Mastering Business Networking & CliftonStrengths | Growth Strategies for Entrepreneurs - Nikki Gates - The Perfect 100

Episode Transcript
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(01:11):
Hello and welcome back to the Perfect 100.
I'm excited to bring you today's guest who has served or is serving as an area directorfor COR.
If you don't know what COR means, that's Company Owned Regions, where she helps supportand grow chapters.
She also represents her family's commercial construction business within her own chapter,so she's a member also.

(01:35):
And beyond those professional roles, I've had the privilege of working with her personallyon
Clifton's strengths and I'm also proud to call her a friend.
So please join me in welcoming Nikki Gates to the show.
Hey Nikki, how are ya?
Hi, Tammy.
Thank you so much for having me.
I'm excited to be here.
Awesome, it's my pleasure.
All right, let's get everybody up to date on what you do in your business, in yourchapter.

(01:58):
So go ahead and give us your commercial.
Oh, wonderful.
Well, again, My name is Nikki Gates and I hold the seat of commercial contractor for mychapter and it's Double J Construction is the company we do mostly excavating and
streetscapes, parks and rec.
We look for my role in the chapter or role for the company in the chapter is to continueto find and connect with people that

(02:26):
have projects that they are putting out to bid so that we can bid those projects, ohagain, because it's commercial based.
And also to find resources for subcontractors and connections oh to help do the jobs forthe business.
again, it's commercial construction for Double J Construction.
Awesome.

(02:47):
So you represent your company, your family's company, and you also serve as an areadirector.
Talk to me about how many chapters are in your area.
And you're in the Dayton area, because I don't think we said that.
So how many chapters are in that area?
We have 14 chapters and approximately 300 members in the Dayton region.

(03:09):
And it spans over, it's probably about a 45 mile radius of Dayton.
So we have some Northern and Southern areas as well.
But it's, you know, I love the region.
I grew up in that area.
So it's been very, it's just been very rewarding to work with the different people thatarea as well.
And for those that might be listening internationally, that's Ohio.

(03:30):
since we didn't say that, and I'm originally an Ohio girl, although from up north in Ohio.
So, but I have been to Dayton several times for various reasons.
um So what's it like balancing both hats being, you you're representing the constructionbusiness and then you're also an area director, how as a member and a leader.

(03:51):
So what have you learned from doing both things?
Well, you the interesting part is uh I was only in BNI for five months before I um took onthe role as area director.
So I really didn't know much about BNI at all.
I came from 23 years as an educator and then finally left education during COVID andstarted to work with my family's company.

(04:18):
I was an art teacher.
So like going into marketing was kind of a nice next step.
Plus I was an administrator.
So.
kind of helpful with that leadership as well.
uh going into it, like I said, I really had no concept of what was going on.
And even as I became uh managing over the region at the time, I still had so much tolearn.

(04:39):
it was a real balance, like you said, a balancing act of trying to learning BNI justperiod, and how to uh leverage being a member and working throughout the region.
But I really do love it because one of my favorite things, I do think it's so important tobe a member also while you're being a leader in the region because it just keeps you on

(05:03):
the ground level.
I I've built so many relationships and I just feel like you're in the midst of everybodyand it really helps you stay uh grounded with those relationships and to know what's going
on and what the members need and would like.
So it really has been a great balance and plus it's helped me even broaden
the company's name, you know, for my family's company brought in their name throughout theregion before where people just, we just didn't have any exposure.

(05:29):
Like people just didn't know.
And we found a lot more people to work with and connect with.
that's been really nice.
Yeah, I love that.
I've often said in the past when I've worked in, I've worked for various companies andcorporate level, you know, kinds of opportunities and I've always come in at the sales
level and then moved into management.

(05:50):
occasionally people would get hired from outside the company to be in management over ateam of people who, you know, were doing the work essentially.
And I always thought that that was a strange move because
It's so much harder to take over a team of people that are doing the work that you haven'tdone.

(06:13):
Exactly, exactly.
I mean, I even felt that way in education because I taught in the school district.
And of course, you know, one of the questions I always ask is how are you going to be anadministrator in the same district you taught?
And I'm like, well, who better?
Because we know the people, we know the clientele, we know the families, we know, youknow, and I think it's the same, you know, like in what you were talking about or in this
concept as well, because nobody wants to be led by someone who has no idea.

