Episode 6 Podcast Transcript

Speaker 1 (00:00):

Time management is an absolute myth. It’s what you prioritise and do in the time that matters. Hi everyone. Rob Kropp, really looking forward to today’s episode. Welcome, Dan. How’s things mate? How’s the week been?

Speaker 2 (00:20):

I’m good, Rob. Hi everyone. It’s been a busy week. I just wish I had a little bit more time. I wish I had a lot more time. It’s been way too busy for me.

Speaker 1 (00:30):

You’re stitching this up, you, you’re kind of amplifying a little bit because we’re talking a bit about busting openness, time management myth. You’re just playing it up a little bit for the audience, aren’t you?

Speaker 2 (00:40):

I am. I’m just sort of echoing what we hear on a weekly basis from most of the people we talk to, which was when you ask how’s the week been? It’s been really busy. It’s just having,

Speaker 1 (00:50):

You’re going to get to know us, you’re going to get to know us a little bit over the time. We’ve both got quite sarcastic dry humour, don’t we Dan?

Speaker 2 (00:57):

We do. We like to play around a bit, but yeah, it’s all part of the game. It’s all good.

Speaker 1 (01:02):

All right, well let’s get into today. I actually love this topic and if I’m honest, it’s almost one of my favourite topics because when you talk to any business owner, one of the big things that they get into business for is they want more time. And then when you ask them when they’re running a business how business is going and what’s going on in their world guarantee, the next thing they’ll tell you is they don’t have a enough time and always hear it all the time. And then if you were to ever ask the family or anything of that business owner, and I can guarantee the wife, the partner, the kids, what do they want more from that business owner is they want more time with them present, being present with them in that time. And so time’s one of those things that it’s just such a big topic and it’s so scarce, it’s so limited and so valuable, but time is almost one of the biggest challenges. And I think one of the biggest things that a lot of people think that they’ve got to do is manage time better. And so it’s one of those things that so many people don’t have enough of it yet. We’ve got all the time that we need, but we think that we’ve just got to manage time in the middle. And so that’s why I love this topic because it’s often one of the biggest challenges of a business owner.

Speaker 2 (02:30):

It Is. I think it’s more than just a business. I think that’s why we love this topic. I’m the same as you. It is one of the favourite things to get into because I think it applies to everyone. We live in the dimension of time, so we’re always surrounded by it. We’re always rubbing up against it. And I think our love for this topic comes from the fact that we recognise one, that it is so common to everyone and so relatable. But also it’s one of the biggest levers that we pull in coaching all the time. It is all around, well, how do we work with it? How do we get beyond it? How do we start to shift it in a way that it starts to work better for you than against you?

Speaker 1 (03:10):

Yeah. So what we’re going to do in today’s episodes, there’s a few things that we’re going to work through in today is number one, we’re going to really break through the time management myth and that’s going to be a big one. So we’ll talk a little bit about that. What we also want to do is challenge the listeners’ relationship with time. I think that’s a big part where if we can start to understand what our relationship is and how we can challenge that relationship, then we want to go down and talk probably through probably three main key principles around how our listeners can change their relationship with time. And then what we’re going to do is this is going to be part one of a little series that we’re going to do in and our next episode what we want to start doing is really start shifting the conversation from time management into decision management and really start shifting that.

(04:02):

But today we’ve got a lot of things that our listeners can walk away with and hopefully we can challenge their mindset. There’s a big part of this podcast, it isn’t just the how-tos from first. We want to really challenge our mindset and our relationship with time and then stick around for the end. Make sure you listen through for what those key principles are so that following on from this episode, you can get rubber meeting the road and going from there. So this topic is really, really important because unless you start to change your relationship with time, you’ll always use time as an excuse and you’ll never actually achieve your true potential in life because you never feel like you’ve got enough time to be able to do the things and spend time with the people that matter most. And that’s why this topic is so important. And it’s actually one of the biggest things that I know that once I had a huge breakthrough early in my journey, this breakthrough was what catapulted me to another level. And so that’s why I love this topic and why it’s so important.

Speaker 2 (05:10):

And I think, Rob, you’re right. I think people look at time when we started, I said, you rub up against it, it’s always around you, but people look at it as some sort of thing and it’s something to be worked on in the sense of managing it. We hear about time management so often, but I think the big shift, and you and I do this all the time with the guys we coach, is talking about a relationship with time and really having that idea that I’ve got a relationship to time, whether it’s healthy, unhealthy, realistic or not, there’s something that’s going on there that is working both ways. So I think when the relationship to time changes, and I know for me we might be able to talk about that and even for yourself, but when that relationship with time absolutely changes in your own mind, that’s when the game shifts. So I reckon a question for you off the bat would be when or how has your time or your relationship to time changed over the years?

