2026-01-08

 2026-01-08

Okay, good. Afternoon. Here it is. January 8th, 2026, the 8th day. And we are talking about leadership today. Thanks for joining JP. Uh, you know, recently, uh, John Harbaugh, the coach of the Baltimore Ravens was fired. And here's the crazy thing about that. Okay? Did his leadership suck? Yeah, probably. But most people, I mean, he, after 18 years, he had winning records the majority of the time. He went to the Super Bowl. He won a Super Bowl. He was had division championships. In the NFL, there's parody. Every year, if you are good, you get lower draft picks. The average length of a player is about 2.5 years, I think, max. Some players play longer, some players play less, but the but the reality is leadership. is the toughest gig in the world. It is the most challenging job. By far. There is nothing that is close, and there is nothing that is second. And if you ever sign up to be a leader, if you ever choose to take on that mantle of leadership. Two things that can guarantee, number one, you will suck. And number two, people will not like you. If you can't deal with that, Don't ever get in a leadership position. However, Here's the thing. If you decide to be a leader, and you take on the responsibility of helping the team be more successful than they can be individually. It is worth it. The value that you gain is worth it. The... Sense of satisfaction... is worth it. But it comes at a cost. People lie to themselves about being leaders, because they don't like the cost. People lie about being a leaner, about being a good leader, because there's very few good examples of being great leaders. Very, very few. Most leaders, average at best. And the ones that are truly great, you hardly ever hear about until after. Because see, here's how leadership actually happens. You tell people what they should be doing. You give them the vision, and you're watching if they come with you or not. Leadership has almost, it has to do with you, but it has to do more with the people you're leading than it does with you. You could be the best leader in the world with a bad team, and it's a disaster. You could be the best leader in the world with an average team and make them a little better. You could be an average leader with a great team and look like a hero. And yet, most of the time, every single leader is bad and sucks. And they suck because they don't know what to do, and everything you read about leadership is words. And the truth about leadership comes from the heart. It was a great movie, uh, called Drumline for one purpose, for one specific moment in that movie, and that the band director asks the guy who's in charge of the snare drum line. He said, why did I put you in charge? And he said, Because I love the sound of the line, more than I love the sound of my own drum. That is when... the beginning of being a leader. When you love what the team does more than you love, what you can do. Leadership is not for everyone. It's for very few people. And if you ever decide to be a leader, you may want to be desperately, and you may not have the right mentality or the right mindset or the right makeup, the right attributes. To be a great leader. You can be an average leader. But to truly be a great leader, you have to be willing to make the whole drum line, the whole entire band, sound better than you. In today's world, we live in a social media, look at me, look at me, look at me society. And yet, the only way to be truly successful is to have everybody look at the group and not notice you. Let's say, say hello to Louisa. Hello, Louisa. How are you today? Did you have a lovely holiday? Are you back? Yes, I'm back in Chile, New Zealand. I had a lovely holiday, thank you. It's always great to catch up with family and enjoy a bit of time. And bit of heat. It was hot. How about you? So do you have a good holiday in the end? Sorry, I haven't been in. Yes, of course. Um, love. I love holidays. Uh, because it allows for people to get out of their own self-diluted perspective and look at larger things, things that are more important than them. And that is a core of me. I constantly talk about personal branding and I 100% believe in it. I constantly talk about self-promotion, and I believe in that. But, The, the self promotion can be, If you're having leadership problems, I can help you. If you don't have a leader, I can help you. If you have a problem with your team, I can help you. If you don't know what to do, I can help you. Not, hire me, I'll become the superstar and take away your spotlight. That's not what I'm talking about. Anyway, let's, um, Lets talk about that. If you okay, so now we've got a bunch of people here. Thank you for joining everybody. I see, oh, the real Andrea has joined. Hello for that. Crypto, I want to hear about what happened, Alex, JP, one day, um, and Seth, BA, Patricia is here. Jane, of course, the ex-nurse cybersecurity expert in the making. So let's go to, let's go to Patricia. What happened with your email? I want to know what happened from yesterday. Uh, I got a response this morning, and I sent him a slightly less 40 version than what I read you. And he said, absolutely, what I want to know is, why are you so passionate? Um, who are, you know, how do you do what you do? And one of the 1st things he said was that he is so thankful for my consistent support. Um, and that, you know, he's like, I just want to know who you are and how you do, what you do, and why you care so much. And so I'm just gonna give them the novel. There you go. But now you know what he's what he's looking for. And now you can help him understand and answer his questions. Yeah, and he actually even said in his email back, he's like, I don't mean to be nosy, but it just dawned on me. I've been working with you for years and