(06:41):
what the area or the people need or want, know?
Yeah, exactly,
still get phone calls.
I just had one earlier today where somebody was trying to access something in some systemthat they're like, you know, I'm lost.
And I knew if I called you, because you've been around for a long time, you would be ableto help me figure this out.
And although it was somewhat challenging, did help them figure it out.

(07:06):
So, yes.
Yes, yeah, for sure.
uh What...
What leadership strengths do you think that someone, know the person that tapped you onthe shoulder to uh become the area manager, but what leadership strengths do you think
that person saw in you to want to push you to the next level?

(07:27):
You know, that's always been a hard uh one for me to answer.
And even, even in the education world, uh I never saw myself moving up as anadministrator.
And I, my mentor did see that and same in this scenario as well.
um I don't know if I under, I don't want to say underestimate, but you know, just, I justdon't see myself as having like, I'm this, you know, great leader or whatever.

(07:57):
But I do feel like what is important to me is building relationships with people
because I feel like when you have relationships with people and you have authentic andhonest relationships with people, people want to work with you.
People want to learn from you and people want to be, they listen to you and they will growuh from things that you might help them with.
So maybe just having those relationships.

(08:22):
I mean, think that's the biggest thing.
uh
And maybe just my willing to, I mean, I'm not afraid to like present or talk in front ofpeople.
That might be helpful as well.
But again, I guess I wouldn't peg myself as that.
It's just kind of been, you know.
Yeah, well, your CliftonStrengths pegged you as that, Yeah, it's funny how those thingswork is, and one of the reasons why I asked the question, you know, might have something

(08:53):
to do with that.
yeah, I think that each person's own unique set of things creates the environment by whichthey might move to something else, right?
Is, you you kind of just inherently have something.
that someone else sees as a benefit.
you know, definitely with you, relationship building was an asset to bringing you forwardto that role.

(09:19):
and I think that you're a humble person, so you're not gonna say, you know, that's astrength for you necessarily, but that's definitely something, you know, just knowing you
as I do, I know that that's something that you, I think you bring your teaching experienceforward into this.
right.
an asset to everyone around you that you don't assume, like you said, you'd only been infor a short period of time when you moved into that role, so you didn't know even how to

(09:49):
be a full-fledged member, let alone into that role, but you're willing to say that, right?
right, right, right.
Yeah.
And I don't need to pretend that I know everything because like who really does, right?
I mean, we're all learning on a regular basis, yeah.
And I mean, even as a teacher and no matter where, if someone asks for your help and youdon't know the answer, you're like, I don't know, but we'll figure it out.

(10:11):
So being resourceful and being willing to dig into it and work with them rather than tryto pretend you know, that's not helpful for anybody, right?
So with that unique experience that you have now running a territory, what has surprisedyou most about how chapters actually grow and thrive?
um
I I think what surprised me the most in the beginning, and again, this was a big learningcurve for me.

(10:36):
So I came in and had a lot of people say, it used to be this way, it used to be that way.
And I was like, I don't even know what that means
because this is just what I know.
And shifting that culture.
um And I think that we've, I am proud of this, that I do think we have shifted the culturein the Miami Valley region.

(10:56):
to where we're not just like chapters in silos and they truly do embody the giver's gainmentality because we have so many chapters that just help each other, you know, and uh
kind of learning that and growing through that has been, I think, really uh beneficial forthe region and for the chapters.

(11:19):
And to that point, I think it was just uh they were pretty stagnant, you know, when I camein.
so to really dig in and say, like, these are the things that we should be doing.
This is why are we not connecting?
Why are we not doing things together?
And once we kind of learn that, then people learned from each other, you know, other thanjust outside of their little region.
And I think that's been helpful in growth and people seeing like the value and wanting tobe part of the region.

(11:46):
So what do you think shifted there?
I mean, I know it you, but what do you think shifted in terms of why they decided to startworking together where they hadn't before?
Because I think that's probably a big thing.
Culture, we talk about culture a lot.
And the culture has shifted over the years, always will.
It's just going to keep changing.
But some chapters have the age.

