Podcasts about extreme ownership

Today, I'm introducing you to Mike Shereck, a thought leader and author whose upcoming book, Radical Integrity, is coming soon from The Big Talk Press.   Mike Shereck is a thought leader, barrier breaker, and a guy from Berwyn who is committed to creating a world that works for everyone. Author of two books with a third on the way, he works as an executive coach and EOS Implementer with a strong commitment to the success of entrepreneurs.   In this episode, we'll explore: Why taking responsibility means rejecting victimhood How understanding that your perspective differs from others is crucial for meaningful dialogue The importance of creating genuine dialogue about healthy masculine expression His current favorites: Books: The Three Laws of Performance, Mindset, Out of the Crisis, Extreme Ownership, & Berwyn Rules, Speakers: Simon Sinek & Brené Brown, and Podcast: The Shawn Ryan Show More from Mike Shereck LinkedIn: https://www.linkedin.com/in/mikeshereck/  More from Tricia  Claim your spot for my two-day virtual masterclass, The Art of The Big Talk Join me LIVE for my Complimentary Monthly Workshop Explore my content and follow me on YouTube Follow me on Instagram  Connect with me on Facebook  Connect with me on LinkedIn  Visit my website at TriciaBrouk.com 

Do you feel micromanaged right now? Your boss breathing down your neck? Asking for more details, more plans, more updates? You're probably thinking it's a boss problem. But Sam's going to tell you something that might sting: it's not your boss. It's you.And before you tune out, hear him out—because this applies at every level. Whether you're a salesperson with no team, a manager with a team, or an owner with leadership above you, the root cause is the same.Sam's lived by one principle for twenty-five years: Leader of one, leader of many. If you can't lead one, you can't lead any. And if you're feeling micromanaged, the person you're failing to lead is yourself.In this episode, Sam breaks down the three hundred sixty degree Extreme Ownership Framework and shows you exactly why you're being micromanaged and how to fix it.Key Teaching Points:The problem isn't your boss. It's extreme ownership and upstream communication. Two main categories: salesperson or technician with no team below, or manager with team below and leadership above. The three hundred sixty degree framework: lead up to your boss, lead across to your peers, lead down to your team. Layer one: the salesperson or technician. You're not taking ownership of your role. You're not communicating proactively. Layer two: the manager. You haven't taken extreme ownership of alignment with leadership above. You don't have a clear understanding of what success looks like to them. Layer three: all levels. The framework works everywhere.The One Three One Framework:Never take a problem to your manager without three ideas to solve it. Problem plus three solutions, then suggest the one you think is right. This develops trust.Real Example:Christian Stevens got a sixteen thousand dollar sale on his first appointment after training. He was four thousand dollars higher than the previous quote because he asked more questions and gained trust.The Fix:Take extreme ownership. Show them you've got it. Communicate proactively. Don't wait for them to ask. Send a text immediately after an appointment. Here's what happened. Here's the outcome. Tell them the story.Proactive communication stops micromanagement. Once they see you're on top of it, they have no reason to micromanage you anymore.Work with Sam:Website: https://www.closeitnow.netCoaching and training: https://www.closeitnow.net/coachingFacebook group: https://www.facebook.com/groups/closeitnowEmail: sam@closeitnow.netHVAC Sales Jumpstart 2026:Live training every Monday night, seven PM Central, starting July first. Forty-five minutes to an hour of content plus question and answer. Recorded for life. Success happens at the speed of implementation. One concept per week that you can execute immediately. Go to hvacjumpstart.comSummer Sales Surge Series 2026:Four series live virtual training June through September. Fourteen ninety-seven dollars full bundle. salesurgebundle.comThree Ways to Work with Sam:One: On-site training. Half-day classroom plus half-day ride-alongs with your team.Two: Virtual training. Same frameworks, delivered remotely for teams or individuals.Three: The Build. Company scaling partnership with Doug C. Brown. You built the revenue. We help you build the business.Key Principle:Leader of one, leader of many. If you can't lead one, you can't lead any. If you're being micromanaged, the person you're failing to lead is yourself.Leave a review on Apple Podcasts or Google to help more contractors and salespeople find this show.Google Review Link: https://g.page/r/CbfnnDqTCwQdEAE/review

In this episode of the JP Dinnell Podcast, JP breaks down what real leadership looks like under pressure and why so many leaders lose the trust of their teams. This conversation focuses on accountability, discipline, mentorship, and the importance of maintaining high standards in leadership and team culture. JP explains how leadership is earned through consistency, ownership, and attention to detail—not titles or authority. The discussion explores how weak leadership damages organizations, why ego prevents growth, and how great leaders build trust by serving the people around them. The episode also dives into mentorship, developing younger leaders, and creating strong cultures where accountability and ownership become the standard. Through practical leadership lessons and real-world experience, JP shares how high-performing teams are built through trust, humility, and discipline. Topics include: Leadership and accountability Building high-performing teams Discipline and standards Mentorship and leader development Ownership and responsibility Team culture and trust Leadership under pressure Humility and coachability Whether you lead a business, a team, a family, or yourself, this episode delivers practical lessons on leadership, discipline, and building trust through action. Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser. 00:00 – Intro & Opening Discussion 04:15 – What Leadership Really Means 09:42 – Why Details Matter 15:20 – Accountability and Ownership 22:05 – Building Trust Within Teams 29:10 – Leadership Under Pressure 36:45 – Developing Younger Leaders 43:30 – Ego and Coachability 50:15 – Building High Standards and Culture 57:40 – Final Leadership Takeaways

Nine soldiers in a hilltop position. Rocket-propelled grenades and machine gun fire from every direction. Seven killed. One man left on the radio, calling for help that was not coming. That is where this episode begins. In this Memorial Day special of The Hard Way, Joe De Sena sits down with four men who faced the most extreme physical and mental breaking points a human being can endure.   Medal of Honor recipient Ryan Pitts fought alone and was wounded at a remote observation post in Afghanistan after losing seven teammates around him. Navy SEAL leader Leif Babin breaks down how extreme ownership and the refusal to quit create an advantage when everyone else is suffering. Navy pilot Keegan Gill was ejected from a fighter jet at 695 miles per hour, shattered nearly every major bone in his body, and spent two hours drowning in the Atlantic. Green Beret Nick Lavery lost his leg to machine gun fire in Afghanistan, then fought his way back to become the first above-knee amputee to return to active duty special operations.   Each story delivers a concrete lesson in endurance under fire, ownership of outcomes, and the decision to keep going when quitting is the logical choice.    Things You Will Learn: Why the person who hangs on one minute longer is the one who wins. What extreme ownership looks like in combat and why it builds lasting toughness in any environment. Why asking for help is not a weakness, and why the toughest operators on the planet treat mental health the same as a broken ankle.   Tools & Frameworks Covered: Outlast the Field: You do not need to be the best. You need to be the last one still moving when everyone else stops. Extreme Ownership: Own every failure. Share every lesson. The ego hit is temporary. The growth is permanent. Burn the Boats Standard: No Plan B. Meet the standard or die trying. Gray area does not exist at the highest level.   If this episode moved you, do not just listen. Do something about it. Sign up. Show up. Do the work. Spartan.com. No more excuses.   Guests Bios:   Ryan Pitts: Medal of Honor recipient. On July 13, 2008, at a remote observation post in Wanat, Afghanistan, Pitts was wounded in the opening seconds of a massive enemy assault that killed seven of his fellow soldiers. Alone and bleeding, he continued fighting and called for reinforcements on the radio, holding his position until help arrived. He was 22 years old. Pitts spent a year recovering at Walter Reed and has since dedicated himself to sharing the stories of the men who fought beside him and the importance of seeking help when the fight follows you home.   Leif Babin: Former Navy SEAL officer and co-author of Extreme Ownership. Babin led SEAL operations in Ramadi, Iraq, during some of the most intense urban combat of the war. He lost teammates in action and carried those lessons into leadership consulting, teaching that owning your failures — not hiding them — is the foundation of real toughness and lasting performance.   Keegan Gill: Former Navy fighter pilot. During a training exercise over the Atlantic, a system malfunction sent his jet into an unrecoverable dive. He ejected at 695 miles per hour, two seconds from impact. The force shattered both arms, both legs, broke his neck, and caused a traumatic brain injury. His parachute release malfunctioned, and he spent two hours being drowned by his own chute in freezing water before rescue. He woke up two weeks later in a trauma center.   Nick Lavery: Green Beret and the first above-knee amputee to return to active duty special operations. On his third deployment to Afghanistan, machine gun fire destroyed his right leg. From his hospital bed, he committed to returning to his team with no backup plan. After two years of rehabilitation and 14 weeks of assessment, he returned to the same team that was with him when he was wounded and deployed back to Afghanistan seven weeks later. He served 20 years total.   We gave you the tools, now use them during your next SPARTAN RACE! Use codeword PODCAST on checkout for 10% your next race.  

Excuses build nothing. Ownership builds everything. In this episode of The Level Up Podcast, Paul Alex breaks down the mindset that separates weak leaders from elite operators: extreme accountability. Let's be real… It is easy to take credit when revenue is up. It is easy to celebrate when the team is winning. It is easy to look like a leader when everything is working. But real leadership shows up when things break. When the launch fails. When the team drops the ball. When the numbers are down. When the pressure is on. In this episode, you'll learn: Why blaming the economy, algorithm, or team destroys your power How taking ownership gives you control over the solution Why great leaders fix systems instead of just punishing people How accountability builds loyalty, respect, and a stronger culture The truth is simple: If it happened inside your company… It is your responsibility. Maybe the training was weak. Maybe the system was broken. Maybe the wrong person was in the wrong seat. But the buck stops with you. And when you own the failure… You earn the right to own the victory. Stop pointing fingers. Grab the wheel. Fix the problem. Protect your team. And lead from the front. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024 Facebook: https://jo.my/fbpaulalex2024 YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQ LinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

JP Dinnell talks about the recent MMA fights on Netflix and how combat sports taught him some of the greatest leadership lessons he's had.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser. 00:00 Introduction and Personal Updates 02:56 Fight Commentary and Recent Events 06:03 Reflections on Fight Camps and Training 09:04 Sparring with Professionals and Skill Disparity 17:48 The Journey of Intentional Training 20:03 Community and Support in Endurance Sports 23:51 The Importance of Intentionality in Leadership 26:20 Jiu Jitsu: A Reflection of Life 30:29 Teamwork and Personal Growth in Jiu Jitsu 34:15 The Power of Showing Up for Each Other

In this week’s episode of Zone 7, Sergeant Eric McCants joins Sheryl McCollum to talk about leadership, community policing, and the mindset required to serve well in high-pressure environments. He discusses the importance of communication, building community trust, getting out of the patrol car, and knowing the people you serve before a crisis ever happens. Eric also addresses first responder mental health, the trauma that can linger after difficult calls, and why asking for help is not weakness but part of staying healthy enough to keep showing up for others. Highlights: (0:00) Sheryl McCollum welcomes Eric McCants to Zone 7 (1:45) Leadership as impact, not title, and learning that not everyone leads the same way (4:15) “You versus you,” Extreme Ownership, and focusing on what you can control (7:15) Policing the Masters in Augusta and managing the large crowds, traffic, and public safety (8:45) Crime suppression, crisis intervention, and the realities of proactive policing (10:15) Why some people need accountability, while others need help, direction, or a second chance (13:30) Communication, rapport, and why the best officers know how to talk to people (14:45) Why getting out of the patrol car can build trust and help solve cases (18:15) Eric’s 12 Day Mindset Program and the power of writing goals down (22:45) First responder trauma, therapy, and knowing when to ask for help (25:45) Final reflections on leadership, service, and Sheryl’s closing quote from John Quincy Adams Enjoying Zone 7? Leave a rating and review where you listen to podcasts. Your feedback helps others find the show and supports the mission to educate, engage, and inspire. Sergeant Eric McCants serves with the Richmond County Sheriff’s Office, where his leadership is rooted in accountability, communication, and community trust. His career has included work in campus safety, school resource policing, crime suppression, special operations, and federal task force operations with the U.S. Marshals Service. Eric is a certified instructor, speaker, mentor, and creator of the 12 Day Mindset Program, which focuses on resilience, personal ownership, and service with purpose. Sheryl “Mac” McCollum is an active crime scene investigator for a metro Atlanta police department and the director of the Cold Case Investigative Research Institute, which partners with colleges and universities nationwide. With more than four decades of experience, she has worked on thousands of cold cases using her investigative system, The Last 24/361, which integrates evidence, media, and advanced forensic testing. Her work on high-profile cases, including The Boston Strangler, Natalie Holloway, Tupac Shakur and the Moore’s Ford Bridge lynching, led to her Emmy Award for CSI: Atlanta and induction into the National Law Enforcement Hall of Fame in 2023. Social Links: Email: coldcase2004@gmail.com X: @ColdCaseTips Facebook: @sheryl.mccollum Instagram: @officialzone7podcast TikTok: @Sheryl.McCollum Sheryl’s new book, Swans Don’t Swim in a Sewer: Solving the Cold Case of the Flint River Killer’s Daughter, is available now wherever books are sold.See omnystudio.com/listener for privacy information.

