Podcast appearances and mentions of Simon Sinek

After visiting a witch, Jen shares her experience with Pete, and together, they noodle on the power of a reframe.Specifically, in this episode Jen and Pete talk about:What is the gift to be found out of some of our hardships?When is a gentler approach important to solve a problem? And a more firm approach?Why is important to seek help or feedback from a trusted mentor or colleague? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Pankaj Kumar: The Agile Team Split Between Seniors and Juniors Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "We have to focus not on individual tasks, but the team goals. Shared goals." - Pankaj Kumar   Pankaj describes a team that had all the ingredients for friction: senior people with deep experience, junior people who needed support, and a Sprint Goal that required everyone to move together. The weak signal showed up in the retrospective. The junior team members were quiet, and the seniors were implicitly treating mentoring as work that did not help them. Pankaj started with one-on-one conversations to understand what was behind the silence. Then he reframed mentoring around the team outcome. The senior people were not being asked to "lose time" helping juniors. They were being asked to build the capability the whole team needed to deliver. He also pointed out that learning flows both ways: junior team members often bring fresh technical knowledge that experienced people have not yet seen. By pairing senior and junior people on shared tasks, the team started to build trust, empathy, and confidence. The result was visible outside the team too. Stakeholders could see the difference in sprint reviews when the team showed up with more alignment.   In this segment, we talk about team dynamics, psychological safety, and mentoring.   Self-reflection Question: Where is your team still optimizing for individual tasks when the real need is a shared outcome? Featured Book of the Week: Straight from the Gut by Jack Welch Pankaj mentions several leadership books that shaped his thinking, including Start With Why by Simon Sinek, Leaders Eat Last by Simon Sinek, and Stay Hungry Stay Foolish by Rashmi Bansal. The one that stayed with him most was Straight from the Gut by Jack Welch. What connected the book to his Scrum Master work was the push against bureaucracy and the image of building a speedboat instead of a large, slow ship. For Pankaj, that linked directly to empowered teams, fast learning, and the Scrum Master responsibility to help people move from hierarchy into ownership.   [The Scrum Master Toolbox Podcast Recommends]

What does "killing it" actually look like behind the scenes? Because sometimes it's a huge stage and an incredible opportunity. And sometimes it's a soggy airport sandwich, a missed flight, or admitting that something just isn't working. In this episode, Erin sits down with speaker, author, and emotional intelligence expert Rich Bracken for a chat about the side of success we don't always talk about (or get to hear). They dig into why we're so quick to measure accomplishments but ignore how we actually feel, the power of being honest about failure, and why vulnerability matters more than maintaining the appearance that everything is fine. Rich also shares his "Theory of Why Not," the mindset that has led him to take some pretty wild chances throughout his career, and why meaningful progress usually comes from consistent effort rather than trying to knock it out of the park every single day. Here's what you'll hear: Why your feelings deserve as much attention as your metrics What the polished version of "killing it" leaves out How asking "Why not?" can lead to unexpected opportunities Why small, consistent effort is more powerful than perfection How vulnerability, curiosity, and genuine care make us better leaders Connect with Rich on LinkedIn Learn more at richbracken.com. Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Follow Erin on LinkedIn or Instagram Take our simple, fun and insightful "What's your workplace superhero name?" quiz Unleash your Authentic Superpower with Erin's book, You Do You-ish Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. Work with Us Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsuitable for younger audiences. Tweetable Comments "The feeling is data, too." "We all want to feel seen and heard and respected, so show that and you'll get it back." "If you put the other person first, everything else unfolds the way it should." "The best leaders I ever worked for or worked with were human beings. They were vulnerable, they were honest, and they cared." Editor's note: This transcript has been edited for clarity and length while preserving the substance and conversational tone of the original discussion. Erin Hatzikostas sits down with speaker, author, coach, and emotional intelligence expert Rich Bracken to talk about what success really looks like behind the scenes. They explore emotional intelligence, vulnerability, failure, leadership, consistent effort, Rich's "Theory of Why Not," and why some of the biggest opportunities in your career can start with simply being willing to take a chance. Success Is More Than a Metric Erin: I want to start by reading something from your book because this took my breath away. You wrote, "The most dangerous blind spot in change management isn't a missed metric. It's individual and group satisfaction. That's the left hook nobody sees coming. We get so obsessed with what we can measure that we stop paying attention to what we can't. The feeling is data, too." You talk about how we want everyone to believe everything is fine. We hit the number. It worked. We never heard no. Admitting that we came up short or something didn't work can feel like weakness, so we skip past it. We're much quicker to share our wins than our failures. And that instinct doesn't just apply to metrics. It applies to how we feel. We hide emotional shortcomings the same way we hide missed targets because vulnerability in either form feels like exposure. Rich: I think we need to chip away at this idea of perfection because, number one, it doesn't exist. Nobody is going to be perfect. Nothing is ever going to be perfect. The more people admit their failures, admit their shortcomings, or admit that something went wrong, the more honest we can be. I lost a contract the other day that was devastating to me. It was going to be huge for me. And the first thing I thought was, "I've got to talk to somebody about the failure." It's one thing to say everything is great and trucking along, but when those left hooks come, sometimes you need somebody to grab you and lift you off the ground. It's tough. Erin: I think this applies to people at every level of their careers. We get asked all these metric-driven questions. How many talks did you do? How much business did you bring in? What did you accomplish? My goal is two or three talks a month. That translates to around 30 talks a year, and I freaking love that. I don't necessarily want 100 talks a year. And when people ask how things are going, in general I'm like, "My life's fucking awesome." Not just because I'm hitting a number. My life in totality is great. We spend so much time talking about how many. Maybe we need to talk more about how it actually feels. What "Killing It" Really Looks Like Erin: Let's talk about "killing it," because when we met, we immediately started laughing about what people think success looks like versus what it actually looks like. What's an example of "killing it" for you? Rich: There are so many. If killing it looks like sorting through which airport sandwich is the least soggy because everything else is closed and I've missed three flights, then yes, I'm killing it. Does killing it look like sitting in front of my computer cursing because I can't find the last version of a presentation I worked on? Is killing it putting your PowerPoint into Google only to have your client download it and suddenly the font looks like Wingdings? That's the part people don't see. I love what I do. I wouldn't trade it for the world. But I think the closest comparison to a professional speaker's life is a touring musician. It's exhausting. You're traveling constantly. You're dealing with airports, weather, schedules, flights, hotels, and all of these things happening around the glamorous part people see. Erin: The facade is cool, though. Rich: Absolutely. And sometimes it really is cool. I'm about to speak in front of nearly 10,000 people. I have custom lighting. I have a walk-up video. There are going to be glow sticks, music, singing, dancing. It's going to look like I'm a rock star. But somebody asked me, "What are you going to do for the rest of the day?" I said, "I'm going back to my room, curling up in a ball, and not talking to anyone." That's what killing it looks like too. I know I'll walk off that stage on cloud nine, but I'll also be completely empty. I'll need to refuel. Erin: I have plenty of those stories too. Killing it was somebody reaching out to ask me to endorse a book, and then realizing they had confused me with the author of a completely different book. Killing it was getting what I thought was fan mail asking for my autograph six months after starting the podcast, then realizing somebody was probably trying to get my signature for fraud. Killing it was putting together footage for my speaker reel and discovering you could see my underwear when I turned around onstage. That's the behind-the-scenes version. Small Steps Can Change Your Entire Life Erin: One of the foundational stories in your life is losing more than 100 pounds. Tell us about that. Rich: I was a rail-thin kid and played sports year-round. Then I was diagnosed with exercise-induced asthma. I'm my parents' only child, so my mom basically said, "Stay inside, eat whatever you want, and play video games." I went from being outside constantly to being inside constantly, and I started putting on weight. By middle school I was the heavier kid, and I got teased quite a bit. Football became a saving grace because being bigger suddenly gave me an identity. I was an offensive lineman. I was the protector. I opened opportunities for the running backs and helped keep my friends safe. I eventually played a year of college football. Then I quit, and that identity disappeared. The eating habits stayed, but the workout habits went away. I got up to about 260 pounds. I fell into this really low self-esteem mindset. I didn't like what I saw in the mirror. I was miserable. Erin: Was there a specific moment that made you decide to change? Rich: It sounds silly, but I got tired of pulling my shirt away from my body. I was constantly adjusting it because I was afraid of my body showing. I was exhausted. I didn't have energy. I was depressed. I didn't want to do anything. I wasn't social. I finally had my diet analyzed, and everything was off the charts. Cholesterol, calories, fat, everything. My health instructor gave me something incredibly simple. He told me to replace certain foods with better options, eliminate fast food and carbonated drinks, and walk one mile a day. That was it. I didn't need to change everything overnight. I didn't need three hours of cardio or two hours in the gym. I just needed to do something small and see progress. Eventually I went from a 40-inch waist to trying on a pair of 34-inch pants in an Old Navy dressing room and screaming because they actually fit. Those moments taught me that I could change something huge by consistently doing small things. It transformed my life because I started to believe I could take on other things too. The Theory of Why Not Erin: That leads really naturally into something you call your "Theory of Why Not." What is it? Rich: I tell people all the time that I have the most ridiculous life résumé of anybody I've ever met. The things I've done, the people I've met, the situations I've put myself in, all of those experiences come back to the theory of why not. Why not give it a shot? Why not me? Why not try it? The worst you're going to hear is no. I don't ever want to die with all these ideas that might have been great, but I never acted on them. So many people are afraid to try because the possibility of failure exists. They don't want to say, "I want to do this thing," because what if it doesn't work? The Theory of Why Not is about getting out of your own head and getting out of your own way. I've been on several game shows. I've also missed several other ones because I took a chance on them and didn't get picked. I've had speaking opportunities, business opportunities, media opportunities, and all kinds of experiences. The ones people see are great. What we don't talk about are the dozens that didn't happen. The dozens of no's. The dozens of, "You're nice, but..." Those are the things we're terrified of. But I can say I've lived a very full life. If I went away tomorrow, I went for it. If you continually talk yourself out of opportunities, dreams, lofty goals, or ridiculous ideas, you'll never know what could have happened. Sometimes you have to ask, "Why not? What's the worst that could happen?" Taking a Chance With a Mix CD Erin: What's an early example of you living this way? Rich: When I was in graduate school, I had the opportunity to study in England. I was also DJing, and one of the top radio stations in the country happened to be about two blocks from where I lived. For those of you under 40, brace yourself. I took my mix CD to the radio station. I basically said, "I've loved the English music scene for years. It's one of the reasons I'm a DJ. I just want to know what you think. Am I any good? How do I stack up?" I told them, "If you hate it and never want to talk to me again, that's fine. At least I took the shot." Three days later, the station's marketing manager called me. She said, "You told me you have half-day Fridays and a rail pass, right?" I said yes. She said, "Great. We've booked you for six opening slots at different clubs around the country, opening for some huge DJs." All because I walked in and handed somebody a CD. I wasn't expecting that. I just wanted feedback. If I had never raised my hand, I never would have known. Some of the coolest things I've ever gotten to do happened because I was willing to take that kind of chance. Opening for Avicii and Going on Game Shows Rich: Another great example was auditioning to open for Avicii when he was one of the biggest DJs in the world. I was competing against people who were DJing regularly. I had a corporate job and was DJing on the side for fun. But I believed in my style. I believed in my energy. I believed I could earn that spot. So I auditioned. I got picked. I ended up opening for Avicii in Kansas City in front of thousands of people. It was phenomenal. That same mindset has led me to game shows, television, speaking, and writing a book. I was on $100,000 Pyramid. My partner was Von Miller, who had just won the Super Bowl and was the Super Bowl MVP. Usher was also there. He was a terrible game show teammate. Erin: Was he? Rich: Terrible. I was also on a reality show on ESPN, and I competed to host another television show. I made it to the final four and didn't get the job. But it was still an incredible experience. My ridiculous dream job is to host The Price Is Right someday. And the funny part is, because of one of the shows I was on, I'm now one degree of separation from that job. That alone is the Theory of Why Not. Erin: You're making me think I need to go on a game show. Rich: Why not? The Biggest Lesson Rich Learned From Being a DJ Erin: You DJed for a long time. Now you speak and coach executives, speakers, and professional athletes. What did being a DJ teach you that translates into what you do now? Rich: Two things. The first is self-awareness and self-confidence. People think DJing is just standing there pushing buttons and playing music, but there's an art to it. You're exposing yourself creatively. And if something goes wrong with the music, sound, or song choice, you can't hide. You're the person standing there controlling everything. Confidence, self-awareness, and believing in what you're creating matter. The second lesson is that it's not about you. One of my favorite pieces of advice is, "You're not more important than coffee." If an event has to choose between having coffee or having a keynote speaker, you're probably gone. They're picking coffee. Erin: They're definitely picking coffee. Rich: But the bigger point is this: whether you're a speaker, leader, salesperson, attorney, professional service provider, or anyone else, if you put the other person first, everything else unfolds the way it should. I've seen speakers go onstage and make the entire thing about themselves, their show, and their ego. It bombs. When somebody gets up there to truly engage the audience, help them, and serve them, people feel it. The same thing happens with DJs. And the same thing happens if you're pitching a client or running a team meeting. That's an audience too. If you show up with confidence in what you're doing, but your number-one priority is helping the people in front of you, that energy speaks for itself. You'll build better relationships and connect with people differently. Every Meeting Is a Stage Erin: That translates directly to people in traditional corporate roles too. You can walk into a board meeting, staff meeting, presentation, or one-on-one and feel that same stage fright. You start believing perfection is the game. But even if you're the person leading the meeting or walking everyone through the PowerPoint, it's not about you. How do you make the other people feel? How do you make sure they're engaged? Rich: Exactly. And it's hard to fake. People need to spend time off the stage thinking about what they do, why they do it, and how they help people. Your "stage" could be a boardroom. It could be a speaker stage. It could be a DJ booth. It could be whatever auditorium your profession puts you in. When you're serving people and helping people, you make them feel good, but you also feel better because there's meaning behind what you're doing. Behind the Successful Face Erin: You've coached CEOs, speakers, professional athletes, and even celebrities. What trips people up behind closed doors that might surprise us? Rich: Deep down, we're all a little insecure. We all second-guess ourselves. We all deal with some level of, "I don't know. I'm not sure. Why me? Can I do this?" People put their successful face on for the world, and we forget they're human. People get hurt. They fail. They get scared. I'll coach somebody who looks incredibly successful from the outside, and then behind the scenes they'll say, "I don't know," or, "I tried this and it didn't work, and it really hurt." I think one of the reasons I connect with people is that I treat everybody like a human being I care about. When you do that, you connect differently. When a relationship is transactional and you're clearly after something, people can smell it like a shark smells blood in the water. Serve people first. Reach out genuinely. Ask questions that show you actually give a damn about who they are as people. We all want to feel seen and heard and respected, so show that and you'll get it back. Consistency Beats Trying to Knock It Out of the Park Erin: You've kept the weight off for 27 years, so obviously consistency has been a huge part of your life. What do people misunderstand about consistent effort? Rich: We have this idea that every time we do something it has to be some knock-it-out-of-the-park experience. That's not accurate. Let's say you want to get back into working out. If you go stretch for three minutes, that's something. If you do a one-minute plank, that's something. If you walk for five minutes, that's success. That is consistency of effort. There are days I feel great. I'm working out, I'm listening to music, and everything clicks. There are other days when the last effing thing I want to do is lift a weight. If I do 10 minutes on one of those days, I can call it a success. At my level of energy and care in that moment, doing something is a win. I don't slay every workout. Sometimes I get up intending to work out and realize I'm not going to do it well. So instead of beating myself up, I shift my mindset and say, "Today I'm going to deal with whatever garbage is holding me back, and tomorrow I'm going to show up better." Erin: I think the other part of consistency is choosing the thing you're actually likely to do. People ask, "Should I ride a bike? Should I run? Should I walk? Should I lift weights?" Pick the thing you're most likely to keep doing. I was just talking to my son, who is trying to grow his speaking platform. He said he needed to figure out the marketing stuff. I gave him a bunch of options and then told him, "You have to pick the thing that actually excites you." All of these things can work, and all of them can fail. Pick the thing you're most likely to consistently do. The same applies to leadership. Leadership can feel like you're supposed to read 72 books and do 80 things every day. What if you picked one thing you were going to consistently do instead? The Best Leaders Are Still Human Rich: As people move up in organizations and take on more responsibility, they often become more visible, more guarded, and more concerned about the impact of their decisions. At the same time, there are so many corporate experts and thought leaders telling people how they're supposed to lead that we start thinking we need to show up like Simon Sinek, Mel Robbins, or somebody else every day. The best leaders I ever worked for or worked with were human beings. They were vulnerable. They were honest. And they cared. I've worked for great bosses, and I've worked for dumpster-fire bosses. The stark difference is that the great ones cared and stayed human. Read the books. Listen to the podcasts. Go to the seminars. But don't lose track of why you're doing what you're doing or what makes it meaningful and fun for you. Erin: I've joked that from a traditional Leadership 101 perspective, I'm probably a B-minus. I'm not a great planner. I might walk into a meeting without an agenda. I don't always package feedback perfectly. But I always felt like authenticity was this trump card. It didn't wipe away every mistake, but if you can set aside your ego, be honest, show humility, and genuinely care about people, that covers a lot. Being Good at the Job Does Not Automatically Make You a Good Leader Rich: One mistake organizations make is assuming, "This person is really good at the thing, so we should make them the leader of the thing." You're a great salesperson, so we make you a regional sales director. You're a great marketer, so we make you the chief marketing officer. That doesn't automatically mean you're going to be a great leader. Sometimes people don't even want the leadership job, but they feel guilty saying no because it comes with more money, credibility, or status. Organizations need to become better at identifying who actually wants to lead and who has the potential to do it well. And once you become a leader, the job changes. If you're a regional director of sales, you aren't primarily selling anymore. You're guiding and coaching other people to become better salespeople. It's literally a people job, not a thing job. I coached somebody once who kept saying, "I don't understand why they don't do this. I don't understand why they complain about that." And I said, "Ask them." Ask them why they're not motivated. Ask them what they need. You're their coach. The coach of a football team isn't running onto the field and playing with the seventh graders. The coach prepares them to play. That's what leaders do. It's about serving your people. And you have to remember that what worked for you may not work for everybody. Different people require different communication, different motivation, and different support. As a leader, you need to ask questions, become more socially aware, develop trust, and understand the nuance of each person on your team. When "Why Not?" Means Trusting Your Judgment Erin: We ask every guest about their "Buck That" moment. What's a time when you went against what was expected, felt a little uncomfortable doing it, but good things happened because of it? Rich: I was working at a law firm doing business development, and one of the attorneys and I identified a huge business opportunity. It was going to require some extra work and a little thinking outside the box, but we mapped out a path to make it happen. I went to my CMO and explained the idea. She said, "Absolutely not." She didn't ask a single question. Not, "Tell me more." Not, "What could we gain?" Not, "What would this take?" Just no. I was pissed because I felt like the idea had been dismissed without any curiosity. Now, I'll do crazy things and take chances, but I'm also calculated about it. I'm not reckless. I had really thought through this opportunity, and I believed it would work. So I did it anyway. I recruited a few people who were willing to help me after hours. We got the project finished ahead of the deadline and launched it. Eventually my CMO appeared in my doorway holding a printed copy of the email announcing the initiative I had been told not to do. She said, "What is this?" On the outside I was very apologetic. On the inside, I was thinking, "Ha." She was absolutely livid. But two things happened. The attorney I partnered with ended up getting national recognition in The Wall Street Journal and Bloomberg and became a recognized expert on the subject. Later, after I had left the firm, he called me. He had just signed the biggest deal in the firm's history. He told me, "I just want to thank you for sticking your neck out. You believed in me and you believed in this project." I'll never forget that. I'm not advocating complete rebellion. But sometimes you have to trust yourself enough to recognize that you've thought something through and you know what the right move is. Sometimes you need to do what's right for the business, but do it your way. Make Work Suck Less by Finding a Way to Have Fun Erin: Last question. What's one thing people can do to make work suck less? Rich: Find a way to have fun. Even if you're sitting there thinking, "I'm an accountant. How?" One of the things I do with audiences is build playlists together. Everybody scans a QR code and submits a song that makes them happy. The playlists are hilarious and amazing. Then I send the playlist back to the company and tell everybody to keep the link. When you need five minutes of happiness, five minutes of energy, or five minutes to shift your mood, go to the playlist and pick a song. It may not even be your song, but somebody you work with chose it because it makes them happy. Try something new. Take five minutes. Have the ridiculous singing and dancing party in your office or cubicle if that's what makes the day better. There is always a way to have more fun. You just have to figure out what that looks like for you. Erin: Why not? Rich: Exactly. Why not?

