Process of Elimination

“One’s ability to control the inner state is the main factor that separates overworked strugglers from unstoppable entrepreneurs.” – Dr. Kayvon K

Entrepreneurship is not easy, and entrepreneurs can quickly become their own worst enemy, getting in their own way, sabotaging their success without realizing it.

Bottom line: It comes down to one’s ability to win the inner game of entrepreneurship.



And to get back and STAY ON-TRACK.

To step up and Take Back Control!

Dr. Kayvon K is the one who helps entrepreneurs to develop an Achiever’s Mindset, plan Practical Strategies, and Focus on Consistent Execution, which creates the kind of Momentum that is necessary for success.

Guest Information

Website: https://simplify.zone/

Facebook Page: https://www.facebook.com/drkayvonk

Twitter: http://twitter.com/drkayvonk

Instagram: https://www.instagram.com/drkayvonk

LinkedIn: https://linkedin.com/in/drkayvonk

Episode Transcript

Chris Ippolito 2:04  

Hi, Kayvon. 


Kayvon Khalilzadeh 2:05  

Hi, Chris. How are you doing? 


Chris Ippolito 2:07  

I’m doing great. Welcome to the “Get Coached Podcast,” glad to have you on. 


Kayvon Khalilzadeh 2:11  

Thank you, I’m glad to be here. Thank you for having me. 


Chris Ippolito 2:14  

You’re welcome. It’s been quite a technical journey for us. 


Kayvon Khalilzadeh 2:19  

Yes. We have tested so many things with the audio, microphone, and all of that. 


Chris Ippolito 2:23  

Yeah. Which it sounds great right now, I’m sure we’ll be good for the entire episode. I’d love if we can start off, like I do with every episode, if you’d like to share a little bit of your story, your journey as to how you became a coach, actually. 


Kayvon Khalilzadeh 2:40  

Oh, okay. Well, how far back do you want me to go? 


Chris Ippolito 2:44  

Actually, that’s a good question. Let me try this, I want to guide this a little bit more. When was that first moment that you realized you wanted to be able to help other people through the service of coaching? 


Kayvon Khalilzadeh 2:59  

Around somewhere in 2013, ’12, or so. The thing is after high school I went to university, I studied medicine, and I became a doctor. Towards the end of it I realized, “I don’t want to do this for the rest of my life.” After that, I moved to Vancouver, Canada, which is where I live now. 


Chris Ippolito 3:22  

A fellow Canadian. 


Kayvon Khalilzadeh 3:23  

Yes. This city has been good to me. This is back in 1998. I didn’t know what I wanted to do, but I knew that I wanted to work with computers and the Internet. I was already good with computers, making money with computers and that sort of thing. I taught myself Web design. Back in 1998 this was hot, if you could be able to do Web design. I started to do websites, e-commerce websites and that sort of thing. Then I got interested in websites that they do something. “What is that?” I realized that’s what they call JavaScript. I played around with that, taught myself JavaScript. Which led into teaching myself PHP, database, C#. After a while I was an Internet programmer, then I had an Internet programming company. Then I got interested in what these websites can do for people, the business side of it, the online marketing side of it. 


I started my second company, which was an online marketing company. In doing that, I noticed the highest value that I’m delivering to my clients, the most helpful part to them and also the part that I’m enjoying the most, are the conversations that I’m having with my clients. At the time we used to call them strategic conversations. I noticed that that’s what I’m enjoying. I just cut everything else out, I kept the conversations, and I called it coaching. 


I have been helping my clients with that, with business coaching, business setup, online marketing, and that sort of thing. Later I got interested in being more effective and more efficient, i.e. productivity. I got into that, as well, and got certified with productivity coaching. 


Yeah, that’s how I ended up being a coach, as in by following what was interesting to me, following what was helping other people. Because, of course, the work that we do, we get paid for the work, but the real payment is when you feel that they got value or that unexpected message that you get on your phone or an e-mail that somebody is thanking you from the work that you did a year ago. That’s where the real payment is, I wanted more of those moments for me. 


