If you’re a husband and you want a rock solid marriage, every 90, 30, and 7 days you need to do some kind of a weekend getaway or a surprise lunch or something that is out of the way to make your wife feel special and when you physically lock eyeballs, you both know you’re in for the long haul. It’s the same for business where you can have growth from sight or the power of seeing exactly where you’re going. If you want to grow, instilling the three vision questions is not optional; it’s critical and integral to put your company on turbo charge. Get your sights set on the three vision questions to cut the best deals and have a clear understanding of where your company is heading.
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Growth From Sight
I’m doing a four-part series on vision and how vision grows the company specifically. I had the honor of taking our in-laws to Bordeaux along with my father and my uncle. My dad and my uncle are very experienced wine connoisseurs to say the least. My uncle is a sommelier. My wife is on level one of four to become a sommelier and it was just time. What a trip. Then we went right to the new building, made some final decisions to get that done and finally back in the seat. I am fresh and ready to roll.
I sketched out a four-part series on not just the power of seeing exactly where you’re going, but the importance of not being able to see where you’re going and why that plays a part in what to do about it. This first part is strictly titled Growth From Sight. There are three sight/vision questions. These are directed at an employee, a group of management, a Board of Advisors, yourself, the leader of your company or your division and even your vendors.
I say vendors because the reason I came up with this podcast is because one of our biggest affinity partners, which would be technically a vendor, found out that one of our major employees was leaving us to take an equity position at another company. He says, “What are you doing about that?” I said, “We’ve already got two guys coming in.” He goes, “No, let us create that division for you.” My knee-jerk reaction was, “Kerri and I will be in London. Let’s sketch that out. That will be amazing.”
It didn’t even dawn on me that a vendor was saying to me, “Let us create that division, fill the vacuum of that person leaving,” but that’s the power of our affinity partners understanding the three-vision questions. These are critical, if not integral. These are not optional. You’re doing these whether you know it or not. My guess is most people are not aware of these three questions and you’re tripping over. You’re either going to ask yourself each and every employee, every vendor, your board, your management team, but this is an individual question.
Question number one: Do you know where you’re at? Meaning, in the organizational chart of this company, in the current state of this company, do you know exactly your position? I don’t mean your title. What position do you hold in this company? What is your role? Are you an independent part of this company? Are you interdependent and woven into the fabric of this company? Do you know where you’re at? Question number two: Do you know where you’re headed in this company?
These are incredibly liberating. My guess is probably incredibly painful for you to think, “If I ask every one of my employees, do you know where you’re headed?” We’ve gone a period of years where we had rotating org charts. To a degree, we’re switching from a Zappos lateral org chart to a vertical org chart. We’re in tremendous pain with a number of people with this one right now.
Do you know where you’re headed? If you don’t have a clear org chart and in quarterly, if not annual meetings with all people, they see exactly where they sit in the company physically where they’re headed, what potential like the game Frogger spots they could jump to, are you in trouble.
Number three, do you know your triggers? What makes your people or you unhappy and nervous or what gets them incredibly excited and stimulated? What gets them to go home? What’s going on now? Super nervous, super unhappy or say something like, “Another 90 days and there’s no discussion about X?” Do you know the triggers for each of your key people that makes them nervous or unhappy or incredibly stimulated and excited?
I’m telling you leaders out there, do not listen to another podcast. Do not listen to a future podcast even though this is a four-part series on vision. Skip 354, 355 and 356 and you get your arms around these three questions with yourself and every major person in your company because the rest is not worth a lick. Let me give you some clarification. When it comes to a marriage, especially between a man and a woman, men view the marriage incredibly differently than the woman. It is a simple fact.
Years ago, my father-in-law was smart to send Kerri and I to a marital counselor before we were even married. In this exercise, I learned that 100% of women need something to look forward to. They need to have something they can see. They needed to have a future vision of the marriage. Here’s what’s cool for the man. You don’t have to go more than 90 days out.
Here’s how this works. The people running this event said, “We have evidence over a 40-year period of time that this works close to 100% of the time. When I say this works, here’s what this is. If you’re a husband and you want a rock-solid marriage, every 90 days, you do some weekend getaway. It doesn’t have to be fancy. It could be the local motel. Sex can be the two towns over. It doesn’t matter. Your wife is out of the house and no kids. It definitely involves a hotel and some dinner out at night.” Every 30 days, there is some real powerful date night.
You go to a play in a movie, you go dancing there, there are flowers involved. It’s powerful enough where she has to consider getting a new blouse or a new shirt or a new corsage something once a month or some jewelry, is the key for these two big ones. Every 90 and every 30 days is the wife has to have something to talk to her friends about, that she’s looking forward to, and then once a week it’s a surprise lunch.
It’s an out of the way, “I love you,” in a way that it’s a physical lock eyeballs where she goes, “He’s thinking about me again.” I’m 25 years in, not divorced, never getting a divorce. I’ve never stopped doing the 90, 30 and 7. Anytime you get around my wife, ask her, “Do you go somewhere every 90 days? Do you do something big once a month? Does Ken surprise you with something once a week?” No hesitation whatsoever.
The three-sight or vision questions are not optional. If you want to grow, quite frankly, you might just instill these three things and your company gets put on turbo charge. I can assure you, you could be marketing your products like crazy. If you’re a vendor, most vendors don’t know what role they play with you in the future, they may not cut you the best deal. If your employees have no clue where they’re headed next in your company, the org chart they’re jumping up in is somebody else’s org chart. Get your sights set on the three-sight vision questions. I hope this helps.
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