# Vault 2026 — the year-ahead checklist

Every to-do from every session, grouped by how often to do it.

## Daily (22)

- [ ] **State your price and stay silent until you see the reaction** — Every sales conversation _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Create a company-wide experiments channel and post every test result there, failed or successful** — Report back after every experiment; Bartlett's team runs 10 to 15 a day _[speaker-stated]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Post one small improvement in a 1% channel and applaud it publicly** — Every day, per team member _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Post a paper wall you pushed on, however small, in a shared Paper Walls channel** — Every day someone posts, in Bartlett's words _[speaker-stated]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Include your chosen successor in every vendor, hiring, and customer-escalation conversation, then debrief for five minutes** — Daily, for the next 90 days _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Practise the fundamental technique of your craft, not only the full-speed version** — Every day (his grandson trains two hours daily after school) _[speaker-stated]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Get up and move your body: jog, run, or train, before the day's work** — Daily _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Say your affirmation out loud: I believe in myself first, I can master whatever I learn** — Every morning _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Ask at least one person 'What do you think?' or 'What would you do?' before giving your own answer.** — Every working day (speaker: 'ask people what they think more') _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **After every shoot or recording, log the date, what was shot, and the broad strokes in your notes app** — Every time you shoot something _[speaker-stated]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Write down every idea the moment it arrives, however rough, before you do anything else** — Every time you have an idea _[speaker-stated]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Hold a short daily review with your assistant where they bring only what they cannot handle** — Every morning, 'sixty, sometimes ninety minutes if it's a whole lot of stuff' _[speaker-stated]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Assign one person (not you) to wake up every day focused on traffic and campaigns, and to check that checkout buttons, links, and email campaigns still work** — 'Somebody else that wakes up every day and pushes distribution' _[speaker-stated]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Wake up and commit to being 1% better toward the 10.0 version of yourself** — 'Every day, wake up to strive to be your 10.0 version of yourself' _[speaker-stated]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Ask every non-negotiable question aloud in every interview, even when the application form says the box was ticked.** — Every interview ('you have to ask them in the interview every single time') _[speaker-stated]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Give each family member five to fifteen minutes of one-on-one listening time** — Every day, more on the weekends _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Say your morning prayer or grounding statement** — Every morning _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Require your children to read every day before screens** — Every single day _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Pray for, or deliberately wish well, one person who has wronged you** — Daily, as part of your morning practice _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Walk outside with your partner for fifteen minutes** — Every day you would otherwise skip exercise _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **In your current or next new role, be the first one in and the last one out for a month** — Every day for the first month, as Rice described being first on the field and last off _[speaker-stated]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Learn one specific thing each workday that improves your craft, and write it down** — Every day ('Every day I showed up at work, I wanted to learn something different') _[speaker-stated]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)

## Weekly (37)

- [ ] **Publish one video in your lane** — Every single week _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Check that the thumbnail leads straight into the first clip before publishing** — Every video, with your weekly publish _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Cut any opening footage that is about you rather than the topic** — Every edit _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Run each script through the five-year-old and 95-year-old test** — Every video _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Hit a fixed quota of cold approaches and log the rejections** — Every week _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **When a video starts to spread, post it yourself on X and other platforms within the hour** — Whenever a piece takes off; check within an hour of each publish _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **At every conference or mastermind you attend, leave with five new peers saved as text threads and message one within a day** — Every event you attend; weekly check-in with one of them _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **List last week's reactions and build one system that removes the need to react next time.** — Every Friday _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Have HR (or whoever owns your employer brand) check Glassdoor and social mentions for bursts of anonymous negative posts.** — Weekly _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Cut your next team training to twenty minutes of talking and run the rest as a group exercise with public read-outs.