I just refined it, refined it, and here we are with the company called Simplify, I’m a simplifier. People tell me that when we talk, they somehow find clarity, the ability to cut through BS. That’s what’s happening in the conversations. 


Chris Ippolito 6:04  

Yeah, that’s awesome. It’s what our topic is going to be, but I find it interesting that your journey ended up being through the process of elimination, is how you ended up becoming a coach. Because you had said that the part that you enjoyed the most was that one aspect of guiding and coaching them, it sounds like, on digital marketing, probably growing their business, but then what you got rid of was all that other stuff. I think that’s really awesome. 


The topic that we wanted to talk about was that methodology and that approach that you take of helping people simplify things so that they can have more success. In one of our pre-interview calls, just our original calls that we did, you had shared a bit of an outline and a framework of something you’re working on. Did you want to go through that, and we’ll explore that a little bit more? 


Kayvon Khalilzadeh 7:06  

Yeah. I can talk about that, but before that I’d like to talk about this whole idea of simplifying. I’d like to answer your question in two different ways, if you don’t mind. One is about what you said, as in process of elimination. What is it that we can do to get the same result but our actions are not addition, they are subtractions? What is it basically that I can remove from everything else, from everything that I’m doing, and still get the same result, or still good enough results? We hear this in multiple formats, like the 80-20 rule is basically this idea. 


But at the beginning, because we are novice, because we’re new to something, because we don’t know what’s going on, we just add more. “How about this? How about this? How about that? I’m going to install this. I’m going to hire that company.” Which is fine, that’s the process that I noticed, that we need the research until we get enough knowledge to see what’s happening. The day that we start to see patterns is the day that we can start actually making strategic decisions and basically move from being a start-up to a business, going from testing to see what works to now growing, scaling what is working. 


It’s like that. For many occasions in my life I did it by intuition. Then I realized by going backwards and looking at, “What made that process successful? How come we got these results?” I noticed this is the common pattern, that at the beginning you follow an interest and follow results. “There are some results happening over there, what’s going on?” In that process you try different things, add this, add that, and they show themselves as in what’s working and what’s not working, then you end up with the process of elimination. Which is something that doesn’t come naturally to most people. They may still think the answer to better is always going to be more, more tools, more software, more providers, more, more, more. 


That’s a game of quantity. Process of elimination helps us with the game of quantity. That’s one observation that I had about how success works, either for myself or for my clients. 


Chris Ippolito 9:38  

Question on that. What would be one of the more common areas to eliminate? If a business owner, a new entrepreneur, is struggling and there’s almost this resistance for them, have you identified that there is a common theme or common area that they should be looking to eliminate and subtract from? 


Kayvon Khalilzadeh 10:04  



Chris Ippolito 10:06  

Communication? Like reduce communication? 


Kayvon Khalilzadeh 10:11  

Simplify and minimize, yes. Here’s the thing. Most people, when you talk to them, they have an e-mail problem. They say, “I’m getting so many messages from so many different sources and it’s overwhelming. I have so many unread messages, and this and this.” We need to do something about that. Also, we do things that they are not necessary. For example, on text messages or any kind of messaging or e-mail, there are e-mails that we don’t really need to send, all of the ones that the reply is, “Okay. Got it. Thank you. Got you.” We don’t need those. 


Chris Ippolito 10:49  

I don’t do those. 


Kayvon Khalilzadeh 10:51  

Yeah. Well, the more e-mail you send, the more you’re going to get. 


Chris Ippolito 10:53  

Oh, for sure. I’m laughing because my day job, I get a lot of those, or sometimes you get that e-mail and the natural response would be one of those, “Okay, got it.” I don’t send those types of e-mails. When I get them, they go to junk right away. 


Kayvon Khalilzadeh 11:15  

“Thank you.” It’s like those pop-up messages on the computer that it says something and there’s only one button to click on. “Why are you telling me this message if I only have one option, one button to click on?” I just never read those, just click them, and my computer never broke. 


Going back to communication, removing the type of communication that is not to our advantage, as far as what’s our modality of the communication. Let me put it this way. Basically there are two ways to the communication, outgoing and incoming. Incoming is sometimes reading, understanding, getting information. I love that. Outgoing is explaining ourself, selling, and all of that. 