Speaker 1 (06:05):

Yeah, it’s a good one. I know when I first started my coaching journey, I’ve been in business coaching now for 14 years and I know at the start of when I first started coaching, I was a one man band coach and I was literally trading hours for revenue. That’s where I was at. For a lot of our listeners, it’s the equivalent of being a one man band tradie where you’re on the road doing absolute, wearing all the hats, doing absolutely everything, selling time. And that’s where I first started. I know at the peak of when I first got into coaching, I got up to 20 one-on-one clients and I absolutely capped out because as there was literally no more clients that I could fit in the time, and I think it was in around that time, I always used to say, I wish I had more time.

(06:56):

I wish I had more time in my day. I’ve never got enough time. I used to always use those throwaway comments and it probably wasn’t until I really recognised that I reckon is when I really wanted to start a play a bigger game and I wanted to build a coaching business and have a team that I probably started to respect more leveraging my time. And that was the shift for me. I reckon it was when I started to recognise that if I wanted to play a bigger game, I had to have the realisation and I did have the realisation that I couldn’t just have more time. I needed to leverage the time that I got. And back then we’re doing this business is doing 10 times more in terms of more than 10 times more than we were in revenue back from when I was a one man band. It doesn’t mean that I’m working 10 times more hours, it’s just that I’m leveraging the hours I’ve got. We can have plus 10 times growth. I’m actually working less time today than from where I was at a one man band. So I think for me it was along my journey over these last 14 years, it’s been probably respecting how to leverage my time.

(08:24):

Also knowing what the value of my time that as I’ve moved through my roles from being a coach to a manager of a coach to leading and running a coaching business and doing other things in investments and property developments and all those types of things, it’s probably the bigger the game that I wanted to play. I had to put more respect on the value of my time. So I think it’s really leveraging the dollar value of my time. But then also I’m a young guy and I feel like I’ve achieved a shit load of things in my time. It’s how I’ve used my time. And that’s why I feel like I’ve done so much in my short years because I make my time count. I feel like I’m a bloody good executor in the time that I’ve got, and I’m really clear on where I want to go and what I want to do and making sure I really prioritise the things that matter in that time. So for me, it’s leverage, understanding the dollar value of my time and really respecting it and making sure I’m working on the things that matter. So I reckon they’re my big three things that I’ve really learned over the time.

Speaker 2 (09:37):

That’s great. They’re big topics. They, I mean the concept of how do you leverage it, how do you do all that sort of stuff. Huge.

Speaker 1 (09:45):

What about you mate? What’s been your big learnings over the time, do you reckon?

Speaker 2 (09:54):

I think it’s slightly different. I think for me, as I think about even growing up, you know what I mean? You start growing up and you have dreams and you have hopes and you have ambitions and you want something more out of the life that you have. And usually what comes up after a certain point is, well, when am I going to get the time to do it? Okay, so where do I go from this current state to where I want to go? And then as you get into roles at work and different things that happen through your career, and our listeners will be listening to this going, they might be on their journey of getting out of being on the tools or stepping into the office or whatever it might be. And as you get more responsibility, you get a bigger business, you get more complex in terms of the life that you’re living, be it with family kids or whatever, it’s always going to come up this sort of idea of I wish I had more time.

(10:44):

It’s just the default process that we go to. So for me, when that changed is I remember it so clearly and it was a moment where I heard someone use the phrase that you need to think about it differently, otherwise change your relationship with time. But thinking differently in terms of you have all the time there is, there’s no one else that’s got more time than you. Everyone’s got 24 hours in a day. Even the people running, multiple companies running way bigger businesses, having bigger lives, having bigger families, whatever it is, everyone’s got the same amount of time. So when you start changing it till you have all the time, there is then that next question, I wish I had more time, and I think this is where you got to really quick in your journey is well, what am I going to do with it?

(11:31):

What am I going to actually come up with as how am I going to spend it? What am I going to do and what’s really important to me in the time that I do have? So that really was a big changing point for me and it allowed me to move into general management rather rapidly in terms of career progression and even changing careers and letting go of certain things. All those decisions become easier and they can be made quicker when you recognise that one of the avenues that’s not available to me is creating more time. It’s got to be what am I going to do with what I’ve got? And then it becomes something that we’ll probably talk about later on is what are the decisions I’m going to make around?