What does "killing it" actually look like behind the scenes? Because sometimes it's a huge stage and an incredible opportunity. And sometimes it's a soggy airport sandwich, a missed flight, or admitting that something just isn't working. In this episode, Erin sits down with speaker, author, and emotional intelligence expert Rich Bracken for a chat about the side of success we don't always talk about (or get to hear). They dig into why we're so quick to measure accomplishments but ignore how we actually feel, the power of being honest about failure, and why vulnerability matters more than maintaining the appearance that everything is fine. Rich also shares his "Theory of Why Not," the mindset that has led him to take some pretty wild chances throughout his career, and why meaningful progress usually comes from consistent effort rather than trying to knock it out of the park every single day. Here's what you'll hear: Why your feelings deserve as much attention as your metrics What the polished version of "killing it" leaves out How asking "Why not?" can lead to unexpected opportunities Why small, consistent effort is more powerful than perfection How vulnerability, curiosity, and genuine care make us better leaders Connect with Rich on LinkedIn Learn more at richbracken.com. Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Follow Erin on LinkedIn or Instagram Take our simple, fun and insightful "What's your workplace superhero name?" quiz Unleash your Authentic Superpower with Erin's book, You Do You-ish Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. Work with Us Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsuitable for younger audiences. Tweetable Comments "The feeling is data, too." "We all want to feel seen and heard and respected, so show that and you'll get it back." "If you put the other person first, everything else unfolds the way it should." "The best leaders I ever worked for or worked with were human beings. They were vulnerable, they were honest, and they cared." Editor's note: This transcript has been edited for clarity and length while preserving the substance and conversational tone of the original discussion. Erin Hatzikostas sits down with speaker, author, coach, and emotional intelligence expert Rich Bracken to talk about what success really looks like behind the scenes. They explore emotional intelligence, vulnerability, failure, leadership, consistent effort, Rich's "Theory of Why Not," and why some of the biggest opportunities in your career can start with simply being willing to take a chance. Success Is More Than a Metric Erin: I want to start by reading something from your book because this took my breath away. You wrote, "The most dangerous blind spot in change management isn't a missed metric. It's individual and group satisfaction. That's the left hook nobody sees coming. We get so obsessed with what we can measure that we stop paying attention to what we can't. The feeling is data, too." You talk about how we want everyone to believe everything is fine. We hit the number. It worked. We never heard no. Admitting that we came up short or something didn't work can feel like weakness, so we skip past it. We're much quicker to share our wins than our failures. And that instinct doesn't just apply to metrics. It applies to how we feel. We hide emotional shortcomings the same way we hide missed targets because vulnerability in either form feels like exposure. Rich: I think we need to chip away at this idea of perfection because, number one, it doesn't exist. Nobody is going to be perfect. Nothing is ever going to be perfect. The more people admit their failures, admit their shortcomings, or admit that something went wrong, the more honest we can be. I lost a contract the other day that was devastating to me. It was going to be huge for me. And the first thing I thought was, "I've got to talk to somebody about the failure." It's one thing to say everything is great and trucking along, but when those left hooks come, sometimes you need somebody to grab you and lift you off the ground. It's tough. Erin: I think this applies to people at every level of their careers. We get asked all these metric-driven questions. How many talks did you do? How much business did you bring in? What did you accomplish? My goal is two or three talks a month. That translates to around 30 talks a year, and I freaking love that. I don't necessarily want 100 talks a year. And when people ask how things are going, in general I'm like, "My life's fucking awesome." Not just because I'm hitting a number. My life in totality is great. We spend so much time talking about how many. Maybe we need to talk more about how it actually feels. What "Killing It" Really Looks Like Erin: Let's talk about "killing it," because when we met, we immediately started laughing about what people think success looks like versus what it actually looks like. What's an example of "killing it" for you? Rich: There are so many. If killing it looks like sorting through which airport sandwich is the least soggy because everything else is closed and I've missed three flights, then yes, I'm killing it. Does killing it look like sitting in front of my computer cursing because I can't find the last version of a presentation I worked on? Is killing it putting your PowerPoint into Google only to have your client download it and suddenly the font looks like Wingdings? That's the part people don't see. I love what I do. I wouldn't trade it for the world. But I think the closest comparison to a professional speaker's life is a touring musician. It's exhausting. You're traveling constantly. You're dealing with airports, weather, schedules, flights, hotels, and all of these things happening around the glamorous part people see. Erin: The facade is cool, though. Rich: Absolutely. And sometimes it really is cool. I'm about to speak in front of nearly 10,000 people. I have custom lighting. I have a walk-up video. There are going to be glow sticks, music, singing, dancing. It's going to look like I'm a rock star. But somebody asked me, "What are you going to do for the rest of the day?" I said, "I'm going back to my room, curling up in a ball, and not talking to anyone." That's what killing it looks like too. I know I'll walk off that stage on cloud nine, but I'll also be completely empty. I'll need to refuel. Erin: I have plenty of those stories too. Killing it was somebody reaching out to ask me to endorse a book, and then realizing they had confused me with the author of a completely different book. Killing it was getting what I thought was fan mail asking for my autograph six months after starting the podcast, then realizing somebody was probably trying to get my signature for fraud. Killing it was putting together footage for my speaker reel and discovering you could see my underwear when I turned around onstage. That's the behind-the-scenes version. Small Steps Can Change Your Entire Life Erin: One of the foundational stories in your life is losing more than 100 pounds. Tell us about that. Rich: I was a rail-thin kid and played sports year-round. Then I was diagnosed with exercise-induced asthma. I'm my parents' only child, so my mom basically said, "Stay inside, eat whatever you want, and play video games." I went from being outside constantly to being inside constantly, and I started putting on weight. By middle school I was the heavier kid, and I got teased quite a bit. Football became a saving grace because being bigger suddenly gave me an identity. I was an offensive lineman. I was the protector. I opened opportunities for the running backs and helped keep my friends safe. I eventually played a year of college football. Then I quit, and that identity disappeared. The eating habits stayed, but the workout habits went away. I got up to about 260 pounds. I fell into this really low self-esteem mindset. I didn't like what I saw in the mirror. I was miserable. Erin: Was there a specific moment that made you decide to change? Rich: It sounds silly, but I got tired of pulling my shirt away from my body. I was constantly adjusting it because I was afraid of my body showing. I was exhausted. I didn't have energy. I was depressed. I didn't want to do anything. I wasn't social. I finally had my diet analyzed, and everything was off the charts. Cholesterol, calories, fat, everything. My health instructor gave me something incredibly simple. He told me to replace certain foods with better options, eliminate fast food and carbonated drinks, and walk one mile a day. That was it. I didn't need to change everything overnight. I didn't need three hours of cardio or two hours in the gym. I just needed to do something small and see progress. Eventually I went from a 40-inch waist to trying on a pair of 34-inch pants in an Old Navy dressing room and screaming because they actually fit. Those moments taught me that I could change something huge by consistently doing small things. It transformed my life because I started to believe I could take on other things too. The Theory of Why Not Erin: That leads really naturally into something you call your "Theory of Why Not." What is it? Rich: I tell people all the time that I have the most ridiculous life résumé of anybody I've ever met. The things I've done, the people I've met, the situations I've put myself in, all of those experiences come back to the theory of why not. Why not give it a shot? Why not me? Why not try it? The worst you're going to hear is no. I don't ever want to die with all these ideas that might have been great, but I never acted on them. So many people are afraid to try because the possibility of failure exists. They don't want to say, "I want to do this thing," because what if it doesn't work? The Theory of Why Not is about getting out of your own head and getting out of your own way. I've been on several game shows. I've also missed several other ones because I took a chance on them and didn't get picked. I've had speaking opportunities, business opportunities, media opportunities, and all kinds of experiences. The ones people see are great. What we don't talk about are the dozens that didn't happen. The dozens of no's. The dozens of, "You're nice, but..." Those are the things we're terrified of. But I can say I've lived a very full life. If I went away tomorrow, I went for it. If you continually talk yourself out of opportunities, dreams, lofty goals, or ridiculous ideas, you'll never know what could have happened. Sometimes you have to ask, "Why not? What's the worst that could happen?" Taking a Chance With a Mix CD Erin: What's an early example of you living this way? Rich: When I was in graduate school, I had the opportunity to study in England. I was also DJing, and one of the top radio stations in the country happened to be about two blocks from where I lived. For those of you under 40, brace yourself. I took my mix CD to the radio station. I basically said, "I've loved the English music scene for years. It's one of the reasons I'm a DJ. I just want to know what you think. Am I any good? How do I stack up?" I told them, "If you hate it and never want to talk to me again, that's fine. At least I took the shot." Three days later, the station's marketing manager called me. She said, "You told me you have half-day Fridays and a rail pass, right?" I said yes. She said, "Great. We've booked you for six opening slots at different clubs around the country, opening for some huge DJs." All because I walked in and handed somebody a CD. I wasn't expecting that. I just wanted feedback. If I had never raised my hand, I never would have known. Some of the coolest things I've ever gotten to do happened because I was willing to take that kind of chance. Opening for Avicii and Going on Game Shows Rich: Another great example was auditioning to open for Avicii when he was one of the biggest DJs in the world. I was competing against people who were DJing regularly. I had a corporate job and was DJing on the side for fun. But I believed in my style. I believed in my energy. I believed I could earn that spot. So I auditioned. I got picked. I ended up opening for Avicii in Kansas City in front of thousands of people. It was phenomenal. That same mindset has led me to game shows, television, speaking, and writing a book. I was on $100,000 Pyramid. My partner was Von Miller, who had just won the Super Bowl and was the Super Bowl MVP. Usher was also there. He was a terrible game show teammate. Erin: Was he? Rich: Terrible. I was also on a reality show on ESPN, and I competed to host another television show. I made it to the final four and didn't get the job. But it was still an incredible experience. My ridiculous dream job is to host The Price Is Right someday. And the funny part is, because of one of the shows I was on, I'm now one degree of separation from that job. That alone is the Theory of Why Not. Erin: You're making me think I need to go on a game show. Rich: Why not? The Biggest Lesson Rich Learned From Being a DJ Erin: You DJed for a long time. Now you speak and coach executives, speakers, and professional athletes. What did being a DJ teach you that translates into what you do now? Rich: Two things. The first is self-awareness and self-confidence. People think DJing is just standing there pushing buttons and playing music, but there's an art to it. You're exposing yourself creatively. And if something goes wrong with the music, sound, or song choice, you can't hide. You're the person standing there controlling everything. Confidence, self-awareness, and believing in what you're creating matter. The second lesson is that it's not about you. One of my favorite pieces of advice is, "You're not more important than coffee." If an event has to choose between having coffee or having a keynote speaker, you're probably gone. They're picking coffee. Erin: They're definitely picking coffee. Rich: But the bigger point is this: whether you're a speaker, leader, salesperson, attorney, professional service provider, or anyone else, if you put the other person first, everything else unfolds the way it should. I've seen speakers go onstage and make the entire thing about themselves, their show, and their ego. It bombs. When somebody gets up there to truly engage the audience, help them, and serve them, people feel it. The same thing happens with DJs. And the same thing happens if you're pitching a client or running a team meeting. That's an audience too. If you show up with confidence in what you're doing, but your number-one priority is helping the people in front of you, that energy speaks for itself. You'll build better relationships and connect with people differently. Every Meeting Is a Stage Erin: That translates directly to people in traditional corporate roles too. You can walk into a board meeting, staff meeting, presentation, or one-on-one and feel that same stage fright. You start believing perfection is the game. But even if you're the person leading the meeting or walking everyone through the PowerPoint, it's not about you. How do you make the other people feel? How do you make sure they're engaged? Rich: Exactly. And it's hard to fake. People need to spend time off the stage thinking about what they do, why they do it, and how they help people. Your "stage" could be a boardroom. It could be a speaker stage. It could be a DJ booth. It could be whatever auditorium your profession puts you in. When you're serving people and helping people, you make them feel good, but you also feel better because there's meaning behind what you're doing. Behind the Successful Face Erin: You've coached CEOs, speakers, professional athletes, and even celebrities. What trips people up behind closed doors that might surprise us? Rich: Deep down, we're all a little insecure. We all second-guess ourselves. We all deal with some level of, "I don't know. I'm not sure. Why me? Can I do this?" People put their successful face on for the world, and we forget they're human. People get hurt. They fail. They get scared. I'll coach somebody who looks incredibly successful from the outside, and then behind the scenes they'll say, "I don't know," or, "I tried this and it didn't work, and it really hurt." I think one of the reasons I connect with people is that I treat everybody like a human being I care about. When you do that, you connect differently. When a relationship is transactional and you're clearly after something, people can smell it like a shark smells blood in the water. Serve people first. Reach out genuinely. Ask questions that show you actually give a damn about who they are as people. We all want to feel seen and heard and respected, so show that and you'll get it back. Consistency Beats Trying to Knock It Out of the Park Erin: You've kept the weight off for 27 years, so obviously consistency has been a huge part of your life. What do people misunderstand about consistent effort? Rich: We have this idea that every time we do something it has to be some knock-it-out-of-the-park experience. That's not accurate. Let's say you want to get back into working out. If you go stretch for three minutes, that's something. If you do a one-minute plank, that's something. If you walk for five minutes, that's success. That is consistency of effort. There are days I feel great. I'm working out, I'm listening to music, and everything clicks. There are other days when the last effing thing I want to do is lift a weight. If I do 10 minutes on one of those days, I can call it a success. At my level of energy and care in that moment, doing something is a win. I don't slay every workout. Sometimes I get up intending to work out and realize I'm not going to do it well. So instead of beating myself up, I shift my mindset and say, "Today I'm going to deal with whatever garbage is holding me back, and tomorrow I'm going to show up better." Erin: I think the other part of consistency is choosing the thing you're actually likely to do. People ask, "Should I ride a bike? Should I run? Should I walk? Should I lift weights?" Pick the thing you're most likely to keep doing. I was just talking to my son, who is trying to grow his speaking platform. He said he needed to figure out the marketing stuff. I gave him a bunch of options and then told him, "You have to pick the thing that actually excites you." All of these things can work, and all of them can fail. Pick the thing you're most likely to consistently do. The same applies to leadership. Leadership can feel like you're supposed to read 72 books and do 80 things every day. What if you picked one thing you were going to consistently do instead? The Best Leaders Are Still Human Rich: As people move up in organizations and take on more responsibility, they often become more visible, more guarded, and more concerned about the impact of their decisions. At the same time, there are so many corporate experts and thought leaders telling people how they're supposed to lead that we start thinking we need to show up like Simon Sinek, Mel Robbins, or somebody else every day. The best leaders I ever worked for or worked with were human beings. They were vulnerable. They were honest. And they cared. I've worked for great bosses, and I've worked for dumpster-fire bosses. The stark difference is that the great ones cared and stayed human. Read the books. Listen to the podcasts. Go to the seminars. But don't lose track of why you're doing what you're doing or what makes it meaningful and fun for you. Erin: I've joked that from a traditional Leadership 101 perspective, I'm probably a B-minus. I'm not a great planner. I might walk into a meeting without an agenda. I don't always package feedback perfectly. But I always felt like authenticity was this trump card. It didn't wipe away every mistake, but if you can set aside your ego, be honest, show humility, and genuinely care about people, that covers a lot. Being Good at the Job Does Not Automatically Make You a Good Leader Rich: One mistake organizations make is assuming, "This person is really good at the thing, so we should make them the leader of the thing." You're a great salesperson, so we make you a regional sales director. You're a great marketer, so we make you the chief marketing officer. That doesn't automatically mean you're going to be a great leader. Sometimes people don't even want the leadership job, but they feel guilty saying no because it comes with more money, credibility, or status. Organizations need to become better at identifying who actually wants to lead and who has the potential to do it well. And once you become a leader, the job changes. If you're a regional director of sales, you aren't primarily selling anymore. You're guiding and coaching other people to become better salespeople. It's literally a people job, not a thing job. I coached somebody once who kept saying, "I don't understand why they don't do this. I don't understand why they complain about that." And I said, "Ask them." Ask them why they're not motivated. Ask them what they need. You're their coach. The coach of a football team isn't running onto the field and playing with the seventh graders. The coach prepares them to play. That's what leaders do. It's about serving your people. And you have to remember that what worked for you may not work for everybody. Different people require different communication, different motivation, and different support. As a leader, you need to ask questions, become more socially aware, develop trust, and understand the nuance of each person on your team. When "Why Not?" Means Trusting Your Judgment Erin: We ask every guest about their "Buck That" moment. What's a time when you went against what was expected, felt a little uncomfortable doing it, but good things happened because of it? Rich: I was working at a law firm doing business development, and one of the attorneys and I identified a huge business opportunity. It was going to require some extra work and a little thinking outside the box, but we mapped out a path to make it happen. I went to my CMO and explained the idea. She said, "Absolutely not." She didn't ask a single question. Not, "Tell me more." Not, "What could we gain?" Not, "What would this take?" Just no. I was pissed because I felt like the idea had been dismissed without any curiosity. Now, I'll do crazy things and take chances, but I'm also calculated about it. I'm not reckless. I had really thought through this opportunity, and I believed it would work. So I did it anyway. I recruited a few people who were willing to help me after hours. We got the project finished ahead of the deadline and launched it. Eventually my CMO appeared in my doorway holding a printed copy of the email announcing the initiative I had been told not to do. She said, "What is this?" On the outside I was very apologetic. On the inside, I was thinking, "Ha." She was absolutely livid. But two things happened. The attorney I partnered with ended up getting national recognition in The Wall Street Journal and Bloomberg and became a recognized expert on the subject. Later, after I had left the firm, he called me. He had just signed the biggest deal in the firm's history. He told me, "I just want to thank you for sticking your neck out. You believed in me and you believed in this project." I'll never forget that. I'm not advocating complete rebellion. But sometimes you have to trust yourself enough to recognize that you've thought something through and you know what the right move is. Sometimes you need to do what's right for the business, but do it your way. Make Work Suck Less by Finding a Way to Have Fun Erin: Last question. What's one thing people can do to make work suck less? Rich: Find a way to have fun. Even if you're sitting there thinking, "I'm an accountant. How?" One of the things I do with audiences is build playlists together. Everybody scans a QR code and submits a song that makes them happy. The playlists are hilarious and amazing. Then I send the playlist back to the company and tell everybody to keep the link. When you need five minutes of happiness, five minutes of energy, or five minutes to shift your mood, go to the playlist and pick a song. It may not even be your song, but somebody you work with chose it because it makes them happy. Try something new. Take five minutes. Have the ridiculous singing and dancing party in your office or cubicle if that's what makes the day better. There is always a way to have more fun. You just have to figure out what that looks like for you. Erin: Why not? Rich: Exactly. Why not?

