Welcome to Cloudlandia

Ep120: Strategies for Enhanced Productivity

April 16th, 2024

In today's episode of Welcome to Cloudlandia, Dan and I discuss the paradox of achieving more through minimal effort. Exploring concepts like the 'Crucial ABC Questions' and the 80/20 rule, we uncover how sometimes the best approach is to simply stand still—how inaction itself can be a powerful strategy.

We share insights into the transformative nature of strategic scheduling and how it can liberate our lives from daily logistical burdens. By entrusting details to others and focusing only on meaningful tasks, forward-thinking time management elevates our experience and enables richer collaborations.

Touching on varied successes, we reflect on the diverse challenges public figures face and the support networks shaping their approaches.


  • We explore the concept of achieving more by doing less, focusing on the 'Crucial ABC Questions' to isolate growth problems and find their least-effort solutions.
  • Dan and I discuss how inaction can sometimes be the most effective action, particularly when it leads to strategic delegation and efficiency.
  • We delve into the 80/20 principle, highlighting how focusing on the 20% of efforts that yield 80% of the results can enhance productivity.
  • Strategic scheduling is presented as a tool for life liberation, allowing individuals to indulge in what truly matters by delegating logistics to others.
  • We share personal stories and insights on how public figures manage their time and the impact of their support systems on personal and professional growth.
  • I share my approach to problem-solving by considering whether inaction could solve the problem or what is the least effort required to achieve the goal.
  • We highlight the significance of having others manage your structured calendar to allow for freedom of choice and richer life experiences.
  • Reflecting on success and fame, we examine how various degrees of support systems and self-reliance influence celebrities' lives and careers.
  • Strategies for entrepreneurs on managing time and maximizing productivity include asking key questions to reduce time spent on issues and preparing for future growth.
  • We discuss the importance of personal routines and structure in providing a sense of security and time management, and the philosophy of avoiding unnecessary risks.
  • Links:



    (AI transcript provided as supporting material and may contain errors)

    Dean: Mr Sullivan,

    Dan: Mr Jackson.

    Dean: There we are Back again.

    Dan: I have a question for you.

    Dean: Okay.

    Dan: Are there any problems you're solving today by doing nothing?

    Dean: Yeah, I love it. It's like a paradox. You know, I had a great time at our workshop this week going through that, the exercise. I've been thinking a lot about it, actually, like I really have over the last several days. I've been writing a lot of things and so I could share some of the things, but yeah, I'd like to hear one. Okay, so let's preface it. I love, by the way, how our podcast is really just one continuous conversation that we jump right into everywhere.

    Dan: Last one, so for anybody listening.

    Dean: Let me try and take my shot at explaining your. What do you call the tool? What do you call the thinking tool?

    Dan: The crucial ABC questions.

    Dean: The crucial ABC questions. So my understanding of it, having you explain it to me and having gone through the exercise, is that there are some number of goals or obstacles or things that you want to do.

    Dan: And I call them growth, I call them growth problems. Growth, In other words you have plans for growing something in your business life? For your personal life. But there is a problem. And I like the way, if you solve the problem, then the growth happens.

    Dean: Yeah, I like the way of thinking about a problem not as an emotional negative thing but as a math proposition. You know something that there is a solution, and that's really what we're looking for here. The problem, finding the problem is really the biggest, the biggest path to getting the solution.

    Dan: Yeah, you know you mentioned a math problem. That's like multiplication five times X equals 20. Right, okay. If you figure out what X is, then you have the. If you figure out what's relationship is between five and 20, then you've got a solution to the problem and you grow.

    Dean: I like that. So I think that the preface of identifying the problem you got to have a problem, so identifying the problem and isolating it to one particular thing can be a multi variable problem, you know. But one of the one of the variables of the problem is then to ask yourself is there any way I could accomplish this? By doing nothing, yeah? I think, that's really a great thing. Is there any way I could accomplish this by doing nothing?

    Dan: And.

    Dean: I think that alone, you know, is a really good way of doing, of thinking, because it lets you think about, you know, just as a solution. Is there a way to do this with doing nothing? Then, once you acknowledge that in 99 times out of 100, the answer is going to be no, yeah, that you then move on to be, which is what's the least that I could do to accomplish this or to solve this. Yeah, really, I'm a big fan of the. I'm a big fan of, you know, everything fits into the stand. The 80% approach is a great way of thinking about this.

    Could I get most of what I'm looking for with 80% of this. And you know the corollary to that 80, 20 and what's the 20? 20% of this to get 80% of the result. I think that's a really good. I think thinking paths that opens up for you and then see the magic is is there a? Who could do my minimum? I think that is the ultimate. That's the. You know we identified it as the. That's the way to. That's the way to pray while you're smoking versus smoking while you're praying.

    Dan: Yeah, yeah.