So many practice leaders and owners feel it, but so few say it — the weight of ownership can sometimes be too much. Kiera talks about how common stress among dentists is, what those stressors can look like, and how to start lessening that weight today. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team listeners, this is Kiera and I hope you're having a great day. I hope that you are excited about life. I hope that you just remember like, we are so lucky. We get to be in dentistry. We get to hang out on the podcast together. I get to go with you on whatever road you're going on today, whatever life you're doing, whatever you're doing. I am so grateful that you're choosing to take me along with you. And today I just wanted to talk about something that I feel is really near and dear to me. It's near and dear to a lot of our dentists.   We ran a really fun webinar last year and I'm excited to do it again. And it was probably our best webinar we've ever run. I had probably the best turnout we've ever had. But I think it was because we hit the strongest topic and we're actually gonna be discussing this at summit this year, at our webinars this year. So if this hits home, I would invite you to join us ⁓ at any of them because you don't have to do this alone. And what it is is the hidden weight of ownership.   And I think it's like what every practice leader and owner feels, but they rarely say. And I just feel that people, I don't know, we have a mastermind and there's a girl in our mastermind, we're in person. And I remember I was asking for people like, hey, how was the mastermind for you? What were your takeaways? And every single time I asked that question, the mastermind, someone always raises their hand and they always say, it feels so good to be amongst peers and colleagues.   and to realize that I'm not alone. And I'm like, if we all know each other is going through this, but we don't say it, I think we live in our head a lot. And when you're in your head, you're dead. And so I think a lot of times like ownership is heavy. And for myself, it's heavy. And for all of you listening, it's heavy. And I think what we don't see is it's like, we carry payroll. We worry about cashflow. We feel like we're responsible for team culture and morale. We read the book. I mean, I've been on it. I've told you guys, read Extreme Ownership by Jacka Willings.   Everything in your practice is a direct reflection of you and you are responsible for it. So then you're like, great, patient complaints, like this is my fault. Can't tell you how many doctors I've had get bad reviews while I've been in office or we've been working with them or with our consultants and the doctor literally cannot let it go for weeks, months. Like it just eats at them. And I don't blame you. You feel like everyone else clocks out and you still have to carry this home. They all get to go home. They get to have their paycheck. I don't, I get to sit in this amazing space that I built for myself that I absolutely just want to like.   let go. And I think it's one of those things of like, you're a great dentist. It's just the weight of feeling like you're responsible for all of it. And I know I feel this too. And so today I just wanted to invite you of like, Hey, let's talk about some tactical places of how to make ownership feel a little bit lighter that could make it to where you're not alone. You don't have to be alone. And there's actually some tactical pieces for you and welcome to the Dental A Team, the space where you don't need to be alone, running a practice that's successful should be easy. And that's what we're on a mission to do and to positively influence you.   to help you realize that things are better than you think they are, but to give you a tangible path, not just theories and ideas, but a tangible path to go from where you are today to where you want to go. And I'm Kiera Dent and I'm obsessed with dentistry. I'm obsessed with helping people have their dream freaking lives. I realized after a long time, and this might sound so cheesy to you, but the purpose of my life is to truly like be a creator. And what it is, is it's to create and like help people's dreams come true. And I know that sounds so silly, but I look at all of my goals. They're always for other people like.   sending my mom on her dream trip, buying my dad his dream car, getting Jason his dream car, helping my team members get their dream lives, like helping this team member buy a house, helping this dentist get their like dream house in Florida. Like that freaking lights me up. And so the bigger the dream, the bigger the opportunity. And I think for you, if you're listening today, I hope you just feel like I'm giving you a giant hug of understanding, of knowing, of letting you know that you're not doing this alone. And so I just want you to know that this today is not a pep talk. This is like,   A lot of leaders like it's only them that feels this way. But guess what? It's super common. And I want you to know that you were trained to be a dentist, you aren't trained to be an owner. And so today, I wasn't trained to be an owner either. And guess what? We've all had to freaking learn it. And so I'm here to tell you, here to help you out of the way. ⁓ And I think that this is a great quote. Leaders increasingly need to serve a wide array of follower and organizational needs without depleting their own energy or risking burnout. And that came from a qualitative investigation of leader vitality in 2023 of PMC.   And I just think about this and like the ADA also said in their health policy in 2024, they said 82 % of dentists feel major stress in their career. And I just thought like, shoot, this is something we need to talk about. Like you're carrying like this array. Like I think about my shoulders and like almost like football player with shoulder pads and I'm like, my shoulders aren't big enough to carry all this. And yeah, I'm expected to carry payroll, expected to carry this, expected to carry that, that I think it almost like literally by default weighs this down. so,   Let's talk about what makes it feel heavier and how to actually lighten that load. So I think it's one of those spaces of like, we talked about you're responsible for everyone's paycheck. You feel like every team problem, it was a reflection of you. Like turnover when somebody turns over, I don't know about you guys. like used to stew on this for days on end. Like I felt like I was a problem. Like, hi, Taylor Swift. Like, hi, I'm the problem. It's me. My team hates me. ⁓ We feel like success feels like it's impossible. I feel like everybody else has it.   I feel like cashflow, feel like team stress, feel like decision fatigue. Like Jason sometimes at the end of a day, he's like, Kiera, what do want for dinner? And I'm like, one more decision. Like, I don't freaking care. I don't care. I don't care what I eat. Maybe some of you do, but it's just like, I am so sick of this. And when they stack, that's where it can just feel very, very heavy. And so I think what I've learned and what I've seen other people do is like, let's actually like name the weight rather than letting it sit there and separating the emotional stress from operational problems. So   A lot of times what I'll do is I grab my journal and I'm like, what feels heavy right now? Like, what is it? And just list it. And like, I'm allowed to do a huge laundry list. And I look to see like, is this current? mean, shoot, if you guys could see behind this camera, I've got six giant papers and it's like, here's all my stressors. This, this, this, this, like it's there. But when we're in our head, we're dead, remember that? So getting it out of our head, putting it on paper and actually naming it and saying like, okay, I just have a lot of categories. And sometimes I look like,   My name's in a lot of boxes on our org chart, even today, 10 years later. Why? That's a care thing. That's not a team thing. That's me. And so then I also look to say, what are the top one or two stressors today? And is it a current thing or is it a future thing? Like I look at my list here and it's like this, this, this, this. Some of those are problems that I'm like not focusing on that I'm waiting on right now. Like they're the weight on me, but they're four or five months down the line. Some of them are urgent and pressing. And so what is it?   And I think helping you rise like you're not weak, you might just be carrying too many categories of weight at the same time. So then what we do is getting it out of your head. Let's make sure that we, we actually name it. We figure out what it is. Is it current today or is it future? And then what on there? Like, I just have a whole list. Then after that, I want you to make sure that you're not accidentally making your weight heavier than is intentional because when it stays like very personal,   or vague or just in my head, this is where it can actually get heavier. So like trying to be everything to everybody. No one else is owning outcomes, unclear roles, lack of KPI visibility, like avoiding hard conversations that would honestly make your life a lot better. Assuming people will just figure it out, like if they just cared, they would figure it out. Like this isn't how it is. That's not what it is. And so when we have it in there and it's just there and it's vague and it's personal, looking at your list and saying, is this something that I'm taking personally? Is this really about me?   Is it vague and could I define it better? And if not, like, let me clear those up because then what we can do is we can look to see, is this a you? Is this a you problem in leadership? Is this something where we need to rise our team up? Or is this something that like we can honestly delegate and get it off of us? So when we look at that, accountability is going to reduce stress and we've got to have clarity and follow through so that we were not having like a ton of guesswork. So what it looks like is like, then I look at my list and I'm like, okay, is this personal and personal attack on me?   Do I need to fix that personally? Is it begging? Could I clear this up? And then from there, what really needs to happen today? And is it truly a Kiera slash owner issue or is this something I can delegate and give clear ownership and clarity on and move it off of my plate? So it feels very heavy when you don't know like who owns this, how is winning happening and is it reassured? Like I love a KPI scorecard. That's why we put KPI scorecards in place. This is why we have like who owns this metric. We have job descriptions. We have job duties for people.   Like helping you just see like, okay, if I have an issue with payroll, who's the person on my team that's responsible for that? All these things that are keeping you late at night. I've got to order, I've got to pick this out, I've got to do this. Okay, great, is that really a you thing or is this even be part of someone's job description or do you just need to let go of it? If I'm looking at stress on cashflow, okay, great. Like, is it a spending problem? Is it a production problem or is it a collections problem? What really is it and who owns that and can I give accountability to someone? And I think so often we just sit here. Like for me, I sit and swirl.   I'm like, okay, all these things are going on, all these things, and they call it the crazy eight. So then I like flip around and I'm like, my gosh, everything's falling. So getting it on paper, figuring out what really is the crux and then picking the top one or two items that are gonna move it for you, that starts to lighten the load. So it's what one or two things really need to happen today. And we move out of hero mode into leadership mode. We have our numbers tell us the truth. Like I can sit here and freak out all day. And sometimes I'm like, my gosh, we're behind on this, we're behind on this.   But when I look at the PNL and I have the numbers and I look at our cashflow report, is it really that or is it just my like psychoticness honestly, of ruminating on it when it's really not that bad. So what are the numbers tell us? Numbers are always gonna tell the truth. And then we've got to give ownership to our team and we don't take it back on. I feel like anytime I delegate, it never comes back to me. And then we have these check-ins rather than building resentment. I realize a lot of times,   I'm holding resentment because I don't talk to my team. I don't fill them in. I'm not telling them what's going on. Build like one-on-ones every single week if you need to. So you got more regular touch points when they aren't these heavy daunting. And then like, just recognize that sometimes it's freaking hard. Like right now, Dental A Team is going through a growth stretch phase right now. Like, I'm living this right now, which is why I can speak to this very authentically. And what I found is it's just sometimes hard. That doesn't mean it's failure, but I found.   When does my load get lighter? One, when I prioritize what really needs to happen today rather than what needs to happen in four months. Two, delegate out things that really are not my responsibility and I can pass other people, but have a check-in cadence. So can I check in on a KPI scorecard? Can I check it on these other areas so it doesn't get lost? And I'm not talking about everything. It could just be one thing. Like literally we weren't hiring very well. We made a KPI scorecard. I know how many resumes have been done. I know how many interviews have been done. I know how many people are on our bank. It's so great for me.   Now it doesn't sit in my head of like, where's high? Like literally, I wish you guys could see, I hope you can see it. Like, I hope this becomes a real like rubbing my head. All right. Where's your hiring app? What needs to get done for this? I just tell me is someone coming like for the love of everything holy? Where are we out on production? Where are we at on unscheduled treatment? Where are we at? Make it into a KPI. Have people report every single week. Then you can look at the numbers and see really where is the problem.   Is it a diagnosis? Is it a case closing problem? Is it a new patient problem? We then can figure it out. And what this does is it then is a, is it a people problem, a process problem or a priority problem? Like I love this. And so for you guys, like look at it. Is it a people problem, a process problem or a priority problem? And then figure out which one of those are you going to address. And this is great for me. Like this is truly, hey, Kiera, take this on. Is it people, process or priority problem? Half the time I will say it's a priority problem. We want all these nonsense things to be fixed today.   when really they're not truly the burning urgent piece. And if you fix the root problem, the bulk of your issues would go away. Now, who else can help me carry this load? I used to make laundry lists and now I make laundry lists and see how many of these can I delegate out and make sure they're reported back to me rather than me doing it. And then I look at my numbers and I really live by the numbers. And then the last piece is maybe what conversation have I been avoiding that would actually lighten this immediately.   I'm really gonna sit on that for a minute because I think this one actually is the hardest one for me. Maybe for you, it's the people, like it's the people problem, process problem or priority. Like I don't prioritize. Maybe it's that I refuse to delegate problem. Maybe it's I don't look at the numbers problem or maybe it's I avoid conversation. So who are you? Are you on the priority issue? Are you on the delegation issue? Are you on the numbers issue or are you on the avoiding conversation? Every single one of us has a, I say like,   aren't like sins, but I feel like it's like, what's my flavor of choice? Who am I? And I think even identifying who you are for me, it's the conversations I avoid. And I've had to accept like, someone said this the other day to me, they said, nothing's worth your piece, Kiera. And I thought about that. And I thought, all right, conversations need to be had. And they're not confrontation. They're just conversations. So when we look at this, and we can say like, do I not prioritize correctly? Do I not delegate?   Do I not look at my numbers and metrics to make these things less stressful? Or what conversations am I having? This is how you start to lighten your load because you stop caring everything. You start identifying it and you start leading your team. This isn't an overnight sensation, but I think so often the days feel long and the months are fast. We overestimate what we can get done in a day and underestimate what we can get done in a year. I hope you heard that. We overestimate what we can get done in a day and underestimate what we can get done in a year.   So half the time this feels heavy because you're carrying cash pressure, team pressure, decision pressure, priority pressure, emotional pressure, but we let it all sit there. And the goal is not to feel nothing. The goal is to stop carrying everything alone. And the goal is to stop doing this based on emotions, but rather live in facts. Like let's get the emotion out. Let's live in facts. Because I really want you to recognize that having this, again, a recap is...   We sit here and we have it like where it sits there quietly and everything is there and we feel responsible. Then we sit there and we make everything personal and about us and it's unclear and it's vague. And then what we do is we actually move out of that mode into leadership mode and we start to lead. We start to guide, we use our numbers. And I think for you when you're having this, this is real life. Every owner feels this. You're not special sitting over there licking your wounds. I do this all the time. I'm like, no one else. Like I am so, it's my ego. Zip it ego.   Let's get into leadership mode. My ego wants to sit there and be like, oh, woe is me. I have all these issues. Yeah, guess what? I freaking signed up for this when I decided to be a business owner. That doesn't mean it makes it easier. And it doesn't mean you need to go about it alone. And it doesn't mean that you are alone because every owner, every person feels this. It's just a matter of what are we going to do? So action items are number one, you've got to get it out of your head and you got to prioritize. Number two, I got to figure out who I'm going to delegate this to. Number three, I'm going to make sure I've got KPIs and scorecards to fix these metrics of all these problems.   Truly everything can be solved by a number and four, I'm gonna start to have the conversations that I need to have. You just take those four bullet points on and you put that on a sticky note and you live by that, your life will look different in 30 days, guaranteed. But how often do we go into denial? We go into doom scrolling. We go into like, whoa, well, their problems aren't as bad as mine, so I'm doing pretty good. We go into like, tomorrow's a great day. I had a great, huge case. Everything's good again. No.   It's just gonna hit you, it's gonna boomerang back to you. So let's stop the boomerang, let's stop the fatigue, let's stop the crazy eight and let's actually commit to doing one thing, one thing. And if you're so in it, I'm in it. I mean, today I actually had a great call. I called a mentor, I called a coach and I said like, hey, I need help. We set it all up and I was like, where are my blind spots? What can I do and what perspective do you see?   And I think that's the beauty of having a coach, having a mentor, having somebody who's not in it with you. So you don't have to solve it all alone. I actually realized that ownership is pretty easy. The mental stamina to get through it is why we need coaches and support groups around us. That's why we joined masterminds. That's why we have a peer group. That's why we have other people. This is why you've got a coach that's there for you at your beck and call in dental 18. You've got a CEO founder that can literally speak to your exact problems and help you out.   You have a peer group of brilliant people at the mastermind. They're like, it was amazing. Someone told me, said, Kiera, what I realized is amazing. They've been a client with me for gosh, six years. And he said, Kiera, I didn't realize how many incredible practices that you have around you that now we get access to. You guys, I attract and collect great people. And if you're listening to the podcast, I guarantee you, you're probably one of them and I'd love you to be a part of it. Don't do this alone. Why don't you grow your practice 10X this year? Why don't you your profitability at least five to 10 % this year? Do it with people.   that get it, that understand it, that are willing to drive you through it. You do not need to do this. can email today, hello at the Dental A Team. You can go and click on and book a call. But I think it's a matter of when pain hurts, execute. Because tomorrow it might get better, but that doesn't mean it got resolved. It was just a bandage. It was just a happy day. this, like the root is we gotta fix this and we gotta fix it forever. So I want you just to realize that sometimes when you feel this like hidden weight of ownership,   What it usually is signaling is that you need stronger leadership, you need stronger structure, and sometimes you don't know how to get there on your own, but I guarantee you that that's gonna get you out of it. So I want you to just realize this is for you. This is why we talk about it. This is people don't talk about it. And I want you to truly have the help, have the resources. So if we can help in any way, fantastic. Reach out, Hello@TheDentalATeam.com and just do yourself a favor. I think this is the greatest gift you can give yourself as an owner, as a leader.   ⁓ is to not sit here and stress constantly, to not sit here and carry under the heavy weight of ownership that is unnecessary. We can lighten the load today. It can be removed. And I think having a fairy godmother consultant is one of the greatest things that we could ever offer you. reach out, Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

>Join Jocko Underground Full Episodes< The Dangers and Protocol of Carrying A Gun in An Altercation.When there's a problematic co-worker that is in good with the boss.How Ecclesiastes wisdom informs the philosophy of Extreme Ownership.How to teach and be a role model to modern young people.What path to pursue in life, and why.Support this podcast at — https://redcircle.com/jocko-podcast/exclusive-content

JP Dinnell answers rapid fire questions from listeners and tells some of his favorite stories from the SEAL Teams.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Most parents are quietly paving the road their kids were supposed to learn to walk on by themselves and Jocko Willink has spent 20 years watching what happens when that road is too smooth.In this episode, Dr. Gabrielle Lyon sits down with Jocko Willink, retired Navy SEAL commander, founder of Echelon Front, and bestselling author of Extreme Ownership and Discipline Equals Freedom, to discuss:Why the "apex parent / apex kid" mindset is a quiet trap, and what to do instead of paving the roadHow nature vs nurture actually plays out and what you can and cannot shape in your childThe one trait Jocko wants his kids to inherit (and why every virtue becomes a vice when pushed to the extreme)The lie that successful, high-functioning people tell themselves about wanting moreThe single most important trait of a great leader and the one habit Jocko says will make every other part of your life better starting tomorrowYou'll walk away with a clearer operating system for the kind of parent, leader, and person you actually want to be and the one habit Jocko swears is the highest-ROI move any human can make.Thank you to our sponsors: BodyHealth - Use the code LYON20 to get 20% off your first order https://bit.ly/48SJ7ACOur Place - Visit https://bit.ly/4c8OrAB and use code DRLYON for 10% off sitewide.Branch Basics - Get 15% off the Premium Starter Kit at https://bit.ly/4eu4Mm8 with the code DRLYON.Amp - Visit https://bit.ly/41BvjXj to get your AI-powered at-home gym for smarter, personalized training.Watch on Spotify. If you're subscribed to Spotify Premium, you don't get any Spotify ads on my video.Explore More from Dr. Gabrielle LyonPremium Podcast Subscription: Ad-free episodes, key takeaway summaries, exclusive Q&A, and behind-the-scenes content https://foreverstrong.supercast.comWeekly newsletter: Recipes, podcast updates, and practical weekly insights https://drgabriellelyon.com/sign-up/Apply to become a patient: Personalized care with Dr. Lyon's clinical team https://drgabriellelyon.com/new-patient-inquiry/Find JOCKO WILLINK at:Instagram: https://www.instagram.com/jockowillink/?hl=enFacebook: https://www.facebook.com/jkowillink/Tiktok: https://www.tiktok.com/@jocko_willinkX: https://x.com/jockowillinkYouTube: https://www.youtube.com/@JockoPodcastOfficialLinkedin: https://www.linkedin.com/in/jocko-willink-260b289/Get Jocko Willink's books: https://jocko.com/books/Connect with Dr. Gabrielle LyonInstagram: https://www.instagram.com/drgabriellelyon/TikTok: @drgabriellelyonX (Twitter): https://x.com/drgabriellelyonFacebook: https://www.facebook.com/doctorgabriellelyonChapters00:00 - Introduction: Leadership and parenting are the same skill03:24 - Nature vs nurture and the kids who won't compete06:56 - The guardrails of failure07:48 - Dharma and the path kids are meant to walk09:17 - The one trait Jocko wants his kids to inherit11:33 - What daughters should learn about men from their fathers13:32 - How men and women experience fear differently14:24 - Rebuilding trust after good people do bad things18:34 - Letting your daughter do cheerleading21:22 - Hiring people by putting them in the real environment24:22 - The lie successful people tell themselves29:16 - Strategic thinking vs the donut decision35:18 - What failure teaches that success cannot38:25 - Why Jocko stopped being about himself44:09 - Aging, losing movements, and rage against the dying of the light46:49 - Why a leader has to be in physical shape50:41 - The single most important trait of a leader54:09 - The one habit that changes everythingIf you found this episode valuable, share it with someone who would benefit from it.Disclaimers: This episode includes paid sponsorships.The Dr. Gabrielle Lyon Podcast and YouTube are for general information purposes only and do not constitute the practice of medicine, nursing, or other professional health care services, including the giving of medical advice, and no doctor/patient relationship is formed. The use of information on this podcast, YouTube, or materials linked from this podcast or YouTube is at the user's own risk. The content of this podcast is not intended to be a substitute for professional medical advice, diagnosis, or treatment. Users should not disregard or delay in obtaining medical advice for any medical condition they may have and should seek the assistance of their health care professional for any such conditions.

JP Dinnell answers questions on leadership recruiting and how to create a winning culture.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

If you keep waiting to "feel motivated," you will keep losing to friction, bad habits, and the identity you keep reinforcing. In this episode of The Game Changing Attorney Podcast, Michael Mogill sits down with Craig Ballantyne, widely known for being "the world's most disciplined man." He didn't get there through sheer intensity or some superhuman routine, but instead by turning discipline into a repeatable system. Together, they break down why "discipline" means something different for everyone, why subtracting friction beats adding effort, and how identity and self-talk determine your consistency. This conversation is a practical blueprint for building standards that hold up even when life gets busy. Here's what you'll learn: Why discipline starts with a clear definition of success, not generic "work harder" goals How to subtract obstacles (environments, people, distance, temptations) so consistency becomes the default What it takes to shift your identity and self-talk so your habits become almost automatic Stop trying to win with willpower. Actually achieve your goals with systems. (00:00:00) Introduction (00:02:36) Being the "World's Most Disciplined Man" (00:03:56) Define discipline for yourself (00:05:39) Subtract friction to win (00:08:02) Identity and self-talk (00:11:50) Public accountability hack (00:13:51) Anxiety and turning it around (00:19:18) The Perfect Day Formula (00:23:53) Dark side of Discipline (00:28:27) Get back on track fast (00:32:40) Why Craig coaches others (00:36:40) Who changes vs who doesn't (00:39:01) Win in business, lose in life (00:44:06) Values-first planning filter (00:49:01) What being a "game changer" means (00:50:03) Closing Links & Resources: Craig Ballantyne The Perfect Day Formula by Craig Ballantyne The Dark Side of Discipline by Craig Ballantyne David Goggins Charlie Munger Falling Down (1993) Extreme Ownership by Jocko Willink and Leif Babin The Da Vinci Code (2006) What Got You Here Won't Get You There by Marshall Goldsmith Learn what sustainable growth can look like for your firm at crispcoach.com. Do you love this podcast and want to see more game changing content? Subscribe to our YouTube channel. Past guests on The Game Changing Attorney Podcast include David Goggins, John Morgan, Alex Hormozi, Randi McGinn, Kim Scott, Chris Voss, Kevin O'Leary, Laura Wasser, John Maxwell, Mark Lanier, Robert Greene, and many more. If you enjoyed this episode, you may also like: 427. Your 2026 Reset: The One Change That Will Transform Your Firm with Jay Papasan 418. Why Discipline Without Toxicity Wins Every Time with Dominique Dawes 229. David Goggins - Never Finished: Unshackle Your Mind and Win the War Within

Questions? Comments? Episode suggestions? Send us a text message!#222: Ty Humphries is a firefighter, men's coach and founder of Whole Man.  He explains how he reclaimed his identity after years of people-pleasing, the power of men's groups and why extreme ownership is the key to a better life.What you'll learn[04:01] Why identity can't be defined in black and white terms.  [06:13] How a life crisis can be the catalyst for change. [11:10] How to take control of the direction of your life.[13:13] How to start discussing challenging concepts with your partner. [15:08] The mindset needed for a positive relationship. [17:11] What men's groups are and the benefits they have. [19:57] The difference between real masculinity and toxic masculinity. [21:15] Why people join men's groups and how to find them. [23:46] How to overcome the negative preconceptions of men's groups. [26:44] The different areas of yourself you should invest in. [30:20] The universal experience of suffering and how it can be used as a catalyst for change. [33:56] The causes of the dark sides of human behaviour. [37:09] How childhood trauma affects us. [42:08] How to express your fears and vulnerabilities to others. [49:42] How to measure your progress on the ongoing journey of self-development.[55:45] What people do at men's groups that cause positive changes within them.[59:55] The different superpowers people can build. [62:22] The value of vulnerability. [65:39] Why people continue engaging in negative behaviours.[66:40] How people react to others working on themselves. [76:36] How to start your own self development journey.Resources mentioned in this episodePlease note that some of these are affiliate links and we may get a commission in the event that you make a purchase.  This helps us to cover our expenses and is at no additional cost to you.Extreme Ownership, Jocko WillinkBulletproof HusbandHeroic HusbandsThe Alchemist, Paulo CoelhoFor the show notes for this episode, including a full transcript and links to all the resources mentioned, visit:https://changeworklife.com/a-midlife-awakening-rebuilding-from-the-inside-out/Re-assessing your career?  Know you need a change but don't really know where to start?  Check out these two exercises to start the journey of working out what career is right for you!

JP Dinnell sits down with David Baker from  @BakersBlades  to talk about weapon smithing and the Forged in Fire judge's new YouTube series. Follow David:  https://www.instagram.com/bakerblades https://www.youtube.com/@bakersblades Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Most leaders believe stepping in during a team member's failure is the right move. In this episode of DarrenDaily On-Demand, Darren Hardy makes the case that this instinct, however well-meaning, may be the most costly mistake a leader makes. This episode draws on a real situation from Darren's own team. The broader principle is Extreme Ownership demands something most leaders struggle with: letting people sit in the discomfort long enough to learn. This is essential listening for anyone serious about building a high-performance team. Attend the upcoming Business Master Class May 4th-6th. Get your seat at https://hardybmc.com/darrendaily   Get more personal mentoring from Darren each day. Go to DarrenDaily at http://darrendaily.com/join to learn more.

Brandon McCraney, the owner and master blender of Old Raleigh Distillery in Zebulon, North Carolina. Brandon details his diverse career journey. from working in hospitality during college to serving as an Air Force officer and a corporate executive—before a pivotal "failure" to secure a VP role led him to pursue his passion for bourbon. He describes the grueling four-year process of opening his distillery, which involved navigating the intense regulations of the spirits industry, facing twelve bank rejections, and eventually emptying his 401k to open during the COVID-19 pandemic. Central to Brandon's leadership philosophy is the concept of "Extreme Ownership," where he takes full responsibility for team outcomes to create better protocols rather than placing blame. He also explains his strategic decision to focus on the art of blending over traditional distillation, allowing for greater creative freedom and the ability to master his craft through high-volume experimentation . Ultimately, Brandon attributes the distillery's success and its hundreds of five-star reviews to his team's ability to flourish within established "field goal posts" of autonomy.10 Key TakeawaysHospitality Roots: Early restaurant work provides a critical foundation for understanding the "grind" and the value of immediate customer feedback.Failure as Redirection: Missing out on a high-level corporate title can be the catalyst needed to transition into entrepreneurship.Due Diligence is Mandatory: Success in highly regulated industries like spirits requires extensive upfront education on "the red tape".Persistence Pays Off: Securing funding may require dozens of attempts; Brandon was rejected 12 times before finding a lender.Legislative Pivots: Staying informed on local laws can reveal new revenue streams, such as the shift in North Carolina allowing distilleries to operate as full bars .Extreme Ownership Mindset: Leaders stay in control when they analyze their own role in a team's mistakes instead of blaming staff.Distilling vs. Blending: Identifying the difference between a manufacturing process (distilling) and an art form (blending) helps clarify a brand's unique passion.The "Field Goal Post" Management Style: Providing clear boundaries (field goal posts) while allowing autonomy within them empowers employees to make confident decisions .Mastery Through Repetition: Achieving mastery requires "putting in the reps"; Brandon blends nearly 20 times more products annually than traditional large brands to sharpen his palate .Trusting the Team: To scale a business, owners must "let go" and provide a foundation where staff can flourish independently.