I don't really know. You know, your backstory. I don't really know why you care so much. And I'm like, it's okay, let's go. Isn't that awesome? Fantastic. Super great to hear that. So, I'm just gonna give him the, I'm just gonna give him the novel and I'm gonna, um, probably preface it with, hey, you might want to read this on a train ride home. Well, okay, let me give you the format for making an influential impact on anybody. Okay? Here's here's how you do it. First, you start with some emotional thing. Some kind of feeling. I call that the heart. Right? Okay. By the way, I learned this from, um, 0 gosh, I can't think of his name, uh, Pete Vargas. I learned this from Pete Vargas. First, you start with some kind of heart, an emotional tug in the story to tell you what we're doing. Then you say, here's the process. I had this problem. I figured it out. Let me show you how I did it. And then afterwards, that's called the head. So heart, head, then your hands. Okay, now that I, you've, I've touched your heart and you have some emotional feeling. And then I've talked to you about the process. Then I'm going to tell you what to do with it. Here's here's the practical application. And then end with another or a reinforcement of that emotional story. So tell him, I started with this, this happened to me. I want to help blah, blah, blah happen. Here's how I'm doing it. And by the way, I feel this way because this emotion still reacts with me every day. Well, and and basically, that's gonna be so easy because, you know, I found them because Catherine brought them on as one of her 1st patronages, but when I did a deep dive to find out what they were about, my mom and I were basically screaming that we could have used that organization. My entire childhood, because, you know, with my disability, it would have been nice to have people who couldn't come to the house for a couple of hours after school, while Mom was still working as a full time nurse. Yeah, even if it was once a week or something. I, I, I, I totally understand. I feel you. My family was involved in casa programs and all kinds of things my whole life. I get you. I totally understand. Right, and so, but being able to grab the heart is gonna be so easy. Right? And so then it's like, okay, and then this is what I do. The whole Catherine thing. But that allows me to have a platform to assist him in whatever way he needs anytime throughout the year. Because now my readers expect that. Right? Right now, when she goes to eat, they're gonna get a breakdown of, here's what, £15 can do. Here's what £10 can do. And they know they're going to get that. So my readers are fine. Some of them probably tune it out. Some of them don't. I know for a fact. Yep. Well, and that's, and that's wonderful, because some will get it and some won't. Remember, you cannot. It is impossible to please everybody all the time. Because nobody can please you all the time. Sometimes you're hungry. Sometimes you're angry, sometimes you're frustrated, sometimes you're tired, we're human. We go through all the emotions, we go through all of the feelings, we go through all of everything. And none of us are accepting of everything at the moment. We all need it. When we need it, not when you're wanting to give it. Share. But, but the, uh, that format, if you want to influence someone, that's the best way to do it. You can do it in one sentence. It's more difficult. You can do it in 4 sentences pretty easy. I had this feeling. I did this thing and figured out how to do it. Here's how you can help, by the way, this is how it impacts people. Boom, boom, boom. Four steps. And that process works just about in everything. It also works in the one solution, one problem, one group of people thing, right? Yeah. So I had this problem. I found one solution for this one problem, right? That's the process. Here's how you can do it yourself. And then here's the group of people, and this is why it matters. 4 steps. And, I mean, right now, I am, if nothing else, I'm solidifying my relationship with that charity even more to let Matt know exactly the tool he has at his disposal. And, yeah, I'm in the US, but, hey, that opens up a home market for them. Right? So, I'm actually very glad that he asked me to do this. Just when he asked, it kind of came out of gloom. Yep. Sounds. Well, that's, that's, uh, you know, it's okay. The, the, the good news is you used a very simple technique. Mm hmm. You got it, you got a... You got the answer that you would have guessed at. And now you know, oh, you can you can tailor your information directly to solving his one problem, which was, I don't even know who you are, and here you are helping, and I really want to know. That's his one problem. And your solution is, well, here. Yeah, here. Yeah. This is why. Yeah, because I guarantee you, since he doesn't know. Well, I shouldn't say that, given our, given our conversation yesterday, but odds are, he does not realize I am one of the five that raised almost 10,000 pounds for the charity when Prince George was born. He doesn't realize that I am one of those key five. Right? Yes. And I cannot wait to tell him, uh, yeah, that, that group of bloggers you, you came referring to? I'm one of those. And I have the other four on speed dial. And that's what he's looking for. So, great. Now, here, okay, so, here's the interesting part. Yes, sir. Are you a leader in that organization? In each? no I don't think so. Uh huh. Are you sure? No. Then here's the point I want you to think about. What does leadership mean? Leadership is not being in charge. Leadership is not managing leadership is not guiding leadership is when somebody asks, hey, who knows everything if I really need to figure out what's going on? Who can I count on? Who's gonna be the person? If they