    Dean: I'll tell that again because I you told it on our last podcast but I've been thinking of all sorts of different applications of the smoking and praying yeah, the way I heard it was gentlemen goes to see the priest and asks him you know, is it, can I smoke? Well, I'm praying, and the pastor or the priest says well, you know, prayer is supposed to be a reverential thing and you should come with reverence.

    And so, no, I would say you shouldn't smoke while you're, while you're praying and anyway, and it came back several weeks later and within conversation, was asked go father, when should I pray? And the father says well, the Bible says you should pray without ceasing, should be in constant prayer and communion. And he says, so, should I pray while I'm gardening? Because, yes, being in nature and being with being present, you should definitely pray. Should I pray while I'm walking? Well, yes, you should pray while you're walking. Can I pray while I'm smoking?

    It's so funny simple syntax change that gets you to the outcome completely different than when you presented.

    Dan: It's a totally contextual yeah it's a totally contextual change, and so, going back to the three questions, so the first one is the way I can solve this, by doing nothing. If there's something you have to do, then what's the least you have to do. And if there's a least that you have to do. Is there someone who can do your least for you, with the result that you're solving the problem by doing nothing?

    Yeah but it's an interesting thing. Well, what's changed in your mind? I mean, when you put the three questions together, because this really starts with a conversation that created the entire podcast series that we've been doing for quite a long time? We've done quite a number of years We've done I think this is. The total is about 215. So this is episode 215 of our never-ending conversations, but it originally came back from my appealing. I just dropped a line when we were at a restaurant, los Select in Toronto and I said you know, I've been thinking about procrastination, and procrastination is an avoidance of something that really you're exhibiting. You're actually exhibiting wisdom because you know from your entire history of what works and doesn't seem to be working. The goal you have here, when you say this needs to be done, and you say, well, how am I going to do that? Well, the goal is an appropriate thing, it's exciting, it motivates you know it motivates some kind of action.

    It's just that you're not the one who's supposed to actually be doing the thing that you want. So it relates directly back to procrastination.

    Dean: I think, I think that it's in the same family, same root, yeah.

    Dan: It's a sense of family resemblance Exactly.

    Dean: Well, so I'll tell you the evolution of my thinking around. It is, you know, lillian is coming by today, lillian my assistant, and so I mentioned to you that one of the ways that I've been kind of applying this thinking is in my eating, in my meals. And you know I went to the process of with Jay Virgin, you know, we kind of outlined some great meal choices, 10 kind of power meals for me that are available here in Winterhaven through Grubhub and Uber Eats to be delivered. And I discovered the pre-arranged delivery you can arrange, you know, up to four days ahead that they will deliver at certain times. And so I've taken that was cut to the point of if I take that, if I want to eat great meals, is there any way I could do nothing about this?

    Well, there's not really any way because you have to arrange and eat the meals right. So what's the least that I could do and that led me to the pre-arranged things in combination of those meals, and factor my factor 75, that I've got some meals that arrive at my house once a week and they're very easy. They just, you know, require a couple of minutes to eat up, but they're perfectly portioned, already done, and delicious and nutritious and ready to go. And so my next level, thinking of this now from spurred from our conversation this week at in our FreeZone workshop, was to think okay, can I, is there a way I could have my portion of this done by someone? And so Lillian and I are going to experiment this week with her pre-arranging the meals to be to arrive at 12 o'clock and six o'clock, so mainly the 12 o'clock one that I that needs to arrive, because typically I use, I do, the factor meal for dinner. But that's going to be the experiment this week is here's the 10 meals.

    Dan: I don't really care.

    Dean: I don't really care which one it is, but let's rotate through them and at 12 o'clock something delicious will arrive at my doorstep without me having to do anything but eat the meal and I think that's, I think that's going to be my workaround for not having to, you know, really not having to do anything but eat.

    Dan: So does the? You have the 12 o'clock meal and the six o'clock meal. Are they different every day? Well, you got a map. If you just are talking about different combinations of two, and you basically have 20 things to work with, the combinations are in the thousands.

    Dean: Yes, that's exactly right. I think that's true.

    And it doesn't really it doesn't. There's no duds. You know I order, like the. I order six meals from Factor. So there's six days of the. You know six of those meal options I order from Factor and there's usually 30 plus meals to choose from. So I do have some favorite ones that and sometimes they're different and each week there are 30, but there's probably they probably rotate in you know several different ones Like yeah, so I'll see which ones I really which ones I like, and I may even be able to with a little bit of coaching. Thank you for reminding me of that. Then I'm going to look at that and see there's only so many variations. I'll just tell Lillian which factor ones I don't like.

    Dan: Yeah, but it's enormous the number of combinations because you're and there's actually, if you go on the internet, there's things that'll give you the different combinations. Like it'll give the different numbers you know, and it's a lot, it's really. It's really. I'm not sure it's over a thousand, but it's certainly in the hundreds. You know which.