JP Dinnell from Muster 024 talks about how planning directly correlates to success.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

In this episode with Chris and Chris, I talk about overcoming doubt, building irrational confidence, and using fear setting to make hard decisions less scary. We unpack lessons from chaotic early business seasons, anxiety filled moments, and the mindset shift toward extreme ownership that changed everything for me. We also cover leverage through hiring, auditing your time, focusing on sales and marketing, raising resilient kids, and why success means watering every garden in your life not just business. Grow your business:   https://sweatystartup.com/events   Book:   https://www.amazon.com/Sweaty-Startup-Doing-Boring-Things/dp/006338762X     Newsletter:   https://www.nickhuber.com/newsletter     My Companies:   Offshore recruiting – https://somewhere.com   Cost segregation – https://recostseg.com   Self storage – https://boltstorage.com   RE development – http://www.boltbuilders.com   Brokerage – https://nickhuber.com   Paid ads – https://adrhino.com   SEO – https://boldseo.com   Insurance – https://titanrisk.com   Pest control – https://spidexx.com     Sell a business:   http://nickhuber.com/sell     Buy a business:   https://www.nickhuber.com/buy     Invest with me:   http://nickhuber.com/invest     Social Profiles:   X – https://www.x.com/sweatystartup   Instagram – https://www.instagram.com/sweatystartup   TikTok – https://www.tiktok.com/404?fromUrl=/sweatystartup   LinkedIn – https://www.linkedin.com/in/sweatystartup     Podcasts:   The Sweaty Startup & The Nick Huber Show   https://open.spotify.com/show/7L5zQxijU81xq4SbVYNs81     Free PDF – How to analyze a self-storage deal:   https://sweatystartup.ck.page/79046c9b03  

The War Within is the most consistent war we will fight. It's daily, hourly, and sometimes even minute by minute. The good news is, it's a war you can win.   Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser. 00:00 Intro 16:00 Discipline 28:16 Insecurity 37:15 Resentments 44:26 Regrets and Fear of the Future 55:25 Final Thoughts

Everything is YOUR FAULT! No, seriously, everything is your fault. What You choose to do with that information is often the make or break point in any endeavor. But, there's more to Extreme Ownership than that. In this episode Joe and Daniel discuss the Extreme Ownership Principle, how you can take control of problem solving with extreme ownership, and how you can develop player leaders using the same principle.

JP Dinnell tells you how to keep your team from experiencing communication breakdowns.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

When building a business, have you ever felt like working harder should be the answer, but the more you push, the more exhausted, misaligned, or stuck you become?  In this episode of the #DoorGrowShow, Jason Hull sits down with Sean Patton, former U.S. Army Special Forces Commander, executive coach, and leadership speaker, to unpack what entrepreneurs can learn from military leadership, self-leadership, and mission-driven culture.  They discuss the dangers of hustle without recovery, why so many business owners never learn to lead themselves, and how clarity of mission, roles, and outcomes can transform the way a team operates.  Jason and Sean also explore why the military is far more collaborative than most people assume, how strong leaders facilitate input without losing ownership, and why mission dictates culture in both combat and business. Along the way, they dive into personal purpose, team alignment, trust in sales, and the mindset shifts required to build a business that creates both impact and freedom instead of burnout. You'll Learn (00:00) Introduction and Guest Background  (01:15) Sean Patton's Military and Entrepreneurial Journey  (04:16) Leadership in Difficult Situations: Military vs. Business  (08:29) Dispelling Myths About Military Leadership  (10:35) Collaborative Decision-Making in Special Forces  (12:56) The Role of Extreme Ownership in Leadership  (16:08) Culture as a Mission-Driven Concept  (19:16) Aligning Mission, Culture, and Outcomes  (20:51) The Power of Mission and Vision in Business  (25:41) The Why Behind Business Success  (29:24) The Entrepreneurial Hierarchy of Needs  (35:19) Applying Military Clarity to Business Operations  (37:31) The Importance of Clear Roles and Responsibilities  (41:37) Closing Remarks and Contact Information Quotables "Leadership isn't a title, it's a person you become." "Sometimes the loudest voice in the room isn't the smartest voice in the room." "Mission dictates culture." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) Five, four, three, two, one. All right. Welcome everybody to the DoorGro show. I'm Jason Hull, the founder and CEO of DoorGro, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry.   At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so I have an awesome guest today. I'm hanging out here with Sean Patton. Welcome, Sean. I'm going to brag about you a little bit. Thanks for being here.   Sean Patton (00:53) Yeah, alright, you go for it. Thanks for having me, man.   Jason Hull (00:54) All right. All   right. So Sean is a former U.S. Army Special Forces Commander, Meta Performance Executive Coach at Novus Global and a leadership keynote speaker. Sean helps leaders accomplish seemingly impossible and thrilling visions through transformation. This is your bio. As a former U.S. Army Special Forces Commander, Sean brings a rare combination of battlefield tested leadership, real world business ownership.   and success back to human performance principles to every stage and coaching session. His work is grounded in one belief, leadership isn't a title, it's a person you become. As an ICF certified executive coach, host of the No Limit Leadership Podcast and author of A Warrior's Mindset, The Six Keys to Greatness. Awesome. Sean, so glad to have you here. Welcome to the show.   Sean Patton (01:48) Thanks, man. I'm excited to be here.   Jason Hull (01:50) Cool. So Sean, for those listening, I'd love for them to get a little bit of background on you. I gave a little bio, but tell them a little bit about how did you get into entrepreneurism? When did you wake up and go, hey, you know what? I'm an entrepreneur.   Sean Patton (02:04) Well, it took a little bit. was maybe a little late to the game. I originally went from a small town in Kansas. I went to the United States Military Academy at West Point, graduated and then spent 10 years as an active duty officer in the army. So I was an infantry officer and then a special forces officer in the special forces group commanding two different Green Beret attachments. So it was a busy time. I feel like I crammed a lifetime of   leadership lessons into those 14 years, right? Like West Point is most intense leadership training that our nation has. And then, you know, was a rifle platoon leader and sniper platoon leader in Iraq. Then I was an Afghanistan with my team. So I was doing really difficult things and complex things with elite performing teams. And, you know, despite all of that and 22 months in combat and 30 months to point overseas,   I was never really the gun guy or the gear guy. Uh, it was all, it always about the people and the problems that we were solving. And so in 2015, a little before that, I decided that I was going to get out of the military in transition. And I just had this entrepreneurship itch that I wanted to scratch. Plus, you know, I want to check out with this freedom thing that I had been hearing about all these years was all about. And so I decided to try it and.   Jason Hull (03:04) Yeah.   Yeah.   Sean Patton (03:31) It was a rocky start. I had a lot of, I think I had some strengths coming out of the military and those experiences, but also some real gaps. And one of them was a, I think my risk tolerance was so high from things I had been doing. then also   Jason Hull (03:33) Yeah.   Yeah.   Sean Patton (03:59) The answer in the military so often, at least in the units I was in was when things got hard, right? When the, when the darkness came, when it seemed like the weight was unmanageable, the answer was just go harder. Like, you know, like the mission is going to end, you're going to redeploy, like you, know, the sun's going to come up, just keep going, keep going, keep going. And what I didn't appreciate was when you get into the entrepreneurship space is that in the military, even in those units, there was this like,   Jason Hull (04:11) Okay, yeah.   Yeah.   Sean Patton (04:28) mechanism around us almost protecting us. Like they had honed us into this machine that could push ourselves to these extreme limits. But they told us when it was time to turn it off and when it was time to refit and when it was time to recover. And then I got in entrepreneur space and when things got difficult and you know, I made some really bad financial decisions which we can get into and all of that. I found myself with all of that weight with the only answer I had was just go harder.   Jason Hull (04:52) Yeah.   Yeah.   Sean Patton (04:59) And so   three years later, I was in the hospital ⁓ and I had stress hives and my appendix almost burst and all these health issues and going through my first bankruptcy or my only bankruptcy, but bankruptcy after three years. And so it was a rough start to the whole thing. I had to learn a lot of lessons about myself in that.   Jason Hull (05:07) Wow.   Yeah, yeah. And I think, you know, early stage entrepreneurism, there's some similar patterns I've noticed because, you know, I've talked to thousands of entrepreneurs. I've gone through this sort of journey. in the beginning, yeah, we do a lot of stupid stuff. Like we make mistakes and that's part of learning. You know, we believe weird things like I just like your first hire should be a clone of yourself. If I could just clone myself, I call it the clone myth. Like we believe like   You know, we think we can do everything ourselves. it'd be cheaper if I just figure out how to do it myself. If I just read the right book, watch the right YouTube video. And so we do dumb stuff like we don't get support. We don't get help. We don't get mentors. like it. had to things had to get really hard before I started getting mentors, getting help, getting coaches, getting support. And I had to be humble, you know, before I was willing to do that. And.   And yeah, and so I see, I see this, you know, a lot of people play out this journey and then early stage as an entrepreneur. Yeah. We're, we're, it's almost like the hustle's glamorized. And so we go through this process of like, I got a hustle. I got to work harder. That's what you do if you own a company, if you're a CEO, if you're a boss. And so you just burn yourself out. I remember I was at end of a sales call trying to wrap it up.   I was in so much pain because I like I think I'd slipped some sort of disc or was bulging in my back. And I was like by the end of the call and doing this call, I was laying on the floor and I ended the call and I was like, and I was in so much pain. I wasn't able to work and had to lay down for like two weeks. Yeah. And then I realized because I hadn't been eating, I'd been just working. hadn't been sleeping.   Sean Patton (07:04) my gosh.   Jason Hull (07:11) very well, I'd been just working. I thought I just need to work harder, work faster. And I didn't realize that probably I was like probably operating at like 10 % of my effectiveness mentally. I was being stupid. And I thought, I just need to work harder, I gotta hustle. And I wasn't taking care of myself. And then that's when I realized, if I don't take care of my body, I don't have a vehicle to achieve stuff or to get results. And I'm not even really present.   Sean Patton (07:23) Thank   Jason Hull (07:40) when I'm there with people because I'm hungry and I'm tired and I'm I'm everywhere else and I haven't even produced the, or my brain hasn't had a chance to clean itself like it does every night. And I haven't gotten food to fuel my brain. I don't have all the chemicals my brain needs. I'm lacking dopamine and serotonin and GABA and like, I'm just, I'm an absolute mess, right? And I see people do this all the time, all the time.   Sean Patton (08:05) It's so true. I, in my lens, how I look through that is through a leadership lens. And I learned in the military so many great things about leading others. And as I look back at it, what I had to learn in entrepreneurship, what you're kind of talking about is like, I never really had to master leading myself.   Jason Hull (08:31) Yeah.   Sean Patton (08:32) I never had to look at myself as like, how am going to lead myself? Cause the way you mentioned there, like I would never treat one of my soldiers or one of my employees or have an expectation of them the way I was, I was treating myself. And so it's like, how would you.   Jason Hull (08:41) Yeah.   Yeah, I wouldn't do I wouldn't I wouldn't push my spouse to be like this. I'd be like, hey, come on, clean more. Work harder.   Do this. Right. Yeah. Then marriage would be over real fast. I wouldn't like I wouldn't do that to my kids. Come on, go. Yeah. But to ourselves, we can sometimes be a cruel leader. Right. Can you dispel a myth? Because, you know, I got I kind of got a sense of this. I've never been in the military. And God bless you. Thank you for your service. I appreciate that.   Sean Patton (08:55) Yeah.   Jason Hull (09:15) ⁓ but I've realized I've been listening to, ⁓ Chaka Willa, Willick and Leaf, whatever their, their book, ⁓ the dichotomy of leadership. And I had this belief that in the military, I think a lot of people maybe that haven't been involved in it have this perception. Military, just, you either give orders or you take orders. It's rigid. There's no thinking. You just were told what to do. And, ⁓ you know, I've kind of gotten a very different picture of that.   that there's a lot of decisions and there's planning and know, this is lives are on the line and it's painted a very different picture. Can you just touch on that? Cause I think some people here, you've got this background in the military and to you, it's just, you know this stuff cause you had lived it. But for those that have never been in the military, what advantage did that give you in business and how is that different that maybe people perceive it?   Sean Patton (10:09) It's a great question. I do think that there is this idea from either whether it's like movies about basic training or, you know, the, or, know, about like submarines. Yeah. You just shut up and go. Right. And, know, there is in basic training or when you're, I would say when you're being transformed from a free citizen to a soldier, there is a bit of a breaking down of   Jason Hull (10:16) in movies. Yeah. You blindly follow and you're told what to do. Yeah.   Mm-hmm.   Sean Patton (10:39) some of that, that needs to come back. But then as you build that foundation of like, when it's time to go, I go ⁓ and I have some discipline and I can, can integrate with the unit, let's say. ⁓ Then you start getting more and more responsibility. And especially as you move up in the military, you become, I mean, it's not that long, like two or three years later, even the regular military, regular army, you're going to be a team leader. So you're going to be a leader.   And a of those kids are like 20, 19, and they're in charge of three people. And so they're no longer just like, it would make no sense to have someone to stand here and like, what do I need to do? This is what need to do. ⁓ That's not, not, that wouldn't like, that doesn't work in a company and that wouldn't work in a unit. And so there needs to be input on each side. And then especially when you get into like the Navy SEALs, like Jaco was talking about, or in a special forces team. mean, the planning, I was a facilitator of mission plan.   Jason Hull (11:11) Yeah.   Yeah.   Sean Patton (11:38) but I was by no means the smartest person in the room and it was a very collaborative experience. And so my job as the commander of a 12 man special forces ODA was to receive the mission that we had been given. And that mission doesn't come down and tell us this is how you're going to do it. It says, here's the effect we need to have in the area. Here's the questions we have. And then it was up for us to sit down and I had, you know, I have a warrant officer who's   Jason Hull (11:43) Hmm.   Sean Patton (12:08) trained in human intelligence to a level of a CIA operative. I have an intelligence officer or an intelligence sergeant who does the same work the NSA does. My average age on my team is 30 years old, people with multiple combat experiences. I remember one time I was in Lebanon and one of my younger soldiers, Greenbright, we were talking about why there was this conflict going on and how we were trying to influence it.   And I said, well, you know, it's probably because of this rift between this Hezbollah and the Shia sect and the Sunni sect of Muslims in the area. And, you my 26 year old soldier is like, actually, sir, that's incorrect. This conflict in the Becca Valley actually goes back hundreds of years. It's actually over like water rights. mean, like that's the level of conversation we're having in the planning session. And it is very much a collaborative   Jason Hull (13:00) Yeah.   Sean Patton (13:07) ⁓ discussion and we come up with multiple courses of action, but here's, I will say where it kind of converges to, ⁓ the lesson that comes from the military and maybe an issue, this is where the people maybe have this misconception, but I think it's an important one for when it comes to the, company is that at the end of the day, kind of go back to Jaco's first bunk on book, honestly, extreme ownership, has to be someone in charge as the commander is my dis   Jason Hull (13:11) Yeah.   Sean Patton (13:35) was my decision. was like, okay, I've heard everyone's input. We're going with, this is how we're going to do that. And immediately, because everyone had given their input, even if we didn't pick what their choice was, it was, okay, Roger that. Now we're going to execute that as if it was our own. And so that level of ownership when it comes to planning and execution is where we turn and say, okay, now we're on the same page.   the rich discussion and input that happens before that is an important job. And that's why I think whether it's in the military or in the civilian world, as a leader of an organization like that, you need to be a master facilitator. It's not your ideas. It's how can we be the composer of the group in front of us? And if someone is taking over, how do we calm them down? How do we...   Jason Hull (14:20) Yes, yeah.   Sean Patton (14:31) recognize when someone's voice is being stomped out and their valuable input isn't being contributed. You know, like how do you handle that and get the idea so that the best concept comes to the top and then get buy-in to execute.   Jason Hull (14:37) Bye.   I mean, what I'm hearing is like, you know, this picture you're painting is you've got this team of specialists. They each bring some value and some wisdom and some knowledge to the table. They're experts at this one particular craft. They see everything through a different lens and you're getting feedback from all these different lenses. And then as a leader, you have to decide which things are valid, which things do we incorporate? And, know, and it's up to each individual that's a specialist to really   put some pressure on the leader to say, this is significant, this is important. And it's up to the leader to make sure that, you know, maybe that quieter voice, but to recognize what is significant if they're not making it present, because sometimes the loudest voice in the room isn't the smartest voice in the room. And so, yeah, so that's fascinating. And, business is a lot like that, but a lot of business owners, they don't even run their teams like that. They think it's a dictatorship.   They mistakenly think that's how the military works. They're like, I'm the dictator and I have all the best ideas and I'm smarter than all of you. And they do, they end up as the emperor with no clothes. Cause everybody in the team were like, yes boss, we don't want to get fired.   Sean Patton (15:56) Absolutely. And that's why I think that the, main job of, let's say that entrepreneur, that business owner, that even commander, right. Is your job is to craft the vision of what you're trying to create. And yes, the outcome and clarity of outcome, clarity of vision of why does this company, why do we exist and what impact are we trying to have in the world? And once people are bought into that and aligned on that.   Jason Hull (16:09) The outcome, clarity of outcome.   Okay.   Sean Patton (16:26) then we can have a great and rich discussion on the how, the strategy.   Jason Hull (16:30) Got it. that,   you know, that's, so now we're talking about culture, right? Which is the foundation before we get into tactics, we have to have culture and the military, you have all kind of chosen into a particular culture. There's a set of beliefs and that's a foundation. It's kind of like, you might maybe even take it for granted, but the military has that and a lot of businesses don't. They don't have that set culture where it's defined.   Sean Patton (16:57) So can I, what I will say is that this is true in the military and I'll give you some military examples just because they're maybe interesting to your audience and then we can talk business is that mission dictates culture. So, know, for example, you might have, you know, especially a lot of the movies, right? You see like the Marines, That's stereotypical. We'll be super stereotypical right now. Marines mission, their core mission is secure the beach to land ships.   Jason Hull (17:04) Yeah, I love this. Yeah.   Yeah, OK.   Mm-hmm.   Okay.   Sean Patton (17:27) So if   you notice, are a bit like, just go get in line, full frontal assault, you're getting off ships on an uncovered area and you're just massive violence of action. That's how you win that battle, okay? So they need to have a certain kind of mentality and I'm generous. Okay. A special forces team will operate by, with and through an indigenous force. So we're a US sponsored insurgent. we've got, I will go on target with.   Jason Hull (17:42) Yes.   Sean Patton (17:54) 10 Americans and 300 Afghani commandos. Like that dictates a certain mission, right? And so ⁓ the difference between the Marines and then maybe the Navy SEALs who are operating and their job is to take over a ship underway with 30 SEALs that all live together, work together. They know each other in their ear, like synchronize their precise, you know, cause you've got to be right. You're, you're firing weapons inside of a ship corridor. Like   Jason Hull (17:57) Okay. Yeah.   Sean Patton (18:23) You have to be so precise. I can't do that on the ground with 300 Afghanis running around. I'm just like guns pointed this way. You know, like we've got to you've to be much more flexible and and how you plan that and how you think about success and all that is a different animal than the Marines who are on you're trying to storm a beach together. A SEAL team is operating with 30 people who've worked closely together and then.   where you've got 12 of us trying to work by with and through a different unit to do a different thing. Like the culture inside each one of those units would be completely different. In the Marines, you might have a bit more like go here, do that. Yes, sir. How, how jump high, jump faster. You know, you might need that because that's you need to storm a beach. You made, you need very precise, very black and white, right? And wrong, like precision to take down a ship with 30 people.   you need to be very clear about larger intent and what is the big thing we're trying to operate here and how do we control sort of an uncontrollable mass and chaos to operate a Green Break team. If you took the culture of each one of those, if you gave that mission to a bunch of Marines who are just like, where do I go? Where do need to blow up? And you're trying to like do a sensitive political operation with 300 indigenous, it would be a disaster.   Jason Hull (19:29) Yeah.   Sean Patton (19:46) And if you tried to set the precision of, cause we tried to do this sometimes, like you would work with an indigenous force. If you tried to set the precision and standard of a US special operator, whether it's a SEAL or a Green Beret on this indigenous force, you drive yourself crazy. Like it's not going to happen. All right. And so all of those different units have different missions. And so they all have different cultures. And to your point on your company, if you're not clear on missions,   If you're not clear on the vision and like why you exist and what you're trying to do, you will end up chasing your tail on culture because you'll just start grabbing like every other leadership book and culture. just like, what about this works here? This works here. This works here. Instead of saying, what are we trying to accomplish and what is the optimal culture for our mission set?   Jason Hull (20:36) I love that. Yeah, one of our guiding documents at DoorGrow is our, we call it our client-centric mission statement. And it talks about who we want to serve in detail, how we will help them, what our goal is, our plan, and then what kind of the long-term sort of vision that maybe we'll never achieve, but it's the goal we're striving for. And this is what we coach our clients on getting defined because it creates culture.   Then we have our how we do things. That's the company core values. And then we get into personal why statements for the business owner, business why statements. Creating all of this is, we call this the culture materials. There's like six key elements that I coach them on getting in place that help kind of make the culture visible to everybody on the team. And you're right, mission dictates culture. I love this idea because the mission of the business   which most people mistakenly think is just to make money, is actually to provide some sort of value and to solve a real problem in the marketplace. And that mission, whether you're good at it or not, and the team are conscious of it or not, and you're focused on it or not, dictates whether or not you have good culture that actually achieves outcomes. That makes a lot of sense.   Sean Patton (21:53) Yeah, absolutely. Cause   yeah, I love that you have that structure and I love how you also tied that down to personal why statements because this is another leadership issue that I see with a lot of entrepreneurs. We're big companies, honestly too, is that there is this assumption that you've accepted this job description and here's what matters to the company and therefore   what matters to maybe me as your leader or boss or the division or the company is also the most important thing to you as an individual or like the reason you're here is not really explored. So I think one of the most critical conversations you can have, and it sounds like you have a structured format for that, which is fantastic, is just sitting down with each member of your team, like, why are you here? What matters to you? Because often, right, I'm sure you've had this, I've had employees where you assume   a salesperson, the most important thing is compensation, right? It's how much money you can make. And that's great. Maybe it is, but then it's actually like, well, yeah, that's important. And also, you know, my, my youngest is a senior in high school and this is the last baseball season we have with, and man, the games start at four and it's so hard for me to get to games at four because you have me work till five. And it's like, if I could just make those baseball games, that would be amazing. And then all of sudden,   Once you know like what matters to them and why they're doing this, then you can adjust and say, cool, how do we align what matters to you? What your personal why statement as you mentioned it and the company why statement. And now you've got alignment. And when you align those two things where what matters most to them contributes to what matters most to the company, you just, create transformative effects.   Jason Hull (23:36) Thank   Yeah, the big challenge I've noticed, the biggest transformation I can get is to help the business owner get clear on their why. Because when the business owner isn't clear on why they do what they do, they end up doing the wrong things in the business. Because you're the business owner, you can do anything in the business. And so some business owners are like, well, I have to do the accounting. I'm the business owner. Do you really? If you hate accounting, you probably shouldn't be doing the accounting.   You're not the right personality fit for that, which means you're actually probably not the best person to do that. So some business owners love sales. Some love accounting. Some hate it. Some love operations. Some are really bad at that. And so if we can get clear on their personal why, and then we can look at their role and see if their role is helping align with that, we can then reorganize the entire business. But most business owners, the first team they build is they transition from solopreneur to having a team.   I find is a mess. The first team they have is built around the wrong person. And it's kind of like they're like, I'm this shape puzzle piece, but it's not really them. They're like, I'm doing accounting. I'm doing this and a little bit this. And then they're like, now I'm going to get team members. I'm going to puzzle pieces around this misshapen puzzle piece. And they fit that puzzle piece, but that's not even me. So I hate being in it. I'm uncomfortable in my own business.   In property management, this is where they get to two to 400 doors. call it the second sand trap or the team sand trap. They've made it through that transition of finally having a team from being a solopreneur and they're the most miserable they've ever been in their business. And adding more doors makes their life personally worse, not better. Because adding more doors just means they're working harder. They're doing more work instead of getting the right support and the right team, because they didn't build the right team around the right person from the beginning. So if I get them clear on their why,   They're like, my gosh, I'm a circle. I'm not a square. I need to build this whole different team around me. And then like when I got clarity on this many years ago, I think within a month I had fired like half my team. I changed everything. I changed the type of clients I was willing to work with. I changed my business model. Like I didn't want to tolerate certain things anymore because you know, I woke up one morning and I was like, I would rather stream Netflix and avoid growing my business.   even though I need money, then deal with the clients I'm dealing with at that time. I'm like, why is this so, why am I so out of alignment? Then I saw Simon's the next start with why, like presentation on the golden circle, why, how, what? And I was like, what? And I'm like, ⁓ what's my why? And so I went to, I've like, I need to figure this out. And my personal why is to inspire others to love true principles. What that means is I love finding the better way to do things. I love learning what works.   and sharing it with other people, I would do that for free for fun. If you're listening to this podcast, I'm doing it for free for fun right now. Like I love this. I love learning what's working for other people. And then I get to turn around and share that with clients and I get paid to do that. That's crazy. And that's the role I get to live in my business. And so my business, it feeds me my why.   Sean Patton (26:47) Yeah, it's all true.   Jason Hull (26:55) And so our why statement of door goes to transform property management, business owners and their businesses. So we get to create transformation. Everybody on my team buys into this vision. We all celebrate when our clients are winning. And so that's the culture we've created in the business. That's our mission, transformation. And we know if we transform the business owner, we transform the business. We transform the business, we transform the team. We transform the business and the team. We transform hundreds, maybe thousands of tenants and rental property owners lives.   There's this ripple effect and that's exciting to me. We're having impact, right? And so the thing I can get on a sales call and confidently say to a property management business owner, here's why you should trust me because if I'm selfish in getting what I want out of life, my why, my business is going to give you what you need and you are going to win. And we can always trust motives. And so I call that the golden bridge. The golden bridge is find out the prospects why.   Sean Patton (27:31) Yeah.   Jason Hull (27:54) and you build a bridge to it, the bridge is the business. It's what gives you both what you want. That's where the deal happens. And there's my why, there's the prospect's why, the business why is what connects us. And that's the golden bridge. And if I can relate that formula verbally, all the objections drop by the wayside, because the only real objection is, I don't trust you. If they're like, what about these features? And what do you do with my property? And what do you do? How do you handle evictions? All they're saying is blah, blah, blah, I don't trust you yet.   And so that's, I just teach my clients the golden bridge formula and that we have, and then they become great at selling because sales is about trust. That's it.   Sean Patton (28:35) Yeah, I love that, ⁓ that framework. And also I want to call out an important mindset shift that I know I struggled with. And I think a lot of other owners struggle with it. You mentioned there, which is this belief that if we're not suffering,   Jason Hull (28:57) ⁓ yeah. It's like suffering's a badge of honor in entrepreneurism.   Sean Patton (29:02) Yeah, like if we had, if we're actually enjoying what we're doing, if we're having time off, if we're like, you mentioned, we're taking care of ourselves and we're like inspired and energetic and it doesn't feel that hard, we must be doing something wrong or being lazy or we're not doing enough. And so then we're like constantly pushing ourselves to this point of, uh, I need to be overwhelmed. I need to be, and when things are going well, we'll crash the plane.   Jason Hull (29:11) ⁓ yeah.   Yeah, yeah.   Sean Patton (29:30) just so we can feel the pain again, so we feel like we're being productive. And so I love the fact that you, sounds like you sort of, we're running into that or identified that. And now the shift that it sounds like you've made around your mindset is like, what if this could be fun?   Jason Hull (29:32) Yeah.   Yeah. What if you actually love doing what you were doing in your business? I'll tell you what happens because I hope a lot of people do this. You make way more money when you focus on the money instead of the mission and you're not focused on your why you make way less money. But it's money is easy when you are focused on helping people get what they want. You're outward focus and it's you're being selfish enough to focus on your actual purpose. Money is not your purpose.   If I say, do you want money? There's a whole level of depth beneath that. Right. And so, yeah, but you're right. Like we're struggling, we're suffering, and it's like a badge of honor. Look at my hustle culture. And I'm like, it's so hard. And then we start succeeding and we get, the world gives us feedback because the world isn't supportive of entrepreneurs. The world cares about safety and certainty more than freedom. Entrepreneurs care about freedom and fulfillment more.   Sean Patton (30:24) Yes.   Jason Hull (30:48) than safety and security. And that's why we start businesses. That's a risk. But as soon as we start winning, what do we hear from people? ⁓ it must be nice.   Sean Patton (31:00) Yeah.   Jason Hull (31:01) it must be nice that you have this. Jason got his cyber truck or he's in his million dollar house. It must be nice. ⁓ know, and so you hear things like this and you're like, did I do something wrong? maybe I need to be small because I'm making some people feel uncomfortable because, know, it's to be a struggle. I can't show that I'm having success because it's got to be hard. I didn't I didn't work hard enough to earn this. Maybe it's that feeling or, know, it has to   Sean Patton (31:20) Yeah.   Or enjoyment, yeah, it's gotta be.   Yeah, I think there's a lot   of that. I know my relationship as I've reflected back with, with money, um, with success is, know, I grew up with a, with a single mom and she was phenomenal. I mean, raised me, worked full time as a waitress and bar center to put herself through undergrad and grad school to be a school psychologist, to work with special needs kids so that she could impact the world and take care of me. But in that, yeah. Yeah.   Jason Hull (31:31) Hard.   Yeah.   And love was working hard. That's what you saw. Like she was hustling.   You knew she loved you. She was serving. Yeah.   Sean Patton (32:02) Absolutely.   And so I would say there's two sides of that coin. One, what I tell people all the time is like, when you see your mom do that or that's your leader, like mediocrity is no longer acceptable. That's one thing I took away from it. then the, but there was this idea when we say we drove through nice neighborhoods or we saw big houses or we saw people with money. was like, ⁓ those it's like those people. Like it was very much put into, I feel like subconsciously that   Jason Hull (32:10) Yeah.   Yes. Yeah.   Sean Patton (32:31) I think that it was just a matter of like, ⁓ there's this idea of that good people or hardworking, working class folks like us, we're doing sort of this noble thing and these other people either just got lucky or they're just different or they were born into it or, it's this idea of like, we're not those people.   Jason Hull (32:49) Or even worse,   were unethical or hurt people to get there. Those rich people, those evil billionaires and those evil millionaires, and nobody should have that kind of money. They must have hurt people to get there and yeah, yeah, yeah.   Sean Patton (32:54) 100 exactly.   And so that   was like a story, even a money story and success story that over the last 10 years as an entrepreneur with different businesses, and I was, and I was as a coach of leaders inside companies, ⁓ and, business owners that I've had to overcome. And I have found myself to your point, sort of sabotaging or questioning when I do have certain levels of success or impact and downplaying it almost because I have this.   Jason Hull (33:17) Yeah.   Sean Patton (33:34) subconscious belief that like, wait a if I make this amount of money or if I get to do these things is like, am I, as you said, am I deserving of that? Or is that even like an ethical thing to be able to do? I need to suffer more and drive myself back to the suffering conversation.   Jason Hull (33:40) Yeah.   Yeah, I mean,   the feedback we get from the world as entrepreneurs. So one of my frameworks is the four, I call it the four reasons for starting a business. The first reason is fulfillment in life. That should be primary. We should be getting fulfillment in life, living our why, living our purpose. Number two, it should be more and more freedom. The business should give us more and more freedom. Now, we initially as entrepreneurs, when we start our journey, we make more and more money.   And the reason we want more money is we think it will give us more fulfillment and more freedom. But the default is, I've seen this over and over again, I live this, is we make more and more money and we have less fulfillment and freedom in our business initially. Until we get clear on this, because we're aiming for the wrong goal, we're aiming for money, not the four reasons. Once we have fulfillment and freedom though, once we figure that out, we're like, why am I doing this? I need to shift things. And we get alignment there, then we want to benefit others.   That's contribution. And that's actually why businesses exist. Businesses exist to contribute to the marketplace something of value, solve real problems. Otherwise, they're just snake oil and they're stealing people's money. And so true entrepreneurs, like they might start with just the motive of money, which maybe isn't the highest motive. But if they're going to be successful, eventually they graduate usually to contribution.   because that's the only thing that actually works in the marketplace. The marketplace is brutal to anything else. So it's almost like God tricks us into becoming good people by getting us to start businesses, you know? And so the fourth reason, once we have contribution, we have fulfillment, freedom, we get to, we're living a life where we feel like we're benefiting others, making a difference. And we love, we can't have those first three without the fourth, which is support. There's no,   Sean Patton (35:22) Yeah, yeah.   Jason Hull (35:41) business owner that I know of that enjoys doing every hat, wearing every hat in their own business. And so we have to have a good team. We have to have a good support. Just like you were talking about in the, in the military, like if you're going on a mission, you need some specialists that have expertise in different areas to make this work. Not everybody has the same personality, the same skills, the same intellectual abilities. And so we need other people if we want to stay in those first three.   We can't have fulfillment, freedom and contribution if we're doing stuff we don't enjoy. That's the opposite. And so we have to have team members. And that's why we build the vehicle of a business instead of just be a freelancer and do it all on our own. And that's the, so those are my four reasons. Now there is the fifth reason. The fifth reason is what everybody else wants. And we want this too as entrepreneurs, but the fifth reason is safety and security.   This is what makes us different. Everybody else on the planet wants all five of these things. But most people on the planet play safety and security first. They're like, forget your freedom. We saw this during the pandemic. It's like, fuck your freedom. Like, we don't care about your freedom. I want to feel safe. Make everyone feel safe. Force it on everybody. Make everybody feel safe first. And then freedom would be a really nice afterthought. And then entrepreneurial people were like, this what crazy planet am I on?   Sean Patton (37:04) Mm-hmm.   Jason Hull (37:08) Am I hanging out with aliens? Like, I don't understand. I thought we were in the land of the free home of the brave here in the US and like, what's going on? And we have all these different basic hierarchy of needs, but the hierarchy is different for entrepreneurs versus everybody else. And there's nothing wrong with that. Like I need people on my team that don't want to be the business owner.   Sean Patton (37:21) Mm-hmm. Mm-hmm.   Yeah, yeah   Jason Hull (37:32) You know, I need them to be with me and enjoy it, right? And they need somebody that like me, that's crazy, that's willing to take some of the risks. They just don't realize they're working for a crazy person, right? So that values freedom more than safety. So yeah, but look, I love safety and security too. That's why I process documentation. I have systems that makes me feel safe. If I lose somebody, right? So we need all of these things. So I love, I love that you were pointing that out. ⁓ Where should we go from here?   Sean Patton (37:42) Hahaha   Yeah.   Jason Hull (38:01) Like we're almost at the time and I love hearing the ⁓ how the military works because the military works its life or death. It's it's ⁓ and there's clear objectives and I feel like in business things get so fuzzy and there's so much BS. And when we hear it in terms of military, we're like, ⁓ duh, this would translate. I should do my business this way.   Sean Patton (38:04) Yeah.   Yeah, I think it's a good way to wrap in last couple of minutes is like, what are some key points there? think that what the military does, because not everything in the military is from personal experience translates perfectly over, right? But that there's certain things. Yeah, it's all the same. There are some similarities. I think that if there's an overarching word of why, and it's just true,   Jason Hull (38:43) Sure, it's not all exactly the same, yeah.   Sean Patton (38:58) military, good military units are able to accomplish the seemingly impossible tasks ⁓ is clarity, like extreme clarity and no nonsense around no clarity. And so whether that's clarity of mission, clarity of roles and responsibilities, who's doing what when and what are they committing to? There's so much... ⁓   Jason Hull (39:05) Yeah.   Hmm.   Sean Patton (39:26) sort of expectation or unsaid agreements that happen inside business, where we make assumptions about what we think other people understand or what they think success is or roles is. Instead of saying here's our clear mission, here's our outcomes, here's my role and responsibility, here's what I'm gonna own. I mean, the amount of times I work with a company or entrepreneur and we go in and they say, yeah, here are like the 12 things that are important before the next meeting, but there's no one's name next to it with a date.   Jason Hull (39:28) Hmm.   Yeah.   Yeah. Right.   Like who? Who's responsible? Who's accountable? Yeah.   Sean Patton (39:55) It's like, Hey, what'd we talk about last meeting? Who's doing that? Yeah. Who's taking,   who's accountable. So I think they're very clear about like what role and responsibility do you have so that you can lean into that. So clarity around roles, responsibilities, clarity around mission, then clarity around, you know, end state. Like what does success look like for this? Those are.   Jason Hull (40:14) What's the definition   of done on this? How do we know this is accomplished? I love it.   Sean Patton (40:19) Mm-hmm. And so I think   if companies could really take that approach of clarity in those three areas, it could be transformative.   Jason Hull (40:29) Totally agree. One of my mentors that really taught me operational stuff was a mentor named Alex Sharpen. And Alex would talk about outcome transparency and accountability. He was like a three-legged stool. And he said, there has to be a clear outcome. Like, who's responsible ⁓ is also, right? that's like outcome transparency, accountability. Accountability is who? What are we trying to accomplish is the outcome.   And then what's the scoreboard? How do we measure success? How do we know if it's done? And he said he would watch billionaires and follow them around and they go into a meeting. They didn't know what was going on, what was being discussed, but there was a problem. He would just walk in and he would ask three questions and the problems were solved. Cool. What are we trying to accomplish? Okay. Who's responsible for this? Awesome. How do we know if it's done or not?   And it was that simple. And then you walk out of the room, everyone's like, man, he's magic. So glad we have him. What a great leader. And I love it. Clarity is massive. one of the things, like a lot of businesses don't even have the clear role or job descriptions defined for their existing team members. If I went to, anyone listen to this, I went to your team member, ask yourself this question. And I asked them, what are you responsible to achieve on a weekly, monthly basis? What is your job?   Sean Patton (41:27) Yeah.   Jason Hull (41:52) What are your roles? What are you supposed to do? And then I went to the business owner. I went to you listening and said, what is their responsibility? What are these? I usually get two very different set of directions. But if you come to my team or hopefully some of my clients that I'm coaching and you ask that question, they would say, cool, let me pull up my document that is super clear that we review regularly. This is it. We've agreed on this. We're literally on the same page.   And it's that simple. And so they know what outcomes they're responsible for. And the outcomes are more important than the responsibilities. So on our job descriptions, we have results. What results or expected accomplishments are there? so little things like that. One of the things I love saying lately is, this is one of my little phrases, is any action we take without clarity is a little bit wrong. Sometimes a lot, a lot wrong.   Sean Patton (42:21) Yes.   Mmm, I love that.   I love that.   Jason Hull (42:51) Yeah, and so that's dangerous. like the last thing you want to do in on the battlefield is just rush out with a lot of gusto guns a blazing with no plan and a lack of clarity. But in business, sometimes that's how we operate for shooting from the hip. We're like, Woo, yeah.   Sean Patton (43:08) Yeah,   it is. That's the thing is because of the mission that the military has, the culture demands extreme clarity. And because of the mission of businesses, people can get away with leakage and mistakes because, you know, it's not life or death. But if you treat your business like that, that's how you get to the next level of performance.   Jason Hull (43:18) you   Love it. Cool. Sean, awesome having you on. Always fun to chat with you. We have some good conversations. ⁓ This is really interesting to me. I love hearing how ⁓ this all works and the contrast with military and whatnot. You brought up some really great points that really made me think. How can people get in touch with you? Tell them what you do real quick and all that.   Sean Patton (43:40) Yeah, absolutely.   Yeah,   absolutely. So you wanna, my personal site is SeanPatton.me. Super easy to find. I'm very active on LinkedIn. And I am a part of a larger firm called Novus Global, where we focus on creating meta performance leaders. A lot of the transformation we're talking about today. So yeah, LinkedIn and my website, easiest ways to get me. also the host of the No Limit Leadership Podcast. Please check that out and.   Jason, you have a scheduled day. I'm excited to have you on that podcast in the future.   Jason Hull (44:29) Yeah, I'm excited to be on that. That'll be great. It's been great having you. Cool. Thanks for being here. All right. Yeah, absolutely. So for those of you that are property management business owners and you felt maybe stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for free training on how to get unlimited free leads. Text the word leads to 512-648-4608.   Sean Patton (44:35) Thanks, Jason. Appreciate the opportunity.   Jason Hull (44:57) Also join our free Facebook community just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas, and to learn about our offers, subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe and leave us a review on wherever you saw this. We'd really appreciate it. And until next time, remember the slowest path to growth is to do it alone. So let's grow together. Bye everyone.   All right, and we are out in five, four, three, two, one.   Sean Patton (45:33) Thanks brother.

