing. That's why you should take your time in hiring. But once you do find out they're not a good fit, we should have fired much quicker.

• 17:54Speaker 01

  Yes, I agree.

• 17:55Speaker 00

  So I wanna get practical. So Jalen, who's listening, everybody who's listening, with three steps on how to make decisions and know which ones are the quick decisions and which ones are the ones that need a little bit more time and deliberation. So number one, I mentioned this before, we need to differentiate between the reversible and the irreversible decisions and where they land on the spectrum in those respective subjects, okay? So for example, choosing what type of snacks you're gonna have in the office can, is a very low decision, it can be reversed. The snacks turn out to be bad, you lost 200 bucks, it's fine. You can, you know, make up for it the next time you order snacks, okay? So it's not something you need to spend too much time on. And in fact, it's not something that you should be making a decision in the first place.

• 18:39Speaker 00

  Like this, your time and energy needs to be spent on decisions that are gonna impact the business in a bigger way. On the other hand, if you're making a decision like hiring, like the place that you're gonna rent out for your office, like a partnership that you're gonna have, like a sponsor or even a vendor that you're gonna have a relationship with for years to come, that's something that you need to really spend some time with.

• 19:00Speaker 01

  Yeah, because, I mean, how do you feel about that? Like the reversibility, but there's also like a reputation thing there with the brand partnership? And as long as you've put careful deliberation into who you've hired to make that decision, like hiring, like buying the snacks, then you're all good to let that person make that decision.

• 19:18Speaker 00

  Yes, and maybe not even. They're gonna learn, it's okay. Like, I'm a big believer that when you hire people, you have to allow them to fail. Like, you can't just be like, no, no, don't do that. Like, you know, like, they're never gonna learn. They're never gonna have a chance to feel they are autonomous. And because I feel like that's the best way to learn, by making decisions, realizing, oh, you know, no one ate these snacks, I should change it up. It's a weird, it's a weird example, but yeah. Number two, you need to set a deadline for your decisions. Big decisions, you might need a little bit more time, maybe a week. Quick decisions, just trust your gut and make a decision. One of the things I always encourage you to do more of is to trust your gut. Sometimes I feel like you need to do that a little bit more. And I feel like sometimes you maybe wanna get more information before you make a decision.

• 20:03Speaker 01

  Yes, that's true.

• 20:04Speaker 00

  I feel like you have a very good sense of intuition. You should utilize it more.

• 20:08Speaker 01

  I agree. I think that's the gut check I think people don't rely on as much. And I think it's just that default of wanting to have as much information and making sure that I've made the right decision. But I think as I've gotten older, as I've had more experience, I've realized, okay, this is very much like this decision. I think that's the benefit also of having more years of experience in business than otherwise, is that you've recognized a very similar situation.

• 20:35Speaker 00

  And I think that people are different. I think some people like came into entrepreneurship because they like just making decisions. They like, you know, having the autonomy to just like, yep, that's what I want. This is what I do. They're very opinionated, you know?

• 20:47Speaker 01

  Yeah.

• 20:48Speaker 00

  I would put myself in that bucket.

• 20:49Speaker 01

  Yes.

• 20:49Speaker 00

  You know, so, and some people, they're a little bit more deliberate. So this is a little bit more of their challenge. This is why the deadline's so important. Set yourself a deadline, whether it's one hour, if it's something that's like a medium thing or a week, if it's like you're checking references, you're making a hire and you wanna think if they're good, maybe you wanna interview a couple more people before you make a decision. That's really important. So that deadline really matters.

• 21:08Speaker 01

  I think we've been really good at doing that, even as simple as like time blocking. And I think this is how we've managed to do it. Time blocking a, you know, amount of time in our calendar to make a decision on something.

• 21:20Speaker 00

  Right.

