The Commission Code for Success

You Can’t Steer The Ship While Bailing Water: Maritza Davila

• The Commission Code For Success from Sims Training and Consulting, LLC • Season 2 • Episode 2

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Stuck in the grind of urgent tasks while the big, meaningful work keeps slipping? We sat down with business growth strategist Maritza De Villa to map a practical shift from doing it all to leading with clarity. The conversation centers on a simple but powerful filter—urgent, important, significant—and how choosing significant work today buys you time tomorrow.

We dig into the real mechanics of delegation and leadership development. Maritza lays out a decision-making ladder that moves your team from order takers to owner-level thinkers: follow instructions, observe preferences, anticipate needs, then act with informed intuition. To speed that journey, she shares how to record your decisions and thinking—tradeoffs, risks, and preferences—so new hires onboard to your brain, not just your brand. We talk meeting cadence and structure, agenda-first habits, and reporting rhythms that keep projects moving without turning you into the bottleneck.

Hiring gets the same clear-eyed treatment. Define the problem the role must solve, name the skills that solve it, then look for a track record of winning—on the job or in life. Ask candidates to tackle a real problem from your world and watch how they think. From there, apply the three R’s of delegation—Results, Report, Reinforce—to set outcomes, agree on updates, and give timely feedback that trains intuition. Throughout, we anchor on systems, documentation, CRMs, and lightweight project tools to create transparency and momentum across the team.

If you’re ready to trade firefighting for focus, this conversation will help you reclaim time, build autonomy, and grow revenue with less stress. Hit play, subscribe for more practical strategy, and tell us: what significant change will you make this week?

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SPEAKER_03:

So first I have them list out all of the things that you do, right? All of your responsibilities. And then I want you to mark them you, I or S, which is, or you could do both, but urgent, how urgent is this? I, how important is this task? And S, how significant is this task? And what I'm trying to help them realize is often they are focused on a lot of urgent tasks. So just something that needs to get done quickly, but not so many important or significant tasks. And as a business owner, we need to be not only focused on today what's most important, but what's important for the lifespan of this business. So what can I work on today that will give me more time tomorrow? And often it's not the urgent things, often it's the important and the significant tasks that will give us more time in the future.

SPEAKER_00:

Welcome again to the Commission Code Podcast. We appreciate you taking the time to listen and join us here today. We're here to help you increase your business revenue and have time to enjoy it. I'm your host, Morris Sims, and I've been consulting and training business people for, well, let's just say over 40 years. We're focused on increasing revenue and having time to enjoy it. After years as a professional salesperson, I spent 32 years in the corporate world. I retired as vice president and chief learning officer of the sales department of a large insurance company where we designed and built and delivered training for over 12,000 professional salespeople. Now I get to consult one-on-one, helping people grow their business and organize themselves to make the most of the time they have. We also build online courses to support business owners in their work as they strive to build the business that they've always wanted. Our objective is really very simple. It's this we're here to help you get what you want from your business and your life. So, right now, let's get on with this episode. Today on the Commission Code for your success, I this is gonna be fun. Well, I've got a young lady with us here today who is a business growth strategist. And I don't know about you, but I'm always interested in how I can grow my business. So um I think Maritza is going to be able to help us greatly today. Maritza De Villa is with us, and Maritza, thank you so very much for being here.

SPEAKER_03:

Thank you so much for having me. I'm honored to be here.

SPEAKER_00:

Now, Maritza, you're in Naples, Florida. So what's the weather like in Naples, Florida in January of 2026?

SPEAKER_03:

Well, this morning I had to leave early for a meeting and it was 60 degrees. I think now it's it's uh almost noon, probably around 75 around there.

SPEAKER_00:

For all of our friends in the northeast, I will say, oh, get out of here.

SPEAKER_02:

You can always tell when someone's uh when someone's coming from up north because they're wearing they're wearing shorts and we're all in like jackets and sweaters.

SPEAKER_00:

I have no room to talk because it's 60 something around here today, almost 70. I'm in Texas, so hey, I I spent my 20 years in New York. I don't want to do that anymore. Great people loved it, but uh I'm done. I like the warmer weather. Anyhow, Baritza, again, thank you for being here. Appreciate this greatly growth strategist, and and it really comes down to how you grow your business. And I know a lot of that has to do with being able to expand and and not try and do it all yourself. So that means I've got to find a team, right?