** — Every training session (Bet-David ran Tuesdays, Saturdays and Monday mornings) _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Run a small paid test on titles and thumbnails before publishing each major piece of content** — Before every major release _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Rewrite the first 60 seconds of your next video or episode so it delivers the packaging promise immediately** — Every episode _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Block recruiting hours in your calendar and call strong applicants within hours of their application** — Weekly; Bartlett spends about 30 hours a week on recruitment _[speaker-stated]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Add the six-weeks-event, eight-weeks-supplier paper wall question to every interview** — Every interview from now on _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Write a memo to your team in your own words on one hard problem** — Weekly; Bartlett writes memos on a weekly basis _[speaker-stated]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Name any tension with a family member in the business out loud within 24 hours instead of letting it fester** — Whenever it arises; check yourself weekly _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Score yourself on the ladder for business, money, and your closest relationship** — Every Monday morning _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Take one decision you have avoided for more than two weeks and do the courageous version of it** — Every week _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Rehearse the performance you fear in front of a live audience of any size** — Weekly (Mayweather trained before 200 to 300 spectators every day) _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Write a one-card game plan and a one-line 'what I will not do if provoked' before every negotiation or high-stakes meeting** — Before every negotiation _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Start (or update) the operations manual: one hour a week with your most knowledge-concentrated person documenting clients, vendors and processes into a shared system.** — Weekly for the next quarter _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Hold a standing leadership meeting where operating questions (like 'how do we address conflict?') get answered and turned into method.** — Weekly (speaker: 'we do weekly Max Seven meetings in our office') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Block time on the calendar to give your spouse or child their love language, phones off.** — At least one hour per week (attendee: 'block out your calendar to give them what they need at least one hour per week') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Review your view counts and sales at one fixed time, write a factual one-paragraph note, and close the dashboard** — Every week, same day and time _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Hold a Monday activity review where each rep reports last week's calls and appointments before results, then checks the calendar.** — Monday morning, every week ('Go on the board Monday morning and tell me how many calls you made last week') _[speaker-stated]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Run the calendar audit prompt on the coming two weeks and apply the 4Ds, or have your chief of staff or assistant run it** — 'My chief of staff runs this every Friday' _[speaker-stated]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Run your one-on-one or team-meeting transcript through the leadership X-ray prompt and note one thing to change next time** — 'Next time you do a one-on-one or any team meeting' _[speaker-stated]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Make every client proposal hyper-personalised with their team, office, and branding using AI** — Every proposal _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Hold a structured one-to-one with every direct report using a fixed agenda.** — Every week ('How many people do a one to one with their direct reports every week?') _[speaker-stated]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Count your recruiting funnel (applicants, filtered, interviewed, hired) and find the stage eating the most human hours.** — Every week for a month, then monthly _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Notice and thank one person who showed quiet discipline this week, in public** — Every week _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Hold a whole-family dinner with phones set aside** — Every week, no matter what _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Keep a couples' night and a kids' movie night on the calendar** — Friday night for the couple, Saturday for the kids _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Put a future-planning slot in your weekly leadership meeting where the leader shares what they are thinking about and asks 'what do we all think?'** — Every week, inside the weekly meeting _[speaker-stated]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **For any new handoff, hold a repeat-it-back check and a quick 'show me' during the first 30 days** — Regularly during the first 30 days of a handoff; at least weekly _[speaker-stated]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Hold a leadership or partner meeting and require every partner to voice a view in the room** — Weekly (Liquid 2 holds partner meetings every Tuesday) _[speaker-stated]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Ask one person who could help your business what they need, without mentioning your own ask** — Every week _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)

## Monthly (27)

- [ ] **Take notes in the $100K / $1M / $10M / leaks ledger at every talk, book, podcast or course, then rank the ledger and act on one opportunity and one leak within 30 days** — Every learning event you attend; review the ledger monthly _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Make ten videos, pick the one with the most views, and remake it slightly differently** — One batch of ten, then repeat the loop each month _[speaker-stated]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Pull click-through rate, average view duration, and revenue per thousand views for every recent video** — Once a month _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Study the biggest creators in several genres and note what holds attention** — Once a month _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Write the numbers that define hard work for your role and each role you lead, and audit the last 30 business days against them.** — Once this week, then review the counts monthly _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Log each setback with the date you were back on offense and aim one rung shorter than last time.