To really simplify it, I’m going to ask you this, and I hope your listeners also answer the same question in their mind while we’re talking about this. Chris, when it comes to receiving information, are you a listener or a reader? 


Chris Ippolito 12:21  

I think I would say I prefer reading for receiving information. I’m a little torn, to be honest, because I do like both. Because I love reading books, I love listening to podcasts and audiobooks. But I’m going to say I’m a ready, let’s say that’s the one that I prefer the most, yeah. 


Kayvon Khalilzadeh 12:46  

And when it comes to explaining yourself in meetings or in conversations, are you a writer or a talker? 


Chris Ippolito 12:52  

Talker. That one I know. 


Kayvon Khalilzadeh 12:55  

Okay, there you go. Now you know your dominant ways of communication. You’re a reader, but a talker. Stop sending e-mails to people, talk to them. When it comes to receiving information, don’t answer the phone, have people e-mail you. 


Chris Ippolito 13:17  

Okay, in that case then I would actually say, for clarity purposes, I prefer listening and I prefer talking. But this leads me into some interesting questions. Okay, if you are identified as somebody who prefers to talk to be able to communicate effectively, maybe you don’t even identify as this way, but you are a bit of a long-winded person. I can be guilty of that sometimes. My wife just chuckled in the background. 


Kayvon Khalilzadeh 14:00  

I’m helping your marriage basically here. 


Chris Ippolito 14:02  

Yeah, it’s funny. 


Kayvon Khalilzadeh 14:04  

You’re welcome. 


Chris Ippolito 14:06  

If the receiver of that just gets a little frustrated because they’re like, “Oh my goodness, get to the point already.” Can that not, in a sense, start complicating things or is that more, once you’ve identified your preference, you then work to just get stronger at it? As far as being a communicator in verbal versus written, it would mean I would want to focus more on improving my verbal skills, is that how you would start guiding people? 


Kayvon Khalilzadeh 14:38  

Yeah, the short answer is that. But I want to bring clarity to your question. Because what we were talking about was a “what” question, then the problem that came up was a “how” question. That “how” of going too much into details can apply to any medium. It could be talking, could be reading, could be writing. Most of the books that we read, they can be much shorter. But publishing companies, they need a thicker book, they need to fill it out with stuff. 


Let’s go into that. Let’s finish the first part of it, the “what” part of it. I am also a listener talker. Therefore I like to use tools that they work that way. For example, for my communication with my clients, I always ask them to install and use Voxer. Are you familiar with Voxer? 


Chris Ippolito 15:30  

Yeah. Russell Brunson, the ClickFunnels guys, mentions it quite a bit because that’s one of his primary communication tools with his clients he coaches, as well as internal at ClickFunnels. 


Kayvon Khalilzadeh 15:42  

Yes. It’s a great way to communicate. Lots of people say, “Well, you can also send your voice in MMS or WhatsApp.” Yeah, they’re all doing that. It’s a matter of performance, too, and Voxer is the highest performing one. It’s designed around voice, then has the other options of sending a text or file and that sort of thing. As opposed to the other ones designed around text, and voice being an extra option. The algorithms and all of that work best for that. 


Which is designed in a way to help you with the second question, as well. Because if you’re doing a Vox, you can’t just say, “Record,” and go. You have to hold your thumb down while you’re speaking. That active holding the thumb down, it has the option to just hit the button, but that’s a good limitation to put around yourself. Same way that deadlines help us. If you know you have a short amount of time, you’ll get things done faster. If you have to hold your thumb down, this is a constant reminder of, “Get to it, get to the point,” and that sort of thing. 


Chris Ippolito 16:45  

Is there a time restraint on Voxer messages? 


Kayvon Khalilzadeh 16:49  

No, you can just talk. 


Chris Ippolito 16:50  

You could talk for 30 minutes? 