SPEAKER_03:

Right, 100%.

SPEAKER_00:

So uh tell us what you recommend to folks when you see someone like that that's out there that's trying to grow their business and they're trying to do it all themselves. How do you how do you help them go forward?

SPEAKER_03:

Well, the first stage of entrepreneurship is when you are a high performer and you are doing all the things, but then the next stage of entrepreneurship and to grow your business, you need a team. And so there's a transition from being a doer to becoming a leader. And most people, when they hire other employees, they aren't sure how to be clear of the expectations, the behavior they want them to uh exam example like the example they want them to show with clients and other other people. Uh, and they also are very unclear as to the way to communicate with them so that they perform the way they want them to do that. So I always like to tell them you don't need more hands, because that's what, you know, when you're doing all the things and you're a high performer, you're like, I just need someone, you know, to come in here and just do things, right? But you don't need more hands. You really need more minds that think like yours and that can execute like you do as the owner. And I think that's one of the most difficult things for business owners to convey to their staff. And it's very difficult for them to trust the people that they hire, but really it comes down to them being unclear as to, you know, what their role is responsible for, what expectations they have for them, and reinforcing really giving them feedback as to when they do something that they shouldn't do and how to fix that the next time. Right. They a lot of times business owners will keep that heavily guarded in their heart because they don't want to hurt their feelings or you know, make them not want to go to work and their staff really never never never levels up and never has any autonomy, never really ends up thinking like them because they don't know what they're thinking.

SPEAKER_00:

So it all comes back down to communication, then, right?

SPEAKER_03:

Yeah, a large part of it is communication, being able to talk.

SPEAKER_00:

The the thing that I find difficult is when I hire someone and I want them to make decisions like me, but at the same time, I I don't want to stifle their creativity and and their ability to to think and and be some somewhat independent. I mean, I I don't need an AI robot, I need somebody who can can be another mind and actually come up with some some additional stuff while at the same time, uh, as you said, thinking like me. How do you balance that? How do you how do you make that work?

SPEAKER_03:

Well, it depends on what role you hire them for. Because if you're hiring, let's say, an administrative assistant, you're gonna trust them differently than you would a C-suite executive or a director or a manager, right? So the way you speak to different roles within your company and the outcomes that you expect from them will be different depending on their skill set and the role that they have because roles are tied to responsibilities. So at first, I like to say if someone is really highly skilled in something, right? No matter what, you know, so they have a higher level role, then then you're going to trust that, or you would hope that you hire them because you trust they can get that job well done, right? So let's say you said creative. So let's say it's a marketing position, a director of marketing or you know, an operations manager, something like that, where they've done this role before. So you know they have skills in this role, but what they don't have is they don't, they still don't know what you what your preferences are as the business owner. And so that needs to be conveyed. And I like to say there's like a there's like a decision-making ladder, I think, in depending on the role you have in a business and how well you understand the owner's preferences. And so at first, I would say every every employee, no matter what range, would need to be able to follow instructions, right? Because you can, you know, just like I tell you what I want and you followed it. Okay, at least you can follow instructions. And then second, I would say you see that they start to observe your preferences. So they bring something to you, and let's say they only bring you an one option, and you say, Well, really, I what are I want three options, right? Every time you bring something to me so that I can make a more informed decision. Great. So now if they you said that once, the second time you would hope that they have adjusted the way they've adjusted their behavior and now bring you the three options, right? Because they observed now your preferences and so they're changing their behavior based off what you've told them before. The third, I would say, is now they start to really understand you a little bit more. And now they're anticipating your needs, your wants. It's not just, oh, I know he, you know, every time he tells me this, no, well, if he tells me this, it's probably so there's thinking going on in their brain, right? Of he might want this or she might want that, right? And so they're now there's now some creativity in that because they're not just thinking like an order taker, they're now thinking like a leader themselves, right? Regardless of the title. And then the fourth level, I would say, is now there's so much trust transfer between, you know, their their staff and the owner, where it's like an owner level intuition. They, they, they've they've done this many times, they know how the owner thinks. And now we really there's trust that's transferred there when you see like the owner sees problems and you solve problems the way the owner would. And so that I think that there's just kind of like stages or a ladder of decision making that correlates to how long you've been there and how well you understand the owner.

