Podcast appearances and mentions of sean what

Sean: What is your most favorite Top Shot moment you bought so far? What is Top Shot first? Maybe we have listeners here who don't know. Marvin: Do you want the blockchain answer or you want the simple answer? Let's go with a simple answer. The best way to say it ist, it's like NBA cards, but it's a video version which is online. That's it. You collect it online. That's what it is basically. You're collecting moments. If with NBA cards, you're collecting pictures printed out on cardboard. In Top Shot, it's a digitized format which is videos. That's what it is basically. Sean: Do you have a favorite? Marvin: When you go that route, you can separate it as what you look at as an investment, and then what you look at as a collection. So if it's a favorite as a collection, it would be Steph Curry. This is what I believe also, NFTs, I think will be easier accepted as an asset than other Cryptocurrencies that people don't understand. Why? People understand that when I buy a LeBron James, I get to understand the value easily as compared to what is a Chainlink, what is an ADA, what is XRP, what is Litecoin. It's harder to grasp the value of it versus if you look at it as a collector. So I think that the inherent value of it also will be, a lot will buy the NFT, some of them have no intention of selling it. So I'll give you an example. There was a pack drop, I think it was the rare All Star collection. So I said, if I will be able to get a Steph Curry, even if it's expensive, I will never sell it. So I think that's the demographic that you get there also. People always think that those who enter Top Shot are all investors. Not necessarily because it is just like a condo. Not all who buy a condo, will have it rented out, some of them will live there. So it's the same with Top Shot. There will be a chunk of people that will buy it because they're really collectors. So it's not income generating for them. The fact that you own it, it's a different feeling. The argument in NFTs is that it's just a video. You can watch it on YouTube for free. That's true, but it's the same with the NBA cards. I can screenshot that shot by LeBron James, then I'll print it and copy how it's laid out. Or if you notice it also, there are those who upload their cards, right? Just use it and edit it on Photoshop, then copy it and print it. However, it does not have the same value as the real thing, the bragging rights that you own it. So imagine this. I feel that you're into Pokemon cards, Sean. Sean: When I was young, yes. Marvin: I don't know anything about Pokemon cards, but the prestige of owning something that is very, very rare, but here's the difference with Top Shot. In Top Shot, because it's a blockchain network, people will see who the real owner is. If it's a card, no one knows where it was stored or who bought it or where it came from. It will be hard to display how rare it is. Unlike in blockchain, everything is seen on what its value is. You can also see all the transactions. For example, there was an artwork that was, I think, $68 million by Beeple, if I remember properly. Everyone knows that he was the one who bought the artwork. So the prestige to that, I think that's what makes it interesting. Even the Mona Lisa, there are so many fake Mona Lisa paintings that you can buy in the mall.  But it does not mean that that has any value. It's more of the rights that you own the real thing. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are your methods in creating wealth using real estate? Sensei: Well, to create wealth, you actually have to buy and hold. If you think you're going to get wealthy fixing and flipping properties, you're not. You could become cash rich and it could be a great business. How do I know that? Because that's how I started. And that's what I do today. I am known for flipping properties by volume. So for me getting into real estate back in the day, it wasn't about buying and holding. I didn't have the cash to do that. I didn't even know my own home at the time. It was about buying something. Creating value and selling it retail value. And so when you told your audience that you really need to learn and do your due diligence about the business that you're seeking, I couldn't agree with you more. Because I can tell you this as a real estate coach and instructor, most people fail in real estate because they don't study. And that's a huge issue. You know, they just want deals to fall in their lap where they want someone to provide for them. And I won't do that. So to answer your question, you have to buy and hold real estate for the long term so that you can get the trifecta and the trifecta is cashflow, appreciation in value that asset, and the tax benefits. And when you can take those three ingredients and intertwine them, that is a true wealth builder. If you remove one of those ingredients, you're not building wealth, you either have a tax deduction or you have something that's possibly growing in equity, or you have cashflow, but you have to have all three. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What does a day look like for you with your personal growth plan? Charlie: You schedule your priorities and then you schedule around them. And my priorities are to take care of myself physically. So I am in the gym almost every day. I think that - that's a cheat code for any entrepreneur out there. Take care of yourself, get strong and get in really good shape. And you'll be able to reap the rewards of that. And sure, you're going to look good. You're gonna feel good, but the rewards that come with or rather to the brain and your thought process, when you are working out your body physically, I think there's a cheat code. I'm also sleeping eight or nine hours a night. I'm not sacrificing that. I've done the waking up at four in the morning for three years of my life every day. And I think it's a tool. I don't think that there's a - no, I'm not going to shout from the mountaintops that I'm right. And you need to do it this way, especially after some of the things I've already said on the podcast, right. That'd be a little bit hypocritical, but I just, I prioritize sleep. I prioritize gym time. I do CrossFit. So that's, that's my prescription and I'll say, but I'm not. I just do anything - lift weights, do orange theory, hire a trainer, whatever. I also try to be home at a reasonable time. I got three young kids. I want to see my wife and kids every day. So if that means I'm only working, you know, physically working for 6, 7, 8 hours a day, then that means I need to find more time to work and maybe be more productive on a Sunday during nap time or a Saturday, because I want to be home on Thursday night with my kids. And secondly, I think that we should always be looking to learn. Reading books, listening to podcasts, those are part of my daily routine, you know. Learning from the older generation, you know. Just having time to ask my dad a question because he's 67, he's been there, done that. I want to ask him what his thoughts are. Going to read a book written by Tim Ferriss, where he has interviewed 400 of the smartest people on the planet and gives it to you in form of a book here, read this here's the Chico's the life, you know, just invest in yourself. And that's what my day looks like almost every day. If I can't work out, I'm going to walk. I'm going to be active. I'm going to get my 10,000 steps. I'm going to. I'm going to spend time with my wife and kids, and I'm going to invest in myself with education. So then you might be asking, well, when do you have time to work? What are you doing? When are you running HR? When are you running the warehouse? Which start internal distribution. Like when do I have time to do all that? And actually the answer is that I have trained and developed a number of people who are doing a lot of those jobs with me. So it's not all me and I think that's the secret, you know, I have an assistant that takes care of my calendar. I invest in that. I'm not trying to do everything myself. I ask for a lot of help from people. And then when they ask for my help, I give it to them. And I know, I know that's a lot, but, and that really doesn't leave a lot of time for other things. So yeah, I don't watch a whole lot of TV. I don't go out to dinner and to parties every night. I don't do things like that because at some point you can only turn on a number of things. You can't turn everything on, you can't be all things to all people. So those are my priorities. I first prioritize myself. If I don't invest in myself, I'm not going to be any good to my wife and kids. So once I invest in myself, then I invest time with them, and then I invest time with education and then I do some work and then I train my team and that's, that's really all I have time for because then I need to go to sleep. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are essential marketing strategies for a small business? A lot of people think that marketing, actually that's, you know, we don't need that so much as long as we have inventory and we have salespeople, that's already fine. But one of the most important things actually is marketing. Because when you have something good going for you, marketing will be the bringer of momentum. And you need momentum because momentum makes you look better than you really are. And if you're a small business, you need to look better than you really are. But I would say the essential marketing would be word of mouth strategies because it's free. It's the best form of marketing. It's the most authentic form of marketing because people will share who you are and your story and your product and service with other people only if they really believe in it and only if they really have a positive experience with it. So not a lot of people think about that, “I need to have a word of mouth strategy.” Like one of the best restaurants that I find does this. Not that's in a strange place, meaning they're not super popular, but they're also not, you know, they don't have like super few brands. One of the restaurants that I love doing this is Yabu. Because when I went to Yabu and had to wait for like 45 minutes for my food and I didn't complain. Like I didn't complain because I'm used to waiting. I don't mind waiting unless I have a meeting or I'm in a rush. But during that time, I was just winding down, meetings were done. This was a long time ago. And I waited 45 minutes for my food. I was with my wife, Apple, and she was also very patient. We didn't complain at all. And what they did out of the blue is just tell us, “So sorry, your food is served late. We're so sorry and you can have this and it's free.” And I'm like, I didn't even tell you that it's taking too long. I didn't even follow up on the order. They just knew that it took a while or I don't know, maybe the waiter forgot about us and then he got embarrassed about it, I don't know. I really don't know what happened, but what I do know is I didn't say a word to them. And I told them, “No, I want to pay for it. Cause like, if one of you guys are going to pay for it, I'd feel bad.” So I even said that I want to pay for the food because I don't mind waiting, but they insisted for me not to pay for it and said, “None of us here are going to pay for it. It's in the goodwill of the company.” Which is amazing because they empowered their people to be able to make decisions like that. And I'm talking about it right now in the podcast. Right? That's word of mouth marketing. So I think that is an essential strategy. It doesn't take a lot, but not a lot of people think about it because it's nothing sexy. It's not sexy at all to have a word of mouth marketing strategy. It's sexier if you have a viral FB campaign or viral this, whatever. Right? It's sexier to have that. It's more in. It's more hip. But if I'm going to choose, it's always going to be word of mouth. JM: Ask yourself, what do I have right now that won't take you to spend money because you're still starting? So what is that one thing that you can do that won't take too much financial effort, right? And it's really word of mouth. So it's really important that you give value to what you do. It's so important to focus first on what you can give to the people around you or the market that you want to reach. It will stick to your memory and you have nothing to do, but to share that experience because you were able to really find value in how they serve you. So be unforgettable and people will just, that's free marketing. Right? People will just share about you. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What else were you able to do to make sure that you come out on top of the competition that you have in your industry? Jaime: I think the best advice I've ever gotten - and I can't remember what I had it from was, "keep your competitors close, but don't emulate them" because what that ended up, you're just going, you know, copying what they're doing and then you're not really finding your own niche. Sometimes it's easy to copy them very quickly because it helps give you sort of. A good platform to run off, off, and basically set your structure. But then later on you realize that customers don't really want what your competitors are already offering. And you end up having to sort of, you know, manipulate the way you look at your platform and decide, you know, is that the same route that you want to go with? So with competitors, that's what we've done is actually kept them close. You know, we all that our platform, we look at their offering, but we actually found that one really changes was when we actually really head down and figure out what we needed. We look at the things that we use most often for ourselves and for our brands. We look at the tools that we are focusing on and we ended up building our own data platform. We ended up looking at Asia. We feel very strongly because my entire team is based in Asia. I'm bilingual, trilingual. I speak, not just Mandarin. I told Nelly I can actually understand all kinds of Chinese dialect, you know, and we actually look at the data and there was a lot of problem. They didn't have very good Asia database. They didn't have a good landscape of what Asia podcasting scene looked like. Even though the tribe isn't here, but this is what we know better than anyone else. Then when we look at the landscape of the sea of, you know, podcast company based out in US, none of them really understand Asia like us, that became our big differentiator. We could be doing the same thing, but we understand Asia a lot more. And we sort of become sort of a default voice and now brands are looking at us to say, Hey, how does podcasting scene in Indonesia look like, how does podcasting scene in Philippians look like? And that has become our advantage. So it's not immediate, but I would say, you know, very much focused on what your core strength is. Sometimes it's not the most popular choice, like in the case, sticking out in Asia, focusing on working in Asia. But that has also become an a one teacher of ours, because a lot of these company are not having a very close relationship with podcasts or in Asia, we keep a very close relationship with a podcast or an agent we know what's happening and we know all the different companies that's happening in Asia. That actually has become sort of our advantage. We became the default, I would say, expert in market. And I think sometimes you kind of have to do the unpopular things in order to make that thing differentiate from every other of your competitors. Sean: Fantastic. And, and I learned this from Seth Godin that you have to be the best otherwise people will, they'll mistake you for everyone else. Like people know the number one soft drinks brand is Coca-Cola, but the number two. Sometimes they say Sprite. They say whatever, but it's actually Pepsi. You asked them who the number three is. They don't know. I don't know. Right. So it doesn't pay it to be number two or number three, people will mistake you and confuse you with everyone else. Then it's not going to be worth it because you're also spending a lot, maybe even more than the number one brand is, but you're just not getting it. So. Completely agreed. Differentiate yourself to be something that is so unique and you can be the number one, the best. You don't need to be a monopoly. You just need to be the best known brand. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What do we do when someone in our team who is working remotely at home says that, and you mentioned this a couple of times earlier that he or she is, is burning out or has burned up, how do we solve or solve that or help the person or the individual? Bret: The problem with burnouts is it doesn't tell you it's happening both to the person and to the manager. So burnout is something that is happening in every single company. In yours Sean, in everybody's. And it can take longer in some cases it's shorter in some cases, but there's no warning sign until I'm burnt out. And actually when I'm burnt out, then I'm frazzled. And I don't want to work in your organization. I don't want to talk to your people. I just want my own space. I'm depressed. I don't know what to do with my life. There's a whole lot of issues around this. And actually what as a leader, what leaders have to do is get ahead of burnout. And the remote companies that do this well, train their leadership teams on how to have conversations about their own issues. So if I was in a leadership team now, and I was the you part of my team, I would honestly tell you, Sean, that I've got as you know, because we've chatted about this. I've got a one-year-old and a three-year-old and I'm really struggling to get six hours of work done during daytime hours. You know, it's really hard. I've got, you know, I've just moved house. I was really struggling to get the work done. And by doing that, I demonstrate my vulnerability to you. I show you that I'm struggling. I'm human, you're human. I'm not Superman. And I say to you, you know, for the next couple of weeks, I am going to actually be working 9,10, 11, or 12 o'clock at night. I'm not going to be messaging you. I'm not going to be emailing you at that time, but I'm, I don't want you to do this, but I have to make up for that for some of the time being lost. I'm getting it in different ways. I'm getting an experience with my children that I would never have gotten to five years working from an office. So I'm getting something on the one hand, but I, you know, I'm telling you this and I'm explaining to you, I do not want you to - I want you to decompress. I want you to take time off. I want you to stop working at five o'clock or six o'clock or whatever time suits you and find something else to do. But really as a leader, I'm first of all, demonstrating my vulnerability. As a company I need to bring in coaches and bring in therapists, that if you want to have a chat with a therapist, it's completely confidential. You can book this therapist. They're available for you. You know, you can spend as much time as you need with them. And if you need to talk, nobody will know it's completely confidential. So companies are doing different things around this, to make sure that the leadership team is vulnerable, demonstrating their vulnerability. And there are systems in place in the company if you do have issues. If there are concerns, if you are feeling stress, and if you are feeling pressure that you can overcome this. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are your top investments during the pandemic? Marvin: Your top investments, pandemic, no pandemic, good economy, bad economy, should always be the same. That should not change because your skill set for it should be the same. good economy or bad economy. So what works for you when things are good should also be the ones that will work for you when things are bad. Because that's where you're used to. Sean: It was great, right? The one Marvin said, which is, same. What you're investing in, your top investments, pre-pandemic should be the same during the pandemic. Marvin: Yes. Because it didn't change, I'm still into stocks. It's just that, your style, JC is right, it's about pivoting. Are you familiar with Josiah Go? I think he's one of the best marketing minds in the country. He said the same, if you lose everything, you also start with what you're great at. Because it doesn't make sense to start something from zero, whereas, with the one you're doing right now, the only thing that's gone is the money. But your experience and skills are still there, unless your business is disrupted by the technology. Like if your business is an answering machine, something like that. Totally you have to really pivot off of that. That's it. That's my answer to it. I hope it was something.    JC: To add to what Marv said about pivoting, because the question was about your investment during the pandemic and how do you adjust. Somehow, I'm thinking that's the mindset. We tried to pivot our business in different aspects based on the different strengths that we had. Like what Marvin said, you focus on your strengths. And then we realized that we have to pivot but still within the core of your strengths. So we tried to assess, and it's still the same. We didn't change our market. So it's still about pivoting to your strengths and if you're going to invest in something, it should still be something that you know. It's not about you, starting from scratch just because facemask is a trend that you're going to invest in there. It doesn't work that way. So I still looked at the strength of our main core competency, which is food and all of that. And we focused there. So you're not just going to invest because it's the trend. That's also what I learned during this pandemic. Marvin: I was talking to Bo Sachez, I asked what his biggest mistake was in business. It's also like that. He started businesses that he didn't like and he was not good at. So he had failed businesses before. He opened up a fishball business, food cart business then he realized that it was not something he likes to do. So you will ultimately go back to what you like doing the most. I think that's how, it will always go back to what you like doing, what you're good at, and what makes you also happy. But it's true that you can also do things that do not make you happy, but in the second year, third year, and you're still not happy, then why are you still doing it? Right? For me, I'd rather earn less, doing something that I like, than earn more, doing something that I don't like. JC: Also in times of, during a pandemic, you know, what type of investments will you deviate to or pivot? For me, that's something that you are known for. So at the end of the day, it was not hard for us to penetrate corporate accounts because we know them. It's just a different product. So if it's about investing in the pandemic and things, it's like, you stick to your core if you're a business owner, and then you just try to see what are the different, new opportunities there. Because, definitely, there's another way to look at things. There's another market who will need your product. And there's something that you can offer that nobody else has. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What happened in between? Tell us about those 17 years and then tell us about the 19 years. Jeff: You're right. You used the word aspiring, you know, people aspire to be a lawyer and that's absolutely what it was for me. I guess ultimately one of the problems, if I re or unpacked my life is I had a reason to become a lawyer, but it wasn't a very good one. But the main reason I did it is, you know, when you're that age, you're like, what am I going to do with my life? I had no idea. And my mom who has since passed, but my mom used to say, you know, Jeff, you should be a lawyer because you love to argue and you're really good at it. I think back on that and say, well, if that's true, then all teenagers should probably be lawyers because most teenagers like to argue, maybe I was good at it, but that was so real as a motivator. Because probably five years into practicing law my mom sent me a letter and said, "I really hope you like what you're doing, because I know that me saying that had an impact on you deciding to be a lawyer." I mean I nailed it. I had a high paying job, was married, you know, all that, you know, house, kids. And, but that's what I started to ask the question like, what's next? Because I achieved my goal. And so I needed a minimum, a new goal and I looked around the very big firm. And I said, what I concluded I wanted was I wanted to be in leadership. I really felt called to leadership. I just did. I felt like I had unique perspectives. But I took a look at them, they were run by a committee with a managing partner and I looked at who was on that committee. And I said, I'll never get in that room because I realized that the firm leadership saw me as unusual. Let's call it odd and not in a personal way, but professionally, they used to say, I asked too many questions and I would say, isn't that the idea? And they say, no, it's actually not, you're pain. Because you know, and here's, what's really interesting. I don't know where this came from. I suspect it came from my dad who was an entrepreneur. One thing that sticks out of that time was in leadership or the leadership perspective, people at the firm regularly said to me, why do you spend so much time with the staff? I ended up marrying a legal secretary at the firm. And I said, well, because they're great people. And I realized that they saw themselves as different from the staff. And they saw themselves as in many ways, better than the staff when I didn't. And so early in my career, I was a guy that treated everybody with dignity and respect, which I think is frankly, the heart of leadership. And so as a result, I said, well, if they're not going to let me in the room, I'll go create my own room. And I left and started my own firm. And. Did that for seven years on my own, 10 years at a big firm, seven years on my own building an awesome firm, we had a great team, great people. I was very committed to building that from like a business versus a firm. And we built this amazing firm and it was rocking. And then I was running the firm and I was bringing in clients just like you said, and I was doing the work building the team. I was doing it all. And I had a life to make it, I mean, I had achieved Nirvana for lawyers. Cause I had a life. Most lawyers work too hard. This is the life you just go. I nailed it. Except when I had nailed it, I started to think about what I was doing and realized I didn't actually like practicing law. I loved the business, but I didn't love practicing law. And it was a challenging decision, but it wasn't a hard decision because I knew that I couldn't do something I didn't love. And I quit. I walked away from all of it. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are some of the best tactics, not strategies, but tactics that you carry with you in closing deals? David: So first off it goes into mindset. You gotta go in there with "this is a sales process." Even if you're making your mate for a coffee, you either meet him for a coffee you're meeting actually as a sales professional. And if you're a sales professional, you need to have the focus mentality. Yes, you should smile. Yes, you should be happy, but you need to be a doctor of stuff. Try going walk-in to your doctor's and he's got his music, and he says "Yes! What's in bruv? nice to see you - blah blah blah." You don't care if it was your - mate if you're going to see your doctor, you're going for a reason. You want the professional and your doctor will ask probing questions. Your doctor isn't there to make you happy. He's there to help. And we have a lot of salespeople out there we have to start with, you know, our mindsets right? We've gone with knowing what we want out of that. Everyone's clear. Pre-qualification is everything, absolutely everything. And the reason I say about the friendship thing before, I would jump on a strategy call with someone unless I know what the call's about. And a lot of people don't like that. I'll ask a series of questions to pre-qualify, one to make sure I can help. Two, to make sure I want to work with you. And three, to make sure that you're confident and I'm going to sign up for the phone call. So having this pre-qualification is a friendly, informative chat. It doesn't have to be serious. You want to have a direct question? Well, what do you want to know or what you've been working on? What are you doing at the moment? How are you selling them? What's the main struggles you've got? What are big goals you want to achieve in the next year but you haven't, or what are you currently turning over? Imagine I keep my fingers now I'm in the room with you right now. And you've got me for a day for free. What would you set me to work on to help you get more deals, whether it'd be an action, or things like that, what would it matter, right? If you won't answer those questions, you're after just some free tips and I don't blame you, fair play for the hustle. Fair play for the hustle, but you're trying to go back, there's something that would do that. Contact coaches, try to get a little bit of this, like phoning a chef up, trying to get a recipe of each one, and now you've got a cookbook. With that, it stops a lot of that. So then you have a stage where I know that you're committed. I know you're open to it. This is before the strategy goal. So we have to have a structure for what we do, having your pre-qualification. I think that was about eight questions I've given you, then changed those questions up. And once you've got your questions, break it down into a clear order, but it's a smooth transition because no one wants to be felt like they are - no one wants to feel like they're completing a survey. It gives us a clear idea of where we are. So pre-qualification is so vital because you want to know what is a viable prospect. Two, you want to know the facts that you need to get help from us. And three, it also takes you down the path you've taken out a lot of the potential objections later. It's all structured, no more pushing sales. It's just direct. Knowing what to say and when. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What makes negotiation so difficult? Because a lot of people shy away from it. They would rather not do it, then have to negotiate. What makes it easier for you? Bruno: There are two aspects of negotiation. So first of is the personal aspect of this negotiation process. So this means the relationship. This is probably the most important aspect of the negotiation process. So the personalized negotiation, then you have what we call the substantive aspect of negotiation. This means price, quantity, quality. Things that its condition should be negotiated, and this could be - if you are negotiating with an employee; it will be salary, time for working, and so on. In the negotiation process, the only type of agreement that counts is win-win agreement. This means that both parties are benefiting from this agreement. When you have win-win agreements, you are more prone to the available long-term relationship. Because when both parties are satisfied, the relationship might not be only for this agreement, but also might be going on for other agreements. Now, the biggest mistake in negotiation is not identifying the needs of others. Because you cannot satisfy each other's needs in a mutual way, if we don't know the needs of each other. So a very important question is; what is this party trying to achieve? What are their main needs? What are their main interests? And also we can express our interest too, to see if there is a common ground. Companies and individuals should always keep that in mind to preserve the relationship. The relationship is the most important aspect. So I always like to quote a very famous author in negotiation, who observed that you have to be - hard with the problems, and soft with people. Hard with problems, soft with people. I like this approach. This is a book that was written a long time ago, and the author observes that you can get a bit emotional during negotiation that you can say things that are offensive to others. You can get a bit aggressive during the negotiation process. You won't be compassionate, you won't be empathetic, and this is not good for the relationship and also not good for the transaction, and the negotiation, and the potential agreement. So this means that emotions should be unnoticed during the negotiation process. Try to look for these interests that are related to the other party, and try to look for ways to connect, not only from the business perspective, but on an emotional level. Why this person or why this company is trying to get these interests, what things are important for them, what is relevant for them. But also try to use terminology like "we", "our agreement", "our goal". Not terminologies that show individualism, such as "I", "or my interests". We can always say "our agreement", "our potential agreement", "our sharing of this information", but also try to always to look for other ways to satisfy the other party's interest. The only way for this to succeed from the long term perspective is, an agreement to be win-win and is mutually profitable. I'm not sure, in some cases you look for creative ways to approach the negotiation process. I will also say that it is important to understand the other person's view even if it could be conflicting with ours. Because what makes negotiation interesting is that we have different views on the transaction and decent reach in the relationship. We have to focus both on the substantive aspect of business, this mean price, quality, quantity, and so on other conditions. And personal aspects of business, their fears, their expectations, they're interests, and their desires. So what they really want? What is meaningful to them? Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are the first few things you check into and you try to change when shifting an organization to become more compassionate? Bruno: First of all, we'll have to identify their needs because we cannot develop a long-term relationship without knowing if their needs are satisfied. Some entrepreneurs tend to focus only on economic needs, which are very important, good salary, like bonuses, a holiday - paid holiday. This is good, but it's not enough. This will be the basic starting point, but there are other needs that are important, as you mentioned, gratitude, gratefulness. When you appreciate people, you are not only being thankful, but the communion over precision is increasing the value - when something appreciates, it increases the value. Some CEOs believe that it's only about economic aspects, but the employees want to feel that they are contributing in a meaningful way. And they're making a very big contribution to a meaningful purpose. So when you recognize this employee in a very clear and explicit way, employees are more likely to go the extra mile. Because everyone wants to feel loved, from the wider perspective or the humanist perspective, it means being respected, cared, acknowledged, and appreciated. So I asked them also, what are different ways that employees can contribute to one another in a generous way. We're not talking about only material things that are important, in some cases we're talking about non-material things. For example, employees can give their ear, when another employee has a problem. Or employees can give support, training or mentor other employees and coach other employees. This is important because when people are working in a much more collective way, you develop camaraderie, you develop loyalty, commitment, and companionship, which is very important because all employees are interdependent. And what we mentioned about Steven Covey in the beginning, employees are interdependent. Most processes include the contribution from different teams, marketing team, a finance team, production team, and administrative team. So we need to work it all together and also help one another. So I will see that there is a cooperation that is fostered in this company. And if not, I will inquire even a few tips, how to be more generous, a very important question that CEOs and employees should ask themselves. "How can I be more generous? Without expecting, without wanting anything in return. How can I help these individuals by my side, working around me so that I can contribute to them in a positive way." Also, you can give advice. You can give some tips. You can also, in some cases in companies - stakeholders can be receiving some contact information or very important tips. But in some cases companies also give material things, they give an employee a gift, or they give a bonus or they give customers for example - free samples. Giving is always important because again, according to the law of reciprocity, when you give, you create an imbalance. You are giving something without expecting anything in return. And the other person gets indebted with you and they tend to respond in a positive way, they tend to give back. When you give your best to a customer, for example, you give the best advice you offer the best product for them. You give the best recommendation. These customers feel delighted, and they will tend to not only to come back, but they will feel compelled to give back. All these emotional aspects, preferences, expectations, dreams are so important for the individual, and for the company itself. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Bill: Well Sean, I'm going to Boston with you. You know The Guy Who Manages The Red Sox, the Red Sox's manager, gave me a job as coach for as long as you're on the team. Sean: Look Bill, if you're the coach, you must know all the players. Bill: I certainly do. Sean: Well you know I've never met the guys. So you'll have to tell me their names, and then I'll know who's playing on the team. Bill: Oh, I'll tell you their names, but you know it seems to me they give these ball players now-a-days very peculiar names. Sean: You mean funny names? Bill: Strange names, pet names...like Dizzy Dean... Sean: His brother Daffy. Bill: Daffy Dean... Sean: And their French cousin. Bill: French? Sean: Goofé. Bill: Goofé Dean. Well, let's see, we have on the bags, Who's on first, What's on second, I Don't Know is on third... Sean: That's what I want to find out. Bill: I say Who's on first, What's on second, I Don't Know's on third. Sean: Are you the manager? Bill: Yes. Sean: You gonna be the coach too? Bill: Yes. Sean: And you don't know the fellows' names? Bill: Well I should. Sean: Well then who's on first? Bill: Yes. Sean: I mean the fellow's name. Bill: Who. Sean: The guy on first. Bill: Who. Sean: The first baseman. Bill: Who. Sean: The guy playing... Bill: Who is on first! Sean: I'm asking YOU who's on first. Bill: That's the man's name. Sean: That's who's name? Bill: Yes. Sean: Well go ahead and tell me. Bill: That's it. Sean: That's who? Bill: Yes. PAUSE Sean: Look, you gotta first baseman? Bill: Certainly. Sean: Who's playing first? Bill: That's right. Sean: When you pay off the first baseman every month, who gets the money? Bill: Every dollar of it. Sean: All I'm trying to find out is the fellow's name on first base. Bill: Who. Sean: The guy that gets... Bill: That's it. Sean: Who gets the money... Bill: He does, every dollar. Sometimes his wife comes down and collects it. Sean: Who's wife? Bill: Yes. PAUSE Bill: What's wrong with that? Sean: Look, all I wanna know is when you sign up the first baseman, how does he sign his name? Bill: Who. Sean: The guy. Bill: Who. Sean: How does he sign... Bill: That's how he signs it. Sean: Who? Bill: Yes. PAUSE Sean: All I'm trying to find out is what's the guy's name on first base. Bill: No. What is on second base. Sean: I'm not asking you who's on second. Bill: Who's on first. Sean: One base at a time! Bill: Well, don't change the players around. Sean: I'm not changing nobody! Bill: Take it easy, buddy. Sean: I'm only asking you, who's the guy on first base? Bill: That's right. Sean: Ok. Bill: All right. PAUSE Sean: What's the guy's name on first base? Bill: No. What is on second. Sean: I'm not asking you who's on second. Bill: Who's on first. Sean: I don't know. Bill: He's on third, we're not talking about him. Sean: Now how did I get on third base? Bill: Why you mentioned his name. Sean: If I mentioned the third baseman's name, who did I say is playing third? Bill: No. Who's playing first. Sean: What's on first? Bill: What's on second. Sean: I don't know. Bill: He's on third. Sean: There I go, back on third again! PAUSE Sean: Would you just stay on third base and don't go off it. Bill: All right, what do you want to know? Sean: Now who's playing third base? Bill: Why do you insist on putting Who on third base? Sean: What am I putting on third. Bill: No. What is on second. Sean: You don't want who on second? Bill: Who is on first. Sean: I don't know. Bill & Sean Together:Third base! PAUSE Sean: Look, you gotta outfield? Bill: Sure. Sean: The left fielder's name? Bill: Why. Sean: I just thought I'd ask you. Bill: Well, I just thought I'd tell ya. Sean: Then tell me who's playing left field. Bill: Who's playing first. Sean: I'm not... stay out of the infield! I want to know what's the guy's name in left field? Bill: No, What is on second. Sean: I'm not asking you who's on second. Bill: Who's on first! Sean: I don't know. Bill & Sean Together: Third base! PAUSE Sean: The left fielder's name? Bill: Why. Sean: Because! Bill: Oh, he's centerfield. PAUSE Sean: Look, You gotta pitcher on this team? Bill: Sure. Sean: The pitcher's name? Bill: Tomorrow. Sean: You don't want to tell me today? Bill: I'm telling you now. Sean: Then go ahead. Bill: Tomorrow! Sean: What time? Bill: What time what? Sean: What time tomorrow are you gonna tell me who's pitching? Bill: Now listen. Who is not pitching. Sean: I'll break your arm, you say who's on first! I want to know what's the pitcher's name? Bill: What's on second. Sean: I don't know. Bill & Sean Together: Third base! PAUSE Sean: Gotta a catcher? Bill: Certainly. Sean: The catcher's name? Bill: Today. Sean: Today, and tomorrow's pitching. Bill: Now you've got it. Sean: All we got is a couple of days on the team. PAUSE Sean: You know I'm a catcher too. Bill: So they tell me. Sean: I get behind the plate to do some fancy catching, Tomorrow's pitching on my team and a heavy hitter gets up. Now the heavy hitter bunts the ball. When he bunts the ball, me, being a good catcher, I'm gonna throw the guy out at first base. So I pick up the ball and throw it to who? Bill: Now that's the first thing you've said right. Sean: I don't even know what I'm talking about! PAUSE Bill: That's all you have to do. Sean: Is to throw the ball to first base. Bill: Yes! Sean: Now who's got it? Bill: Naturally. PAUSE Sean: Look, if I throw the ball to first base, somebody's gotta get it. Now who has it? Bill: Naturally. Sean: Who? Bill: Naturally. Sean: Naturally? Bill: Naturally. Sean: So I pick up the ball and I throw it to Naturally. Bill: No you don't, you throw the ball to Who. Sean: Naturally. Bill: That's different. Sean: That's what I said. Bill: You're not saying it... Sean: I throw the ball to Naturally. Bill: You throw it to Who. Sean: Naturally. Bill: That's it. Sean: That's what I said! Bill: You ask me. Sean: I throw the ball to who? Bill: Naturally. Sean: Now you ask me. Bill: You throw the ball to Who? Sean: Naturally. Bill: That's it. Sean: Same as you! Same as YOU! I throw the ball to who. Whoever it is drops the ball and the guy runs to second. Who picks up the ball and throws it to What. What throws it to I Don't Know. I Don't Know throws it back to Tomorrow, Triple play. Another guy gets up and hits a long fly ball to Because. Why? I don't know! He's on third and I don't give a darn! Bill: What? Sean: I said I don't give a darn! Bill: Oh, that's our shortstop.