say your name, you're the leader. You have the most influence. Yeah, well, I don't I don't know. The only thing I know for a fact, because I've seen it, okay? Is that when the fundraising office thinks, hey, we need to get trash looped in on this fundraiser? There is a post it note on my physical file, and an alert on my digital one that says, Call her after lunch. Because they have called me at 5 o'clock in the morning before. So, the only thing I know for a fact is there's a note that says, call her after you've had lunch. Um, so that they know that they can get me during my breakfast. Yep. I don't know if... I don't know if my name gets mentioned when it's like, Hey, who do we live in? Faster? You know, or who do we talk to? I don't know how high up that list I am. Oh, we nobody knows, right? I mean, remember, when you're talking about leadership, it is you do your best with the best intention, and the team chooses. Correct. That's the hard part of leadership. It's, it's always the most challenging because you can be assigned in a role of leadership. You can just become part of a team and naturally become a leader. People do this all the time. right? Most of the time, the people who are, quote unquote, managing a team or running a team, they have a particular set of skills, but those skills are to manage budgets, team, resources, guidelines, management, expectations, meetings. They're not necessarily to lead a team. Right. And furthermore, I've been through lots of leadership programs. They, they all assume one very important thing. That you care more about the team than yourself. If that is true, then all the things they say matter and make a difference. If what they say isn't true, all the things they say don't matter and don't make a difference. So the bottom line is it doesn't matter what they say. It only matters if you care about the team more than you care about yourself. If that's true, you can be a great leader, and we can we can show you, and you can learn how. To be a better leader, but if you don't have the right heart, If you don't have the right feeling, if you don't have the right care and concern, The words you say are irrelevant. And everybody knows this, right? And here's how you can test that. If you, You go to a sales training and you hear people sell something, and one person, it sounds like it's music, and the other person sounds like it's screeching on a chalkboard. They're saying the same words. And yet, we all know, you can go to a sales, by the way, if you haven't ever gone to sales training, it's a very interesting thing. Think, when you go to sales training, try to remember, When so, who talks and it sounds like it's music to you, and who talks and it sounds like it's scraping on a chalkboard? The difference is not the words or the cadence or the differences in their heart. It's really hard to teach that before you go into a class. Anyway, let's do this. I want to go to crypto. Thank you, Patricia. Let's go to crypto. I want to hear what happened with your interview. Tell us what happened yesterday. If you want to share whatever you want to share, share your details. I'd love to hear about your interview and how it went. Hello, I hope you're doing well. Um, the interview was great. Um, I was scared yesterday, but um, It was very good and the woman with which I would work together, said to me, he hoped that we will see us again. So I think that's a good sign. Great. Wonderful. Well, best of luck to you. Hope that it works out well. If it does, great, if it doesn't, you had interview practice. Yeah. It's very difficult to get interview practice. It's like one of the most impossible things to do. You can't feel the pressure of the last putt on a golf course for money unless you're there. You can't feel the pressure of an interview unless you're there. Yeah, especially when I'm working for the same concern for years, then I'm not used to disturb interviews anymore. No one is. That the only way to get better at those pressure situations is put yourself in them over and over and over again. It's the only one. Yeah, maybe, maybe uh, it works out from the 1st interview now. They were very positive about the talk. Wonderful. That's great. Well, I'm glad to hear that. Hopefully, we'll, did they say when they were going to follow up a week or two, a couple days or do, do you know? Um, I don't know. It's a couple days or a week, I think, so, roundabout. Okay, that is wonderful news. Did what do uh... Thank you. You've been on, so you work in software teams, right? Um, actually, I'm working for an, um, um, How do I say it in English? Um, for, um, packet shop, um, where I um, do the packages for the customers. Okay. And, uh, it's like a little bit oil wonder, yeah. I do work on the computer, I do the packages because it's a little tiny company. And yeah. Okay. Well, um, great. So you do you work in either a factory or a warehouse, and you put the packages together so that they get shipped out to the customers. Yes. Okay. Great. Well, that is a very important skill because today, more people are receiving packages at their home from purchases than going to the store and buying them. So, or at least more than before, maybe not more than, but definitely more than before. You know, okay, thank you so much for that share. Let's go to Will. Hello, Will. I would love to hear your thoughts about leadership, and more importantly, if you, if you, uh, have the self-awareness to recognize that you could do better as a leader, and then if you're actually lying to yourself, thinking you're great. Ooh, loaded question, R&D. Would you expect anything less? I will say this. I am the worst leader I haven't been yet, and I'm better than I used to be. So I've got a future where I will be better than I am right now, but I'm