finish the show, thousands of nerds say, oh my, that's an unbelievable episode. The high performance, the tactics, the strategies, but also just ed's energy.

You know, when we get together, it's like the room fills. I love it. It's so true, brother. And by the way, we both know that it's not my energy. It's your energy combined with mine. And that's one of the things I want to ask you, like I've decided in my life to make different business decisions. And one of them is I've decided in 2024, I was going to be a part of growth day. And this amazing environment that you've created. And I had to have some strategic things I went through in order to make the decision. So let me ask you this just to start out when you make decisions. How much of it is gut instinct? Do you rely on instinct intuition, your gut? Or are you a little bit more, I will call it cerebral, less heart, more cerebral, where it's facts, data, figures, when you decide to make a conclusion and make and call a shot. How do you usually make your decisions?

Yeah, I think there's almost two right there. There's strategy and there's performance. So I'll talk performance first. Performance is, listen, before the performance or in the moment when you have to do something, you're less cerebral and you're tapping back into what you already know, your flow, your preparation, your practice. So I say, in the moment, don't overanalyze. Don't over decide. Don't get stuck on overwhelmed. I could do all these things. No, no, you've already prepared. You've already practiced. Be in the moment. Win the game, make the decision. You know, you're in the conversation with your team. You already kind of know what to do there. If it's a longer term thing, now we're talking strategy. Yeah. Now I'm much more of a chess player. I got to take a moment and not over commit myself. By the way, everybody listening closely, one of the great decisions of your life is not to over commit yourself. If you're going to make a decision this year, make the decision not to over commit yourself. So if it's strategic, I'm going to go, okay, let me take a step back. Let me place some chess because I don't want to make the number one mistake in decision making, especially this time of year, which is over commit myself into a million things. I want to narrow myself strategically. And that just takes more thought and logic.

You and I were literally just talking about this before we went on camera about the different things that we're both involved with. And you're like, brother, I'm just basically involved in four things. I've decided I've got four things in my life that I'm running from a business standpoint. Yeah. And when you just, that is something really true. I think last year I made the mistake of over committing. And then we've all got these things on our calendar or our agenda. We're like, I kind of hope that cancels. I can't believe I agreed to do this. I'm saying we all have those things. But for me, I'll say, you know, I always like to learn from mistakes, right? Successly, these clues were all both learners. We're both curious people. You know, I have, as I've gotten older, become less impulsive when I make decisions. But when I was younger, I had this notion, I used to really believe that, man, if I just make a decision and I execute with ferocity, I'm going to win either way, right? I'll just win. And I still have at some extent, I believe that this notion of growing up right and wrong, which there are right and wrong things ethically and morally in life. But a lot of times you can over deliberate on a decision because you're like, I don't want to make the wrong one. I don't want to make the wrong one. But there's been a lot of times in my life where both would have worked. But it would have worked if I just executed the decision with a degree of certainty and ferocity, frankly, aggressiveness, where I'm going to make either one work. And for me, that's taken the pressure off me a lot in my life where like, not every decision is like, this one's going to work and that one won't. What I want to do is take the path of the most bliss, the most joy, the most profitability, the best way to scale. But I think this notion of right and wrong meaning good and bad sort of paralyzes people to decide anything and then they just stay in this loop, this pattern of the way they live their life because they're afraid to get outside of it because they might make the wrong decision. You agree with that? 100%.

Yeah. I think it's so important because people will delay on a decision as long as they can because then they can stay in the comfort of what they know. Yes. And so I always tell people there's no two week plus decisions except two things, meaning every decision that you could possibly fathom in your entire life can be made in under two weeks. So if you're like, I just haven't decided to write a book. Okay, that doesn't take two weeks to decide you're going to write a book. There's almost no decision that takes longer than two weeks. Two decisions take longer than two weeks. Number one, who to marry. Please, please don't do the Vegas marriage thing. They never turn out. Very rarely. You need more time in relationships. First one. Number two, win the quit a job. Not if to quit a job, win to quit a job. So true. You want to quit a job. The if that decision, you can make that today. When usually you need to kind of play that chess out because it might take six months of financial planning, you know, sitting down with the budget, talk with family, looking out there, getting yourself ready, but outside of literally marriage and win to quit a job. Every possible decision in your life can be made in this next two weeks. And I just say, make it, force it. I literally, if I have a decision I have to make, it goes on a little post note and it goes up on my little computer here, like literally right off the screen here. And I force myself to look at the decision every day because it'll tear me up inside until I make it. Very good though. What most people do is they pretend they don't have to make the decision. They don't look at it anymore.

