Your Marketing Problem Isn’t A Marketing Problem

The number one differentiator in business isn't good ideas. It isn't good strategy. It isn't even the best product. It is execution. Most owners spend years trying to fix marketing, they're trying to fix their sales, they're trying to fix operations, they're trying to fix the individual units within their business, when all of those things are actually symptoms. And and the actual disease, the root cause, is that they don't know how to execute. And I I've done this myself. I and I've watched dozens of business owners that I've worked with do the exact same thing.

You look at the business and you say, "Alright, our marketing isn't performing. Or our internal ops are slow and they're bureaucratic, or sales isn't working." So you attack that individual thing. And you change the members of the team, you try different tactics, you change up the strategy, and nothing changes. Or things change but it doesn't actually fix it. And it's because you're attacking the wrong thing. The teams that win over the long haul are the teams that know how to execute, meaning they know how to turn an idea—like that cool idea that you started with—into a meaningful outcome.

And they they know how to work together so that everyone's rowing in the same direction, so that you create maximum leverage in the business. They know how to get, you know, the the operational and the administrative work done in in a way that's both efficient and effective because I I don't care how good the idea is. If you can't execute, it is it's not getting to the market in any meaningful way. Like I I don't care how good the strategy is. If you don't know how to execute, it's not getting implemented in a way that actually produces results.

Execution is the process of taking everything the smart, talented team comes up with and actually making it real, actually getting it to market, actually implementing. I shared this with my team the other day. I said, "If somebody came out and started doing exactly what we're going to do, the only time that I would give a shit about a competitor is if we were going up a tea—like against a team that had impeccable execution. Like if if we were competing against a team that's behind us in growth, behind us in money, behind us in scale, but they know how to execute, that would make me worry. Because to me, that is the only thing that matters.

If somebody came out started competing with us directly and they knew what to measure, and they knew how to measure the right things, and they knew how to to learn from what they were measuring and install that learning back into the next round of implementation, and they knew how to work together as a team so that you've got like one and one equals three, they know how to simplify shit, they know how to determine like what the the right problem to solve is, they know how to let the all the other fires burn that don't matter, and they know how to turn ideas into a reality, it wouldn't matter how far back or how far behind that competitor seemed to be. If they're executing well and we're not, then the inevitable outcome is that they pass you up.

It is it is just a matter of time. It's like—it's like a pack of orcas hunting prey, right? Like the—the prey doesn't stand a chance, even if it's bigger, even if it's stronger, even if it has bigger jaws, because orcas execute together. Like in coordination. They're fucking ruthless. And that coordination turns each individual orca strength into a multiplier. Like each strength becomes a—a superpower.

And if you like ideas like this broken down into something you can—you can use, that's what—I've got a newsletter I send out every week, raizemail.com, you can sign up for free. But the lesson here, and the reason I'm sharing this with my team, is that having a strong underlying operating system, like a way of doing things, matters more than any individual department's performance. Because the—the whole business is a system and it's not a function of one department doing really well. It's a function of the entire system operating the way that it should and because it's made up of people, it comes down to execution.

Right? Like measuring the right things, actually using the data, like instead of tracking like empty numbers just to feel good about yourself, you know, you don't need 27-page workbooks, like measure the right shit. And then turn that into learning, and then turn that learning into data and and lessons that get reinstalled back into the business. That is a superpower. That is the core strength that ensures that your marketing works, that your ops work, that your sales work, that every other facet of your business actually works because once you know how to execute really well, it's a—it's a meta-skill. Amplifies every other part of the business.

So the question, if you're running a business or even running your own part of one, is "How do we get better at the one thing that actually matters in everything we do?" and that is execution. If you're struggling to fix stubborn problems and it feels like whack-a-mole across different departments—like hey every time we fix something here it creates a problem here and feels like this isn't there, it's never-ending, there's infinite supply of problems, we never seem to move forward, we're working our ass off and—and we're not seeing traction. Like fixing one thing, another breaks and—and you're—you're probably only seeing the symptom. You're probably only attacking the symptom and the work is getting at that root cause. So, I hope this helps. Adios.