Most directors trying to break into the VP level are focused on the wrong things. More certifications, deeper technical knowledge, better systems, none of it is what actually gets you there. Sean Barnes spent years forgetting his own journey from director to vice president, and in this episode, he gets back to it. He breaks down the real mindset and identity shifts that have to happen before the title ever comes, from how you build relationships with the executive team, to why you have to stop being the smartest person in the room, to the moment he realized he had to stop hiding behind the technology and start operating like a leader.   Key Moments 00:00 — Why Sean forgot his own journey from director to VP and why it matters 01:20 — Certifications won't get you there: the jump to VP is about thinking differently 01:46 — Your peers matter more than your team at the VP level 02:15 — Building real relationships with executives, not surface-level coffee chats 02:48 — Why understanding the infrastructure is not the same as understanding the business 03:50 — Getting out of the office and onto the shop floor 05:07 — Translating everything you do into business language 06:36 — Letting go of your identity as a technologist 08:32 — Extreme Ownership: delivering on every commitment you make 09:19 — How to push back on unrealistic deadlines from the start 10:09 — The promotion was never about the title, it was about the identity 10:57 — Looking up and out: learning to communicate and navigate the room 12:25 — Why playing the game isn't a dirty thing   Key Takeaways Your peers matter more than your team. At the director level you can win by running a strong department. At the VP level the executive team needs to see you as one of them, not just the person who keeps the lights on. Building real trust and alignment with those leaders is what opens the door.   You have to let go of your technical identity. The thing that made you great as a director can hold you back as an executive. Delegating, developing your team, and stepping away from being the smartest person in the room is what frees you up to operate at the level you're trying to reach.   Communicate outcomes not architecture. Nobody in the boardroom cares about the redundancies in your data center. They care about revenue, risk and results. When you learn to speak that language, you stop being the IT guy they dump work on and start being someone they bring to the table.   Podcast Show Notes – Episode 276 | 04.07.2025 Episode Title: Why Most Directors Never Make It to VP (And What Actually Changes)   Host: Sean Barnes Website: https://www.wolfexecutives.com   https://www.seanbarnes.com   LinkedIn: https://www.linkedin.com/in/seanbarnes/ https://www.linkedin.com/company/wolfexecutives https://www.linkedin.com/company/thewayofthewolf/ LinkedIn Newsletter: https://www.linkedin.com/newsletters/7284600567593684993/   Twitter: https://x.com/seanbarnes https://x.com/wolfexecutives   Instagram: https://www.instagram.com/the_seanbarnes https://www.instagram.com/wolfexecutives   TikTok: https://www.tiktok.com/@the_seanbarnes   Facebook: https://www.facebook.com/theseanbarnes

Why blame feels good but keeps you stuck How ownership changes your response to setbacks Why top performers look inward first How ownership builds trust in leadership Why personal responsibility creates momentum