To watch a video version of this podcast, click here: https://youtu.be/bMFQ70dvop0 In this episode, Reuben Saltzman welcomes longtime guest Eric Houseman as a co-host and takes a closer look at Eric's career journey and leadership experience. Eric shares lessons from his time at Home Depot, Discount Tire, and Structure Tech, including why taking care of employees leads to better client experiences and how treating people with dignity and respect can make a difference in challenging situations.Eric also discusses how his leadership style has evolved, emphasizing autonomy, problem-solving, learning from mistakes, and avoiding micromanagement. He shares some of his life outside of work, including his love for outdoor activities, community theater, family, faith, and disc golf, before wrapping up with details about Inspector Empire Builder's upcoming Rapid Gain Training.Here's the link to Inspector Empire Builder: https://www.iebcoaching.com/eventsTakeawaysTake care of employees so they can take care of clients.Give employees the tools and autonomy they need to succeed.Treat people with dignity and respect.Don't take difficult customer interactions personally.Focus on solving problems instead of becoming defensive.Avoid micromanaging your team.Encourage employees to bring solutions, not just problems.Allow people to make mistakes and learn from them.Failure is part of trying new things and improving.Trust employees to use good judgment.Lead people the way you would want to be led.Leaders Eat Last by Simon Sinek is a valuable leadership resource.Life and identity should extend beyond your career.Personal interests and relationships are important outside of work.Chapters00:01 Introducing Eric Houseman as Co-Host01:53 Eric's Role as Service Manager at Structure Tech02:51 Trying New Things and Learning From Failure03:16 Eric's Career Background04:06 Starting at Home Depot06:17 Moving Into Leadership at Home Depot08:00 Career at Ultimate Electronics and Discount Tire09:02 Leaving Discount Tire and Finding Home Inspection10:11 Shadowing a Home Inspection10:40 Joining Structure Tech10:56 Leadership Lessons From Discount Tire11:31 Taking Care of Employees First13:38 Working Through High-Pressure Environments15:46 Handling Difficult Customer Situations17:01 How Eric's Leadership Style Has Changed17:55 Autonomy vs. Micromanagement18:23 Encouraging Employees to Bring Solutions19:39 Using Good Judgment in Home Inspections20:46 Eric's Recommended Leadership Book22:26 Life and Identity Outside of Work24:31 Looking Beyond Career and Profession25:30 Eric's Outdoor Interests26:00 Discovering a Love for Community Theater27:55 Returning to the Stage28:47 Family, Faith, and Disc Golf29:41 Inspector Empire Builder Rapid Gain Training31:03 Tessa Update and Closing

Get AudioBooks for FreeBest Self-improvement MotivationSimon Sinek's Advice That Will Leave You SPEECHLESSListen to Simon Sinek's powerful advice on life, purpose, and success. These simple insights can shift your mindset and change the way you see your future.⁠We Need Your Love & Support ❤️⁠⁠Get 3 Audiobooks Free -

Don Yaeger has spent 30 years studying what makes stories stick — and he's put it all into his new book, The Business of Storytelling: Inspire Action, Build Trust, and Drive Results Through Story. In this conversation, Don breaks down why "the story is the strategy," the neuroscience behind why we fall for a good story (looking at you, Steve Jobs), why PowerPoint slides kill more presentations than they save, and the exact "x-ray" method he uses to reverse-engineer his own talks.Don is a 13-time New York Times bestselling author, longtime journalist, and one of the most sought-after storytelling coaches in the world — he's worked with Simon Sinek, Forbes, and NVIDIA's senior leadership, among others.

Get AudioBooks for FreeBest Self-improvement MotivationSimon Sinek's 5 Rules for Success: Life-Changing AdviceDiscover Simon Sinek's five powerful rules for success and learn how to build purpose, resilience, and a mindset that drives lasting growth.⁠We Need Your Love & Support ❤️⁠⁠Get 3 Audiobooks Free -

Grandpa explains his only paper tool. There is a book by Simon Sinek about the power of Why; however, Grandpa wants to talk about the power of your Why Not. This list helps you find your Why Nots so you can release the resistance in them and gain the energy back they have been steeling from you. It teaches you what to focus on. It is simple to do and takes little time for huge results.

You can have a great life and still feel stuck when you're surrounded by great options.That's the modern trap: career opportunities, relationship paths, places to live, even “best” health choices can turn into analysis paralysis when there's no clean yes or no.I'm Angela Shurina, and I'm sharing a practical way to make complex life decisions without trying to logically rank your entire future - based on some of the best work of experts in life coaching/navigation including Simon Sinek's Discover Your Why process.We start with the mindset shift that unlocks everything: there is no best candy.Just like there's no single best ice cream flavor, there's no universal best job, best city, or best path.When you stop hunting for the “correct” answer, you can start choosing what fits you.I break down why too many options quietly destroy focus, why even smart people drown in decision fatigue, and why more data (or AI analytics) won't fix a decision that's really about identity and alignment.Then we get tactical. I walk you through my 4-lens decision-making toolkit:(1) values, including a research-backed values assessment I love,(2) an Energy Audit Journal to spot what truly energizes you,(3) a Why Worksheet to clarify purpose and the causes that matter most, and(4) a Work-Life Integration Journal to design a coherent vision for your health, schedule, relationships, and lifestyle.The goal isn't the “best” choice on paper, it's the most aligned choice for you right now.If you're ready to stop spinning and start choosing, listen all the way through, grab the worksheets in the show notes, then subscribe, share this with a friend who feels overwhelmed, and leave a review so more people can find the tools.Feel free to connect with me on Whatsapp for a Clarity Session or to ask any questionsText Me Your Thoughts and IdeasSupport the showBrought to you by Angela Shurina  Certified Health, Sleep, Performance & Executive Coach 360 with 18 years of experience helping people change to feel, be and do their best.

