In a recent course on passive income streams, while teaching the concept of leveraging one’s time, I quoted the author of Rework, Jason Fried, who also happens to be the co-founder of Basecamp.
Fried said, “40-hour weeks are made of 8-hour days. And 8 hours is actually a long time. It takes about 8 hours to fly direct from Chicago to London. Ever been on a transatlantic flight like that? It’s a long flight! You think it’s almost over, but you check the time and there’s still 3 hours left. Every day your workday is like flying from Chicago to London. But why does the flight feel longer than your time in the office? It’s because the flight is uninterrupted, continuous time. It feels long because it is long!”
Let this sobering fact sink in: every work week, you take the equivalent of five eight-hour flights to London. These days don’t seem so long because your time and attention are constantly interrupted.
Members report back to me, after I’ve demonstrated and taught it to them, that locking themselves away in their office with a “Do Not Disturb” sign on the door for just a few hours each week on a Friday or Saturday, so they can work on the business, generates the equivalent of several days worth of interrupted time to work on the practice in between patients or other meetings.
Last week, I heard from one of our members, who used his quarantine time to get his book done. I’ve heard from other members who have finally plowed through their growing stack of reading materials and campaigns, strategies and samples. I applaud these smart members. Like you and I, they’ve probably realized how much time we really have each day.
The quarantine has reminded us that too many of our days were filled with attention-sucking activities that, when not controlled, conspired to drain us of productivity and fulfillment.
I read in the New York Times today that bird watching has become wildly popular since the quarantine, in terms of online activity, search data and purchases of books and binoculars. A few short months ago, how many people, if asked, would have answered in the affirmative that they have the time for watching birds?
If one silver lining of the pandemic and shutdown is that you understand the power of uninterrupted time, please carry it forward and start blocking it into your schedule henceforth.
The wealthiest and happiest people I know block their time into equal thirds in one of three categories: personal, productivity and planning.
Like most small business owners, when you examine your time blocks, you’ll find you probably have way too much productivity time and far too little personal and then planning time, in that order. When you get back to work, pay special attention to how many production days you really need versus how many you think you need.*
When you commit to blocking uninterrupted time, you’ll discover big projects get done quickly and without too much effort on your part. When you do the opposite and try to squeeze projects and planning activities in the gaps throughout a productivity (or even worse) a personal day, you’ll find the constant interruption is maddening and exhausting.
If you purchased the 2020 Planner, you receive monthly and quarterly reminders, tips and strategies via email that nudge you in the direction of blocking more personal and planning time. Be sure to go back and re-read those emails. They might seem even more applicable now that we’ve all discovered how much time we really have in each day.
Angela Duckworth is the Christopher H. Browne Distinguished Professor of Psychology at the University of Pennsylvania, where she studies grit and self-control. In her book, Grit: The Power of Passion and Perseverance, Professor Duckworth defines grit as “perseverance and passion for long-term goals.”
“In their work with The United States Military Academy at West Point, Duckworth and her team of psychologists have worked for years to understand who will make it through the rigorous training and who will drop out. For weeks on end, new recruits are asked, on an hourly basis, to do things they can’t yet do. Most cadets are tired, lonely, frustrated and ready to quit.
What’s interesting is that those who rise to the occasion and make it through the intense training are not the ones who have the most talent. Many drop out who have all the ability in the world. When presented with challenges that exceeded their current skills, what they lacked was a never give up attitude.”
Duckworth translated what she learned working with West Point into all areas of life in studying high achievers, from bankers and business leaders to artists, athletes, medicine, law, journalism and academia. What her research has found is illuminating.
She admits, in nearly every example of high-achieving success stories, there is a combination of luck and talent. But, it goes deeper than that. The subjects of her study were driven to improve. “When the average person would be satisfied, the top of any field or profession is not. They are their own harshest critics.”
Angela Duckworth – Grit: The Power of Passion and Perseverance
My family doesn’t like this about me. I’ve often said if you could print out my inner thoughts in a bubble that hovered above my head, I’d either be committed or arrested. As harsh and demanding as I can be on my employees, vendors and business partners and (at times) clients, they all tolerate it, not only because I allow others to ride on my coattails, so to speak, and benefit from my success, but also because they know I’m quite literally 100 times harder on myself.