Sean: What does it take for an entrepreneur to say that's impossible, I'm stuck in the mud.?What do you do, Jeff? What do you say during those times? Jeff: Oh, it's the difference really is every company from a business perspective, everybody's going to constantly be hitting ceilings as they grow on the business side. And the reality is simply and a lot of times, it's just a matter. Honestly, I'm pointing this out to say, okay, the, the skill set, the structure of the company at 5 to 10 people for that level of business is completely different than what you need at say, 50 employees kind of a thing there with three or four different markets instead of one market, kind of a thing as you start to grow that business. As long as we get processes and procedures, even your culture, things like that, and documented and figure out such that you've got everybody on board with that, then you can step back and trust that, okay, we can grow to the next level. Because we have our systems, we have our foundation in place. And so therefore going from sales person, one, two, now two, three, and four is really not that big a deal. It actually is a true scale at that point, because we have documented sales processes. We have documented target market. We have documented differentiators and a guarantee that makes us different than our competitors. And all four of those salespeople are using the same language, the same - everything that we're talking about in our business and working together. So what's the true scale, rather than saying, Hey throw you to the sharks out here and go, come up with your own verbiage. And all of a sudden we've got marketing, pushing out one message sale and doing something else and operations kind of throwing their hands up and saying, what the heck did you sell this time? If we've got this all documented and put together, then everything just keeps working as we grow, as we keep scaling there, it really takes a lot of that pressure off of the leadership team as they grow. And it's a transition and it can definitely can be difficult for some people, but it's, it's one that, okay. Once you kind of start seeing that picture as to one realizing, okay, this is the goal that we're working towards for our company as a whole, but still the fact that I can see that, okay, we are making progress to that and I've gotten visibility. I've got clarity into my company, says, Hey, we can make this work. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

