TLCL Podcasts - The Low Carb Leader | Vision, Plan, Implement: A Winning Formula for the Chicago Cubs and Your Career

The Chicago Cubs have had an amazing 2016 baseball season, but what does that have to do with becoming a great leader in your business or organization? If there’s one thing we can learn from the Cubs winning the World Series after a 108-year losing streak, it’s that having a vision, developing a strategic plan, then implementing that plan to receive the desired results is critical to leading your team to victory!
On today’s episode, Jacob, Kyle, and Dan talk about how to create a vision, how to evolve that to create a shared vision, how to develop a strategic plan around that vision, and how to implement that plan to bring your vision to life.

“Make small steps and you’ll be able to get through it.” – Jacob Roddis

This week on The Aspiring New Leader Podcast:

  • Understand what your vision is. State your goals.
  • Your vision should be big. It’s the “big picture” of what you believe is possible.
  • 88% of survey participants for a Harvard Business Review article said that a leader should have forward-thinking qualities.
  • The best way to lead people into the future is to connect them deeply in the present.
  • Why it’s important to foster and nurture relationships while building and growing your network.
  • Remember: Don’t become overwhelmed when developing a strategic plan. You make strategic plans every day – whether you realize it or not!
  • How a quick, daily huddle around your goals can motivate your team.
  • Why creating an agenda around your meetings can be beneficial for everyone involved.
  • Why creating motivational retreats around your priorities can positively impact the success of your vision and goals.
  • Why it’s important to define clear roles, clear tasks within those roles, and set hard deadlines.

The Aspiring New Leader’s 5 Steps to a Strategic Plan:

  1. Situation Analysis
  2. S.W.O.T Analysis (Strengths, Weaknesses, Opportunity, and Threat)
  3. Developing goals and objectives.
  4. Developing strategies and tactics.
  5. Execution.

The Aspiring New Leader’s 5 Steps to Properly Executing a Strategic Plan:

  1. Set clear priorities and goals.
  2. Use the right data.
  3. Use the data correctly and encourage improvement.
  4. Assess and reassess your progress.
  5. Stay focused and motivated.

The Takeaways:

  1. Your vision needs to be big.
  2. Be specific about what you are trying to accomplish. It guides your direction.
  3. Specifically measure what you are trying to accomplish.
  4. Continue to evaluate your success and make modifications as needed.

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Read Podcast Transcript

004 – Vision, Plan, Implement: A Winning formula for the Chicago Cubs and your career

Introduction

DAN: Welcome to the aspiring new leader podcast. I’m your host, Dan Perryman, and you have joined us for episode 4. In today’s episode we’re going to be discussing how to create a vision, develop a strategic plan, and then implement that plan. We’re going to do it in the context of the Chicago Cubs and how they went from a losing team to a World Series champion. We’re going to talk about a hospital program that we implemented and then we’re all going to talk about individual projects and how we took those projects through the process.

Before we begin, if you listened to last week’s episode I brought back both celebrities from last week, so welcome back Jacob and Kyle.

KYLE: Thank you for having us.

JACOB: As always happy to be here.

DAN: Yep happy that you are here. Before we begin, I want to share that we’ve had a lot of positive feedback. We actually now have viewers from Sweden and the United Kingdom, and we’ve had a lot of downloads this last week so thank you for listening to the podcast. Over the last week we had listeners to provide us any stories they had about their Chicago Cubs and memories they had from their childhood, so we’re going to start with a story.

Listener Craig’s Chicago Cubs Memory

JACOB: Holy cow, play ball! Craig from Indianapolis shared with us “I became a Cub fan the day i was born. My parents told me when I was growing up that they thought I was the curse breaker. I was born in October 1984 and the Cubs were up 2-0 on the Padres in the National League Championship Series and playing in game three. They lost that game in the series, but hearing that story got me hooked. My love for baseball and hearing that story only cemented my love as a Cubs fan. My grandpa, Jerry, was also a big Cubs fan and he was someone that I had a strong connection with. Baseball is in my family blood and so are the Cubs. Being a cubs fan is like being a believer in God, for me, there’s no other choice.