SPEAKER_00:

Yeah, and and it's the patience of the owner to to develop that individual, seems to me. I know I I had several executive assistants when I was in in New York. And you know, the first one she would not do anything unless I specifically asked her to do it and told her exactly how to do it. And that obviously was not what I wanted. So we moved on, and eventually I wound up with this wonderful woman. She was just fantastic at her work, and she did think like me. I could say, you know, here, I I have all these contracts that I have to to know what's going on and be a part of. Here, organize that and get keep it so that when I say, gee, I need the contract for IBM, you'll you'll find it and pull it up so that I don't have to worry about where I put it. Because I file things and you know, file it and lose it immediately. Uh, it just goes into a file system and I never see it again. So I had her do that and she built the system and put it all together, and I could say, Yeah, I need the IBM contract. It was on my desk. I could say, I'm I, you know, we had a system. I'm going on a trip. I need to go to Boston on Thursday. I'd like to get there before lunch, and I'd like to leave there the next day right after lunch. And I didn't have to do anything else. Right. She picked it up and ran it all for me because we had communicated well enough and she knew my preferences, what I wanted to do. Um at the same time, I can relate to the other side. I had a gentleman who basically could have sat in my chair and taken over the majority of what I did because we were so like-minded. So I think I hear where you're coming from. I guess I'm wondering how you get there. What do what do you suggest for folks on on how you get there or shorten the the length of time it takes to get someone from the tell me what to do, boss, and I'll go do it stage two. Here's this. I think you're gonna need it for your meeting next week.

SPEAKER_03:

I love that. Well, the main thing I like to tell business owners they need to implement to shorten the learning curve, right, for their staff is it would be great if uh they would record their decisions. And you could record that on a paper, you could do a video, you could, you know, but if you tell your staff when they come in and you're onboarding them, right, to for them to either read these papers or watch these videos or something, some kind of record that shows the decisions you're making and not just the decision, but your thinking process through it, right? And all of the consequences of making those decisions as well, like the pros and the cons, right? And how other people would like take it, right? Where and so you're really thinking, okay, now you're in the mind of the business owner, and it's no longer if if you start to share your thinking process or your decision-making process with your staff, you're now teaching them how to think like you. It might be small decisions, big decisions. You mentioned the executive assistant that you said, you know, I just want to go to Boston, I'd like to leave before noon and be back the next day. She had to observe, you know, do you like window or aisle? Would you prefer a nonstop flight, or would you even take a red eye if the case would be right? Like I'm just giving you examples. And uh what airlines you prefer, and you know, do you draw, do you always fly first class or business class or economy? Do you care more about price or do you care about convenience and being comfortable? Right. These are things that she had to observe while working with you. And she may not have written any of that down, but definitely had in her brain. If we're able to record what we record in our brains and we actually have that somewhere written down, then when someone new comes on, if they're reading how this position, okay, well, you know, like her, he likes window or he likes aisle, he, you know, it it immediately shortens the learning curve of I don't have to ask you that question because now I know what he likes, right? If they have any accountability and want to do a good job, they review that and now they think, okay, I already know this. And so they don't have to ask you. And this is something that most business owners don't do, but uh, you know, it's it's it's record keeping almost at you know, at its core and documentation, so that, but it's not any documentation, it's not like a process, it's it's it's it's recording a like your decision-making framework, essentially. Like there's a decision-making tree for different decisions, I would say.

SPEAKER_00:

Yeah, yeah. Oh, absolutely. And I I think it is a case of building systems, don't you?

SPEAKER_03:

Oh, yes, a hundred percent. You know, systems will save you some time, energy, and money.

SPEAKER_00:

I know. I would part of part of when I traveled back in the olden days, everything was on a piece of this this white stuff called paper. I know we don't use that very much anymore. And today it would all be electronic, but back in the olden days, I asked for and I had a system or a file folder that she would put together for me. And it was a multi-section file folder, and it had a section for the airline, a section for the hotel, a section for the meeting I was going to go go to, and all the stuff I needed for that. And it was all put together, and all the confirmations were in there, and everything was there. All I had to do, it was on my desk the day before I was traveling, throw in my briefcase, and I'm done. I didn't have to think about it. It was wonderful.

