#3768: The Rarest Skill In Business- Get Shit Done!

0:00There is a private calibration process connected to this work. Most people should not look at it. It assumes responsibility, not curiosity. It assumes pressure, not interest. Details are in the description. Do whatever you want with that. Most people don't need more information. They need better execution. That's why I sent a daily game email focused on the things that actually move results. When decision making, leadership, structure, execution, personal accountability. That's the kind of thinking you want in your inbox every morning. Go to workonmygame.com. That's workonmygame.com. And join for free. The people who advance in life are people who move before they're told exactly how to move when to move and where to go. Now if you need to be told how to move when to move and where to go, it doesn't make you a bad person. Again, you can be a very good player following instructions. The thing is, you can't change the trajectory of any place you go in by being an instruction

1:00follower. Stay all day, don't come. Work on your game. Workon your game. Workon your game. This is Dre Balden. And work on your game. This is a system that turns discipline into dominance. Today's topic is the rarest skill in business. Just get it done. There is a old message back in 1899 that author by name of Albert Hubbard wrote a famous letter called or a famous essay called carry a message or a message to Garcia. It was actually the name of it. It was a message to Garcia. And there was a eventually a film got made about it in 1936. This essay written by Albert Hubbard, Y'all can find this one. We'll just look it up called a method to Garcia. Albert Hubbard. It expresses the value of individual initiative and conscientiousness and work.

2:02I'm looking at this. I'm grabbing this from Wikipedia as I'm looking at it right now. And the primary example that is illustrated in this essay is a dramatized version of a American soldier just before the Spanish American War. And what's happening is this soldier Lieutenant Rowan, he is being asked to carry a message that it coming from the current at the Pound the President, William McKinley of the United States. And I need you to send this message to General Colleague Thogarthia, who is a leader of the Cuban Insurgent, somewhere in the mountains of Cuba. No one knows exactly where this guy is. Mr. Garcia, General Garcia, he's somewhere in the mountains of Cuba. I want you, American soldier, to get this message over to Mr. Garcia. And the whole point of the message, the whole point of the essay, everybody, is it's a contrast

3:03between Rowan's self-driven effort against, quote, the imbistility of the average man or the inability or unwillingness to concentrate on a thing and do it. And here's a point that I want to draw straight from this essay. I want to read it directly from the essay. This is what it says. I'm quoting Albert Hubbard. The point I wish to make is this. McKinley gave Rowan a letter to be delivered to Garcia. Rowan took the letter and did not ask, where is he at? By the eternal, there is a man whose form should be cast in deathless bronze and the statue placed in every college of the land. It is not book-learning young men need nor instruction about this and that, but a stiffening of the vertebrae was what caused them to be loyal to a trust, to act promptly, concentrate their energies, do the thing, carry a message to Garcia.

4:05Now what does all this mean? What does it have to do with what we're talking about here today? Remember the topic once again is the rarest skill in business is just getting it done. Most people are held back not by a lack of intelligence, a lack of talent, a lack of opportunity, a lack of money, a lack of resources, a lack of help, a lack of connections. These are the common reasons. 99% of time with someone is not doing something that they claim they want to do. These are the common explanations that people provide. Is this true? Of course, it's true. Carry a message to Garcia. The concept that carry a message to Garcia is about someone knowing the assignment. This is what needs to get done. And without more information, without being given information, resources, help being able to ask 20 questions, they take the assignment and they say, okay, I will let you know what is done and they walk out and they just get it done. Without being given any other background information with which they can complete the test, they

5:07just go get it done. In the business world, we call these people, people who have this mentality, we call these people go getters, initiators. These are people who make things happen. These are people who find a way when there isn't a way. These are people who create opportunities where no opportunities exist. This is the rarest skill in business. Read between the lines there folks. I'm an introduction of this episode. If something is a rare skill, but a valued rare skill, you be besieged. You be besieged to go get the skill. Why? Because the skill will separate you from people who have more information, more resources, more talent, more time, more experience than you. Why? Because you could do something that is needed, but is not often found. That's what it's about. Most people are held back by an inability. At better word is unwillingness because most people don't have an inability and unwillingness