(12:09):
They've been around for 20-some years, and some
or newer, know, some in between.
So what do you think has been, what was the catalyst to get them to see, like we actuallycould not only work with our, you know, change things here in our chapter, but work with
other chapters.
I think, I really do think once a lot of them realized that they weren't the only chapterin the area, you know, um I don't know that they had really connected much at all.

(12:35):
And we just started doing regional things together and nothing that was like superextravagant, you know, it might've been a social or we did, you we've done like little
business expos or we've done dinners together, you know, to celebrate different things.
And I think once they saw all of that,
it really opened up this whole new, like I can learn from all these people and these aregreat connections.

(13:00):
It just really opened up a new world that they realized their little island wasn't, it wasa lot bigger.
They had a lot more to access than just having that small.
And again, we really do have good people that I think just enjoy being around each otherand a lot of us are just friends.
So that's really cool too.
well, I love that also because there, know, talk about that.

(13:22):
I've done, I don't know how many episodes where I've said, you know, working the otherarea, you know, working your whole area, having you have opportunity to have connections
all across your region or all across, you know, you're in Dayton and I'm in Memphis.
So that means, you know, we're, we can be regional, we can be, you know, the whole, theUS, we can be the whole country, we can be everywhere, we can be the whole world.

(13:45):
bright.
BNI is everywhere.
it just depends on what kind of business.
not everybody's going to do business outside those areas.
why wouldn't you want a bigger, if you said 300 and something people in your area, whywouldn't you want them all on your connection list, right?
Right, exactly, exactly.
You know, and because people find different jobs through people, like connecting throughpeople.

(14:06):
And of course, if you have a category that's not as common, you've now just taken yourchapter of 25 and opened it up to a region of 300, you know.
And I think that was a thing that was missed a lot too, which I encourage a lot in theregion, you know, for those that are in those a little bit more obscure, unique
categories.
So yeah, yes, the unicorns, yes.

(14:30):
Yeah, we actually had that scenario in my chapter where someone worked for one company andit was a construction related company and they had to downsize.
And that person ended up getting hired by one of the people in our chapter, anotherbusiness owner in our chapter, uh they had shown themselves to be a reliable person within

(14:53):
the chapter.
Right.
them the opportunity to show up as a potential, you know, and got hired at the othercompany.
So you just never know.
So very cool.
uh What brought you to BNI originally?
Well, the position, you know when I was brought into the company, into Double J, that waspart of the biggest thing.
Like they just did not have um exposure really.

(15:17):
You know, I'll never forget.
I went to, and this was before I think I was part of BNI, but I went to an event that wasat a local college in Dayton and nobody knew, I had no idea.
I've never heard of Double J Construction, never heard of anything.
And I was just, I was.
because we were doing the project right outside of their door.

(15:39):
We were doing the college entryway project and streetscape.
I'm like, how has nobody, they just didn't, we just didn't have that exposure.
The website wasn't up to date.
There was no social media presence.
was no, um people just didn't know.
And so that's kind of what I was brought in to do.
And then I met at a, just at a,

(16:02):
social, I met uh someone that is currently in my chapter.
He's actually been in for 27 years and he invited me to come.
Okay, you know, why not?
I didn't know what it was.
and uh he's like, he's probably one of the biggest connectors in the whole region and justa fabulous networker and really embodies the giver's game.
But I mean, I had no idea.
So I went and um you know, the kind of the rest is history, but I didn't know it existedto be honest.

(16:27):
I mean, when you're in education, you don't, you don't have, you know,
I always say we didn't know what the real world was like outside of the education walls,you know.
Well, I think it's a joke.
You know, when I was in the COR part of things, I think it was the joke.
We were the best kept secret, right?
Yes, yeah, yeah, exactly.
Yeah, yeah, that's how I made it there.
Okay, and did you say that them not having prior to you going into that role and gettinginto being I them not having the exposure was that hurting the business do you think.

(16:56):
Or has it improved since then.
I think so.
actually, still, I find people that don't realize we do certain things.
And when I'm out and about, they're still surprised.
But I definitely think we've had more connections of people interested um in sending bidsto us.