Speaker 1 (12:10):

I’m a big believer that success leaves clues. That’s one big principle that I’ve lived with for a long time and I think it’s when I was studying other people’s lives, I would look at them and go, I’ve got 24 hours in a day. They’ve got 24 hours in a day. What are they doing that’s got them there when we’ve all got the same amount of time? And I think that’s where leverage came in for me, the leveraging the time that we got. And that’s why that was such a big penny drop moment for me. And I also recognise that those people who achieve amazing things, whether it’s in sport, business or other areas, is they respect their time. They fiercely protect it and they know their value, their own self-worth and their value around time. And so you’re right, that’s why time’s been such a big topic for me because all of us have got 24 hours in a day and when you ask any person, they think I’ve just got to manage it better. And that’s why this big topic around it’s not time management. We cannot manage time. There’s no such thing as time management. It’s an absolute myth. And the moment that people realise that it’s the one thing that can be managed, then that enables us to understand that we’re trying to control the uncontrollable, aren’t we?

Speaker 2 (13:31):

Yeah. It’s almost like the biggest ego trip in history to think that somehow you can manage time. When you sort of step back from it, it’s like, well, hang on. Who do you think you are that you can manage and manipulate time? It’s a complete fallacy. But when you have that realisation and you start to really live by those ideas around what you just described or the fact is, I’ve got to keep remembering I’ve got all of it already can’t, I’m the richest person in the world when it comes to time. I’m the same as everyone else. So that’s really important I think. And I think that that relationship that most people do have though isn’t one that’s helpful or handy. It’s sort of built out as an excuse and it’s almost an adversarial relationship with time that people have. So I think that’s where we’re at at the moment. And none of that’s helpful. In fact, most of it, and we can probably explore some of these ideas and some of these things that people do have just to really make it in the clear. And for people listening, what are some of the relationship or how do you describe your relationship with time? Because most of it’s absolute bullshit.

Speaker 1 (14:34):

Yeah, it’s crap. And a lot of it is I don’t have time, there’s not enough time. I wish I had more of it. It goes too fast. There’s not enough hours in the day. They’re the common catchphrases that I know of. Guilt, being guilty of saying, I still say it from time to time, I’m sure you say it, but they’re the common things that we hear all the time and they’re all crap. So not true is it?

Speaker 2 (15:03):

No, it’s not. And I think we now do it with the guys that we coach regularly. They know that we are going to call ’em out on these excuses whenever we hear them. It’s a matter of, oh, I wish I had more time. It’s always the refrain or the comeback from me is you’ve got all the time there is we live a relationship and changing that adversarial relationship where it’s not enough or don’t have enough, whatever it might be, changing that to we’ve got to call that out because the patterns and the habits that follow from having that mindset are so detrimental to what people are doing. So there really is, and I think this is the myth that we’re overall talking about. There’s no such thing as time management. Time manages itself just fine and there’s no such thing. What we’re really talking about when you talk about that stuff is you’re wishing you could manipulate time.

(15:49):

At the end of the day, you are wishing that somehow I had this magic ability to create more of it, change it, make it go slower and faster. And people have even tried to come up with ways to think about doing that. It goes slower or quicker depending on what you think about, but at the end of the day, you’ve got all of it, you’ve got all there is, and it becomes a choice about what you’re going to do with it. So I think in terms of how we coach guys on it, some of the key principles that we talk to and maybe we can start to play with those, if we could acknowledge that relationship and know that it has to shift. The next question Rob’s probably around, well, how do we do that? What are some of the principles to change that relationship?

Speaker 1 (16:28):

Yeah, I think for me, key principle number one is recognise and stop using time as an excuse. And I think that’s the first key principle that we can have because far too many people use time is an excuse of why they didn’t do things. I ran out of time for this. I don’t have enough time for that. I’ve got no time to look after my health and wellbeing. I don’t have time to be able to do this in business. I’m so busy in business, I didn’t be able to spend quality time with my family. And I think all that is is just an excuse. And we’re using time as the excuse around why we did or didn’t do things. And I think it’s the facing the facts moment around that is that that’s call a spade of spade. It’s an excuse in the end of the day, isn’t it?