Listen, none of this is flowery, warm or fuzzy, but it’s the truth and it’s high-time, if no one else in your life has allowed you to acknowledge it, that I give you the space to do so here, in a safe place where you understand that you’re not the only one who thinks this way:
It’s the same with top writers, athletes, business leaders and academics. Everyone in orbit around them is aware of this and they’ve made their peace with it. I know my peers, ex-employees and contemporaries dislike me for this, but that has more to say about them than it does about me.
They call me a workaholic or say that I’m too driven. Let them say what they want. I do not care. When Walt was building Disneyland and had already spent half the money with nothing more than mounds of dirt to show for it, he wondered aloud to the lead engineer, with tears in his eyes, if building the park’s railroad and four different “lands” might turn out to be his biggest mistake yet. That harsh self-criticism and determination to see things through led Disney to build an apartment for his family inside the park, so he could eat, sleep and work on-site without leaving.
If you look at the research and examine your own heart, your most successful endeavors happen when you’re ferociously determined and working your hardest; when you know in a very deep way what you want and that you’re not only passionate about what you’re chasing but absolutely determined to capture it. Like adding top-quality racing fuel to a high-performance engine, it helps if you’re doing all of this in service of your higher sense of purpose.
Listen. I know you have grit or you wouldn’t be reading this update. You’d be mentally wandering about, worrying about this pandemic and economic shutdown. You’d be one of the majority in our profession, who are great when things are going well but fall apart when things aren’t.
But you’re not like the majority. You won’t turn away from or reject the grit inside you. You’ll embrace it. Let this be your fuel to navigate the best path forward.
Scientific American describes the metamorphosis of the caterpillar into a butterfly like this: “One day, the caterpillar stops eating, hangs upside down from a twig or leaf and spins itself a silky cocoon or molts into a shiny chrysalis. Within its protective casing, the caterpillar radically transforms its body, eventually emerging as a butterfly or moth.”
Recently, I listened to an incredibly fascinating Radiolab segment on caterpillars. Researcher, Martha Weiss, explained how caterpillars go through a biological meltdown that reduces them to soup.
“Not only does the caterpillar turn into a soupy matrix but it also stores away helpful structures inside its body early in life. Jan Swammerdam, a Dutch microscopist from the 1600s, was the first to demonstrate that there are some of the structures of the future butterfly inside the caterpillar. The wings, antennae, and even the legs are actually already formed even before pupation takes place. Crazy, right?
The segment reports, “the caterpillar will actually start to grow little tiny adult parts that are super thin and transparent, and it just keeps them tightly rolled up and hidden up against the edges of the chrysalis, but they don’t actually ever go through the goo.”
In the 1600’s many people saw the butterfly as a metaphor. It represented a mystical death and resurrection, but Swammerdam was the first to show it was actually a transformation.
Before Swammerdam’s dissections, people saw the progression from caterpillar to butterfly as some sort of quasi-mystical, quasi-religious reminder that people can become a more perfect version of themselves. After his demonstrations, people started asking, “What of my future self is in me right now?”
NPR Interview and Radiolab segment
I’ve been teaching this concept for many years. Until recently, I didn’t know caterpillars were a supporting example of the principle. Usually, I cite companies, business leaders or athletes to make my point, but I’m perfectly happy using a hungry little caterpillar to illustrate the lesson.
Just like the caterpillar carries what it needs for its future self, you already have everything you need inside you to succeed right now.
Some clients are a little baffled, maybe even a little defensive when I tell them if I had never been born, they would still find a way to succeed without me. There would be some other teacher or expert they would find because their success has much more to do about them than it ever has to do about me. Harsh but true words for all coaches and consultants to accept.
You might not have the exact step-by-step knowledge on how to split-test an online ad campaign or which list selects to use in direct mail, but you have the mindset and determination inside you that says you won’t rest on yesterday’s laurels; that you will not be satisfied and complacent with old results.
You’ve decided you will be the best at getting better. So, today that might mean paying attention to what I have to teach you, but in ten years if I get hit by the proverbial bus, you’ll continue to succeed because of what’s already inside you.
This is a secret confession the most successful people on the planet make quietly to themselves, lest they seem egotistical or overly-confident in shouting it to others, but they make it nonetheless, however quietly: that they’ve always known they would succeed.
A huge part of this truth comes when you realize, like the caterpillar, that you’ve already packed away inside you everything you need to be your best future self. It’s simply a matter of discovering this truth and then taking action.