    Dean: I'm very excited about the. So I'm very excited about that possibility, you know, because that's going to free up and I think there's something you know it's a great analog for everything. The next thing I've been doing is taking that and applying it to my content creation.

    Dan: Yeah.

    Dean: And I was just this morning going through the process of, you know, really getting to the point of what my, what is my core thing that I really like to do. So I'll say I'll talk a little bit more about that, but let's explore what you were saying.

    Dan: Yeah, let's go you know the interesting thing about bringing Lillian into the, you know, into the process we have a caterer who caters the meals for our workshops. So then, they could say 18 or 19 years. You know, and yeah, and my rule is any meal for the catering can be you can. You know, you can make the meals for the clients anything you want to think, but there has to be chicken, turkey chili, chicken chili.

    Right, right Then there has to be some kind of coleslaw and there should be some parmesan cheese, right? So my variation from day to day is which do I put in the bowl? First the parmesan cheese, the chili or the coleslaw, regardless of what else is on the food line? But then he makes our meals for Babzame at home, and this is lunches and dinners the same setup that you have, and it's really interesting because there's about it probably rotates. The salads have a variation, maybe three or four different kinds of salads, like. What's really interesting is the entrees, and they could vary. Let's say, there's 12 variations, 12 variations, and I never know what's coming for today, tomorrow or the next day. So something familiar, something we like, something we've had before, and then every once in a while he throws in a new one, right? So my sense, with Lillian doing the ordering it adds a little bit of surprise.

    Yeah, a little surprise, because you're saying, yeah, I wonder what's going to show up today. Yeah, you know, and it won't be the same as yesterday and it won't be the same as tomorrow. Right, and so I think it adds a little variety to certainty.

    Dean: What it removes is discretion. It removes variation and room for you know if it's all within this band. You get variety, but it's all from an approved playlist.

    Dan: You know, yeah, On a completely different, on a completely different, a completely different dimension. The way my year works. I don't like scheduling.

    Dean: Right.

    Dan: Okay, I don't like being responsible for scheduling. I don't want to be responsible for other people scheduling, so I work, and I've worked with a series of managers who do the various activities and my, you know really great EA Echamiller.

    Dean: Okay.

    Dan: And so, if you look at my entire year, I have 210 work days. Okay, so let's just talk about the work days 200. I have 100 and I have let me just think this 100, 250. 250, 250, 250. And 210 work days, which include both focus days and buffer days. Yeah, and 155 free days 155 free days, which adds up to 365. This year I've got a sort of an anxious decision to make because there's one extra day. I'm feeling the I'm feeling the pressure. I'm feeling the pressure that extra day in February.

    I'm oh geez. You know what will I do with it. You know it's eating me. It's eating me, dean.

    Dean: Well, you're going to be, is that? Are you going to be in Palm Beach then?

    Dan: Geez, I don't know. You know because I'm told where to show up. What is? The date of Palm Beach. You know, you know you're defeating me. I'm sorry, I'm sorry.

    Dean: Oh yeah, but I will be told when to go. You will be in Palm Beach, dan, of course. So, no for the summit. That's what I mean. I mean I will be in Palm Beach for that extra day. Well, 29th is when the extra day is I mean the extra.

    Dan: There's an extra day in February but the truth is 366 days in the year.

    Dean: So you know, I understand. That's the symmetry, the elegance of it being that February.

    Dan: Well, that's taken care of them.

    Dean: We can have a super happy fun day.

    Dan: Yeah, yeah, yeah. It's a day when I'm responsible for nothing.

    Dean: I think we should see if we can work to do that together that day. That would be a very nice day.

    Dan: Yeah Well see, just by expressing the problem life, I've solved it.

    Dean: Yeah. I think, that's probably a great idea.

    Dan: Is there any who can do my least effort here? You did it for me. So thank you very much, yeah, anyway, but the whole point is, my whole year looks like this it's all scheduled by other people, and so I have a right of refusal on this, and I have a right of free arrangement. My whole schedule from January 1st to the end of December is scheduled, and then there's free spaces. Every focus day has some free space in it. Every buffer day has free space in it.

    And then as far as the free days go, it doesn't specify too much of the activities, except things that have to be scheduled ahead of time things that have to be chosen ahead of time, like dinner engagements, but that's all done. I mean that's all done. So what would happen in Toronto? I'd be in the cottage. I wouldn't be in Chicago, because Chicago is strictly a work trip and everything We'll be down in Palm Beach.

    It won't be just for the conference. We'll have a day before and a day after, and going to Phoenix next week, I'm going to Argentina the next week and everything but everything that needs to be scheduled ahead of time is scheduled by someone else, arranged by someone else, so it allows me just to show up, but all these scheduled things are what I've said, that I want to do, or together, babs and I want to do.