Speaker 2 (17:17):

It is. And I think, again, going back to those principles, it is absolutely a face to facts moment. I think it’s also when we use it as an excuse, we’re just settling. We’re settling for that excuse and somehow making it okay that we live this life where I don’t have enough time as just, oh, well, it is what it is sort of thing. And we accept and we settle for the life that comes as a result of continually using this excuse rather than stepping up to where we know where we need to go. And I think you’ve got that saying, you’d love to say to the guys, and I’ll let you say it, but it, it’s so powerful when we start to really challenge ourselves in this area.

Speaker 1 (17:54):

Yeah. For me, my favourite saying around this is instead of saying I don’t have time, try saying that’s not a priority and see how that feels. And I don’t know where that quote has come from. And I’ll say it again instead of saying I don’t have time, try saying that’s not a priority and see how that feels. Because I think what we’ve got to stop doing is using time as an excuse. And what we’ve got to start doing is being really honest with ourselves and the people around us, what our actual priorities are. Because the reality is, is that the reason why we do or don’t do things is because it’s, it’s just not a priority to us. We don’t know how, we don’t know why. It’s just not a priority. And so instead of people saying, I didn’t have time to be able to go to the gym this week, let’s just be honest and call a spade a spade and just go, going to the gym is not a priority for me right now.

(18:59):

And I think then especially, especially for those of us who are husbands partners, got families, run businesses where the big, small or otherwise, regardless of what the complexities are in our world right now, if you are really clear with yourself around who you are, where you’re going and what is a really true priority to you, then you minimise the use of using time as an excuse of why you did or didn’t do something. And I think that’s the difference between the haves or the haves not is that self-awareness around what’s important, what’s not. That’s the key distinction here, I think.

Speaker 2 (19:50):

Yeah, absolutely it is. I think that ability to turn it into a question of priority rather than a question of just is there enough or is there not enough, it’s a game changer. I love that quote. I really do. And we’ll talk more about it when we get towards the end in terms of action steps and how you can bring that into what we want you to start to work on as you start to change that relationship with time. It’s a really good tool to use to just sort of really level up and start accepting and facing those facts and stop settling for the first excuse that rolls off the tongue, which is I don’t have enough time.

Speaker 1 (20:24):

Because when you look at really highly successful people, regardless of what field they’re in, they know what they want, why they want it, and what’s the most important thing for them to get done. And they do that at the expense of a lot of things. And it’s almost to some degree, they’ve got to sacrifice this to go and get that. And instead of trying to be all things to all people do all things, they have laser-like focus where they know they’re very good at knowing what their priorities are and then in the time that they’ve got, they prioritise the things that matter in that time. And that’s the difference between the haves and the have nots because they don’t then use time as an excuse to be able to go, I don’t have time for this, I don’t have time for that, I don’t have time for this.

(21:17):

They often go, well, I know where I’m going, I know what I want and why I want it, and then these are my priorities to be able to get there. And they might ruffle a few feathers along the way, but they just prioritise what matters in the time that they’ve got. And that’s when you eliminate the excuses around it because when you make an excuse around something, you’re justifying why you haven’t done something that’s not important. That’s the truth, that’s what an excuse is. And that’s why we keep saying to clients all the time is instead of saying, you don’t have time, say it’s not a priority. And it’s like saying, well, instead of saying I don’t have time to go to the gym, just say, it’s not a priority for me to go to the gym right now. Or if you don’t have time to do business development, I don’t have time to do business development.

(22:06):

You know what? I’d rather people say, you know what? Business development is just not a priority for me right now or the next level to this is I didn’t have time to catch up with my family this weekend. Try saying, my family are not important to me. That’s when it becomes a sucker punch to help people realise that. Well, if they are a priority to them, then maybe they’re not utilising their time well, that’s when you can feel it and go, oh, that hurt. I’ve just said to myself, things aren’t a priority, but I know deep down they are, maybe I’ve got to change up the way I’m doing things

Speaker 2 (22:44):

And that’s calling out the excuse for the bullshit that it is, right? I mean, you imagine you’ve got to think about who you are saying these words, this throwaway excuse of, oh, I just don’t have enough time, not now, I haven’t got time. Who do you usually say that to? It’s the people that are closest to you that are asking for that. And when you do that, that’s when you’ve got to have the awareness in that one moment. If you do it once, I guarantee it’s going to hit you like a tonne of bricks. If it’s a habit that you’ve got, really listen to who you’re saying it to and then in your mind go, hang on, what if I just said then it’s not a priority, then what’s going to happen? How do I feel about that? And I think that’s the moment where you start to understand, holy shit, this is real idea of time and this relationship is so important.