JP Dinnell talks about how to lead when your leadership is challenged Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Stop burning time and money on agile theater! In this podcast, Product Manager Brian Orlando and Enterprise Business Agility Consultant Om Patel strip business agility back to its absolute basics: no buzzwords, no frameworks - just the organizational muscles you need to survive. Listen or watch as we introduce and explain the five non-negotiable capabilities: Sensing and Responding (market feedback loops), Speed to Decision Making (decision velocity), Structural Flexibility (reorganizing without chaos), Distributed Authority (decentralizing command and control), and Learning Orientation (continuous evolution).Then stick around as we tear down the agile industrial complex, discuss why one study claims 47% of companies are operating purely under an "illusion" of agility, and discuss how the introduction of AI can amplify and exposes company's bureaucracy.Other topics we discuss are:• How to explain business agility to anyone from CEO to new hire• Why "scaling" agility is a big lie sold to enterprises• Typical bottlenecks to the five core capabilities• Why vanity metrics sabotage competitive advantages• Time to market, cost of delay, customer adoption, and much more...Whether you're in product management, leadership, agile coaching, or team development, this episode helps you truly understand business agility and can give you the confidence to push back or ask critical questions when teams and leadership claim they don't need help.#BusinessAgility #ProductManagement #AgileLeadership["Extreme Ownership by Jocko Willink and Leif Babin", "Team Topologies by Matthew Skelton and Manuel Pais", "Turn the Ship Around by L David Marquet", "The Fearless Organization by Amy Edmondson", "The Lean Startup by Eric Ries", "BCG Study: Why Companies Get Agile Right and Wrong (2024)", "Business Agility Institute 2025 Report", "Organizational Agility: Ill-defined and Somewhat Confusing by Anna Teresa Walter (2020)", "John Boyd's OODA Loop", "Jeff Bezos's One-Way Door vs Two-Way Door Decisions", "Block (Jack Dorsey)", "Arguing Agile Episode 83: Agile Doesn't Work Here"]LINKSYouTube: https://www.youtube.com/@arguingagileSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596INTRO MUSICToronto Is My BeatBy Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

JP and Lucas talk about the importance of being dependable during a crisis.  Relive Health: https://link.relivehealth.com/widget/booking/hRIiQQVgZ4OfOAPiaOWb?am_id=jpdinnell2478 Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Why is it so hard to stay disciplined when you're on the road? In this Q&A episode of the JP Dinnell Podcast, JP breaks down the real reason most people lose control of their nutrition while traveling — and it's not lack of options, time, or knowledge. It comes down to intentionality and discipline. Drawing from his experience as a Navy SEAL and leadership instructor, JP gives a direct, no-excuses look at what it takes to stay consistent with your standards — even when your routine is disrupted. Whether you're traveling for work, vacation, or constantly on the move, this episode challenges you to take ownership of your habits and stop blaming your environment. JP also shares personal insight into his own struggles with discipline, reinforcing that consistency isn't about perfection — it's about making deliberate choices, one decision at a time. Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

BONUS: Guardrails Over Processes—How to Scale Teams Without Killing Creativity What actually slows down tech teams—lack of talent, or lack of ownership? In this episode, Prashanth Tondapu shares lessons from leading through global-scale failures, scaling from a small team to a 100-person company, and discovering why guardrails beat rigid processes when it comes to building teams that own outcomes and execute with discipline. Diffusion of Accountability: When Everyone Is Responsible, Nobody Is "Crisis is not the problem. Crisis is the one that uncovers the problem that has always existed."   Early in his career, Prashanth witnessed a large-scale failure at a major technology company—not because the team lacked talent, but because accountability had become diffused. When too many people are responsible for something, it translates to nobody being responsible. The team was brilliant individually, but there was no clear demarcation of who owned what outcome. On good days, everything worked. But when things went wrong, there was no single person who could no longer delegate accountability to someone else. In this segment, we also refer to the concept from Extreme Ownership by Jocko Willink. Prashant argues for: outcome can only come with 100% emotional commitment to a particular problem, and when five people share that commitment, each carries only 20%. That's where breakdowns happen. The Leadership Design Problem: From Computers to People "I was a developer who imagined that humans are also going to be as predictable as computers. Until 6 or 7 people, it works well because you can be everywhere. But as soon as we increased above 7, I was not able to be everywhere."   Prashanth's journey as a founder mirrors what many tech leaders experience at scale. Starting Innostax at 27 as a developer with no management experience, he initially treated people like predictable systems. Below seven people, it worked—he could be the hero founder, the catch-all. But beyond that threshold, he had to learn delegation, which meant learning to trust. First came the people-dependent phase, then the process-oriented phase with SOPs (Standard Operating Procedures) for everything—even how APIs should look. The SOPs made the team fast at execution, but their clients noticed something troubling: "Your guys do not even ask any questions." The rigid processes had suppressed the very creativity and critical thinking they needed. That feedback became the catalyst for the next evolution: becoming a people-first company. Guardrails vs. Processes: Freeing Creativity Within Structure "If something goes wrong, our guardrail is: we will just ask you one question—what was your intent behind doing this?"   Prashanth draws a sharp distinction between processes and guardrails. Processes tell you exactly what to do and how to do it—they create predictable execution but kill creativity. Guardrails define the boundaries within which people have freedom to be creative and solve problems their own way. At Innostax, guardrails take practical forms:   Time-on-task guardrails: If a task takes longer than expected, ask for help—don't rabbit-hole into it for three days Don't be a hero: When friction appears with a client or a problem, escalate early rather than trying to solve everything alone The intent review: When something goes wrong, instead of punishment, they ask three questions—was the intent right, was the approach right, and what was the outcome? If intent and approach were right but it still failed, that's the company's problem, not the individual's   This framework creates psychological safety while maintaining accountability. People know they won't be penalized for honest mistakes made with good intent, which means they surface problems early rather than hiding them. Vision Elements and the People-First Company "The outcome is not just what is expected, but outcome also consists of what is not expected. People come out in so many creative, great ways that they end up surprising you."   The shift to a people-first company meant replacing rigid SOPs with what Prashanth calls "vision elements"—broader directional guidance like "we are working for the client, we need to give the best for the client in the resources that we have." This gives teams a larger sandbox to work in while guardrails prevent them from going too far off course.  The daily rhythm includes team leads reviewing work summaries—not to micromanage, but to catch misalignment early and offer support. Prashanth emphasizes that guardrails must be created with emotional intelligence and detachment. If you create guardrails assuming you're also part of the problem, they'll be biased and ineffective. That's why he considers emotional intelligence the prerequisite skill for any leader designing team structures. The Books That Changed Everything "Whenever I was reading through the fixed mindset guy, it was like it was describing me. And that actually changed everything."   Prashanth recommends two foundational books for leaders building ownership-driven teams. First, Mindset by Carol Dweck—a book that cracked his own fixed mindset as a confident developer who thought he knew everything. Reading about the fixed mindset felt like reading his own biography, and that uncomfortable recognition opened him to listening more, seeking exposure to experts, and believing there were perspectives he hadn't encountered yet. Second, Emotional Intelligence by Daniel Goleman—because without mastering emotional intelligence, everything you hear feels personal, clouding your judgment and making you too close to the problem to design effective solutions for your team.   Self-reflection Question: Are you building guardrails that give your team freedom to be creative within clear boundaries, or are you still writing processes that tell people exactly what to do—and in the process, suppressing the very thinking you hired them for?   About Prashanth Tondapu Prashanth Tondapu is Founder and CEO of Innostax and a veteran technology leader. He's led teams through high-stakes global incidents at McAfee and scaled disciplined delivery organizations worldwide. His work focuses on ownership, accountability, and designing teams for predictable, sustainable execution as complexity grows.   You can link with Prashanth Tondapu on LinkedIn.

Do More, that's the Navy SEAL way. JP Dinnell talks about how to a DO MORE attitude can be the difference between victory and defeat.  Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

On this Friday Craft of Fatherhood episode of Fatherhood Field Notes, Ned shares about a recent shift he's implemented in his family's morning routine: a ten minute time sharing something they're thankful for within the family, then naming somebody they could be praying for... and then doing it.This comes on the heels of asking questions about how we can be really modeling to our kids a lifestyle that will affect the next 100 years, even 1000 years of our family legacy. It's huge.Listen to day and let us know in the comments and your reviews what changes you've been making in your family routine. Then share this episode with a dad!---------Got a son ready to enter manhood? He needs a rite of passage. Check out Genesis - a Rite of Passage by Rise Up KingsOrder The Adventure of Fatherhood children's books hereCheck out the TEDx----------Want to learn more about The Adventure of Fatherhood?https://www.adventureoffatherhood.com/https://www.rebelandcreate.com/Each week Ned sits down with a dad and asks him to open up his field notes and share with other men who find themselves on the Adventure of Fatherhood. Don't forget to subscribe and leave a review!Follow us:Instagram: https://www.instagram.com/fatherhoodfieldnotesYouTube: https://www.youtube.com/@FatherhoodfieldnotesFacebook: https://www.facebook.com/rebelandcreateMentioned in this episode:Rise Up Kings Genesis - a rite of passage experience for young menThis episode was brought to you by Genesis - a rite of passage for boys becoming men - by Rise Up Kings.

In this solo episode of the Ecomm Breakthrough Podcast, host Josh Hadley shares his proven framework for hiring senior leadership in ecommerce. Drawing from personal experience, Josh outlines the costly pitfalls of bad hires and emphasizes the value of securing top 1% talent. He details a structured, three-part interview process focused on track record, culture alignment, and role competence, offering actionable tips for assessing candidates. Josh also discusses the legal and financial implications of hiring, underscoring the importance of systems and focus for business growth. The episode concludes with a call to share and review the podcast.Hiring the wrong person can be a costly "hiring mistake" for any business, impacting your bottom line significantly. This video dives into effective "recruitment" strategies and a robust "hiring process" to help you avoid these pitfalls. Learn about crucial "interview questions" and how to "how to hire" the right talent to propel your e-commerce brand forward.

In this video, executive leadership coach Sean Barnes breaks down the 5 most impactful lessons he learned from Jocko Willink and Extreme Ownership, the principles that transformed him from a self-described introverted IT guy into an executive leader spanning HR, project management, safety, and beyond. Drawing from 20 years of real-world leadership experience, Sean shares honest, hard-won insights on why taking ownership builds credibility, how staying calm under pressure earns trust, and why ego is the single biggest obstacle to growth. Whether you're an emerging leader or a seasoned executive, these five principles will challenge you to raise your standards, empower your team, and lead with intention. If you've ever read Extreme Ownership or you've been thinking about it, this video is your practical roadmap for applying those lessons in the real world.   Podcast Show Notes – Episode 272 | 03.10.2025 Episode Title: 5 Lessons From Jocko Willink That Changed My Leadership Career | Extreme Ownership in Action   Key Moments 00:00:54 – Sean's background: 20 years of progressive leadership across IT, HR, PMO, Safety & more 00:01:50 – How Jocko Willink & Extreme Ownership changed his life 00:02:00 – Lesson 1: Ownership is the Foundation of Credibility 00:04:10 – Lesson 2: Clarity Beats Emotion Under Pressure 00:06:58 – Lesson 3: Standards Matter More Than Comfort 00:09:03 – Lesson 4: Leadership is About Enabling Everyone Around You to Win 00:11:54 – Lesson 5: Ego is the Enemy of Growth 00:13:50 – Full Recap of All 5 Leadership Principles   Key Takeaways Take Ownership Before Pointing Blame — Walking into every conflict with a posture of accountability immediately lowers people's defenses, builds trust, and opens the door to real collaboration and solutions. Discipline Always Beats Motivation — Whether it's personal health habits or professional commitments, holding yourself to a high standard consistently — even when it's uncomfortable — is what separates respected leaders from the rest. Your Job as a Leader is to Be a Force Multiplier — The moment you stop trying to be the smartest person in the room and start investing in lifting your team up, everyone's performance rises — including yours.   Host: Sean Barnes Website: https://www.wolfexecutives.com   https://www.seanbarnes.com   LinkedIn: https://www.linkedin.com/in/seanbarnes/ https://www.linkedin.com/company/wolfexecutives https://www.linkedin.com/company/thewayofthewolf/ LinkedIn Newsletter: https://www.linkedin.com/newsletters/7284600567593684993/   Twitter: https://x.com/seanbarnes https://x.com/wolfexecutives   Instagram: https://www.instagram.com/the_seanbarnes https://www.instagram.com/wolfexecutives   TikTok: https://www.tiktok.com/@the_seanbarnes   Facebook: https://www.facebook.com/theseanbarnes    

In this episode of Everyone Leads, we sit down with Zach Brown, Journeyman Lineman and Safety Training Manager with MYR Group, to break down two things every lineman and leader faces daily: how to fuel the body for demanding work and how to lead when safety and productivity are both on the line.We kick things off with an Ask Copilot segment answering a question every working hand has asked at some point: What's the ideal daily meal to fuel a journeyman lineman?In the second half, we shift gears into leadership, tackling a trending industry challenge: balancing safety and productivity in high demand projects. With tighter deadlines and zero injury expectations, foremen and supervisors are under more pressure than ever. Zach shares real world insights on communicating priorities, empowering crews to speak up, and applying leadership principles like Extreme Ownership to take responsibility for both the schedule and the safety outcomes.This episode is powered by Sturgeon Electric and MYR Group. Check out and support our promotional partners: Milwaukee Tool, Klein Tools, Wye Delta, High Voltage Industries, and Vimocity.Ad music provided by: Daniel Sanchez@d.s.s._beats | @DSSbeatsFollow us on Instagram: @CaliforniaLineWorksMay we all continue to guide and support those in need. Be your Brother's Keeper. Visit www.lineco.org for assistance through LineCo.Suicide & Crisis Lifeline: Dial 988#podcast #leadership #service #construction #disciplineequalsfreedom

JP Dinnell answers questions from Reddit.  Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Therapeutic Recreation Group: https://www.therapeuticrg.org Instagram: https://www.instagram.com/therapeutic_rec_group/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser. 00:00:00 Intro 00:09:29 How To Detach 00:13:54 When To Detach 00:15:29 Balancing Detachment and Engagement  00:18:32 JP's Speech Impediment 00:22:14 How to Prepare for Presentations 00:30:20 How Do You Know When You're Ready 00:35:15 Leading a Disillusioned and Burned Out Team 00:41:15 Knowing Your People 00:44:48 Managing in the Age of AI 00:46:40 Most Impactful Book 00:51:40 Gi vs No-Gi Training 00:53:38 Self Defense vs Sport Jiu-Jitsu 01:05:39 Final Thoughts

JP Dinnell answers questions about discipline, honesty, and how to lead.  Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Echelon Front Leadership Assessment: https://tinyurl.com/y3v22car DEF Reset App: https://tinyurl.com/yr6kyw5r Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Explore the impact of paradigms on leadership effectiveness and how your mental frame shapes decisions and influence. This episode connects ingrained beliefs to leadership outcomes, showing how they affect respect, accountability, and results in both teams and relationships. Drawing from principles like Extreme Ownership, we examine how adopting responsible leadership thinking improves outcomes and strengthens alignment. You will learn how to recognize outdated mental patterns and adjust them so your actions match your intent. When your thinking evolves, your leadership impact follows.VIDEOS TO WATCH NEXT:Watch this playlist to figure out how to fix your failing marriage:https://www.youtube.com/playlist?list=PLEXcvFDdRqPuu_G8-sTLS7eXT7myvidMFWatch this playlist to help you get over your ex for good:https://www.youtube.com/playlist?list=PLEXcvFDdRqPsZ9JCTSAIkin-oMnavqNJZWatch this playlist to develop an unshakable frame and take control of your life:https://youtube.com/playlist?list=PLEXcvFDdRqPvgN8idHfGfOp3gA8Y0tMxT&si=NccZ6koKYz3hSuUz--------------------------------------------BOOKS THAT WILL CHANGE YOUR LIFE➡️ Want to learn the life lessons I wish I knew when I was 18? Click here to get started:https://mybook.to/EIWIKWIW18➡️ Want to master your mindset and build an unshakable masculine presence? Click here now:https://mybook.to/psychology-paradigm➡️ Get your wife to bang you again:https://mybook.to/GHTFYA➡️ Move on from your ex FOR GOOD:https://mybook.to/FTB➡️ Keep your woman FOREVER:https://mybook.to/KeepYourB-tch➡️ This Little Book Will Change Your Life:https://mybook.to/littlebook--------------------------------------------FOLLOW MEFollow on TikTok:https://www.tiktok.com/@comeonmanpodFollow on Instagram:https://www.instagram.com/comeonmanpodcast/Follow on X:https://x.com/bestmenspodFollow on Facebook:https://www.facebook.com/comeonmanpodcast--------------------------------------------COMMUNITIES➡️ Join The W.O.L.F. Pack:https://wolf.comeonmanpod.com/➡️ Become a Spotify Channel Subscriber:https://podcasters.spotify.com/pod/show/comeonman/subscribe--------------------------------------------

What if you could transform a team of rookies into high-performing, loyal leaders and stay sane in the process?This episode delivers an unfiltered look inside the mind of Richard Comitz, Chief Operating Officer of American Corporate Partners, a West Point PhD and retired Army Lieutenant Colonel now leading one of America's most mission-driven nonprofits. He sits down with Narrator to unpack the proven discipline, radical transparency, and mentorship strategies he honed in combat and now deploys to scale an 80-person organization serving over 5,000 mentorships nationwide.Want to dodge burnout, ignite next-gen talent, and finally get your CEO partnerships working for—not against—you? Listen now. Skip it, and you risk getting buried by the next Ops crisis. This is an urgent, inside-access episode you won't find anywhere else.Timestamped Highlights[00:00] – The leadership power move that made junior staff instantly trust Richard Comitz[00:04:12] – Why a PhD, combat zones, and organic chemistry are COO superpowers (and how higher ed nearly cost him)[00:08:48] – How to “inherit” a role from a founder without clashing or caving[00:13:05] – The secret architecture behind training 60+ brand-new hires (and spotting future all-stars fast)[00:15:53] – Shocking truths of what actually works to fight young-employee burnout and what never does[00:19:30] – Hidden mentorship hacks that win powerful partners in Fortune 500s[00:23:16] – Does military “figure it out” energy work with Gen Z? The raw reality from the field[00:37:26] – Navigating founder-CEO rigidity and pitching bold new ideas (without ending up fired)About the GuestRichard Comitz is the Chief Operating Officer of American Corporate Partners (ACP), a powerhouse nonprofit connecting U.S. veterans and military spouses with Fortune 500 mentors for next-level careers. A retired Army Lieutenant Colonel, West Point organic chemistry instructor, and experienced higher education COO, Comitz is celebrated for turning disciplined military leadership into explosive organizational growth in both the public and nonprofit sectors.