** — Each setback, reviewed at month end _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Report owned-audience numbers (emails, postal addresses, paying customers) alongside views in your metrics review** — Every month _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Hand one recurring responsibility you currently own to a family member, with a written definition of done** — Every month until you own only what only you can do _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Give each child the next book on your family reading list and discuss it over a meal when they finish** — Monthly _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Bring one live family-business decision to an outside adviser who is neither family nor employee** — Monthly _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Train your team on the ladder so they can name their own level** — Speaker said 'all the time'; we suggest a monthly refresher plus use in every one-on-one _[speaker-stated]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Move half of every payment you receive into a separate reserve before you spend anything** — Every time money comes in ('always put half up, no matter what') _[speaker-stated]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Personally read the statements for every account someone else can move money from** — Monthly, and before any large transfer _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Put a fixed share of income into a second income source that can grow while your main one still pays** — Every month, reviewed quarterly _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Hold a one-on-one with each senior leader to ask how they are doing and what would make them leave, so a resignation is never a surprise.** — Monthly _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **List your tasks and skills and start a skill-transfer protocol for the ones that no longer need you.** — Once to start, then review the list monthly _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Block a structuring session to lay out the beats before handing any long-form project to an editor** — Before every long-form edit _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Ask your child what they would do all day if they could, and give that passion one tool or outlet** — Once a month _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Hold skip-level conversations with two or three reports of one manager whose scores look skewed.** — One team per month _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Record yourself doing one hated task three times, generate the SOP and one-page checklist with AI, and hand it to a named owner** — 'Do that three times' per task; one new task transferred every two weeks _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Write the outcome sentence and the 1-to-10 measurement checklist for one role on your team** — One role per month until every role has one _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Before briefing any physical, design, or creative job, generate a photorealistic rendering and share it with everyone involved** — Every time you commission work _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Track registered versus attended for every event you run and segment by price paid** — After every event _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Take one parent-child date with each child** — Once a month per child _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Have coffee with one external relationship you should have but do not yet, such as a second bank or the president of your largest supplier** — Once a month _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Ask for a short written update from every company or team you back or manage** — Monthly ('we always ask for monthly updates') _[speaker-stated]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Measure how fast your team answers customers and support requests, and set a target** — Every month _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)

## Quarterly (59)

- [ ] **Score your beginner's mind from 1 to 10 and pick one input to raise** — Every quarter _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Write your 'what am I cutting off' list against your current goals** — Every quarter, when you set goals _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Map the next five moves in sequence before any major hire, raise, or launch** — Before each major decision; review the sequence quarterly _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Redo the identity audit with the same questions and compare it with last time.** — Every six months _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Draw the first version of your business flywheel, plus a health and a family flywheel.** — Once this week, then redraw every quarter _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Redraw the flywheel and pick one link to strengthen.** — Every quarter _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Take your referral partners (accountants, attorneys, or the equivalent for your business) to lunch.** — Every quarter ('accountants that you take them out to lunch every quarter') _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Add every new decision above your threshold to the scorecard and score it when the outcome is known; review the hit rate and speed.** — Every quarter _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Before promoting anyone into a manager, director or VP role, check whether they default to blame, escape, or responsibility when a decision goes wrong.** — At every promotion decision _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Read The Slight Edge, Blue Ocean Strategy and Working Backwards, one per quarter, and brief your team on each** — One book per quarter _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Review which past ideas you rejected because customers were not asking for them, and fund one as a self-disruption bet** — Every quarter _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Restate expectations with every relative in the business: who owns what, who gets what, and how a good exit would work** — Speaker said 'early and often'; we suggest every six months and before any new arrangement _[speaker-stated]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Ask a young relative in the business for one idea and give them the tools (software, hardware, AI access) to build it** — Once this quarter, then keep the gate open _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Hold a meeting to hear the strongest case against your favourite unfunded idea before committing people to it** — Before every major project commitment; at least quarterly _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Ask each business partner whether the split of work and reward still feels fair, and adjust if not** — Every six months _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Ask five direct reports, anonymously, whether they would call you fair and when you were not** — Every quarter _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Line up at the microphone or volunteer to speak once at an event, even if you fear being cut off** — Once this quarter _[editorial recommendation]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Map who keeps the money around your work and get a real number for what owning your biggest give-away slice would cost** — Once, this month; refresh quarterly _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Write your competitor's best attribute and your plan to neutralise it, then do the same for yourself** — Twice a year _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Log where your third eight hours go for one week and reassign the scrolling time** — Once this month, then each quarter _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Review your ten closest relationships as assets or liabilities and take one action per liability** — Twice a year _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Name a number two behind every critical seat, and a second backup behind them; where there is no name, make it a hiring or development priority.