    And then somebody else works out the scheduling and the arrangements and everything that's needed, putting transportation together, and it just allows me to move from day to day without the pressure of indecision. Have I scheduled that? And I can't believe the number of people who are incredibly successful who are still scheduling their own things. I just can't believe. Why are you doing this? Why are you doing this at this point? And they say, well, I don't like someone else telling me what to do.

    Dean: And.

    Dan: I says they're not telling you what to do. They're saying this is what you wanted to do and we made the arrangement for you.

    Dean: Yeah, exactly Great. I mean that's really. I'm laughing, dan, but for years that's been me. I mean I've been resistant to scheduling my take on.

    I mean it was right in my declaration of independence, kind of thing my freedom charter is my number one way of defining success has been I wake up every day and say what would I like to do today. I realize now that I've missed out on a lot, because it could be so much better if I were to just change one word is I wake up every day and say what would I like to do tomorrow. The future.

    Dan: I mean, that's really, that's the better, that's the real freedom. Yeah, you just changed smoking and praying.

    Dean: Yes, that's exactly what.

    I did, dan is because you're limited by what you can arrange. When your choice is today, when you're waking up and saying what would I like to do today, you're limited by what's available for the day, whereas if I say what would I like to do tomorrow, and tomorrow being an operative word for not today but in the future, what could I arrange today? That's really you know what it's the difference, dan. It's the difference between having conversation like this six weeks before February 29 and coming to the conclusion that, hey, it's a possibility that we can have a super happy, fun day and maybe we can make that happen for us. But if I were to wait until February 29 and wake up and say, what would I like to do? That I'd like to spend the day with Dan, I were to call you on any one of those days and say, hey, what are you doing today?

    The odds of us being able to spend that day together are slim to none.

    Dan: Yeah. Yeah, you mentioned your declaration of independence. But I said, if you're severely constrained by the lateness of your, you know, identifying something and getting ready for it, it's really not a great life. It certainly doesn't sound like liberty and it doesn't sound to me like you can pursue happiness.

    Dean: That's the truth. Yeah, it's really. I mean.

    Dan: Yeah, it's an interesting thing and, as you know from previous conversations and that I was bound in my late teenagers that I was going to go into theater, okay, and I'll say I dabbled with it for about five years.

    You know I actually was involved in the theater at, you know, an amateur level. I was involved with it but you know, I was in maybe 10 productions and one role or another. And the big thing that you begin to realize by the entertainment world is that people become stars. And I'm going to say two factors are here. They become stars because they are increasingly freed up from doing anything except entertain you know they're completely afraid of.

    And I'll say the other factor the reason they want to be a star is because they don't have to do anything except entertain.

    So there's both an effect and a cause there, but they're exactly the same. They're motivated not to have to do that. And I was reading once about, you know, moving in baseball from the minor leagues to the major leagues the top minor league is a huge jump to the major leagues and I consider sports a form of entertainment, so I'm relating it back to the same conversation. Okay, and the. I remember the shortstop, you know, and there was a year when about 12, 12 shorts in the major leagues came from the same town in the Dominican Republic and it's apparently short. It's the world center of major league shortstops.

    Dean: Okay, world head club, uh-huh.

    Dan: And you know, through a translator, because he doesn't speak English through a you know an interviewer asked him what do you notice, the biggest difference, biggest difference of being in the major leagues? And he said I don't have to wash my own laundry. He said I don't have to carry my own bags.

    Dean: Yes, I love that you know it was something, something a very similar conversation with someone this week who was I talking to about this I think I was talking more, I was having a conversation with Taki about that this week that thinking about, you know, pro sports like thinking about the athletes and the you know, thinking about the structure of the NFL, for instance, if I were an NFL quarterback, that there's very little that an NFL quarterback has to do other than bring themselves to be to perform on the day, right, that there's all of the everything else. Talk about, you know not having to do the carry your own bag or wash your laundry or anything like that. There's a very, very structured way of the of an NFL week. It's broken up into, you know, 16 weeks kind of thing, right as the main thing, and each week starts with a very organized structure and flow to the week where there are free days and focus days and buffer days. Of course Sunday is the big focus day that everybody you're ready for that.

    But you know Monday they I saw a you know week in the life of a NFL player and so Monday they watch film and get treatment for you know, their injuries or whatever you know body recovery kind of things. Tuesday is an off day, a free day. Wednesday is right back to practice, and Wednesday, thursday, friday, same Saturday is a travel day if they're going to you know a new city or whatever. And then Sunday is game day and everything is all 100% organized around them. There's lots of exoskeleton and lots of scaffolding to keep that.