In this episode, Wayne Pollock (Founder of the Law Firm Editorial Service) explains the single (and vital!) thought leadership lesson attorneys can learn from Simon Sinek, Mel Robbins, James Clear, and Brené Brown. === Learn more about Wayne Pollock at https://www.linkedin.com/in/waynepollock Learn more about the Law Firm Editorial Service at https://www.lawfirmeditorialservice.com Learn more about Copo Strategies at https://www.copostrategies.com === Bridge your thought leadership gaps!  Check out the Law Firm Editorial Service Opportunity Finder. Answer 3 questions, see how many publishing opportunities you left on the table last year, and get 5 article ideas tailored to your practice area.  https://www.lawfirmeditorialservice.com/opportunity-finder/  === Do you want to elevate your thought leadership, distinguish yourself from your competitors, and never again be your target clients' second choice? Our Legal Thought Leadership Accelerator is a FREE five-day educational email course, in which you will learn five advanced principles for conceptualizing and crafting revenue-generating legal thought leadership that positions you to be your target clients' top choice over your competitors (and the one the media regularly calls and conference organizers regularly put on stage). Learn more: www.LTLAccelerator.com

Another week, another acronym, as Pete and Jen noodle on the fear of the atrophy of the brain, due to reliance on AI.Specifically, in this episode Jen and Pete talk about:How might we limit and monitor our usage of AI?How might we find more joy in the usage of our brain?What is the importance of having a human coach, and relying on peers rather than a robot? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

What if the most important leadership skill isn't knowing when to lead — it's knowing when to let go?In this episode of Experiencing Healthcare, Jamie sits down with Matt Staub, CEO of Your Health, for an honest, story-driven conversation about one of the hardest things leaders face: the moment you have to decide whether to intervene or trust the person in front of you to figure it out themselves. Matt draws on his own experience leading a complex healthcare organization — and some unexpectedly vivid analogies involving Teslas, flight instructors, and teaching a daughter to drive — to explore what real leadership presence actually looks like.What you'll hear in this episode:Why knowing when not to take control is the mark of a confident, mature leaderThe difference between someone struggling because of skill versus someone struggling because of confidence — and why each demands a completely different responseWhat it means to be a "leader of leaders" — and how to build people who can steer the ship when you're not in the roomHow grace, trust, and being secure in yourself are the foundation of every great leadership relationshipWhy leaders should take their PTO — and why the week before you leave is actually your most productiveIf you lead people — or you're being led — this one will stay with you. www.YourHealth.Org

In this episode of The Ross Simmonds Show, I sit down with Katelyn Bourgoin to unpack what it really takes to become unignorable in today's crowded content landscape. We explore how marketers, creators, consultants, and founders can own an idea, build compound authority, and turn strategic content distribution into long-term brand equity. Key Takeaways and Insights: 1. What It Means to Be UNIGNORABLE - Katelyn explains why great content alone is no longer enough in a saturated market. - The real advantage comes from owning a clear, memorable idea in the minds of your audience. - We break down how repetition, positioning, and trust help brands stand out over time. 2. How to Own an Idea in Your Market - The conversation highlights examples like Cody Sanchez, James Clear, Simon Sinek, and Seth Godin to show how ownable ideas spread. - Katelyn shares the difference between catchy language and the deeper argument underneath it. - Learn why the strongest personal brands are built on revelatory ideas that change how people think. 3. A Practical Framework for Thought Leadership - Katelyn outlines a five-part framework for shaping an ownable idea: aspiration, problem, lens, revelation, and directive. - She emphasizes aligning your message with what your buyers need to hear, not just what you want to say. - This section is especially useful for digital marketers and business owners looking for a repeatable content strategy. 4. AI, Content Creation, and Better Judgment - AI can speed up drafting and ideation support, but it should not replace real learning or strategic thinking. - The key takeaway: use AI to amplify your process, not to shortcut the development of judgment and expertise. 5. Building Authority Through Experience and Consistency - Katelyn shares why credibility matters and why doing the reps often comes before becoming a thought leader.  - We discuss the "messenger effect" and why who says something can matter as much as what is being said. - The episode reinforces a strategic truth: consistent publishing compounds slowly, then pays off in a big way. 6. Entrepreneurship, Resilience, and Finding Your Path - Katelyn opens up about startups, bankruptcy, burnout, and the lessons that shaped her current business model. - She explains why founders need to get honest about what they actually want instead of chasing someone else's version of success. - This part of the conversation offers encouraging guidance for anyone navigating uncertainty, reinvention, or early-stage growth. Resources & Tools:

What if the most important leadership skill isn't knowing when to lead — it's knowing when to let go?In this episode of Experiencing Healthcare, Jamie sits down with Matt Staub, CEO of Your Health, for an honest, story-driven conversation about one of the hardest things leaders face: the moment you have to decide whether to intervene or trust the person in front of you to figure it out themselves. Matt draws on his own experience leading a complex healthcare organization — and some unexpectedly vivid analogies involving Teslas, flight instructors, and teaching a daughter to drive — to explore what real leadership presence actually looks like.What you'll hear in this episode:Why knowing when not to take control is the mark of a confident, mature leaderThe difference between someone struggling because of skill versus someone struggling because of confidence — and why each demands a completely different responseWhat it means to be a "leader of leaders" — and how to build people who can steer the ship when you're not in the roomHow grace, trust, and being secure in yourself are the foundation of every great leadership relationshipWhy leaders should take their PTO — and why the week before you leave is actually your most productiveIf you lead people — or you're being led — this one will stay with you.

Your WHY has to be bigger than your WHY NOT.In this Direct Selling Accelerator episode, we're joined by Samantha Ballard, President of Pomifera, who shares more than two decades of experience in direct selling - from starting in the field to leading on the corporate side.We talk all about finding a powerful WHY, navigating setbacks and rejection, while staying inspired through the rollercoaster of business. Samantha shares why impact comes before income, how to lead from the front, and why great leaders share the good, the bad and the ugly.We also unpack these simple but key principles in business: talk about it, plant seeds, follow up, and share the journey.Plus, why you don't need the perfect words - you just need to show up, stay curious, believe in yourself, and believe in others.And your challenge today? Don't just listen. Take one thing you learned and put it into action.WE'LL BE TALKING ABOUT:➡ [05:48] Samantha's Direct Selling Journey➡ [08:39] How Your Why Evolves➡ [19:36] How to Handle “No”➡ [24:48] From Field to Corporate➡ [30:03] Servant Leadership➡ [30:33] 3 Recruiting Tips➡ [34:18] Plant Seeds & Follow Up➡ [41:24] Simple Follow-Up Systems➡ [46:15] Trust Yourself as a Leader➡ [48:27] Confidence Comes After Action➡ [49:24] What Leaders Need to Stop DoingABOUT OUR GUEST SAMANTHA BALLARD: Samantha Toomey Ballard is the President of Pomifera, where she is leading the company's next chapter with a bold vision: Not Big Beauty. Just Better. With more than two decades of experience in direct selling, Samantha has built her career from the field to executive leadership, giving her a unique perspective on what it takes to create lasting success for both entrepreneurs and organizations. She is passionate about developing leaders, building high-performing teams, and creating cultures where people feel seen, supported, and inspired to grow. Known for her approachable leadership style and genuine ability to connect with others, Samantha believes the best leaders lead by example, serve first, and create more leaders along the way. Throughout her career, she has had the privilege of working alongside some of the industry's most respected companies and visionary leaders, experiences that have shaped her belief that trust, integrity, and relationships are the foundation of every successful business. Today, Samantha is helping lead Pomifera's exciting brand relaunch with a bold promise: Not Big Beauty. Just Better. Powered by Nature's Most Powerful Oil®, Pomifera is redefining what premium skincare can be through thoughtfully crafted products, authentic relationships, and a community-first approach. Outside of work, Samantha is a self-described people person who loves meaningful conversations, spending time with her family, and encouraging others to recognize the potential within themselves. RESOURCES: Samantha's Book Recommendation: Leaders Eat Last: Why Some Teams Pull Together and Others Don't – by Simon Sinek https://tinyurl.com/ywdnwa4z Samantha's Favourite Quote: “Leadership is not about being in charge. It is about taking care of those in your charge.” – Simon SinekLooking for more? Head to our earlier episode or check out:Show Up Anyway by Sam Hind: https://a.co/d/8rk0QthFree Facebook community: https://www.facebook.com/groups/socialmediafordirectsellerswithgregandsam/CONNECT WITH SAMANTHA BALLARD:➡ LinkedIn: https://www.linkedin.com/in/samanthatoomeyballard ➡ Instagram: https://www.instagram.com/sammy2meb/?hl=en ➡ Pomifera Website: https://pomifera.com/ + New Oils: https://tinyurl.com/4jtmptbv  CONNECT WITH US:➡ Visit our website: https://www.auxano.global/➡ Subscribe to YouTube: https://www.youtube.com/c/DirectSellingAccelerator➡ Follow us on Instagram: https://www.instagram.com/auxanomarketing/➡ Sam Hind's Instagram: https://instagram.com/samhinddigitalcoach➡ Follow us on Facebook: https://facebook.com/auxanomarketing ➡ Email us: community_manager@auxano.globalIf you have any podcast suggestions or things you'd like to learn about specifically, please send us an email at the address above. And if you liked this episode, please don't forget to subscribe, tune in, and share this podcast.Are you ready to join the Auxano Family to get live weekly training, support and the latest proven posting strategies to get leads and sales right now - find out more here: https://go.auxano.global/welcome

Ep. 272: The Business of Storytelling hit shelves this week and Simon Sinek is here to celebrate! Join us for this special edition episode to learn: Why you should treat every story like a jigsaw puzzle Why AI can write a great story, but can't make you a better storyteller The Disneyland detail that reveals the real power of a company's origin story Why "I've heard this story..." might be the most underrated four words in storytelling Do you want to write a book? In my new role as Publisher at Forbes Books and with the incredible resources and expertise of their team, we're making it easier than ever to help YOU to tell your story. Send us a message here to get started: https://books.forbes.com/don/ Looking for a speaker for your next event? From more than 30 years of interviewing and studying the greatest winners of all time Don offers these live and virtual presentations built to inspire your team towards personal and professional greatness. Special thanks to Abbie Brandt for making this episode possible.

What if an easy life was never the goal? Matt Kim reflects on masculinity, responsibility, and the search for purpose—from work and family to friendships, identity, and the pressure to be happy. He shares why he makes this show, discusses Simon Sinek's Start with Why, and explains why he declined an investment proposal.The Matt Kim Show — Episode 212TIMESTAMPS00:00:00 Life isn't supposed to be easy00:03:17 Decisions, happiness and hardship00:05:46 Identity and acceptance00:07:42 Work, family and priorities00:11:04 What do you do?00:15:34 Labels and chosen identities00:18:26 Friendships and family pressures00:20:32 Happiness, wealth and debt00:23:25 Finding your why00:27:25 An investment approach he declined00:30:47 Purpose, faith and understanding

You know exactly what compounding does to money. Why don't we apply it to our habits? Ryan Hawk is the author of

After a recent vacation adventure, Jen shares with Pete an experience of falling on her face, and together they noodle on the advantages of failures.Specifically, in this episode Jen and Pete talk about:What makes us return to an activity, after we have failed?How can we set others up for success, even in difficult environments?How might we actually seek out more things to fail at? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Watch the full episode on our YouTube channel: youtube.com/@mreapodcastWhat makes one real estate agent unforgettable while another feels like a commodity?Simon Sinek joins us to unpack purpose, relationships, and what it really means to start with why. We talk about why money is a result from a purpose, how knowing your why can give you a true north, and why entrepreneurs often see opportunity where others see obstacles.Then Simon gets very specific about real estate. He shares why he has no loyalty to the agents he has worked with before and how personal touches can create a completely different experience.We also dig into why generic touch programs and branded gifts often miss the mark. If we want to stand out, build real loyalty, and make clients feel seen, heard, and understood, this conversation gives us a much better framework.Resources:Read Start With Why by Simon SinekRead The Infinite Game by Simon SinekVisit Simon Sinek's WebsiteFollow Simon Sinek on InstagramFollow Simon Sinek on TikTokFollow Simon Sinek's SubstackOrder the Millionaire Real Estate Agent Playbook | Volume 3Connect with Jason:LinkedinProduced by NOVAThis podcast is for general informational purposes only. The views, thoughts, and opinions of the guest represent those of the guest and not Keller Williams Realty, LLC and its affiliates, and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.WARNING! You must comply with the TCPA and any other federal, state or local laws, including for B2B calls and texts. Never call or text a number on any Do Not Call list, and do not use an autodialer or artificial voice or prerecorded messages without proper consent. Contact your attorney to ensure your compliance.

Du bekommst morgens eine E-Mail von deinem Chef: „Hast du um 14 Uhr kurz Zeit?“Mehr steht da nicht.Bis zum Termin gehst du im Kopf jedes Projekt der letzten Wochen durch und rechnest mit dem Schlimmsten.Am Ende war es eine gute Nachricht – und ein halber Arbeitstag ist trotzdem weg.Genau das passiert in deinem Team, ohne dass du es merkst.Warum fast jede Führungskraft unbemerkt Unsicherheit erzeugt und welche wenigen Worte das verhindern – darüber spreche ich in dieser Folge.Show Notes:>> Der Club für Ingenieure: skool.com/mentorwerk>> No Zero Days – Buch für Ingenieure: nozerodays.de/buch>> Mentornotes Newsletter: mentorwerk.de/newsletter>> Tim Schmaddebeck bei YouTube: youtube.com/@schmaddebeck>> Tim Schmaddebeck bei LinkedIn: linkedin.com/in/timschmaddebeck>> Tims Buchempfehlungen: mentorwerk.de/buecherStichworte zur Folge:Führungskraft werden, Mitarbeiterführung, Mitarbeiter führen, Führung lernen, Leadership für Ingenieure, Ingenieur Karriere, technische Führungskraft, vom Ingenieur zur Führungskraft, Teamführung, Kommunikation als Führungskraft, klare Kommunikation, Führungskommunikation, Kommunikationsfehler, Overcommunication, Kontext teilen, Transparenz im Team, Vertrauen im Team, Unsicherheit im Team, Psychologische Sicherheit, Circle of Safety, Simon Sinek, Führungsfehler, Mitarbeitergespräch, Mitarbeiter motivieren, Team Performance, Change Management, Umstrukturierung, Gerüchte im Unternehmen, Erwartungen kommunizieren, Podcast für Ingenieure

Inspired by Pete's mum, Pete and Jen noodle on the qualities of leadership that allow everyone in the room to succeed, whether in the back of a car, on a stage, or in an office.Specifically, in this episode Jen and Pete talk about:What are the correlations between parenting and leadership?How might you lead by example, as opposed to with words?In what way is behavior and energy contagious to a full team? And how might we consider that in the approach to our work? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

What media are you currently using to your advantage? In this episode of Choice, Change and Action, Simone Milasas talks with Justine McKell from McKell Media about how to connect with the media. Pitching to the media really needs your voice. Everyone has a story. No one loves perfection, they love to connect with the mess and the story. But don't buy the story, use it to your advantage.  The key is making sure you stand out and being so unapologetically you. People are looking for something different; be the difference!   Questions And Tools: "I'm aware of it. Now what else can I create and generate?" "What would it take to be with people who are kind and nurturing and don't judge me or my body?" Tools: People love to connect with the mess and the story. How many stories do you have that would make you accessible to the rest of the world to increase whatever it is you are currently working on that you would like to get out into the world? Spend an hour diving deep into your background, your story. Why are you doing what you are doing? What are the moments you overcame something? What happened in your life to make you choose what you do now? What is it you would actually like? But don't buy the story, use it to your advantage. Books don't necessarily earn money but they give you credibility. What if you pitch something different? Spark that curiosity. Use the access consciousness tools. Do your research so that you're pitching relevant media. There's nothing that beats the engagement between two human beings. Be willing to listen to others and receive, even though you might not agree with everyone. Stop duplicating what everybody else is doing; that's just boring. AI is not good for social media posts or pitching - it really needs your voice. The key is making sure you stand out and being so unapologetically you. Saying the name of the person interviewing you makes them become very present with you. People don't want to see perfection, they want to see you. If you fall and stumble sometimes, that's okay. Practise the art of asking questions that follow the energy. Podcasts give the listeners a chance to get to know you, which is much more valuable than when someone scrolls through a 10 second post on Instagram. A podcast is candid conversation, so you get more of that engagement and more honesty. A podcast doesn't end; you can pull content from it for months. Many things can happen off the backend of a podcast. Being interviewed on someone else's podcast springboards you by connecting with their audience. It's a way to grow your list faster. It also lets you practise speaking. Follow the energy and speak to what's there. You need to be cited in AI searches. The more media you get and the more podcasts you are on elevates you in AI searches. Don't use AI for how to run your life. You choose. The latest trend is people looking for longer content with more depth to it. What if you started to engage in a different way? find out something about people that you don't already know Everything you think is a problem is only a situation that you can look at, ask questions and choose something different. What if it's all good copy and you can use it all to your advantage? What if you allowed yourself to pivot and change the trajectory of your life when you know there is something different available? What contribution can we be to each other with the choice to actually live? Choose what works for you. There are different ways you can be in the world that creates a different invitation than what this reality is telling you you should do. Pick up the telephone and have a conversation. Attend in person events - the value of a relationship can't be forgotten. As Mentioned In This Episode: Relationship Are You Sure You Want One, book by Simone Milasas & Brendon Watt: https://www.accessconsciousness.com/en/shop-catalog/book/relationship-are-you-sure-you-want-one2  Joe Rogan Experience: https://www.youtube.com/@joerogan/videos  Diary of a CEO with Steven Bartlett: https://www.youtube.com/TheDiaryOfACEO  Dale Carnegie: https://en.wikipedia.org/wiki/Dale_Carnegie  Getting Out Of Debt Joyfully, book by Simone Milasas: https://www.accessconsciousness.com/hu/shop-catalog/book/getting-out-of-debt-joyfully  Substack: https://substack.com  El Lugar: https://ellugar.com  Mel Robbins Podcast: https://www.youtube.com/@melrobbins/podcasts  FAYT: https://faytthelabel.com  Simon Sinek's books: https://simonsinek.com/books  Between The Mountain And The Sky documentary: https://betweenthemountainandthesky.com  Bondi Beach Run Club: https://www.instagram.com/bondibeachrunclub  Useful Links: The Clearing Statement explained Access Consciousness Website Choice, Change & Action Podcast Instagram Follow Simone Milasas Simone's Website Simone's Instagram Simone's Facebook Simone's YouTube Simone's Telegram Simone's Contact Email  Follow Justine McKell Mckell Media Website McKell Media's Instagram Justine's LinkedIn Justine's email Play with Simone Milasas The Profit Club membership Getting Out of Debt Joyfully Taking Action online video course All Upcoming Classes with Simone Past Class Recordings