6:07to take ownership of a task and see it through without constant supervision. In other words, those of you who are employers, you have people who work for you, I've ever had people working for you, you understand a value of a person who you can give a task and you know it's as good as done as soon as they say they got it. Without a ton of instruction, you know it's as good as done because they developed their reputation for getting a message to Garcia. This is what I need done. And without any information to select them, get it done. Get it completed. Most people don't have the willingness to take on this mindset because well, we're going to talk about why here today, but the main reason is, especially in our world today, many of you have been poorly conditioned to overindulge in information, overindulge in research, overindulging, I need to know more before I start doing things. That holds most people back. People who do this, I call them pigs, professional information gatherers.

7:10Understand them wrong was given that letter and told to get it to Garcia. There was no information given to them, just get this letter to Garcia. He only knew it was Garcia. Go find them and get it done. Don't ask me any questions. See, he wasn't even told that. He was just a person who took it and said, I got it. That is the rare skill out there. Let's talk about what this means for you point number one. Today's topic, once again, is the rare skill in business just getting it done. Number one, high value people require minimal management. These are the ideal employees that all employers want. The people who require minimal management, you get in the test, they know the assignment and they just get the job done and you don't have to go over their shoulder at all. I've done sales trainings for companies where they have their high-level performers who are doing everything that they are told to do, going above and beyond that. The leaders of these organizations are telling me, we got these high-level people who are following the system so we know the system works. The issue is 90% of our staff ain't high-level performers. How do we get the 90% to catch up to the other 10%?

8:11In other words, 10% of our staff are the people who require minimal management, other 90, they require management. How do we get them to be the people who don't require management? That's a million-dollar question. We're giving an objective, the high-level people. They figure out the details. I'm listening to what I'm saying here. They figure out the details, they don't need the details explained to them. They solve problems, they don't need you to solve the problem before they start doing work and they deliver the outcome. Give me the assignment, I'll deliver the outcome. They don't turn every obstacle into a meeting, a slack notification, a bottleneck. I can't do anything until I get this question answered. This is the way most people operate. I'm not just talking about employee. Some of you are business owners you operate this way. You own the business, you're the boss. You're not doing things that need to be done because you are waiting on information, resources, help, something that you don't have.

9:13You're not doing anything because you don't have the stuff in order to take the next step. Before you're going to do nothing and you own the business. What do you think that's going to do to your business in the longer? This is how a lot of people operate. They don't just carry the message to Garcia. They say, well, I got to do 10 hours of research before I carry the message to Garcia and they may calculate during that 10 hours that, hey, this message cannot be delivered to Garcia. Sorry. Give me another task that is more clearly defined, more easily understandable and frameworked out to where it is impossible to fail because every step is laid out for me in full detail. This is how many of your employees behave. Employees are my right. And this is how some of you as employees behave. This is how some of you as business owners behave and you are the employee and you're doing it. Again, tell me I'm lying. Point number two. Today's topic, once again, is the rare skill in business is just getting shit done. Number two, initiative creates disproportionate value. I told you the topic here today is the rare skill in business. Personal initiative.

10:13The willingness to be a go-getter who makes things happen instead of waiting for things to happen. Person who carries the message to Garcia is an initiator. They start things. This is the person who when no one is knocking on their door, they knock on doors. This is the person who when no one is ringing their phone, they ring phones. That's the initiator. Initiators create disproportionate value. Why? Because there is a situation where nothing is happening and they call something to happen. What is the law of inertia? Object emotion, amazing motion, object non-emotion, amazing motion, and so on and less, what acted upon by an outside force. Initiators are the outside force that change the status of a situation. They take a situation from nothing happening to something happening. They take a situation where something that is unwanted is happening and they stop that unwanted something from happening anymore. That is an initiator. They can change the state of a situation. They can change the state of a person. They can change the state of an organization.