DAN: That’s a great story; a lot of people do have a lot of memories about the Cubs. Mine’s really not that sentimental. Mine is, I wasn’t really a baseball fan growing up and my dad used to watch all the Cubs games when they were at 1:15, they were always day games before the lights. And he would always fall asleep watching the games and I would try and change the channel. And every time I changed the channel, he would catch me and say put the game back on. So that’s my Cubs memory right there.

JACOB: He knew exactly when you went to change it.

Creating a Vision

DAN: Yea, exactly. Let’s get started. Jacob, you want to talk about the vision behind the Chicago Cubs and what they did

JACOB: With the vision, we’re going to start with the purchase by the Ricketts Family. So the tribune owned the Cubs previously and they were going to file for bankruptcy and include the Cubs. The Ricketts family put in a bid to purchase the Cubs. It included a 95% stake in the Chicago Cubs, Wrigley Field, and a 25% stake in Comcast SportsNet Chicago. That sale finalized in October of 2009 for a cost of around $900 million and currently is the highest paid for a pro sports team, 2nd being the Red Sox when they were purchased for around $660 million, but that did not include Fenway Park. The Ricketts family vision from day one was to bring a World Series to Chicago.

DAN: Yea I read in the Chicago Tribune article that the Ricketts family made winning its top corporate priority, and that was always it’s priority to win. So they didn’t buy it just to have a team, they bought it to win a world series.

JACOB: The Ricketts family are Cub fans, they grew up in Chicago, and they grew up watching the Cubs so they know the pain the Cub fans have gone through. So that’s why when they purchase their main goal was to bring a winner to Chicago and win that World Series.

DAN: That’s very cool, Kyle, how does one set a vision?

KYLE: Well to apply this to your personal life or your own career, you have to understand what your vision is. State your goal. This needs to be your first steps do you know what you’re striving for. And your vision, like the Ricketts family, should be big. It’s the picture of what you believe is possible. So the bigger the vision, the more excitement it will create within your team. You want to aim for the top and set that standard from the start and really believe in it so your passion for this dream will ignite those around you. And while I was doing some research on creating a vision, I came across an article from Harvard business review. It’s called “To Lead, Create a Shared Vision”. And in this article they surveyed tens of thousands of working people around the world. The question they asked them is “what do you look for and admire in a leader?” and the number one requirement of a leader was honesty. Which I didn’t find surprising and that was also the top ranking attribute of a good colleague. But the second highest requirement of a leader is that he or she should be forward thinking and this applied to the leader role. So among those that were part of this survey, 88% of them found that a leader should be forward thinking. No other quality that was surveyed, no other characteristic showed such a dramatic difference between a leader and a colleague. So it goes on to state, that this points to a huge challenge for the rising executive. The trait that most separates the leader from the individual contributor is something that they haven’t had to demonstrate before in a non-leadership role. And researchers who study executives work activity estimate that only 3% of a typical business leader’s time is spent envisioning.

DAN: I think the really interesting part of this article is that when they talk about shared vision. So they say, yes, leaders must ask what’s new, what’s next, what’s better? But they just can’t present their own vision. So you somehow have to create a shared vision because people want visions of the future that reflect their own aspirations, not just the leader’s aspiration. Which I think is a very important point of how do you engage your employees, or coworkers into your vision. It also continues with the best way to lead people into the future, is to connect them deeply in the present. So how do you apply this visioning process? We’re going to use the example of a program that we started at the hospital and it is to provide technologically advanced surgical procedures. So the vision was, how do we create a program around delivering this robotic surgery? So really, the only visioning part was seeing how we could develop a program that is really the vision. So we just wanted to provide a better way of doing surgery, a more advanced way of doing surgery so that was really the vision.

