Welcome to The Dare to Scale Show

Episode 6

Driving vs Business Leadership – How Similar Are They?

Running a business is much like driving a car. You have your steering wheel (your team), your dashboard (systems and operations), your windshield (vision and goals), and your rearview and wing mirrors (performance KPIs).
 
But do we look ahead in our business or do we sit facing the wrong way around looking back?
 
In today's episode, we discuss how we need to lead our business the same way we drive a car – focusing on what lies ahead and driving forward.
 
Episode Highlights:
  • 01: 12 What each driving component represents in our business and why this is so critical to understand
  • 04: 34 The distinction between leading and lagging indicators
  • 05:59 Which key performance indicators we should be focusing on
  • 11: 21 How often should we be reviewing our KPIs and why it is so important
  • 13:55 What it really means to have one thing that matters (OTTM) or a leading metric – whether financial or non-financial
  • 16:10 Why we need an opposing and balancing metric for our OTTM
Action Steps:
- In your business, are you using forward-looking or backward-looking lagging indicators, and if there was one that you could change in your business, what would it be?
 
- Have you ever considered an opposing metric? Open this  conversation up during your weekly meetings and watch how many ideas come through within each  department.
Resources:
If you enjoyed this episode, please leave us a 5-star rating so that more entrepreneurs find this podcast, get the value, and get help scaling forward in their business.
 

Remember to check out our LinkedIn and Facebook pages to stay up to date on what's in store for you!

Episode Transcript
Warsha 0:01

Welcome to the Dare to Scale show with me Warsha.

Evan 0:05

And me, Evan.

Warsha 0:06

So, what is Dare to Scale? Over the years that we've been coaching founders and business owners, much like yourselves, we work through a framework called Dare to Scale.

Evan 0:18

Dare to Scale indeed. That framework has helped loads of business owners. And that is what this show is all about. So, put on your big picture thinking hat.

Warsha 0:28

Oh, and your headphones, and come join us and enjoy the ride.

Warsha 0:39
Heyyyyyy, glad you joined us today.

Evan 0:42
Hi, glad to have you with us. Wonderful show for you today, I think it's a wonderful show.

Warsha
0:47

It's a wonderful topic. Let me say it like this. It's one of the critical topic.

Evan 0:53
Yes, somewhat dry though.

Warsha 0:55
Somewhat dry though, so, yes, I am looking forward to this.

Evan 0:59
I am sure you are.

Warsha 1:00
Aha

Evan 1:01
So okay, lets sort of set the scene.

Warsha 1:02
Okay.

Evan 1:03
At some point little while back you gave me some advice.

Warsha 1:06
Yeah

Evan 1:07
Right and where you were talking about how to drive a car or something.

Warsha 1:11
Ahhhhhh yes driving a car. So, Evan you drive a car, right?

Evan 1:14
I do indeed.

Warsha 1:16
Okay, when you sit down to drive a car .

Evan 1:18
Hmm.

Warsha 1:19
What do you see around you?

Evan 1:20
Steering wheel obviously the controls gear stick, windscreen.

Warsha 1:24
Yeah so.

Evan 1:25
Mirrors and stuff.

Warsha 1:26
You have this big
windscreen in front of you yes?

Evan 1:28
Yep.

Warsha 1:29
Okay, what else do you have?

Evan 1:30
The rear-view mirror.

Warsha 1:32
Ah the rear view mirror and you have the wing mirrors.

Evan 1:34
Oh yeah.

Warsha 1:35
Oh yeah, so when you sit down to drive the car where do you look?

Evan 1:39
In front.

Warsha 1:40
In front yeaah great answer.

Evan 1:42
Hmm.

Warsha 1:43
So, that big windscreen is so big and clear, hopefully clean because it gives you a clear view of what's ahead of you.

Evan 1:53
Yes.

Warsha 1:54
What you are driving into.

Evan 1:55
Hmm hmm.

Warsha 1:56
Or hopefully not into the clear road that you are driving on.

Evan 2:00
Road ahead.

Warsha 2:01
The road ahead. So, what is the point of the rear-view mirror.

Evan 2:06
To see behind you.

Warsha 2:07
To see behind you. So, what's the point of the wing mirrors.