Kayvon Khalilzadeh 16:52  

You can. Which is actually the next thing I was going to say. This is something that they say from copywriting. I forgot who said it, but the question is short copy versus long copy. The right answer is long copy is okay, long-winded copy is not. As you said, it’s our verbal skills, how good are we to structure our sentences and get to the point in a precise way instead of going all over the place. Of course there are some conversations that they’re brainstorming and we don’t know, “Let me just think loud.” That’s allowed. But when we’re sending a Vox to someone, we have that 30 seconds before to think, “Okay, what do I want to say,” just say it, and send it. But all of these apply to e-mail, as well. 


As you can see, because we do a lot of work with other people, nobody wins alone, basically. Communication is something that we have to deal with. If we don’t control it, it will go all over the place. That’s one of the things that I pay attention to. Because to me, limitations and subtractions are the same tool as helping us. I love limitations, as in there’s a deadline or I only have two hours to do this. 


This is something that I read and it really works. Well, this is post-COVID. If we get that life back again that we can work from a coffee shop. Yeah, take your laptop to a coffee shop, but do not take your charger. 


Chris Ippolito 18:41  

Oh, yeah, I like that. That’s smart. 


Kayvon Khalilzadeh 18:44  

Yeah, you don’t have any other option of just sitting there and browsing the Internet. No, the laptop has another hour or so, you’ve got to get the work done. That limitation is very helpful. We eliminated the charger from that scenario. 


I hope that answers your question. 


Chris Ippolito 19:06  

Yeah, it definitely does. I’m being selfish with my questions here because I’m going through something with the day job. You’ve identified how you prefer communication. How do you train other people in your preference of communication? 


Kayvon Khalilzadeh 19:30  

That’s a very good segue and there’s nothing selfish about it. 


Chris Ippolito 19:35  

I’m sure there are other people thinking the same thing, yeah. 


Kayvon Khalilzadeh 19:38  

Yeah. Here’s the thing. You have, let’s call it, your team, people that you’re working with, people that they are above you, same level, or below you. They report to you, you report to them, or however the communication is. At the end of the day having a team that works well together is a better payoff as opposed to one individual and everything is designed around that person. Because let’s say if you and I are working together and we are both talker listeners, we don’t have a problem. But what if I am a reader? You do the thing of going out of your way to make it easy for me, maybe you can transcribe something, write a short e-mail, or, “With Kayvon, because he’s a reader, I want to be cooperative and give him this gift, make it easy for him. I’ll write for him and I’ll also tell him, ‘When you want to reply back to me, please send me a voice.'” 


This way people work with each other. Not only do you want to know if you are a reader, a listener, or a talker and all of that, ask the immediate team people around you and see what their preferences are. Find out what’s the best way to communicate with each person, incoming and outgoing, start practicing that, improve the cooperation and collaboration, and the whole team is going to work better. None of us are going to be 100% within our productive zone, but the whole team elevates much higher. Training is part of it, as in reminding ourselves, and also doing what’s good for them so they want to do the same for you. Unless you’re the boss and you just tell them, “This is it, this is how you do it. This is not a democracy. My company, my way. Just do it.” 


Chris Ippolito 21:33  

Yeah. “This is just the way we do it.” Yeah, it’s definitely a learning experience as far as the communication. To be honest, it’s the number one thing that I preach in my day job, is just more communication. Which is really interesting because I just caught myself there, I said “more communication.” Which, based on what we just talked about, it’s not necessarily more communication, it’s clear communication is going to resolve a lot of issues. 


Kayvon Khalilzadeh 22:01  

Clear communication and precise. Being precise is not the same thing as being clear. We want to be both. 


Chris Ippolito 22:13  

Clear and precise. 


Kayvon Khalilzadeh 22:14  

Yeah. Let me give another example. We sometimes use words thinking they are synonymous, or use them that way, but they are really not. I may say, “Hey, you want to do that thing? It’s simple.” But what I really meant was it’s easy. Because something that is easy doesn’t mean that it’s simple. 


Chris Ippolito 22:41  

Or vice versa. 


