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Welcome to the Success Architect, where we don't just build homes, we build legacies. I'm your host, Jake Lewendall, custom home builder and coach. Each week, I sit down with builders and entrepreneurs who are ready to 10x their business, their health, and their mindset. This is where blueprints become breakthroughs. Let's get to work. Alright, guys, what's up? Welcome back to The Success Architect, and this is a bonus episode. We are just going to do a really quick recap of the last five episodes, each law of leadership, so that you can implement these into your life, and your personal life, and your relationships, and your business right now and create a better life for yourself. Day one, the law of ownership. This is extreme ownership. You are taking ownership as the leader, and you are taking ownership for every little thing that goes wrong in the business. Because as the leader, luckily you get to take ownership for the things that go right too, but the harder piece is the things that go wrong. The big caveats with this is don't take so much ownership that no one else on the team has ownership. You need to learn to delegate some ownership to your team members, and that in itself is taking ownership by properly delegating. And that goes into day number two, the law of standards. When we are delegating our ownership of a specific result to someone on the team, it takes standards. You don't get what you preach, you get what you tolerate. So if you don't have standards, all you're gonna get is what you tolerate, which is probably shit. So set those standards, move ownership and delegate it to a team member, and you are gonna have a much better, much better life. That goes into day three, the law of clarity, and the discussion of the bottleneck. So when we are transferring or delegating our ownership to a team member, we have to do it with clarity. Because right now, if that team member does not get clarity when you transfer ownership, they're going to be asking questions, which are going to come back to you and it's going to waste your time. They're going to be unclear, which is going to mean you as the leader are constantly doing check-ins to see where they're at because you don't know if they've hit the result yet. Because you probably didn't tell them what the result was. So the law of clarity. We need to define the mission, which is why are we doing said task? Number two, what is winning? What does winning look like exactly? Because now you don't have to check in because they know exactly what winning looks like. Number three, what is the next step now that you take toward getting that win? This is what clarity looks like. And this is how you get rid of the bottlenecks in your business. Starting with you as the leader, then starting with the other leaders in your business. The entrepreneurs and the people in your business who are leaders need to look at where they are a bottleneck and take themselves out of that system by properly delineating ownership to their team. All right, next is day four, the law of balanced leadership. Now, this is starting to bring everything together because transferring guidelines and standards and results and communicating this stuff to team members sometimes can be really daunting. It's difficult. You're being very specific and direct with team members in order to do this thing, this transfer of ownership. And this takes balanced leadership. Specifically, we are living in the middle, we are not living in extremes. Now, a couple ideas to think about. Are you too intense? What is your default stress response? Are you too intense or are you too soft? Are you too controlling or are you too hands-off? I want to talk about the counterbalances to each of one of each one of these really quick. If you are too intense, the counterbalance to test out for this week is to first ask a question. When you first are feeling very intense and maybe you want to jump in and micromanage or yell at someone, why don't you ask a question first? First question is probably Did I screw this up? Am I taking ownership for the mess up? Number two is too soft. Are you too soft? If you are, the counterbalance is ask one direct question to a teammate daily. And this is a very small habit in order to get you comfortable with the uncomfort of asking these questions and being direct with team members. Number three, are you possibly too controlling? If you are, the counterbalance is delegate one decision every single day this week. Just one. Make sure you use the standards. Use the mission. Use the specific result that you are after. Make sure it is defined and communicated, and let your team member go be successful in their own right. Finally, are you two hands off? When you get stressed, do you step back? Do you default to just putting your hands up and walking away? If that's the case, check the scoreboard daily. Make sure you have metrics, make sure you have standards in line and make sure you know what winning looks like. And then check in from the background. Check the scoreboard. See how things are going. If things aren't going well, now you have to have a direct conversation. If things are going well, you get to continue being hands-off. That's fantastic. Finally, the law of relationships. In order to be successful with everything we've talked about, there has to be a level of friendliness, but not too much familiarity. As a leader and creating good culture, we do things like take our team members out for a boat day in a very intimate setting where we're talking about personal lives and we're all really close together. That is being friendly. Now, taking it too far to familiar is maybe sitting on the couch uh watching a football game every Sunday with one specific team member over others. Now, this is where boundaries get blurred. You have a risk for favoritism. It's very hard to have a difficult conversation with this person, which means you are not being successful at any of the other laws of leadership, and you are not actually leading this person. Find that balance of being friendly but not too familiar. That is everything for the five laws of leadership. And I really hope it helps you go be a better leader, build better teams, keep those turnover rates low. Like keep people on your team because not only is it expensive to bring on new people, but when you have a team with low turnover, you become this group and you become a force to be reckoned with. It's so fun having a team who cares, who wants to work together, who enjoys working together, and you get a ton done and you grow the business as fast as you want to. So go out and kill it, guys. Thank you for listening. We'll see you on the next one. Thanks for tuning in to the Success Architect. If today's episode helped you lay a stronger foundation for your business or your life, subscribe and share it with someone ready to do the same with theirs. You can follow me, Jake Lewendah, on social for daily tips on health, wealth, and building success that lasts. Until next time, keep designing, keep building, and keep leveling.