better than I used to be by a long margin. And my view of leadership is more akin to stewardship. So, when I look at leadership, and I've only gone as far as line management, right? Just for context, they never let a company, I'm a sole trader right now, but I have line manage 10 direct reports previously. So that's my experience in terms of formal leadership. But I also lead communities, and I lead myself, and I leave my family. And I view it a lot as stewardship. So, like, I take on responsibility for it. And to me, like I said, there are certain things in my control, certain things that are not in my control, and my variable is how well can I manage that? So my answer is, I'm better than I used to be, and I'm not as good as I will be. Well, that's a reasonable answer, because you're not lying to yourself. No? It's true. You can definitely be better, and I think, I don't think there's a coach or anyone in a coach or mentor or leadership that thinks, oh, I've got this. I've nailed it. I'm perfect. I'm never going to need another problem. Uh, Because I don't, I think the more, the more that you operate in that capacity. The more you realize how, Uh, how much you don't know, how much, how inadequate you truly are, even though you're still adequate enough to lead the team towards their objectives. And yet you, when you self-reflect, or at least when I self-reflect, I realize, man, I, I could have done those things so much better, so much easier, so much, with less friction, with easier, you know, focus and forward momentum and all of that stuff. And really, the, the, the big truth for me was, yeah, most of the time I'm the one in the way. It's not, not that I'm leaning like it's so great, follow me. It's more like, I'm leading, you know, God, you know, just shut up and get out of the way. They're fine. They can totally do it. on their own. What I would say is like, I try and put everything by a razor, right? When I look back at what I did, it's like, did I do the best I could with what I had at the time? The knowledge I had at the time, even if my decisions on reflection were bad. Objectively, like it did not produce the outcome. The reason I looked like to use is, did I make the best decision available to me at the time? If I did and it didn't produce the outcome, I take what I can learn from it, but I drop it. And I said, I did the best at the time. Because it's very easy to say, Well, why didn't I do this? Why didn't I do that? Because it assumes perfect knowledge, which we do not have. Very true. Yeah, so that's just one thing that I, I like to look back on, it's like, did I make the best choice at the time? I said, if it's no, if it's no, I capitulate it to fear because it was easier to do that than to do the hard but necessary thing, then that is something I look back on as a failure. But if I'm like, I get the best thing I could at the time with the knowledge I had at the time and the resources I had at the time. And if it didn't produce the result, okay, but I still think I made the right choice. That I view is a learning experience. Interesting how you said fear, if you, if you got stuck, you would resort to fear. I've never been able to do that because as a consultant, I never had fear as a lever. It was influence only, never. I never could say, you know, if you don't do this, you know, we're going to move you or ship you or change you or do whatever. There was there was never I, I, That was empty. There was nothing. I mean, so I never ever said that. I think, for me, the way I meant that was, I have to have a really difficult conversation with somebody right now. Like I have to tell somebody that what they're doing right now is, and again, I was managing a team of salespeople. So I was like, your sales quarter is terrible, effectively, you are at 30% conversion, whereas everyone else is at 40% conversion. And like the, what I'm talking about with fear is just fear within me. And it's like, do I, do I tell them what they need to hear? Which will temporarily put them on the defensive? And create a situation that I'll need to manage more carefully, which will include, won't work for me. Or do I say the easy thing right now, which smooths the situation over, but leaves the underlying problem unresolved? So that's what I'm referring to, in terms of fear, is fear within me, and I didn't always make the right choice, but I make the right choice. I made the right choice when I was managing a team, more often than not. And as I got better at it, I made that choice more consistently. Yes, absolutely. It is, it is one of the most challenging things to have the difficult conversation when you know it's going to result in either bad feelings or conflict. Yeah, 100%. And The thing about this game is like, I said, the game of life is that there are infinite levels to it, and I'm sure I'm confident that I will have even more of those conversations in the future at some point. And when I just look at what's in my control, it's, oh, where can I be that that's happening in the moment? That's a skill I can train. Because if I can train the skill to be like, this is a situation that I must handle in a way that is for the benefit of this person, not for the comfort of this person. I become a better coach, I become a better leader. And again, it's not to say I'm perfect. by any strength of the imagination. But I'll never get to perfect. I can only ever get to better than I used to be. And that's my goal. Yeah, absolutely. It's... Yeah, such brilliant things there. So many things you've said that are really good. If, um, one of the, one of the guys that I listen to and, um, it doesn't matter who it is today. But he said, we never hire anyone who did not play any sports or was on any teams after they were about 13, 14 years old. And the podcast