11:14They can change the state of a negotiation. That's the initiator. These are very valuable people because these are the people who make the difference. Years ago I didn't episode where I talked about different levels of contributors to teams. You have your bum players. You got your good players and you had your different makers. The bombs are the people we don't really need to talk about. Most of you are not bombs. You don't hire bombs. You never been a bomb. They don't really do anything. You can replace their interchangeable. You see one of them, you see all of them. They don't make a difference. The two levels we need to spend time on were the good players. The good players, the player who you put them in a good situation, they won't make it worse. They will keep it being good because they will contribute to a good situation. Put a good player in a mediocre situation. It will remain mediocre. As a good player will contribute to whatever the environment already has going on. Put a good player in a bad situation. They are not going to pull the team down lower. They're going to do their thing but the bad situation is still going to be a bad situation. Why? Because the good player is not initiated. They don't change the circumstance. They maintain the status quo. That's what a good player does.

12:14They jump in, they blend in and they contribute. A difference maker on the other hand. This is the highest level performer you can add to a team. A difference maker is a person who changes the trajectory and the potential of an organization just by their very presence in the room. You put a difference maker on a bad team. They will make that bad team better. They won't be bad anymore. They may not be champions but they will exist. There will be a pulse to that team where there wasn't one before. Put a difference maker on a good team. That good team becomes great. Because the difference maker elevates the level of the organization. They don't just come in and do their thing and go home. They don't just clock in and do their job and go home at 5 o'clock. The difference maker elevates the level of the entire organization just by being there. But a difference maker on a team that's already great, that team becomes legendary. This is what Jim Collins talked about with his book Good to Great. If you haven't read it, you should read it. If you have read it, reading it. This is what happens when you get higher level performance or a level players on any team. They raise the level of the team. The level of the team is not being raised by your new additions.

13:15You're probably adding good players. Maybe sometimes you make a mistake and add a bump. Hopefully you get rid of them quickly. You add a good player to a mediocre team. The team is still going to be mediocre. You got a mediocre team. You got a bunch of good players and add to it. There's still going to be mediocre. Because none of them changes the trajectory. You need players who raise the level of the whole team just by being in the room. Those are your A players. They are your initiators. These are the people who can carry a message to your RCA. That's why they're rare. Because this is what they do. And if they leave your organization because of whatever reason you fail to keep them, they will go to another organization and do the same thing there that they did with yours. So you might want to keep these people around. Do whatever you got to do. Most people wait for instructions, clarification and permission before they do anything. Most people are not initiators. There's a reason why most people should be entrepreneurs because they're not initiated. Entrepreneurs are initiators by definition. You start a business, you're initiator. You start at something that didn't exist. Now you know, necessary have to start a brand new business being entrepreneur, but get my

14:16point, get the spirit of the point. Initiators create value because they don't wait for someone to tell them exactly what to do. They don't wait for someone to clarify things for them. And they damn sure don't wait for permission. They take permission. They create clarity through activity knowledge, i.e. they learn as they go along. They start with 10% of the information and they build the other 90 while they're doing it. They figure it out as they go. And they don't wait for instruction because there's no instruction to do something that hasn't been done before. Who can instruct you? You're the first one to do it. That's why they're valuable. The people who advance in life are people who move before they're told exactly how to move when to move and where to go. Now if you need to be told how to move when to move and where to go, it doesn't make you a bad person. Again, you can be a very good player following instructions. The thing is you can't change the trajectory of any place you go in by being an instruction follower. But you can change the trajectory of any place you go in by being the one who creates the

15:17instructions who makes the rules. You create the clarity. You give the permission you don't wait to receive it. These are the people who make the difference. They are the change makers. And if you look around, stories of famous entrepreneurs, famous inventors, famous founders, you'll notice these traits apply to all of them. Bill Gates, Steve Jobs, Jeff Bezos, Elon Musk. You can even say Donald Trump. Pre-politics Donald Trump can't rebuild new things of politician, but businessman Donald Trump. As he came from his father, he started a business of five games, but none of you heard the Trump name before he took it over. For the sons of good over. And he turned it into something that it wasn't before that. That's an initiator. Doing stuff that nobody else was telling him to do. Nobody gave him instructions to do. Nobody said, okay, here's exactly how to do it. Here's your permission to go do it. All the people on name. Gates, Bezos, Jobs. Now they all did this. They didn't wait. They just went and did it on your own volition.

