This week, we dive into productivity with our guest, Sabrina Runbeck. Sabrina shares her insights and tips on how to define productivity and provides actionable steps to become more organized and productive in both your personal and professional life.
In this episode we talk about:
- Prioritizing Tasks
- Project management tools
- tracking and measuring outcomes
- Defining what productivity means to you
Where to find Sabrina online:
Sabrina Runbeck is a recovery clinician and helps healthcare entrepreneurs gain visibility and credibility in the right circles to accelerate their mission and increase profitability. She's a keynote speaker, podcaster, advisor and author.
Web: https://runbeckmediagroup.com
IG: www.instagram.com/sabrinarunbeck
Linked In: Linkedin.com/in/sabrinarunbeck
Podcast: Provider's Edge Podcast sabrinarunbeck.com/new-podcast/
SabrinaRunbeck.com/Blueprint
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The Organized & Productive podcast is brought to you by The Organized Flamingo and hosted by Stephanie Y. Deininger! For those of you who love the thought of organizing & being more productive, but don’t know where to start or constantly up against hurdles that don’t let you advance the way you want to, this podcast is for you!
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Review the Transcript:
Stephanie
Hello organized and productive listeners welcome I'm Stephanie your host, and on this episode, we are diving into the world of productivity. I invited renowned productivity experts arena, Ron Beck as a guest this week. And Sabrina specializes in working with high achieving executives, she'll be sharing her valuable insights and actionable steps to boost productivity and achieve the highest result with minimal effort. Sabrina is a recovery clinician, She is the CEO and co founder of poise point solutions, and Ron Beck Media Group. She focuses on the healthcare industry and healthcare providers. But her tips are actionable and relatable to anyone and every thing in all industries, to be honest. So she does talk a little bit about her own experience in the healthcare industry. But like I said, the systems and the methods that she uses, can be utilized with your everyday projects, everyday systems everyday life. Now I met Sabrina a couple of months ago through a summit that we did together. And something that caught my eye and really attracted me to her methodology. And the way that she teaches productivity through to through her programs and whatnot, is that she understands that productivity is not a one size fits all that having good goal, you know, a good clear goal is going to be very important for your productivity process. But she talks a lot about freedom, and to define what freedom means to you. And I love that because here, the organized Flamingo as a whole as our brand, we always talk and preach about how organizing and productivity is not the same for everyone. And it's not going to be the same throughout every chapter of your life. It will and it needs to evolve. And I love that she talks about freedom in different manners in ways and she understands that life is just like regular life, not just business life, but like life is just as important to take into consideration when you're trying to be more productive. So I'm excited for the conversation. I hope you enjoy it. And as always, we get straight into the questions. So here we go. Welcome to the organized and productive podcast with me organized Flamingo. I am your host, Stephanie, a professional organizer and productivity expert, ready to explore the right organizing and productivity solutions for you. Yeah, well, then let's go. Hey, Sabrina, Hello, and welcome. I am so happy that you're here. I can't wait to dig into productivity in the topics of productivity with you. How are you doing? Welcome.
Sabrina Rumbeck
Thank you. Thank you, somebody. And thanks, everyone, for joining us. We know you can choose to do anything. And you choose that though we appreciate you. Yes.
Stephanie
Okay. All right. So as our community knows, we get straight into the nitty gritty of the questions here. And today's theme is all about the intersection between organizing and productivity. And how productivity is, is a very broad term that we use nowadays, you know, we talk about let's be more productive. And so we are in this episode and episodes like these, it's about who what does that mean, exactly. And getting into the nitty gritty so that you have actionable steps and so that it means something not just the empty word of becoming more productive? Can you tell us a little bit about the definition of productivity? Or what does it mean to you, especially since you work with high achieving executives, and you're in this world? So how do you see productivity in its definition? Or within kind of the human kind?