Kayvon Khalilzadeh 22:42  

Or vice versa. Let me give you two examples. I learned this from my friend who is into nutrition, heath, working out, and that sort of business. “Losing weight is easy, two steps. Eat less, move more.” I just did that. It’s actually not easy, it’s simple. Move more, eat less. But it’s not easy. On the other hand, something like driving is a very complex task. Your hand-eye coordination, a couple of mirrors, windows in all directions, music is playing, a lot of that. It’s a complex task, but we are all doing it. It’s complex, but easy. Something could be very simple, but hard. Hard and easy are different context than simple and complex. I may have been very clear when I said, “Driving is easy.” I may have said, “Driving is simple.” But the second one is not precise, it’s not correct. It’s incorrect, actually. It’s important for me to have clear communication and precise communication. 


Chris Ippolito 24:01  

Obviously that takes time to develop that skill set, but do you have any suggested exercises or ways that people could help develop more clear and precise communication, whether it’s written or spoken? 


Kayvon Khalilzadeh 24:17  

Yeah. I learned this from my mentor in the university. We were interns in the surgical ward and your communication determines someone’s life. Because if I’m the one who’s examining the patient and I’m not clear or precise in describing what I found in the examination, as far as pain and how acute it is, the location of the pain, and this and that, he may pick up the knife and go in or not. I have to speak in a way that he knows what the next decision is. Sometimes we do that to not take responsibility, basically, to say that either way we’re going to be fine, but protecting ourself doesn’t help anyone. 


When we think about it like that, as in, “This is life-threatening, this has to be important,” think of a pilot. That moment of taking off, there is no ambiguity about that, “Now, we go up.” Everything like that. 


Words like “it’s kind of like,” let’s remove that from our vocabulary. Either something is something or it isn’t. “It’s kind of like this.” We’re trying to tippy-toe around things. Like somebody is not nice to us, we say, “That’s not very nice.” No, just tell them, “That was nasty.” Be precise, be clear, and this and that. 


If you have to do only one thing, this is kind of the first rule. I just said it. This is the first rule. I caught myself. This is the first rule that I have in working with my clients. Nobody is allowed to start any sentence with “yes, but.” Because that just negates everything else, there is no listening, and all of that. There is no “yes, but.” Not verbal, nor implied. If you can’t say what you have to say without that format, you don’t say it, you keep it to yourself. You wait until the time that you can say it with another way of saying it. “Yes, but” is one of our biggest enemies when it comes to precise, helpful, and clear communication. Let’s not start any sentence with “yes, but.” 


There are other things that people say are helpful, like never use the word “every.” Like, “Every time you always do this.” Let’s remove those, let’s be precise. “Most of the time you piss me off,” or, “Most of the time I’m very satisfied with your work.” Whatever that is, just say that. People appreciate it after a while. It would be surprising at the beginning. But then when they realize the value of it, it would be, what do they call it, a breath of fresh air? 


Chris Ippolito 27:19  

Yeah. I was laughing there because we have that rule in our household. It’s not really a rule per se, but it’s almost a game. If we catch each other, my wife and I, saying “you always do this” or “you never,” we poke fun at each other for saying it. Because it’s really not true because there’s always going to be that… I just said it there. There’s instances in which that becomes a false statement. To use it is exactly like you said, it’s not precise or, in some cases, clear. 


Kayvon Khalilzadeh 27:54  

And not correct either. 


Chris Ippolito 27:57  

That’s right. 


Kayvon Khalilzadeh 27:57  

I’m still doing that a lot, as in saying “always,” “never,” and this and that. 


Going back to being more productive, improving ourselves. We have to do the same thing when we talk to ourselves, or describe ourselves to other people, basically. The labels that we give ourselves. I hear people say, “I’m a procrastinator.” Well, there is no such thing. You procrastinate on some stuff, at the same time you get other stuff done without procrastination. Let’s determine which area or which type of task you procrastinate. Because there are other things that you don’t, you just go. Nobody is procrastinating on everything. But when I say, “I’m a procrastinator,” “I’m a procrastinator when it comes to making phone calls.” That would be our opinion of ourselves, as well. 


We need to be clear and precise even when we are talking to ourselves, about ourselves, or any of that. 


