You're Procrastinating 80% of Your Time (Here's How I Fixed It)

If you are always busy, but you never achieve your goals, do you really have a productivity problem or do you have a priority problem? I used to work 16our

priority problem? I used to work 16our days and I would feel exhausted and like I got nothing done. And now I run a business doing multiple hundreds of millions of dollars a year and I have learned exactly how to plan my day so that I make time for the most important

things. So in this video, I'm breaking

things. So in this video, I'm breaking down the six principles the top 1% use to manage their time so that you can achieve your goals. Stop maximizing

time. I want to explain what a lot of people get wrong about productivity.

Everybody is trying to maximize their time. The top 1% of people are actually

time. The top 1% of people are actually doing the opposite. And I'll be honest, this used [music] to be me. A lot of people think that they need to maximize their productivity. Like, couldn't the

their productivity. Like, couldn't the day be twice as long? Like, I wish I just don't have enough hours. It's the

wrong way to think about it. I literally

had a conversation recently with a founder and I said, at some point, you have to make the switch where [music] your judgment is more important to the company than your work ethic. And that

is the only way to scale a company, to scale a team, etc. Training for judgment is very different than training for work ethic. [music] If you train for work

ethic. [music] If you train for work ethic, then you maximize how many hours you can spend working. You sleep less, you work weekends, you grind harder, like you just more and more and more of all these things. [music] If you train for judgment, you do the opposite. How

do you maximize how good of a state you are in to make decisions? Are [music]

you fed? Are you rested? Did you work out? Because when you're exhausted, you

out? Because when you're exhausted, you make decisions. And so it's really

make decisions. And so it's really recognizing that the top 1% they realize that their brains and their decision-m is what they're getting paid [music] for. It's how they get leverage. If you

for. It's how they get leverage. If you

can make a few good decisions, that will go so much further than like one week, two weeks, months of work. And [music]

so you can't just look at time in relation to your business. You actually

have to look at it in relation to the whole system. Because [music] if you

whole system. Because [music] if you don't prioritize rest, recovery, dampening the noise in the other pieces of your life, then your decision-m is going to tank. And so, a lot of people, for example, when they're starting off

in [music] business, you'll see like a lot of people who are struggling, they have crazy personal lives and like there's so much chaos going on. Whereas,

if you look at the top 1%, it's like they have this way of creating [music] almost like a cushion, like a cocoon. I

remember Jensen Hang talked about he's like, "I could not do this without the support of my family." And people ask him like, "Well, why is that?" He's like they've just been able to keep the noise [music] low. I think that's really

[music] low. I think that's really important because when you're just do product like it's just grind grind grind. It's like it's not really [music]

grind. It's like it's not really [music] that important cuz like you are noise.

So it's like noise around you is irrelevant cuz you're in the noise all day, baby. But [music] when you're

day, baby. But [music] when you're trying to be like the top 1% and make great decisions that are going to provide you with leverage, [music] you actually need to kind of cushion yourself from that noise. And so this is the biggest I would say [music] like

fallacy of understanding how to get to the top 1%. And I actually do think that kind of have to go through the point where you are grinding and putting in a lot of work and hustle. Like I don't know if you can skip that because [music] you don't learn good decision-m

until you've been in situations where you had to learn that. So if you keep maximizing, you will stay busy, [music] but you will also be exhausted and stuck because you will be the hardest worker who never [music] breaks through to the

next level. At some point you have to

next level. At some point you have to realize it's not about maximizing, it's about optimizing. And if you optimize,

about optimizing. And if you optimize, then you'll be in the right state [music] to build what only the 1% of people can build. That's the thing. Like

when you look at the top 1% of people in the world, would you think that their ability to work long hours or their ability to make good decisions is more [music] important? It's a real question