Sabrina Rumbeck
That's a great question. I think all of us define productivity very differently. Now, I always say this. Every time you ask someone how they're doing, they're always like, I'm busy, like busy is a good thing. Now we know busyness is not the same as productivity. And productivity really is now the same as the efficiency and efficiency is not the same result driven, and go that you're able to achieve. So that spectrum of productivity for me is simply you are able to get a lot of things done. Now we have to get into more into productivity. When you get a lot of things done. What does that truly mean for you? Are you doing the most effective way to get things done? Are there alternatives that you can use tools, resources, people that can actually help you achieve? And when you achieve that, are you achieving the right thing? So at the end of the day, productivity should lead you to the most effective way of doing something to reach the highest result with the least amount of effort. So when I believe thinking about productivity, especially was people who are running motor seven months or eight figures, and also very crucial for all the solopreneurs at the same time is not to get yourself into the weeds of doing everything we're feeling obligated have to be in control over everything, but be very specific and knowing exactly what to do. So for me productivity also very much attached to freedom. And I believe freedom has many different levels, you have to be able to say I have activity freedom, right, and that go into the productivity, what to do and how to do. And then you have to have people freedom means you are allowing only the best of the best, the 18th on your board, and everybody else, including clients, you're able to say no, then you have to have location freedom. Now, that also means it can help you to determine whether the people you want to work with expand locally, state, nationally, internationally. And also that can mean you can travel anywhere. So I am someone who will travel every month for networking, giving advices, both from clinical and business side. So that is my way of freedom for location, then you also have to have that financial freedom because the more productive you are, the higher level income impact you can create. And then you also need to have health freedom. And that means you are able to do what you need to do to keep the physical body at the best level and to really, truly understand yourself better, and therefore you're able to understand other people better. So so far, we talked about activity, freedom, location, freedom, people freedom, financial freedom, body freedom. And lastly is time freedom. I think that most people would think productivity is really to time, freedom. And it's that flexibility to say I only wanted to work 80 hours per day, or some people even much shorter, right? Or I always wanted to have a three day weekend. So however being flexible, you can be the steward getting the most important things done that altogether. To me, that's productivity and efficiency.
Stephanie
Oh, I absolutely love that. And that's actually how I started to follow you and just have these conversations when we met. And it's starting to fall in love with how you define this because you do talk about the freedom so much that were enough that to emphasize that it can mean very different things for different people. And I that's something that I, I love how you define that. That yes, productivity has its dictionary definition. But to you, you need to define what freedom means to you so that you can then go from there. So that's, that's really, that's awesome. Okay, so speaking of freedom, and, you know, yes, freedom can mean a lot of things too. So people want people to try to figure out what what that means to them. What, how can people identify their goals based on now what they think freedom is to them? How, like, what are some tips you would give to people that feel overwhelmed with going the next step? If they they're not, you know, working with someone like you like, Okay, well, I know that this is what freedom means to me. Now, now, what should I do about it to continue the momentum of finding the right productivity tools and whatnot? Yeah,
Sabrina Rumbeck
great question. So it's definitely you're saying is we have to first define, okay, these six categories, how do you rank them? Right? What for me, actually, timeframe is number one, and there is activity freedom, so I write them that will guide me on decision means when I'm pressing time to be most important means I block out time to hang out with my friends, I block out time to have dinner with my mom when I'm in town this week, block out time for XYZ and therefore I'm not gonna put anything else on my schedule. And that helps you to make that decision. But let's just put up a much bigger something that I learned from Michael Hyatt it's called a freedom compass. So he break it down into much simpler terms. So our freedom compass to have four quadrants and desire zone. I distraction zone, a dis encouraged Alonso. And really, it's disinterest and then the last zone is that despair so so we actually want to stay in desire zone more than 80% of the time. However, majority of people that I encountered have always been spending 