Amer shares an anecdote about reviewing a setter's call recordings and discovering instances where the call duration was inflated, potentially to boost performance metrics. The group discusses the ethics and implications of such behavior, as well as strategies for addressing it.

John shares his perspective on the nuances of effort, yield, and behavioral patterns in the workplace. He draws parallels to examples from sports and business, emphasizing the importance of understanding individual motivations and the structures that enable or discourage certain behaviors.

Austin discusses his approach to implementing "performance improvement plans" (PIPs) within his company, aiming to shift the focus from punitive measures to proactive development. The group explores the challenges and considerations around setting clear expectations, providing support, and aligning individual and organizational goals.

Austin shares his perspective on maintaining a strong work ethic while also prioritizing his upcoming role as a father. The group discusses the importance of leading by example, setting boundaries, and adapting to the unpredictability that comes with raising a child.

Amer reflects on his own approach to productivity, expressing a sense of uncertainty around setting specific goals and deadlines. The group explores strategies for aligning personal values, business objectives, and sustainable work habits.

John, Austin, and Amer share details about their morning routines and daily schedules. John wakes up at 5am, meditates, reads, and has a set breakfast before heading to the office. Austin has a more variable schedule depending on whether he's going to the gym in the morning, but generally wakes up around 5:40am, works out, showers, and then starts his workday around 9am. Amer wakes up around 8:40am, showers, and jumps straight into meetings with his sales team.

The group discusses the challenge of balancing work and personal life. Austin shares that he sometimes struggles to stop working in the evenings, with his wife Miranda having to intervene. Amer explains that he tries to avoid working on weekends, using that time for personal activities and relaxation instead. John notes that if he didn't have Trisha, he would likely work around the clock.

Amer opens up about his desire to be well-known and to spread ideas that he finds valuable. He sees this as a "biological instinct" to share good ideas, and feels he has natural talents as a speaker and presenter that he wants to leverage. The group explores whether this desire for recognition is driven by ego or a deeper purpose.

The group questions Amer's approach to dating and finding a long-term partner. They note that he seems less open about his dating life compared to other areas, and express concern that he may not be as serious or intentional about it as they would expect given his success in business. Amer explains his reasoning for being more private about this area of his life.

Meeting Purpose

Impromptu discussion to explore and provide feedback on Amer Abu Shakra's business operations and management approach at contracting.com.

• Amer's business has a structured sales process with distinct roles (setter, hybrid, closer) and a customer success management (CSM) team

• The company relies heavily on systems and metrics for performance tracking and accountability

• There may be opportunities to increase individual autonomy and self-reflection among team members

• Amer's analytical approach to discussing his business revealed potential insights about his management style

• Sales team: 1 setter, 2 hybrids, 1 closer

• 5 CSMs (including a manager) handle customer onboarding, coaching, and retention

• CMO role focuses on driving revenue and managing marketing initiatives

• 4-person administrative team handles various projects and operations

• Leads generated primarily through Facebook ads (2,200/month)

• Setter team aims for 19-hour callback time

• Double/triple booking system to mitigate 50% show rate

• Extensive use of CRM, dialers, and reporting tools for performance tracking

• End-of-day reports and weekly performance reviews are standard practice

• Heavy emphasis on systems, metrics, and structured accountability

• Potential for over-reliance on external accountability vs. self-motivated review

• Discussion around balancing structured systems with individual autonomy and creativity

• Amer's analytical approach to business discussions may impact team dynamics

• Encouraging more self-motivated performance review among team members

• Balancing structured systems with individual autonomy and creativity

• Exploring ways to make the work environment feel less "corporate" and more entrepreneurial

• Considering how Amer's management style and communication approach impacts the team