** — Once, this quarter; review every quarter _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Tell your team plainly that everyone is replaceable, that replacing them is not the plan, and that bringing value keeps them good.** — All the time (the speaker's wording); at minimum at every all-hands _[speaker-stated]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Run a scored calibration review for every employee and tie part of bonus to it.** — Every quarter (speaker: 'quarterly calibrations') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Survey staff on how well their manager talks about their career, and compare scores by department.** — Every quarter, alongside calibration _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Teach the five-aspects conflict formula to your whole team and have them role-play it with peers.** — Once this quarter, then refresh in new-hire onboarding _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Identify who on the team is spreading doubt or victim language and address it before it spreads.** — Every quarter, during calibration _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Run the 'what is it, where do I fit, who am I speaking to' audit on every format you produce** — Every quarter _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Say yes to one opportunity outside your usual lane and score it afterwards for fit, fulfillment, and money** — Once a quarter _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Run a full calibration: employee self-score, manager score, then a committee meeting that challenges every exceeds and does-not-meet.** — Every quarter ('Once a quarter managers come, we go through all of your employees') _[speaker-stated]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Have every employee score themselves on the five categories before their manager sees anything.** — Every quarter, as the first step of calibration _[speaker-stated]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Chart each manager's rating distribution against the 10/20/50/15/5 steward benchmark and flag people-pleasers and elitists.** — Every quarter, after scores are collected _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Give every employee scoring 11-24 (needs improvement) a written improvement plan and one quarter to move up.** — Each quarter someone lands in the band ('you have one quarter to clean up') _[speaker-stated]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Pick one bloated process and run the five-step algorithm (question, delete, simplify, accelerate, automate last) to cut its step count.** — Once per quarter, one process at a time _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **After each calibration, decide for every underperforming cluster whether the leak is the employee (coach) or the manager (invest or move out).** — Every quarter, at the end of the committee meeting _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Answer 'if I 10x'd my business, what breaks?' and pick the one constraint to remove yourself from this quarter** — Every quarter _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Re-price one service as if someone else were delivering it to your standard, and write down the methodology it is based on** — Once, this quarter, then review annually _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Run the self-assessment, manager assessment and committee calibration, finished within three weeks of quarter close.** — Every quarter ('Every quarter, the teammates complete a self assessment') _[speaker-stated]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Require a specific example beside every self-assessment score and send back any score without one.** — Every quarterly assessment _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Place every employee on the impact-versus-potential nine-box and stack-rank the top box across departments.** — Every quarter, after calibration _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Host a founder meal for everyone rated exceeds or outstanding.** — Every quarter, after scores are final _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Publish the shape of your nine-box or rating distribution to the whole company, with no individual scores.** — Every quarter _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Recognise your top performers by name in front of the whole team** — Every quarter _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Ask each manager you recognised to recognise their own people using the same data** — Within one week of each award _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Propose quarterly calibration (structured staff scoring and accountability reviews) to your manager or run it on your own team** — Pitch once this month; run it quarterly _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Write your ten-decisions status page and mark each Decided, Open or Drifting** — Once, this month; review every quarter _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Score yourself on the seven signs of compromising your vision** — Every quarter _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Take a short weekend getaway with your spouse instead of waiting for the big vacation** — Regularly; aim for once a quarter _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Run a skill review for every developing leader against three written targets** — Every 90 days _[speaker-stated]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Draw the org chart your company needs at the next revenue level and mark the gaps** — Once, this month; refresh every quarter _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Attend at least one event where you can meet potential mentors and partners, and