80% of the time in anything else. So how are they different? The desire zone is boasts you have the natural talent to do that. And you have the interest and passion to do it. Now that's the desire zone. And what's over here You're in a distraction zone, it truly is you simply have an interest and passion to do it. But it's not in your natural genius know, now that this interest zone is actually just the opposite, you have the talent and genius to do it, but you don't like it. And that become a dread obligation that kills momentum. This is I thought I want to do, but there's actually not getting me anywhere. So example of a distraction means some people are really good at data entering collections, Excel, they do all they're counting by themselves. But just spending the time to interact and figure things out, calculate what return you have all that things. If you don't do that day in day out, or accounting, big bookkeepers spend hours upon hours to get licensed to us for then you should not be doing now. And this site is, well, it's so easy for me to enter all my activity tasks into this time management system, task management project management system, and I can sign to everyone, right? It's just so intuitive because I'm good at operation. Okay. But if it's dreadful, because the natural way that you do best is actually engaging with clients, one on one, we're doing speaking engagements or whatever method on client attraction activities that you're really good at, then this become a disinterest. Because with time, you just feel the dread of having to do that keep everybody else in check, and they actually slow you down. Now the last zone is that dreadful that despair? Because those are the things that you don't like to do, and have no passion for right. And you're not good at, frankly. But then some people, we have the false belief of, well, I don't have the money, resources, or people to do it. So I'm just going to do it, oh, it will only take me two minutes, but I read him is at all. And then sometimes when we get into the weeds, like just say, you have put together a photo relatively easily, but you have to learn about it, you have to copy the mall, you start changing up all the colors, and then you're like, wow, that's three hours of my time, I still don't like what I put together, right? So think about all these activities actually killing your efficiency. So we need to one of the exercise I always recommend everybody do. Now, I have saved people more than 10 hours just by doing this one exercise is write down all the activities that you had done within the past week. All right, that's column A, Column B, make a checkmark, if it's something that you feel very drawn to, right you passionate about interests out, I like to do that all the time, Colin see is put a checkmark, if that's something that you're really proficient at. Just so easy, I can get it down very quickly. High quality, right. And then column D, you want to to do a checkmark when the activity actually have two checkmarks. So that means that column D will show you the activities that is in your true desires up. Now, we wanted to go a step further. We wanted to band put out of all activity in your true desire zone, what's the time commitment that you took for those activities? If there are elaborate tasks that will actually produce your time? What does that mean is you it will help you to complete a client task will help a client to sign on for another program services that you provide those things you have to keep anything else, we say to go back to a focus on oil. And that can help you to figure out what to eliminate, what to delegate, what to automate, and what you really need to keep on your schedule and put it on your calendar to make sure you do.
Stephanie
So I mean, the ranking is the starting point for a lot of people is kind of what I'm hearing that you know, ranking and doing different models of it and using different models. But that ranking is so important and really getting to know yourself to to be able to do that ranking exercise to even get you started. So this is a great segue to talk about, okay, that you've got yourself your ranking system and then you can put it into different quadrants or evaluations if you will, especially if you're doing this with a professional who's guiding you but as you go through it What is something that people should be looking at when they differ? They've defined what freedom means to them. So they're starting to, you know, they're starting to rank, what's important, what's not and whatnot. And now they're like, Okay, here I am, this is what I, this is what I need more time, or I need more of this, or I'd like to have more of this. So how can people then go and pick a tool that's right for them, according to that ranking list? Now I know, of course, you know, within this conversation, it's more, it's much shorter. And that conversation can be much longer. But what are some tips that you would give people to look out for? Like, what should they be looking out in a, in a system a, that could be a software system, it could be just a system that you're implementing in your life to become more productive? What are the things people should be looking at, when they're picking those types of tools and systems?