[music] important? It's a real question you have to ask yourself. And I will say as somebody who identifies with working long hours and working very hard, [music] this is like the hardest switch that I've had to make. It's like totally core to my identity. And I have a huge ego around how much I can work. And I'm

like totally trying to let it go because I'm like I need to focus on decision-m because I see based on how big my company's gotten that [music] my decisions are more important than my work ethic right now. And I will say work ethic looks different. I am working

very hard all day to [music] optimize for these decisions and making the right ones. It's just a different type of

ones. It's just a different type of training. Like I explained, the second

training. Like I explained, the second thing is treat your calendar as strategy. My productivity as a CEO went

strategy. My productivity as a CEO went through the roof when I realized that my thinking time is actually more important than my doing time. A lot of people can

get to really close to the top 1% off of hustle and like maybe the bottom of the 1% but there's no way that you go further than that that way and I don't know anybody who does. At some point you have to make this switch and like that

has been this year for me. I do less now than I ever have and it has been very hard for me personally because like I said I identify with working hard but I saw that this was so much more

beneficial for my business. Now why is that? Because if you have Titanic and a

that? Because if you have Titanic and a rowboat, you can row really hard and like [music] get a lot further in the rowboat by rowing, but like you don't row the Titanic. And in fact, if you tried to, it would be [music] such an

immense effort. It's like that's not

immense effort. It's like that's not even thing. We need a whole system to

even thing. We need a whole system to row this thing. So what does that mean about business? The bigger your business

about business? The bigger your business gets, the more important it is [music] that you pay attention to the strategy because if you pick the wrong strategy for the Titanic [music] and you go in the wrong direction, you're going to hit

a iceberg. you picked the wrong strategy

a iceberg. you picked the wrong strategy for a robo, not a big deal because you've got to get like five people to change. Getting 500 people to change

change. Getting 500 people to change versus getting five people to change.

Just common sense. [music] And so at some point, what you realize is doing more and having a busier calendar actually makes you worse at your job, not better when [music] you get bigger.

Because you make worse decisions when you're tired, stressed, hungry, overworked. [music] And the truth is at

overworked. [music] And the truth is at every level of business, you have to do less so you can open up space for what matters. And there is this switch where

matters. And there is this switch where it makes sense where you have to focus on the strategy because the machine has gotten so big that taking a reverse step is so much more taxing on resources that

it doesn't make sense to make the wrong step. And so you have to spend more time

step. And so you have to spend more time thinking thinking about the [music] business, thinking about alternatives, talking to people, networking, understanding what's happening, look at the market, look at this. So you want to become better at predicting what's going

to happen next in the environment, in the [music] market, in the economy, in your business. So then you don't have to

your business. So then you don't have to pivot the Titanic. Now second [music] to this, what would create terrible thinking? Like what kind of environment

thinking? Like what kind of environment would I need for my thinking to just be like lowquality? I would be supering

like lowquality? I would be supering busy. I would be supering stressed. I

busy. I would be supering stressed. I

would have backto back to back to backtoback meetings alling day. What you

see is a lot of people who are not in the top 1% they [music] treat their calendar like a to-do list rather than a strategy document. And they think that

strategy document. And they think that time management is like how do I fit in more? But in actuality it's how do you

more? But in actuality it's how do you cut more out so you only do the things that only you can do? Because think

about the amount of times you've made decision, you were tired, stressed [music] in back-to-back meetings and you just like, "Yeah, yeah, let's do that.

Agreed. Approved." And then you have to go back and be like, "I didn't realize this or I didn't know this." Why didn't you realize it? Why didn't you know it?

Because you were only operating with like 10% capacity. So when they said it to you, you weren't even thinking about it. You were thinking about the fact you

it. You were thinking about the fact you have to pee, you've got to eat, you're exhausted, and you have this next meeting impending in 5 minutes, and you're going to be late to it, and you haven't prepped yet. Your calendar

should be a reflection of the priorities of your business, not the other way around. If your calendar is not

around. If your calendar is not strategic [music] and it doesn't have the main priorities that will move your business forward in it, you are working for other people, not for yourself. You

cannot let other people dictate what goes on your calendar. You have to say these are the two things that will move my business forward this year. They will

comprise most of my calendar, [music] nothing else. And if it can't survive

nothing else. And if it can't survive without that, well, then it can't grow.