Part of being a great leader is being self-aware and understanding the blind spots in your leadership approach. In this episode of Leadership Blueprints, we sit down with Jill Macauley to unpack the concept of blind spots through the lens of Martin Dubin's book Blindspotting. Jill is the Chief Operating Officer at Behavioral Essentials and brings over 15 years of experience in business and non-profit consulting. Her work centers around helping leaders grow, plan strategically, and communicate well with their teams. She supports leaders in analyzing behavioral patterns, navigating role transitions, and fostering healthier and more effective workplace cultures. They discuss what a blind spot is, the misconceptions around the concept, and why being self-aware as a leader is vital. Learn how not recognizing your blind spots impacts your team, the hidden costs of blind spots for an organization, how leaders can balance empathy with accountability, and how to get the most out of your employees while keeping them happy. They also talk about why sustainable performance requires cycles of intensity and recovery, what the Blindspotting model and assessment focus on, and more. Tune in to learn how spotting your blind spots, building awareness, and leading with agency and dignity can help you show up stronger for your team, your organization, and yourself.Key Points From This Episode:How blindspots and being self-aware act as the foundation for better leadership.Explore the concept of a blind spot in leadership and why it is hard to identify.Discover what turning self-awareness into self-reflection looks like in practice.Learn how fostering dignity and agency in the workplace drives performance.What dignity means in the workplace and how fear-based leadership impacts results.Quotes:“We're not factory workers, we're thinkers. Thinking work is the dominant work in the workplace now.” — Jill Macauley “The definition of business success, quarter to quarter and shareholder output, is not wholesome, it is not sustainable, and it is not how businesses actually have compounding success.” — Jill Macauley “I think a lot of people forget about awareness of the organization and they forget the organization is bigger than any one of us.” — Jill Macauley“You can't have a greater understanding unless you understand yourself first.” — Jill Macauley Links Mentioned in Today's Episode:Jill Macauley on LinkedInBehavioral EssentialsBlindspotting: How to See What's Holding You Back as a LeaderThe Song of Significance: A New Manifesto for Teams The Dichotomy of Leadership: Balancing the Challenges of Extreme Ownership to Lead and WinPoor Charlie's Almanack: The Essential Wit and Wisdom of Charles T. MungerBlindspottingLeadership Blueprints PodcastLeadership Blueprints Podcast on YouTubeMCFAMCFA CareersBJ Kraemer on LinkedIn