Evan 2:10
Same again.

Warsha 2:11
Same again, and if you look at the comparative sizes of the rear-view mirror and the wind screen.

Evan 2:17
hmm hmm.

Warsha 2:18
What do you note the windscreen is massive.

Evan 2:21
Yeah, much bigger.

Warsha 2:22
To give you a full, maybe not 180, but nearly 180 view of the road ahead.

Evan 2:27
Yeah.

Warsha 2:28
And the rear-view mirror is much, much smaller because that mirror is to be used only as guidance isn't it? Just to make sure that there is nobody too close to you no one is going to crash into you.

Evan 2:41
hmm hmm.

Warsha 2:42
Or just to make sure that if you want to change lanes to make sure that you are not caught unawares by what's
behind you.

Evan 2:49
Yeah.

Warsha 2:49
Yeah.

Evan 2:50
Hmm hmm.

Warsha 2:51
And when you drive a car where do you look most of the times.

Evan 2:55
In front straight.

Warsha 2:56
In front nearly about 90% of times you are looking ahead.

Evan 3:00
That's true.

Warsha 3:01
Yeah, now when you are running a business or just as your life.

Evan 3:08
hmm hmm.

Warsha 3:09
If you will and that's when you heard me talk about this because it was very much in the life context, where how to do we lead our lives, do we lead our lives looking ahead or do we sit facing the wrong way around in the car we drive forward but looking back because that's mostly how we lead our lives by living today and planning tomorrow by always looking at yesterday.

Evan 3:39
Oh what look at least you did say you are driving forward right so.

Warsha 3:42
You are driving forward.

Evan 3:43
You are not looking backwards and going backwards.

Warsha 3:44
That is true.

Evan 3:45
Getting backwards.

Warsha 3:46
That is true.

Evan 3:46
So at least you are driving forward.

Warsha 3:48
So, that is what I was talking about in the context of how do you lead your life. You lead your life always looking at what happened in the past or are you saying what's ahead of me and what can I do today to make tomorrow great.

Evan 4:01
Which leads us wonderfully into the subject of KPI's.

Warsha 4:05
Oh my goodness ya okay, if you say so.

Evan 4:08
So, the point there is dashboard right.

Warsha 4:11
Yes dashboard.

Evan 4:13
When you are running your business you would have systems you record revenues and costs and profit and all that sort of stuff and essentially what we are saying is your rear-view mirror is your financials from the past.

Warsha 4:26
Or yeah, not just finances but the historical record.

Evan 4:27
Okay so there are metrics all stuff that is behind you.

Warsha 4:30
Something that reports what has already happened.

Evan 4:34
Absolutely, so you gonna find some things from that.

Warsha 4:37
Yeah.

Evan 4:38
But the thing there is that it does not always help you necessarily predict what is going to happen.

Warsha 4:43
Yeah.

Evan 4:44
And those backward-looking indicators those KPI's are lagging indicators.

Warsha 4:49
Yeah.

Evan 4:50
So things have already happened and you might be able to work out the trend based on things that have actually happened but it doesn't always help you look forward. So, when you're driving your car you really want to be looking forward. By all means have a look in the rear-view mirror, great there is nothing there that's a concern.

Warsha 5:05
Yeah.

Evan 5:06
But you want to be looking forward and that's why you need forward looking indicators right basically it's
a leading indicator.

Warsha 5:13
hmm hmm.

Evan 5:14
And in all cases it is like business on the books.

Warsha 5:16
Yeah.

Evan 5:17
How you trending with the business on the books in the beginning of the month and as you are planning the month itself and getting those measurements and as the month or the quarter is going as you are going through the quarter.

Warsha 5:28
Progressing through the quarter.

Evan 5:29
Exactly you can see where you are you might have a budget number against that but you also have the same information from last year to see how.

Warsha 5:37
How your trends are.

Evan 5:39
Exactly so how you picking up for the that quarter whether there is a good chance that you will actually meet budget.

Warsha 5:43
Yeah.

Evan 5:44
That sort of thing so now okay so KPI's they are very dry but they are necessary in your business.

Warsha 5:51
So, what are some of the examples of a KPI with finance.

Evan 5:56
Okay so.