make it a stated duty for your executives** — Every quarter _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Ask three direct reports where decisions wait on you and act on the top two** — Every quarter _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Write down which phase your company is in and what the next phase will demand of you** — Once, this week, then revisit every quarter _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Review the succession map for every department and confirm who is ready to do half of each head's job** — Every quarter _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Ask three people who see you work 'How do you think I am doing?' and write down what they say** — Every quarter _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Audit sell-through, margin and reorders for every product and door you sell through** — Every quarter _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Score your business on the four quadrants and pick the exponential lever you are neglecting** — Once, this week; then every quarter _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Run an innovative-campaign brainstorm with your team aimed at people who do not buy from you** — Every quarter _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Time one core process end to end and remove at least one step** — Every quarter, rotating through your systems _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)

## Annually (23)

- [ ] **Re-attend one core training or re-read one core business book and compare your old notes** — Every year _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Review your chosen mountains and whether a second one has arrived by accident** — Every year _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Complete the full personal identity audit and write your one-sentence breakthrough** — Once now, then repeat every year _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Make a vision board with your family: 50 magazines, boards, glue, from 8 p.m., everyone builds their own.** — Every New Year's Eve ('every Christmas, New Year's Eve at our house') _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Audit your close friendships against the life you want to live and distance yourself from the one who could cost you your marriage, business or habits.** — Once a year _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Run the best-versus-worst episode variance analysis on your own channel** — Every single year in January _[speaker-stated]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Review the full company financials with your children and your accountants present** — Every year ('every year we go through with our financials') _[speaker-stated]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Bring key team members, especially family, to a learning event so they hear the vision directly instead of second-hand** — Annually _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Have an accountant who does not work for your manager or adviser reconcile the last 12 months** — Once this quarter, then annually _[editorial recommendation]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Complete the personal identity audit (see the Move One session) and repeat it every year** — Once now, then annually _[speaker-stated]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Count how many people's lives you changed positively in the past twelve months, and write why.** — Once a year (speaker framed it over 'the last twelve months') _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Re-score and update your list of advisers and coaches against the trusted-adviser filter.** — Once a year (speaker: 'always update your advisors') _[editorial recommendation]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Write a three-year vision and list the assumptions it depends on** — Once now, then refresh every year _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Decide raises and bonus multipliers from the year's calibration bands: nothing for needs improvement, target for meets, an accelerator for exceeds and outstanding.** — Once a year, at year end ('if you score meets improvement by the end of the year, we don't pay you bonus') _[speaker-stated]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Decide raises from the full-year record of four quarterly scores, never mid-year.** — Once a year ('We don't do raises quarterly. We do feedback quarterly en route to a full annual score') _[speaker-stated]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Set company goals and cascade them top-down to every individual before the year's first review.** — Once a year, at the start of the year _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Announce next year's top prize now so people have twelve months to work toward it** — Once a year, at your annual event _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Run a family vision-board session and a business-planning conversation about what each person wants next year** — New Year's Eve, December 31st _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Update your decade energy map and dream-life picture** — Once a year, on your birthday _[editorial recommendation]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Ask every leader 'who do you want to be here in five years?' in a one-on-one** — Once, in the next two weeks; repeat annually _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Write your answer to 'what is your succession plan?' before an investor or partner asks** — Once a year, updated with your annual plan _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Book your industry's main conference for the coming year and write your outcome before you go** — Every year (Bet-David says 99 percent skip it every year and the one who goes gets the deal) _[speaker-stated]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Make one part of the customer experience smoother for your best customers, the way Vault registration fast-tracks CEOs and founders** — Every year ('How can we make it smoother every year?') _[speaker-stated]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)

## Do once (84)

- [ ] **Text the person who paid for your ticket and thank them for believing in you** — Once, the moment you grab a seat _[speaker-stated]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Rank your ledger and choose the first idea and first leak to act on** — Once, within a week of getting home _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Write down which of the seven mountains excites you** — Once, a minute or two during the session _[speaker-stated]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Share your mountains with the peers next to you** — Once, 10 minutes _[speaker-stated]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Join or form a mastermind or peer circle that applies positive peer pressure** — Once, this year _[editorial recommendation]_ — Set Your Outcome, Price Your Notes, Pick Your Mountain (Patrick Bet-David)
