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• Performance Gaps are Often Belief-Driven: When reps know the process but fail to execute, the root cause is often a limiting belief (e.g., fear of being "pushy") rather than a knowledge gap.

• Coaching is Distinct from Training: Training teaches what to do; coaching addresses the underlying why—the beliefs and stories that prevent action.

• A Coaching Framework Diagnoses Blockers: A structured process (Know-How-When → Blockers → Why → Incentives) helps isolate the specific bottleneck preventing performance.

• Specialized Tools Enhance Focus: Using an iPad as a dedicated, distraction-free tool for reading 10Ks improves retention and efficiency by optimizing text layout and enabling searchable, handwritten notes.

• John is writing a 54-page sales manual to counter reps' "does it matter?" mindset about small details.

• The manual uses mental models to show how small, consistent actions create exponential collective results.

  • Example: Distinguishing stucco types is critical because peeling tongue-and-groove siding is a "cancer" requiring a radically different approach than clapboard.

• It also warns against recency bias, where reps repeat a lucky, non-optimal action (like playing 7-2 offsuit in poker) expecting the same result.

• Austin is scaling his franchise coaching team for 12 new and 30 active franchisees.

• He defines the distinction between training and coaching:

  • Training: Teaches what to do (e.g., a script for a confirmation call).

  • Coaching: Addresses the underlying why (e.g., motivating a franchisee to give their all).

• Austin's challenge: Coaching is intuitive and hard to systematize, making it difficult to train new coaches.

• Amer presented a framework to diagnose performance issues:

  1. Knowledge: Do they know what to do, how to do it, and when to do it?

  2. Blockers: If yes, what are the emotional or psychological barriers (e.g., fear, lack of confidence)?

  3. Why: If blockers are clear, does the action fit their personal identity and life story?

  4. Incentives: If all else is clear, are the incentives (financial, reputational) sufficient?

• Example: A rep avoided financial qualifying questions due to personal shame about money.

  • Coaching: Amer helped them logically connect the questions to their responsibility to provide accurate advice, creating a new, logical anchor to override the emotional blocker.

• John uses a dedicated iPad for reading 10Ks to optimize focus and retention.

• Why it's better than paper:

  • Optimized Text: Allows zooming to an ideal line length (8–12 words) for faster, more efficient saccadic eye movements.

  • Distraction-Free: The device is intentionally limited to 3 apps, creating a mental trigger for deep work.

  • Searchable Notes: Handwritten notes can be searched, a major advantage over paper.

• Austin: Apply the coaching framework to diagnose franchisee performance issues.

• John: Continue developing the sales manual, integrating mental models and the coaching framework.

• Amer: Continue refining the coaching framework and interview process to identify candidates with strong self-processing skills.

The meeting begins with Austin, Amer, and John catching up on personal updates. Austin shares that he is visiting Toronto this weekend to train with Amer for an upcoming High Rocks event, and they discuss their fitness levels and running habits.

Austin raises a question about how to determine whether frustration with a situation is due to his own personality traits and preferences, or if it is justified based on the impacts of others' decisions. The group discusses the importance of understanding different roles, responsibilities, and perspectives within an organization when navigating change.

Amer introduces the RACI (Responsible, Accountable, Consulted, Informed) framework as a tool for defining roles and responsibilities in project management. The group explores how this framework can help clarify decision-making and improve alignment across teams.

The meeting concludes with Austin expressing that the discussion was helpful and committing to further explore the RACI framework and ways to implement it for project management within the organization.

The discussion shifts to strategies for achieving focused, uninterrupted "deep work". Austin shares his approach of blocking off 2 hours per day for deep work, using a timer and minimizing distractions. The group also discusses the importance of transitional activities to help shift mental states and the varying endurance levels for different types of deep work.

The meeting began with a discussion about the hockey game between Canada and Czechia, with Austin expressing nervousness as Canada was losing 2-1. They discussed Canada's recent struggles against Czechia in international hockey competitions.

The conversation then shifted to business topics, with Austin mentioning he would be recording the "Weekly Call" and making Amber the host. The group greeted each other and discussed their current activities, with Amer sharing that he had recently worked with Gabe on a hierarchy.

The group had an in-depth discussion about the importance of effective communication, with John and Austin sharing insights on how to deliver feedback and messages in a way that avoids personalizing the conversation. They emphasized the need for the communicator to take responsibility for how their words land with the recipient.