Chris Ippolito 29:00  

Yeah. We could probably go down a very deep rabbit hole on that one because there’s even psychological reasons behind it, hence why affirmations are so powerful. If you keep saying, “I’m a procrastinator,” you keep reinforcing that behavior. 


Kayvon Khalilzadeh 29:20  

It becomes a self-fulfilling prophecy. 


Chris Ippolito 29:22  

Yeah. It’s very interesting. 


Kayvon Khalilzadeh 29:26  

Which is a shortcut to, “Who do you want to be?” Start saying that. 


Chris Ippolito 29:31  

Yes, the positive side of it. We touched on communication as far as a common area to try and simplify, what’s another area that’s quite common for people to look to subtract or simplify that tends to lead to success? 


Kayvon Khalilzadeh 29:51  

It’s the timing of things. There are many questions that are valid, but they are being asked at the wrong time. The biggest, most common example is that people, either from themselves or in conversation, ask their “how” question too early. Before we are clear, precise, and satisfied with the “what,” we don’t have to talk about how yet. Getting to the “how” too early. Like in business somebody says, “Hey, I need more people coming to my website, I need more visitors.” But how are you going to do that? We haven’t finished with the “what” yet. “We need more visitors because we need more sales.” Let’s really first understand what is it that we want, then we get to the “how” part of it, or how is something that can be done later. 


You see behind me I have the three-step process of getting things done, simplifying things, staying on track, and all of that. Mindset, as in most of the stuff that we have been talking about so far. We were talking about ways of communication, ways of being precise, our ability to focus, looking at it from which angle, all of that is in the mindset part of it. The second one is strategy, which is all of that “what” question, or the “what” question is a big part of it. Until we are done with strategy, we haven’t moved to execution yet. Execution when it is the right time to ask the “how” question and it is not the right time to ask the “what” questions anymore. 


The timing of the order of things or sequence of things is another thing that gets in people’s way to go where they want to go. 


Chris Ippolito 31:50  

I like that. The reason I really like what you just shared there, a lot of my guests have shared the concept of why you start with the question “why.” “Why are you doing this? Let’s find the underlying motivation.” Simon Sinek made it very popular with his book Start with Why. I believe it’s called the Golden Circle, where in the middle it’s “why,” then “what,” and then “how” on the outside of it. You’re actually the first one to take it to that next step of, “Sure, it’s great to figure out your ‘why,’ then what?” Then you’ve got to figure out, “Okay, now what are we going to do?” Then the final question being how, which is the execution. 


I really appreciate that you’ve brought that up and I’m surprised I didn’t catch that earlier because those are very important questions to be answering for aspiring entrepreneurs like the audience is. Great, figure out your “why.” Then the next logical step is “what,” then “how.” 


Kayvon Khalilzadeh 32:58  

Yeah. Let me tell you an analogy that makes it practical. Imagine those airplane jet air shows that they do, like Canada Day, Fourth of July, and that sort of thing. It’s a complex thing. I’m sure they start planning it months in advance, training, practicing, and all of that. On the day of the show I assume they start with a meeting, the final briefing meeting in front of a whiteboard somewhere maybe. Then they walk to their airplanes. Some technicians are already preparing the airplanes. They get in there, they start checking their instruments. Then they get on the ramp, then they speed up, then they take off. They go to the right altitude, they do the twists and turns, then they come back down and they land. I don’t know what’s the right term, park their airplane, bring it to the hangar. 


That makes sense. But what doesn’t make sense is when the pilot is in the cockpit and it’s time to test the instruments, his mind is thinking about the twists and turns, or thinking about landing. It’s not that it’s an invalid question, it’s the wrong timing for that question. When I work with my clients, they come up with so many questions. So many of them I say, “Good question, but we’re going to park it for later, we’ll come back to this.” 


