Ged: [00:00:00] Good morning. Good afternoon, wherever you are. And we are back. Milan, how are you?
Milan: I am. Excellent, excellent. Hope you are having. Good. Well, you’re in Australia, so it’s not the end of summer for you the way it is for us on, know, September 2nd or something. As we are
Ged: Yep.
Milan: This I’m great back home and ready to go.
Ged: Yep. Okay. Well good, good. So we’re recording another card cast episode, and today, what are we talking about?
Milan: Well, it looks like we got the limiting mindset card, which is one of the clubs card. So it’s all about mindset and, you know in inner games. So we’ll start talking about that one.
Ged: Okay. And.
Milan: One recently?
Ged: I, I have read it recently and I’ve, I’ve got some notes just to prompt the conversation as, as we go through. This, this is this is, this concept here is something that we as Metronomics coaches, you know, we’re often the, the limiting [00:01:00] mindset, blind spot remover. You know, we can point out those limiting mindsets occasions, those experiences.
But what, what for you is is a limiting mindset. What. Now you’ve obviously observed this and to the point that you wanted to write a card about it. So tell me about what drove you to write this card.
Milan: First of all you know, as for many cars, the inspirations comes from, comes from anywhere. And in this case, if you remember, because you were there, we were talking about this a lot in Dublin.
Ged: I.
Milan: So it came up so many, so many times. So I was thinking about that and I was thinking about some stories from my interactions with clients where you really are looking at where is it that they’re coming from, what. Cards and no pun intended are they playing with what, what they feel like it’s actually being dealt to them. And you run into issues of inertia so much [00:02:00] that people are making decisions based on this is how we’ve always done that. How much effort is this going to take to make this change rather than going, you know, to the future and saying, Hey, this is what we can dream. To have and then work backwards from that. We do that with three heck, right? A three Heck is a want. It’s something that you want, not something that you know exactly today how to get to. And I think that, you know, knowing today, that’s the limiting mindset. The growth mindset is the imagining of the future.
Stated that you desire without limitations, and then working backwards and figuring out how to get there.
Ged: So, so how, how would you identify limiting mindset? Now you’re in conversation with a client, A CEO, or a leadership team member. Now GI, give us some examples that you’ve experienced because now that that just helps reinforce this concept for the people that are unfamiliar with it. Yeah.
Milan: Oh, fantastic. So for [00:03:00] example, if they use past performance or past information as a justification for the future goal and to be honest, if they feel any kind of need of justifying that one of the thing there is already limiting, right? If I have
Ged: Yep.
Milan: Why do I think I deserve that, or why do I think it’s reasonable that’s already limiting by definition.
Ged: Yeah, and you know, you, you often hear people say, well, it’s a tough hiring market. Well, is it, no. What, what could do differently that would make it not a tough hiring market? You know, we, we can’t do this because mm-hmm.
Milan: Different cart
Ged: Mm-hmm.
Milan: Right? Is the depleted labor market one? Maybe we’ll get to it eventually, but No, you are absolutely, absolutely correct. Instead of saying, Hey, what is it that I can do the correct way or the, the growth mind way is what needs to be true in order for me to be able [00:04:00] to reach what I desire.
Ged: Yeah. Yeah. So first of all, think about what do I want, and then you can work about how are you actually gonna get there.
Milan: Yeah. And again, the, the good thinking is, you know, using, using Dr. Benjamin’s Hardy approach of really looking at it from the point of view in the future, from, you know, be your Or be your future self now is really looking at it from, from the point of view of the future. You imagine, or you put yourself in that place.
Like if that what you are going after already happened then you are thinking, what had to be true in order for me to get here? And then you can start looking at those things and say, which ones are in my control? Which ones aren’t? Which was aren’t, but I can make them, you know, or affect, affect them and, and so on.
Ged: And, and a lot of this is sort of, is framed really, really well in in 10 X is easier than two x as well as, you know, be your future self. Now, you know both books from Benjamin Hardy and [00:05:00] Dan Sullivan, and if I, if I recall correctly, that timing was about when that 10 x. Book came out and, and we had that session with Ben Hardy in Vancouver, you know, just over a year and a bit ago. So it was, it was very current at the time, and it’s, you know, I’m a models guy, you know, if someone gives me a model and it allows me to sort of say, ah, that’s a match to this model, you know, that, that gives me a tool in a, that gives me a way of explaining a concept to someone really, really simply, you know? So, you know, I I, I love that concept in, in 10 X. It’s a, it is a, it is a great one.