Warsha 5:57
what are some of the KPI's for finance.

Evan 5:58
So backward looking ones, things like you address your profit some of the percentage alright revenue over the net profit okay great if you doing you know say 25% it's a good number if you are doing 5% not quite so good.

Warsha 6:11
Hmm.

Evan 6:12
You know what I mean so.

Warsha 6:13
hmm.

Evan 6:13
It gives you a fairly good feel of how profitable business is.

Warsha 6:17
Hmm.

Evan 6:18
When you start throwing in non-financial metrics as well so, hospitality game for example you have a static number of rooms.

Warsha 6:25
Hmm hmm.

Evan 6:26
And you have revenues coming for those rooms so you have revenue per room occupied or revenue per available room and again those because their contrast again non-financial metrics.

Warsha 6:38
Yeah.

Evan 6:39
It gives you a very good feel for the other parts of the business it could be revenue per employee.

Warsha 6:43
Fabulous.

Evan 6:44
It could be number of hours worked that kind of thing so.

Warsha 6:46
Fabulous.

Evan 6:47
How the bits of the business and you are linking them to financial sort of pieces and it gives you
an idea.

Warsha 6:51
Totally.

Evan 6:52
Of how the different ratio is within the business is working.

Warsha 6:56
Nice, before I go deeper into those examples you said something revenue per employee, I think that will
be a great topic to address in one of the later discussions

Evan 7:05
Absolutely.

Warsha 7:06
Because during as a Gazelles coach we work with a fabulous tool called Labor Efficiency Ratio.

Evan 7:12
Hmm hmm.

Warsha 7:13
And I know that has helped a lot of people I coached a great deal in seeing how productive are their employees and what each role actually brings in.

Evan 7:22
And what it does take into account is things like your non-operational team.

Warsha 7:27
Yeah.

Evan 7:28
So, it's a total headcount.

Warsha 7:29
It's a total headcount.

Evan 7:30
This takes into account the fix cost.

Warsha 7:32
Yeah.

Evan 7:33
So it's very interesting.

Warsha 7:34
Yeah, so we will have a separate discussion about that, so where are the some of the examples of leading and lagging in HR for example.

Evan 7:42
Leading indicators.

Warsha 7:44
Man power planning.

Evan 7:45
While the definitely man power playing is a churn rate that's an historical.

Warsha 7:49
That's an historical one so that's your lagging one.

Evan 7:51
Yeah So, it's a retention kind of space.

Warsha 7:53
Yeah.

Evan 7:54
So the training that is going into the team.

Warsha 7:56
Nice.

Evan 7:57
So, keeping up with the brands standards that kind of stuff.

Warsha 7:59
Yeah.

Evan 8:01
And of course there are different ways to use the KPI's so like a balance scorecard is a great way to do it you will have financial metrics, you will have HR metrics.

Warsha 8:07
Yeah.

Evan 8:08
You have brand standards.

Warsha 8:10
Brand standards.

Evan 8:11
That sort of thing.

Warsha 8:12
Yeah

Evan 8:12
So

Warsha 8:13
In a high-risk industry may be risk assessment.

Evan 8:15
Yeah.

Warsha 8:16
Not risk assessment but safety measures.

Evan 8:19
Safety measures exactly so in constructions you have accidents that sort of .

Warsha 8:22
Yeah.

Evan 8:23
So all of those things come together.

Warsha 8:26
Yeah.

Evan 8:27
And particular about the balance scorecard and you know you have an operational team where you incentivizing it's not just about profit.

Warsha 8:34
Yeah.

Evan 8:35
And itself its starts landing towards compensation responsibility and those sort of things so it's a bigger picture and measures together and it gives you a picture of your business.

Warsha 8:45
Yeah.

Evan 8:46
And also it to that strategy ones before.

Warsha 8:48
Yeah.

Evan 8:49
And but you would like to have the one thing that matters making talk about that little bit later.

Warsha 8:55
So, one of the examples that comes to mind this was fresh in my mind because I was recently having a conversation about this in one of my sessions is how do most companies track sales. Most companies well hopefully not too many companies out there but most companies track sales as an historical event.

Evan 9:14
Yeah.