(23:26):

If I get it right, everything starts to shift not only what you were saying before, but using as an excuse to say no to things. We’re going to talk about it in a moment, but what you say no and what you say yes to is how you prioritise, right? You’re always going to be saying yes or no to something, but being mindful about it, I think is the way to do it, not just run around based on other people’s priorities or run around based on whatever feels good in the moment. There’s got to be some direction and course to it, especially if you’re trying to get somewhere in business. I mean, there’s no way you can do that without having some focus. So yeah, it’s just so critical.

Speaker 1 (24:04):

Correct, because then when you say things aren’t a priority and they truly are and you’re out of alignment with who you really are, then that enables you to make change. That’s the thing. And that’s why I love that quote is because changing that those two things is where you start saying, oh, it’s not a priority. But if you know deep down it is, then it helps you have that realisation and awareness to be able to go, well, there’s incongruency. I’m using an excuse, I’m incongruent to where I want to go. I’ve got to make change, which is principle number two is we, it’s the concept of what we say in Pravar is LVTs or low value tasks. It’s that whole LVTs where principle number two is stop spending so much time on LVTs. And I think for me is if people aren’t moving, if they’re not congruent to where they’re going, they don’t have time for things that they say they’re important, it’s often because they’re filling their day with things that are of low value in time.

(25:15):

And let’s use a business owner for example. They’re doing one, one and a half, $2 million. They’ve got a bit of a team around them. They’re at that point where they’re working 60, 70, 80 hours a week. Why are they doing that? And they’re encroaching on their family time working nights and weekends to do the things that matter. Why is that happening? Is because they’re filling their day with low value tasks. It’s going and doing deliveries, it’s doing the admin, it’s doing bookkeeping, it’s picking up things with site, going to the supplier, picking up this so that they can keep their ground crew busy. All those things are just low value tasks at the expense of high value tasks. And this was my big breakthrough moment for me, is I had to realise if I only had limited time in a day, am I spending my time on the most highest value activities and a dollar value around that? And so when you stop doing LVTs, it makes way for you to be able to work on high value tasks. And that’s where progression comes in because you stop spending time on the things that don’t create progression

Speaker 2 (26:30):

And you’re focusing on, now we’re talking about focusing on the tasks themselves rather than this sort of mythical idea of, well, if I just had more time, I could do it all. You don’t. So now what do we do to change the relationship and get a different result is really focus in and dive in and say, well, where am I spending this time? And then categorising it, is it a high value task? Is it delivering what I want? Is it getting me to close to where I need to be, or is it a low value task and it’s just something I’m doing that fills in time? Do you know what I mean? It is that thing that you’re sort of talking around, I’ll fill in the time, I’ll just go and do this. I’ll go and do that. And then you reach the end of the day and you go, well, I wish I had more time. It’s crazy. Once you can start to identify and label your tasks as either high value or low value, you’ve then got another way of being able to rank them and you way you think about time changes. You’re worried about what you are doing with it rather than just how you feel about it, which is two different things.

Speaker 1 (27:25):

Yeah, we’ve all got 24 hours in a day. There’s seven days in a week and 365 days in a year except the leap years. But if we’ve all got a jar that’s got 24 hours in that day, you’ve got to make sure that you are filling that jar with the highest value activities. Now, that doesn’t mean you just stop doing those low value activities. That’s where that word leverage comes into play, where you’ve got to, the only way to be able to replicate, duplicate and create leverage is through good people and good systems. And so you leverage your time through good people, good systems and good structure around you. And that’s where growth and expansion comes from because it’s not that you talk to the big guy upstairs and go, you know what? Bless me. Bless me, big fella. Give me 30 hours in the day.

(28:17):

It’s not how it works. We’ve only got 24 hours in the day, so we’ve got to make sure that what are we doing that matters the most in that 24 hours? And we’ve got, as leaders, if you look at very highly successful leaders, they do what matters most in the time that they’ve got. They don’t get bogged down in low value activities because when you say yes to a low value activity, you’re inadvertently saying no to a high value activity, which is going to help you move forward. And that’s the difference between the haves and the have nots is it’s not that they’ve got more time, it’s just that they do what matters in the time that they’ve got. And that’s the difference, isn’t it?