Taking inspiration from the Disney Map, Jen and Pete noodle on what their own mind maps might look like, and how they might be created in the first place. Specifically, in this episode Jen and Pete talk about: What is the Disney Map? How might seemingly disparate projects actually be related? What does the 30,000 foot map look like for Pete and Jen? And what about the sea level map? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Voor de lezers van Elke Wiss en Simon Sinek. Uitgegeven door Ten Have Spreker: Hajar Fargan

The CopDoc Podcast - Season 10 - Episode 175 GUEST: Chris Hsiung, Undersheriff, San Mateo County Sheriff's Office, and Executive Director, The CurveEPISODE SUMMARY:Rank does not make a leader. That is the premise Chris Hsiung and I worked through in this conversation, and it shapes everything else we talked about.Chris has spent more than 30 years in policing, most of it with the Mountain View Police Department, where he rose from patrol officer to chief. He now serves as Undersheriff with the San Mateo County Sheriff's Office and leads The Curve, a nonprofit he co-founded with Simon Sinek to help police leaders build cultures grounded in trust and purpose. We talked about what it actually takes to change a department's culture, and why that work starts with what leaders do, not what they say.Chris put it simply: culture equals values plus behavior. A lot of agencies have values painted on the wall and printed on the cruiser. Few agencies have leaders whose daily behavior matches those words. We got into what happens when that gap goes unaddressed, why leaders need people who will tell them the truth instead of what they want to hear, and how Chris learned to lead by taking off the stars and getting into the jail, onto the ride-along, into the training room, alongside the people he was asking to trust him.This one is for chiefs, sheriffs, sergeants, and anyone tired of waiting for a promotion before they start leading.KEY TOPICS DISCUSSED:Why rank grants authority but not leadership, and the difference between the twoCulture by design versus culture by default, and what happens when leaders leave culture to chanceHow to build change from the middle of an organization by working with early adopters instead of trying to convince everyone at onceWhy "everything is green" reporting should worry a leader more than it comforts oneWhat it means to get out of the office: riding along, training with your people, learning the job from the ground upHow Chris's own mistakes and uncertainty as a young leader shaped the leader he becameWhy a healthy culture is one of the strongest recruitment and retention tools an agency hasINSIGHTS FROM THE CONVERSATION:Chris made a case that leadership starts long before anyone pins on a badge or a stripe. Waiting for the title is the wrong strategy. He also pushed back on the idea that a leader can understand an organization from behind a desk. His answer to reading an agency's real condition was blunt: go find out for yourself, in person, without the rank showing.On trust, Chris was direct about the danger of an organization where nobody tells the boss bad news. If every report comes back green, that is not evidence things are fine. It is often evidence people are afraid to say otherwise, and a leader steering by false readings will not see the iceberg coming.He closed with a simple answer to a hard question: what should policing never stop doing? Caring. Everything else in this conversation, the culture work, the trust building, the willingness to admit mistakes, comes back to that one word.KEY TAKEAWAYS FOR LISTENERS:Audit the gap between your agency's stated values and your own daily behavior. That gap is your culture, whether you intended it or not.Do not try to convince the whole organization at once. Find your early adopters and let their results do the persuading.If everyone tells you things are fine, ask why. Build channels where people can safely tell you when they are not.Spend time outside your office, in uniform-optional settings, doing the work your people do. You cannot lead what you do not understand.Treat your own mistakes and uncertainty as material, not liabilities. Vulnerability, handled honestly, builds more trust than the appearance of having it all figured out.ABOUT CHRIS HSIUNG:Chris Hsiung currently serves as Undersheriff with the San Mateo County Sheriff's Office, a role he stepped back into in November 2025 to support Sheriff Ken Binder during a period of organizational rebuilding. He is a retired police chief with more than 30 years of public safety experience in the San Francisco Bay Area, most of it with the Mountain View Police Department, where he worked as a detective and SWAT team member before being appointed chief in 2020.Chris is a founding board member and Executive Director of The Curve, a national nonprofit he co-founded with Simon Sinek and a network of police chiefs and sheriffs to modernize leadership development in policing. He co-chairs the IACP Human and Civil Rights Committee and holds board advisory roles with the University of Virginia Center for Public Safety and Justice, the Future Policing Institute, and the Crisis Ready Institute. He is a nationally recognized speaker and writer on organizational culture and adaptive leadership.RESOURCES MENTIONED:The Curve (thecurve.org)Hey there! Send us a message. Who else should we be talking to? What topics are important? Use FanMail to connect! Let us know!Contact us: copdoc.podcast@gmail.com Website: www.copdocpodcast.comIf you'd like to arrange for facilitated training, or consulting, or talk about steps you might take to improve your leadership and help in your quest for promotion, contact Steve at stephen.morreale@gmail.com

After a trip down memory lane this week, Jen noodles with Pete on the ways in which we reflect, and how we might learn from our past self.  Specifically, in this episode Jen and Pete talk about: What are different tactics for reflecting on the past? Why is it important to notice the repetitions in the problems we face? How might we look to the past for evidence or help with where we are now?   More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Believe in your vision so deeply that other people can't understand it. Stay committed, ignore the doubt, and let your results prove that your confidence was never delusion—it was conviction. ————————————

In this solo episode, Travis Chappell reflects on the importance of friendship and how meaningful relationships impact our health, happiness, and success. Inspired by a conversation between Simon Sinek and Trevor Noah, Travis shares personal lessons about how chasing business success and carrying burdens alone led him to unintentionally distance himself from friends. He explores the idea that friendship may be the ultimate “biohack” for a better life, dives into the famous Rat Park experiment on addiction and community, and explains why being a great friend is often the key to building deeper relationships. On this episode we talk about: Why Simon Sinek calls friendship the “ultimate biohack” for health, happiness, and longevity The powerful lesson from the Rat Park experiment about community and addiction Why refusing to share struggles with friends can actually damage relationships The balance between vulnerability and becoming the constant “complainer” in a friend group Practical ways to strengthen friendships by creating shared experiences and memories Top 3 Takeaways Friendship is one of the most powerful predictors of health and happiness. Meaningful relationships can impact everything from emotional well-being to long-term longevity. Being a good friend means allowing others to show up for you. Refusing to share struggles can unintentionally rob your friends of the chance to support you. Experiences create stronger friendships than conversation alone. Shared activities and memories build deeper trust and connection over time. Notable Quotes "Friendship is the ultimate biohack that literally fixes everything." "If you don't allow your friends to be there for you, you're robbing them of the opportunity to be a good friend." "Stop asking how to make friends and start asking how to become a great friend." Connect with Travis Chappell: Website: ⁠https://travischappell.com⁠ Podcast: ⁠https://travischappell.com/podcast⁠ Instagram: ⁠https://www.instagram.com/travischappell⁠ LinkedIn: ⁠https://www.linkedin.com/in/travischappell Learn more about your ad choices. Visit megaphone.fm/adchoices

This week, Pete shares with Jen some lessons he has learned from his swimming coach, on how to measure progress...by stopping the measuring. Specifically, in this episode Jen and Pete talk about: Why might our existing tools actually hinder our forward momentum? Where might we be able to rely on ourselves more, rather than searching for external validation?  Why is it important to go slow, in order to go fast?   More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

If you hear the phrase "inheritance planning" and immediately picture wills, trusts, attorneys, and a stack of complicated documents, you are not alone. The topic feels overwhelming before people even start, because it sounds like a legal ordeal rather than something they can actually approach with clarity. Here is the reframe. At its core, this is really about wealth transfer planning: protecting what you have built so it can bless the people you love and continue the mission you care about. That is a very different starting point than "do we need a will or a trust," and it changes how the whole process feels. https://youtu.be/Y2LDK7nSMmM Families already sense this. They know they need something around protecting what they have built for the people they love, but they are not sure where to start.  Do they need a will, a trust, or both? How do they avoid family conflict once the money changes hands? How do they make sure their children are actually ready to receive an inheritance and use it well, not just spend it?  Those are the right questions. They just rarely get answered by a stack of legal documents alone. This piece assumes you already know why leaving an inheritance matters to you, and focuses instead on how to do it well. Key takeaways:What Is Wealth Transfer Planning?Estate Planning vs. Inheritance PlanningThe Four Things Every Inheritance Plan Should Protect: A Family Wealth Protection FrameworkProtect the AssetsProtect the FamilyProtect the HeirsProtect the MissionWhy Liquidity Matters More Than You RealizeYour Plan Is a System, Not a Stack of DocumentsHow to Start: Clarity Before ComplexityWhat to Do NextWhat this means for your familyWhen it's worth exploring this furtherWhat to compare before decidingNext stepFrequently Asked QuestionsWhat is wealth transfer planning?What is the difference between estate planning and inheritance planning?How do I preserve family wealth across generations?Why do most families lose their wealth by the third generation?How do I transfer wealth to the next generation? Key takeaways: Inheritance planning is family-centered; estate planning is document-centered, and the documents are a component, not the whole plan A strong plan protects four things: the assets, the family, the heirs, and the mission Liquidity, not just net worth, determines whether a family can handle the cash demands of a transition The plan is a coordinated system, not a stack of separate documents You can start this week with a short list of practical, concrete steps What Is Wealth Transfer Planning? Wealth transfer planning is the intentional process of preparing your assets, your heirs, and your family structure for the transfer of wealth and responsibility. It combines legal planning, financial planning, family communication, and the transfer of wisdom, not just money. That last piece matters more than it sounds. There is a question worth sitting with: what if the wisdom that created your wealth is more valuable to your children and grandchildren than the wealth itself? The cause of the wealth may be the true legacy, not just its result. This is also not only about what happens when you are gone. It is about continuity, a family line that keeps maintaining, growing, and capitalizing on wealth over time. As Simon Sinek's "start with why" framework suggests, the place to begin is with why: not just what moves to the next generation, but what you want it to accomplish once it gets there. A will can say who gets what. Wealth transfer planning is about what happens next. Estate Planning vs. Inheritance Planning These two terms get used interchangeably, but they are not the same thing, and the distinction is the foundation on which everything else in this article builds on. Estate planning is document-centered. Inheritance planning is family-centered. Estate Planning (Document-Centered)Inheritance Planning (Family-Centered)Wills and trustsFamily values and stewardship trainingPowers of attorneyFamily governance: who decides, who has access to capitalHealthcare directivesLegacy educationBeneficiary designationsDecision-making principlesGuardianship provisionsPreparing people to receive, not just assets to transferTax planningWisdom transfer alongside wealth transfer Estate planning is necessary. It is a genuine component of inheritance planning, not something to skip. But on its own, it only moves money to the next generation. A will can say who gets what. Inheritance planning is about what happens next, after the money arrives and the next generation is left to steward, use, and grow it. The Four Things Every Inheritance Plan Should Protect: A Family Wealth Protection Framework It is easy to have a narrow view here without realizing it. A strong plan protects four things, not just one. Protect the Assets This is the part people already think about: businesses, investments, property, real estate, life insurance policies. Protecting the assets means more than securing them. It includes ownership structure, beneficiary designations, liquidity, insurance, and tax strategy, all coordinated across a genuine 360-degree view of your financial life so that your advisors are not quietly working against each other.  When advice is properly coordinated, you plug the leaks, minimize unnecessary tax, and keep every recommendation pointed at the same goal instead of pulling in different directions. The result is advice that amplifies cash flow, cash value, liquidity, and long-term generational wealth, rather than one advisor's strategy quietly undoing another's. Protect the Family This is the piece families tend to overlook. Protecting the family means protecting the relationships within it, preventing confusion, resentment, entitlement, perceived favoritism, and unmet expectations. When heirs are surprised by what they receive, or by how it is divided, that surprise becomes conflict, often years after the fact and long after it could have been prevented with a simple conversation.  Removing the element of surprise through clear communication puts a family light-years ahead, because the family is no longer left to make it up as they go or insert their own assumptions about what was intended. Protect the Heirs Where protecting the family looks at the unit as a whole, protecting the heirs looks at the individuals in it. They are not just recipients of assets. They are recipients of something with history, story, and sacrifice behind it, and they need preparation, education, and clear expectations to step into responsible stewardship rather than being handed something they were never equipped to manage. Protect the Mission Few people think of their family as having a mission, the way every successful business has one, with clear values and a team structure behind it. Yet those same principles apply to long-term family continuity. Worth asking: what is your family together for, beyond consuming? What do you want your family's shared purpose to be across the coming generations, not just the current one?  For some families, that means building generational wealth further; for others, it means expanding their capabilities, or simply serving and blessing more people than any one generation could alone. Why Liquidity Matters More Than You Realize A family can be worth tens or even hundreds of millions of dollars on paper and still be completely unprepared for the cash demands of death, taxes, business transition, debts, and estate settlement. That gap between net worth and accessible capital catches families more often than you would expect. Illiquid assets force a hard choice: sell something you wanted to keep, at exactly the wrong time, or find cash from somewhere else. Consider two children: one wants to keep the family business, and the other does not.  Without liquid capital to equalize the estate between them, the business may have to be sold just to make the numbers work, regardless of what anyone actually wanted, or what years of running that business were worth to the child who stayed. Life insurance plays a liquidity role here, twice over. The death benefit pays into the next generation, ideally into a trust with guidelines rather than directly to an individual. And the cash value on remaining policies stays accessible during your lifetime, available for taxes or settlement needs without forcing a sale. The most overlooked part of inheritance planning is making sure the family has access to cash when decisions are urgent and emotions are high.  For the mechanics of how a policy is structured to serve this role, see family banking strategy. Your Plan Is a System, Not a Stack of Documents Inheritance planning usually fails not because any single document was wrong, but because the pieces were never aligned with each other.  Beneficiary designations override what a will says, regardless of what the will was written to accomplish.  A business operating agreement controls what happens to ownership, regardless of what you communicated verbally to your family or wrote elsewhere.  A trust that was signed but never actually funded, meaning the underlying assets were never retitled into it, protects nothing at all. It sits as a document with no substance behind it. The fix is coordination. Every document, account, designation, agreement, and insurance policy needs to be aligned and speak the same language, so the whole plan works together rather than quietly contradicting itself.  This is also where family wealth planning becomes concrete rather than aspirational: it is the discipline of making sure your intentions and your paperwork actually match, account by account. A strong inheritance plan is not a stack of separate documents. It is a coordinated system where every piece supports the same outcome. How to Start: Clarity Before Complexity ...