Warren Buffett doesn’t have any extra hours in his day. Neither did Dr. Martin Luther King Jr. or the NASA team that put a man on the moon. What they had was an ironclad determination to succeed and to take the first step without waiting for something or someone else to tell them it was their time.
Like them, you can choose this path for your life.
In coaching, consulting and reviewing the reports from our on-site trainers, human capital challenges are at the top of the list of items we’re hired to fix. As I’ve done with most systems, challenges and opportunities in business, I help my clients and trainers develop and deploy “litmus tests,” or quick “yes/no” tools to help guide next steps.
Here’s one you might put to good use when your next employee challenge or frustration arrives. Ask if this is an issue of character or circumstance.
Our data indicate: underperforming employees are rarely an issue of character. These situations are almost always an issue of circumstance.
For example, we failed to place the employee in the proper role. The training program was inadequate. Oversight and motivational systems were not being deployed consistently. Communication was unclear. We did not support the employee’s desire to learn new things, master his own environment and contribute to a higher sense of purpose.
And yet, I see employees in our clients offices being disciplined or terminated because of circumstance. This is a horrible mistake. Do not let good people go if you haven’t done your job in placing them in the best-fit position, training, managing and motivating them and then getting out of their way so they can help you achieve your vision and mission.
In the rare situations where an employee has demonstrated a problem with character, in a twist of irony, many practice owners drag their feet in firing the employee.
Listen. There are no quick fixes for issues of character. There is only one solution for an employee who is dishonest, has a poor work ethic, refuses to be a team player and sabotages new projects in the office: swift termination.
And yet, too many business owners fail to address this problem because the employee has been with the team for a long time, performs their job, at least from time to time, sufficiently, etc.
Isn’t that interesting? The fact that most small business owners will tolerate a crisis of character but not one of circumstance? Why?
For starters, it’s easier to blame the other person for poor performance than it is to look in the mirror and admit that your systems for hiring, training, management, motivation and culture all stink like yesterday’s garbage.
Our egos don’t get damaged when we point our fingers at someone else. But, like my mother used to say, “when you point your finger at someone else, there are three more pointed back at you.”
This advice and litmus test, if you take a moment to unpack and consider them, make perfect sense in the larger picture of running a successful business. Because if you get this right, you’ll behave in the opposite fashion of every other competitor in your industry.
As of November, Nike no longer sells directly on Amazon. Nike is not alone. Birkenstock, Louis Vuitton, North Face, Patagonia, Asics, Ralph Lauren, Rolex and Vans do not sell directly on Amazon either. Nestlé Nespresso dominates a huge direct-to-consumer channel and paid Starbucks $7 billion to take over the sale of coffee and capsules for Nespresso machines. The new Disney+ streaming service cut out the middleman and kicked Netflix in the shins on the way out the door.
These smart firms want to own the data and chart their own course into higher lifetime customer value, margin and sustainability in a world where 85-90% of retail purchases are still done in physical stores. Sure, Amazon dominates the online retail world, capturing more than 50% of all online sales, but don’t forget that 85-90% of all retail purchases are still completed in physical stores.
These firms know, in order to survive the Amazon apocalypse, they must shed inefficiencies and middlemen, deliver more value than the competition and delight their customers, so that everyone else is forced to follow in their wake. In business, you’re either making waves or getting splashed in the face, by the way. The deeper the water, the bigger the waves. This has been true for a long time.
Conrad Hilton, founder of the famous hotel chain, made waves when a family friend told him in 1920, “if you want to launch big ships, you have to go where the water is deep.” A serious student of success stories of Rothschild, Carnegie, Girard, Cooper and many artists, scientists and philosophers, Hilton saw a bigger vision of what might be possible with his first hotel and he started chasing his “blue ocean” strategy before anyone else thought like this.
Two important questions leap to mind as they apply to your practice: (1) Are you sailing in deep or shallow waters? (2) What must you shed and what must you control and leverage in order to reach deeper waters?
What five things must everyone in your market know about you? Do they know them, or are you hiding your unique selling proposition under a bushel? Can patients and spouses pass along these “talking triggers” to friends and family, making it easy and a pleasure to refer to your practice?
What five things need to be continued in the business and what five things must you stop doing in order to get to the next level? What five things are you not doing that you must start doing? Who or what seems to keep pushing you back into shallow water? What vendors are tying you down and need to be removed, have their contracts renegotiated or brought in-house?