Speaker 2 (29:01):

Yeah. And I think that’s probably our third key point when we talk about that stuff, is they’re intentional with their time. They really are. I mean, there’s that idea that if it’s what you do that matters, then you’ve got to be really intentional with it. Because high value, people love to be intentional with their own time and they love finding people that aren’t intentional with theirs where they get their leverage from most of the time. So you need to be aware of that as you go through your journey. That being a yes man is probably one of the worst things you can be with time because you’re just saying yes and leaving it open for anyone to come in and create urgency in your world that you’re going to be responding to nonstop because there’s no end of urgency. It’s always going to be around you.

(29:43):

You’re always going to have people demanding things of you. It doesn’t go away. It’s probably another myth and maybe a whole other topic, but the idea that we can get through that list of all that shit and then I’ll get onto the important stuff, is really hurtful in terms of how you, your viewing and setting up your world for success. Because unless you start to become intentional with time, then it’s going to get filled in for you by other priorities and other urgencies, most of which will be LVTs in relation to the world that you want to create for yourself.

Speaker 1 (30:14):

What do you reckon causes being a yes man? What causes that you reckon?

Speaker 2 (30:20):

I think mainly people will want, I think it’s that validation. I think there’s two parts to it. Either people are looking for validation and that acknowledgement. So if I’m a yes man, I do something good, then people are going to look favourably upon me. And I think there’s the other side of that coin. Same coin is if I don’t say yes, then people are going to think poorly of me. So it’s really, I think it comes down to that coin of what others think about me. And if you are driven by what others think about you, then you are saying yes or no to things, or your ability to do either is going to be all driven by what other people think. So I think from my answer, Rob, in that sense is I think being a yes man comes from that fear about what other people think about you.

Speaker 1 (31:06):

Yeah, because it comes back to that quote by Kim Gast is if you don’t value time, then other people won’t value it either. And it’s almost that where if you look at highly successful people, they value their time. But for those people who are yes people, they often don’t value their time and they spend their time at the expense of what matters to them to keep other people happy. And that’s why it’s almost like the yes, people go round and round and round a circle, people pleasing, they’re trying to make people happy. Now you don’t want to just become rude and abrupt and arrogant around it, but if you look at highly successful people, they know who they are, what they want, where they’re going, and they’re unapologetic about valuing their time. But that’s why I love that quote by Kim Gast is because unless you truly value your time, people just won’t value it around you. And then if you don’t respect your time, well, why would other people respect it? But that means that you, you’re right, you have to be intentional about it. You’ve got to know what you want, why you want it, where you’re going, and make decisions that are in line with that. And then you fill your day with high value activities. And because if you just, people please, it’s a recipe for disaster, isn’t it?

Speaker 2 (32:25):

Yeah, it really is. You never end, you just create a longer list of LVTs to do and you just keep picking stuff up. You can make other people happy, but it’s going to come at the sacrifice of yourself. And more often than not, it’s in those moments where you’re saying those things about not having enough time to the people that matter most to you in your world.

Speaker 1 (32:44):

So let’s recap this now. Principle number one is recognising and stop using time as an excuse. And what we can start to be doing is let’s be honest around what our actual priorities are. That’s principle one. Number one, stop using time as an excuse and start being a master of priorities and prioritising the things that matter. Principle number two is over time, stop doing LVTs low value tasks. And we can either don’t do them or delegate them out over time. And that’s where that concept of leverage comes through. So stop doing LVTs and start focusing on HVTs. Start focusing on high value tasks and value the time that you’ve got. And then principle number three is let’s stop being a yes man, and let’s start being intentional with our time. So in order for us to be able to change our relationship with time, what we can first do is understand that time management is a myth.

(33:49):

There’s no such thing as time management, but there’s things that we can stop doing and start doing. And if we can start to being aware over time, and that’s something that I want to challenge the listeners to take away from this episode, is start to being aware of how you think and what you say around time. And if they can start to do that, what they’re going to start to realise is, well, what is their relationship with time and what can I stop doing and what can I start doing? And the moment that they stop and start doing those things, then that’s when they’re going to be able to move forward a hell of a lot more, and they’re going to be able to build a business and live an amazing life and recognise that they can have all these things in their world and not feel the constraint of time.

(34:43):

And so that’s some actual steps that our listeners can take away from today. And the point that I want to really hit home from today’s episode is time management is a myth. Time management is an absolute myth. It’s what you prioritise and do in the time that matters. So hopefully you’ve got a lot out of today’s episode, and I want to really challenge you to start changing your relationship with time, because if you can do that, you’ve got the ability to build an amazing business and wealth and live an amazing, fulfilling family life at the same time.