    And a lot of hoos, a lot of hoos and mentioning Tataki, like the difference between that and professional tennis or golf even. You know there's some structure around the tournaments, but the individuals you know you're responsible for everything. You know it's all self directed and it's completely meritocracy. There's no signing a 10 year max contract in tennis. You have to win every week in order to win. You know, and I thought that's really. You know, it's really. I could probably do some therapy about my life choices, of why you know choosing tennis and golf as sports as opposed to continuing with team sports. You know.

    Dan: Yeah, I think the big thing I had a phrase because I actually went to see Frank Sinatra back in, you know back in the 70s.

    Dean: And.

    Dan: I came up with this line. One of the things you notice about Frank Sinatra right off the bat is Frank Sinatra does not move pianos. Right, Exactly oh that's so funny, you know he's got a whole team that comes in the day before sets up everything you know. I mean there's with a performance like Frank Sinatra there's literally dozens of people who are specialized, people that handle his whole trip, his whole lodging you know, and everything Great stars, taylor Swift to bring it up to the present moment.

    Dean: I mean she's probably got an army.

    Dan: She's probably got an army of people. You know, and uh 55 trucks to you know to bring the entire you know the entire physical set, the entire physical set, including the technology, and yes, and, and everything else, yeah, and. But you can see the difference to me. I remember Keith Richard Richard's of the. Is it Richard or Richard, keith?

    Dean: Richards.

    Dan: Yeah, richard. Keith Richards made a documentary film on Chuck Berry who so many of the 60s you have to remember that the stones started in the 1960s and he made a documentary film on Chuck Berry and it was a bit of. Keith Richards described it.

    He says it was a bit of total, almost admiration and worship for the musical skills of Chuck Berry but at the same time almost a sense of disappointment and kind of resentment towards Chuck Berry because he never built any kind of structure around him. Okay, thank you. And so he did this documentary for him that sort of traced him from his very poor, poor beginnings in the St Louis area and you know, and then. But he never. He went big simply because of his talent and the you know, the media for spreading his talent through the airwaves. And he became famous, but he never really took advantage of it. He really took it.

    You know he was playing that county fairs and everything throughout his career. Okay, but he inspired maybe hundreds or thousands of people who became successful in music just because of the sheer wizardry of his. You know his songs, his voice, you know his ability to play a guitar and everything else.

    So they did it and there was Bruce Springsteen was saying that he was like an 18 year old or 19 year old and was a, you know, got a really lucky gig at a fair in Pennsylvania county fair or something like that and as backup to Chuck Berry and he was just amazed.

    So they all got there about five, six hours. All the musicians got there five or six hours. And you know, four, five, four hours, chuck Berry's not there. Three hours Chuck Berry's not there. One hour Chuck Berry's not there. 20 minutes before the presentation, chuck Berry comes in, ignores the musicians, goes in to see the manager and comes out with a bag that's got his money in it in cash and then he just starts tuning those instruments. And finally Bruce Springsteen goes up to Chuck Berry and says Mr Berry. He says yes, boy. He says what are we going to play? He says what do we going to play, boy? We're going to play Chuck Berry music. That was his prep.

    Dean: That was his prep yeah.

    Dan: The name of that movie.

    Dean: I need to watch that because.

    Dan: No, just plug in. Keith Richards, yes, Just his you know documentary on Chuck Berry. He'll come up with it.

    But there's a great scene near the end of the movie where they go back to a theater in St Louis where, when he was growing up, chuck Berry had to sit in the balcony because he was black. It was, you know, wasn't segregated, that they couldn't go to the theater, but they had to sit in a certain section where they didn't have drinking fountains and didn't really have bathrooms, you know. And then they put on an actual performance in that theater as part of the documentary and it just shows the complete circle of him, starting when he couldn't be in the main part of the auditorium, certainly couldn't be on stage, and then being the star, and, but one of the things, they went and visited his home, which he had and this had, you know, his entire life. I think it may have been his parents home, but he had the home and it was pristine.

    You know it was beautifully kept up, not a, not a, you know, a rundown part of town, but not in a rich part of town either. It was you know sort of a modest house and everything you know, everything was kept up. It was you know, it was nothing rundown about it. And he was just taken through the house and they went to a door and he opened the door and their shelf on both sides were paint cans and paint brushes.

    And Keith Richards said what's this? He says well, you know, sometimes I didn't have gigs all the time, so I was a house painter. He says I paint houses. Wow, he says yeah, but yeah, but you know, that's in the past. That's in the past. He says why do you still keep? You know the brushes were fresh, the cans were cans. He says why are you keeping that round and check where? He says well, you never know.

    Dean: Oh, you never know. Wow, I would have to watch this. That sounds fascinating.

    Dan: Yeah.

    Dean: I love things like that, so that's really I think that'll be a good find. Good Now, I know what I'm in.

    Dan: Yeah, it's just a really, but he didn't believe in who's you know he just didn't believe in who's you know? Is there a way I can solve this problem with doing nothing. No, well, yeah, is there a? Way of solving the problem of too much fame and success without doing. Without doing anything?