SPEAKER_03:

Yes, I love it.

SPEAKER_00:

My problem was I didn't create enough of those.

SPEAKER_03:

Right, right, right. And finding the right person because it took you, you know, a couple, probably people to get to her. Oh, yeah. And, you know, it's also picking the right person because sometimes we pick wrong, unfortunately. And then we don't know is it better for me to just pick another person or to truly develop the one that I have. And so it's all part of the equation.

SPEAKER_00:

So okay. Now you just posed a wonderful question. Now answer it. How do you pick the right person?

SPEAKER_03:

Yeah.

SPEAKER_00:

So what do you think? I mean, recruiting is probably one of the most difficult parts of the whole thing is deciding who you're gonna proceed with and who you're not.

SPEAKER_03:

Yes, I agree. I think it's more of an art than a science at times. And but really, I think that you need, you know, identifying the role that you that that you need to hire for and what kind of person is needed for this role, what kind of skill sets this person needs. So, for example, if you're hiring for a developer or you know, someone like that, they they need to be very uh analytical. They need to be really good with data. And so I'm thinking about the type of person that I need for this role for them to execute, you know, at a high at a high performance. Now, if you're hiring a creative person or even a salesperson, I would say, they're maybe not, they're probably not that detailed oriented, but they're really great at building relationships and kind of adapting to the person that they're talking to and asking a lot of questions, you know. So there's certain skill sets that every role needs. And so we need to get better at recognizing the patterns of what skill sets does this role need? What skill set does this person need? And then also there there needs to be a track record, you know, at some point. If you're hiring for higher level positions, it, you know, where has this person won? Because I want to hire winners in my organization. It doesn't mean that they have had to had that exact same position and do that for years because sometimes we, you know, we get uh underdeveloped staff and but they have great, they're they're high performers, they're resourceful, and they just figure it out. And I don't, you know, and then you're like, oh, well, this is great because maybe I'm paying them a little bit less than what they should be making. Um, so I'm getting a lot more leverage out of them. But it's understanding those things. So one, identifying the skill sets they need and seeing in the past, where where is your track record of winning? Because if you won, if you were a great athlete, you know, like in college or even in high school, or you were really great at um some type of leadership in, you know, whether that is in your church, whether that's in sports, whether that's in another organization. If I can see where this person can bring kind of like a winner's mentality into my business, then they have the likelihood to be able to do that in their in their profession.

SPEAKER_00:

No, that makes sense. Makes good sense. And if if you can tell me about a time when you and you can answer that question, and and I can ask that question uh specifically, tell me about a time when you were able to handle a really tough employee situation and you had. It delivers some bad news.

unknown:

Yeah.

SPEAKER_00:

There you go. Now I'm now I'm getting a real answer rather than do you think you could do this? Well, yeah, sure I can.

SPEAKER_03:

Right.

SPEAKER_00:

Tell me, tell me about the time you actually did it. Yeah.

SPEAKER_03:

Right. And and the thing is, every role is solving a problem. Like they're every every every employee is solving a specific problem. And so I would in the interview process tell them exactly the problem you want them to solve. And how would you solve this? Because if they don't know what they would do prior to getting hired, I mean, I don't think they're going to figure it out while on the job. So I'd like to see what how would you solve the specific problem. And sometimes, you know, we we we don't ask those questions.

SPEAKER_00:

So yeah, yeah. And it it's uh it's as I say, it's probably one of the most difficult things a leader has to do is find that that team, that that group of people that you want to work with on a regular basis that is going to think like you. And now we're getting into that whole big old topic of leadership, right?

SPEAKER_01:

Yes.

SPEAKER_00:

And what do we do with them now that we got them hired? That's that's probably the hardest thing with with some of my clients. They they hire somebody, but then they want them to walk in the door and immediately think like me and immediately do things that I want them to do. How long do you how long do you wait? How long do you give somebody to to figure it out and and learn from you? If let's assume you've got the the stuff in place to to help them on board, for lack of a better word. I hate that word, but for lack of a better word. Um when do you know you got it or you don't got it?