went on to say, well, what do you mean? Why that? He said, very simply because if when you're before you're 13 years old, typically your parents are choosing your sport or they're your coaches or whatever. But if you go into, you know, junior high school, high school, you try out for a team, they have to pick you. You have to choose to go, and they have to pick you, and then when they pick you, you have to go through the process of being coached. And the process of being coached is when they say, when the coach says, you did that wrong, you need to do more of this. Here's how you do it better. It is not a personal attack. So in other words, the criticism is your behavior or your performance, not personal. And he said that people who, um, have never gone through that process, take the criticism of behavior or performance in a personal way, instead of in a, in the way that it's intended, which is to help you become better at your performance or your behavior or whatever it is. And I found, I found that to be fascinating from that perspective that, There, there are people who have never been coached to, to become better. And so anytime somebody is trying to coach them, They can, not always, but they can just take it as a personal attack. Or a personal reflection, and that, that's, First, that's inappropriate for the person being coach. It's also inappropriate to apply that back to the coach when they're really trying to help you. I thought that was a really fascinating discussion. And he said for his entire company, they don't hire anybody. If they were never on any team, and it doesn't matter if it was the debate team or they tried it for a choir or they were, you know, but it had to be something where they had to attempt, and they were chosen, and then they were included, so they were coached. So that it was the, you have to put yourself in a position to have other people coach you to become better. in order for them to be qualified to even work at that company. I thought that was a really fascinating idea. What do you think about that, Will? Yeah, I can absolutely see the benefit of that. I had some pretty good advice, certainly on, in my, well, first of all, when I got, when I got with my wife, which was about 20 years ago now. But somebody said to us, and I took this into my work, but whenever there's a conflict between the two of you, it's you and the other person versus the problem. And when you get into coaching other people, I think one of the best things that I've done when I had to give sales feedback, we used to do, um, because I dealt with a lot of telephony sales, so we'd sit together and we'd listen to the call together, like their sales, and like where they didn't do a cross cell, and they backed out or something like that. And we listen to it together and we say, okay, here's the situation. And I can see where you're sitting, and I can see where I'm sitting, and here's what the situation was. And I let's kind of look at it together. And I think the right people with the peop, and it's so ironic, right? Because the people who had the most confidence usually thought they needed the least coaching, but they were having the lowest performance. But to that, to that point, being coachable, I believe, is better, or it is a more useful trait. than being inherently skilled at the actual task. Because somebody who's coachable can very quickly outperform somebody who is fixed in their mindset of, I don't need to be better. And that's just something that I saw, but that perspective of, It's not you, it's the situation, your behavior is producing the situation. You're in full control of your behavior, so let's get together and work how that could be better. That could be more advantageous to the goal that you and I both want. I think that's a much better way to look at it. But I just noticed that there were those people who, as you said, would take it as, well, if this isn't good, I'm not good. And I just think that's a low level of awareness, but it's not necessarily a problem. It can be it can be worked through if that person's open to it. But again, that's gonna come down to personality. Yes, it... triggered a couple thoughts. The 1st thought was, there's there's what I call the confidence test. Um, people who believe they're competent, and they're not, overestimate their capabilities. People who believe they're competent and are underestimate their capabilities. Almost always. Um, and there's a number of famous studies about, uh, specifically around comedy, and uh, if I can find it, I'll, uh, but if you look up comedy and competence, um, If you go to a show and laugh at a comedian, You know they're funny. Right? But you may not be able to tell me why they're funny. And only other comedians who are funny, can tell you if a new comedian is funny or not. Even if the audience is laughing. Uh, because they may have, you know, just a string of things or they may have practiced or whatever, they they've got the right material. They may not be very funny, right? I don't consider myself to be a very funny person. I can tell a joke or two, but I'm, I don't think there's any, any possibility I'm ever going to get or even want to get on stage and do a big giant comedy routine. Maybe I can tell the joke or two. But, I don't feel like I'm extremely competent in comedy, for example. Maybe true or not, doesn't matter. But there are things in the past when I thought, oh, I can easily just do this and blah, blah. And, and in reality, no, I, I, Way overestimated, I sucked at all those things. Uh, and it's, it's, it's an interesting perspective, right? Which is why I wrote, are you lying to yourself? Right? Does your leadership suck? Well, the answer is yes and no. And are you lying to yourself? Probably. And the good news is, if you