So we talked about the Cubs vision, we talked about the million dollar robotic program, but maybe listeners can relate to these bigger programs because it’s not part of their world so let’s talk about individual visioning and how you’ve completed that in your life. Jacob?

JACOB: Well in my life, my vision was to complete my MBA. I knew that an MBA or master’s degree was needed to exceed. My vision was to go and complete my MBA.

DAN: Kyle, you talked about how you created this vision around becoming a better networker and getting out of your comfort zone.

KYLE: Right, I spoke about that in our last podcast about the importance of networking and how I made it a goal of mine the past couple of years to really expand my network, go outside the box, get involved in more community events, and I have seen time and time again how that has made me successful in so many avenues. Whether it’s making new friends that help me with carpooling, with my kids, with sports, whether it’s taking me on a different path with my career. Networking is beneficial to every avenue of your life.

DAN: The example I have is starting this podcast so my vision was I wanted to find a way that I could share the message of leadership. And at that point I wasn’t sure what the best medium was so was it podcasting? Blogging? So really the vision was just how do I share the message? So think the take away here is that the vision has to be pretty specific, but it’s a broad, big vision. And then the next step is to move into the strategic planning process of it. SO Jacob, how does that relate to the Cubs story?

Strategic Planning

JACOB: Yea the Cubs story, as we talked about, their vision was to build a winner. They had to take a strategic plan and lay that out to build on that vision. So the key to remember is that the Cubs are an entertainment and business venture, so without a successful business, the World Series wouldn’t be possible. The Ricketts family wanted to build a winner and they knew that that would take time so Tom Ricketts openly went out to the Cubs fan and said ”we got a plan, this is what it’s going to be but it’s going to take 5 to 6 years to complete. So we’re going to need you to be patient with us because we’re going to have some bad seasons in between.” and the Ricketts family purchased the Cubs in 2009, and from 2010-2014 the Cubs endured 5 straight losing seasons, with the worst season coming in 2012 when they lost 101 games. So when you talk about a strategic plan, there are five steps: theirs the situation analysis, the SWOT analysis, developing goals and objectives, and developing strategies and tactics. And I’m going to walk through what the Cubs did in each one of those areas.

  1. Situation analysis: Tom Ricketts and his family accessed the team and business. They identified that payroll was full of underperforming and overpaid ball players and that the team lacked the leadership into a necessary direction
  2. SWOT analysis: Their strengths were the fan base, the weaknesses were payroll, their facilities, and their lack of depth within their minor league organizations. The opportunity was to build from the ground up and their threat happened to come as the city of Chicago came across some hurdles in their goal to build better facilities.
  3. Developing Goals and Objectives: Their financial strength is one of those things that they wanted to look at as their goal and objective and that was TV and then sponsorships and partnerships. As now, when you look at Wrigley field, you see giant Under Armour signs in the outfield and Toyota signs in the outfield which helped with the offsetting of building better facilities. And then, win the World Series, which was the ultimate crown.
  4. Building strategies and tactics: they needed to hire good people, shed payroll, build the minor league international talent, upgrade facilities, and in the Cubs way. And then finally, as you’re building a strategic plan, there’s execution. Which we’ll touch on all those things that I outlined just here shortly when we get to execution

DAN: Yea what’s amazing with the Cubs is their strategic patience. This was a million dollar investment, yet, they were very patient with their plan. They developed a strategic plan and they stuck to it despite…I  think the family was pretty much criticized throughout the years , right? When they weren’t winning…

JACOB: They were criticized throughout the years. They were criticized more from outside media and the city then they were the fans. If you take in any games during that time, you kind of understood the patience behind the fan base. They understood what the Ricketts family were doing because they’re true baseball fan. So they knew to build a winner and a lasting team, that you were going to suffer through these hard times a little bit. And when you’ve suffered through 100 losses and 3 years of previous losing seasons, what’s another five?