• 21:20Speaker 01

  And that's like, well, let's discuss it. But we know at that end of that discussion meeting, whatever, it's a 15 minute meeting, a block on our calendar, that we're gonna make the decision on that. And I think that's really helpful for anyone that does tend to sit on decisions like I did. And I think over time, so that we could, you know, find a happy medium, we would just choose a, you know, a time in the day that we're gonna discuss this and then we're gonna come out with the decision at the end of that discussion.

• 21:45Speaker 00

  Right. Number three goes along with number two, which is deciding, once you have 70% or more of the information, you need to make a decision. You're not going to ever have 100% of the information. You can't predict the future. Otherwise, you're going to be flawless. You're like, it's impossible, right? So whatever comes first, the deadline, or you have 70% of the information. Sometimes you have 70% of the information without any deadline, like right in that moment. Just make the decision. It's okay, especially if it's a two-door decision, because that's pretty good odds, pretty good odds of 70%. And the reason why I say 70% is because a lot of people think about decisions in the short term. You need to start thinking about decisions in the long term. What does that mean? So say, for example, I'm making the same decision three times. Let me go a little bit wider.

• 22:30Speaker 00

  Let's say I'm making a decision 10 times. If 70% of the time I'm going to be right, that means that seven out of 10 times, I'm going to make the right decisions. Yeah, three times I'm going to get it wrong, but I'm twice more likely to make the right decision if I'm just using this framework. That means that like, that's okay. I could take the losses because 70% of the time I'm winning. Does that make sense?

• 22:50Speaker 01

  That sounds like a poker analogy to me.

• 22:52Speaker 00

  No, so you're making this, if I'm using the same framework, as long as I have 70% of the information, I have a good chance of making a solid decision. Because it's not 100%, but I have enough information to make a decision.

• 23:05Speaker 01

  The way I see that is, I think everyone is different. And for every like, big decision in life, whether it's changing career, moving country, I think it's relative how much you feel like you need to know about the situation, like what this, you know, could look like if I go down this path. I think that's going to be different for everyone. But where your point is, is that you should never expect to have all the information, because there's no such thing. It's like, you can't know what's on the other side.

• 23:34Speaker 00

  And I'm saying, from my experience, 70% is generous, like to have that much information on a decision, to know everything about, like if you are making a hire, for example, you're not going to know everything. Like their own husband or wife doesn't know everything.

• 23:47Speaker 01

  Yeah.

• 23:47Speaker 00

  Like, so it's hard to have all the pieces of the puzzle. So as long as you have 70%, you can make a decision. And what I'm saying is that over time, because you're doing this framework, you're just going to make more right decisions than wrong decisions, which means you're going to be ahead in business. I hope you're enjoying today's episode, today's Q and A Wednesday's episode. If you want to continue to learn, and you want to get the best of this podcast, you gotta hit subscribe. That's the only way to do it. By subscribing, you're going to get our next upcoming episodes automatically. And the episode I really am excited about that's coming up soon is The Four Hour Workweek, where we revisit the book, The Four Hour Workweek by Tim Ferriss. He wrote it back in 2007. And I talk about how that book kind of ruined a generation, and how a lot of people misinterpreted this book. So hit subscribe so you don't miss that episode.

• 24:33Speaker 00

  Now, I just want to get really real with Jalen, who asked today's question, everybody who's listening. The real reason why your decision making is slow is because of your fear of failure. A lot of people take a lot of time to make a decision because they're so terrified of being wrong or making the wrong decision. What I found is that spending the right amount of time, or not as much time as you think is needed, while I had to make a decision, if it's wrong, you'll learn quickly, and you'll be able to learn from that decision and make a different decision that is going to help you to move closer to your goals. In the meantime, if you took months to make this decision, you learn nothing, and you waste a bunch of time, and it just slows you down. Here's the thing that really sprung me into action when I learned this, is that I cannot compete