Have you ever felt like you know exactly what you're doing, but you struggle to explain it simply? In this episode, I break down why there is no fame without the frame, and how frameworks can turn your knowledge into something people can understand, remember, and repeat. I share how experts like Simon Sinek, Daniel Priestley, and Dan Martell have used frameworks to become known for what they teach. Plus, how you can use AI to identify the frameworks already inside your business. Get ready to turn your expertise into something people can actually remember and share. Check out our Sponsors: Shopify - Try the ecommerce platform I trust for Glōci. Sign up for your $1/month trial period at http://Shopify.com/happy. Monarch Money -  Get your first year of Monarch Core for half off at http://Monarch.com with code EYH. Northwest Registered Agent - Visit http://northwestregisteredagent.com/EarnFree and start using free resources to build something amazing. Fabric - Join the thousands of parents who trust Fabric to help protect their family. Apply today in just minutes at http://meetfabric.com/earn. Indeed - Indeed is giving Earn Your Happy listeners a $75 SPONSORED JOB CREDIT to help get your job the premium status it deserves. Just go to http://Indeed.com/podcast right now and support our show by saying you heard about Indeed on Earn Your Happy. Momentous - If you want to try Momentous Signature Spec Creatine, head to http://livemomentous.com and use code EARN for up to 35% off your entire first order. Brevo - Meet Brevo…the all-in-one marketing and CRM platform built to help you connect with customers, boost engagement, and grow your business smarter. Get started for free today—or use code HAPPY50 to save 50% on Starter and Standard Plans for the first three months of an annual subscription. Just head to http://www.brevo.com/happy HIGHLIGHTS Why there is no fame without the frame. How frameworks turn your expertise into a repeatable process. What Simon Sinek's Golden Circle teaches you about memorable frameworks. How to use AI to identify the frameworks already inside your business. The questions that help you turn your process into a clear framework. How frameworks make your offers easier to understand and sell. RESOURCES Curious about peptides and GLP-1s? Check out Loop's special offer HERE! Learn more about Million Dollar Guest HERE! Apply for the Elite Entrepreneur Mastermind HERE! Get on the waitlist for Mentor Collective Mastermind HERE! Try glōci for 40% off your first order with code HAPPY at checkout - head to getgloci.com FOLLOW Follow me: @loriharder Follow glōci: @getgloci

Every leader loses customers. Few know how to win them back. Will Guidara, the restaurateur behind Eleven Madison Park and author of Unreasonable Hospitality, joins Carey to talk about taking the anxiety out of service, the customer-service pet peeves that drive him crazy, what AI is actually doing to hospitality, and the lesson Simon Sinek taught him about leading people.