- [ ] **Pick one niche after your first batch of videos and commit to it for six months** — Once, this quarter _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Write a time-boxed runway deal with the person whose support you need** — Once, this month _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **Remove your home address from public registrations and decide who in your family appears on camera** — Once, before your next big release _[editorial recommendation]_ — Nick Shirley: 1,000 Videos Before the Overnight Breakout (Nick Shirley)
- [ ] **If it is your first vision board, record a one-to-two-minute video of it and send it to Patrick Bet-David on Minnect for a response.** — Once, after your first board _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Buy and read Poor Charlie's Almanack, especially the interviews with Charlie Munger's children.** — Once ('put this on your to-do list when you leave') _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Walk your kids through the Larry, Cindy and John slide and the stories of talented people who lost it.** — Once this month, then whenever a teachable moment comes up _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Write your future truth and say it out loud to your team and your family.** — Once this month, then repeat it at every team kickoff and family milestone _[editorial recommendation]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Schedule a real three-week break over the holidays to find out whether you are a driver.** — Once, over Christmas ('take a three week vacation over Christmas') _[speaker-stated]_ — Move One: Know Yourself, Name Your Future Truth, Build Your Flywheel (Patrick Bet-David)
- [ ] **Write out your last five big decisions with the dollar amount at stake and score each one 3, 5 or 10.** — Once, this week _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Pick the one decision from the last twelve months that cost you money and run it through the full problem-solving flow, including five whys and the 'can it happen again?' check.** — Once, this week _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Tell your team: before you bring me a crisis or a big problem, bring me the ITR (return, time, investment). Put it in writing where they will see it.** — Once, this week, then enforced on every escalation _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Brief your number two on your personal stress points and financial constraints so the company is not surprised by a personal crisis becoming a leadership crisis.** — Once, this month, and whenever your situation changes _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Write down your due-diligence protocol (the homebuilder's was 60 days) and refuse to shorten it when a deal looks good and you are in a hurry.** — Once, this month; then on every acquisition or major purchase _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **If you have a partner whose contribution no longer matches their equity, book a third party (consultant, coach or advisor) into the next conversation instead of having another regular-level talk.** — Once, within the next month _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Get an independent valuation of your company before any conversation about buying out or re-cutting equity, using the one-you-pick, one-they-pick, one-agreed method.** — Once, before the partner conversation _[speaker-stated]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Agree with your partners on an EBITDA floor (the rescued founders used roughly 8-10%) and who can veto spending above it; write it into your operating agreement.** — Once, this quarter; review annually _[editorial recommendation]_ — Make Better Decisions: Odds, the ITR Screen, and the 50/50 Partner Test (Patrick Bet-David)
- [ ] **Appoint someone whose sole job is to raise the organisation's rate of trying things, not to be right** — Once, this quarter _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Add a newsletter sign-up, an event or a paid product as an off-ramp from every social channel you use** — Once, this month _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Test physical mail: send a founder postcard with a discount code to a segment of your customers and measure return** — Once, this quarter _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Make AI proficiency a requirement in every job description and audit which roles no longer need to scale** — Once, this quarter, then review annually _[editorial recommendation]_ — Experiment Faster, Own Your Audience, Stay Irreplaceably Human (Steven Bartlett)
- [ ] **Write your company vision, mission, principles, and values on one page and share it with family members in the business** — Once, this month _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Write the same kind of values page for your family and put it where everyone can see it** — Once, this quarter _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Bring your spouse to your next major business event, even if they have no role in the company** — Once, at the next event you attend _[speaker-stated]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Talk to a lawyer and accountant about gifting equity to your children while the company has value, and what stewardship obligations come with it** — Once, this year _[editorial recommendation]_ — Run a Family Business Without Losing the Family: Roles, Values, Succession (Family business panel)
- [ ] **Order and read Power vs. Force by David R. Hawkins, pushing through the slow first three chapters to reach the chart in chapter four** — Once, this month _[speaker-stated]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Print the map of consciousness and put it on the wall where your team works** — Once, this week _[speaker-stated]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Walk your children through the ladder and ask them to point to where they are on something they are afraid of** — Once, then whenever they are stuck _[speaker-stated]_ — Power vs. Force: Find Your Level and Move Your Team to Courage (Patrick Bet-David)
- [ ] **Ask the person who controls your distribution or platform to become partners before you consider buying out** — Once, when you have the money map _[speaker-stated]_ — Floyd Mayweather: Own Your Game, Take Fewer Hits, Trust but Verify (Floyd Mayweather Jr.)