These are difficult questions. They require time and patience to implement. They force you to zoom out and see a much longer runway. They push the horizon further out and they give you the time and space to attract the proper talent and strategy, in the right market at the right time.
The good news and opportunity, like Hilton realized, is that hardly anyone thinks like this.
Most new clients I meet with want to grow the practice rapidly. Like yesterday. Few possess the ability to take their dreams and vision into much deeper water and then painstakingly pursue the hard work, investment and frustrations that are required in order to implement a “blue ocean” strategy. The most-successful think like Hilton and these other smart firms sailing to deeper water
When Brian Carroll was laid off unexpectedly from his sales position at a car dealership in Michigan, he received a call from a past customer wanting a car.
Carroll told the buyer he no longer worked at the dealership, but the customer didn’t care. “He hired me to find the exact car he wanted and to negotiate with different dealers to get the best price.” Carroll then drives the new car to wherever the customer wants it delivered.
The car concierge. Brilliant.
This is not new, even though most sales people on the showroom floor have never considered it as an option to break free from working for someone else.
I created this option for myself by working with the same salesman for many years in a large network that sells nearly every brand under the sun. I haven’t gone through the normal motions of buying a car for over a decade.
Carroll says he now sells 30-35 cars a month, doing better than he did at his old job. And, I’d wager, he has more freedom and flexibility in being his own boss. If he’s smart and enterprising, he’ll recruit another handful of sales professionals to expand the business in other markets, franchise out his tools and systems or both.
This isn’t as innovative as Tesla ditching the entire inventory channel and car lot model used by every other car brand, but it is a very smart improvement.
In business, there is an ever-present temptation to innovate. We want to create something new, exciting and sexy. And yet, there really isn’t anything new under the sun. Jobs and Apple didn’t invent the telephone, but they did improve it significantly and sky-rocketed to become the world’s first trillion-dollar firm as a result.
In audiology, my specialty, we’re all racing to deliver in-office earmolds through 3D scanning and printing. Yes, it’s cool, but if I pick up the phone at lunchtime today, call your office and your team doesn’t answer, should you really spend more time, energy and money innovating, or should you simply improve your existing processes?
I know the answer but it’s not the sexy, exciting, shiny-new-object answer that most business owners want to hear.
Sigh. It’s very easy to make business owners rich but very difficult to get them actually to do the simple, boring things required to quickly double or triple revenue.
Write this down: given the choice between innovating and improving, take improvement ten times over.
From the first Netflix earnings call of 2020 and MarketWatch:
“What does it mean to “watch” a show on a streaming service? For Netflix Inc., it now means viewing at least two minutes. The streaming service noted in its first quarterly earnings report of 2020 on Tuesday that it has changed the definition of viewership — while Netflix used to consider any customer that streamed 70% or more of a single episode or film as having viewed that property, it now will count a view after viewing two minutes or any offering. The company admitted that it would boost the limited viewership numbers it provides by more than one-third.
“The new metric is about 35% higher on average than the prior metric,” Netflix executives said in their quarterly letter to shareholders. “For example, 45m member households chose to watch ‘Our Planet’ under the new metric vs. 33m under the prior metric.”
This, my friends, is the definition of insanity and a very slippery slope.
I’ve said for years that the internet is largely an unregulated cesspool when it comes to advertising and false metrics. Does anyone remember Jay-Z’s album selling a million copies in five days? Except it didn’t. His streaming service, Tidal, is under criminal investigation in Europe.
Facebook logs a view for advertisers when a video plays for at least three seconds. YouTube uses better metrics and bills the advertiser when a user watches a complete add that’s 11-30 seconds long or watches at least 30 seconds of an ad that’s more than 30 seconds or interacts with the ad. Instagram has admitted to wasting billions of paid sponsorship dollars on followers that don’t exist. Every year Facebook deletes billions (with a B!) fake accounts.
According to Forbes, “In the six-month period from October 2018 to March 2019, Facebook said it removed 3.39 billion fake accounts. That’s twice the number of fake accounts detected and removed in the previous six-month period and over a billion more than the 2.37 billion people who actively use the social network on a monthly basis.”