With fixed mortgage rates finally beginning to increase in Canada, many Canadians are wondering whether they should be locking in their mortgage rate in case interest rates continue to climb. We also cover whether you can lock-in a mortgage rate now, and then have the option to renew at the lower rate if the interest rates continue to climb. And, while it's easy to get fixated on mortgage rates whether you're an existing or future home buyer, it is worth mentioning that the penalties for breaking a variable vs fixed-rate mortgages can be drastically different, and can also vary significantly from provider to provider. Which types of lenders tend to have the largest penalties? What can we expect in fees depending on the lender and mortgage type that we choose? We cover all that and more in this month's episode. Also, the spring real estate season is now upon us with lots of Canadians looking to buy and/or sell their homes. Our resident mortgage expert takes us through what you can expect, and how COVID is impacting the real estate market in Canada. About Our Guest: Sean is the bestselling author of the book, Burn Your Mortgage. He bought his first house when he was only 27 in Toronto and paid off his mortgage in just 3 years by age 30. These days, Sean's helping others burn their mortgages too, as an independent mortgage broker. Sean has offered to answer for free, any questions that you, the Build Wealth Canada listeners have. Links & Resources Covered: Free private Q&A with Sean What's your passive investing style? (Stream Kornel's talk from the Canadian Financial Summit) EQ Bank (The bank that I use with savings account interest rates up to 30x higher compared to other Canadian banks). If you sign up through this link, email me any confirmation that you receive from EQ to bonus@buildwealthcanada.ca and I'll email you my guide on the top ETFs in Canada, with an explanation of what I personally invest in and why. Questions Covered: When we spoke before the podcast, you mentioned that fixed mortgage rates are finally on the rise. What are the implications of that for Canadians who already have a mortgage, as well as those that are looking to get a new mortgage? The spring real estate market is coming up. For those looking to buy a home or a rental property, what do we need to know about this particular time of year in Canada? Seasonality is clearly a factor when it comes to Canadian real estate. Can you take us through what we can generally expect depending on the time of year that we choose to buy or sell a home or rental property? Anytime interest rates move I'm sure you get lots of questions from your clients on whether they should lock-in their variable rate mortgage, or if someone is getting a new mortgage, whether they should go variable or fixed. Based on the current interest rate environment and the new changes to mortgage rates, what sort of analysis should we be doing to determine the best course of action? COVID is of course, still very prevalent here in Canada. Are there any misconceptions about COVID and its impact on real estate that you think are worth clearing up? As we head into the 2021 spring real estate season, would you say that it's more of a buyer's market or a seller's market? If you liked the episode sign up for free to receive all new episodes as they get released, news on giveaways, and the free guide on the Top 5 Personal Finance and Productivity Tools.