DAN: Good point. Kyle, how’s this apply to the robotic program.

KYLE: Well building a strategic plan around the robotic program started with initiating relationships with new providers and practice managers and utilizing the network that I had already built to help me expand this service line. It circles back to the importance of having a network and continually building and nurturing those relationships within your network. That’s a key point, you need to remember, when networking, you also have to foster those relationships. You certainly can’t meet someone and go back three years later and expect to get help from them right away. You have to work it, nurturing those relationships and keeping them going. And networking is also a way to research successful pathways that others have used to execute a strategic plan. I think as a leader, it’s important not to let yourself become overwhelmed by this step, in creating a strategic plan, because really we all create strategic plans, probably weekly, without even realizing it. An example I had thought of earlier was just planning thanksgiving dinner. You might have 10, 20, 30 people coming over to your house and you wanted dinner at 4:30 and so, who brings what? What time is it? Whose house is it going to be at? That’s an entire plan that you’re creating with one shared vision at the end of the day. So it doesn’t have to be over thought ad it doesn’t have to be overwhelming to the leader because your team is going be there. Your job is just to ignite the passion behind it.

DAN: I think the process of strategic planning is really the same around every project, whether it’s  big project or a small project. I’m sure that the Cubs strategic plan was pretty comprehensive since they were spending billions of dollars. But stating a robotic program where you’re spending a million or two, you have a pretty comprehensive strategic plan. The individual projects we’re talking about, you have planning around those projects too. So it’s really the same process it probably just the comprehensiveness of how much money you’re actually spending. Jacob, what’s the strategic planning related to your MBA.

JACOB: Yea so when I looked at masters programs, I researched different masters programs out there. From fulltime, to part time, to online. I looked at the ranking, I looked at the cost, how long the program would take, whether it was accredited or not, and then experiences offered during that program and then I also talked to people who had graduated from those programs to get a sense of what they felt and thought about the program. So I narrowed it down to three potential schools and I knew that I would perform better in a classroom environment  then online, and that the part time program was a better fit in my life along with my learning style. From these personal examples we’re providing, from everything is basic to Kyle talking about Thanksgiving dinner, to us talking about the Cubs big picture. I really liked Kyle’s example because when we talk in business terms about the strategic plan, it can be kind of overwhelming. But when you get down to the meat of it…you’re making a plan every day and it can be as simple as your thanksgiving dinner and you relate it to that, you’re like “ok ,this is not as overwhelming as I thought it might be”

DAN: Great point. You know related to the podcast, I was trying to figure out the best way to send out this message of leadership and get other people involved. And I read that there’s like, I don’t even know, 400 million blogs across the world, which is a pretty daunting number. Then I realized that with podcasting there are maybe 400 thousands podcasts. And there weren’t many leadership podcasts and there really aren’t any focus towards the new leader. So that seems to be the right way to go. So then I had to develop a plan around….I know nothing about podcasting, so I had to look at taking a course, and then buying equipment and software, and then I know nothing about social media so I had to learn about that. Then ideas around whether I wanted to do this show by myself or have guest hosts. So I went through this whole process and really had to make a determination of whether I wanted to get into this or not because through the strategic planning process it was much more comprehensive than I thought. I think that some people think that doing a podcast, you just turn on your iPhone and plug it in. well if you want to do a quality podcast there’s a lot involved in it. I think whatever your project is, I think you want to go through some process just to understand what’s involved. So setting the specific vision and then finding out kind of vetting out what steps are involved, that’s the process around that.  So Jacob.

Jacob’s Cubs Memory

JACOB: (As Harry Caray) Holy cow, Dan, do i!

DAN: That Harry Caray, if you didn’t realize it, is Harry Caray. There’s no copyright infringement there because it’s Jacob.