Netflix is following Facebook down this insane rabbit hole. It’s one thing to hoodwink investors about the number of actual users and views but advertisers won’t tolerate it and eventually everything comes home to roost. Streaming services will need to significantly increase subscription costs or introduce more advertising, something Netflix has said it will never do. Uh huh, Facebook said the same thing. “We changed our minds,” is the most-common phrase ever uttered by companies that follow the dollar down these rabbit holes.
As a small business owner, not only can you not afford to behave like this (you have to count with dollars in the bank and lifetime customer value and return on investment, etc.) but you must also pay very close attention to any advertising platform or media channel that counts with funky math.
The most transparent and effective online advertising platforms right now, for my businesses, are Amazon and Google, respectively.
I’m optimistic that Amazon can take over both of these categories (transparency and overall effectiveness). How much juice they will want from the squeeze is the only hurdle that remains for local service providers. But, rest assured, Amazon is coming for your advertising dollars.
I’d leap for joy if they allowed targeted in-package advertising for new movers, grocery deliveries and standard packages. It’s not a far leap for Amazon to allow local service providers to advertise in specific packages and via email footer ads with coupons for furniture assembly, appliance installation or lawn service. They have the best 360 degree view of their 101 million Prime members. Why not leverage those data points and sell to local service providers, after which Amazon could easily acquire or affiliate with the most successful of the bunch?
As a sound business principle, seek out and work with organizations that consistently raise the bar.
Google has done this consistently for years and has allowed very smart marketers like Jimmy Marketing to help local service providers make a ton of cashola. Amazon will hopefully do this even better.
Everyone else, unfortunately, is feverishly lowering the bar. There is no excuse to follow them into oblivion.
Indian spiritual leader, Sri Chinmoy, explains that peace begins when expectation ends.
Perhaps the most dangerous trait I see in perfectionist doctors and business owners is the attachment to their expectations on how things should be; how a certain result should be achieved. They are attached to a very specific outcome.
You know this sets you up for disappointment, frustration and failure.
Instead, attach to nothing other than your belief that you can be the best at getting better, adapting and solving complex problems that others avoid. When you hit a wall, go around, over or under it. This sounds simple, but how often as a business owner do you throw your hands up and surrender?
“My employees won’t do it, my patients or customers would never appreciate or respond to that, my town is too small, my town is too big, people here just want what is cheapest, the competition is too difficult, etc.” I’ve heard these excuses for years and they tell me everything about the person who makes them and their expectations in life.
I’m not kidding when I say that I wake up every single morning expecting something or someone to massively disappoint me.
This way, everything that goes well is just a bonus. It’s icing on the cake.
Before I learned and honed this skill, employees that quit, referring colleagues that dumped on my practice and even the smallest bump in the road or business disruption used to distract and frustrate me for days. Now, I give myself about 90 seconds to be disappointed and upset and then I get back to work. Literally. 90 seconds.
AuDExperts membership is up 48% year-over-year, but that doesn’t mean we don’t have clients call and cancel their membership from time to time. Years ago, this would frustrate me to no end. “How can this doctor be so stupid?” I would say to my team. “Do they have any idea the pile of gold they’re sitting on with access to my best stuff? Do they have any idea how hard and expensive it was for me to create, test and then share such powerful and profitable marketing templates and actual campaigns that work all over the world? What are they smoking?” I would rant.
Now, I operate entirely differently because I’m not attached to a specific outcome. I put my head down and do my work. I create more value than any other advisor or consultant on the planet and I have the results to show for it. If someone cancels, that’s on them. This is still a democracy. They have the right to be wrong.
The same goes for your patients, employees and referring colleagues. How attached are you to achieving your results in a specific way, with a specific outcome in mind? Money doesn’t really care how you acquire it, only that you do it with honesty and integrity; building and delivering more value than your competition, for all stakeholders involved.
It’s fine to keep them high, but don’t be attached to any one particular way of achieving the outcome. If you do, you’ll be perpetually frustrated and disappointed in life. Learn to separate your intentions from your expectations and your results will soar. Be open to all possibilities and have faith in your ability to seek them out, receive them for what they are and always, always move the ball down the field.
Doctors and small business owners who don’t fundamentally grasp and deeply live these principles are going to be steam rolled by the new economy, algorithms, AI and intense competition.
Now is the time to take this seriously.
There’s a great article in the Wall Street Journal today about NFL coach Andy Reid, who is taking the Kansas City Chiefs to Super Bowl LIV in Miami this weekend.