Sabrina Rumbeck
Yeah, great point. So we'll quickly summarize what I said before, because that in itself is a system. And then we can also talk about what are the tools that we can add on to keep track? So number one is all of the six degrees of freedom? How do you rank each of them. And based on that, you're going to do a systematic review of all the activity that happened to you within the last week and figure out which activity are both passionate and proficient, and only keep those as your personalized activity to do and then, and then go back to your six degree of freedom to say which one of these activities helped me to gain time. If time is valuable to you, or helped me to be more flexible was who I wanted to engage to write, continue to ask yourself those questions. And then you can get to Okay, what about all the other things that I needed to take off my play? Now you can start thinking Which one can I immediately say no to which one Hi, Korea automation system, perhaps a simple thing like using a tool to put all your calendar online and automatically send a zoom link to that person when they upon booking, I have sequence of text message and email to send reminders to study in the same way, and automatically have the link for them to rebook, reschedule if needed to right instead of going back and forth about what time it is. And so think about any type of activity you ever had. And that could be caused you to drain your time your drink, drink an energy, drain your spirit, and then we go down to Okay, so if I'm very clear, I now know what to automate what to delegate, having the right people on my team is, of course, very important, because we know sometimes when you grow very rapidly, or once you get into a certain revenue, you kind of get hit a ceiling. And then that means perhaps the talent pool in your existing team is not going to get you to the next level that you truly believe you can go, there is very much needed to have the talent acquisition team to help you to find those higher level of talent that can really believe in your true mission and help you together. Now, some of those who when you start having more people on your team is about how do you keep track of what people are doing right. And then some times, you guys might have virtual assistants that you need to track their hours, because you pay them by hour, or you just have a flat fee of part time, full time whatnot. But either way b there are many different tools out there between clickable Asana, teamwork and many different things. What you are looking at is a very simple system where you can create a project and do you tell tasks behind it. And then each task also needed to have dependency, what that means is, certain tasks can now start and do the previous one is completed. So for example, in podcasting and media creation world, when we have film this episode, now, the next task is uploaded into a file, and then it gave to the video editor, and to take out all the NS does whatnot, and then add the intro outro. So if you think about systematically, you cannot technically do some the other work without the beginning, right? No production team can do anything and do they get a file? No production team can do anything when they actually know what this episode is about to then create graphics that create teasers and whatnot. So think about systematically What is one thing flow into the next so then you can put it into the system with the right people's name and a template, right if these things are doing all the time, you can A whole template of that system was the right dependency was the predicted, oh, this step should only take two days. And then that automatically gives you that two days, or you're manually adding on to two days from now. And then the next task was Star. So that's what you have to really consider. And then there are many different project management tools, it just depend on whether you're more visual learner, you're more task oriented into like, detail the weeds because they all have different function. But whatever works best for you, just make sure you have a place to track. And for people a lot smaller, guess what, even Google Tasks helps, you can schedule these specific tasks out with repeats with alert, whatnot, if you don't even want to pay for any software. So Google Tasks works, I believe some of the software version, like Asana, they're free if you have less than 15 people in your team. So there's all different ways that you can try out tools that might be the best for you. Yeah,
Stephanie
I saw something that you just said also triggered, or at least like reminded me to ask you about how much wiggle room should some of these systems, whether it's a software system that you use for your company, or for your own personal use, how much wiggle room should there be in there, because sometimes life happens, and you have all the best system in the world according to the your ranking system and how you defined you know, all your definitions and have what you want in life and your business and whatnot. But then life happens or time is not just as timely or someone got sick, and that they couldn't eat, you know, they couldn't do part of that step it within your system. So how much wiggle room would you either recommend or just like let's talk about wiggle room in your system? Like what is what are things that people should be looking at, within, so that it's not so stressful all the time, like feeling like you have to reach every single one of those steps?
Sabrina Rumbeck
Yeah, for sure. So, to have wiggle room, you first have to have boundary, right. And what that means is once you determine a system that you want it to keep, you have to teach other people about the system, and also exactly how you want to do it. So I have, for example, a new team, a healthcare creative network, where all the health care podcasters radio host TV hosts, YouTubers come together. And we're actually putting a summit together. And we are have a whole collective to really support each other. Now, this new project, we have committee members, I have everybody Asana, I assume nobody knows right, you have to almost put in mind that I just going to assume nobody knows this system. And now I use a loom to record a quick overview to say these are our projects. These are deadlines. These are the people who are assigned to x, y, z, based on my knowledge of their expertise, feel free within your own subcommittee to arrange for deadlines and due days systematically. However, our ultimate deadline for this one project is this. And we are all professionals. I'm truly appreciate everyone on the team. So take it right. So he's overview of giving people a sense of what needs to be done, but not over micromanaging, because we have subcommittees for marketing subcommittee for legal subcommittee for speaker into invitation, right sponsorship. So each subcommittee can take the lead for what they need to do, I'm just simply assigning the big chair per se of the company, and they can take it. However the detailed things can be, hey, don't forget to tag the people that you want to respond for. So you can get an alert, not just reply in general. And don't forget to check your task management system at least once a day. So you know, what's coming out what you need to do and what the deadline. So sometimes we have to be very specific, and have that type of boundary. And so people are on the same level of commitment. And then you can say, now I kind of have the wiggle room of if things did not happen the way I want it to be. There's a reason because resources and whatnot. But if we didn't establish a standard and boundary ahead of time, and then things fell through, they set up the leader to take the responsibility to say what to do next.