If your business needs you to do all these other things and you don't have time to do the things that will grow it, well then you have built yourself a job, not a business. So what do you want to do? All right, what is your takeaway

do? All right, what is your takeaway here? Add the priorities into your

here? Add the priorities into your calendar before you schedule anything else. Schedule the priorities of your

else. Schedule the priorities of your business, your personal time. When you

[music] need to take a break, when you sleep, maybe you take the lunch break.

Book your doctor's appointments, damn it. Get your thinking time in there. Put

it. Get your thinking time in there. Put

your time in that you're going to be making decisions. And most importantly,

making decisions. And most importantly, put the priorities first. then you have time left over for whatever other people throw your way that you deem is a priority to put on your calendar. And by

the way, if you want more strategies like this delivered every week to your inbox, I just launched Leila's letters.

I know [music] it's super cheesy, but you're not remembering, you're not going to forget, which are my unfiltered, unedited memos that I actually send [music] to my team. Like, I slack them these things and I've been doing it for years every single week. And you can grab them in the link in the

description. [music] Now, once your

description. [music] Now, once your calendar is strategic, it's not just like a dumping ground for all the tasks that you've decided you need to do, other people decide you need to do. You

need to protect [music] what goes into it because one bad habit can destroy a lot of stuff. So, what do you need to do? Okay, this principle is you want to

do? Okay, this principle is you want to go on a decision diet. Everyone says

that you should delegate, but most people do not understand why because your brain can only make so [music] many good decisions a day. You only have so much cognitive power. And research shows that the more lowv value decisions you're making, the worse your high

stakes decisions [music] are. So, think

about it like this. When you're in the gym, there's like a a phrase that people use called junk sets. Junk volume.

[music] It's like, well, you don't want to be doing a ton of junk volume. What's

that mean? It's like when somebody goes to the gym and they do so much warming up that by the time they get to their main set, they can't because they're exhausted. I remember I had a coach

exhausted. I remember I had a coach once. I was like, I don't know why I'm

once. I was like, I don't know why I'm never able to hit that deadlift. I was

trying to deadlift like I think it was [music] like 400 for something and he was like, "You can't because you do so much junk volume to warm your up." A lot of people make junk [music] sets decisions. It's like they have junk

decisions. It's like they have junk decisions and I used to do that. In the

past couple of years, I've eliminated dozens and dozens of meetings and operational responsibilities and decisions because I realized [music] that I was doing that. I was like, "Oh, I shouldn't be making this decision."

And I was like, "Oh my god, these decisions don't matter." Or at least they matter, but not to me. I am not able to make the most important decisions because I'm wasting my time making these small ones. And I realized the only thing I should be do is setting

the vision, allocating resources, leading leaders. Everything else

leading leaders. Everything else somebody else should do. I know you've heard about delegation before, but this is what most people get wrong about it.

People think delegation is about saving time. It's not. It's about preserving

time. It's not. It's about preserving judgment and bandwidth. And this is where most leaders fail. If you delegate [music] something and you still have to think about it, did you really delegate it? No. Like, if you still have to think

it? No. Like, if you still have to think about it, [music] is it true delegation?

There were times when I first had a business where I thought delegating was like, "Okay, I'm going to meet you [music] in the morning. I'm going to give you a list of stuff to do and I'm going to meet in the afternoon and you're going to tell me everything you did and I'm going to think about it all day. Did you do it right? Are you doing

day. Did you do it right? Are you doing it right? Did you say [music] it right?"

it right? Did you say [music] it right?"

