Episode Transcript.

What’s up, guys, welcome back to THE a.m, hope you’re doing good. Hope live’s treating you good.

So I actually want to talk about learning it versus becoming the expert. So when you’re building a business, you are going to do everything. You’re absolutely going to do everything starting out, and you’re going to need the skill sets to get started. However, if you’re actually building the company, and your goal is to lead the company and eventually become a CEO, you are not going to be the guy, or the person actually, who is the expert doing everything that needs to be done.

And this what I mean by that, right? If you are starting an engineering firm, you’re going to have to be in engineering. You’re going to have to have that skill set. But as you grow, you’re not going to be the person who’s doing all the architectural designs, who’s actually doing all the engineering on that side? Right? I’m saying architectural, but I mean engineering, right? And mechanical engineering, whatever. If you are building a, you know, a marketing company, you’re going to be dangerous marketing, but you’re not going to be the expert in marketing. You’re gonna need to run things. If you are building a landscaping company, cool, you’re going to be out there cutting the grass and having that skill and moving through that but you’re not going to be the guy who’s going to be cutting every lawn and mastering the art of efficiency and cutting.

And I’m saying this because most of us think and believe that we’ve got to be the best at whatever it is in order to build the company, and that’s when it breaks. You actually cannot scale. You can’t grow. And if you’re if this is you even outside of wanting to build a company, you just want to move up in leadership, and you want to move up in management, you’re going to have to let go of doing the technical work and being the expert, and you’re going to have to learn to work with people and work through people to get the work done. And you’re going to have to understand and have really a fundamental shift in thinking that if I’m the expert on what I’m doing, then of course, everything is going to get done, and I have to do it, and I’m going to be the best at it, and that is why I’m going to be the leader. And it’s not not actually true at all. It’s the exact opposite.

Normally, when you aren’t the expert and you are laying goals and objectives out for the team. It actually helps when you don know anything technical, and it helps when you actually are really, honestly, honestly, sometimes even play dumb in a lot of ways, to help get the team to think and get them to create. And I think it’s so important to see this, because the way that most of us are raised are, okay, cool. Get a skill set, learn a skill get a profession. Do this, become amazing at this one thing, get your talent and become amazing this one thing. And my business mentor watching him, it’s amazing because he gets everybody else to do everything for him. It’s just who he is and and nobody feels bad about doing it. He doesn’t feel bad. And he’s not like, manipulative or anything, but he’s like, really, just really amazing at connecting people, uniting them, and then getting them to do the work for him to accomplish the goal at hand.

That is the skill set you want to be great at honestly, and that’s actually what I’ve been looking towards to achieve, is to really get everybody else to be able to do the work and function the way they need to, without my input and without me needing to be the expert. I think it’s really interesting, because when you are focused on becoming the expert, you’re actually focused on just owning a job position.

And I had a conversation just with a friend the other night, and we were talking just about how somebody within the company got promoted, and they are an amazing, an amazing expert at their job and at their position. However, when they got promoted to leadership, they are failing miserably. And I’m saying this because most people think, Oh, you must be a great leader, right? You must be a great leader, and you must be amazing because you have this degree, you went to Harvard. You’re a lawyer, you’re a doctor. I’m not trying to insult lawyers or doctors.

I’m just saying like, this is what we do in culture as people, right? You’re a lawyer, you’re a doctor. You must be amazing what you do, and you must be so amazing as a leader in their attaching skill set to leadership, which is broken because you you could be amazing at what you do, right? Let’s just say you work at fast food, or somebody works at fast food, and they’re the most amazing cashier ever. Doesn’t make you a great leader, right? You could be amazing at video games. It doesn’t make you a great leader.

Skill is not synonymous with leadership, neither is education, and I think that is so important to say, because a lot of people automatically equate education and skill set with leadership, right and authority, and they’re not they. They’re not synonymous. At all.

And so I’m saying this because if you want to grow in leadership, if you are starting a company, want to build something, you’ve got to disconnect those two ideas and concepts, and you have to see them as different pieces of the game.

Anyways, guys, I’ll catch you later. Peace.