    Dean: Yes, yeah, right, right, right. I mean wow, I mean yeah, I'm fascinated that I haven't heard about this before. So I almost like I just love that.

    Dan: Yeah, it's a long time ago. I mean, it's a long time ago.

    Dean: Yeah.

    Dan: Maybe something I saw 25 years ago.

    Dean: I remember it very distinctly.

    Dan: I remember it very distinctly yeah.

    Dean: So what has your insight been? In now, you know taking this out to the check writers as we say. What has been your experience? The reception of the ABC, thinking.

    Dan: Well, I think it's a very simple, what could very much be a daily tool, because things are always coming up which are things to be solved you? Know, and I mean so. For example, if you handle three of them today, the amount of time you thought you're going to have to spend on them has been severely reduced by simply asking the three questions Is there any way I can solve this by doing nothing. What's the least I have to do, and who could do my least?

    Well probably you were thinking that might take five or six hours and it probably takes 30 minutes. Okay, right. You know, it sort of takes 30 minutes, and I find usually the thing that the entrepreneur has to do is they have to communicate clear results for the right person, in other words, clear results to be achieved by the right person, with a clear understanding of why the projects were important and what are the measurable success factors of the project, which we call an impact filter.

    Dean: I was just going to say. If only there was an easy tool to convey that.

    Dan: There is one. It's called the impact filter, but if you handle that, then you've watched yourself probably four or five hours today which gives you time now to prepare for tomorrow. Okay. So you want to get yourself that you're not looking at today's growth problems. You're looking at tomorrow's growth problems, yes, okay.

    And you know, and what I've noticed with me is then that day I can put the. You know, this is a newly created tool, but before what I do is I can say okay, all clear and communicated about tomorrow, then I can move it another day in the future. And I keep buying myself days in the future by using this tool. I mean this has just occurred to me, you know, since I have one, as I created the tool for myself. And if it worked for myself, then there's a chance it'll work for the entrepreneurs.

    But then I have a full quarter now behind me of it working with the entrepreneurs and then I just move it more and more into the future. But I think it's you know, it'll already be in the client website for their tool inventory so that they'll be able to do it. But if you just had a habit of always the day before you're solving tomorrow's problems. I like that, that's when that really works over 25 years.

    Dean: Yeah, that's the consistency thing. Right is spending some time. What would I like to do tomorrow, and tomorrow being the operative for in the future? Yeah, I've been. I've been constantly evolving and experimenting on myself with different ways of organizing things like that, and you know, the gotten down to the plank, the pixel, the minimum unit of time being the 10 minute, the 10 minute unit where we have 110 minute units in a day, basically to up, deploy.

    And I've been following those hundreds all the way up right like so. 100 minutes is basically to 50 minute focus finders, which is the thing I have the most, that's, the most immediate control over right what am I doing in the next minutes about about this.

    Dan: Yeah.

    Dean: And then the 100, 100 hours is basically 8am Monday morning till noon on Friday, is basically 100 hours of time linearly. And that, you know, if I take that NFL type of structure of week, if you're looking at them that way, that's a big, that's a nice Focus. You know that that feels like that. And then a hundred days is Essentially a quarter, you know, looking at the things, with some little buffer in between them, you know, like giving room for some free days and things Aside, but, and a hundred weeks is really you can do almost anything in a hundred weeks, yeah.

    Dan: And so, yeah, I think that's the thing is I. I don't use my Apple watch for a lot of things, but the one thing I do is the timer and you know they have a timer app and my my favorite is 30 minutes you know, 30 minutes and and in other words, something may happen that requires a couple hours. I simply say what's going to get done over the next 30 minutes.

    Yeah, okay, and the thing that I find is true that if I didn't have that 30 minutes, when I look at what did get done over 30 minutes because I had the 30 minute framework, I Always get much more done in the 30 minutes, 30 minutes. Then I thought or I get 30 minutes worth of work done in 20 minutes. But if I didn't have the framework and it would always take me much, much more time, right because, I would take score, a score of commercial breaks.

    Dean: I know, and that's exactly true, right, like I do exactly the same thing. I've been thinking about what I really do, like my thing is running things through. I've been calling it the Deenatron 3000 that I've got the brain. There that I can operate right and yeah, if I treat it like a wood chipper, that I've got to feed stuff into it. They have it working.

    But I've got a. But the thing is to pile up. You know, like when I look at the things is to have the hopper loaded up with sequential. What is the? What are the next things that I'm going to do on that Stuff? You know, the 10 hours thing, what are the next 10 hours about? Because I noticed that the Deenatron 3000 doesn't really care what it's working on. It is very open to Suggestion, right, and that's why I would say that jumps yeah.

    Dan: I would just say that's true about the human brain and yeah.