- [ ] **Write your key-person dependency list: every role whose loss would hurt for more than a week, what lives only in that person's head, and who steps up.** — Once, this month _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Get a quote for key-man insurance on your most critical people and decide whether to buy it.** — Once, this quarter _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Run a data-recovery drill: rank customers from two years of invoices and pull all open prospects without relying on any one person's login.** — Once, this quarter; repeat annually _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Write and store the three crisis scripts: the customer/vendor continuity call, the senior-leader message naming the interim, and the all-hands update.** — Once, this month _[editorial recommendation]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **After any key departure, write the new strategy or system that stops it hurting the same way next time, before you move on.** — Immediately after each departure _[speaker-stated]_ — When Your Key Executive Quits: Build a Company That Keeps Running (Patrick Bet-David)
- [ ] **Score every current running mate 0-10 on character, trust, work ethic, vision, competency, and Rolodex.** — Once, today (speaker: 'Take 2 minutes') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Add 'Tell me about your Rolodex. Who can you text right now?' to your senior-hire interview script.** — Once, this week (speaker: 'this exercise just added one question to your interview process') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Write your business principles, post them on the wall, and walk every employee through them.** — Once, this week (speaker: 'whatever you do tonight... write it down, stamp it, tell your guys, put it on the wall') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Have the overdue conversation with the long-tenured person who is no longer giving their best.** — Once, within two weeks of getting home (speaker: 'conversations you gotta make when you get back') _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Before any hard conversation, write both sides' concerns, fears, assumptions, motives, and asks on one page.** — Before every confrontation; start with the next one this month _[speaker-stated]_ — Build the Right Team: Running Mates, Accountability, Replacing You (Patrick Bet-David)
- [ ] **Identify your personal creative window and keep a capture tool within reach during it** — Once, over the next two weeks _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Read Save the Cat by Blake Snyder and write out its story beats on one page you can reuse** — Once, this month _[speaker-stated]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Hire or contract a strong editor, or a second one, so structuring and cutting are not both on you** — Once, this quarter _[speaker-stated]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Start one owned asset outside the platforms you depend on: a show, a product, or an email list** — Once, begin this quarter _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Write your exit strategy and the offer level at which you would take chips off the table, and agree it with your partners** — Once, this quarter; revisit annually _[speaker-stated]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Pick one idea that has sat in your notes the longest and take a single concrete action on it today** — Once, today, then whenever an idea is a month old _[editorial recommendation]_ — Logan Paul's Creator Playbook: Reps, Story Structure, Leverage, Exits (Logan Paul)
- [ ] **Write your five-category EALIR rubric with four criteria under each heading and share it with every manager.** — Once, before your first calibration cycle _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Publish a role ladder with levels, expectations and pay bands so nobody has to guess what the next step pays.** — Once this year, then reviewed annually _[editorial recommendation]_ — Quarterly Calibration: Score Every Employee on Five Things, Fairly (Patrick Bet-David)
- [ ] **Calculate your buyback rate (income plus SDE, divided by 2,000, divided by 4) and write it where you plan your week** — Once, this week; recalculate when your income changes _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Hire or assign an admin who fully owns your inbox and calendar, and give them direct access rather than forwarding** — Once, within 90 days _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Set up an AI inbox assistant that drafts replies in your voice from your last 30 days of email, leaves placeholders for unknown facts, and never auto-sends** — Once, this month, then use daily _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Feed your most common sales objection to an AI, generate 17 responses, pick the best, and give it to whoever handles your DMs and calls** — Once, this week; repeat when a new objection appears _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Set a family safe word to verify any unusual phone request** — Once, this week _[editorial recommendation]_ — Buy Back Your Time: Audit, Transfer, Fill, and Lead With AI Leverage (Dan Martell)