No, it's still a mental burden. So this

is when you delegate tasks rather than authority. You have to delegate

authority. You have to delegate authority to people. If they can't make decisions in their role, then what are they really doing? They're just a task doer. They're your hands. Who wants to

doer. They're your hands. Who wants to be your hands? There's only a few roles you need like that in the business.

Everything else you need people to be able to make some decisions. And so if you still have the thing on your mind, delegating does not give you bandwidth.

You have to let somebody else think about the problem and run with it. And

if you are always the one thinking about all the problems in all the operations of your business, [music] you can't be the architect of your business. If you

aren't solving the problems that will grow your business, who is? Can't

delegate that. And that's kind of scary because if you aren't doing that, then what's the future of your business look like? Now, I will say this for

like? Now, I will say this for beginners. [music] You don't want to

beginners. [music] You don't want to delegate too early. You want to delegate when you have the right people in place and the right process in place because [music] if you're only delegating tasks and not true authority and decision-m,

you're still stretching your cognitive load. And you want to avoid doing that.

load. And you want to avoid doing that.

And so [music] you want to make sure that you have the right people that you trust can make decisions. Some of this you don't find out unless you let them make the damn decision. So like you got to trust people. [music] But at the same

time sometimes, you know, you're like, yeah, not really going to use the noggin over there. And so [music] make sure

over there. And so [music] make sure when you hire people, if I gave them this project and these decisions, would I trust that they would make them? It's

not just about taking tasks off your plate. It's about judgment. So you've

plate. It's about judgment. So you've

protected your decision-m. Now you need to eliminate the thing that fragments it. The next principle is batcher days.

it. The next principle is batcher days.

Okay, the number one source of exhaustion amongst leaders is literally just switching between things. If you

look at the job description of a leader, they have tons of things on their job description. Now, why is that? Cuz they

description. Now, why is that? Cuz they

oversee a lot of things, [music] which means they have to constantly switch between tasks. I was the queen of this.

between tasks. I was the queen of this.

I have been the queen of a lot of things that I don't do anymore. But at some point, you've got to look back and be like, do I want to be the queen of this?

And I was like, yeah, no, no, I don't want to be the queen of switching between tasks. [music] Two years ago was

between tasks. [music] Two years ago was when I really started doing this. And I

will say that this year has been a huge switch for me in going from operator to architect of my business. And so I have gotten ruthless with my batching.

Meaning instead of doing a bunch of different tasks, [music] I spend my time focusing on the few things that matters.

And my business has grown more in this last year than it ever has. Why do I do [music] this? To be more efficient. I

[music] this? To be more efficient. I

batch my tasks or projects by days. So I

have themed days. For example, today you see me on camera. I have a filming day today. The theme of today is like

today. The theme of today is like filming. What did I do this morning?

filming. What did I do this morning?

[music] I actually well I'm writing a book and so I started by writing the book. It like gets me into content mode.

book. It like gets me into content mode.

Then I go and I do hair and makeup. Then

I'm going to film and then it's like I'll do something else. I I batched some tweets earlier too. So it's like I'm doing all that in one day. [music] Then

I have a strategy day where I'm going through the strategy for 2026. Then I

have leadership days where I'm meeting with my executive leaders. And then I have creative thinking days for future.

These all allow me to get deeper focus [music] without pulling my brain in all these unrelated things that are going to steal my cognitive load. And so high quality output requires extended

cognitive immersion. There was a study

cognitive immersion. There was a study done at MIT that literally talked about how multitasking reduced [music] the accuracy of decision-m by up to 50%.

Here's the thing, like nobody's going to protect this more than you. So don't

expect people to think that like once you tell people you're batching your days, like they don't give a you own this company, they're going to come do everything. You train your team on how

everything. You train your team on how to treat you. Do not blame them if they interrupt you when you're batched. It's

called don't respond till later and then respond later when you're doing something else. Think about like this.

something else. Think about like this.