Sean: What are some of the biggest problems that entrepreneurs face after the startup stage? Jeff: You really got to focus on getting that customer in the door, but once you start hitting that growth phase and saying, Hey, okay, This is simply more than I can handle with my two or three people around me. We've got to go and grow this and scale this that's where, and really on up as long as you've got still got that entrepreneurial kind of mindset of saying, "Hey, I want more, I want to grow this company. There's more possibilities here than what we're currently capable of." That's where EOS really sits is that sweet spot. So from a struggle standpoint, a lot of times it really kind of varies based upon what that entrepreneur wants out of business. So I'll have people ask me all the time, it's like, well, what's your profitability measurements that you get out of EOS? It really doesn't necessarily go that way because one entrepreneur may want more profitability and they might say, "Hey. We used to be at 30, 40% margins. We've added on new staff. We should have scaled up. And now we're only at 10% margins. What happened?" And that's, that's a lot of times that, okay, we don't have the systems, we don't have the training, et cetera. We don't have the efficiencies anymore that we used to have. At the same time they may be looking at, it may simply be that, "Hey, I want I'm the visionary type entrepreneur. I'm tired of fighting fires. I'm tired of dealing with issues in the business. I want to go play golf on Fridays and go back and have those conversations. Those big conversations with my friends or the people out on the golf course. I didn't want that time back, that enjoyment back. Because I'm spending too much time right now doing stuff I don't like basically."  And it kind of takes the fun out of what, of the business. And that's really what I've seen a lot of times. Cause you have the early stage kind of failures where obviously the product has been launched, but then you've also got a whole another stage, usually about five to seven years before you start saying. Those businesses fallout as well, and a lot of times that's really the, the entrepreneur, the visionary type said, okay, I was having fun down here where we were at four or five, 10, whatever people, early stage kind of a thing. Now that this has turned into a 20, 30 person company, this is business. This is work. I want to go back to playing in my area here, or whether it's technology or medical or take your pick, whatever your little focus is that this is your enjoyment play area. And now you're having to handle staffing. You're having to handle finances. You're having to handle marketing and sales and you don't know necessarily how do I, how do I get back to having fun? How do I structure this business? So it's really a sense of frustration, almost more than anything. It's okay. I don't, I don't know what to do. It's, it's stuck here on the business that in many ways, like I said, it used to be fun. We used to be lightweight. We used to be agile. We could adjust real quick. Now it takes six months for anything reasonable to happen. And even then it's questionable kind of a thing there. And it's just, everything's stuck in the mud. Nothing's moving forward anyway. So it's a lot of times it's just pure frustration with the business and where they are. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What are the other character traits that you think should be they're in a leader or a CEO, founder, an entrepreneur, what are the best character traits for them to have? Jason: I think being humble, right? Because the challenge is when you're not humble, your ego takes over and that becomes a problem for everyone. Right? I think it's the ability to be vulnerable and tell people you don't have it all figured out and be okay with that. Right? Because that, again is something that is rare that people don't really understand how to do. I think that another part of it is, and especially in these days, it's resilience, right? And it's being resilient in our organization by being able to face setbacks and failures and get yourself and other people back on their feet again and do it in a positive way because that's one of the traits. I think the other thing is looking at empathy, right? I also think it's really being able to see the positive aspects in a storm and sharing it with people to keep people going forward. Especially in when things are in a challenging place. Not to lie to them, but to be transparent, but you don't have to be negative in that sense. I think the other part is just listening, right? Listening and asking people and really just spending time doing that in an organization. Because a lot of times it's like super hard. Like I've had an example of that is. I did some leaders that always say, why have an open door? Like anyone could come in and tell me something, whether it's a virtual open door or a real one. And then I asked them the question, well, how many people are calling you up to actually take you up on that offer? And then you hear silence, right? So what I'll have people do is start to actually virtually walk around or really walk around and start to ask people questions and get to know them and do different stuff. And I'll have them do a simple exercise, like. Do it for 15 or 20 minutes, three times a week for a month. And tell me what starts to happen. And then what they tell me after a month it's Oh my gosh. People are starting to give me more feedback. I'm hearing more information. They're happier. They're smiling. They're more excited. And then I say, yeah, because you're more engaged and you're showing people that you care. And you're showing people that you listen and think about the impact that'll happen. If you do this for an entire year in your organization and how many people you can touch, no matter how big the company is, right. It doesn't only matter. It gets around. You're doing this. So, again, that thing doesn't matter whether they're a five people or 50,000 people, right? All of these things are the things, a lot of people overlook, they're thinking, Oh, you gotta be super smart. You gotta be a genius. You have to do all these things. It actually really isn't that they showed I've shown tons of data, where they put all star teams of like super smart people together, like doctors or any other type of people versus people that were A players and B players. But the and B players got along really well. They almost always outperformed those people that were all stars. I mean, the research data shows this and countless numbers of studies I've seen. Right. So you don't have to be the smartest people in the room. It's how you work with other people. And it's the characteristics. A lot of times that you may not think would be at the top actually are the ones that matter the most and the ones that you think there are often, aren't the ones that will really create the company and the business that you actually want to build. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What do you think are the things that keep leaders and entrepreneurs from being their best self? What is keeping them from being successful? Jason: I would say that the first thing is self; lack of self-awareness because the problem tends to be is the more successful you are, the less people will tell you the truth and that you will listen to them. And that a lot of times your blind spots that your not aware of are the things that end up causing you the most problems. And pretty much I've found that universal typically historical patterns that stem back from things that we've done as a child or learned. Right. And that's how we play it forward. The problem now is when you're leading people, if you don't listen to them and value them and hear them, they start to reject and avoid you and dislike you. And that causes a lot of problems. Well, when you give people negative feedback, they tend to not like that in a recoil because it's a function in your brain about how we see the world. So when you show people a pattern, they're much more receptive to it because then they know that it's neither good, nor bad. It's something that they've done because they learned it from something else that has just happened over time. And so a lot of that is really helping people understand their own beliefs, values, framework for seeing the world and showing them places that it's really getting in their own way, because. Like I said before, the other problem is cause of that is the people around them. Like if you're the CEO of a company who's sitting down to tell you that you're making a mistake and why, right. I mean, the only time you may be doing that is a board may be doing that, but that's in a really conflict driven way. They're not usually giving you feedback in a positive way to be helpful. They're giving you negative thing, right? And the people that you're managing, aren't going to most likely, I mean, rarely come to your office and try to give you feedback and do that because they're worried about like losing their job or like some repercussions in their career. So there's not a lot of people that are telling you the truth and sharing with you information and feedback. And that really is the first place where people don't really do that. I would say the other thing that happens is that people don't invest in learning management and leadership skills, right? I would say the third thing is really people don't understand the value of teamwork and that it's a, it is a company strategy to get people to work together. And do it in a way that's effective because all of the conflict and not getting along creates disruption, slows down processes, people miss deadlines right? And all these other things start to happen across like I think its teaching people and learning ourselves. How do you do great teamwork and how do you keep people, you know, collaborating? So I tell everyone like, that's how you can create and scale businesses way faster, way quicker with way less people and way more competitive. It's about the team. And how do you get them to work and get the best out of them? Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Sean: What did you notice about their company culture that made them win? Or those that made them lose and not succeed. Jason: I think the difference was, and it's funny, I was talking to one of my business partner in another business of mine about this today. And I think the differences is that a lot of people were focused on success and ego and money. And that's hard to build long-term success because there are people that feel left out and there's a lot of ups and downs. And what I found in the other businesses, they were looking more fulfillment and a higher purpose. Like we're serving other people and we're helping them. We're on a noble mission. This is bigger than the company itself or the money that we're making. And it's about the people and the relationships that you're building here. And so success was a piece of it, but it wasn't the sole mission. And they think that they understood that that was the requirement to get people enrolled in things like that, because you're not going to get someone to work 60, 70, 80 hours. And operate at peak performance and give them their all, if you don't feel like you're doing something important and you're making an impact, that's outside of the dollars being generated. And they think that that was really the secret sauce in what they were able to do, that other people fail to see. And they actually really believed it overall, where there was a lot of other people that did it because they wanted to be CEO of a company and make a lot of money. And they wanted to ensure themselves that they made a lot of money, but they don't really care if anyone else did. So they, people saw that. And I think that ended up having short-term success. And then a lot of those businesses ended up failing. And I think the other part of it was, - Netflix is a great example, is they invested a lot in their people. They understood that creating an atmosphere of re - belonging connection inside of the company and really creating and focusing on the people was the core part of what they had to do. To sustain the business for a long time. And I felt like a lot of other people give it lip service didn't really believe in it or didn't invest in it. And the people were actually not even second, but they were like last. And I think what ended up happening is that you'll see a lot of businesses didn't do well because people figured that out. Right. And then they just job hop and they just left and you have a lot of turnover and there's environments. And then people really aren't working their best because they know. That they're essentially just being used. Right. And no one allows to be a part of all of that. So I think that those were the main, like larger concepts that I saw people do it, and I don't think it really plays itself out any differently now. And I don't really think it matters the scale of your business, whether it's a five person business or it's a 50,000 people business. I think all those things stay true today and probably even more so. Especially being in the environment that we're currently in and what looks like to be what we're going to be facing probably for the next couple of years. Youtube: https://www.youtube.com/leadershipstack Join our community and ask questions here: from.sean.si/discord Facebook: https://www.facebook.com/leadershipstack

Maya's Top Ten Romance and/or Comedy, Sean What's Steaming now, Ashley Foreign Film picks