SPEAKER_03:

Yeah, well, I mean, we need to reflect as business owners and see where where are we contributing to their failure, right? Because many times we're unclear, right? Like back to what we were talking about in the beginning. So if you were clear to them the problem you need them to solve, the expectations you have for them, how you want them to do things and what they are not doing well, right? Like if you're honest with them and you're giving them feedback. So I like to say like there's a three-point process, right? There's results. So you communicate the outcome you want. Maybe you don't communicate how to do it, but you do tell them exactly what it is you want and you're clear on that. Most times we're not great. Next step would be report. They need to report to you when they get it done, or when, like, when do you want them to report to you? Is it when there is like they're just gathering data and telling you and you make the decision? Or is it, no, I want you to take on this task and now do the mile, like report at a milestone, you know, when it's um 25% done. Okay, now show me report. Okay, great. Or do you just want them to report once it's done, right? But there needs to be a reporting, reporting for them. And then the last part is reinforce what behavior or what feedback are we reinforcing to our employees? So if you are doing those things and you are giving them some structure and clear communication, clear expectation, but there's also structure as to what you expect of them. So you don't just say, hey, I need you to do this, I need you to, I'm trying to give you an example. I need you to come up with these slides, I need you to come up with the flyer, I need you to make this website, but you give them a deadline, you tell them what you want it to look like, you give them examples. Like if you're if you're giving guidelines and instructions, like clear instructions, and they're just not performing, even though you've done all those things, then maybe they're just not the right person, or maybe they're not in the right role. Because a lot of times we hire people and they're more skilled in other, you know, they have more skill in other things than the actual role we hire them for. So maybe they need to be in a different position, or maybe they really just aren't a good fit. But I I think there needs to be a cultural fit and a skills fit, like hard skills and soft skills, right? To see if this is the right person that we want. But as long as you're holding yourself accountable as the business owner and doing all these things, then you know, unfortunately, sometimes we got to let people go that just aren't the right fit.

SPEAKER_00:

Yeah, yeah. Sometimes that's just the way it is. And that that's okay. I I used to always tell folks, look, this isn't working out for you here, but you deserve to find somewhere where you can be absolutely outstanding and excellent at what you do, and this just isn't gonna be the place. Let's see if we can help you find the right place for you. But this isn't gonna be it, and um, and then we would would proceed to help them move on to find a better, better way to go forward for their lives. Yeah, we're getting down to that point of delegation. Yeah, it's one of those big words that means different things to different people, but it is so vitally important to do it well and do it right. Maritza, how do you how do you help your clients delegate properly?

SPEAKER_03:

So I take them through two different things, which is uh delegation has a lot to do with time management. And I like to ask them, okay, there's three questions we need to ask ourselves as a business owner. Oh, you know, let's list out all of the things. So first I have them list out all of the things that you do, right? All of your responsibilities. And then I want you to mark them you, I or S, which is, or you could do both, but urgent, how urgent is this? I, how important is this task? And S, how significant is this task? And what I'm trying to help them realize is often they are focused on a lot of urgent tasks. So just something that needs to get done quickly, but not so many important or significant tasks. And as a business owner, we need to be not only focused on today what's most important, but what's important for the lifespan of this business. So, what can I work on today that will give me more time tomorrow? And often it's not the urgent things, often it's the important and the significant tasks that will give us more time in the future. So, first I have them go through that. And then I also like to ask them of these tasks, okay, what can we delegate? If something is urgent and important, maybe you should do it. But if if it's something that other team members can take on, we're going to start assigning which of the responsibilities that the business owner has can one of their teammates or staff members take care of. And with delegation, like I mentioned before, there's got to be a reporting and a reinforcement, right? With everything that we say. So, okay, let's be clear with them what we need to get done, how we want them to get it done, as far as like what the what the end picture is. So let's give them the results, then let's have them report to us at this time, and then let's reinforce what we liked, what we didn't like. So they start to learn our preferences. With delegation, it's also identifying what are the things you are willing to delegate and not, because they need to make decisions. So are you delegating your calendar and your travel arrangements? Or are we now going to start giving them a little bit more autonomy in different areas of the business? So those are the main things because often we hold on to things so close because it's our baby. The business is our baby, and we don't want anyone to ruin anything, right? It's it's our child, you know. We don't want anyone to call it ugly. We want, you know, we want to dress it up as beautiful as possible. Right, right. But but some things are$15 an hour task, and other things are$1,500 an hour tasks. And as the owner, you can't steer the ship if you're busy bailing water.