    Dean: Generally as long as the brain really doesn't get.

    Dan: The brain wants to work on something and it does really care what it is. Yeah, it could be good or it could be bad. It does not care. It makes no moral distinctions. It makes you know. You know it Work on bad things just as with as much enthusiasm as working on good things.

    Dean: Yeah, it'll work on one thing the same way. It'll work on everything you know and if you're putting on the, you know, putting on some direction of it, feeding in, setting up a context for what it is that's Happening this hour, yeah, really, or this 30 minutes, that's, yeah. I think it's just adding, you know, a contextual Management layer in a way.

    Dan: Yeah, you know, it's like having not and then checking out if you're actually a manager.

    Dean: Yeah, right exactly.

    Dan: Yeah.

    Dean: I'm not a manager. I'm not either.

    Dan: I'm not a man manager, and you're not either you know I have to delegate Management, I mean. And the other thing is memory you know I delegate memory and I have.

    I always have someone with me. I remember there was a famous platform speaker, I think in the 90s, okay, and we were at Genius. We remain platform at genius. I'm pretty sure it was genius. It couldn't been the 90s, because genius didn't exist, it was some other. No, I think it was a big you know industry Conference and I was and I was on. I had been on before lunch and this guy joined me at lunch and and he was talking.

    You know, we should really work together and and so I was interested, you know, interested in the conversation, anything you know. Usually when somebody says we should work Together, usually means that he'd like me to work for him, you know.

    In any way, and so I just given my talk and I had my team of I didn't have team members, but there were clients Strategic coach clients at lunch with me and he was talking away and we were chatting everything and then all at once he looks at his watch and he says, oh my god, I'm on in three minutes I'm. And he says, here, I just will hand us a bill. He don't have to rake on a rush dog. And this guy was more famous than I was, I mean, as a platform speaker. He was times more famous than I was, but I had spoken in the morning at like 11 o'clock.

    I had had an hour and Someone came and got me at 9 o'clock and took me backstage and set there, you know. And we sat there and and I had three team members. I never traveled without three team members. Yeah, and the team members take care of arrangements and this person does that, you know, but I would never ever be. You know, just arriving. You know, just arriving, checkberry style.

    I would never just be arriving, I would already be there, I would already matter of fact, what I'd like to do with speeches is go out and talk to the members of the audience, because I Pick up. Q I pick up.

    Dean: Q's.

    Dan: You know, it's like Jay Leno who, if you got there. He was already there two hours ahead of time and he was chatting with you know, and he was just picking up material. Do you know what?

    Dean: Sorry but go ahead. I was gonna say, just on a similar thing, tony Robbins, who we were playing golf this is maybe ten years ago now, almost playing golf one day we're talking about I know I'm being successful when my declaration of it, we're talking about those things that you know, the number one thing, when I, you know, wake up every day and say what would I like to do the day, and Tony, when we were talking about it, he looked at me and he said dude, I don't have one of those days till March, and this was January, right, and his whole thing was a very different. He had that. He definitely had a what would I like to do tomorrow Approach to his life, because even in playing golf we were gonna. We were filming some video things for a program he was doing. So he arrived at my country club you know, two SUVs deep to six people and that you know assistants with assistants and the camera guys in the sound guy in the body, body guards.

    Yeah, the whole thing, and that is true, like I played golf with him in in In Fort Lauderdale he was done in Palm Beach, but I played golf with him and literally they arranged the, they arranged the tee time ahead of and behind and have a, you know, to Security ahead and behind that are following the, just following, you know, a hundred yards behind us at all times. Very funny, right by not just keeping these buffers around around whatever, a very different approach yeah it's whatever system he's required.

    Dan: But you know, I don't know. My feeling is timing and scheduling is idiotic and cratic. It's completely All in individual how an individual, what story they tell about their past and what story they're telling about their future. And that determines what the structure of today looks like that. So it's a structure and my, my sense is I don't, I never like being rushed.

    Dean: Okay, I always want to be.

    Dan: I always want to be prepared. Yeah and I don't like sudden surprises.

    Dean: Yeah.

    Dan: I really don't like sudden surprises and therefore, in order to Get that Structure around me, I give this, that same right, to all the people who work with me.

    They don't have to rush. There'll be lots of preparation before him. Then there'll be no surprises. It's very smooth, it's very calm. Everybody gets just to, gets to focus and you know, focus on what they're doing and then this just floats through time. This little system, you know, flows through time. Now, yeah, I deliberately played such a low key person throughout my career that I don't need security. Yeah yeah, yeah, and my, my sense of the sense of success Be as successful and well known as you can without requiring a security person.

    Dean: Right, yes, yeah. Warren versus Mark Zuckerberg.