Warsha 9:15
When I say historical as so the month is ended how did we perform last month.

Evan 9:21
hmm hmm.

Warsha 9:22
And not so much as a live meeting literally every week, more often again if depending on your industry at least once a week so, really seeing where you want to go again goes back to the strategy what is your north star what is your goal what are those targets that you have set for the whole year how are they broken down into quarters if it's the seasonal scenario for your business or a calendar quarter and further broken down per month per week even.

Evan 9:52
Indeed.

Warsha 9:53
And really seeing how you I you meeting your targets at that live level.

Evan 9:59
Yeah.

Warsha 10:00
And what then needs to happen to meet that quarter by the end of the month.

Evan 10:03
Exactly, and these days if you are using a CRM.

Warsha 10:06
It's very easy.

Evan 10:07
And a lot of them, well its set up properly.

Warsha 10:09
Well easy to track, if it's set up properly.

Warsha 10:11
Totally

Evan 10:11
So what you are referencing now if sales funnel.

Warsha 10:15
Yeah

Evan 10:16
Right, so, how many leads have you got and that sort of thing and it's easy
to track.

Warsha 10:18
Yeah.

Evan 10:19
In the older days it was all manual and a lot more difficult.

Warsha 10:22
Yeah.

Evan 10:23
So now you have these.

Warsha 10:25
You are right you have these technologies now to actually make this happen and it's like I go back to that driving that car again.

Evan 10:32
hmm.

Warsha 10:33
So when you know what you have achieved so far you also know which lever to pull or push to make sure that you reach that level so when you are driving a car if you know you need to reach somewhere point x by 6:00pm and you are still dawdling at B you know you got to step on it.

Evan 10:54
And not get bored and you need to make you for that.

Warsha 10:55
Not get bored of course and you need to make up for that.

Evan 10:58
Exactly.

Warsha 10:59
And we know the logic and it's not rocket science we know this and that's how the entire travel industry is.

Evan 10:04
Yes exactly.

Warsha 10:05
All about so you make up on time and reach somewhere on time and yet we don't look at it like this in our business.

Evan 11:11
No, because so busy doing.

Warsha 11:13
Yes.

Evan 11:14
Sometimes and we are not taking.

Warsha 11:15
You are not really focusing.

Evan 11:16
Strategic time kind of thing.

Warsha 11:17
Exactly to see where we are going are we reaching there on time.

Evan 11:20
I mean hotels are funny as I remember in the operational sense they had what they called morning prayers they always a morning briefing at pretty much 9 O clock in the morning.

Warsha 10:27
Yeah.

Evan 10:28
You would have the previous days results they were added to the month date with the month of date and the daily numbers you could have a picture contrast the ins budget to see where you are sitting and basically what was on the books and would you actually make this month or not.

Warsha 11:44
Nice.

Evan 11:45
So why a KPI is important really it's about when your performance is measured.

Warsha 11:51
Hmm.

Evan 11:52
Okay your performance actually improves.

Warsha 11:54
Hmm hmm.

Evan 11:55
And it's not about the total profit and loss or the balance sheet.

Warsha 11:58
Yeah.

Evan 11:59
All those kinds of financial kinds of reports.

Warsha 12:00
Yeah.

Evan 12:01
In a way quiet heavy they have their own place and their importance the way you have the dashboard in your car and you have a couple of key indicators on there, when you are measuring those, your performance improves.

Warsha 12:11
Yeah

Evan 12:12
When you contrasting is last year last month budget whatever it happens.

Warsha 12:15
Yeah, you bet.

Evan 12:17
But here is something that is really interesting and this is part of Pearson's
Law.

Warsha 12:19
Okay.

Evan 12:20
When performance is measured and reported back the rate of improvement accelerates.

Warsha 12:28
Ooooo very nice.

Evan 12:29
So it's actually already powerful.

Warsha 12:30
Very nice.

Evan 12:31
And it's kind of that feedback where you are at and how you going.

Warsha 12:34
Yeah.

Evan 12:35
And may be not direct indicator what could go better but it gives you a place to focus.

Warsha 12:40
Yeah.

Evan 12:41
So you can actually so like you say what which lever.

Warsha 12:45
Lever I know lever lever

Evan 12:46
Exactly, it's not a lever.