When your corporate job feels "secure" until it suddenly isn't, real estate can become the Plan B that turns into your best move…  In this episode of the #DoorGrowShow, DoorGrow founder Jason Hull sits down with John Casmon (multifamily syndicator, host of Multifamily Insights, and co-creator of the Midwest Real Estate Networking Summit) to break down how corporate professionals can transition into multifamily investing without becoming a stressed-out landlord. They dive into how John went from corporate bankruptcies to building a multifamily portfolio, what passive investors actually need to know before putting money into a deal, and why trust + clear expectations matter just as much as the numbers.  Jason and John also unpack what this means for property managers: how to align with investor goals, why the best operators project calm control (even in chaos), where syndicators hang out, and how PMs can position themselves to win more multifamily doors.    You'll Learn (00:00) Transforming Property Management: An Introduction  (00:59) John Casmon's Entrepreneurial Journey  (02:56) Transitioning to Multifamily Investing  (04:33) Understanding Investor Types and Property Management  (05:48) The Role of Property Managers  (07:49) Investor Control vs. Trust in Management  (09:33) Challenges in Property Management  (11:17) Aligning Goals with Property Managers  (14:19) The Real Product of Property Management  (17:14) Managing Investor Expectations  (19:50) Syndication: A New Avenue for Property Managers  (23:44) Legal Considerations in Syndication  (26:41) Calmness in Chaos: The Key to Success  (31:40) Partnering with Syndications  (33:54 The Role of Property Management in Syndication  (38:29) Finding Syndicators and Building Relationships  (42:24) Understanding Passive Investment in Syndication  (47:45) Identifying Your Investment Goals  (51:54) Assessing Risk in Real Estate Investments  (55:15) Choosing the Right Market for Investment  (01:00:12) The Three C's of Raising Capital Quotables "The first C is confidence. Confidence comes from preparation." "The investment itself, we got to go out there and execute. But that investor psyche is a completely different game."  "It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) All right, five, four, three, two, one. All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. And for over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses.   We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market and help the best property management entrepreneurs win. Now let's get into the show. So my guest today, I'm hanging out here with John Casman, a multifamily syndicator, host of the multifamily insights podcast and the co-creator of the Midwest real estate networking summit. And in today's episode, John's going to break down how corporate professionals can transition.   into multifamily investing, how to find the best markets, how to raise capital effectively, and what separates successful operators from everyone else. John, welcome to the DoorGrowth Show.   John Casmon (01:10) Yeah, Jason, thank you for having me. I'm really excited to be here. Love the intro, your intro, not my intro, ⁓ but excited to be here and share as much as we can on our journey to help all of your listeners reach their goals.   Jason Hull (01:22) Cool. So John, ⁓ it's great to have you. I would love for people to hear about your entrepreneurial journey. How did you get to where you are now? And then we can get into your business.   John Casmon (01:34) Well, the short answer is bankruptcy, right? I worked for a couple of different companies that went through bankruptcy and that really made me consider my other options. You know, I was at General Motors back in 2007, 2008, 2009 when we went through bankruptcy and I was there and I watched what that did to a lot of my peers. I one day in particular when we were going to have a lot of layoffs, I went to work as late as I could. But when I got there, I had a red message, a little red dial on your phone.   for anybody who's worked in corporate and remember voicemails. So I had a red dot on my phone, picked it up, pushed the play button and my heart skipped a beat because I thought maybe I was getting to the can, right? And it was actually a colleague of mine who sat kind of kitty corner in front of me and he had been let go. He, you know, was diabetic. He didn't know I was going to pay for his medication. He just was venting in his voicemail. And I just remember feeling empathy for him, but also   a sense of I just never wanted to be in that situation. So it made me really start to think about Plan B. Eventually I moved to Chicago, realized real estate was going to be that path and learned everything I could about investing. So it kind of took me down that pathway to say, you know what, I need a Plan B because no matter what you do, when you work in corporate America, you do not control your future. You know, there's politics, there's policy, there's a lot of different things involved that you do not control.   And sometimes it does just come down to someone not liking you for whatever reason, or they think you're a threat. And I didn't want to spend the rest of my career navigating those issues. So I figured I had to take more into my own hands.   Jason Hull (03:16) got it. And so you start taking things in your own hands and what was the result?   John Casmon (03:20) Yes. So we landed on multifamily investing, started with small multifamily. My first investment was a two unit building. We house hacked it, which is a common popular phrase now. But back then it wasn't quite as common. But we lived upstairs. We rented out the first floor unit and it worked great. You know, it worked so great that we went to refinance and we had created enough equity in that first investment to pull out a six figure line of credit and go out and buy another property. So.   Jason Hull (03:45) Nice.   John Casmon (03:47) That really got the ball rolling. bought a three unit building, we bought an eight unit building, and at this time I'm still working in advertising, still working in corporate America, and I enjoyed what I was doing, and I just had my second child, but the agency I was working for also went through bankruptcy right at this time. We had expanded, we were growing, and we had kind of combined with a few other agencies and kind of became this little conglomerate, and it just eroded just as quickly as it grew.   I remember again, just sitting there and I've got some real estate. I've got a little bit of cashflow, but not enough to pay all my bills. New baby. And I just realized this real estate thing is working, but the exact strategy I'm employing doesn't allow me to insulate myself from these economic changes and shifts. So I had to change my strategy and that led me to syndication. Since then, we've acquired over $150 million worth of apartments.   We've partnered with busy professionals to buy these properties and give them some passive income. And that's what we've been doing ever since.   Jason Hull (04:50) Got it. So your area of genius really is helping these people that were similar to you, they're in the corporate environment transition into being an investor in real estate.   John Casmon (05:01) Yeah, exactly. And I would say too, it doesn't have to be you're going to quit your job and do this full time. And in fact, most people don't, you know, but most people do want a little bit more control over their life. You want a little bit more flexibility. You want to earn and start building up, you know, your net worth. You want to have a little bit more liquidity. You have to look at your investments to say, what should you be doing? I think most people know that their 401k, their, you know, company issued life insurance.   probably not enough to really get you on the fast track to retirement. So what else could you do? Certainly you can invest in the stock market. Lots of folks do that. But real estate is a proven vehicle. The challenge is, I don't know anyone who really wants to be a landlord, right? ⁓ Certainly you want the benefits of real estate investing, but very few of us want to get those 2 a.m. phone calls. So the shortcut there is, ⁓ hire a property manager. Great solution. But now you have to be able to manage   property managers, right, which is this whole other business. And if you don't have enough scale, then it's hard to get that person really focused on your business. So we offer an alternative, right? You get all the benefits of real estate investing, all the ownership perks without any of the headaches of being the landlord yourself. So it really is a great marriage of being in real estate without having to do the heavy lifting yourself.   Jason Hull (06:15) Okay.   Okay, so ⁓ the target audience of this show are property managers. So if they're not gonna use property managers, then what's the alternative? How does this work?   John Casmon (06:29) Well,   first of all, what we do is not always for that individual. So I think that's the key, right? You've got to understand who you are from a psychological standpoint. So when it comes to investors, there's two types of investors. One wants control, right? They're not willing to be passive. And some people think they want to be passive until they're in a passive situation and then they're calling and they want to know why you did this and why you did that and how come you did do that. That's not a passive investor. And that's fun.   Jason Hull (06:45) Yeah.   Yeah, they're anxious. Yeah. Yeah.   John Casmon (06:58) And   if that's you, you should be active, right? And you should work with a property manager, but you also want to work with the property manager who is going to be right for you, right? Because sometimes that is not how they operate. So you want to understand that. And that's a process to understand who you are as an investor, what kind of investment strategy fits you and what's going to be right there. When it comes to property managers, though, I think there are a couple of things. And as a matter of fact, we just left out of meeting with   property management company yesterday. They have 2000 units. We talked about some other services that we offer. And one of things that stood out to me was just understanding some of the challenges that property managers face. And one of them is property managers are really in a position to think like everyone. They're supposed to think like an investor. They're supposed to understand maintenance and kind of the construction arm enough to understand what needs to happen at a property. But they are really little CEOs, right? Because for   Our stuff, the large apartment stuff, those are typically million dollar annual revenue businesses. And this person is in charge of that asset of that business. They are making the day to day decisions. They are the face for the residents, aka the customers of that business. They are the face and their experience with that individual is how they view that business. So it really is an important role. And if you're working with property managers, it's really important to understand how to find the right people.   to connect with them and have them represent your business, your brand, company in the right light.   Jason Hull (08:30) So now you left an open loop that I want to close. So you said there's two types of investors, those that want control and maybe should go find a property manager, you said. And then what's the other type?   John Casmon (08:34) Yeah.   The other type is those who don't want control and they trust someone else to handle that. And for them, there are a couple of different ways of investing. One is investing passively with a group like ours. The other is turnkey investing where again, you hire a property manager, but you really entrust them to manage the property. The only thing I would say for either one of those groups, myself included, is you want to trust but verify. Okay. You've got to do a lot of your due diligence upfront. You want to understand how they operate. You want to talk to   some of their other clients, some of their other investors, because you need to get a really good sense of what to expect. And a lot of people are great at selling themselves upfront, right? I can tell you everything you want to hear upfront. You want to know what is it like once you sign the paperwork? How often are we going to talk? How frequently am I going to get updates? And at what point am I able to weigh in and make decisions? Because if, if you are someone who wants to be more active or be heard, or you've got thoughts and opinions,   Jason Hull (09:18) yeah.   John Casmon (09:35) You want to make sure you have a voice in your investment. Otherwise you may get really disappointed or you may bring on someone who has a different perspective of what that relationship looks like and that never is going to work out.   Jason Hull (09:47) Yeah, there's a big challenge in the industry and that's that most property management companies suck. so most investors that have dealt with property management to some degree are they have some scar tissue, they've been burned a little bit. They've a lot of property managers that started their businesses that come to me for help to grow their business. They started because they were investor and they couldn't find anyone else to manage the property good enough. And that's why they started their business, but it can be a difficult business to run. so none of them start their business saying, I want to suck.   But that's kind of the default unless they get some really good support or figure some things out through a lot of trial and error. And so that's where DoorGrow comes in. We help them with that. But one of the things I coach my clients on a lot is that they need to shift into being daddy over these rental properties. They need to like tell the owner, hey, you need to trust me. And they need to be able to have a really effective business so that they can lean into that trust.   because a lot of people are anxious. They'll come to them with concerns, but generally if a property manager is good, they're much better at this investing stuff than most investors. And they're much better at coordinating maintenance. They're much better at handling leasing. And so when an owner tries to micromanage a property manager, it kind of doesn't make sense to hire somebody to manage your asset just so you can manage them to do the job. And so I think the secret is finding a really good property manager that you can   let go of control because you can trust them. And but yes, you need to verify that they can do the job that you need them to do. And so a good property manager will take ownership of it and they'll take control and they will, they'll display a lot of certainty and confidence in how they communicate and they won't allow you to micromanage them is what I've seen. So.   John Casmon (11:37) Yeah, Jason, and I'll add to it. There's a two way street there. And I think it's easy for people to say, ⁓ most property managers suck or they're not good or whatever. And listen, there's certainly a lot of challenges there. A lot of folks who are not living up to par to the standards. But I will go back to this. We ask property managers to do the work of generally like a CEO. Right. I mean, again, they're managing million dollar businesses in many cases, yet they don't have that training. They don't have that experience. They don't have the ability to navigate.   all of these various things. So part of what owners and investors need to also understand is that you play the role of asset manager. And that means giving clear direction of what success looks like so that that property manager has a framework to make decisions. It's not to micromanage those decisions, but to help them understand how their decisions impact the greater good. And part of that is like, again, just sitting down with annual goals. What are revenue goals? What are our goals on?   Occupancy, what are our goals on in a lot? And this may seem simple, but I promise you a lot of folks don't do this. And if you don't do that, then that property manager is going to default to, for instance, I'll give you a great example. I've got a property manager. She's awesome rock star. But she always gets nervous when occupancy is not at like 96 or 97 percent of this property. So she is, you she starts apologizing profusely and all I did this or done that and like.   Jason Hull (12:58) Yeah.   John Casmon (13:04) Occupancy is one of our KPIs for sure. It's important, but that is not the KPI. I am focused on my net operating income. And if we're going to push rents, the impact of that is you're going to have higher vacancy and she is not comfortable with that. And that's probably because she's used to working with owners who want that thing fully rented and they are comfortable having 100 % occupancy.   Jason Hull (13:13) Yeah.   Hmm.   Yeah.   John Casmon (13:33) if they're leaving 50 bucks, 75 bucks, whatever it is of rent on the table. And that's the part where you've got to really align with your vision versus their vision, because what they have in the back of their mind may not completely align with what you have. Or they have residents in their face who are coming into the office. They want something fixed. They want it done quickly. They want it done right. They want it done yesterday.   Jason Hull (13:49) Right.   .   John Casmon (13:59) So they've got that pressure of this person in their face. So they may go out there and spend the money or authorize the money to get spent. And maybe they're not picking the most cost effective measure. So you have that. And I'll give you one third one. A lot of times when you run into the flip side of that is maybe occupancy is low. They say, hey, we need to increase our marketing spend, right? We got to increase our marketing budget. know, ox is down to 88 or 90%. We got to spend more money. And we're not necessarily.   really zeroing in on what the specific issue or challenge is at that property. So for an owner, your job as an asset manager is to partner with them and to help them see what the options are, help them work through with some of those challenges and solutions are and partner with them to find success. It's not to micromanage them and tell them what to do, but it's really to understand the situation better and give them that perspective.   Jason Hull (14:49) Yeah, that makes a lot of sense. think, you know, one of the things I've seen is that I've noticed a lot of property managers, they make the mistake of thinking that the goal or the product that people want to buy from them is property management. But investors don't wake up in the morning and go, man, I'm so excited to get property management today. The thing that they want. And so the way I describe it to them as they say, property management is like the flight to Hawaii. It's not Hawaii.   and you're trying to sell the flight. That's not the exciting part. You need to figure out what the investor wants, what their goal is. Where do they want to go? What's Hawaii for them, right? What's paradise? And then how do we optimize for that? And how do we help them create a path for that? Because the actual product that a property manager is selling is not what they do. It's not property management. The actual product is them. It's them and their values and their belief system and how they create trust and the team they build and the system and mechanism they build around them.   That's the actual product the property manager is selling. so a lot of property managers make that mistake. They sit there and talk to you about maintenance coordination and leasing and inspections. And meanwhile, you're just wondering as an investor, can I even trust this person? Like do our values align? Yeah. So I don't know what your thoughts are on that, but.   John Casmon (16:11) I think you're spot on, right? Because, I mean, ultimately, as an investor, you are only as good as the team you can build. And that property manager is in charge of the day-to-day aspects of the business. especially when you, you know, I've heard horror stories of folks who have done like turnkey investing, right? Where the property manager, someone owns it, they buy it, they fix it up, and then they rent it back to...   an investor. And I've heard horror stories where that property was not being well managed. And that's the fear. If you're not in that marketing, you can't come and see it. So if you got an out of town investor, you really are trusting that property manager. So that is the most important thing, right? Everything else are tactical, daily situational things that can change. But it comes down to do I have the right people, people that I can trust, people who are going to make the right decision based on the information they have.   because they may not know what I know or maybe something shifted and changed where they would have made a different decision. We can't, you know, ache on that. It really comes down to are they doing their best? Are they making good decisions? If they're not making good decisions, is it because they didn't have the correct information, which again, could fall back on you as the investor to say, hey, are they aware of what your goals are? Are they aware of maybe this situation, these tools, these resources, whatever it is? And that's on you to sit and collaborate.   But trust is absolutely paramount because at end of the day, the thing that I think most of us are concerned with is who we partner with. And there's a great book I'm reading right now. And it gets into decision making and the fear of decision making for most of us and why deals stall. Why didn't you hire somebody? Why didn't you, you know, go with the vendor or go with the contractor or with the company? And the biggest thing is we are scared of making the wrong choice. All of us in decision and no action.   Jason Hull (17:43) Absolutely.   John Casmon (18:04) is better than the wrong action for many people because they once they take action. Well, now they're blaming themselves because you didn't pick the right person. Why did you hire that guy? You should have like now this starts to go on in their head versus doing nothing. Well, at least it's you know, it's not going to get worse, you know, it will in lot of cases get worse. So for a lot of people, that is the scariest thing. So if you can take that fear off the table as far as being the right person or being someone who is trustworthy.   Jason Hull (18:07) Right, yeah.   John Casmon (18:32) everything else gets easier. So if you can do that, that's, you know, the best thing you can do as an investor or as a property manager.   Jason Hull (18:38) Yeah, I agree. think one of things that I talk about a lot is that clarity has to come before action because if you don't have clarity and you start taking a bunch of action, doing stuff, every action you take is a little bit wrong. Sometimes it's a lot wrong. so, yeah, we need to get that clarity first before we start ⁓ making moves. And you talked about, I love the example of your property manager that is trying to   optimize maybe for the wrong thing. They're like, want to optimize to the, making sure their vacancy is super low. But that might not be the goal. That's not the primary goal. The goal is money, you know, and there's a really good book is by Elihu Goldratt. It's a good book for operations people, but it's called The Goal. And spoiler alert, the guy's trying to figure out the goal through this whole book, the story and it's money. That's the secret. The goal is the of the business, should be making making money.   And what happens in this book is that people are over optimizing individual pieces in this flow at this warehouse. And it's actually not helping to make money. It's causing more constraint. And so if we over optimize at one stage, it actually creates waste, bloat, inventory, additional work for the next stage. And so sometimes the best thing certain departments can do is slow down and do less in order to get the outcome to be maximized outcome.   And there's some really great examples in that that I think are really powerful. But I think the if you're optimizing for the wrong thing, then you're not making it effective. So you want to make sure you're optimizing for the right thing. Otherwise. ensues. You get mad at somebody, but nobody understood what the goal was. And so I think, yeah, getting a greed upon set of criteria of what what the outcome is and asking the property manager, can you help me achieve this?   And they know, they know if they know what the problem is, usually they can, they know how to help you get whatever goal that you have. And they know whether your goal is probably realistic or not, because they've helped probably a lot of people do this similarly. And so, but yeah, I think it's very important. Make sure you know, where's Hawaii and maybe property management is the vehicle. Now you had mentioned like, I'm really curious about this idea of, you know, maybe creating syndications.   Some property managers are now starting to think, maybe I should create a syndication. What's your criteria for, what's a good syndication and what are some of the, I'd be really curious to get into if some of the property managers listening were wanting to do kind of a little bit of what you do, how they might be able to get started in that. Like what are the beginning steps to make sure they don't make the mistakes you probably already figured out in the beginning?   John Casmon (21:27) Well, I think the first thing is, you really want to get into it? Right. Because for a lot of people, you got to understand it's a different business. Now you're not talking about real estate investing. You're not talking about property management. You're really talking more about, you know, investment management. You're talking about bringing on private investors who are looking for a return. That is communication skills. That's building up a network and a database of   Jason Hull (21:35) Mm-hmm.   Right, returns.   John Casmon (21:54) prospective investors, it's understanding the return projections that they're looking for. And it's really kind of managing the investor expectations, not necessarily the investment. And to give you a great example here, I had a deal where the investment went great, but it was slightly lower than what we initially projected. And I had an investor who was upset.   Jason Hull (22:07) Yeah.   Yeah.   John Casmon (22:23) about that. And we had communicated all throughout the entire process where things sat and he wasn't too upset, but he still made it a point to let me know, hey, well, this is less than what you initially thought. And that's challenging because the market shifts, right? Anybody who's bought properties in 2022 and beyond knows the market has shifted drastically over the last three or four years. So those projections made in a 2021-22 environment   Have a hard time standing up in a 25 26 environment We still make good money on that deals double-digit returns for investors ⁓ But you know there was that that was that feedback I got from one of the investors conversely We just exited deal a couple months ago, and we completely exceeded our return projections You know we delivered on a almost a 2.7 equity multiple Hit all you know mid 20s on the IRR completely unheard of stuff in this environment   And I have one investor call me and say, hey, John, I just checked my account. Is this right? And I'm like, yeah, it's it's right, man. He's like, my gosh, you guys killed it, man. my. Like, this is amazing. And it's great to hear. But again, that is separate from the investment. Right. Happy to manage the investor expectations and concerns. But that was an up and down investment where we had, you know, a moment where we actually had to put some of our general partner capital into the deal to keep it going.   Jason Hull (23:27) Yeah.   Yeah.   John Casmon (23:48) We have floating rate debt. had to refinance out of that. And we had to kind of rush to do that before rates started to go crazy. We had moments where our construction or renovation costs were much higher than we anticipated. So there are a lot of things that we had to navigate. And I think what happens for a lot of operators, a lot of people who get into syndication, they know the real estate and want to do the real estate, but they do not understand the perspective of the investor. And when you don't communicate to investors on a frequent basis and a clear, transparent nature,   Jason Hull (24:19) Yeah. Yeah.   John Casmon (24:19) They fill in the blanks and   the first concern every investor has and they won't say it. Most of time they don't say it, but I promise you they're thinking it after they make that investment. my gosh, did I make a mistake? Am I going to lose money? Is this person going to run off? Is this going to be some sort of fraudulent thing? Is this deal going to fail? These are all that we're wired like that. This is caveman stuff, right? We're wired to protect ourselves.   Jason Hull (24:36) Hmm.   Right.   John Casmon (24:45) And when you make an investment, and by the way, our investments are typically $50,000 and up, right? So these are not small investments. So when you make that investment, people start to second guess that decision. So my job when it comes to this side of the business is to keep them grounded that, hey, you've done your research, you've made an informed decision, you've picked a good partner, we've done this before. ⁓   Jason Hull (24:50) Yeah. Right.   John Casmon (25:13) And it's really to make sure that they feel comfortable with that decision. It has nothing to do with the investment, right? The investment itself, we got to go out there and execute. But that investor psyche is a completely different game. So first thing I would tell any of your property managers when they get into this business is understand, do you actually like people? Do you want to manage investors? Are you comfortable managing people's money? ⁓ And then beyond that, you have to do it the legal way. There are a lot of regulations around accepting capital from other people.   Jason Hull (25:31) you   John Casmon (25:42) So you can do it as a joint venture. The more common way of doing it, the more accepted way of doing this is by doing a formal syndication, which requires you to file SEC documentations. ⁓ know, there's regulation D and regulation A and there's some couple others, but typically it's going to be reg D 506 B or 506 C filing, which basically is the the structure that allows you to offer ⁓ passive investment opportunity or a security to investors. So again, for some people,   It's overwhelming. they're like, nope, never mind. But for some people, they love it. They want to get into it and they can learn more about that process.   Jason Hull (26:19) Got it. Yeah. I think I love your idea that it's more about managing expectations rather than the investments. And I think, I think that's good advice for all the property managers listing. This is something we spend a lot of time coaching clients on because they think their job is to manage properties. But really, if they're not strong in managing expectations and managing the relationship, it's 10 times to 100 times harder to manage the properties.   their operational costs go through the roof because owners are getting anxious. They're asking more questions. They're getting all these interruptions and calls, tenants, owners constantly. And if they had just managed the relationship and expectations and set strong boundaries at the outset, everybody would feel calmer. And I think really for business owners, I think the thing that really stood out to me that I've been focused on, and this is I've done some personal coaching and this is just nervous system regulation.   If you can, and John, seem like you're pretty chill and pretty calm and I'm sure the investor feel safe with you, which is why you've had success. If you are a person that is anxious and you're running around like a chicken with your head cut off, you're going to have, you're going to struggle in leading anybody, especially in relationships to your spouse and like everybody else. so having a calm, regulated nervous system allows your investors.   to entrain to your nervous system and to feel safer and to calm down. And that's not something you can pretend or you can just fake. You have to be that and they can sense and they can feel that it'll come across in your tone and in your body language and how you communicate. But if you can make sure that you're in that space and that you're able to regulate your own system, you're able to stay calm when other people are coming at you.   and other people are angry and other people are emotionally heightened. And you recognize this isn't really you. It's just that's them. And you can maintain that calm. You will be able to create a lot more safety. And that's really what people want to buy. Most people out there, their primary basic need is safety and security. Most people. That's why they aren't entrepreneurs. That's why they don't go start jobs. That's why they aren't like you and me. And if you're a property management business owner listening to this,   Most people are not like you. They want safety and security. That's why they get a property manager. They want peace of mind. And so, and I'm sure investors in a syndication, they also want some peace of mind because this is a big chunk of change.   John Casmon (28:55) They do. And I will say to most of the property managers I come across thrive in chaos. Right. They're used to stuff getting thrown at them. Right. And when you talk to them and get to know them, you learn very quickly. They like it. They do. They like the fact that they don't know what the day is going to bring. It could be a. Yeah, yeah. Could be a tenant coming with some crazy issue. It could be something from it's never boring and they thrive in it. However.   Jason Hull (29:00) Yeah.   Yeah.   They like the variety and unique challenges that property management brings, for sure.   It's never boring.   John Casmon (29:25) What happens then if you if they're going to look to work with investors and particularly raise capital and kind of do their own syndications, they have to understand that while they may thrive in chaos and uncertainty, most other people want organization. You want everything you said right. You want to have the calmness. You are looking for a captain to steer the ship. And for that part of the personality, they're going to have to tap into a different side of it to demonstrate how they handle chaos.   Jason Hull (29:37) Hmm.   Yeah.   Yeah.   John Casmon (29:54) not that they are chaotic. And I think what happens a lot of times when you're working with property managers is that they don't project that level of control. It just feels like they're reacting. So part of it is that, and they're really, really good ones. The ones who make it to that next level who are the regional managers and get those promotions, well, that's what they do. They manage the chaos and they manage up. They do a great job of telling the owners,   Jason Hull (30:06) Yeah.   Mm.   John Casmon (30:23) the leadership, whoever they need to talk to, they're telling them, hey, here's how here's our process. Here's how we're managing the situation. Here's what's going on. Here's what we're into. Hey, we had a water main burst here. Here's we bought. call three companies. We've got three quotes, but it's calm, right? It can be the worst. I'll give you a real example, right? At a fire, one of my properties and I was going to meet a property manager and I just happened to have a meeting with her that day at the property. She called me.   I was literally about to get in the car. She called me and said, Hey, I just want to let you know we've got a fire going on at the property. I'm not sure if you still want to meet. You're happy to come. We already have, you know, the fire department's here. They're they're putting the fire out right now. We already have another company that's coming in. They're going to walk through the damages once this is kind of settled. And I've already talked to the residents. Residents are good. We've got them hotels for the evening. We've checked with insurance. This is covered in your policy. So they're good to go. So you're happy to come down and talk and all of that if you want to.   Or we can let things settle down and maybe we can meet next week. This is a fire, right? This is like a scary situation. She called me.   Jason Hull (31:26) Right. A literal fire. Yeah. And there's plenty of fires   in managing properties. The literal ones.   John Casmon (31:33) Her calmness, she was so calm. Not only was   she calm, she had handled 90 % of it, right? It was the stuff you could handle in the moment. She handled it. So was like, hey, I don't think it makes sense for me to because I'm probably just going to add more anxiety to the situation at this point, right? It seems like you've got it under control. Why don't we let things settle, literally let the dust settle? And then once it's there, I'll come down. We can assess the damages, figure out what else needs to happen, what other next steps need to take place, right?   Jason Hull (31:41) Yeah? huh.   question. Yeah.   John Casmon (32:03) but had it handled like a rock star. Now, a lot of other folks would have saw the flames, called immediately, my God, there's a fire. ⁓ my God, what are we gonna do? So now you freaking out, everyone's freaking out, no one's controlling the situation, right? So now everyone's mind is just spinning and going. it does really take, kind of go back to where we started the conversation, that mindset of someone who was the boss, who was leading.   Jason Hull (32:05) Yeah, I love that.   Yeah. Freaking out. Yeah.   Hmm. Yeah.   John Casmon (32:32) who is going to take charge, even though it's not their property, they're going to take charge. Here's what needs to happen next. Maybe you have an emergency response plan already put in place, but you have these things already scheduled and ready to go. So when they happen, you're not shocked. You're not surprised. You're not asking questions that maybe you should have figured out upfront. And that's what a great property manager does. And if you convey that to owners, you're going to stand out above and beyond your competition because most people cannot convey that level of control, the level of   planning and the level of expertise that it takes to truly and effectively manage properties from the front, being proactive as opposed to just reacting to whatever the issue of the day is.   Jason Hull (33:13) Got it, okay. So ⁓ I'm reading, I just read, well, I didn't just read. I read in the past a really great book called Extreme Ownership. Really good book. Yeah, phenomenal book. ⁓ I'm going through their newer book, which I think is even better, called The Dichotomy of Leadership. leadership is what we're talking about right now, is that that,   John Casmon (33:23) Yeah, I think I got it like right here. It is right there.   Absolutely.   Jason Hull (33:38) creates a huge impact and there's a lot of misunderstandings of what leadership is, like it's control or it's being aggressive or, but yeah, it's really that calm presence of letting people know I've got it. Like we can take care of this. We've got a plan and staying regulated and calm. So I love that. ⁓ have a, so another question I have is how can the property managers listen to this? How could they maybe target or partner   with, if possible, syndications like you, like people that are doing what you're doing. Is there a chance that they could be a resource or do most syndications just in-house and do, they are a property management business?   John Casmon (34:19) No, no, most ⁓ most that I know work with third party manager companies. So I would say first and foremost, if you and syndications, I mean, it sounds like a big, huge, fancy word. But I mean, honestly, anytime you work with passive investors is technically a syndication. So it really comes down to figuring out who is looking for third party management and whether or not it's technically a syndication or not is really irrelevant. You want someone who is going to be managing or owning the property.   Jason Hull (34:24) Okay.   Yeah.   John Casmon (34:49) They want third party, but you have to understand their plan, going back to understanding the goals, right? Most syndications are looking to sell in a three to seven year timeframe, typically five to seven years. Most buy and hold owners have not decided or have not identified their exit strategy. So that's probably the biggest difference is when you have, let's just call it an individual investor or maybe it's a   Jason Hull (35:01) Okay.   Right.   John Casmon (35:17) a family or whatever that's buying and they want a third party manager, they don't know the exit. They haven't predetermined that they're going to sell in five years. So they are buying and holding it. And that goes back to the the I think the separation of understanding the objective, because for that person, having a full property is great. It means they're maximizing the revenue potential today. When you are syndicating.   most syndicators already assume 5 % vacancy. That's that's in everyone's underwriting. So you being at 100, they won't even give you credit banks don't even give you credit for it. So all of these things are already assumed. So for us to be above that is actually a miss, because it means we're not being as aggressive on the rent. So just understanding the mindset of a syndicator, which is they are looking to sell typically they're looking to double their money over a five or six year period. So how can you create value?   And that's something most property managers don't fully understand. But I would sit and I would talk to that syndicator. And if you want to be a syndicator or partners, not just be a third party vendor, but you actually want a partner, which we have seen a lot of folks look to do. You want to figure out how you can bring value to the table, because now we are aligning your interest with that syndicators interest. And now you've got a great partnership.   because every syndicator is going to need property management and they're going to need construction management to drive value. So if they can bring those people in as partners, that's a great opportunity for you. And if you're a property manager, you may have phenomenal relationships. You may already have contractor or the vendor partners that you trust in that marketplace. And if you could then take that and get a slice of the equity, that makes you very valuable for both sides.   Jason Hull (37:08) Do syndications, do they also need investors in capital or do most of them have that, are they really good at that? Okay.   John Casmon (37:15) Absolutely. Yeah. Yeah. Yeah.   mean, I mean, syndication at its core really just comes down to the need of capital. If someone had the capital themselves, they would probably just buy it directly and not go through the process of syndication. Because the syndication is literally just raising the money from passive investors. And in that scenario, again, being able to manage that, manage the communication, ⁓ that's really what a syndication truly is.   Jason Hull (37:42) So a really good property management partner could bring property management, some of the construction elements and investors and capital to the table. So it could be a nice little.   John Casmon (37:51) That would be amazing.   I'll be honest, man. That's because I don't want your listeners sitting here like, oh, I don't have one of those. I don't know if I've ever met one that had all of those. If you do have all of them, yes, you should consider syndicating yourself because you got all the pieces to the puzzle. Typically, what happens is a property manager has the property managers. I'll give you a great example. I got a 54 unit down in North Carolina. OK, so I came in as a key principal. I've got a.   Jason Hull (38:03) Okay.   Okay.   John Casmon (38:20) to my coaching clients. It's his property that he found. He asked me to come help him with the loan, which I did. One of the members, one of the partners is the property manager. So that's kind of their role to the table is they're managing the property. That's what they kind of came on. They had a couple of relationships, but their main role is the asset and property management side of it. So that's a great way to come to the table. But. Just like anything else in business.   Jason Hull (38:33) Mm-hmm.   John Casmon (38:49) It's very hard to find someone who checks every single box. I mean, that's like finding the marketer who's a CMO, who's also the CFO, who's also the COO, who's also the chief of human resource. very like no one, people don't really have like top notch excellent skills at every single one of those, right? Like you might be great at business, great at sales, great at marketing. You're probably terrible at finance, right? Like you just, you just forget to do your expense report type person, right? So it's hard to find someone who's   checks all those boxes. And I think typically when comes to property management, you want someone who's great with people, can resolve issues, but also has to be somewhat, you know, sufficient when it comes to the numbers, tracking all the data, tracking all the, you know, the rent roll, the leases, the income and expense statements, things like that. So usually they're not going to do every single box. But again, if you can find someone or that's where partnerships make sense.   Jason Hull (39:24) Mm-hmm.   John Casmon (39:43) If you've got that awesome. And again, I'm not saying a company doesn't have that. I'm just saying a single individual doesn't, which is why it's great to partner. If you can find someone who maybe brings a set of skills that you don't have, whether they're joining you in your property management business or they're partnering up where you're bringing your property management skills to the table with their investing or their networking skills, that makes for a good partnership.   Jason Hull (39:43) Mm-hmm.   Yeah, I got it. Well, we've got several clients, you know, all over the U S that are really good at property management. They're really good at handling the maintenance stuff and they obviously have a pool of investors as clients and, and, know, and they know that they can't do everything. So we coach them in making sure that they would do time studies. They figure out which, what their purpose is. We start to align them towards more fulfillment, more freedom, more contribution and more support in their business.   John Casmon (40:32) Yeah.   Jason Hull (40:38) And they start to build the right team. So they're getting operators, they're getting BDMs, they're getting the things they're not like strong in. And so we just make healthier businesses. So for those of maybe my clients listening that have healthy property management companies. And, but they don't want to do syndication. They're just like, man, that's a whole nother business. If I stay in my lane, I can grow that faster. How do they find syndicates? Like, how do they find people like you? Cause you've got a lot of properties connected to you.   and they would probably love to chat with somebody like you. Where do you syndicate people hang out? What's the title? Who runs a syndicate? What are they called? Do they have a specific title?   John Casmon (41:15) You   Yeah.   Yeah, great. Great question. Multifamily syndicator is is kind of the name just syndicator. We're all over. So I've got a podcast called Multifamily Insights. I interview like minded individuals. I've been doing that for a long time. We've done our seven hundred and seventy plus episode. So lots of people, lots of syndicators there. Definitely conferences. So if you look up any multifamily conference in your city.   Jason Hull (41:25) Okay.   Nice.   Okay.   John Casmon (41:46) meetups, lot of meetups in different cities as well. Those are great places to find syndicators. I think the biggest thing though is this.   Figure out who your avatar is. Because while we're talking about syndicators, ultimately, if you want to scale your property management business, I presume you're trying to scale with folks who are looking for third party management and the best option for that. OK, and let me back up. had one of the guests out of a podcast some years back, ⁓ Ashley Wilson. Love Ashley. As you said, something really changed when I thought about the business.   And she said the best way to find any vendor, any vendor is to figure out who relies on that vendor next and ask them for referral. So if you think about it, if you want a great drywall person, ask a painter. A painter is going to know who's great at drywall because they're going to know who makes their job easy and they can come in and just start painting versus a drywall guy who maybe doesn't, you know, you know.   Jason Hull (42:38) I like it.   John Casmon (42:55) mud the drywall properly or doesn't sand it down. So they got to do all this extra work before they start their process. Right. So a painter is going to know a great drywall guy. And in this case, it's really hard on ⁓ the property manager because you guys are the ones who do the work. But if you are looking for syndicators, OK, well syndicators, person who buys the deal. Well, who sells the deal? A broker. Find brokers. Go to a broker, commercial multifamily broker and ask them, hey,   Jason Hull (43:01) I love this.   Yeah.   John Casmon (43:25) Do you know some groups or you have properties that you're going to list? Here are the kind of deals we want to do now on the flip side of that. You got to be good at your job, right? You got to sell yourself and share what you do. So if you've got a great track record, a great resume, showcase that, bring that broker through and let them know, hey, we're looking to scale our property management business here. Here are the kind of assets that we want to manage. If you come across any of these that you're going to list, would you mind keeping our main name out there or referring us or giving us introductions to any of those buyers?   Jason Hull (43:53) Yeah.   John Casmon (43:54) so that we can throw our hat in the running to manage these properties. That's a phenomenal way to do that. And it allows you to shine and expand your relationships in your core networks and in your core markets.   Jason Hull (44:06) Brilliant. think I love the, I love Ashley's idea that you shared, you know, the drywall. Yeah. The painters, like they don't want to be painting over a crappy drywall. They're like, this is a mess. Like this doesn't even look good in my job. Now I'm going to look bad. Yeah. So the brokers know who maybe those best syndicators are. And so they could just go to the brokers and say, Hey, who's, who's doing deals like this? Who who's got things going on? Like who could you connect me with?   And I avoid maybe.   John Casmon (44:36) And on top of that, keep in mind, too, like what   are the times when? Yeah, but think about to like when is a property hiring or bringing on a new property manager? Right. So it's either a current owners firing the existing property manager or the property is being sold. Right. So, I mean, if you can get in during that transition phase, that's going to help you tremendously. And if even if they're firing their existing property manager, you can think through, OK, how do I?   Jason Hull (44:51) Yeah. Yeah.   John Casmon (45:06) work myself and get my name out there. And a lot of times, again, you're going to ask, right? You're going to ask other investors. If I were going through that process, I'm going to call my buddies into space, right? And say, hey, man, having a hard time, my current PM is not working out or we're not hitting our objectives, looking at some other options. Do you have any experience with these guys? What do you know about these guys? Or do you have anybody you could recommend? It's word of mouth, right? So that's what's going to start happening as well. So you kind of have to get out there and network and let folks know who you are, what you do. But you want to be someone who   people can say, yeah, these guys are amazing. You know, they, they only had an eight unit, but they crushed my eight unit for me. I'm sure they kill your 25 unit or your 50 unit. And you've got to start building that rapport and building your reputation in your market.   Jason Hull (45:44) Yeah.   Nice. This is good advice, my friend. So, cool. For those that maybe are investors listening to this show, ⁓ I'd love to hear a little bit about what you do, how you do run your syndication, and how they can ⁓ make things more passive, if that's what they're looking   John Casmon (46:08) Yeah, man. So there are lots of different ways to get in. If you are looking to be more passive, ⁓ high level, here's how it works. OK, so first and foremost, me and my team would go out. We look for the deals. We focus on a really tight radius. So we're in Cincinnati. We like Cincinnati, Columbus, Louisville, Kentucky. Really a two hour radius of the Cincinnati market is where we focus. And right now we actually think there's more opportunities locally. So we're really honed in on Cincinnati right now. But we focus on that once we find a deal.   We reach out to folks in our network. So we have folks in our investor list. ⁓ Once they're on our list, we kind of have a quick vetting process and then we can share opportunities with them. Once they see that opportunity, they get a chance to review it. We like to have a webinar where we answer any questions about the deal. I think for new investors, it's a great way to learn because we have a lot of experienced investors who ask very intelligent, thoughtful questions that   Many first time investors probably would not even think of. And that's a great way to learn, right? And ultimately when it comes to this space, it's really about education. know, it's educating yourself, understanding how you think about risk, how you mitigate risk in your investment choices. And those webinars are a great chance for you to learn about that the first time. Once you've done that, you can go ahead and fill out our official paperwork with our SEC documents.   Jason Hull (47:30) Mm-hmm.   John Casmon (47:30) And then   once you're through there, you can make the investment. But the first thing is just to get on our list, you can have access to the deals. And before you do that, we've actually put together a guide that can help people because I found that when I have these calls, people don't ask great questions. Sometimes they do. But I want to make sure that you are informed and well educated because this is a big investment. You know, this is not a 599 thing. And if it doesn't work out, OK, well, I just wasted six bucks. No.   Jason Hull (47:54) .   John Casmon (47:59) We're asking you to make a pretty large investment, whether it's with us or with others. If that's what you're looking to do, I want to make sure you're well informed. So we put together a guide. It's seven questions you must ask before investing in apartments. You can get that on our website. It's casmancapital.com slash seven questions, but it gets into questions around the market itself, the operating team, what you should be looking for, the deal. What is the story of this property? What's the business plan? And it helps you identify different levels of risk because the reality is   Anything can work, but you want to mitigate risk as much as possible, particularly when you're a passive investor, because you are basically saying, I'm trusting these people to find the right deal and execute. And you want to make sure that you are finding and identifying the right individuals who have a proven track record doing the thing that they are asking to do. When I hear about people losing money in real estate. At least 50, if not 70 % of the time.   Jason Hull (48:35) Hmm.   John Casmon (48:57) It is someone doing something for the first time. It is the first time in the market, first time doing this kind of deal, first time doing this kind of business plan. And. I can't tell you how frustrating it is because it's a big red flag, and it's not to say they can't do it and can't have success. But if it's your first time, I want to see how you're mitigating that right. You want to partner with someone who does have the experience you want. Like there are lot of things that you can do to put the odds in your favor. And when you're a passive investor.   Jason Hull (48:59) Mm, yeah.   John Casmon (49:26) It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision. So this guide can help you do that.   Jason Hull (49:34) Yeah, love it. I'm going to run a quick word from our sponsor real quick. Our sponsor for this episode is Vendero. And many of you tell me that property management maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. So they leverage cutting edge AI technology to handle nearly all your maintenance tasks from initiating work orders.   Troubleshooting, coordinating with vendors and reporting. This AI doesn't just automate, it becomes your ideal employee. Learning your preferences, executing tasks flawlessly and never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow today and make this the last maintenance hire you'll ever need.   All right, so John, this is super helpful. love you've got your list. ⁓ You got your webinar, you've got your guide. I would recommend property managers listening to this. If they're curious about the world of syndication, that they start getting into your stuff and seeing how an expert like you is doing this and maybe even get involved in some of the deals with you or something might be a good idea. And they can kind of get a feel for how this works. And then maybe they'll say, I don't want to do what John does.   And I'll just find people that do, but they'll at least understand how they could partner with people like that. then, or they may decide, you know what? John's clever, but I'm clever too. I might be able to figure out how to do this too. And maybe they'll do it too. And, but I think there's a solid opportunity for property managers that want to be in the multifamily space and do multifamily management to find third party people that are doing these syndication deals. They need good property managers and property managers want more doors and they want to grow.   And if you don't, because your business sucks and it's uncomfortable, then reach out to me. I'll help you out. We'll get you dialed in. But ⁓ John, what else would you say to the investors that are maybe they're familiar with this and they've done some real estate investing and they've worked with some syndications ⁓ and they get on your list to do the webinar. What would you say to them next?   John Casmon (51:56) Yeah, I think the biggest thing is understand what you're looking for. You know, I think one of the biggest challenges for investors is when you can't pull the trigger, it's typically because you haven't figured out what you're solving for. Are you looking for passive income? So you're just looking for a cash flow? Are you looking for long term wealth appreciation? Are you looking for tax benefits and to reduce kind of your tax liability? Do just want to diversify? Maybe you got feel like you have too much in a stock market, just like we put something somewhere else. So.   Figure out what you're actually solving for. Understand your risk tolerance, you know, because every deal is different. In our case, we do value add B class deals. That's a fancy way of just saying we like properties that already making money that are solid, solid tenant based. Think of when I say B class, I'm thinking of all stuff that was built maybe 30 years ago, maybe 40, maybe 20 years ago. Stuff that.   your teachers, your firefighters, your police officers, places where they might rent. So desirable locations, not luxury, not super high end, not, you know, super courts, everything. ⁓ But, you know, places that you would want your kid, your kid was in college, places you would be fine with your kid living, right? So you're thinking about that stuff. That's, you know, I don't say affordable stuff. That's not crazy price. So that's kind of what we focus on.   Jason Hull (53:15) So would   that be like, is that how you find the best markets then?   John Casmon (53:21) That's part of it. That's our strategy. There are different strategies that people utilize. I have found for us that is a sweet spot where we can take those kind of assets, modernize them and create value for potential renters. Some people like to focus only on they call it core plus right where they're buying newer stuff, stuff built five years ago or three years ago. And maybe it was, you know, leased up and they're just going to go in and hold it longer. You'll find other ways to add more money through amenities.   Jason Hull (53:35) Okay.   John Casmon (53:50) So some people do that strategy. Some people like older properties where they're buying more distressed or much older properties and are trying to fully renovate them and bring them up. There are strategies out there, something like new construction, stuff that doesn't exist. They want to build from the ground up. So it really comes down to you. Every investing strategy has a different level of risk. This has nothing to with real estate, right? This is investing in general. you're buying, you know, know, value stocks versus growth stocks versus Internet, it's the same stuff, right?   So you just have to figure out your level of risk. We like value at B-class multifamily deals. Once you understand your level of risk and balance that with your return expectations or projections, that's when you can figure out which investments actually make sense. You know, I have some folks who they like to invest in what we call trophy assets. And...   They may not know that right away, but when you send them a couple of deals and they look at the property like, ⁓ it's okay. They want something. They want something they can brag about. They want to drive you by like, see that building over there? That's me. And if that's fine, if that's what you want, understand what comes with that, right? That's going to be a lower term, right? Because these are, there's not much value to create, right? You've got a brand new property. It's A class, rents are $2,500. There's not a whole lot you can do there. And because of that,   Jason Hull (54:49) Yeah, they don't want to show that off. Look what I'm connecting.   OK, right.   Thank   Yeah.   John Casmon (55:13) There's not as much risk. So you're going to get less return because there's less risk. That's fun. Some people want to maximize their return, right? Hey, I don't need this money. I want to let it ride for 20 years. So they might want to do new construction or they might want to do a deep discount, highly distressed vacant property that needs, you know, $50,000 per unit to renovate it and turn around because the upside is there. So it just depends on that investor and your level of risk. Right. And most of us fall somewhere in the middle.   Jason Hull (55:27) Thank   John Casmon (55:43) which is kind of our strategy. figure out your level of risk tolerance, what you're looking for. And sometimes you don't know until you start looking at a Because you might think you're a cashflow person until I show you what cash flows. And you're like, oh, no, I don't want to be in that de