(17:17):
When they have a project, they'll send their bids to us because they realize that weactually do those things.
And like I said, the other piece of that too is I've met other people that they can use assubcontractors or resources for other parts of the business, not just subcontracting,
which has been very helpful as well.
Yeah.
the upstream in the pond of, um if you're in a chapter and you think about who gives youreferrals, do you get referrals more often, or do you send them off?

(17:49):
Are you receiving or giving?
Ideally, it would be both, but oftentimes, people in your line of work are kind of morethe upstream where you're feeding everybody else.
Is that true?
I would say I probably give more because we are, I mean, it is a niche, you know, um we'renot a handyman, we're not doing residential projects or whatever.

(18:10):
So, and we have to also bid them.
So we can't, we don't just like get something handed to us.
We actually have to bid it and be the low bid, you know, and so forth.
So, and again, the connections and the opportunities are connected with me, but.
um
But a lot of it, yeah, I would say we probably, I probably give more referrals.

(18:31):
yeah.
Right?
Yeah.
the trades team, I'm sure, is very happy to have you around em if they're getting thesubcontracting jobs.
I think that oftentimes we forget about that when we're trying to look at our own contextsphere in our chapter and say, okay, who...

(18:52):
is the person that's always gonna feed me, know, and are they in the room?
And if they're not in the room, those are the people we need to be looking for, becausethat upstream sort of thought of their client is always gonna be coming to me next.
uh And hopefully we have the opportunity to give them back business, because they mightcome to us first and they really need to see, you know, someone like you first, but.

(19:15):
uh
that if you haven't thought about that and if you're listening, then that's a good placeto look and say, who comes before, where do my clients go before me and where do my
clients go after me?
Because those are the people, if they're not already in your chapter, you need to have andbe looking for them.
Yeah.
When you think about the early days when you joined BNI, what do you think was the hardestthing to get?

(19:39):
And then how did you move past that?
Everything just seemed overwhelming when I first started.
uh think just honestly like understanding the power of one in the traffic lights and notjust for myself, but for everybody and as director helping everybody understand the

(20:01):
importance of them.
So I think that was probably the most challenging and because like I said, I didn't knowwhat any of that was.
um The one thing I do kind of pride myself on
is that I'm resourceful, so I'll figure it out.
Like, if I don't know, I'll figure it out.
And I did a whole lot of figuring stuff out in the beginning.
And some of it probably seemed silly questions that I asked.

(20:24):
I mean, you know, right, right.
So that was probably the most challenging is understanding how all of that worked and whatthe benefit was.
And then translating that to everybody so everybody else understood the benefit and um howthat would help add value and help.
um
them become more successful as a member.

(20:45):
Yeah, I love that because obviously I show both of those things here.
And for the very same reason, um because I found that if people don't, if they, I thinkprobably by now, I want to feel a little bit better about saying that most people know
what the power of one is.
I think that now, because in, you know, several years ago, you wouldn't even get it

(21:08):
directly. It used to be sent to someone else and you hope that that person sent it out toyou, you
Writing paper slips and yeah, right.
it was even, we had to kind of format an Excel spreadsheet and try to figure out how todrop the numbers and it was like this nightmare.
And so it was very cumbersome, I guess would be the best way to put that to use it.

(21:32):
But now you get it in your inbox every month.
So you should have an awareness of it.
And I show it here and we're gonna get into that in a minute because I have a few morequestions before we get there.
But uh I show it here because it,
for me is, I always like to say it's not something that's punitive.
It's not if you're not green, you're a bad person.

(21:55):
But it is a scorecard for how you are or aren't utilizing the system that you paid for.
um So if you're not in the green, then you're leaving money on the table.
And maybe that's why they use the green color, because it's like money, right?
Right.

(22:15):
I know it's like a traffic light, but I'm going to say green is for money.
So, you whenever I sat down religiously as a coach, I sit down with people and that's thefirst thing.
If I'm doing a one-to-one, I want to see where they are because, you know, maybe I canlearn something from them if they're doing things well.
And that's why I like the Palms Report too, because the Palms Report tells a differentstory.