Patrick Larkin, Partner & Practice Leader, Cerity Partners Three years after launching his independent RIA, Patrick Larkin merged with Cerity Partners—but not because that was the original plan. He explains how ownership changed the way he viewed enterprise value, optionality, and the future of his business. In Summary Going independent is often viewed as the destination. Patrick Larkin discovered it was just the beginning. Louis sits down with Patrick, Partner and Practice Leader at Cerity Partners and former founder of Oak Hill Wealth Advisors, to discuss an unconventional journey: leaving Wells Fargo to build an independent RIA, then choosing to merge that business just three years later. Rather than following a predetermined exit strategy, Patrick shares how ownership fundamentally changed the way he thought about enterprise value. A conversation with a prospective acquirer revealed that buyers weren't interested in purchasing a book of business—they were looking for a business. That realization reshaped how he invested, hired, delegated, and ultimately positioned his firm for the future. The conversation from our Build Grow & Transact series also offers a candid look at life after a merger, from evaluating cultural fit and partnership to balancing autonomy with the resources of a larger organization. More broadly, it illustrates how ownership creates optionality—and why the most valuable decision an advisor makes may not be the one they originally envisioned. The Storyline After spending nearly 15 years building a successful practice at AG Edwards, Wachovia, and Wells Fargo, Patrick Larkin launched Oak Hill Wealth Advisors in 2022 with a simple objective: build a business on his own terms. Like many advisors, he expected independence to be the final destination for a long time. But then there was the realization that ownership changes more than economics; it changes perspective. And it became the beginning of an entirely different way of thinking. As acquisition inquiries arrived sooner than expected, Patrick realized something that fundamentally changed his strategy. Sophisticated buyers weren't evaluating his client relationships as a book of business; they were evaluating Oak Hill as an enterprise. That insight shifted his priorities from maximizing short-term profitability to building a business that could thrive beyond its founder. Just three years after launching, Patrick chose to merge with Cerity Partners—not because he was looking for an exit, but because he believed it strengthened the future for his clients, his team, and his family. Louis and Patrick explore what led to that decision, how ownership increased the value of his business almost immediately, why he compares independence to an IPO, and what advisors should consider if they hope to create options for the future—even if they don't yet know what that future looks like. Topics Covered Building enterprise value versus maximizing annual income Creating optionality through ownership Leaving Wells Fargo to launch an independent RIA Why buyers value businesses more than books of business Evaluating strategic partners and acquisition opportunities The economics of independence and business valuation Life after merging with Cerity Partners Balancing autonomy with enterprise-scale resources Leadership, succession, and building beyond the founder Long-term ownership and partnership models > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Patrick decide to leave Wells Fargo? (11:07) Patrick explains why growing frustrations around control, firm priorities, and the ability to build his business eventually outweighed the comfort of staying put. How did going independent immediately change the value of his business? (21:42) Patrick introduces one of the episode's biggest ideas: why launching Oak Hill felt like taking a company public and how ownership increased the firm's value almost overnight. Why did Patrick sell only three years after becoming independent? (20:03) An unexpected conversation with a prospective acquirer completely changed how he viewed enterprise value and accelerated his long-term thinking. What separates a business from a book of business? (21:42) Patrick discusses why recruiting advisors, delegating client relationships, and investing beyond himself made Oak Hill more attractive to strategic buyers. Why Cerity Partners? (26:48) Rather than focusing on valuation, Cerity emphasized culture, partnership, and long-term alignment—qualities Patrick says ultimately mattered most. What is life actually like after a merger? (37:57) Patrick offers an unusually candid perspective on autonomy, leadership, and why he says he hasn't second-guessed the decision once. Key Takeaways Ownership creates opportunities that often aren't visible until after independence. Enterprise value is built by creating a business that can thrive beyond its founder. The first acquisition conversation can be valuable even if no transaction occurs. Cultural alignment may ultimately matter more than valuation when selecting a long-term partner. Independence doesn't eliminate future options—it expands them. Strategic transactions can strengthen outcomes for clients, employees, and owners simultaneously. The goal isn't simply to own a business; it's to create choices for what comes next. https://youtu.be/f7FGLGjBbyo Quotable Moments “The day Oak Hill launched felt like the business had gone public.” “Potential acquirers weren't interested in buying a book. They were interested in buying a business.” “Ownership isn't simply about control. It's about creating optionality.” “The fear of leaving is almost always worse than the actual experience of leaving.” FAQs Why did Patrick Larkin merge with Cerity Partners only three years after launching his RIA? Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Why does Patrick compare independence to an IPO? Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. What changed after Patrick became independent? Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. What made Cerity Partners stand out? Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. Is this episode only relevant for advisors considering selling? No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. What is the biggest lesson Patrick hopes advisors take away? That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Related Resources From Start-Up to $31B Behemoth RIA: The Catalysts Behind the Growth of Mega-Firm Cerity Partners Ownership Matters: What Advisors Need to Know When Evaluating Firms Top Tips for Setting Your Business Up for Success Years Before a Move Patrick LarkinPartner and Practice Leader Patrick is a Partner and Practice Leader in the Lansdowne, VA office. He is a member of the Lansdowne Practice, where he works closely with families, foundations, and non-profits to help them define and achieve their financial goals with clarity and confidence. With a deep specialization in retirement income distribution planning and complex risk and wealth management strategies, Patrick is known for helping clients simplify complicated financial decisions, reduce uncertainty, and build sustainable, long-term plans. His approach emphasizes fiduciary responsibility, transparency, and personalized guidance — ensuring clients always feel informed and empowered. Prior to joining Cerity Partners, Patrick was the founding member of Oak Hill Wealth Advisors, where he built a highly respected independent advisory practice that earned the trust of families, professionals, and mission-driven organizations across the region. His leadership was instrumental in shaping a client-first culture that continues today. Patrick's work is rooted in a passion for long-term relationships — guiding clients not just through markets, but through life's milestones such as retirement, business transitions, philanthropic planning, and wealth transfer across generations. He takes pride in being both a strategic advisor and a steady partner to the people he serves. Patrick lives in Bluemont, VA, with his wife Angela, their two children, Paige and Sean, and their Golden Retrievers, Huckleberry and Genoa. Outside of the office, Patrick and his family enjoy an active lifestyle — whether it's hiking and backpacking on the Appalachian Trail, biking the Great Allegheny Passage, or sailing on the Chesapeake Bay. These experiences reflect his belief in balance, resilience, and enjoying the journey — values he also brings to his work with clients. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate proof of concept that they not only trusted you with their clients and their life’s work, but now also with their family’s wealth. So I like that, kind of the full life cycle there. So I’m curious, though, you stayed at Wells through a really turbulent time through the fake bank scandal. There’s a lot of attrition. I mean, obviously, they’re still a powerhouse to this day, but what kept you at Wells for as long as it did before you left in 2022? Patrick Larkin: You described it as a turbulent time. Pretty turbulent might be an understatement. Even before Wells, the transition to Wells, Wachovia Bank had been the first company that we transitioned to from A.G. Edwards. And we, of course, went through the financial crisis during that time period and handholding our clients and helping them get through that time period and dealing with concerns that we shouldn’t really have to be prepared with. “Is my money safe? It’s not what’s happening to the market, but is my money safe in your institution?” But once things stabilized, I found real purpose in partnering with some of the retiring advisors and opportunities that came up. It was a really wonderful climate and atmosphere in our local office. It was really a family-like atmosphere, and I still had a lot to learn. And all those advisors that I partnered with, I’ve joked I’ve never had an original idea in my entire life. I stole all my good ideas from them. And some of them were really ahead of their time, and I learned, adopted, and built my own philosophies by working closely with them. Ultimately, by the time I left Wells Fargo, I was finishing up the fifth sunset program and had only made my way halfway through the sunset before the opportunity presented itself to create my own practice. Louis Diamond: So I’m curious, when did you first seriously start thinking about leaving and what really tipped the scales for you? What was the proverbial straw that broke the camel’s back? Patrick Larkin: Yeah, it really was a number of small items and ultimately one big one. But for a long time, I’d been content, but as I tried to grow the business beyond what I could do individually, I felt like I kept running into walls. There were it felt like limitations on how I could build out my team and structure the practice the way I envisioned it. Additionally, there were some new policies that also started to bother me. One of them was the platform advisory fee, which in my eyes was less about client transparency and more about replacing a declining revenue source on the firm’s balance sheet. And after dealing with clients and helping them through the bank scandal at the firm, I was concerned that this would come back and hurt me and the relationships that I had with my clients. Incidentally, I just recently onboarded a new client that transferred to us. And for them, looking at their statement, identifying this platform advisory fee- Louis Diamond: Oh boy. Patrick Larkin: … was the last straw for them before they moved about 15 million of assets to us. Also, I thought I would be I would be a better allocator of resources than Wells Fargo. Wells Fargo retained about half of the revenue that I earned for the business. They seemed to think that the best allocation of that money was additional middle management. Whereas, I thought investment in technology, investment in additional personnel, and an investment in marketing were best places to continue to build out my vision. The final straw, and really a thing that crystallized everything for me was when I read a book in 2021 called The Infinite Game, a book written by Simon Sinek. Chapter eight, the title is Ethical Fading. And it uses the Wells Fargo bank scandal as a case study in what happens when a firm loses its moral compass. I read the chapter and thought, “There it is, I have to do something.” That was really the final push I needed. I mentioned earlier I was very fortunate to start my career with a company called A.G. Edwards, a regional brokerage firm. And while I was at A.G. Edwards, there was a research report that came out on A.G. Edwards as a company. And I’m going to paraphrase a little bit on what was said in that report, but ultimately there was a line in there, and it was a criticism, but I took it as a huge positive as being an employee there. The line said, “While management does not necessarily say it, we believe the client is put ahead of the shareholder.” And that was something I was very proud of. And I just, upon reflecting on it, felt confident those were words that I never was going to see go to print about Wells Fargo. Louis Diamond: So you left Wells in 2022 and founded Oak Hill Wealth Partners in Lansdowne, Virginia. Walk us through that decision. Why go independent rather than going to another firm? Patrick Larkin: I really thought moving to another firm, the things that I had grown frustrated with at Wells Fargo Advisors, I would also find at another wirehouse firm. I was ready, and honestly, the simple answer is I thought I could do better. And I wanted control after having what I felt like was very little control. I had grown frustrated with others making important decisions, and I wanted an opportunity to grab the reins and make decisions on my own. I believe at that time, the future of wealth management was going to be built around fiduciary advice, and I didn’t want to watch that from the sidelines anymore. I was watching what was happening in the industry. And as we were trying to hire new advisors, reaching out to college graduates who were studying CFP programs, identified that they were more inclined to want to start employment with an RIA than a wirehouse. What made the timing work really well was Wells Fargo had actually introduced a program to help advisors in the private client group spin off and establish their own RIAs. Now, whenever I tell this to another advisor, particularly ones that are wirehouses, they can’t understand it. And quite frankly, I don’t understand why they helped us do it, but we were about the 30th practice that they helped us through this process and they provided real support. They hired consultants, made vendor recommendations, even referrals to financing so I could pay off my last succession plan before I left. The only really upside for Wells Fargo was that the ask was that we continue to use First Clearing as the custodian. And one of the downsides for me was I was going to leave all of my deferred comp behind with Wells Fargo. Now, all clients had to do to join me was sign a positive consent. And on May 9th, 2020, we turned on our computers in our new office and our clients were already there. That same day, we launched and started a relationship with Charles Schwab. And it was so exciting to be able to start shopping for what I thought was the best FinTech, really feeling like I was stuck with proprietary tools that Wells Fargo advisors had offered. I felt like I was a kid in a candy store. And if there was a cool tool that I identified that would help us serve our clients better, I was all in and I was buying it. I really feel that some of the technology that Oak Hill eventually bought into and some of the tools we’re using now are going to take years and years before they eventually trickle down to where the wirehouses are, if ever. Louis Diamond: Interesting. So it was really it was for the most part an internal move from one- Patrick Larkin: It was- Louis Diamond: … channel to the other. Patrick Larkin: … it was an internal move, but there was no requirement to stay at First Clearing. As a fiduciary, they couldn’t make those demands. And again, they helped us with the financing, which is really unusual that they helped us secure a loan so I could pay off the last retiring advisor. It’s really unusual that a bank will loan money where there is no business at the time, but because of previous experience that financial institution had working with Wells, they helped us facilitate the transaction. And the program is still in place at Wells Fargo, which is absolutely amazing to me after the experience that I’ve just had myself. Louis Diamond: Yeah, it’s interesting. I mean, does it cannibalize a more profitable revenue source? Sure. But if the alternative was all the assets go to Schwab or Fidelity, to me, honestly, it’s smart. I think they played the long game by not being adversarial on it. Patrick Larkin: I think they played a long game and they took the philosophy, and I think they use it as a recruiting tool that if you love them, set them free. And that’s exactly what they did. Louis Diamond: So for the rest of the episode, I want to talk about your eventual, and not that long period of time, transaction or decision to merge Oak Hill with Cerity Partners. This is our Build, Grow, Transact subseries. And I was really struck by your story because you were three years or so into running Oak Hill, and then your merger with Cerity Partners, an amazing RIA closed. That’s a fairly short runway. Usually when I see folks go independent for the first time, it’s 10, 15, 20 years, maybe never, that they decide to merge or sell. I’m curious to understand your thinking about the transaction. Were you looking to do something? Or was it just like right place, right time and the opportunity presented itself? Patrick Larkin: I had started Oak Hill with the intent of eventually down the road, much closer to retirement, looking for a partner. The opportunity and what I learned early on helped change that idea and philosophy, and I adapted and made modifications to take advantage of it. Louis Diamond: Interesting. So you weren’t necessarily planning on selling or merging the business, it just kind of circumstances happened the way they did? Patrick Larkin: Yeah. When we started Oak Hill Wealth Advisors, it was a really pretty short period of time before we started getting calls from larger national RIAs about potential acquisition, much sooner than I expected. Early on, I just brushed them off, but about a year in, I took one of those calls and it really just opened my eyes up. I realized for the first time this small firm, this little practice actually had some real value, way more than I’d given it credit for. That first call, that first exploration didn’t go anywhere. It wasn’t a good fit. But what it gave me was a much clearer picture of what the serious acquirers were actually looking for. And that changed decisions I made at Oak Hill going forward. I really at that point stopped trying to optimize for near-term profit and really thought of my business as a business and started building towards enterprise value, sometimes at the cost of short-term income. And that turned out to be exactly the right call. Louis Diamond: That’s such an interesting perspective. Let’s double-click into that concept. So it sounds almost counterintuitive that if you kind of had this light bulb moment that like, “Okay, maybe I want to transact my business sooner than I initially thought.” I think most people would say, “Let’s become lean and mean. Let’s become as profitable as possible so my EBITDA’s higher.” But you took the different approach. What were the decisions you did to invest more in enterprise value rather than current cash flow? Patrick Larkin: A true business is one that doesn’t need me to be here every day to operate. And when we left Wells Fargo Advisors, it was myself and one other advisor that created Oak Hill Wealth Advisors. I was responsible for about 95% of the assets and revenue. And one of the more significant investments we made is in additional advisors. I recruited three new advisors, all CFPs, to join Oak Hill Wealth Advisors. Whereas, before I had been largely managing all the relationships myself. For someone that kind of grew up in the regional wirehouse space, it’s pretty counterintuitive to start moving relationships away from you onto other advisors. You’re trained and built to create a moat around your relationships, and realized that the potential acquirers are not interested, at least the ones I was interested in, weren’t interested in buying a book. They were interested in buying a business. And that just meant every decision we made going forward was not profit-driven, but how can I increase the value of the business? So after that first call, I knew I probably would be looking to move forward with a transaction sooner as opposed to the end of retirement. That information that I got on that first call helped me realize that when Oak Hill Wealth Advisors opened its doors on May 9th, 2022, we effectively had an IPO. I had great familiarity with how the succession plans at Wells Fargo Advisors worked. And on that day that we opened our practice, the value of my business jumped to be four to five times the value of it in a succession plan at Wells Fargo Advisors. Now, I knew going forward that I was going to be able to increase revenue. I was going to be able to increase EBITDA. I was going to potentially have some benefits from a market tailwind. I knew the multiples of EBITDA that the firms use may fluctuate, but the biggest change by far occurred leaving the wirehouse and having the value of my business grow four to fivefold in that same day. So what I really focused on was making sure that I was going to, when I was ready to start looking again after I had worked on improving the practice, really was going to look for a firm that was going to be a good cultural fit for both my clients, my team, and myself. Louis Diamond: That’s such a cool perspective. I’ve never heard anyone say that the day we launched your independent business was like an IPO. But honestly, it’s so true. You’re planting a flag in the ground that like, “Here is real value. This is value that we’ve created that we own rather than it being a book of business and a W-2 paycheck.” And it’s a fascinating perspective. Patrick Larkin: Yep. It really is amazing that the value changed that much on one day and the future value changes. Looking at the equity that I owned in Oak Hill Wealth Advisors, it made sense to consider is there a better way to take some risk off the table for myself and my family and diversify some of the equity that I had in Oak Hill Wealth Advisors with a larger enterprise? Louis Diamond: It makes complete sense. Obviously, everyone would sign up for 4 to 5X increase in value. Patrick Larkin: Sure. Louis Diamond: That’s not the reason most people go independent, but it’s important to know. And also, what I really liked about what you shared is I think a really valuable learning for anyone is those calls come in, whether it’s from annoying people like me or from an acquirer, from a firm, they’re not all noise. You took it as an opportunity to learn. Even though that first person who called wasn’t the right fit, it crystallized something in your mind and it let you make proactive decisions that ultimately paid off in spades when it came time to sign the dotted line for your transaction with Cerity. So I think it’s brilliant. And it’s very big picture, big-business-owner-type stuff that I think a lot of people will just filter out because it’s annoying and I’m young, I’m not looking to sell, but that was the journey. Patrick Larkin: Yeah, that first call changed my opinion about timing of when to move forward with a partnership. Originally, I thought this would be something at the end of retirement. The timing of doing so sooner seemed a lot more appealing after having that conversation and realizing what we had actually built. Louis Diamond: Amazing. So ultimately you decided to merge with Cerity Partners. We’ve had Kurt Miscinski from Cerity Partners on the show. They’re a real heavyweight within the RIA world. Most recently, they were valued at $8 billion in a recap, and it’s a very impressive firm. What specifically drew you to Cerity versus other potential buyers? Like you said, you got a lot of calls. Patrick Larkin: After that first call, I just got to work and focused on continuing to take care of our clients, building a team, adding new advisors, being a mentor to those advisors. But at the same time, we were being approached fairly regularly by that point. And I had a pretty good system for quickly deciding whether something was worth a second look, and most weren’t. But about a year ago, one of the national RIAs caught my attention and I started having conversations with them. And once I had progressed with them, I though, “You know what? If I’m giving this consideration, I really need to cast a wider net.” So I reached out to other RIAs that I had looked at and admired and been keeping an eye on. And ultimately, my longtime business coach, Barbara Kay, suggested I talk with Cerity Partners, a company that one of her other clients had just recently joined. And from the very first call, I could tell something was different. And I talked to many different companies. Cerity Partners, and an individual I spoke with, Geoff Newman, they weren’t leading with valuation formulas or deal structure. They were asking questions about my clients, my team, and how I actually ran the practice. They had a very defined process for identifying partners who were genuinely compatible, not just advisors with books that were transferable. And that distinction mattered greatly to me. They also offered really, in my opinion, the right balance of support and still having some autonomy. And their aspiration to deliver consistent standard of care to clients, whether they be in California or Virginia, so that those individuals get the same quality of experience, resonated with how I was already running things within my practice. That combination of support and autonomy, I really liked the idea of continuing to have oversight over my local practice, over our practice, which included the budget, salaries, and bonuses. It more than anybody else felt like a partnership and not a buyout. And I really appreciate it during that first call, Cerity was the only company that talked about a hundred-year plan. It was amazing to me to hear what their thoughts were. Most of the other firms I spoke with talked about valuations. And very quickly in the process, I found myself on a Zoom call with a Patagonia fleece vest-wearing private equity rep walking me through a valuation. And it was efficient, but it was not a cultural fit for me. And the infrastructure behind us and the combination of autonomy is really harder to find than most people think. As I progressed with Cerity, I remember early on in the process thinking to myself, “My God, I hope they want me, I hope they want me,” because I could tell I’m a very process-driven person They had a process with the way they brought me on board. And ultimately, we had a due diligence trip set up to go to one of their larger offices where I met with one of their leaders, Claire O’Keefe, part of their practice development, and had an opportunity to meet with different leaders within the firm and really get my arms wrapped around the potential that they had. Just the quality of the people I encountered through the whole process just kept reinforcing the decision. And by the time we got to the finish line, it didn’t feel like a transaction. It felt like I was joining something that I was excited to be part of. So just a little bit more about what attracted me to Cerity, their culture is just phenomenal. Cerity Partners uses the word “meritocracy” and they actually mean it. Ownership and influence here track your contribution, not your tenure or how well you play the politics. I just attended my first partner meeting in April, and without exaggeration, it was the most extraordinary professional meeting I’ve attended in my 25-year career. During the meeting, there was open debate about the direction of the firm, and every voice in the room carried weight. You could feel the culture. And that type of culture is built over years. You can’t fake it. Everyone in the room it felt like was rowing in the same direction. And by the time the meeting was over, I was so excited to get back to my team and tell them about what I had just witnessed, I wasn’t looking for the exit. I was looking for the brick wall to run through. I was so excited. And every once in a while I wonder having spent so much time in the wirehouse spaces, the bar just set really low for me when I talked to some of my other colleagues that have been independent for a long time. But it was just an absolutely amazing experience. And I do want to just add, one of the last really important things to me about Cerity Partners is I’ve been very fortunate with my career and in this profession. And part of my goal over the rest of my career is to have a legacy. And my legacy currently exists with the families I’ve advised and the team that I’ve built and have served and led. But Cerity Partners is helping me achieve even a greater legacy in our industry with our shared long-term goals. During my first meeting, they talked about their hundred-year vision of being a worldwide employee-owned professional services firm. And currently, and this is very exciting, the employees are the largest shareholder of the firm. No one else I talked to talked about their long-term goals like this, and it’s a vision I believe in. I want to contribute to help to see it accomplished. And one day when I do retire, I want to look back and see how I contribute it to a company that I believe is going to change the direction of professional wealth management. Louis Diamond: Wow. Patrick Larkin: My partnership with Cerity Partners is going to make that a reality. It’s just an amazing place. Yeah, very happy. Louis Diamond: Honestly, you can’t fake that type of enthusiasm. It sounds like- Patrick Larkin: It’s not- Louis Diamond: … you entered into a transaction, which is it’s like jumping into the deep end. How do you sort through what’s the sales process versus what’s real? How much of this is actually going to translate to my life? But hearing you not that long after the transaction, you still feel that and it’s very cool. In the press release I read, you cited estate planning, private markets access, and cross-border planning as key reasons for the merger. Can you talk about what it was about those? Maybe- Patrick Larkin: Yeah. Louis Diamond: … anything else that was missed? Patrick Larkin: Yeah. Louis Diamond: And were those not things that you felt like you could have delivered yourself as a standalone? Patrick Larkin: I thought that they were going to help me be able to be more effective in delivering those, but they weren’t the complete picture. The capabilities that we cited in the release were genuine gaps I wanted to fill and have available for clients and be able to prospect and go after new additional clients. But being fully honest, there were also deeper drivers. One was my team. Sometimes we get emotional about this. Being someone who’s trusted is really important to me, and that’s something I hold in high priority. There are people that followed me out of Wells Fargo to join me. One of my client associates had delayed her retirement so that she could join me and help us launch for the first three months. One of my other client associates has been with me close to 15 years. These are people that trusted me to do the right thing and to make sure that I wasn’t walking them off the plank. Being able to join Cerity Partners and give them a future that didn’t hinge entirely on my personal longevity was a huge relief. And Cerity Partners is an ownership culture. I’m so happy to say today that every single individual on my team in our practice in Lansdowne is now either an equity owner in Cerity Partners or very shortly will be an equity- Louis Diamond: So cool. Patrick Larkin: … equity owner. So they have a stake as well in what they’re building. It matters. My youngest client associate noticed how much it costs to send to FedEx. And he goes, “Now that I’m an owner, maybe we should rethink about sending regular mail.” Another driver was my family. And I’ve always had the philosophy of trying to prioritize and clients first, team and colleagues, and then my family. And I’ve always made decisions that if I put those others before myself, eventually I’ll be taken care of. And going through this transaction, it was so generous to my family and provided such security. There was a little bit of guilt that, “Am I doing this for all the right reasons?” But being able to secure my family’s future, converting equity in a three-year-old RIA into a stake of a $8 billion-plus valuation with institutional backing, that was a meaningful moment and I’d be less than honest if I glossed over that. I also really wanted to be part of something larger than myself. And the opportunity to help build a legacy in this business with Cerity Partners really gives me the platform to do that. Louis Diamond: Very cool. I can tell that you’re genuine, not just because of the way you sound, the way you’re speaking, but in the very beginning of the episode, you talked about the reason you got into this business was because you thought it gave you the dual purpose of being able to help people, but also being able to enrich yourself or your family. So this answer, it comes full circle. You’re able to accomplish all these goals, which made it the right decision. And I think, look, I say to advisors all the time, “You’re allowed to be greedy, you’re allowed to be selfish as long as the clients are still in the front of your mind as the most important thing.” There’s nothing wrong with doing better for clients, building a legacy in your case, but also reaping the rewards of all your hard work and labor and also all the risks that you’ve taken over your career. I got to ask you, though, from being an employee of Wells, where you were running your team, for the most part, you can run the business within their guardrails the way you want, to then running an RIA, which is really like you’re fully in control of everything, to now being a partner, but you’re not the one who has the name on the door anymore. Patrick Larkin: Right, right. Louis Diamond: Well, how do you think about the giving up control and full ownership of your practice versus owning a very small amount of a much larger entity? Patrick Larkin: There was such continuity. Oak Hill Wealth Advisors and Cerity Partners were so philosophically aligned that I genuinely never felt like I was giving up anything that I wasn’t glad to let go. My wife joined the business shortly before I left Wells Fargo Advisors. And still to this day, on my drive home from work, I call her up and say, “You’re not going to believe this.” And it’s all a positive, good thing. So Cerity has struck the perfect balance of that autonomy and support combination that I was looking for. So I still have control and a say over the way our practice is managed. Very shortly after the merger, my supervisor came down and met me for the first time, and we went out together after the day had ended. And early in the conversation I said to him, “What can I do to make your life easier?” And he said, “Pat, what can I do to make your life easier?” And that set the tone that still exists to this day. I almost cried when he said that because that was so different than what I had experienced up to that point. So the collaboration, the way we work together, it’s just absolutely amazing. And not once for a single moment have I second-guessed my decision. And it’s really weird because I’ve now been part of this organization for nearly nine months, and there just has not been one thing that’s occurred where I said, “That’s a disappointment.” It’s just been absolutely amazing every single day. Louis Diamond: Very cool. To me, there’s different arcs of when you want to ask people the question of, “Hey, any regrets?” And usually you don’t want to ask them too soon because they’re still going through the transition and integration and growing pains. And you don’t want to ask them too far in the future because you forget about what was life before. To be this short of a duration into this new partnership and to have these feelings, that’s absolutely pretty special. I got two more questions for you, Pat, if you don’t mind. Patrick Larkin: Sure. Louis Diamond: First one, economically, to me, one of the hardest things for really any advisor to really grapple with or to fully comprehend or make their own is, “I own 100% of the equity in my business. I get to decide when I want to sell in the future. My business is growing 10% per year. I wait to sell until 10 years from now, my business is going to be much bigger and I get to keep all the cash flow. I get to make all the decisions.” That compared to the path that you took, which was take cash off the table, which everyone understands, to, “Now, I own a much smaller piece of a much larger pie.” How would you talk to someone about the financial trade-off between a hundred percent ownership in their business, full control, full discretion over everything, versus becoming a minority equity partner in a larger entity? Patrick Larkin: You have to look at the valuation of my business, again, the day that we opened our doors as Oak Hill Wealth Advisors. There was such a massive jump in the value of the business. There was not going to be an opportunity for an appreciation at that level. So then, you have to compare what the growth rate is of Oak Hill Wealth Advisors versus a Cerity Partners. And I’m not embarrassed to say that Cerity Partners is and has been growing at a much faster rate of return. The value of the equity that I have retained in Cerity Partners, my ownership stake, I fully expect by the time I transact that business as I get closer to retirement, that’s going to be worth many times more than whatever opportunity I would have had at Wells Fargo with the valuation they would have provided me. Nevermind, very important, the tax consequences of a structure like this is all the retiring advisors that I worked with were taxed at their highest marginal rate. I owned a business and we were taxed at long-term capital gains rates. A significant difference in savings in what as the owner we actually realize. So yeah, I feel very comfortable with the ownership that I have and the control and continued opportunity with the meritocracy culture to increase my share of ownership in the company. Louis Diamond: Okay, and let’s do one more question here. I’ll pick it back up. So Pat, I think it’s a really cool perspective. It’s almost do your homework, and if you find the right horse and the right jockey that can run faster than you can on your own, that the equity value will compound and grow and appreciate in a faster, more efficient way than what you’re doing on your own, which makes complete sense. It’s the ultimate trade-off. And again, it’s like jumping into the deep end. On the one hand, Oak Hill was all you, right? You control the growth, for better or worse, for the good days, the bad days, the good years, the bad years, versus now your growth is diversified amongst hundreds of partners across M&A, across different lead flow channels, et cetera. It makes complete sense. But honestly, if I were an advisor, I don’t know how I would think about it. I think it’s all just fact-and-circumstance-based on where I am in my life and who the firm is and what I’m trying to accomplish. But it’s such a cool perspective because usually the playbook that we see, which is why we did this series, is go independent and there’s a long pause until there is a realization of all the value that’s been created. So seeing you do this in a much quicker timeframe, it seems like it was the absolutely right decision. To me, it just is another path, another way that an advisor or a firm is able to think about their future. Any final advice or parting words for someone who is sitting right where you were in 2021 or 2022 thinking about making the leap? And we’ll say a transition in general, or really anything you want to share to wrap our episode here. Patrick Larkin: Thank you for having me, and this is a great question. Happy to give a thoughtful answer to it. Before I’d left Wells Fargo Advisors through the program and started Oak Hill Wealth Advisors, I had an opportunity to go through a due diligence process and make sure that this was going to be a right move for me. There was no carrot out there that was obvious. I learned after that first conversation that I had built a practice that had some value to it. I was leaving behind the security of something I knew, leaving behind a significant amount in deferred compensation, and I wanted to make sure I was making the right decision. And through that due diligence process, talked to about five other firms that had recently left Wells Fargo to join this RIA program. I asked them a lot of different questions about what their experience was. And at every point during those conversations, they all said the same thing at different points. And it sounded like this. They said, “I’m working harder than I ever have before, but I wish I had done this sooner.” So my advice to those people, do it. I know that sounds simple, but I mean it. The fear of leaving is almost always worse than the actual experience of leaving. And I understand the inertia of not leaving and the real apprehension of what was on the other side. But what I found was a version of this profession I genuinely didn’t know was possible. One where I could do things the right way on my terms for the people I care most about serving. And not every path is going to look like mine. Some advisors should go fully independent and stay there, and that can be an incredible life. But when it comes time to look for a partner, quite frankly, if Cerity Partners is not on your shortlist, you’re making a significant mistake. And I say that not to sell anything, but because I’ve lived the comparison firsthand and there’s simply nothing else like it. Louis Diamond: So Pat, it’s been really fun, but I don’t think we’ve had anyone on the eight years or so we’ve been doing this show that’s gone through this type of arc or journey that you have. One of my big takeaways or sticking points that this episode brought for me is by going independent and taking control over your future, you created complete optionality for yourself to do exactly what you wanted to do with your business, even if that was different than what you initially planned. So in your case, it was selling within three years of going independent, but by taking action, being proactive, playing some offense, you made the opportunity happen on your terms and your timeline. So this has been fun in so many different ways. I loved your comment about how when you went independent, it’s basically like the day of your IPO, the four-to-five-times increase in value versus an internal succession deal, and even just the way to think about getting equity in a larger entity versus running your own plays only. So thank you so much for doing this. This has been fun. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firm’s or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.   Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate p