• 25:16Speaker 00

  with my competition in my field, in my business, if I'm taking forever to make a decision. When they're making quick decisions, moving fast, you know, Mark Zuckerberg, love him or hate him, he has a very famous quote, says, you know, Facebook group, because we built and broke things and figured things out. You know, like, it's okay to break things to learn what doesn't work. So failing is not the end of the world. I know that it's been drilled in our head from school, like failure is bad, and getting an F, and all that kind of stuff. Failure is one of the greatest teachers. One of the reasons why failing is so good at teaching you something is because it hurts. When something hurts, you remember it. This is why when we go to hiring, one of our rules is that if you hire somebody, if you make the decision to hire somebody, or somebody on our team makes a decision to hire somebody, and it turns out to be the wrong hire,

• 26:01Speaker 00

  it's their job to fire them. They have to have that conversation with that employee. Why? Because they need to feel that burn, so that when they go to hire next time, they're like, I better check my references. I better make a better decision and be a little bit more deliberate, because I don't want to experience that again. So just to get a little bit more practical, if you're making a decision, in my opinion, and you want to figure out how much time to spend on the decision, ask yourself, is this decision reversible? And what's the cost of a wrong decision? Is it going to cost me a lot of time, money, and energy? Is it going to be a heartache? If not so much, if it's not that bad, then just make a quick decision. It's okay. It's not the end of the world. You can learn from it. If it's going to cost you a bit, then spend a little bit more time and deliberate a little bit

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  before you invest in your time and money in that decision.

• 26:48Speaker 01

  I think there's also an awareness, like, I like the idea of reflecting on decisions, whether they turn out well, or they turn out badly or poorly, because I think it serves you as a guide in future to make those other similar decisions quicker. If something went wrong, what happened? Was it something that was out of my control? Was I too hasty? Was it that I misjudged? You'll learn a lesson, like from if something didn't turn out. I feel like anytime something's gone wrong or south in a decision that I've made, I've taken a moment to analyze why, and then that gives me feedback next time, something, you know, a similar decision comes around, and I kind of look out for

• 27:30Speaker 00

  Those reasons.

• 27:31Speaker 01

  Those reasons.

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  So to wrap up today's episode, decisions matter. Let's not just forget that. The decisions that you make have a direct correlation with the outcomes that you will have in your business. So one of the things I want to remind people of, when I say, just figure out if this is a decision that needs a lot of time, is that decision making is a muscle that you need to exercise. So the more decisions that you can make, the more you're going to get better at it. The more you're going to get comfortable with trusting your gut, the more you're going to understand, wait, I need a little bit more research. I need to ask a few questions. I need to check some references. So just get in the habit of the fact that, hey, I need to get better at this, just like I need to get better at anything else, other skills in my business. And as a founder, as a leader of your business, your ultimate job is to make sound decisions.

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  I remember listening to an interview with Warren Buffett, who's, you know, obviously a multi-billionaire. And he says that my number one activity is making a few important decisions a month. That's it. He just makes a few decisions. That's all he does for a living, really. And those decisions impact everything that he does with his investments. So you have to look at yourselves, now, we're all Warren Buffets, but you gotta look at yourself and say, hey, what impactful decisions can I make in my business that will change the trajectory where I'm going and where the company's going? That wraps up today's episode. Nicole, thanks for being here, and thanks for helping me out. If you want to continue learning, just scroll back on whatever app you're using right now, Apple Podcasts, Spotify, YouTube. We have a recent episode on how to choose which business to start.

• 28:59Speaker 00

  If you're not sure which business, which is a decision, then this is going to be a great episode for you. Go ahead and check it out. Thanks so much for tuning in and being part of Q and A Wednesday. Remember, if you have a question, you could submit it over at 100mba.net/ q, and we'll answer it right here on the show. If you found today's episode helpful, and you want more practical business lessons to help start, grow, and scale your business, subscribe to the podcast. All you gotta do is hit subscribe or follow on your favorite podcast app, the one that you're using right now. By hitting subscribe, you get our next episode automatically. It's absolutely free, and it's a way for you to commit to growing your business. I'll check you in the next episode.

• 29:41Speaker 03

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