Milan: [00:00:00] Yeah, let’s try to keep one tree one tight because it’s a
Ged: Yep.
Milan: Ged: That should be a pretty easy one to do, shouldn’t it? Yeah. Mm-hmm.
Milan: I have a, a joke to add and that’s about it. Yeah.
Ged: So we’re gonna reference Dan Martel. We’re gonna reference l David Marque.
Milan: Whatever you feel like
Ged: Mm-hmm.
Milan: Appropriate. Yeah.
Ged: Yeah.
Milan: How this applies outside of business. Briefly,
Ged: Yeah. Okay. Okay, let’s go straight in.
Welcome back to Card Cast. As always. I’m here.
Milan: Sorry. Sorry, once more. I was just doing some weird stuff there.
Ged: Right. Okay. No worries. Mm, yeah.
Milan: Forgetting that, you know, look and not
Ged: Mm-hmm. [00:01:00] Mm-hmm. Yep. Okay.
Welcome back to podcast as always. I’m here with Milan Veverka now, we’ll, I’m gonna start again. I’m gonna start again.
Welcome back to podcast. As always, I’m here with Milan Veka, and as always, still we are gonna pull a card from the deck and see what we are gonna talk about today.
Milan: And we have the 1 3 1 principle heart card. Psychology, leadership of people, people issues, or as we like to call it in Metronomics, the human system. And what goes into that? Are you familiar with the 1 3 1, by the way?
Ged: Yes, absolutely mean. I’m, I’m a big fan of Dan Martel. And you know, the. The, the work he does and particularly in buy back your time. Yeah. Buyu time was the book there. He talks [00:02:00] about that. So it’s, so, it is something I’ve been ta I’ve been taking a lot of my clients through at the moment. ’cause I’m, I’m not sure what the environments like in Canada, but in Australia we are seeing a lot of companies having to really focus and double down on execution and just making sure that they are being as efficient and optimal as possible.
And that’s causing a lot of CEOs to have. To have difficulties in getting out of the weeds. They can’t get out of their day to day. And this is one of the tools I’m using to show them how they can start to clear things off their decks, off their desks so that they can focus on more strategic, more business, more customer focus activities.
So yeah, I, I love this concept and I’ve been using it a lot recently.
Milan: It is a, you know, it is sort of a second step on the journey, right? The first one it’s a separate card and maybe a separate episode of this card of card cast is the what do you recommend,[00:03:00]
Ged: Hmm.
Milan: Which
Ged: Yeah, which, which is the first step in, in getting people to understand that they need to, to step up and take accountability for things. So how do you start pushing things back so other people start making decisions? So it’s about delegation, but not delegation with abdication. This is about getting people to take ownership and then taking things willingly.
Milan: And effectively ensuring that they. Feel the accountability to think before asking. Right? Because the trouble CEOs run into, when they don’t stop answering questions is that they’re training people to be lazy. Right. If you know, the CEO always tells me what to do, that means that there is no space for my creativity or anything like that. Why, why bother? Right?
Ged: Yep.
Milan: Is there, [00:04:00] it’s a freeing experience for both parties. And 1, 3, 1 is a great tool, right? Because it’s literally telling you, Hey, think about not just one, but multiple options and come up with a reasoning. So then the leader. Can focus on the reasoning and on the way of how you know, their teammates arrived at that rather than worrying about the solution itself.
Because the answer’s probably there, and if not, we’ll figure it out. But we need to improve the method of getting there. And 1 3, 1 is fantastic for that. So maybe just to summarize. What you want, what you want your people to do is when they come to you with a problem or question, they need to come with one problem at a time. Need to bring three different solutions that they already, or answers that they already taught about. And then the last one is the one recommendation they should recommend, which one of the three solutions they think would be best. Just
Ged: [00:05:00] Yeah.
Milan: How differently that conversation goes than when only the question is asked.
Ged: Yeah, so it’s taking what you recommend and extending it, and it’s basically saying, okay, here is my problem. These are the three options I’ve thought of or considered, or the three solutions I’ve looked at. And outta those three, I think this is the one that we should too.
Milan: Basically, once get used to the fact that you’re going to ask them what you recommend first, you know, then you can double down and say, I will not ask you for one recommendation anymore. I will also want three different thought through options that we can then. Figure out is the best one for the for the desired outcome.
Ged: Yeah, and, and this is a, this is a very, very simple tool, but try it today with your team, with your business and see if your, if over time you start seeing a difference in how people react and respond and engage with you. Because if you apply this tool well, you’ll, you’ll see people start to take the [00:06:00] initiative.
You’ll see people start to make decisions. And at some point they’re probably going to stop coming to you in a good way because they don’t need to come to you anymore, and they’re gonna come to you for the big things they’re gonna come for to you for the things that they really need your input to.
But the day-to-day stuff, yeah, they’ve got that now they’ve got that.
Milan: Exactly. You know I am a mentioning a leader that went through a transformation when everything depended on them to really start. Using 1 3, 1 so heavily with everybody. And, a couple of weeks ago I had a one-on-one with him and he said you know what, I’m building a house. And the general contractor came to me with a question.
I, and I used 1 3, 1 because I have no idea. He’s got, you know, he’s the expert, right? So I just told him like, don’t come with to me with a question if you don’t have three different solutions and your recommendation. And so he was little taken aback, but. We got there eventually, and I’m very [00:07:00] happy with the progress.
So, you know, it’s, it’s just a tool communicating to a communication tool when you want to rely on somebody else’s expertise, regardless of the relationship. Right. And you, because you don’t necessarily have the background and the understanding the solution itself.
Ged: Mm-hmm.
Milan: A way to. Build trust in the process of how the solution was researched and chosen.
Ged: Yep. Yep. And at the end of the day, you know, paraphrasing Steve Jobs, you know, why would you hire great people and then tell them what to do?
Milan: Exactly.
Ged: Hire great people and let them loose? Now those O players who are running on ahead because they know exactly what to do and which decisions to make and how to make them and when to make them,
Milan: Absolutely.
Ged: You gotta, you gotta enable people to be successful.
Milan: And one three. One is a great tool. Give it a try and if you feel it’s [00:08:00] too much, start with what do you recommend?
Ged: Yep. Yeah.
That’s a wrap.
Milan: Yeah, I think
Ged: Mm-hmm. Okay. I was gonna pause there. Do you wanna take a short break?
Milan: Let’s do the intro so we don’t forget about it.
Ged: Oh, of course. Sorry. Yeah, yeah, yeah. Of course. Course, course. Yeah. Mm-hmm.
Milan: A great idea. And then we do plan or not to plan
Ged: Mm-hmm. Yep. Yep.
Milan: The Hamlet question. Hamlet
Ged: Mm-hmm. Yep. Mm.
Milan: Okay.
Ged: Today we talked about the 1 3 1 Principle, which is an elaboration of the What do you recommend concept by l David Marquette. So Milan, what do we talk about today?
Milan: We made several references to Dan Martel, who is the, author of Buyback Your Time, which is where we lifted this, this concept from, [00:09:00] we said a few. We described a few stories and we gave a practical advice in how to use this tool. Fabulous,
Ged: There we go. And there it is. Mm-hmm.
Milan: Excellent. I
Ged: That’s all we need. Yeah.
Milan: As good
Ged: That’s all we need.
Milan: Yeah. Yeah. It
Ged: Yep.
Milan: Loose, but it’s all right. So bottom of
Ged: I’m gonna pause the recording and yeah, I gotta turn the oven on and get my oven hot for bread. So I will pause. Well stop rather,
Milan: Okay.
Ged: Okay.