By taking that question and parking it for the right time, they’re validated, because the question is valid, and at the same time we stay focused on what we are working on at this stage. “Are we at the ‘why’ stage, ‘what’ stage, or ‘how’ stage?” Those kind of questions come to the picture. The ones that they’re not, “That’s the landing question, we’re not at the landing yet. That’s a twist and turn question, we’re not there yet.” Knowing the stages of the business or what part of the business we’re working on, are we working on lead generation, lead nurture, lead conversion, delivery, or upselling. There are many, many questions. Just by separating and these clear lines between them, we bring a lot of clarity to the conversation. 


Chris Ippolito 35:25  

Yeah. I like that. Of course in my head I’m going, “Where am I at?” Because the podcast, in a sense, is a part of the business that I’m building on the side. I mean I know my “why,” it’s very, very clear for me. The “what,” I suppose there could be more for me to unpack there. Then I know there’s a few questions that I need to ask as far as how, like how to monetize, how to grow, how to do all that kind of stuff. I know I’ve been catching myself thinking more about that. Now, and obviously this is the value of having a coach, I’m wondering if I’m ready to get to that point or if perhaps I still have more questions to ask of myself in that “what” area. 


Obviously it’s much easier when you’re with your clients and you can navigate them through that. But somebody like myself, I’m not in that position to sit down with somebody and talk it through. What would be almost an exercise that somebody could walk themselves through that process to make sure they’re asking themselves the correct question at the right time? If you have an exercise. 


Kayvon Khalilzadeh 36:57  

Yeah, it is a question, habit, or an exercise, whatever you want to call it. It’s a time frame. The questions become relevant or irrelevant, valid or not, clear or not, depending on the time. We first talked about clarity. An example is, “One day I’m going to be wealthy.” “Okay, what does that mean? What is wealthy? Do you mean millions of dollars in the bank account or do you mean five houses? What are you talking about? Or what is ‘one day’? Is it tomorrow, is it six months from now?” 


That second part, the time frame, helps us with the clarity of the question. A bunch of questions, we don’t have to worry about them now. They’re good questions, but they go away later. The thing is on the strategy planning part, give it a time frame, “I’m going to do my planning, strategy, and answering questions for the next 30 days,” or the next 90 days. Pick a time frame and have all of your questions, thinking, planning, strategy, “whats,” and “hows” related and relevant to 90 days. Obviously there are goals that we want to achieve three years from now, one year from now, that sort of thing, and that’s fine. If you’re doing three-year planning, then those questions come up. 


Giving it that time frame allows us to have that filter to find out which question, which thought, or which idea is relevant or not. “Should I park it or should I use it?” 


Also, the same way that we started this conversation by following our physiology as opposed to trying to force it, “Are you a listener or talker?,” that sort of thing, it works with our achievement, as well. “What does our physiology say?” Because in order for us to achieve our goals and make progress, we need to stay connected with our direction, vision, goal, whatever we want to call it. We need to be connected with it. Because if we’re not, then everything else is going to sound good, look good, distractions, and we end up doing many things. Because we are not connected to that. 


Connection is in two levels. There is the mental/intellectual part of it and there’s the emotional connection. Mental or intellectual is as in you, on a conscious and subconscious level, have to believe that this is doable. Somebody says, “I want to build a business that is going to make $500 million by next year.” That’s a good goal, that’s precise, that’s clear, but it’s not really doable. It doesn’t matter how I try to convince myself, there is part of my mind that goes, “Nah. That’s not really going to happen.” That’s the intellectual part of it, logically it should make sense. 


Emotionally we should really want it, want it more than anything else, and having that desire for it. Now this is our connection with our goal and we need to use a time frame that allows us to naturally hold that connection active and alive all the time, which we don’t necessarily do. Hence it is also called the New Year’s resolution. Because one year from now is so far in the future that we are unable to keep that connection. We’re not robots, we’re human beings. We have thoughts, we have feelings, and that sort of thing. It needs to be shorter. One year from now is so far in the future that even if it’s logical, we can’t hold an emotional connection for that long or that far in the future. We end up losing the game to what’s right in front of us that’s important, urgent. We need to shorten that time frame. 