believe your belief outweighs reality. Always. Your belief outweighs reality. That's why there's all of these people like Will and others who talk about your mindset. How do you change your mindset? How do you do it? Because when you find those things that you do well, And you start to believe you can do them well, And you start to produce results that show that you do them well. They compound on top of each other. And that is, It is, it is the most powerful way of learning and becoming proficient at anything. At anything, right? On this, on the stage here, we have real estate people, we've got crypto people, we've got cybersecurity people. We've got mind coaches, we've got people who are into charities and to royal fashions and recruiting and and just an amazing amalgamation of human beings. And we're all capable, and small business owners and shop owners, we're all capable of running and managing and doing the things we do. When we start to believe that we are, At least adequate, if not good at those things. All of a sudden they compound and would become better. And when you take those ideas and you make them better and you, you then compound them again, those are not one step +one step +one step. Those are like one step +10 steps. Plus then another 10 to 50 steps to another 75 to 100 steps each time they compound on each other, exponentially, not linear. Linear is like a staircase. One step, one step, one step, one step. Exponentials like an elevator that gets faster, the higher it goes. Start on floor one, goes up kind of slowly, slowly, accelerates until it gets to the very top and lets you off at the top. And that's really the kind of learning that we want. It's also the kind of empowerment we want to do as leaders. to give people. And leadership styles vary as much as humans, size, shape, color, hair, gender perspective vary. They're all different. There's no, uh, very few George Pattons in the world. But there's also very few Gandhis in the world. Massively influenced huge, great, amazing leadership that you can read about from various different perspectives, good and bad, and yet, totally different approaches. And yet they both were leaders. So, You have to accept that you are who you are, and you can lead the way you want to lead. To me, the key is when you boil that all the way and you shuffle it to the side, the only thing that remains is, do you care more about the team than you, your own? Your own, you know, press, your own spotlight, your own shiny look at me, how cool am I? attention. This is a dichotomy for leaders. You want to be a great leader? You typically put the team first. But in order to be a great leader, you kind of got to put yourself 1st so that you can become at least in the circle of awareness of the people who are choosing the next leaders. That's why people dislike Trump so much. Just to be clear. He's like, look at me, I'm so great. I can do this. Everything's fine. It's all beautiful. We can do all this stuff. And people go, okay, great. And then he's like, yeah, I'm going to do this and this and this. Oh, well, okay. And then he goes and does it. And he goes, yeah, see, look, how great I am. Look how great it was. And people just go, eh, I don't like that. My answer is, so but who cares? The reason is because if you're a leader, You're not liked. At first. Leaders are never liked that first. Never. Never. Because they're going to point out things that you can do better, which no one really wants to admit. And no one really likes. But if you do what they say, If you work on those behaviors or those actions or whatever you're doing, and you become a better version of yourself, After that happens, you'll look back and thank the leaders. Leading is a thankless job until it's over and then they tell you how great you are. But by then it doesn't matter because it's over and you're on to the next thing. So does your leadership suck? Yeah, probably. But, Just own it. dont lie to yourself. No one is a perfect leader. No one's a perfect follower. Everybody's got their own agenda. We're all trying to do stuff to help ourselves out. Just, uh, you know, if you choose. If you choose to be a leader, let me, let me just point this out. If you choose to be a leader, You become part of a very, very, very small special group. Who have decided The family, the team, the group, the organization more important than me. A lot of people have the leader role. As a way to make themselves into the king. Very few people are truly servants. Helping everybody else be great. Everyone has the capability of being a leader. Few have the heart for it. And if you have the heart for it, and you choose to do it, and you Accept that type of a role. Even less have the stomach to see it through. So. This is a summons. To all of those people listening that. No, in their heart they should be a leader. But have not committed to becoming the best version of themselves. To be a great leader, you have to withstand all of the mental stress, all of the doubts and fears, which you're going to have more than you did before. You're going to have to make everyone else more important and worry about what they're doing and how they can do better so that you can train them telling them how many laps to run. You can coach them, okay, lift your arms more, run this way, breathe better, whatever. And then help them be a, be, being that mentor as well by saying, why, why do you think we're running laps today? Why are we doing these things? Right? Trainers say do it. Coaches say, here's how you do it better. How? And mentors say why. You need all of them in your life. We don't have all of them in our lives. Most of us just have one. Usually the person says do this. All the courses online today are all, do this, do this, do this. Here's how, here's how