If you just worked on that one thing, how much faster would it be to get things done? A lot of times when people

things done? A lot of times when people tell me like, "Well, that's going to take 5 months." I'm like, "Well, why?"

I'm like, "There's no way that takes 5 months." What it means that you have

months." What it means that you have 17,000 other things to do and [music] you can't get to it for 4 months and so it actually takes a month. But if you did one thing at a time or a couple things at a time and had more condension

of your attention to do them, you would get things done faster as well and with more accuracy. If you think about like

more accuracy. If you think about like task switching, like it literally scramles your brain and then like people like, "Oh, I'm burnt out." It's like, well, yeah, it's not like you burnt out because the thing you're doing, it's because you're doing like 17 [music] things in one day rather than going very

deep and solving things. And like, if you're constantly solving important problems and seeing them from start to finish, you get a lot of gratification from that. If you're spread across 20

from that. If you're spread across 20 and you never see them finish and they go wrong and they're constantly not accurately solved, yeah, you feel burnt out. I get that. So, what you want to do

out. I get that. So, what you want to do is look at everything you do over a week. Try to chunk your days. Just theme

week. Try to chunk your days. Just theme

them so you can go really deep on one thing and not have to keep switching between multiple things or context of the thing. So now you've batched your

the thing. So now you've batched your work, but there's still one massive thing hiding in plain sight. Okay,

meetings. The fifth principle is to make meetings the last resort, not a rule and not a default. Okay, [music] if you understand this, you can eliminate I'm not with you. 80% of meetings. I say

this as somebody who had a tweet go viral of my calendar booked full to [music] the gills with meetings. I have

been there. I get it. And there is a better way. I remember when I first like

better way. I remember when I first like started me on this journey was like besides being like I'm in too many meetings. I read about how Jeff Bezos

meetings. I read about how Jeff Bezos and Amazon did meetings, how they did memos before meetings. [music] I said, you know, about three years ago, I switched acquisition.com and I said we're going to do memos before meetings.

Literally now it's like through the culture, we say no memo, no meeting.

We've got all these cute little like quippy phrases we use now. But what I realized [music] in that process, because it created so much discipline around meetings, is that most of the time when we do have to have a meeting,

it's because there's a large decision [music] that hasn't been made. And once

we make them, we don't need a meeting about it anymore. So there's no action to be taken, so we don't need another meeting. And a lot of the time, people

meeting. And a lot of the time, people think that meetings are leadership. But

often times, they're not. They're like

status updates or they're areas of clarity that should have been written down and should have had a system put in place.

>> [music] >> And so a lot of times we throw a meeting on the calendar because we need to solve a one-time problem, but we make it a recurring meeting. Or we put a meeting

recurring meeting. Or we put a meeting on the calendar because somebody's lacking clarity when we could have used [music] that time to create an expectations document that gave them clarity. Do you see what I'm saying?

clarity. Do you see what I'm saying?

Most meetings are [music] a band-aid for something else that's missing, but we don't know what it is. And so we just put a meeting on account. And a lot of the times it doesn't need to be recurring. It doesn't need as many

recurring. It doesn't need as many people in it that there are. [music] And

it just doesn't in general need to keep happening. And so if you're a leader

happening. And so if you're a leader with 20 or 40 meetings a week, [music] that does not mean you're leading. In

fact, sometimes it means you're very reactive and you're not taking time to be strategic. And this was very hard for

be strategic. And this was very hard for me to realize because I used to think it was like a badge of honor that I had so many meetings that week. And I see people now and I try to coach them on I'm like, listen, it's not cool that you have 50 meetings a week and I know it's

exhausting [music] cuz let's not pretend it's not. It's exhausting. I could have

it's not. It's exhausting. I could have been working so much smarter in my first business where I did this. So much

smarter, but I wasn't. And most of the time that's all it is is that people they have meetings cuz they don't have structure and you could use the time say like 30 hours [music] of meetings that you could eliminate a week to be building the structure so you wouldn't

need a meeting. That's it. This is the thing is like [music] we're just using them as band-aids. And the top 1% they don't do this. So what's something you can take away from this? Instead of

having a meeting, ask for a memo first.