The author, Andrew Beaton, focuses on two of Coach Reid’s unique abilities. He thinks like an outsider and he doesn’t have an ego. He’s been a head coach in the NFL for 21 years and made the playoffs 15 times.
Those familiar with him say the reason he’s successful because “he’s willing to incorporate unusual, often unpopular perspectives.”
I never played football and I know enough to watch and enjoy the game, so I can’t add anything to the conversation about his unique offensive style, how he hired college coaches with playbooks that were not only unconventional but often mocked in the NFL, etc.
Beaton says, “Reid didn’t just tolerate these newfangled ideas. He actively sought them out and learned them better than almost anyone in is position.”
In your professional practice, how willing are you to embrace new ideas and learn them better than anyone else in your niche? How obsessed are you at being the best at getting better?
How much of your practice is about you? Whom do you really serve? It’s inspiring to see other doctors around the world embrace this same philosophy, sometimes word-for-word, and I take no credit for its inception. My team and marketplace helped forge our purpose. Shelfing my ego meant allowing the market and all of the stakeholders in my business to tell me what it wanted.
Mark Cuban, owner of the Dallas Mavericks, isn’t known for having a small ego. This is part of his persona, but he said, and I’m paraphrasing, “It doesn’t matter what I want. It doesn’t matter what the players want. The only thing that matters is what our fans want. Their vote is the only one that counts.”
Cuban shelved his ego when he said this many years ago, and he’s right.
When you consider the top-performers in any industry, profession or niche, they are people who are capable of shelving their ego. They look for new ways to kill off some of their best-loved ideas. They embrace new things and learn faster and better than the competition.
Sure, there are examples of CEOs, athletes and success stories in every niche where larger-than-life personalities make it big and have egos to match. Yet, they almost never sustain a two-decade career at the top and remain liked and respected by others.
Those who are successful don’t become nice people after they’ve achieved some level of success, but rather they achieve and succeed because they are nice; because they don’t have an ego.
Reid illustrates this truth. His players and coaches love working with him. He doesn’t make anything about him, unless it’s taking the blame for something that went wrong.
There are too many sports analogies in life to list here. I could teach a semester-long course in the application of these principles both on and off the field. The big questions for you and your team remain:
I’m back from a whirlwind trip to Las Vegas, where we hosted 50+ TC Boot Camp attendees, three private coaching clients, a quarterly planning meeting for two of my companies and a scouting trip for a few long-shot investments. In two of the three private coaching meetings, a common theme we discussed was systems management. I reviewed business systems through three lenses: communication, oversight and recalibration.
Everyone seems to enjoy talking about systems, creating systems, perhaps even training their employees on new or existing systems. Since the first mention of “business systems” in 1980 by McKinsey and Company and through the creation and adoption of Six Sigma, business leaders throughout the world have been obsessed with automation and systems, to help eliminate defects in any process.
Sounds great, right? Just like “running a marathon” sounds great, the problem arises in the distance between idea and implementation. We all want to be in great shape. Getting off the couch and running every day is another story. We all want our businesses to run smoothly with maximum profit and happy stakeholders and shareholders. Systems oversight and management is another story.
Who Moved My Cheese? is a simple yet effective business fable about adapting to change and overcoming fears. The book has sold more than 26 million copies and remained on the New York Times business best-sellers list for nearly 5 years. It offers very little in the area of systems development, but it diagnoses precisely why systems fall apart and why we need them in the first place: change.
Your top competitors in business today will not be your top competitors five years from now. The problems you solve for your customers, clients, patients or donors today will not be the same problems you will solve a decade from now. Your employees, shareholders, stakeholders and strategic plans will change. Everything, in fact, will change; and that’s precisely why clients consistently travel to me with challenges and frustrations in dealing with change; anticipating change and overcoming their fears in adapting to, circumventing and even enjoying the change in their lives.
This morning on your way to work, your car keys were probably right where you left them last night. In business, however, nothing is where you left it. Change is continuous and often compounding or confusing for you and your employees. For example, if you left your employee training systems where you last touched them, perhaps when you started the business, they are not where you left them. Your training systems have, for good or for ill, been changed, improved, strengthened, weakened, diluted or condensed, etc.
Your systems have either adapted to or been run over by change. When’s the last time you took a look at them? How consistently and effectively do you oversee the systems in your business?
Things are not where you left them.