JACOB: And it’s a terrible impression. Terrible. So my fondest memory of watching the Cubs, or why I became a Cubs fan is because of my grandfather. So Craig, from Indianapolis, mentioned his grandfather and I think a lot of us grew up rooting for a certain team because of your family ties and that is for myself as well. So my grandfather and I watched Cubs game in the afternoon together. And my mother worked so I stayed with my grandparents during the day and everyday my grandmother would make us lunch and dessert was always included, thanks to my grandfather who had a sweet tooth. Then we would go watch the Cubs games at 1:20 in the afternoon on WGN (and that’s 1:20 Central Time). But we would sit there, we’d watch Ryne Samberg, Andre Dawson, Rick Sutcliffe. All of those good guys in the 80s and early 90s and then of course Harry Caray was the greatest announcer ever, compared to my grandfather and his talking, and with Steve stone who helped him out.

DAN: Yea I remember Steve Stone.

JACOB: I can still picture to this day, the couch we would sit on and my grandparent’s room to watch the games. We’d get excited when Harry Caray and sing the 7th inning stretch. Occasionally, I would even get a sip of my grandfather’s beer while we watched the games. Isn’t it a nice memory there? But sadly my grandfather passed away before he could see the Cubs win the World Series. During his funeral, all the pallbearers wore Cubs hats and he has the Cubs’ emblem on his headstone. So before game 7 of the Cubs of the World Series, I drove to my grandfather’s headstone, just kind of had a moment reflecting on the memories that we had together, growing up a Cubs fan.

Executing Your Strategic Plan

DAN: So then the final step is execution: implementing or executing the plan. And we’ll go into the Cubs in a minute, but I just want to go into the steps on how you can properly implement or execute a strategic plan. There’s five steps involved. The first step is you want to set clear priorities. A good example is sometimes people say “ok I want to grow my business or achieve growth” compared to what you should do and be more specific like “ I want  to achieve a 3% growth in commercial accounts”. So you want to set clearly defined goals. The second is to use the right data. In the hospital we have a lot of data. We have data that covers every aspect of everything we do. I have never seen more data than in the healthcare setting. So the real trick is to pick data that applies to your strategic plan, it has to be accurate and specific. Number three is using the data correctly, and I’ve seen this in health care, where we think we understand the data, you go down a path developing a plan around this data and then you find out that the data isn’t actually applicable to what you’re doing. And that sounds like it can’t happen but it actually does happen a lot. So you need to use data to encourage improvement. So when you get together with your team, you want to use the data to encourage people and motivate them, not beat them over the head with a stick. So I think there is a big difference there. And remember the shared goals part, everybody’s in it together. Number four is assessing and reassessing your progress. You know it’s really easy to get motivated around a project the first month, but a year later how do you stay focused on it? And so number five is staying focused and keeping everybody motivated.

A few tips there are, you know you can have quick, daily huddles around your goals, create agendas for meetings and put the priorities on the agenda so you don’t lose track of them so you can discuss them at your meetings. And then number three I think it’s a good idea to create some type of motivational retreats around your priorities. If your priority is to accomplish a certain growth percentage, then your retreat can be about growth bring somebody in that can speak about growth. You have to continue to motivate your team.

JACOB: So we’re going to take what Dan talked about with execution and lay out the Cubs execution. So, like I said, it was a five to six year project so I’m going to sub categorize it and talk to what happened through some of those years. So the first thing we’re going to talk about is hiring good people. So in 2011, the Ricketts family hired Theo Epstein as the president of baseball operations. Then in October of 2011, they promoted Crane Kenney to president of business operations. They separated out their business side and their baseball side of their operational departments. Then they hired Jed Hoyer as GM in October of 2011 and then later on down the road, Joe Maddon was hired in 2015. So they made some key leadership hires that made all of this possible. Unlike most stories, you don’t know what happens until the end, but since were coming here, talking after a 2016 World Series championship out of the Cubs, you have an idea of how this laid out and what it culminated in.