(22:38):
um You know, so it uh kind of shares information in a different way and we'll talk aboutit, we'll get there.
So, but before that, um tell me because you are in the commercial construction seat, umit's an industry where referrals look a little bit different than maybe retail kind of
businesses or coaching like what I do.
So what have you or how have you learned how to communicate what your opportunities, whatyou need?

(23:05):
um
what you're looking for in a way that translates so that you get them.
Well, like as far as you being like for business or referrals, like when I'm doing my,okay.
have you found to be successful to generate?
Because that's a trial, I feel like it's trial and error.
You you try this, you try that and see what happens if people resonate with things.

(23:28):
And like my future presentation's coming up next week, so I'm sitting down doing my, youknow, trying to figure out what am I gonna put in this?
Because you say the same sets of things, you don't, I try to shift it every week, so I'mnot saying exactly the same thing, but.
Overall, I feel like in a year and a half I've said it all at some point, but you know thefuture presentation's a little bit different.

(23:49):
So have you found a way from, because I feel like your seat is a little bit more uniquemaybe than others to communicate how to get to those right jobs for you.

(24:16):
Yes, I think, and again, this kind of goes back to the exposure piece, but one of thethings, you know, because I'm the company works within the same area and the chapters in,
there were often times where I would say, has anyone seen or has anyone been to this parkor this, you know, like we just, did a riverfront like park and splash pad and so forth.

(24:40):
And a lot of them.
I yeah, I've been there.
And I said, well, we just finished that project.
So if you know of any other communities that are doing something similar, please let meknow.
Because again, we have to bid the jobs.
But if we don't know they're coming up, we don't know.
And some of the jobs are even different where it is a little bit more, I mean, it's stillcommercial, but it might be not necessarily like a government bid where it's like a uh

(25:07):
neighborhood wants to put a park in.
And they can be a little bit more specific and just say, no, we'd like you to bid thisbecause we know you do a nice job with this.
So again, having those connections of this is what we do and if you can connect us to acommunity that might be doing that.
So that has been one way.
Because I think the visual piece of that, when they know or they've been there or they'veexperienced it, helps them kind of connect like, well, I this community is getting ready

(25:35):
to do the same thing.
uh
Now, other times though, I'm even way more specific.
Like recently I needed someone to do like drone photography.
So I said, please connect to me with someone that does drone photography.
And of course, right there in the chapter, they were like, I do.
Okay.
So, you know, so I'll be specific if I need a resource, uh but as far as like jobs, it'sjust more giving them the idea of what we do.

(25:58):
Okay, yeah, I think that that's a struggle for a lot of people is well in your caseneeding resources is easy I think you know somebody raised their hand in my chapter a
couple weeks ago and asked for something someone did Then they didn't realize that persondid it, you know, so that's always funny.
It's like, okay, we need to do more wonder ones um but or
the one person they do the one-on-ones with need to be more specific.

(26:19):
Actually, they need to be using their gains profile and because maybe they missed thatsharing that with that person instead of, so that could have been a missed opportunity had
she not raised her hand and said that.
But trying to figure out the route of, like that you, if you give a specific like this isthe kind of thing you've been in it, you've seen it, know, trying to get ahead of it is a

(26:42):
great way to do that.
And as a director, you, uh
you kind of get to look behind the curtain of multiple chapters.
So what's a practice that you notice that separates strong chapters from ones that aremaybe struggling a little bit?
Absolutely like goal setting and realistic goal setting.

(27:02):
um I believe that my strongest chapters are very aware of like, is what attrition lookslike.
This is how many visitors or you know, how many people we need to add to our chapter thisyear.
And also being very strategic and inviting, but always inviting.
So the ones that don't have visitors and don't, and just get stacked, they're going to getstagnant and they're going to, you know,

(27:26):
die out.
Yeah.
So the stronger ones I feel like are very intentional and proactive, like they get to itbeforehand, before they're realizing like, oh, now what do we do?
know?
Mm hmm.
Yes.
set some opportunity, set what they want to do and then they walk towards accomplishingthat.