Milan: Yeah, absolutely. So using the language from 10 x you then. Look at, you know, that future state and where you were trying to get and what needs to be true in order for you to get there. But then you do this, the flip coin flip side, which is what is it that I’m doing today that’s actually not helping me to get there? Right? And then the 10 x starts happening because you can start really focusing on the things [00:06:00] that are moving you forward and putting your energy and focus into them.
Ged: So it’s about sort of raising your ceiling and raising the floor and looking at what you are doing now that’s not serving you to get to where you want to in the future.
Milan: Absolutely. Absolutely.
Ged: What, what about some other examples of limiting mindsets that you come across frequently?
Milan: Probably the most common is how much do you want to grow the company? And I think we can do 15% a year type of thing, right? Already there. Or giving yourself haircut before you even start a conversation, right? And say, well, you know, it’s really hard because of A, B, C, it really comes with the past and the present in a way. Wait on how you’re imagining the future can be.
Ged: Yep. Yep. I, I, I [00:07:00] ran a quarterly session with a client, a, a few weeks back, and, and I always get the, the CEO to set the context for the session. So what’s, what’s going on around us that we need to be aware of so that we can focus on the right things today. And, and, you know, sometimes there is no context.
Sometimes it’s a 10 minute, 15 minute explanation of what’s going on around the company at that point in time. And the, the context, the CEO set that day was no. If we could grow at 20% a year for the next 10 years. Where do you think that would take us know? And you know, a few people got calculators out and they did the sort know 10% growth over that time, you know, and that basically would’ve taken that company to a hundred million dollar revenue company now in just 10 years. And the, the initial response to everyone was, boy, no, we can’t do that. We’ve never done 20%. Okay. Just because you’ve never done it doesn’t mean you can’t, you know? And one of the [00:08:00] leadership team members said, well. If we were gonna try and do that, we would’ve to start doing things completely differently.
And he just got to that point by himself. He’d sort of don’t use, he’d re he’d realize that, you know, yes, if you keep on doing a little bit more about what you’re doing, a little bit harder, then yeah, you might grow at five, 10, 15% a year, but you’re not gonna achieve 20% and you’re not gonna achieve 20% consistently.
So all of a sudden the conversation turned around. Okay. Do we now need to go out and aggressively start buying businesses because we are not gonna do it organically. We can only do it through acquisition. And if we were to acquire two smallish businesses every year, gradually getting bigger, as we get bigger, then we probably can accretively grow at 20% through acquisition.
And what started off as a, that’s impossible. Position turned into an incredibly exciting, we can do this.
Milan: Mm-hmm. And, and [00:09:00] it’s, it is a great example. I think that, again, taking it one step further, right, because they were asking the question. Which is if we were to do this, then this would need to be true. So, for
Ged: Yeah. Mm-hmm.
Milan: Doing things differently and eventually they got to the point of we have to become a business acquisition machine.
So we have to really look at our acquisition and you know, business integration process because we have to be really good at that in order to do it using this particular strategy. And suddenly you go from a wish to a plan.
Ged: Yep. Mm-hmm.
Milan: And to then to tactics of who do we need to hire, what skills are we missing?
You know, all all of this good stuff. Yes. That’s, that’s a perfect example of how we can flip something into the growth mindset and then plot a pretty, pretty realistic way to get to something you thought was impossible just a few minutes ago.
Ged: Absolutely. So, so their next challenge over [00:10:00] this year, and probably into next, is to build that acquisition machine. Now, if they can get really, really good at acquiring businesses and integrating businesses, then it suddenly becomes relatively simple
Milan: I am just imagining the right top corner of their activity Fit map.
Ged: Indeed. Mm-hmm. Yeah.
Milan: Yes.
Ged: Absolutely. Yeah. Mm-hmm. In one in one. Yeah. Mm-hmm.
Milan: Fabulous.
Ged: So, so limiting mindsets, if people wanted to find out more about the what it is and the impact it has, and we’ve talked about 10 x is easier than two x and also B, your future self now both by Ben Hardy and Dan Sullivan, where else could people go?
Where else could they find out more about this?
Milan: Hmm. Well, I think that there is probably quite a bit, and as I said, you know, the, my cars are not necessarily driven by research and, you know,
Ged: Mm-hmm.
Milan: Million of different, different resources. So the inspiration came from the conversation that we’ve had. So I guess, know, maybe have a check [00:11:00] in with the Metronomics coach.
That might be a pretty good place to start.
Ged: Yeah, because, ’cause they’ll ask the right question and they’ll reveal the blind spots and remove them for you.
Milan: Yeah, absolutely.
Ged: Yeah. Mm-hmm.
Milan: Excellent.
Ged: Today is all about limiting beliefs. Great conversation.
Milan: Thank you very much and see you next time.
Ged: The next time. Milan?