You might think, “Okay, one month, I’m going to have one-month goals.” Which is fine. Yeah, we can keep our connection and work with it, but it’s not very practical because one month is not long enough to create significant change. That’s the nature of the beast, that’s how business is. Hence 90 days seems to be a good amount of time. As you can see, we have seasons, we have quarters in business and all that, everything is around that. 


I like to work with my clients in 90-day periods, I don’t work shorter. I won’t accept a client for one month or two months. We work with each other for a minimum of 90 days because we want to stay connected and create significant change. It’s a good amount of time to revisit and renew our goals, vision, and all of that. We can break it down into two cycles of two six weeks and that sort of thing, but the whole time frame is 90 days. 


Now going back to your question, what question should I be asking, what should I be thinking about, how my “why” is related, what “hows” and what “whats” are going to be. If you think 90 days, so many of them, they don’t even come up to your mind, you’re free of them. Because you gave yourself this 90-day period thinking. Does that make sense? 


Chris Ippolito 42:38  

Yeah, you shorten the time frame to really just narrow your own focus so that a lot of those questions, they just can’t come up because it would require you to think beyond the 90 days. 


Kayvon Khalilzadeh 42:51  

Yeah, they naturally don’t come up. But if you don’t have that time frame, as I said, it could be the wrong kind of a time frame, we can have the one-year time frame, doesn’t matter, having a time frame helps us with elimination of all of the irrelevant questions. Having a 90-day time frame makes it practical and doable. 


Chris Ippolito 43:12  

Right. I like that. We’ve definitely covered quite a bit. We went on a little bit of, not a tangent, but we went a direction I actually wasn’t expecting, which was really nice. But coming out of that, what would be the one piece of advice you’d want to share with the audience so that they could take action and help themselves level up wherever they need it most? 


Kayvon Khalilzadeh 43:36  

Right. Break things into smaller steps. Unfortunately this clear example to show us how to get things done has backfired. When we say, “You are at point A,” you want to get to point B, we draw an arrow in between, and we say, “This is how you do it, point A to point B.” But that also implies that from point A to point B there is only one step, but it’s not. Point B is the ultimate. 


I would say do yourself a favor, don’t go from point A to point B, go from point A to point Z, or zed, depending if you’re in Canada or U.S. Which implies and gives you the permission to have a B, a C, a D, an E, and an F. You say, “Okay, I’m here, I want to get to letter Z,” or zed. “What’s the next one, which is B, that gets me closer to that? What’s the next one that gets me closer to that?” Make it so small that it’s actionable now. Now the now is relevant, it could be your next hour, it could be today, it could be this week. You determine that because, again, you’re asking your question in a time frame. But you want it to be something that you can start and goes a little bit further. 


Breaking things into smaller pieces is the one thing that I would say helps us to keep moving, stay moving, and gain momentum as we go. Too far in the future time-wise or goal-wise and missing all of the steps in between doesn’t help. A Simpler way of saying that is baby steps. What is one thing that they can do? Baby steps. 


Chris Ippolito 45:31  

Yeah, I like that. I think that’s great advice. It’s come up a couple times in other conversations, there’s obviously got to be some validity and value there. 


Final question, Kayvon, before we wrap up. If people wanted to reach out and connect with you, where is the best place for them to find you? 


Kayvon Khalilzadeh 45:52  

My website is simplify.zone. First I was bummed that I didn’t get .com, somebody else had it, but then I thought, “No, this is actually a better advantage.” This is the zone of simplification. 


Chris Ippolito 46:08  

Yeah, I like it, I think it’s pretty cool. It’s unique, for sure. 


Kayvon Khalilzadeh 46:12  

Yes, thanks. 


Chris Ippolito 46:12  

It’s been an absolute pleasure, Kayvon. Thank you very much, again, for being a guest. 


Kayvon Khalilzadeh 46:18  

My pleasure. 


Chris Ippolito 46:18  

Definitely looking forward to future conversations. Productivity is definitely an area I like to chat about. 


Kayvon Khalilzadeh 46:25  

Yes, any time. This was fun, thank you very much. 


Chris Ippolito 46:27  

You’re welcome, take care. 


Kayvon Khalilzadeh 46:29  

Take care.