Warsha 12:49
It's like basel

Evan 12:51
Basel, excuse me cilantro.

Warsha 12:53
Cilantro okay we digress.

Evan 12:54
Stop it stop it. So, it really is important to get that handle on your business so you are in fact looking through the wind screen.

Warsha 13:06
The wind screen.

Evan 13:07
And you are not driving looking in the rear-view mirrors one hand on the steering wheel you are half looking over your shoulder no no no it's not about that at all.

Warsha 13:15
No.

Evan 13:16
Right, it's definitely on the road looking ahead and travelling in speed.

Warsha 13:21
Yeah.

Evan 13:22
And then being able to then adjust as you need to.

Warsha 13:24
Yeah, so really using the rear-view mirrors and the side mirrors as a reference points as guidance.

Evan 13:30
Absolutely.

Warsha 13:31
And so should they be no more than that because what lies ahead is more important what has happened is just a guide.

Evan 13:41
That's true that's true.

Warsha 13:43
And guide where you are learning from that and you are still moving ahead guide not so much that as that dictates what happens ahead of you.

Evan 13:51
I could not agree more no could not agree more.

Warsha 13:54
I would add something else and I know it's a topic in itself at some point or what I want to add over here is you were talking about that one thing that matters.

Evan 14:04
Hmm.

Warsha 14:05
Tell me a little bit about that first.

Evan 14:07
Okay so you want to try and make it as simple as possible.

Warsha 14:10
Hmm.

Evan 14:11
And we did speak about this where one pager.

Warsha 14:14
Yeah.

Evan 14:15
With all your key bits and pieces you focuses for the quarters but the plan for the year you know so its easily communicateable with the rest of the team.

Warsha 14:23
Communicable.

Evan 14:24
Communicable, that sounds interesting, so ya a one page plan.

Warsha 14:28
Yeah.

Evan 14:29
With all the key sort of measures on it and the focus of the quarter or the year or whatever the case may be.

Warsha 14:34
hmm hmm.

Evan 14:35
Communicated with the team.

Warsha 14:36
Yeah.

Evan 14:37
Right at some point there is one measure and you know each business has their own particular measure that is important to them.

Warsha 14:45
Yeah.

Evan 14:46
And good to great and Jim Collins did a lot of research and CVS the pharmacy in the US.

Warsha 14:52
Yes.

Evan 14:53
Had several different measures they went through and ended being if I remember rightly it was the total foot fall that came into a shop.

Warsha 15:02
Nice.

Evan 15:03
That is actually what was important.

Warsha 15:04
Hmm

Evan 15:05
I think originally, I thought it was revenue per customer or something.

Warsha 15:07
Hmm.

Evan 15:08
But it was actually a foot
fall.

Warsha 15:09
okay.

Evan 15:10
If they got the foot fall all the other bits and pieces would work.

Warsha 15:13
Yeah.

Evan 15:14
You know so once they are in the store, they would buy and.

Warsha 15:16
Yeah.

Evan 15:17
The customers would.

Warsha 15:18
So the layout of the store was designed in a way to encourage.

Evan 15:21
While this thing but it was about foot fall.

Warsha 15:22
Yeah.

Evan 15:23
That was a key thing if the foot fall wasn't there they knew that nothing well the revenues wouldn't be met and
that sort of stuff so it's really really interesting but for them that was the one thing.

Warsha 15:31
Okay I want to pick something else that you said.

Evan 15:34
Hmm.

Warsha 15:35
So, the foot fall was important.

Evan 15:36
Hmm.

Warsha 15:37
Because when they know that foot fall is what they would like it to be then everything else works.

Evan 15:43
Yes, which also means other metrics that they have which might be revenue per customer or.

Warsha 15:47
You bet.

Evan 15:48
Or whatever.

Warsha 15:50
That's the one.

Evan 15:51
Or the total value of the sale or.

Warsha 15:53
Yeah.

Evan 15:54
Each customer actually did then they could work out so how many people bought how many came into the shop and work out their sort of ratio all that sort of things.

Warsha 16:00
Yeah.

Evan 16:01
But the one thing that would tell them whether it was going well or not was number of customers the walk ins.