you do it. I'm going to give you the 10 steps. Here, follow these 10 steps, right? Cool. Without the heart, it doesn't really matter. Okay, again, I'm on the soapbox talking again instead of asking you guys questions or engaging. Kind of feel like I should be, you know, up in the pulpit some days. Sorry. Even though we're not talking about God in the Bible, I am a little preachy. So sorry about that. Uh, let's let's get back to Rowdy. Do you have any questions, comments? Wally, I see you've jumped up here. Any, any, any thoughts? And what is Pharashesia? What is that? There was a Monday. Hello, everyone. Hey, Wally. Yes, I, I always listen to your spaces, man. You're welcome. Well, thank you. And, well, actually, uh, well, I was playing you, uh, Parisium is the, say, it's like, Always same truth. Always tell the truth, no matter the consequences. Okay? Or we still the truth. Yes. One of my principles. Yes, and fun, it's funny because actually, I don't like my stuff to tell me the truth. That's why I talk in leadership sometimes. And But, you know, I am like Anthony Hopkins. He says, Because someone asked him, do you regret something? He said, no, I don't regret anything. I'm a sinner. I made mistakes, but I, I forgive myself, and I hold on. But without those mistakes, I would not be the person that I am today. I will not be the leader that I'm today. So, I'm, and you know, those, those mistakes are the fundamentals. Those are the basics of your organization and your life. And as you said, with the elevator analogy, if you don't have a solid, first floor or basement, from where the elevator goes up, that elevator will fall. It will fall. because you don't have the basic. the fundamentals. that you build with your experience, with your judgment now. So, yes, I made a lot of mistakes. I wanted people to be in the way that I want them to be, because that was the way that was making money, or he's making money to me, but sometimes I don't listen to them. Sometimes I am like stubborn, sometimes I am arrogant because I know how to make money. So I put them, like, you know, under me, like, no, you, you're wrong. I'm right because I'm the boss. So you see, we make a lot of mistakes. It's like, like you said, no, like, when a kid asks you a question, The conversation shouldn't stop there. You should ask the kid why you are asking me that question. It seem like you said, oh, well, we train, I trained you to be the best. I coach you to be the best. But then, what do you think? Why do you think that we are doing this? So, you know, that's the way that I see things. What kind of business do you have, Wally? Well, I live in Panama, we have a private driver service. We transport people, I, most likely, I work within independent drivers, freelancers, but anyways, I give the instructions. The customers, the clients, almost all of them are mine. So I subcontract them. Well, wonderful. Thank you for joining all the way from Panama. It, it, it, it is always amazing to me, right? So, Luis is from New Zealand. Will is in the UK. You're in Panama. I'm in California. It is, uh, cryptos in Germany, so it's, It's amazing to me that we have so many people from such a wide, a, geographical, just it's all over the place. It's still just amazes me that, that 1st of all, the week that's capable, technically of doing it at all. And then secondly, that you guys come up and ask your questions. So, um, thank you for that. Appreciate it. What is, what do you think is the biggest challenge in your business from a leadership perspective? Well, from my leadership, perspective, I think that, um, deal with people with more experience than me. For example, I deal with drivers or, well, business owners, car owners that they have, they have been on the business since the 80s, in the 70s. And as Will says, and as you said, they think that they know everything. They don't know everything. I don't know everything. Nobody knows everything. So that's where we clash, you know? We clash, we close, we say, we just, I know, I respect your perspective sometimes, but please do the things in this way because that's the way that the client wants and that's the way that it's working so far. Otherwise we will not collect more money. Okay. Um, We've got a few minutes left. Let me give you my 4 steps to create a team. Maybe this will help you. Hopefully it will. The 1st step is that when you have a group of people to make them into a team, they have to answer one question. The question is, it's 2 parts. Who do we serve and what is their problem? It seems like, Wally, you don't, they're not answering that same question the same way that you are. Who are we serving the clients? What is their problem to get from point A to point B, whatever that is? Exactly. Right. Okay, on. Some people think the problem is for them to make money because they don't have any in their pocket. Right. But the way to solve the problem is to serve the clients. Um, If you can remind them of the primary function, the step one, to go from a group of people to having a team, You solve that particular problem of you know more than me. I know more than you, cool, we need to solve the client's problem. Let work together. And you can apply your expertise and I can apply my expertise. We can do it together to solve the customer's problem. And that is the most important thing. The 2nd step is as a leader, Once you have a group of people that all believe we're solving the group's problem, right, we have the client's problem, we're solving this problem for that client. Then you need to make sure that you've got the right number of people, right? If you're on a team, you have to have all the parts of the team. Everybody can't be the quarterback or the kicker or everybody can't be the goalie or the center back. You have to have all of the parts of the team in order for it to work. And so you need to make sure that you have the right people sitting in the right chair, so you have enough, all the chairs filled up and all the right people so that it can work. That's step two. The 2nd step of leadership. 