Sean: What were your indicators during that time? Just think back a little bit. What were the indicators that, Oh, it's time for me to let go of that sweet, secure, monthly income and take a leap of faith and start my own thing? Edwin: Yeah. I think one of the main indicators which I mentioned is sort of this restlessness. I guess, figuring things up for me, it was figuring things out quickly. So when I was in IBM, I understood how the company worked and how the organizations would, and I could see how people moved and created and I'm just like, ah, I don't want to stay here forever, but it was, it was a good job. So one was restlessness. The other one was seeing opportunity and understanding that, you know, going from an international brand to a small company where this was like, there was like, 15 or 20 people in this company and seeing that they're running a successful business, just seeing it from a global scale to a small scale, I'm like, Oh, anyone can do this. And then having that sort of belief in myself that I'm like, you know what? I could figure this out. I don't know what I'm doing, but I could figure this out. And then having that faith to jump and really conviction and trust in yourself. I mean, this, this is looking back now and I understand, I guess the emotions is, but that's what it is. It's this indication that I could do this. I may not know or fully understand, because I know the younger entrepreneurs nowadays, they kind of want the steps how to succeed, but there's no one really at this time, no one was giving me no steps. There was Twitter wasn't even around at that time. Right. And Facebook wasn't even around actually yet YouTube, just no YouTube launched 2007. So like none of the social media stuff was out there to teach you entrepreneurship. So people actually have a good right now because there are people giving the sort of step-by-step way to go, but that's still not guaranteed. Right. Um, so I think, I think it's just, um, like I said, it's that self-belief, or self-trust that you could figure things out.

Sean: What we're some of the biggest leadership lessons you've learned just from being a one woman team when you were starting this up all the way to today, where I don't know how many people do you have in the team? So maybe you could share that as well, but we want to know leadership lessons. Right? Jacqueline: One of my favorite leadership quotes that I say is leadership is about knowing what to do and when to do it and doing it. So it's about having ability to understand the right things that need to be done, but then having the courage to execute, especially when you're building something with no money, you're going to have to take some risks. You're going to have to do things that take you out of your comfort zone a little bit, and not only by faith, but also on a practical level, whether it's applying a new marketing strategy into your business or incorporating a new revenue generator and learning something you haven't done before. But you know, God has really helped me relinquish that trust him more, that he will bring the right team members, and God truly has. I have, I have a small team, but we're an effective team and it's not, it's more about quality over quantity. Collectively I have anywhere between five and I would say five to seven or eight people working around me. All freelancers, whether they are my core writing team and content output team, is three people. So, four, including myself. That's not a lot, considering how much content we output and manage on a monthly basis. But then there's also my development team for the online there's tech support and then there's app development and some of - with some of the, you know, technology elements necessary. Small team but definitely qualified team. The point I wanted to make about the delegation and entrusting God when he brings the right team members, is that they are self-sufficient and that's important. Your team should not take from your time. Your team should free up more of your time. So they are all, at a point where I can give assignments and then trust that they will execute to the level of excellence necessary and according to how I've built the business. But that was because from the very beginning, you must take the time to train your team. You have to be patient in the training process. I will walk each and every one of my team members, even at my, I have two accounting girls that handle the billing for the company, which of course I did for myself, but I took the time to train every single one of my team members on every single step necessary in their division, in their department.  In their first few training assignments, they made mistakes or errors. I didn't do it for them. I made them so to speak or required them to go back and make all the corrections because look, we learn by doing. So, no matter who you're training, if there's errors or mistakes, you need to be patient enough to be like, “okay you miss this, this, this, and this now go back and do it” and make sure in their training process that they are trained to do it correctly from the beginning. So that they learn the pattern and behavior required in order to execute it.  Training, getting the team member plugged into the same process and behavior or automated behavior pattern. Being willing to not micromanage. I personally don't like to be micromanaged and I don't think anyone else does. I think you have to have a level of interestment or trusting your team members.So, they feel a sense of autonomy as well, you know, so they can take ownership over their division or their responses, and that gives them your team members, their own sense of accomplishment. And I think that's important for individual personal growth. You want to have that culture in your company growing personally, as well as professionally and materially as well. You know, we're all making money, of course, as well while we're doing it.

In this episode, we ask: When was your moment? Who is Sean Morrissey? Have you heard the podcast Landlording for Life? Who is Sean leading? What about buy and hold real estate? What is leading with lifestyle? What does financial freedom mean for Sean? What happened when banks lowered the line of credit? What happened...

Sean: What is so important about happiness? Why do you give it such weight? Especially when I read about it in your book, the six habits you give it, you gave it so much weight. There is a lot of times that you mentioned it and the six habits are there for you to have happiness in your life. I just want the audience to know what is so important about happiness.  Laura: Happiness is basically-- it's the reason why people do the things we do. We get married because we're pursuing happiness. We have children because we're pursuing happiness. We start companies because we're pursuing happiness. We do a lot of different things because we're pursuing happiness. That's ultimately what we really want. When we're chasing money. It's because we think it's going to buy us happiness.  Meanwhile, listen, I spent. 20 years in executive leadership. And I can tell you that, um, it's really nice having money. It's really nice traveling the world. It's really nice., you know, traveling and seeing stuff and meeting people and building companies and doing all the things. It really is.  But they give you short bursts of temporary happiness. That's why we continue to chase them. It's because we haven't found the kind that's lasting. It's very easy for us to get caught in the cycle of chasing more.  I know you're not in America and I'll tell you, one of the things about American culture is a lot of people when they heard that I retired at 37 and that I've done all these things with my life. They're like, wow, well, what's next for you?  Is it a crime to admit that nothing is next? They're just enjoying what I've achieved and enjoying being here. That's actually the goal. There is no next. This is it. You know, as Americans, we are trained to constantly just achieve for the sake of achievement, but not for enjoyment. And I believe that life is for savoring and enjoying. Support the show (https://tribe.leadershipstack.com/)

Sean: What if it's a client who's misbehaving or they're unhappy and they're acting up? How do you handle it?  Carlos: I get mad at clients. I'm not afraid of clients. Clients pay me to tell them what's true. I've reached a certain point in my career where I'm not a slave to the clients that I work with. The clients that I work with, I really love them. They're really good friends of mine and I respect them as professionals, but also as people. I don't think I have clients anymore that I deal with, at least at my level. I don't know about the account executives and the account managers. They're the ones that have those daily problems with clients regarding revisions. At the end of the day, clients are still clients, but you have to come to a point where they respect you enough. They trust enough that when you push back, they know it's to protect their brand. They know you're pushing back because you also are invested in taking care of them. That's how my clients feel about me, which I'm blessed in that kind of relationship. Sean: From the very beginning, some clients will negotiate you down for your rates and I'm wondering what's your most effective negotiation tactics? And when I say tactic, I mean it's on the dot. Carlos: Looking them in the eye and smiling. I'm not even lying. It all comes down to intention and looking them in the eyes and smiling at them and reassuring them that you're doing this for their good. It all comes down to intention.  I can do this because our agency is good at what we do. I can't sell a bad product. That's another thing about sales. You can't sell a bad product. You're going to be lying through your teeth for the entire time. Our intention is to improve your brand. Nothing else. Improve your numbers, improve your sales, improve your down-the-line, improve your up-the-line, improve everything about your product, because that's what we want to do. That's what we want your money for. We're not going to put down other agencies. That's not our style, but what we're going to say is that this is what we want to do. And I guarantee you, the only secret that I have is looking them in the eye and just smiling because I know we can deliver You can only have intention when you're confident. When you're supremely confident with your team, with your brand, with what we're working with. That's about it. Then you can smile and just look at them. Sean: What is your advice to other people who want to get more out of their life and they feel like they're in a rut right now? Especially now that they have lost jobs, business incomes, maybe even family members. What's your advice to them? How can they live life?  Carlos: I apologize that this is going to sound preachy. Renew your relationship with God, I think that's the most important thing. Make worship a lifestyle. I think that's the most important thing. Renew your relationship with faith, with God, with heaven, with Jesus. I'm not going to preach. It stayed up to other things wrong and all that, but it just makes more sense when you know that there's something bigger than you. Everything just makes better sense when you know that there's something bigger than all of this, and there's nothing bigger than God. That's the beauty of it. That's my advice. I've fallen so many times in my life, and if I didn't have faith, I wouldn't be here. If I didn't have the love of my friends. If I didn't have the love of my family, if I didn't have the love of my God, I wouldn't be here, man. That's it for me. That's my biggest thing, I can give you - millions, millions and millions worth of business advice or consultancy and all that. But if you're asking me about life? Faith. Support the show (https://tribe.leadershipstack.com/)