- [ ] **Write the one-page bonus waterfall with the company unlock, per-level targets and the meets/exceeds/outstanding payout ladder.** — Once, before the next fiscal year begins _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Build a structured interview scorecard with weighted values and spoken non-negotiables for each open role.** — Once per role, this month for your current openings _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Check whether one interviewer's temperament is filtering your hires and add a second scorer if so.** — Once, this quarter _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Verify that your review tool or spreadsheet cannot send scores to employees before committee approval.** — Once, before your next review cycle _[editorial recommendation]_ — Hire, Review and Pay by the Same Yardstick: A People System That Scales (Tom Ellsworth)
- [ ] **Choose one growth metric for your team and publish the recognition rule, including a tenure requirement** — Once, this month _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Review your discount policy and decide which offers you will never discount** — Once, this quarter _[editorial recommendation]_ — Recognition That Drives Behaviour: How Bet-David Rewards Attendance and Growth (Patrick Bet-David)
- [ ] **Set a 30-minute daily limit on Instagram (or your main distraction app) in your phone settings** — Once, today; the limit then applies daily _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Cut off the one person, place or habit you already know is a distraction from your vision** — Once, this week _[speaker-stated]_ — Design a Life Your Kids Come Back To: Ten Decisions, Seven Warning Signs, Family Rituals (Patrick Bet-David)
- [ ] **Hold the four-option conversation with each leader who is at or near their ceiling** — Once, within 30 days, then as needed _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Assign each leader one skill mentor and one leadership mentor** — Once, this quarter _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Hold a year-one expectations conversation with every new senior hire and write down exit scenarios** — Once per hire, in their first month _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Link equity or bonus for stepping-up leaders to calibration results** — Once, when designing this year's compensation _[editorial recommendation]_ — Case Study: Scaling From $22M to $100M Without Betraying the Team That Got You There (Case study)
- [ ] **Read Barbarians to Bureaucrats by Lawrence M. Miller as the companion to this material** — Once, in the next 90 days _[speaker-stated]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Write your compass statement and the why behind it, and read it to your leadership team** — Once, before your next leadership meeting _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Hold one expectation-setting conversation with a key leader using the third-person 'the company needs you' framing** — Once, this month _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Pick your most capable individual contributor and start the shadowing program on every major call** — Once, this month _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Run the vacation test: take a week away, stay off your phone, and require your shadow to deliver the reports** — Once, on your next week off _[speaker-stated]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Tell every department head the rule: no promotion until someone under you can do at least half your job** — Once, then apply at every promotion request _[speaker-stated]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Name the person who plays the SOB in your ear, and if nobody does, decide who could** — Once, this month _[editorial recommendation]_ — Protect Your Superpower: Compass, Shadowing and 30-60-90 Delegation (Tom Ellsworth)
- [ ] **Write your one-page 'we do not do' list of sectors, stages and roles** — Once, this week; re-read quarterly _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Pick one teammate in a slump and give them the next real opportunity instead of benching them** — Once, this month _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **If you plan to hire a family member, pre-brief the team on what to expect and book an eight-month review** — Once, before the hire starts _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Get a third-party certification or proof point that removes your buyer's biggest fear about your product** — Once, this year _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Find one experienced person in your next field to shadow, and make small bets alongside them** — Once, this quarter _[editorial recommendation]_ — Set the Standard: Montana and Rice on Teams, Trust and Second Acts (Joe Montana)
- [ ] **Renegotiate one deal where you are paying a partner whose customers you actually bring** — Once, this month _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Rewrite your recruiting pitch to lead with leadership and the path you offer, not compensation** — Once, this month _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Write your expansion thesis, the person who moves, the date and four milestone bonuses before opening any new market** — Once, before the next expansion decision _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)
- [ ] **Read one demographic forecast for your market this year (Bet-David's was The Next Hundred Million)** — Once, this year _[editorial recommendation]_ — The CEO's Four Jobs and the Four Speeds That Scale a Company (Patrick Bet-David)

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Cole's Notes Vault 2026 — https://vault.chels.ai — built by chels.ai (https://chels.ai). Only stage content is published; quotes are verbatim from automatic transcripts with light punctuation. Speaker-stated cadence and editorial recommendations are labelled separately. Times are Eastern; Las Vegas was three hours earlier.