1st step is, everybody has to understand that we're solving the client's problem. And if the team doesn't understand who the client is and what their problem is, that's the 1st problem of leadership. You have to solve that problem first. Second problem is you have to make sure you have all the right people in the right chairs. So you might have too many of one and not enough of other, but the bottom line is you have to have a team, and each one of the chairs has to be filled, and that's your job as a leader to make sure that that's all squared away. That's step two. And then step 3 is you have to let the team actually do their parts. If you if you run a delivery company or a driving company, you can't drive every car, you can't pick up every client. They have to do some of it. Right? So, you have to say, here's the vehicle, here's the thing, here's the customer, go do it, da da da. and the way we go. But the 1st step is always, who's the client and what's their problem? If the team doesn't know what that is, That's your fault. Do you have to fix that first? So hopefully that helps. And then the last step is once you have a team that all agrees this is the client and this is the problem we're solving. And then you have the right people in the right chairs, you have enough of the right people in the right places. Then you need to let them do their parts so that they can say, hey, we're doing this. We probably need to do this next thing too. They've asked us for this other stuff. Can we do that too? Can we help here? We're doing too much of these things that don't really help us. Can we do this other stuff? Naturally, the team will adjust and make it better. So that's that's how you create a team in in 4 simple steps. By the way, simple to say, it's take the rest of your life to actually do. Thank you, thank you very much. and the I, I appreciate that. Actually, I always love the, you know, the we. Do you know you or me is we? We, like, you said, like the 1st time vision. Yeah, you have to you have to believe in the team more than you. And you have to believe that the team will, that if you help the team raise up that the team will give you what you're looking for, not individually. It's what most people fail with on X, frankly. We all want to be, we want to have our own teams. We want to have our own groups. We want to run our own organization. We want to run our own solo business. We want to be the boss and be the one and have the sovereignty. The reason most people fail is because they don't understand. We are pack animals, we cannot do it alone. We need help. We need each other. Even if we just need them part of the time. I need Will to help me with my mindset. I need Luis to help me with putting some stuff together over there and being a co-host. Wally to answer the questions. I need Patricia to come on and ask and and and bring her perspective. I need my developers to build the products. I need the customers to say I need more of this so that the whole thing like water flows doesn't just get stuck, it doesn't become mud, doesn't become ice. But flows. As long as it flows, everybody's good. But if it's, If it's just stagnant, Then we fail, and, and that's one of the reasons why most solopreneur systems, solopreneur people, that we fail because we are not capable of having expertise in all areas of life. We're experts in our own very specific unique spots. And we need other people to help us fill in the gaps of where we're weak. Quarterback needs an offensive line to protect him, to throw the ball. Receivers need an offensive line and a quarterback so that when they run the route, the ball can come to them. Defense needs to be there to protect the other team, right? You're thinking about the playoff too much. I'm thinking about what playoffs too much? Yeah, just kidding me. I can, I can, my son was a soccer player, so I can easily switch to soccer if we want to, if we want to talk about that or cricket or baseball or about a 100 other sports, I, I love, see, I love competition because sporting competition is one of, if not the only place where everyone attempts to do their very best. And there's almost always success and failure. And more importantly, it's the only place where you can fail and not be destroyed for the most part. You can lose a game and not lose your life or, I mean, whatever, but. You step onto the arena and what happens happens. Sometimes you win, sometimes you lose, sometimes you're the best, sometimes you're not. And you can go with the best intentions with 100% with all the training and all of the behavior and all of the agreement and all of the teamwork has still failed. I love that. See, the difference between sports and real life is very simple. Every sporting event has some boundary and it ends. But life doesn't. And every one of you has some value you want to share with the world. Every one of you has something you can give to the world. And it can make a difference. And all you have to do is tell people you can make a difference in their life. And you don't have to know everything, and you don't even have to know anything. You only have to know the thing that you can add value to. Just the one thing. And even though I feel like I've been preaching the whole entire day today, and I appreciate everybody coming, the reality is, each one of you can light your torch and carry it out into the dark world and say, here I am, I can help you with this one problem. So do that. Have a wonderful Thursday. We're back tomorrow. Bye.