Warsha 16:07
So the foot fall.

Evan 16:08
The foot fall.

Warsha 16:09
Yeah, so on that I also want to say or give you another example.

Evan 16:14
Go on.

Warsha 16:15
So, you have played tug of war right.

Evan 16:16
Oh Absolutely

Warsha 16:17
When you were in school or where ever yeah.

Evan 16:21
The usual birthday party thing that one.

Warsha 16:23
That's the one so what is the a tug of war you have a big thick rope.

Evan 16:29
A big thick rope 10 people per team whatever and.

Warsha 16:31
Yeah.

Evan 16:32
And you have a little flag and you have to get the flag passed a certain point and you drag the other team.

Warsha 16:37
Drag the other team, so the purpose of rather the goal of that game is to bring down the other team so just to see who is more powerful.

Evan 16:45
Hmm hmm.

Warsha 16:46
Okay, so If you keep the same concept and change the rules of the game.

Evan 16:50
Hmm hmm.

Warsha 16:51
And in business you say you have one metric that matters.

Evan 16:56
Hmm.

Warsha 16:57
So, that's important to have that one metric that matters and what of greater importance is to also have a balancing yet opposing and opposing yet balancing metric that matters.

Evan 17:09
I don't know what that means exactly.

Warsha 17:11
Okay.

Evan 17:12
Can you give me an example.

Warsha 17:13
So, let's say for example the one goal for the next two quarters is to increase sales by 50%.

Evan 17:20
Yeah.

Warsha 17:21
That is the one metric that you are measuring now.

Evan 17:23
Super, that's what we are all after

Warsha 17:24
Yeah, that's what you are after. Who is keeping an eye on the balancing opposing yet balancing metric which is do you have strong enough operations do you have a strong infrastructure to handle those 50% extra sales that are going to come
in.

Evan 17:40
I mean that's a question that you like to ask.

Warsha 17:42
I would like to ask that to you.

Evan 17:43
If you had an order for half a million dirhams or dollars or.

Warsha 17:47
Yeah.

Evan 17:48
Whatever the currency is could you meet that order.

Warsha 17:51
Do you have capabilities built in to handle that order.

Evan 17:56
So you want to increase sales by 50%.

Warsha 17:58
Yeah.

Evan 17:59
Is that the capability and other one could be you are making the sales but are you actually getting the cash.

Warsha 18:05
Hmmm how you funding that growth.

Evan 18:07
Because you may have increase in sales you may have taken on more team you might have.

Warsha 18:11
That's the one, who is paying for them.

Evan 18:13
So who is paying for it.

Warsha 18:16
Very much so, so always have an opposing and a balancing metric.

Evan 18:20
Nice.

Warsha 18:21
And this is also something that during the Gazelles coaching we use very
very often.

Evan 18:25
Nice

Warsha 18:26
Because that is one of the operations tools that we used.

Evan 18:28
Very powerful.

Warsha 18:29
It is very powerful.

Evan 18:30
And that means you are looking through your wind screen with 2020 vision.

Warsha 18:35
That is true and why that came about because it was very often that you observe we know why that thought process is useful and important is because mostly when you say to founders in a coaching session or whatever when you say to founders so what is the goal that you are looking at? It's usually either more money, more profit, or more sales.

Evan 18:58
Yeah okay.

Warsha 18:59
Because in a business which is usually firefighting what is more important what are they firefighting about it is either they are looking for more money or they are looking for the more sales to bring in that more money.

Evan 19:11
hmm hmm.

Warsha 19:12
Very rarely and when they are looking at this there is very rarely somebody assigned to actually look at the opposing side so, what happens is that typical tough of war scenario you start bringing in those more sales so that the sales team gets really really annoyed and the rest of the team says I am bringing in all the sales so then who is handling them?

Evan 19:33
Hmm who is handling.

Warsha 19:34
They are not been looked after.

Evan 19:35
Exactly exactly.

Warsha 19:36
So what are we doing about this or the finance team oh great you are bringing in more sales we delivering sending out all these emailing all these invoices who is actually collecting the cash who has that eye on the ball. So, it's always always useful so me as a coach for me that's very important when I hear a critical number or that one metric that matters to come up as the minute that somebody says cash or profit or sales more sales that is pinned to the white board for a while pinned to the cork board for a while till we address the opposing issues or the opposing numbers and identify which is that opposing and balancing critical number.