They developed the Cubs way and it was a five hundred page document that outlined how the team, the coaches, and everybody in the organization is to act. It also outlines how the players are taught by the coaches at every level of the organization, so we’re talking from rookie ball, all the way up to the major league roster and everything in between. So the coaches are all on the same page, they’re all teaching the same technique, the same signs. So when you get a player that gets promoted through to the major league level, it’s easier for them to transition. They shredded a lot of the payroll, so they got rid of the older players that were underperforming in bad contracts, so they let the high contracts of Alfonzo Soriano, Aramis Ramirez, and Kosuke Fokudome expire.  Then the shift the focus to player development, they build a minor league system, they promoted talent within through key trades and developed a core of players down in Central America. So they used their draft picks to staff the minor league levels and get those players to the big leagues. If you look at the 2016 World Series roster, I want to name a few of the players on that roster that you’ll recognize that were either drafted or signed as international prospects and moved up through the Cubs organization up to the major league level. That would be third basemen Kris Bryant, who was just named most valuable player last night. He’s only the fourth player in MLB history to win rookie of the year one year, and then the next year MVP. Second basemen Javier Baez, outfielder Kyle Schwarber, outfielder Albert Almora, outfielder Jorge Soler, catcher Wilson Contreras were all on that World Series roster and all started in the Cubs organization and promoted within.

Then they made a lot of key trades. So in January of 2012 the received first baseman Anthony Rizzo, from San Diego for pitcher Andrew Cashner, July of 2012 they received pitcher Kyle Hendricks from Texas, for pitcher Ryan Dempster. Ryan Dempster had been  long time Cubs player, who was loved by many, does a fantastic Harry Caray impression that is better than mine and as they talk to Ryan Dempster throughout the playoffs, he was reminding people “Hey, I’m the one who waved my no trade clause so you could get Kyle Hendricks. You need to remember that”. In July of 2013, they received pitcher Jake Arrieta and pitcher Pedro Strop from Baltimore, or pitcher Steve Clevenger, for pitcher Scott Feldman. In July of 2014 they received shortstop Addison Russell from Oakland pitcher Jeff Samardzjia, pitcher Jason Hammel. And in July 2016 they received pitcher Aroldis Chapman from New York, shortstop Gleyber Torres.

And Dan had mentioned data so I want to touch on that and then we can move on because I know you’re tired of me talking about the Cubs, but the front office is all about sabremetrics for the Cubs. They use stacks and stacks of data to analyze their players in every situation. In a business, you have to rely on that data and make sure you know that data or otherwise, you will not produce the product that you want to see.

DAN; Yea we had to pleasure at seeing Tom Ricketts at a conference and he took us through the strategic plan and execution of the Cubs way. They’re actually a year ahead right?

JACOB: They are a year ahead, yea. It was 30 slides, it was all data oriented that he presented, it was interesting.

DAN: It was all data, right.

KYLE: Well to turn this to executing a strategic plan on a smaller scale, when I became a part of our robotics program like we talked about earlier, I began by listening. Listening to physicians, to staff, understanding barriers and working with surgical reps who are experts in the field. I certainly was not an expert in robotic surgery or service line development, but what I had to remember and that we spoke on earlier is that no one is alone in creating or executing a plan. You create a solid team around you, like the Cubs did, who have the same drive and keep the excitement alive towards reaching the goal. We had to get the physicians excited to grow with us and let them know that they were an integral component to our success and the success of our team. Another critical piece to executing a strategic plan is defining clear roles. Clear tasks within those roles and creating hard deadlines. I think having a solid framework sets the expectations for your team and creates order within your strategic plan. That solid path then earns the trust of your team. SO when everyone has the same goal and a shared vision, you rely on each other to attain it and you don’t want to let your colleagues down and I think that that helps to produce productivity as well.

DAN: So there’s a theme running through this with the Cubs and with the individual projects about leadership, you have to have leadership that believes in the project and then you have to create a team that all believes in the vision as well in order to execute it, so everyone has to be on the same page. Jacob, how’d the MBA turn out?