SPEAKER_00:

Yep. That's oh, I'm gonna steal that one. You can't steal the steer the ship if you're busy bailing the water, that's for damn sure.

SPEAKER_03:

And that is some of the highest level tasks that a business owner can have is focusing on strategy, giving clarity to their team, and telling them where's the ship going?

SPEAKER_00:

Yeah, yeah.

SPEAKER_03:

And how do you contribute to getting us there? Because often that's not communicated.

SPEAKER_00:

Yeah, totally, totally and completely. So it those are all good things to do. What sort of systems do you suggest to your clients to to actually get that done? I mean, that that's always the hard part is okay, I know I need to do this, I know I'm gonna delegate this to my team, and now what do I do? I just sit back and wait, and uh, you gotta have a system in place for them to to report back, to interact with you, but not have you make all the decisions. And meetings, reports, what what do you use to to monitor that delegation so that you know it's taking place the way you want it to, and they are thinking like you want them to think.

SPEAKER_03:

Of course. I mean, that's that's part of why I'm hired. We I part of it is meetings, right? And the cadence of meetings. So how often are we having these meetings? And what is the structure of the meeting, right? We have an agenda to meetings, right? We don't just have meetings to talk and waste time and not know what's going on. No, no, we need to have a structure to the meeting, right? So if there's not an agenda, I don't have a meeting. Like that's how that's that's how I operate. But not everyone operates that way, right? So it has to be custom tailored to the business owner because often I am helping them navigate through this transition of doer to leader. So often I have to talk to them about the things that I've mentioned here, which is if you're gonna delegate to someone and yet you guard it close to your heart and then you take it back, you're never gonna you're never gonna get anywhere with your employee, right? So it and that takes time because you know, often it's really difficult for us to transition. And so I sometimes will meet with the staff and will I'm like come, I'm like having the hard conversation that the business owner sometimes doesn't want to have, you know. Uh and but they need to be had, yes or yes, because if not, there's there's no there's no clarity in how am I doing my job well and how am I doing my job mediocre. So I I tell them to have um a cadence with their employees, but also with their leadership. And there has to be a structure to every meeting that we have and what is the outcome or the goal of the meeting? And let's make this as efficient as possible. We don't need to have, you know, one to two hour meetings. We could have 10-minute meetings, really. It's just how do we, you know, are we getting through the list of things that we need to do in this meeting? And so, and are we do we also have infrastructure in the business to have transparency on who's doing what? Because sometimes there are businesses, you know, I work with, I'm very industry agnostic. So I work with different industries and I see how some industries have so much software, you know, they got the CRM, they've got Salesforce, they have all like so many things. They have Slack, they have team, so many things to reinforce communication, to reinforce task management, project management, but others don't. And so I have to work with them to sometimes implement infrastructure in the business because they don't, they don't realize that. I mean, I love paper just as the next girl or guy. But if I write all my to-dos on my paper, no one else knows what is on my paper.

SPEAKER_00:

And sometimes I don't want anybody else to know. But yes, that's correct. Yeah, you're you're absolutely right.

SPEAKER_03:

So I mean, as a business owner, you could do as you please, but if we if we have transparency with some of the tech, right? Unfortunately, with some of the tech and task management, project management and CRM and all these things, it and we could bring transparency within the organization of who is performing the best, who's not performing well, that definitely helps give insight to the business owner as to you know, who are my most valuable players here.

SPEAKER_00:

Yeah, makes sense. Makes good sense. And you're right. I mean, it's a meetings have uh that word has become a bad word in corporate in the corporate world, I guess in business in general. I don't want to have meetings, I just waste my time if I got to not if you do it right, not if you structure it properly and you have an agenda and an outcome that you want to see happen, and that meeting can be fast. And today it can be a heck of a lot faster than it ever was in the past because information and data and results, business results, can be you know, real time.

SPEAKER_01:

Yes.