Yeah. One of the biggest compliments that I get and I don't get a lot, but from people that know me well, is that I am a very decisive person. Yes. I've built the muscle of decisiveness. And the reason is, is I think that indicates a level of confidence that I have, that I can make something work or that God's going to bless the decisions that I make. But I have a really hard time. I don't know very many mega successful or happy people who are not decisive people, meaning they built the muscle, it's habitual now to call shots to make decisions. There's nothing worse than working for a leader who's indecisive or flinches or doesn't know or constantly needs more information. They've got almost like a perfectionist mentality about making the decision as opposed to just believing you have the tools and abilities to get into a room. Like for one thing, I really believe strongly is that most of the things that I've accomplished in my life or I've had happen were me deciding to move into a room in a space that maybe I wasn't completely prepared for, but I have the belief and ability I will figure it out once I get in that room, but I got to get in the room. I got to get in the space. And you think about someone like Henry Ford who built this incredible company built for motor company, right? Or Steve Jobs who built Apple. Those companies don't even resemble what they initially were built to become. Imagine if Henry Ford caught Brennan in the beginning, he's going to build for motor company and someone started feeding him all the objections of why he shouldn't decide. Someone said to him, hey, Mr. Ford, you know, someone has to fix all these cars and there are no mechanics and shops because there are no friggin cars, right? Or where are you going to get all the tires from? Or who's going to do these repairs? Well, what about all the fuel? What about this? What about when there's emissions issues? What about someday? If you'd have thought through every single thing and someday there's going to be an environmental issue and electric power, you'd never get started. But what happens is you make a decision based on the data in front of you, a little bit of gut instinct, you call a shot and you begin to execute even though you know you're not completely prepared. I think most successful people, their preparation freaks, you and I are both crazy about our preparation. But ironically, on the other side of it, I don't need this threshold of knowing everything to take action. And people that are less successful or less happy, they are, they have too high of a standard or threshold of what they think they need to know to be ready to take action. Yes. Steve Jobs with Apple. It started out as a board company. I've, Steve Wozniak's become a friend. He's come into a, orate with Andy and I in our coaching group and I asked him, did you ever think it's going to turn out this way? Of course not. We were trying to create a board company. He didn't know that the internet was going to take off and they're being maxed. They figured it out as they went, but they made decisions strategically in the beginning to start in jobs garage and start a company and get it going. Do you agree with that? Like, I think sometimes there's this nuance between you got to be prepared, the separations and the preparation, yet at the same time, knowing you're not going to know everything to call the best shot and make the best decision.

I agree with that completely. First, I agree that you're incredible at being decisive. Thank you. You're incredible at being decisive because you've run the reps. You had so much discernment because you were decisive that your decisions get better. And I was talking about, if you want to make terrible decisions for your life, don't make any. It's like, what people do, they don't make any decisions. So now every decision is terrible because they have no practice. It's like, if you go on a football field and you go to throw the football, you suck. But the more you throw the football, the better that you get. Yes. Being graded decisions is reps. So get in the game of making real decisions for your life. Adopt what, you know, psychologists would call that action bias, which you have. And I've seen you just like, you just make the decision. Okay. And it's very much like, you know, even Jeff Bezos talks about, he's like, you need to have maybe 60 to 70% of the information you think you need. Then make the decision. That's really good. You're never going to have 100%. And what people do is they make the mistake of having what I just called the wrong payoff window. They don't make the decision because they think the payoff has to be tomorrow, immediacy, where the payoff has to be complete. Like I get it all tomorrow. So they want all of it tomorrow, all the change tomorrow, and they want to be complete and perfect. You're right. And instead, what you have to do is actually the payoff window of any decision, it's the second you make it. And then it's as you build it long term, you got to get in motion. Like you said, it's like, you're going to figure it out. Confidence is actually your belief in your ability to figure things

out. So true. I think there's another element to this that's sort of insidious that I want to talk about with you for a minute. And then we'll talk a little bit about investing and deciding when to start a business, when not to, when to shut one down, things like that. But I think there's, I think a lot of people think, and I want everyone to hear this, have you actually really made a decision? In other words, they think they've made a decision, but what they've actually done is sort of enhance the negotiation with themselves. The idea of decision is to decide, which is to cut off other options. So like you use marriages and a couple of people say, I've decided to get married, but yet the minute they're married, it's very conditional. They're in and out. They could be in, they couldn't be out. They've decided to start a business, but really they haven't because it's still conditional in the price they're going to pay. Most people spend most of their time wasting their energy negotiating the price tag of things. What's it going to cost me? Is this worth it? Is it this? I have to give up this to do it. And there, that's a poverty mentality. It's a scarcity mentality. I know this because when I was poor, when I would go into a store, I wouldn't decide to get what I wanted. What would I do? I would flip price tags over. What's it going to cost me? What's it going to cost me? What's it going to cost me? I wasn't, I was doing things that I thought I could afford, not that I really wanted. And if the price was too high, I wouldn't get it. And so I think a lot of people run their life that way. They run it with a poverty scarcity mentality, meaning they think they made a decision to start a business. But the truth is, you may even quit your job. You may really be, but you haven't really decided to run your business. It's still conditional. And there's a point where you'll just give in and relent. There's a point where you'll sell your dreams up the river. There's a point where it's just too difficult. So that's not a real decision or maybe something in your relate. It's not a real decision. Like too easily you get back out of it. You're still negotiating the price, which to me is indicative of someone who's not decided. I think if you're listening to this or watching it and you're involved in a business or your job or a relationship or it's a fitness program you're on, but you're still negotiating in your head the price you're paying. You have not decided. And that means you are not decisive. You think you made a decision, but what you've really made is sort of like an optional choice you're