Evan 20:17
Very very important.

Warsha 20:20
So while this could turn into another discussion I thought its useful right now to talk about this when you are looking at this leading and laggingindicators both the metrics need to have their individual leading and lagging
indicators.

Evan 20:33
And they need to have the exactly opposing metrics as well.

Warsha 20:37
And they need to have opposing metrics.

Evan 20:38
So, it's about absolistic view of the business.

Warsha 20:41
Yeah.

Evan 20:41
Yeah.

Warsha 20:42
That's what it is.

Evan 20:43
Very very important.

Warsha 20:44
That's what it is.

Evan 20:45
Nice, I like it.

Warsha 20:45
So Evan..

Evan 20:46
Yes

Warsha 20:47
What are you asking our listeners to do with this information?

Evan 20:51
That is a very good question. It's actually a very simple one. Do you find in your business just go to the Facebook group and just tell us are you using forward looking or leading indicators.

Warsha 21:06
Hmm hmm.

Evan 21:07
Or are you focused on backward looking lagging indicators.

Warsha 21:10
hmm hmm.

Evan 21:11
And if that was one that you could change in your business what would it
be?

Warsha 21:14
Ohhhh very nice I like that one that because that gives them a way forward.

Evan 21:17
Yeah and if you have the time have you ever considered an opposing metric.

Warsha 21:24
Hmm hmm.

Evan 21:25
Because that is a very interesting thing you brought up Warsha.

Warsha 21:27
I would absolutely love to hear about this is this in itself when you guys are listening to us who have joined us today when you open this conversation up with the members of your core team to your next in line leadership team.

Evan 21:45
Hmm.

Warsha 21:46
Just watch how many different ideas that will come through because each department will bring up their critical number as the most important balancing one.

Evan 21:55
Indeed.

Warsha 21:56
And that's a great way to actually department to get department start talking to each other and this ideally needs to come through in your weekly meeting as well. So, open this conversation with your team and see what comes
out.

Evan 22:08
Indeed and that is now how you go.

Warsha 22:10
Yes.

Evan 22:11
Nice.

Warsha 22:12
Brilliant so thank you very much for staying with us till the end.

Evan 22:16
Absolutely.

Warsha 22:17
This has been an interesting topic.

Evan 22:19
I think absolutely.

Warsha 22:20
It really is.

Evan 22:22
Its knowing the ins and outs of your business.

Warsha 22:24
That is true.

Evan 22:25
If you don't have the information you have got no idea.

Warsha 22:28
All that oh my god so, hold that steering wheel
firmly know where you are driving know where you are looking.

Evan 22:37
Absolutely.

Warsha 22:38
And know which pedals to put
your foot on.

Evan 20:41
Hmm.

Warsha 22:42
And go for it.

Evan 22:43
And drive safely.

Warsha 22:44
Drive safely how a wonderful wonderful drive ahead.

Evan 22:47
Indeed, we will see you guys next time.

Warsha 22:49
Thank you for joining us.

Evan 22:50
Okay bye.

Warsha 22:51
See ya bye.

Warsha 22:53
Hey hey hey, thanks for joining us and listening right till the end.

Evan 22:58
Head on over to daretoscale.fm to subscribe and access show notes and
transcriptions.

Warsha 23:04
Oh also, did you know we have a Facebook page for our podcast listeners come join the conversations at daretoscale.fm/facebook.

Evan 23:15
Absolutely, oh and also remember to give us five-star review so other entrepreneurs can find this podcast like you and get value to scale forward their business.

Warsha 23:24
Fabulous, we will see you at our next show bye for now.

Evan 23:28
Bye.

Meet your hosts:
Warsha Joshi and Evan Le Clus
We are business mentors and business owners operating out of the vibrant city of Dubai, UAE.
 
We love helping dreams become a reality by bringing about the transformation from Founder to Leader, Consultant to Business Owner.
 
Come join us and subscribe to the show. The latest episode will arrive in your inbox shortly.
Get podcast and blog updates direct to your inbox. Subscribe below!