John brought up the idea of starting a Substack account as a way to increase awareness of his work and expertise, as well as a tool for recruiting and networking. The group discussed the pros and cons of Substack versus other social media platforms like Instagram, with John ultimately deciding that Substack aligns better with his goals and brand.

Amer shared his personal experience with Instagram, explaining how he had previously used it for dating and business purposes, but has since become more selective in his use of the platform due to the negative impact it had on his mental health and well-being. He now primarily uses Instagram for dating and posting content, but avoids aimless scrolling.

The group had an insightful discussion about the importance of understanding different life stages and how that can impact relationships, both personal and professional. They also explored how this awareness can be applied to investment decisions and understanding customer demographics.

Austin discusses the return of NHL players to the Winter Olympics for the first time since 2014, noting the high level of talent and competitiveness on display. He is excited to watch the games, especially the dominant performance by Team Canada.

Amer shares how he has implemented a new project management system, including daily check-ins with the team to understand their top priorities, blockers, and progress. This has provided valuable insights into his team's organizational skills, communication, and ability to work under pressure.

The group discusses common excuses and blockers that team members use, such as missed deadlines, lack of time, miscommunications, and other priorities. Amer explains how he works to unpack these issues, address the root causes, and remove the blockers to keep the team on track.

Austin and John reflect on Amer's previous decision to remove himself from the sales role in order to focus on improving the overall business systems and processes. Amer shares that this was a difficult but necessary move, and he is now focused on developing his team's capabilities rather than being directly responsible for driving results.

As Amer approaches the end of his current commitment to the business, he discusses his desire to focus on developing new skills and solving problems that align with his values, rather than being driven by a need for more money or status. He is taking this time to be more intentional about his next steps.

Amer shares insights he has gained about the concept of "attribution" - the ability to understand the root causes of outcomes, both positive and negative. The group discusses how this skill is valuable in areas like sales, marketing, and investing, as it allows for more effective problem-solving and decision-making.

• "Leaving nothing unsaid" is the foundational coaching skill. It enables coaches to gather complete information, which is essential for effective problem-solving and building trust.
• The "unsaid" often originates from self-deception. Clients frequently lie to themselves about their true goals or feelings, making it the coach's primary responsibility to help them uncover these internal truths.
• Coaching and consulting are distinct phases. Coaching is discovery and alignment (client-led), while consulting is direct skill transfer (coach-led). A coach's identity must disappear during the coaching phase to avoid bias.
• A coach's responsibility is defined by their role's commitments. This provides a clear boundary for accountability, separating the coach's duties from the client's implementation choices.

• Austin is redesigning Rydel's coaching system for scalability, moving from discipline-specific coaches (sales, production) to a single, general coach per franchisee.
• The foundational skill for this new team is "leaving nothing unsaid"—the ability to communicate difficult truths without triggering defensiveness.
• Amer confirmed this is a cornerstone of effective communication, as it's impossible to solve a client's core problem if the most important information is withheld.

• Withholding information is often a form of self-deception, not just a lie to the coach.
• Clients frequently lie to themselves about their true goals (e.g., pursuing a parent's dream instead of their own), creating internal misalignment.
• This self-deception is a primary target for coaching, as it prevents clients from being honest with themselves or others.

• Phase 1: Coaching (Discovery & Alignment)
• Phase 2: Consulting (Skill Transfer)

• Building Emotional Intelligence: Amer used an exercise where a sales rep called their mom to say "I love you." This simple act unlocked a feeling state, making it easier for the rep to then discuss difficult topics about their role.
• Defining Coach Responsibility: A coach's responsibility is limited to fulfilling the defined duties of their role (e.g., providing tools, asking questions). The client's choice to implement or not is their own.
• Avoiding "Veteran" Masks: For long-term clients, avoid creating a culture where they feel they must "have it figured out." This can lead to them masking problems and leaving things unsaid with themselves.

• Austin: Continue training new Rydel coaches on the "leaving nothing unsaid" framework.
• Austin: Emphasize the distinction between coaching (discovery) and consulting (skill transfer) to prevent coaches from imposing their expertise prematurely.
• Austin: Implement tools to help clients identify and address self-deception, such as journaling prompts or responsibility exercises.

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