After submitting many proposals between the two of them, Pete and Jen noodle on their proposal writing process, and how they might help their clients to write their own. Specifically, in this episode Jen and Pete talk about: What are the three key questions to answer when writing a proposal? How might you identify the core problem that your proposal is meant to solve? Why is it important to consider who will be reading the proposal you submit?   More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Simon Sinek tells AURN News that entrepreneurs who want to make an impact should build businesses like social movements, focus on purpose and community and resist the pressure to chase growth at all costs. Subscribe to our newsletter to stay informed with the latest news from a leading Black-owned & controlled media company: https://aurn.com/newsletter Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Why does your practice exist beyond providing dental care? In this episode, Dr. Killeen explores Simon Sinek's idea of starting with your "why" and explains how a clear purpose can shape every patient interaction, every team decision, and the culture of your practice. Using Capital Dental's mission to make dentistry different as an example, he shares how small actions, like greeting patients with a genuine smile and bringing positive energy to every phone call, reinforce your purpose. When your team understands the "why" behind what they do, creating exceptional patient experiences becomes a natural part of everyday practice.

This week, Pete brings his sighs and his aha moments around grown up sh*t to Jen, and they unpack it all together. Specifically, in this episode Jen and Pete talk about: Why is adulting so hard sometimes? What tactics might we utilize to navigate difficult situations and conversations? How might we think about finding solutions and take ownership of the problems we encounter?   More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Leave an Amazon Rating or Review for my New York Times Bestselling book, Make Money Easy! Check out the full episode: https://greatness.lnk.to/1478DM Simon Sinek recounts his harrowing experience on 9/11, compelled afterwards to leave advertising for more meaningful work. He recalls New York's initial unity fading as people reverted to old patterns when the crisis passed. Sinek explains humans struggle with long-term thinking, wired for instant gratification versus imagining distant retirements. He notes tangible threats finally spur changes, like near-death moments exposing mortality. Sinek highlights why elderly individuals share unfiltered wisdom, liberated from others' opinions with finite time left. He advocates storytelling transfers life lessons without requiring firsthand trauma to incite growth. Overall, Sinek criticizes shortcut mentalities that waste foundational wake-up calls once threats subside. Sign up for the Greatness newsletter! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A brochure anyone can read out loud is not a sales asset, it is a crutch. In this episode of Content Amplified, Jason Gwilliam returns to explain why the conversation closes the deal and content exists to back it up. Jason walks through the "scrub sink story," the 30 seconds outside an operating room where a rep has to land three points and then leave something behind. He explains the difference between a rep who is comfortable and a rep who is ready, why he sends people back out the door if they cannot answer the how, the why, and the what from Simon Sinek's Start with Why, and how the 10,000 hour rule from Malcolm Gladwell's Outliers shows up in sales the same way it shows up in film study and rehearsal. He also gets specific about AI as game film: what he learned running video coaching back in 2018, how to program a tool to measure cadence and filler words, and why coaching only works when weakness is not punished. Listen if your team has plenty of collateral and still loses the room.About JasonJason Gwilliam has spent 21 years in the healthcare and medical device space and has been a sales enablement practitioner and architect since 2008. He has sold for large companies including Philips, Abbott, and Siemens, and he makes the point that real enablement in med tech requires carrying a bag yourself so you understand what the field actually faces. He lives in King of Prussia, outside Philadelphia, and writes a notebook series on LinkedIn built around one idea: selling in 2005 is not the same as selling in 2026. This is his second appearance on the show.Show NotesConnect with Jason on LinkedIn: https://www.linkedin.com/in/jgwilliam1974/Start with Why by Simon SinekOutliers by Malcolm Gladwell (the 10,000 hour rule)"The Art of the Elevator Pitch," Harvard Business ReviewThe Challenger Sale research on what customers want: insight and differentiationText us what you think about this episode!

From rebuilding after the REO era to leading 220 agents, George Laughton breaks down how he scaled a Phoenix-based team to $1B in annual volume. Learn the hiring frameworks, decision filters, and timing that turned opportunity into durable market share. In this episode: The reset: from REO team to George, his wife, one agent, and one assistant—then scaling to 220 agents $1B/year, 1,800–2,000 transactions, and gaining share despite a contracting market When to start a team—and when not to (operator vs. visionary vs. top producer) First hires, role clarity, and setting outcomes for 90 days/6 months/1 year Hiring to strategy vs. getting swept up by "magnetic" candidates Moving fast for undeniable talent and when opportunity forces scale (Zillow Offers) Internet lead gen at scale and training that unlocks agent capacity Footprint: five Phoenix offices, Tucson, small NV/Denver presence, Texas on deck; 98% of deals in AZ   Links & resources: George's Instagram: https://www.instagram.com/georgelaughton/ Zillow Premier Agent: https://www.zillow.com/premier-agent/ Realtor.com: https://www.realtor.com/ Ojo (OJO Home): https://ojo.com/ Follow Up Boss: https://www.followupboss.com/ Fireflies.ai: https://fireflies.ai/ HouseWhisper: https://www.housewhisper.ai/ The Infinite Game by Simon Sinek: https://simonsinek.com/books/the-infinite-game The 4 Disciplines of Execution: https://www.franklincovey.com/books/the-4-disciplines-of-execution/  

This week Rich Diviney delves into his latest work, 'The Masters of Uncertainty,' which offers strategies for managing stress and performing under pressure. Rich shares the importance of understanding and deconstructing attributes, the concept of dynamic subordination in teams, and the critical role of trust. The conversation also touches on the neuroscience behind dealing with uncertainty, the practice of moving horizons, and practical breathing techniques for managing autonomic arousal. Rich emphasizes the need for purpose-driven leadership and how mastering uncertainty can empower individuals to thrive in complex environments. Episode Highlights: 03:57 Writing and Impact of 'The Masters of Uncertainty' 08:30 Applying SEAL Strategies to Everyday Life 24:07 Navigating Adversity with Micro Strategies 25:58 The Power of Breathing Techniques 41:51 The Four Pillars of Trust 44:34 Dynamic Subordination in Leadership Rich Diviney is a retired Navy SEAL Commander. In a career spanning more than twenty years, he completed more than thirteen overseas deployments-eleven of which were to Iraq and Afghanistan. As the officer in charge of training for a specialized command, he spearheaded the creation of a SEAL directorate that fused physical, mental, and emotional disciplines. He led his small team to create the first ever "Mind Gym" in Naval Special Warfare that helped SEALs train their brains to perform faster, longer, and better, especially in high-stress environments. Since his retirement, Diviney has worked as a speaker, facilitator, and consultant, training more than five thousand business, athletic, and military leaders. Rich also works with Simon Sinek's organization, Start With WHY. You can learn more about Rich here: https://theattributes.com/ Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

After a recent episode on packing, Jen and Pete spend this week mulling over the idea of its opposite: unpacking. Specifically, in this episode Jen and Pete talk about: What are some tactics we might use to make it easier to manage change? How might we assess what everyone on our team needs before making a plan? What surprises might we find when we take a different path than planned? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

In this episode of The Builder's Bookshelf, we break down Simon Sinek's Start with Why and translate purpose-driven leadership into the construction world, where people need more than tasks, deadlines, and pressure to do their best work. You'll learn how to connect daily jobsite responsibilities to deeper meaning so your team moves from simple compliance to real commitment.Enjoy this episode and #BeNEXT

Get AudioBooks for Free Best Self-improvement Motivation You're Playing the Wrong Game | Simon Sinek Motivation Discover Simon Sinek's powerful perspective on purpose, leadership, and long-term success. Learn how changing your mindset can transform your future. ⁠We Need Your Love & Support ❤️ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Get 3 Audiobooks Free -

After thinking over and over about the concept of strategy, Pete turns to Jen to help him unravel what strategy actually is and how it can be best utilized by individuals and companies. Specifically, in this episode Jen and Pete talk about: What even is strategy? How might we move from our goals to a clear strategy? What are some tactics to stay focused on the things we actually have control over? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com

Get AudioBooks for Free Best Self-improvement Motivation How to Lead So Others Will Follow | Simon Sinek Learn timeless leadership principles from Simon Sinek. Inspire trust, motivate others, and become the kind of leader people genuinely want to follow. ⁠We Need Your Love & Support ❤️ ⁠⁠⁠⁠⁠⁠⁠⁠⁠Get 3 Audiobooks Free -

What if the reason you can't articulate what makes you different isn't a communication problem, but a nervous system trained by decades of fitting in? Today's guest is the man Simon Sinek credits with helping him find his why.  Mark Levy has spent 25 years uncovering the ideas hidden within people that make them not just different but unmistakable. He went from a bookstore clerk in Queens to a publishing executive who moved over a billion dollars in books, to a New York Times contributor, to the author of Accidental Genius (translated into eleven languages), to a co-creator of Chamber Magic, New York City's highest-rated live show.  In this conversation, Mark and Dov unpack why the most capable people in the room so often have the hardest time saying what makes them unmistakably themselves, and what it costs them in fees, impact, and meaning to keep it all buried. Topics include:  The Leaning Tower of Pisa and the economics of anomaly Why passion blinds you to what you are looking at.  The four-into-four technique that unlocked a New York Times bestseller. Why marketing works better without hyperbole.  The actual origin of the elevator speech. How one client went from lighting himself on fire in theme parks to building courage in Fortune 500 organizations. How a magician became the Millionaire's Magician.  The single concrete action Mark gives listeners to start pulling their real ideas to the surface. CONNECT WITH MARK LEVY  Website: https://levyinnovation.com  Email: mark@levyinnovation.com  LinkedIn: https://linkedin.com/in/marklevy WORK WITH DOV  Website: https://DovBaron.com  Email: dov@dovbaron.com  If you found this conversation useful, please rate, review, and subscribe. It genuinely helps the show reach the leaders it was built for.   Connect with Dov Baron:https://DovBaron.comdov@dovbaron.comRate, review, and send this episode to the most thoughtful builder you know. That is how the algorithm finds the people who still ask why. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As Jen prepares for her summer travel, she and Pete noodle on the activity of packing, and the sometimes difficult decisions of what to bring and what to leave behind. Specifically, in this episode Jen and Pete talk about: Why is making decisions so hard? How might the usage of constraints and rules be beneficial when making choices? What are some tactics to deliberately carry less around with us? More from us in your inbox. Subscribe to Box O' Goodies. A weekly email with the books, podcasts, quotes, and other noodles Jen and Pete are mulling over.Listen to all episodes and read full transcripts at thelongandtheshortpodcast.com.Reach us: hello@thelongandtheshortpodcast.comPete's work: humanperiscope.com · Jen's work: jenwaldman.com