In this episode of The Builder's Bookshelf, we unpack Jocko Willink and Leif Babin's Extreme Ownership and translate its combat-tested leadership lessons directly onto the jobsite—where excuses are common, stakes are high, and results are visible in concrete and steel. You'll learn how taking radical responsibility for schedule, safety, quality, and communication can transform you from a finger-pointer into the kind of leader people trust, follow, and willingly go the extra mile for.Enjoy Episode 8 and #BeNEXT

BONUS: From Combat Pilot to Scrum Master - How Military Leadership Transforms Agile Teams In this bonus episode, we explore a fascinating career transition with Nate Amidon, a former Air Force combat pilot who now helps software teams embed military-grade leadership principles into their Agile practices. Nate shares how the high-stakes discipline of aviation translates directly into building high-performing development teams, and why veterans make exceptional Scrum Masters. The Brief-Execute-Debrief Cycle: Aviation Meets Agile "We would mission brief in the morning and make sure everyone was on the same page. Then we problem-solved our way through the day, debriefed after, and did it again. When I learned about what Agile was, I realized it's the exact same thing."   Nate's transition from flying C-17 cargo planes to working with Agile teams wasn't as jarring as you might expect. Flying missions that lasted 2-3 weeks with a crew of 5-7 people taught him the fundamentals of iterative work: daily alignment, continuous problem-solving, and regular reflection. The brief-execute-debrief cycle that every military pilot learns mirrors the sprint cadence that Agile teams follow. Time-boxing wasn't new to him either—when you're flying, you only have so much fuel, so deadlines aren't arbitrary constraints but physical realities that demand disciplined execution. In this episode with Christian Boucousis, we also discuss the brief-execute-debrief cycle in detail.  In this segment, we also refer to Cynefin, and the classification of complexity.  Alignment: The Real Purpose Behind Ceremonies "It's really important to make sure everyone understands why you're doing what you're doing. We don't brief, execute, debrief just because—we do it because we know that getting everybody on the same page is really important."   One of the most valuable insights Nate brings to his work with software teams is the understanding that Agile ceremonies aren't bureaucratic checkboxes—they're alignment mechanisms. The purpose of sprint planning, daily stand-ups, and retrospectives is to ensure everyone knows the mission and can adapt when circumstances change. Interestingly, Nate notes that as teams become more high-performing, briefings get shorter and more succinct. The discipline remains, but the overhead decreases as shared context grows. The Art of Knowing When to Interrupt "There are times when you absolutely should not interrupt an engineer. Every shoulder tap is a 15-minute reset for them to get back into the game. But there are also times when you absolutely should shoulder tap them."   High-performing teams understand the delicate balance between deep work and necessary communication. Nate shares an aviation analogy: when loadmasters are loading complex cargo like tanks and helicopters, interrupting them with irrelevant updates would be counterproductive. But if you discover that cargo shouldn't be on the plane, that's absolutely worth the interruption. This judgment—knowing what matters enough to break flow—is something veterans develop through high-stakes experience. Building this awareness across a software team requires:   Understanding what everyone is working on Knowing the bigger picture of the mission Creating psychological safety so people feel comfortable speaking up Developing shared context through daily stand-ups and retrospectives Why Veterans Make Exceptional Scrum Masters "I don't understand why every junior officer getting out of the military doesn't just get automatically hired as a Scrum Master. If you were to say what we want a Scrum Master to do, and what a junior military officer does—it's line for line."   Nate's company, Form100 Consulting, specifically hires former military officers and senior NCOs for Agile roles, often bringing them on without tech experience. The results consistently exceed expectations because veterans bring foundational leadership skills that are difficult to develop elsewhere: showing up on time, doing what you say you'll do, taking care of team members, seeing the forest through the trees. These intangible qualities—combined with the ability to stay calm, listen actively, and maintain integrity under pressure—make for exceptional servant leaders in the software development space. The Onboarding Framework for Veterans "When somebody joins, we have assigned everybody a wingman—a dedicated person that they check in with regularly to bounce ideas off, to ask questions."   Form100's approach to transitioning veterans into tech demonstrates the same principles they advocate for Agile teams. They screen carefully for the right personality fit, provide dedicated internal training on Agile methodologies and program management, and pair every new hire with a wingman. This military unit culture helps bridge the gap between active duty service and the private sector, addressing one of the biggest challenges: the expectation gap around leadership standards that exists between military and civilian organizations. Extreme Ownership: Beyond Process Management "To be a good Scrum Master, you have to take ownership of the team's execution. If the product requirements aren't good, it's a Scrum Master's job to help. If QA is the problem, take ownership. You should be the vessel and ownership of the entire process of value delivery."   One of Nate's core philosophies comes from Jocko Willink's Extreme Ownership. Too many Scrum Masters limit themselves to being "process people" who set meetings and run ceremonies. True servant leadership means owning everything that affects the team's ability to deliver value—even things technically outside your job description. When retrospectives devolve into listing external factors beyond the team's control, the extreme ownership mindset reframes the conversation: "Did we give the stakeholder the right information? Did they make a great decision based on bad information we provided?" This shift from blame to ownership drives genuine continuous improvement. Building Feedback Loops in Complex Environments "In the military, we talk about the OODA loop. Everything gets tighter, we get better—that's why we do the debrief."   Understanding whether you're operating in a complicated or complex domain (referencing the Cynefin framework) determines how tight your feedback loops need to be. In complex environments—where most software development lives—feedback loops aren't just for reacting to what happened; they're for probing and understanding what's changing. Sprint goals become essential because without knowing where you're headed, you can't detect when circumstances have shifted. The product owner role becomes critical as the voice connecting business priorities to team execution, ensuring the mission stays current even when priorities change mid-sprint. Recommended Resources Nate recommends the following books:  Team of Teams by General McChrystal Extreme Ownership by Jocko Willink   About Nate Amidon   Nate is a former Air Force combat pilot and founder of Form100 Consulting. He helps software teams embed leadership at the ground level, translating military principles into Agile practices. With a focus on alignment, accountability, and execution, Nate empowers organizations to lead from within and deliver real results in a dynamic tech landscape.   You can link with Nate Amidon on LinkedIn and learn more at Form100 Consulting.

JP Dinnell catches up with Ret. US Navy SEAL Ty Smith about writing your own comeback story.  Ty on YouTube: https://www.youtube.com/@UCYsZOYC4wWKDVdefyJ93KCA  Instagram: https://www.instagram.com/coachtysmith/ Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Leadership isn't just for boardrooms—it's for breakfast tables, hard conversations, and the million tiny decisions that shape a home. In this powerful, practical conversation, Ginny Yurich sits down with Jamie Cochran, COO of Echelon Front, the leadership company founded by Jocko Willink and Leif Babin, to talk about why Extreme Ownership changes everything—especially for parents. Jamie shares how SEAL-proven principles like taking ownership instead of blaming, simplifying communication, role-playing hard conversations, and “seeing a need and filling a need” can transform family culture from the inside out. You'll also hear the story behind Echelon Front's growth, why women's leadership needed a clearer on-ramp, how Warrior Kid equips kids with discipline and courage, and the surprising freedom that comes when you realize: if you're the problem, you can be the solution. Get your copy of Extreme Ownership here Find Echelon Front resources, events, and training at https://echelonfront.com/ Explore the Online Academy at https://academy.echelonfront.com/ Learn more about The Assembly (Women's Leadership) at https://echelonfront.com/the-assembly/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Former US Navy SEAL, JP Dinnell, answers questions on leadership and life.  Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Episode Description:This was one of those interviews where James thought he was talking about leadership—and realized halfway through that he was really talking about responsibility.Jocko Willink doesn't use buzzwords. He doesn't soften the message. He talks about ego, blame, and why most problems—at work and in life—don't come from bad systems but from leaders who won't take ownership.What struck James most wasn't the battlefield stories. It was how calmly Jocko explained things everyone avoids: hard conversations, personal discipline, and the quiet habits that prevent disasters before they happen. No theatrics. No motivation talk. Just clarity.Listening back now, years later, this episode feels even more relevant. The ideas haven't aged at all. If anything, they matter more.What You'll Learn:Why ego—not lack of skill—is the biggest obstacle to leadershipHow taking ownership defuses blame and accelerates problem-solvingWhy hard conversations get easier when you have them earlyHow decentralized command builds trust and better decisionsWhy discipline creates freedom in work, creativity, and personal lifeTimestamped Chapters:[00:00] Handling criticism, ego, and emotional control[03:00] Introduction: Jocko Willink, Extreme Ownership, and Way of the Warrior Kid[06:00] Kids, insecurity, and learning discipline early[08:00] Combat decision-making and pausing under pressure[11:00] Friendly fire, responsibility, and the origin of “Extreme Ownership”[12:30] Blame vs. ownership in business and life[15:00] Ego as the real obstacle to leadership[17:00] How leaders share blame without losing authority[18:30] Clarifying expectations: writing, follow-ups, and alignment[20:00] Avoiding confrontation—and why it backfires[22:00] Hard conversations: why earlier is always easier[24:00] Escalation, accountability, and firing as leadership failure[25:30] Being proactive instead of reactive[26:30] Why Jocko joined the SEALs[28:00] The “dry years”: training for war that never came[30:00] Discipline equals freedom[31:30] Discipline in art and creativity (Jimmy Page example)[33:00] Commander's intent vs. micromanagement[35:00] Decentralized command and trusting your team[37:00] Managing micromanagers by over-communicating[41:00] Leadership problems vs. process problems[44:00] Sleep, routines, and daily discipline[47:00] Way of the Warrior Kid and teaching confidence[49:30] Jiujitsu as discipline, restraint, and self-control[54:00] Confidence reduces conflict[58:00] Discipline, freedom, and building a personal code01:03:00] National strength and deterrence[01:05:00] War, leadership, and human nature[01:08:00] Why veterans think twice about war[01:10:00] Perspective from real suffering[01:13:00] Gratitude in modern life[01:15:00] Studying hardship to build humility[01:18:00] Comfort vs. resilience[01:20:00] Perspective, sacrifice, and responsibility[01:26:00] Paying tribute to endurance and resilience[01:28:00] Closing reflections and sign-offSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us a textWe explore what extreme ownership really means and why it feels like freedom instead of blame. We share simple ways to stop complaining, take control, and show up for the future self you want to become.• defining accountability versus blame• how ownership creates control and options• lessons from 75 Hard and daily standards• shifting from problems to solutions at work• showing up on Fridays as a weekly ritual• questions to spot where you avoid ownership• small actions to build momentum and trustHappy five minute Friday. Talk soon. To Reach Jordan:Email: Jordan@Edwards.Consulting Youtube:https://www.youtube.com/channel/UC9ejFXH1_BjdnxG4J8u93Zw Facebook: https://www.facebook.com/jordan.edwards.7503 Instagram: https://www.instagram.com/jordanfedwards/ Linkedin: https://www.linkedin.com/in/jordanedwards5/ Hope you find value in this. If so please provide a 5-star and drop a review.Complimentary Edwards Consulting Session: https://calendly.com/jordan-edwardsconsulting/30min

JP Dinnell catches up with Ret. US Navy SEAL Ty Smith about how to become unstoppable.  Ty on YouTube: https://www.youtube.com/@UCYsZOYC4wWKDVdefyJ93KCA  Instagram: https://www.instagram.com/coachtysmith/ Get your free training from First In Nutrition: https://www.firstinnutrition.com/jppod More from JP Dinnell: https://www.jpdinnell.com/ Join the conversation on instagram JP Dinnell: http://instagram.com/jpdinnell/ Lucas Pinckard: https://www.instagram.com/lucaspinckard Bruiser Arms: https://www.instagram.com/bruiserarms Echelon Front: https://echelonfront.com/ Little Cattle Co: http://littlecattle.co On The Path Printing: https://www.instagram.com/onthepathprinting JP Dinnell is a former U.S. Navy SEAL and now a Leadership Instructor, Speaker and Strategic Advisor with Echelon Front, where he serves as Director of Experiential Leadership Training Programs. J.P. is also a pro team athlete and spokesperson for Origin Maine and Jocko Fuel, an American clothing and supplement company. J.P. has a signature Energy Drink flavor "Sour Apple Sniper" with Jocko Fuel. Jeremiah spent nearly a decade in the SEAL Teams with three combat deployments. Sent to the violent terrorist stronghold of Ar Ramadi, Iraq in 2006 with SEAL Team Three's Task Unit Bruiser, J.P. served as point man, machine gunner, and lead sniper for Delta Platoon opposite the American Sniper, Chris Kyle, who was in Charlie Platoon. For his leadership and courage under fire, JP was awarded a Silver Star, 2 Bronze Stars with Valor and the Army Commendation Medal with Valor helping Task Unit Bruiser to become the most highly decorated special operations unit of the Iraq War. He worked closely with SEAL Officers Jocko Willink, his Task Unit Commander, and Leif Babin, and was the driving force on many of the daring combat operations Jocko and Leif wrote about in Extreme Ownership. Upon his return, J.P. again worked directly for Jocko as a training instructor at Naval Special Warfare Group One Training Detachment, where he orchestrated realistic and challenging training scenarios for Special Operations Urban Combat training and Close Quarters Combat training to better prepare SEAL units for the real-world battlefield. He also served as a Combatives Instructor, Marksmanship Instructor and earned his Master Trainer Specialist qualification while helping Jocko rebuild and enhance these training programs into the highly effective platforms they are today. J.P. brings exceptional experience and frontline leadership perspective from the winning mindset and culture of Task Unit Bruiser.

Jocko Willink is a retired U.S. Navy SEAL officer, bestselling author, and leadership expert with a 20-year military career. Enlisting at 19, he completed BUD/S class 177, served with SEAL Teams One and Two, and later commissioned as an officer with deployments across Asia, the Middle East, and Europe. He led SEAL Team Three's Task Unit Bruiser in the Battle of Ramadi during Operation Iraqi Freedom, earning the Silver Star while commanding the war's most decorated Special Operations unit. After retiring in 2010 as a lieutenant commander, Willink became a Brazilian jiu-jitsu black belt and advocate of disciplined 4:30 a.m. routines. He co-founded Echelon Front, advising companies worldwide, and launched the Jocko Podcast in 2015, surpassing 1 billion downloads. He co-owns Origin USA, founded Jocko Fuel, and operates Victory MMA & Fitness in San Diego. His books—Extreme Ownership, Discipline Equals Freedom, and the Way of the Warrior Kid series—share his principles of leadership and personal discipline. Willink is a partner in the San Diego FC ownership group and host of the FOX special Above, Below and Beyond, honoring 250 years of the U.S. Navy and Marine Corps. He lives in California with his wife, Hellene, and their four children. Shawn Ryan Show Sponsors: https://USCCA.com/srs ⁠https://tryarmra.com/srs⁠ ⁠https://betterhelp.com/srs⁠ This episode is sponsored. Give online therapy a try at betterhelp.com/srs and get on your way to being your best self. ⁠https://blackbuffalo.com⁠ ⁠https://shawnlikesgold.com⁠ ⁠https://ketone.com/srs⁠ Visit https://ketone.com/srs for 30% OFF your subscription order. ⁠https://ROKA.com⁠ – USE CODE SRS ⁠https://gemini.com/srs⁠ Sign up for the Gemini Credit Card: https://Gemini.com/SRS #GeminiCreditCard #CryptoRewards #Advertisement This video is sponsored by Gemini. All opinions expressed by the content creator are their own and not influenced or endorsed by Gemini. The Bitcoin Credit Card™ is a trademark of Gemini used in connection with the Gemini Credit Card®, which is issued by WebBank. For more information regarding fees, interest, and other cost information, see Rates and Fees: gemini.com/legal/cardholder-agreement Some exclusions apply to instant rewards; these are deposited when the transaction posts. 4% back is available on up to $300 in spend per month for a year (then 1% on all other Gas, EV charging, and transit purchases that month). Spend cycle will refresh on the 1st of each calendar month. See Rewards Program Terms for details: gemini.com/legal/credit-card-rewards-agreement Checking if you're eligible will not impact your credit score. If you're eligible and choose to proceed, a hard credit inquiry will be conducted that can impact your credit score. Eligibility does not guarantee approval. The appreciation of cardholder rewards reflects a subset of Gemini Cardholders from 10/08/2021 to 04/06/2025 who held Bitcoin rewards for at least one year. Individual results will vary based on spending, selected crypto, and market performance. Cryptocurrency is highly volatile and may result in gains or losses. This information is for general informational purposes only and does not constitute investment advice. Past performance is not indicative of future results. Consult with your tax or financial professional before investing. Jocko Willink Links: X -https://x.com/jockowillink IG - https://www.instagram.com/jockowillink YT - https://www.youtube.com/@JockoPodcastOfficial LI - https://www.linkedin.com/in/jocko-willink-260b289 GYM -https://victorygyms.com/person/john-jocko-willink JOCKO FUEL - https://jockofuel.com Echelon Front - https://events.echelonfront.com/product/muster-023 Amazon Author - https://www.amazon.com/stores/Jocko-Willink/author/B00ZY7MWW8 San Diego Futbol Club - https://www.sandiegofc.com/club/ownership Streaming Special - https://nation.foxnews.com/watch/f906bbf75deeb400207c23761349eef5 Learn more about your ad choices. Visit podcastchoices.com/adchoices