JACOB: Well I narrowed down my list of schools and was accepted into my top choice which was the University of Illinois in Champaign-Urbana and enrolled and graduated completed that master degree.

DAN: Very good congratulations.

JACOB: Thank you.

DAN: Related to the podcast, once I developed the strategic plan around that, I had to produce a podcast and then publish it and get connected on iTunes. And that actually, kind of was the easiest part of it, publishing the podcast once I had all the pieces in place. For that, the execution was actually easiest and now you can track all the data on podcasts and the person I took the podcast course form said just monitor your data every week or every month. I monitor it every 15 minutes.

JACOB: That’s maybe about every 2-3 minutes were getting a text message on the data.

DAN: Which is turning out pretty good, by the way. To summarize, here’s a few take aways. Be specific about what you’re trying to accomplish. I think being specific is the most important because it guides your direction. Number two, specifically measure what you’re trying to accomplish. So we talked about that, measurement is easy to do but I think it’s hard to do correctly so you have to think about what you’re going to measure. Then number three is continue to evaluate if you are successful. If you’re going down a path and you start to realize that you’re not accomplishing what you planned out to accomplish, then you need to modify your approach. The continual reassessment is very important. Jacob, Kyle, any closing thoughts?

Final Thoughts

JACOB: To me I think the most important part of that is the clear goal and objective. It’s like you said, during the journey if it isn’t working out you can always reset and move in a different direction but without that clear goal or objective, you don’t know what you’re looking for and you’ll just keep going in circles. To summarize a little bit for all the listeners is that, this may sound daunting, but remember bite it off in small chunks, go in step by step and you’ll be able to get through it.

KYLE: Right, my takeaway is to remember to make your vision big and don’t limit yourself. When we started the robotics program we had one surgeon and we generated a lot of movement and a lot of success and a lot of buzz behind it. We’ve since gained seven more surgeons who have robotic privileges with us and we don’t know where the top is, but we certainly didn’t want to limit ourselves so we’re always  continually redefining and evaluating areas to expand and improve on.

DAN: Yea and I think it’s important to remember that you don’t have to enjoy every part of this. As a CEO, I like the visioning part probably the most because you can come up with new ideas. I don’t really like the strategic planning part that much ,we have a person who does that. And then everybody else executes the plan so as you’re going through this, it’s just important to remember that not all part of this are going to be that much fun, but i think all three parts are really essential. I don’t think you can skip over any of the parts, otherwise you’re going to have an incomplete plan.

JACOB: Well that’s why you have a team involved because everyone brings their own strengths to the table. Then you have the leader who everyone loves to work for that gets you to the goal.

DAN: Thank you.

JACOB: You’re welcome.

DAN: Alright that’s the end of our podcast episode here. We hope you have learned something about visioning and strategic planning and executing your plan. We hope you have learned something about the Cubs. I do actually want to share one more Cub story. For those that are not Cubs fans, the memories run really deep so… my mom, she’s 84 years old, she has onset dementia right now so her memory is kind of in and out. She saw that the Cubs won the World Series and the next time I visited her she asked me if I remembered going to the Cubs game when I was five-and  of course I don’t remember I was five, right? And then she went on to tell me ”oh we sat in certain seats, Johnny Bench was the catcher for the reds and went into all these details about the Cubs. O day to day memories pretty sketchy with her but she remembered every detail of this Cubs game which I find is pretty amazing.

JACOB: That’s very cool.

DAN: Thank you for joining us today on our podcast and  I want to thank everybody for sharing this podcast with others and for subscribing. If you haven’t subscribed yet, please do and  i would ask that you would share it with one person that could benefit from this information. Also, if you would, if you enjoy the podcast, please go to ITunes and leave a review and we would really appreciate that. And until next week, take care and keep learning.

JACOB: Holy Cow! Play ball!

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