    Dan: Well, Warren Buffett, you know he flies by himself. He flies by himself. You know he's just got his briefcase because he comes in and goes out the same day. And you know he's got a private jet and he gets picked up my limousine company is actually his limousine company when he comes into Toronto and he wants to sit in the front seat with the driver and he just gets to the driver all day and when he arrives at a place or someone's standing, you know they're standing on the curb, you know, yeah, on the sidewalk, and they take him in and he comes out, and you know pretty.

    You know, pretty much on time, and then he goes home. You know, you know he has his lunch with whoever and then goes home. Mark Zuckerberg has 24-hour security and the number of people involved.

    For him, his family and his chief officers is like 70. He's got like 70. He's got secret escape rooms, he's got tunnels and you know, and you know, I think, what your structure around you reflects, whether you think it's a safe world or a dangerous world. I think that's great. I think it's a safe world as far as I'm concerned. Yeah, yeah, I mean, I know it's dangerous for others, but I don't feel, I don't feel, or I stay away from places that are dangerous.

    Right yeah, it's like somebody gets Arrested in Russia and then you know America's got this thing is. You know that the country will come to your rescue one way or another. And I said why are you in Russia? What? Why are you even visiting there?

    Dean: I went right.

    Dan: Yeah or China. I wouldn't go to China, you know, I would even go there you know it's like the joke about that.

    Dean: You know what my yeah, I heard about these guys that were, you know, died in a base jumping Accident. Right, and I said that's this one thing. I know with certainty that my tombstone will never say Died in a terrible base jumping accident.

    Dan: Yeah, what are those flying suits that people right?

    Dean: exactly yes, is that base jump? That's what I was talking about and I think it is called. You know, I don't know what it is, but the human flying suits, but that's what they do. They jump off they jump off a cliff and, basically, just like those, they float, they've got a parachute. They've got a parachute yeah.

    Dan: Yeah, and you know, I've seen videos of the ones where it worked. Yeah, yes exactly. They don't show you. They don't show you the other ones. Yeah, that's exactly right. Yeah, why are you doing this? Yeah?

    Dean: I'm never gonna die in a park accident.

    Dan: Yeah, but I think it's, you know, different nervous system. You know, I think every nervous system is unique, you know, yeah, yeah, who's the guy who did in Yosemite Park there was a. It won the Academy Award and he did it with no ropes, you know, he just had his hands and feet.

    Dean: Oh.

    Dan: I don't know.

    Dean: Yeah, well, Linda Well.

    Dan: Linda, now that's a whole family.

    Dean: Yeah right rope workers.

    Dan: Now, this is the guy. He's a free climber. Oh, okay, right, right, and they all capitan is just a sheer cliff from top to bottom. You know, yeah, I think it's a couple thousand feet and anyway, and it usually takes climbers where they're using, you know, they're using the things that they drive into the rock and then they put the, you know, and they usually takes them A day and a half to do it, not you know, which requires that they stay overnight.

    They have to sleep right and that's you know and everything else. I think he did it top to bottom in about two and a half hours yeah. I just thought wow and he had a film crew at the bottom and at the top and that they were filming the film that became the you know the free solo.

    Dean: Was that what that was?

    Dan: Yeah, I don't know. I don't know what, anyway, but he just went to top to bottom, okay, and her bottom to top and in a Insanely short period of time. But he told the film crew that they wouldn't get any money. He said I am, you're only getting half the money and you won't get the other half, that if I fall and kill myself you don't catch it on film.

    Wow you know, and they're kind of leaning out at the top. You know they have, you know they have wires in that that keep them safe, which requires a certain you know a certain amount of courage itself to do that the people at the top but thinking that the guy bait might fall. And yeah, everything you know and everything but different nervous system. I don't have that nervous system.

    Dean: Me neither, me neither.

    Dan: Well, we covered a lot of territory today.

    Dean: We really did yeah. There's a lot of nervous.

    Dan: There's a lot of nervous systems that couldn't do what we're doing.

    Dean: Where we go, exactly yeah.

    Dan: Yeah, well, what's the script here Script it's listening to. It's listening to what he says next. That's so funny. Well, what are you gonna say next? I don't know until he says it right, we know we're gonna start with.

    Dean: Welcome to Cloudlandia. Yeah yeah, anyway very enjoyable.

    Dan: Always next week. I'm in just arriving in Argentina, so to be the weekend after yeah, I saw that we got a email from.

    Dean: I love that, you know. Becca and Lillian, just keep us on Triad ever.

    Dan: I just see it on.

    Dean: I don't even have to put the Podcasts with Dan on the calendar. What we put on the calendar is no podcast with Dan.

    Dan: That's the yeah, there's more uncertainty to that, isn't?

    Dean: there, that's exactly right.

    Dan: Yeah well.

    Dean: I'm excited about the possibility of the 29th. And oh, okay that present, but I think that would be fantastic. Okay, okay, thank you, Bye, thanks Bye.