Stephanie
Yeah, so I mean, what I'm hearing is good boundaries, good communication and clear goals along the way, as well as the larger my hand goal. So you mentioned the part about the good boundaries and whatnot. What are some mistakes that you You see your common challenges faced when people are trying to find the right system for their life or business? Like what are some of those things that people should be looking out for or common mistakes that you see that you encourage people to take
Sabrina Rumbeck
a look at? Yeah, great question. I think sometimes when you go into organization into a team, they already have a system, and then the learning curve a little bit high for you, or you simply, you are the founder of that business. So you pick to something that seems like worked for you, and you want everybody else to learn it. So one thing is about, who are your key players on your team? And can you have a conversation with all of them based on their experience, expertise was the best tools to use and have that calmer session together, and therefore, you're not spending extra money or spending extra energy to build everything out. And then people have a such a big learning curve, but it won't serve them,
Stephanie
you're so good, you're so good with the collaboration piece to that it doesn't have to be so stringent or so linear, that there's a component of teamwork, you don't have to do it alone. And actually, they'll probably will, will give you the togetherness or give you that community sense with your team because you cared you took the time. And and at the beginning of this, you would at the beginning, but this part, this segment part, you said take a look at yourself to is what learning curve, is it for you? Is it something that you're coming into? Are you acquiring a team or a company or you're the newbie in in it, even if you are the highest rank, even if you are the new founder, you might be the one that needs to check yourself. And you might have to change a little bit so that you can be more collaborative. And yeah, I love that.
Sabrina Rumbeck
Yeah. And then tapping into the collaboration. So post point solutions, were really a team of experts of all domain business, looking at these growing healthcare companies who are doing pretty well, their revenue generating or a multi seven figure, but they're hitting that ceiling and hitting that plateau, and don't know how to get themselves into the next level. So when we come in some people's like, whoa, 12 business areas, I don't even think there are so many of them. And then we're like, well, that's the point, right, we're gonna put your blinders away, make you see the risk. 60 degree of everything about your company is not just these a threat, a 12 different area, we actually how we work is subdomains and make sure when we do strategy and evaluation, and helping someone it's always in a trial format, means they're always a three people team. What that means for any company, even you start small, some people will say, Oh, I just you know, to have the second hand that can do anything for me, right? There's someone who I truly trust, but they it is a two person relationship. If you are by yourself, that means you're not truly the CEO, as well, my co founder says is you are the chief of everything, which is not going to help with any company growth. And but if you only have two people, sometimes it becomes a debate for anything that needs to be done. Someone always feel like a win lose situation, a lot of time because someone wanted to lease I'm gonna have the other idea. It kind of keep going back and forth. It's not as healthy or effective. When you have three people. Now even the two people are debating an idea, the third one become the observer, and then the clear by to help mediate the situation. And vice versa. Right. So when we think about working to any project, or committee, it's always minimum three members.
Stephanie
That's very interesting. Okay. Would you recommend that people do the three? Can it be a consultant? Does it have to be part of a higher team? Can it be an extra set of eyes and ears that is only hired for that project or for whatever that goal is that you are going on?
Sabrina Rumbeck
Yeah, yeah, for sure. So when you are at a certain level, we always say, who's your third sounding board? So anytime you're strategize, you're brainstorming, you're creating that work. You want it to work in three. So even you are the CEO, you technically don't have a clo or you have, you don't have a chief Informatics Officer, but who is that third leg that can help you? And the same thing as you're saying that third leg could be a temporary consultant coming in, while you're working with your main person and this consultant and that consultant depend on what area subdomain business you're working. Ah, that consultant better be that expert in that domain. Right? That person simply is there to evaluate and strategize. And then the two of you that are on the team are joined as committee is to give information and help decipher what works best for your specific company.
Stephanie
Yeah, that makes sense. So, okay, so we've talked about what is productivity? What is productivity to use some tips around that, that we talked about? What to look for in our software and whatnot. So now you're using it, you picked it you did your you did your list? You checked it, okay, I'm on I'm on track, you know, or I have a, a road that I'm going to start driving on? How do you know if it's working or not? Or what are some practical tips we can give in this short conversation, right, that gives you that evaluation and making sure that you're assessing your productivity tool and system? Like, what are things that people should look at when they're evaluating and determining if they should continue on that road? Or if they need to halt? Yield? Or do some kind of pivot?