Had a little SNAFU trying to load this episode yesterday. Here's the Recap of UFC250. We had not one but two highlight reel KO's on the same night! Who's was better? Cody or Sean? What is going on in the bantamweight division? Is Mcgregor really retiring?If you are enjoying the podcast please share it, subscribe, and like.Follow us.....Instagram - @damageplanathleticsTwitter - @damageplan_man @zack_partridgeWebsite- www.damageplanathletics.com

NEWS [34:27] Two Killed After Vintage Plane Crashes in Fredericksburg [37:28] LAFD Pilots Make Daring Mountain Rescue [40:48] Accident: Aeroflot B738 at Moscow on Nov 20th 2018, MAN strike FEEDBACK [43:41] Col Jeff - Lion Air & MCAS [1:09:38] George - Southern Airways Flight 242 [1:11:15] Sam - BEER! [1:13:25] Andrew - Re: KMSL feedback [1:18:33] Jimmy - Non Standard Traffic Pattern Info [1:21:58] RH and AG - Visual Approaches [1:36:49] Josh - Wow [1:45:36] G-Man - With a Hint on the Pronunciation of My Name :) [2:01:12] Plane Tales - A Four Star Conversation [2:22:36] Gordon - Biggles PT, Michael Dorn [2:27:27] Mike - Book and Video [2:29:57] Vernon - Epilogue to APG 345 PT - The Wave Scrapers [2:33:57] Texas Charlie - What is the Craziest Thing You've Done to Help Out a Customer? [2:39:25] Liz - Flybe Pilot Sacked for Fear of Flying Wins Unfair Dismissal Case [2:48:23] Sean - What's that smell? Where's Captain Al? VIDEO Audible.com Trial Membership Offer - Get your free audio book today! Give me your review in iTunes! I'm "airlinepilotguy" on Facebook, and "airlinepilotguy" on Twitter. feedback@airlinepilotguy.com airlinepilotguy.com ATC audio from http://LiveATC.net Intro/outro Music, Coffee Fund theme music by Geoff Smith thegeoffsmith.com Dr. Steph's intro music by Nevil Bounds Capt Nick's intro music by Kevin from Norway (aka Kevski) Doh De Oh by Kevin MacLeod is licensed under a Creative Commons Attribution license (https://creativecommons.org/licenses/by/4.0/) Source: http://incompetech.com/music/royalty-free/index.html?isrc=USUAN1100255 Artist: http://incompetech.com/ Copyright © AirlinePilotGuy 2018, All Rights Reserved Airline Pilot Guy Show by Jeff Nielsen is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License

ALERT! ALERT! Medical assistance required immediately! The Imaginauts are on a hunt to uncover a host of medical maladies, curiosities and oddities before the mysterious space plague dooms the ship. Will they uncover a cure or will they get grossed out a side-tracked? I think you can guess...How can you prove to a panel of judges, doctors and midwives you can perform (in the trouser department)? Men, why are you weak (in the trouser department)? How can an 'electric belt' help you (in the trouser department)? What would happen if someone hacked your nanites? How competent is a robot surgeon? How long can you live with your head cut-off? Are the Russians on the level? All these questions answered and more on The Imaginauts!In this episode:Sean - What's the strangest outdated medical procedure?Phil - Could we live forever?James - How long could you live with your head cut off?Got anything you want to say to us? Email babybeardmedia@gmail.comAlso, check us out on Twitter, Facebook & Instagram. 'Baby Beard Media' for all!

ALERT! ALERT! Medical assistance required immediately! The Imaginauts are on a hunt to uncover a host of medical maladies, curiosities and oddities before the mysterious space plague dooms the ship. Will they uncover a cure or will they get grossed out a side-tracked? I think you can guess...How can you prove to a panel of judges, doctors and midwives you can perform (in the trouser department)? Men, why are you weak (in the trouser department)? How can an 'electric belt' help you (in the trouser department)? What would happen if someone hacked your nanites? How competent is a robot surgeon? How long can you live with your head cut-off? Are the Russians on the level? All these questions answered and more on The Imaginauts!In this episode:Sean - What's the strangest outdated medical procedure?Phil - Could we live forever?James - How long could you live with your head cut off?Got anything you want to say to us? Email babybeardmedia@gmail.comAlso, check us out on Twitter, Facebook & Instagram. 'Baby Beard Media' for all!

Guest Speaker: Sean Galbraith, Principle and Owner of Galbraith & Associates • What is an urban planner and what does his company do? • Why do developers need to work with a professional like Sean? • What’s involved in putting together a development application? • How long does it usually take for a developer to put together and then build a project? • What is the OMB (Ontario Municipal Board)? • What changes are about to happen to the OMB and how Sean feels about them • What is the yellow belt? • How Sean feels about the City of Toronto making use of the available land we have. Is there too much or not enough density? • The impact of adding more density to our city • What Sean thinks we should be doing to create more affordable housing • Does Sean rent or own? what part of the city does he live in?

Going Linux 300 · Listener Feedback Aidan wants previews, Tony crashes, Will doubts Linux, Michael likes it light, Sean likes Puppy, Frank is unhappy and Angelo corrects some misinformation. Episode 300 Time Stamps 00:00 Going Linux 300 · Listener Feedback 01:06 Aidan: Window previews with Mutter 03:51 Tony: Flash crash 06:07 Will: Why now, go Linux? 13:17 Michael: What about Linux Lite 15:15 Sean: What no Puppy? 17:38 Frank: Unhappy with Mint and Ubuntu 25:34 Angelo: Misinformation about Assistive Technology 31:19 goinglinux.com, goinglinux@gmail.com, +1-904-468-7889, @goinglinux, feedback, listen, subscribe 32:31 End

Going Linux 300 · Listener Feedback Aidan wants previews, Tony crashes, Will doubts Linux, Michael likes it light, Sean likes Puppy, Frank is unhappy and Angelo corrects some misinformation. Episode 300 Time Stamps 00:00 Going Linux 300 · Listener Feedback 01:06 Aidan: Window previews with Mutter 03:51 Tony: Flash crash 06:07 Will: Why now, go Linux? 13:17 Michael: What about Linux Lite 15:15 Sean: What no Puppy? 17:38 Frank: Unhappy with Mint and Ubuntu 25:34 Angelo: Misinformation about Assistive Technology 31:19 goinglinux.com, goinglinux@gmail.com, +1-904-468-7889, @goinglinux, feedback, listen, subscribe 32:31 End

Trading Block: Earnings today before the bell Hess Corp. ConocoPhillips fell at least 6.1 percent. Banks retraced their best rally in more than a month Friday, with Bank of America Corp. down 3.1 percent. McDonalds Corp. gained after the fast-food giant earnings beat analysts forecasts as all-day breakfast helped fuel U.S. sales. The Fed begins a two-day meeting tomorrow. The probability of a rate increase this week has stayed low after the December liftoff, and chances of a March boost have fallen to one-in-four from even odds at the start of the year. Odd Block: Calls trade in Consumer Discretionary SPDR (XLY), and calls and puts trade in Patterson-UTI Energy, Inc. (PTEN) Mail Block: Listener questions and comments Question from Sean - What is the characteristic for trading options when the price nears even strike levels? Around the Block: Earnings! Tuesday - Apple Inc., AT&T, Procter & Gamble Wednesday - Facebook Thursday - Amazon, Electronic Arts, Ford Motor Company, Microsoft, Alibaba Group Holdings, Xerox Corporation Friday - Google