I mean half the time when I just say great I need a memo before the meeting.

It's like that just eliminates the meeting because they don't want to write the memo. And for beginners I [music]

the memo. And for beginners I [music] want to say this. you might still need some meetings because you haven't built that muscle yet. It's not a zero to 100 thing to get where I've gotten where I understand the purpose and I can really see behind the requests and the agendas

and stuff. It's like it's taken me years

and stuff. It's like it's taken me years to get here. So there some of it you can't skip, but you can do a lot less than you think you might need to to get to [music] where you want to go. Now

that being said, here is the principle that changed everything. Once you have the structure [music] right, you need to work with your biology, not against it.

So you want to build your life around energy, not time. This is the last principle that I think a lot of the top 1% live by. They think about energy more than they do time. They don't manage

their time. They manage their energy.

their time. They manage their energy.

Cuz like you really can't manage time.

You can only manage the energy that you have during the time that you have given. And this is what a lot of people

given. And this is what a lot of people get wrong when it comes to time management. They book their entire day.

management. They book their entire day.

And they'll be like, you know what I'm going to do? I'm gonna have 12 meetings [music] and then I'm going to work on this in the morning and then I'm going to do this at lunch and I get home while I ride my bike and eat a PB sandwich.

I'm going to go down on my wife and I'm going to do all of it at the same time.

It's like you know those people. Uh and

I have said that to many people before.

I'm like it's not a badge of honor that you work out while you eat and while you your [music] spouse. Let's not do that.

We don't want to result to that. Like

when I have people tell me they're like I book time to have sex between I'm like what is happening here? What they're not considering is this. How good is it going to feel to do [music] that when you've just been in 12 meetings?

Seriously, while you're riding your bike, eating your sandwich, having sex [music] with your spouse? What's your

energy like when you just had 12 meetings back to back? People try to force [music] productive activity when they're in a low energy state. And then

they get mad at themselves and they didn't get it done. They're like, "I don't understand. I put it on the

don't understand. I put it on the calendar that after I had eight meetings today, I was going to work out and then I was going to talk to my friends. I was

going to go on that hike and then I was going to have dinner with my wife." But

you know what? I was exhausted by the time we were supposed to have dinner.

Definitely didn't want to get my freak on. I wonder why. Comes with

on. I wonder why. Comes with

understanding your biology, not working against it. [music] Understand when do

against it. [music] Understand when do you have the most energy? When is your peak thinking time? When is your peak activity time? When is it best that you

activity time? When is it best that you meditate? Do breath work. What are the

meditate? Do breath work. What are the decisions that you have to make and when should you make them during the day? For

me, for example, something I learned very early on is that past probably 2 or 3:00, I do not make big decisions. If

somebody comes to me, Alex probably to this day hates [music] this about me.

He'll come to me at like 3 or 4:00 and I'm pretty I can feel like I'm cognitively like my low it's low and he's like what do you think about this?

And I'm like let's talk tomorrow. He's

like why? It's 3:00. I'm like I know but I made so many [music] decisions and I already worked on this thing this project for 6 hours. I don't have the mental load to make this decision right now. I can just feel it. It's not there.

now. I can just feel it. It's not there.