SPEAKER_00:

Whereas in back in the olden days, it was you know, we didn't know what sales, what what uh the number was for what what we accomplished with sales until the end of the month when the report came down from on high. And you know, then we could go back and talk about well, we're not selling this, we're selling that, and we're we're gonna all that kind of good stuff. So it is a different world out there in the cadence for how often you you have to physically face to face kind of communicate, but it still comes back to communication. It still comes back to sharing where you are and what you think and what's good and what's not what's going well, what's not going well, and putting it all together seems to me. So one one last question. What what's on your mind for business owners? When when you start to work with someone or you've been with what's one of the most important things that you share with them?

SPEAKER_03:

I share a lot of things with them, but the most important thing I share with them is what's the priority? Where does their focus need to go? Because as a business owner, we're often overwhelmed, distracted, because we're put constantly putting out fires if we're in the day-to-day. That's the business owner that I work with. They're constantly in the day-to-day, they're they're doing all the things. But I like to redirect their attention as to where should my focus be going? Because there are fires that will burn down the building of your business, but there are other fires that are just a fire outside in a trash can that you could just ignore. And it's hard for them to ignore those things. And so I like to redirect their focus, and that all comes from clarity, having clear focus. What is, you know, what's the bottleneck? What's the biggest problem in my business that I need to spend my time on? And what are things that I don't need to be spending my time on this month, this quarter, this week, today. And I think that's the the biggest thing I give to my clients is helping them gain more focus and clarity on what is it that I need to solve.

SPEAKER_00:

Oh, I think you're right on target. I yeah, I could I couldn't agree more. Having clarity about what you want and why you want it, that that uh defines everything else that we're gonna talk about, it seems to me, doesn't it?

SPEAKER_03:

Yes, it does. It's like a lens. You look through, you look through those glasses every time.

SPEAKER_00:

Mm-hmm. Yeah. And then you can choose the things that are really important and be able to go from there and and significant. Hey, I guess that one last question, and I I promise we'll move on, but important and significant. You mentioned those two things as two individual things. What do you see the difference between something that is important and something that is significant?

SPEAKER_03:

Important is how how much this matters right like now, and significant is how long does this matter?

SPEAKER_00:

Ah, okay.

SPEAKER_03:

So it's not that if it's significant, it could also be important, but there are things that we implement in our business that take a lot of time. So, you know, for example, if you are like in my realm, if you're implementing processes and systems in the business, procedures, decision-making tree, decision-making framework, that takes time. So you now have to document it, you know, you have to record it, just depends on the business owner. You have to do these things, and so that's gonna take up some of the some of the time of the staff. But once it's done, it's done. And you get you have returns. They can, it's it's one thing that you can do, and you can always go back and you know, have something to reference. And so this doesn't matter just for today, or it's not just important for this month or this quarter, it's something that gives you returns, just like the stock market, just if you have an investment, it's like that. Whereas important, it could bring you it, you could close, you have to close a client, and that's really important because it's gonna bring you money today, right? But but that as soon as you take that paycheck, unless it's a recurring client, like it's done, right? It's it's a problem that we we solved today. But significant is something that gives you returns every time, you know, it's something you can implement into your business and you will see the fruit of it, you know, quarter after quarter, year after year.

SPEAKER_00:

Excellent definition. I love it. I absolutely love it. That's perfect. Maritza, thank you so very much. How do we find you? If I want to ask you to come and help me and help me in my business, how do I find you?

SPEAKER_03:

Yeah. Well, you can go to businessclarity.co and they could either schedule a call with me or pick up any or download any of the free resources I have on my website. I also have all of my social media there in the footer. So if they do want to connect through there, uh, but just businessclarity.co.

SPEAKER_00:

BusinessClarity, all one word.co. Yes. I love it. That sounds so simple and so straightforward. Maritza, thank you so much for being with us here today on the Commission Code.

SPEAKER_03:

Thank you for having me.

SPEAKER_00:

Well, that does it for this episode of the Commission Code Podcast. This is the place where we want to help you find the commission code to success in your business. Remember, go to Morris Sims.com for more information. And in the meantime, hey, have a great week. Get out there and meet somebody new, and we'll see you again next time right here on the Commission Code. Best wishes, I'm Morris Sims.