Sabrina Rumbeck
Yeah, so things you have to go back to the beginning, right? When you start tracking everything that's not that's when you know, what works, what doesn't work? So once you track these means, outcome, what whatever result that you're hoping to get, did you get it? How many things you put in right input output? And the result? And then is that result truly, even measure by Effort, Right? Like, did it cost you hard to extend it to coffee, or a lot of time where like, stress, or bring extra people just to get the data, or it feels like a super last minute, then means there's a lack of strategy in the beginning, or lack of enough timeframe for you even doing this? Or there's something happened doing this project system that it wasn't right, or is because this whole new team, and they're just still trying to figure out how to work with each other. So then you can give yourself the grace and empathy to or, okay, didn't do it as exactly how I expected, but we'd learned something from it. So what was the lesson learned from that situation? And then how do you share that with your team or for them to do that reflection to say, Okay, we're going to ask for questions. And we'll do that in our executive work as well. So what worked? What do we need to continue doing? What didn't work? And we have to immediately stop. So once you are able to track and then do that evaluation, you needed to be able to answer these four questions for each out the project, and then keep moving forward.
Stephanie
When is, is it okay to just start over? is have you come across clients, people that do this evaluation and this, ask themselves these questions, and then realize that it's not working? Or is it? Or should they be doing these types of evaluations in smaller increments along the project? Are they do they wait until the end? Yeah, great
Sabrina Rumbeck
question. It's always a small increments, we do two week sprints, right? So that means every two weeks you have a project based on where ever it is. It could be a continuation of previous tasks, previous projects that just shaped into this new direction, or is the same direction, we ask ourselves those four questions, so we have a more guidance in what to do next. So along the way, no matter what, it's not just let things loose, and see what happens. If you needed to continue to build in those checkpoints.
Stephanie
You know, those recaps that are a little shorter, be like will save you so much time at the end. And that really does go sometimes you kind of let time. Go. I don't know about you. But on a personal basis sometimes or my professional life you think about like that's the last thing I want to think about. I don't want to evaluate this. I don't want to go and look at my what, how my goals are doing because it feels like a time a waste, almost because you think you feel like your rewrite, reiterating it every so often, and then it just feels like oh, it's a reminder. But you're saying when you do this, it's actually could save you so much time at the end, probably going to be the healthier way sanity wise to do it, versus at the end finding out that with all of your efforts that you've done, we're, we're not good. You should have been doing some check ins and checkups. Yeah. Okay, so let's go ahead and help people a little bit more about just kind of this this last section of how can they find a good productivity tool system that they should invest in? Is this something that they should just we have this conversation that we just had now, you know, they should like do their check ins and things like that. Um, But how do they know if they should go all in and into something. So whether it's a software, it could be a software that you're implementing for your business? Maybe it's a new system that you you should be implementing now, how do looks like a good temperature check for them to go all in? Or just start slow? And that I feel like
Sabrina Rumbeck
everybody wants to know that, right? Like, how do I do psi, it's really worth it. I always believe in any two answers that it's about consistency, if you're not used to, it's not going to do you any good. So from today, we talk about a lot of differences. Now, a lot of these systems are not going to cost you any thing financially by it's going to cost your time, honestly, with yourself to figure out the right activities to do, what to eliminate, what to delegate what to create additional automation system for and how to leverage additional project management tools that you can keep track of your team and make sure that they are on top of things, right. So for all of that, which one do you implement first, while star was the ones that we talked about the checks the self evaluation, if you can't even get that down, if you can't even invest in yourself to be honest and do those assessment that why invest in a whole system that looks fancy track, a bow charts, timeline, that doesn't mean anything to anybody, because you're not going to use it, and or it'd be become a burden for you. So you have to start from the ground up, if you can consistently, even just to do what we talk about. Every week review, your sixth level of freedom, are they still in the same order, every week, you're going to look at your activities from the past week, are they still getting you the maximum about result, as well as at least amount of effort, and they're in your desire zone, then you keep doing. And without doing that for at least a couple of weeks for you to figure those things out in the beginning, they it doesn't really make sense to put all those projects into these fancy tools and software. And now you can start somewhere, if you have a project manager, that person, whether he or she can help you sort things out and put it all tracking appropriately. If you don't have that person, then don't even worry about it. You have to work on yourself first. Because everything start from the top, if your mind is not in that, to win it, if you're just have hazarding doing everything, or you just got trapped into just continuously being busy and putting out fires left and right, then you don't have a system. I mean, honestly, like, you're not you're no matter what are you building is not going to last you that long. So I would say when you want it to go all in, it's because you can consistently do this week upon week, actually evaluating yourself. And then once you keep up with having a system that works for you, independently, now you can invest into a tool, teach everybody and talk about what that tool means for everybody why it's so important setting the right boundaries, and actually start keeping track everything into that tool.