I can't access it. I'm like okay. So

instead [music] of trying to push through that I say you know what I think I'm going to go for a walk instead or maybe I'm going to work out. do

something like fun or write cards or something that doesn't require a ton of thinking. A lot of people look at their

thinking. A lot of people look at their calendar and they say, "This is how many hours I've in a day. I could be working all these hours." But how many of those hours because you're doing them when you're in a low energy, low cognitive state, do you then have to take those

hours and just put them on another day because you have to redo the wrong. You

have to reverse the decisions that you made poorly. You have to remand the

made poorly. You have to remand the conversations that you had that were poor because you just shouldn't have done it in the first place. You should

have just said, "I'ming tired. I need to go do something that requires zero thought." And so for me, I think about

thought." And so for me, I think about it like how do I have to architect [music] my day so that I can maximize my peak decision-m and my clear thinking

time and then how do I schedule things during that time that are going [music] to maximize or I'd say that take advantage of that and then how do I put other things at a time I'm not so like for me I wake up I meditate [music] and then I'm like okay I'm going to go I'm

going to have water I'm going to do whatever and then I'm going to sit down I'm going to work I'm going to work on the things that I know are most important to move my business forward I'm not going to respond to Slack I'm not going to respond to email I know now I'm in peak mental time. I know I've done my most important work when I'm

peak cognitive [music] bandwidth. And

then I say, "Okay, great. I'm feeling

like a little tired. It's been 3 hours.

Like I can feel my brain's like, "Uh, you need to pick me up." I'm like, "All right, now I'm going to go on a walk or I'm going to work out. Then after that, I'm going to go in and I'm going to do whatever else I need to do with my day."

We need to think about how our bodies, how our energy affects what we're doing every day. I have had to redo and undo

every day. I have had to redo and undo enough decisions in my lifetime because I made them when I was cognitive banners with low. [music] But it's like we

with low. [music] But it's like we equate being tired with being lazy a lot of times in business. And I think that that's why people are afraid to say it.

But it's just the truth. Like we only have so much we can give. We're not

robots. Now, a lot of research shows that most people have 90 to 120 minutes of peak [music] focus doing any one thing. I think that's a good place to

thing. I think that's a good place to start is like chunk your peak productivity time. just put two hours on

productivity time. just put two hours on the calendar um and start there and like see do you have more, do you have less etc. I think what I have learned is I have stopped [music] trying to be switched on all day. Instead, I create different zones of my days. It's like my

days are themed and then I have zones within those themed days of knowing when I want to make decisions when I have the emotional or cognitive space for [music] something or when I just need to like let loose, relax, and like not be doing anything. And I think what this does is

anything. And I think what this does is it allows you to [music] sustain high performance over long periods of time without feeling burnt out, exhausted, etc. And ironically, you get more done in a shorter period of time. So if you

try to sell me on this 10 years ago, I've been like, "No." But now I'm like, "This is how you [music] get to the top 1%." So what can you do? What is the

1%." So what can you do? What is the takeaway for this? Look at your day in terms of energy. Like look at what you have scheduled on your calendar and then like ask yourself, how's that going to feel? Like think about it almost like a

feel? Like think about it almost like a customer experience, but for your calendar and for yourself. like what's

the customer experience walking into that day? Oh, [music] she wakes up and

that day? Oh, [music] she wakes up and then she has 17 meetings on her calendar and then she and now the cortisol starts to rise and she starts to feel anxious.

It's like let's not [music] do that.

Let's not work against the fact that we are humans and we have finite amounts of energy and we [music] can do things, don't get me wrong, there's so much that we can do to create more energy. But

first, I just want you to understand [music] it. When is your peak thinking

[music] it. When is your peak thinking time? When do you need to eat? When do

time? When do you need to eat? When do

you realize you need to move? Design

your day around those natural rhythms and take advantage of them rather than trying to fight them. Look, I know that getting everything done and being successful feels like a lot, but I want you to remember that you don't need to

always do [music] more. The top 1% understand that you need to be more strategic about what you do do and what [music] you don't do more than you need to maximize what you are doing. And

hopefully after watching this video, you understand a place to start. [music] So

now the next step is learning how to lead people effectively because even with the perfect systems, [music] nothing works if people won't follow you when things get hard. I appreciate you guys watching and I will see you on the next