16:19No guarantee that was going to work by the way. There's a bunch of others whose names I didn't say. They took the same initiative. Their thing didn't work out to the point that everybody knows their names, but they took the initiative. Those are the people who advance. Then I'll wait in on instruction. Power presence calibration exists. It is not training. It is not coaching. It is for people already operating under consequence. And that's not you. Ignore this. The question is in the episode description. Point number three. Today's topic once again is the rare skill in business is just get it done. Number three, results matter more than explanations. Too many people become experts at explaining shit rather than just getting shit done. See, when you get shit done is nothing to explain. I told you all this. Stories and narrative are for losers. Goosers master talent stories. Winners don't have to master talent story because they don't have to.

17:20The story is what I did. The outcome is the story. I'm not saying a winner can't tell a story or that they can't get good at telling a story, but they don't need to tell a story at all. Got to own does have to be a good story because the outcome in and of itself is the story. You go complete the mission. You get the message to Garcia. You get a response from Garcia. You bring it back to your boss. Okay. The fact that you did that. The story of how you did it. The interesting to the people who want to know they want to be inspired and motivated by how you got it done. And if you think about it, what are they looking for? They're looking for a blueprint to how you did it. What is that? Instructions. Isn't that funny how that works? See the people who go out and get things done don't need to tell a story, but they're often invited to tell a story because the masses, the people who don't go out and get shit done want to be motivated and inspired by how you did it and how you did it is a rough blueprint set of instructions on how they can do it. And seeing you do it is what? A form of tacit permission that you can do the same thing. You see the average person needs permission and any instructions before they feel like knowing

18:24something and they still don't do shit. Whereas the high performers, they go do things even when they don't feel like it. They just get it done and they tell the story only because people ask them to tell the story. People give them a publishing deal to tell a story. You get invited on Oprah to tell the story. People want you on a hundred different podcasts to tell the story of how you did it. But if you didn't do any of that press, the fact that you got it done still stands. The story is optional when you create outcomes. The story is required when you fail. Results matter more than explanations. Organizations reward people who consistently deliver. This is true. Person who consistently delivers is the one who brings back a result all the time and they're always going to be more valuable in the person who brings back reasons, explanations and stories. Use produce outcomes. You don't have to say shit. You don't have to explain anything. You have to tell people the different narratives about what happened, what didn't happen, why it didn't happen again. You have the option when you produce results, but you're not required when you produce results.

19:24Only people required to explain themselves are people who fail. Winners do not need to explain themselves. The win is the explanation. Recapments today's class says the rare skill in business is just getting shit done. Number one, ownership reduces the need for supervision. Recap meaning not only the business means owning the task. When you own the task and you take full accountability and responsibility for the task, you don't need to be supervoss because that's all supervision is. Hey, I want to make sure you remember you have this task. Remember you have accountable for this task. Remember you're responsible for this task. That's all supervision is. Those of you who have people who work for you, you probably spend the majority of your time doing this, just breathing down people's necks, looking over their shoulders and making sure that they are adhering to the commitments that they have been assigned. Let's see people who take ownership of their commitments, you don't have to do that with them. Point number two, initiative separates leaders from followers. I mean, this one, I don't know if I need to add anything more to it. And number three, outcomes carry more weight than excuses. We all know this is true. And we can swap out excuses for stories, swap out excuses for narratives, swap out excuses

20:26for explanations. And when you produce an outcome, it is the story. It is the narrative. It is the explanation. Even if you don't say a word. And if you don't, you're going to fall. The marketplaces and norms value on people who can take the assignment and return with the results with no noise in between. That skill is more rare than you think it is. Work on your game. Drey, all day. Execution is not about effort. It's about reliability. If your results don't match your ability, your execution is inconsistent. We measure that. Execution, reliability, index. Work on your score at work on your game.com-e-r-i. That's work on your game.com-e-r-i.