Stephanie
Yeah, you have to start with yourself. That's, that's a mic drop moment. Yeah, start with yourself. That was awesome. That was amazing. And so let's, let's talk about what what would look like a takeaway that you would want someone to have, as they're finishing this episode with you? What's the takeaway about productivity and finding the right productivity for you in your business? Or maybe even your personal life or both?
Sabrina Rumbeck
Yeah, I always like to say, you have to say no to pretty much everything, then you can say yes to the only thing that truly matter. Because of everything that we always talk about all the different type of freedom or the systematic compensation, you can use a focus funnel, and all of these things are is about how do you say no? More frequently? So they can say yes, so definitively for the only 20% of the work that gave you 80% of the result. Now the concept is thrown out there a lot. But how many of us actually do it? We needed to be very consistent with ourselves and be okay with that. Because every no is a new opportunity. And that's the major take point from this episode is less take some time. You have to be able to slow down to do that reflection, perhaps assess your Sunday, Friday, Monday thing, right? Give yourself that time to actually look into the whole big picture of what this week is going to be for you.
Stephanie
Yeah, love that. Okay, so This is a question we like to ask all of our guests. And it tends to give us a little bit more insight about who you are but also just a fun recommendation that maybe you have that others have not heard of. So what is your favorite magazine, whether it's a digital magazine or physical magazine, like which one's the one that either you grab when you're walking in the store or the one that you're always getting on a monthly basis maybe in your Kindle or something.
Sabrina Rumbeck
So the funny thing is, while I was in middle school, I was reading all these magazines subscribe to Aldi saying, and then college and grad school comes. And I stopped all those subscriptions because I got into audiobooks. So for me nowadays, I have not read a typical magazine for a long time. I'm always having my audiobook of some sort.
Stephanie
I love it and actually to be to be fair, some of these some of the articles and whatnot become books anyway. So you know, or tips and things. It's like the start of a conversation the magazine so I love that that makes sense. Okay, so let's let's give people where they can find you. Tell us a little bit about you know, some of the platforms that you're on some of the tips that you give out in the social media world or maybe your website so that is especially if you're in the healthcare industry, but you don't have to be she's amazing it just all things like productivity and systems and just finding success within yourself and also your business but where can people reach you?
Sabrina Rumbeck
Yeah, okay, step I am most active on LinkedIn feel free to go type in my phone name Sabrina rumba. To find me and connect there with me. We do a lot of fun stuff on LinkedIn I every Tuesday we'll have a linking audio every Wednesday would drop our podcast the providers edge so truly is how do you gain your extra edge as a executive entrepreneur founder in the healthcare space. And then Thursdays we run and LinkedIn, live stream and and then Monday's, our newsletter to draw. So it's kind of a lot of fun stuff that we do online care and then very easily to reach out to me send me a personal message. I'm always active, to engage with anybody who wanted to see how they can expand figuring out what's missing in their own system in their own business model to have the right infrastructure for them to scale exponentially.
Stephanie
Wonderful. Awesome. Well head on over over to LinkedIn. Thank you again, Sabrina for your time. And until next time. Thank you for listening to the organized and productive podcast with the organized flamenco. If you enjoyed today's episode, and we'd love it if you leave a rating and review on your favorite podcast player, it helps with letting people know that we're here. For full show notes and resources head on over to the organized flamingo.com/podcast Happy organizing.