(27:48):
That sounds like good business.
In general, yes.
As a business coach, I'm going to say that's a good way to do things.
Right, right, absolutely.
Execute, the execution is the hard part.
know, kind of coming up with the vision, know, is generally for a chapter is notsignificantly hard because you usually want to be bigger.

(28:13):
But like we're, the chapter I'm in is we've, we're outgrowing, we've moved already onceand we're outgrowing the space that we moved into only not that long ago.
Sometime, you know, we weren't in there the whole year.
great.
far and we're already kind of at capacity because we always have anywhere from five to tenvisitors a week And so that sucks up the extra seats that we have but and then guess what

(28:38):
people join.
It's so weird So like the new it's October for if you're listening to this later, it'sit's October 3rd and so we've just rolled over into a new uh year for yeah, a new fiscal
year and
the new leadership team was like, gosh, I think we're going to have to move again, aren'twe?

(28:59):
And like, yes, and that's going to be on you guys to help support that.
So uh yes, yes, it is.
Yeah, it's fun.
So if you think about, um do you have any great referral stories that since you've been amember or even if you have ones from inside your region that you've heard that are just,

(29:20):
you know, an amazing
example of this is where I do BNI, does anything come to mind?
Hmm.
wow.
There's I feel like there's so many I actually uh Just recently spoke with a gentleman whois new it's his first year and um He called me because he's trying to put one of his like

(29:44):
colleague or you know workers in another chapter and I Like I was just so tickled becauseI never met him in person yet.
Yeah, I I may have seen him I got been to the chapter, but I hadn't met him directly
And he said, uh he said, just, this is just great.
Like I, just started a year ago and I already have, I can't remember.
He like had passed 88 referrals and told me that, and he's a handyman, right?

(30:09):
He had made over $105,000 and thank you for closed business in one year.
And that to me, I was like, what a huge, and I understand there's some, you know, somecategories or some companies that, you know, make like one item is going to be.
you know, a big item like that.
But that's not, you know, a handyman.
And I was just like, I was just so thrilled to see like, his investment, how much itmultiplied for his ROI in that one year.

(30:36):
And he was just so tickled.
and then I was at that chapter uh last week.
And he came right up and was like, I just wanted to meet you in person.
I spoke with you.
And I was like, yeah, I remember.
oh So anyway, I love hearing those type of stories.
uh But
Yeah, I mean, we've had a lot like that and just a lot of connecting, like chapter tochapter.

(31:00):
um I think my probably my first real for myself, like for my family's company.
um This is when I very first started.
just, heard my dad and my brother discussing uh their accountant and like, we need to lookaround, this isn't going well.
And I said, there's someone, know, my chapter, maybe you can talk to him.

(31:20):
And they did, and that's who they use now, but that first year saved them $20,000.
Right.
So it may not have been like revenue per se, but it was off of our, you know, thecompany's bottom line, which is also, you know, a very good, um, you know, referral, if
you will.
But, um, yeah.
So, I mean, we've, we've had a lot, but, um, but those are just two that come to mind.

(31:43):
Yeah, I love the, when you feel like you get to be a piece of someone else's success,right?
And I think that's why we all do this is that givers gain, you know, it's not just asaying, it's a feeling and it's you know, it's a opportunity when you can, and that's why
I like being a business coach is I can help, you know, kind of lift the veil sometimes forpeople who can't see the way forward, but.

(32:09):
Right.
for people that didn't know about BNI, it's kind of the same thing, is suddenly they'vebeen presented with this whole thing that, wow, these people actually want to talk to me
and they actually want to support me and they actually want to help me grow, and then theydo.
So it's pretty cool.
I love hearing those stories.
It's my favorite for sure.
Yeah.
right.
Let's look at, we talked about it for a minute, the power of one.

(32:32):
Let's roll into that.
So you have a total score of 70 in the green.
have, so that gives you 20 points on your, well, you have 20 points on your attendance,which is green.
You have 10 points in your referrals given, which is red.

(32:52):
You have zero points in your visitors per week, which is gray.
no, that's terrible.
You might be busy doing other things like running the whole area.
um Your one-to-ones per week are 20 in the green and your CEUs are also 20 in the green.
So how do you feel about that as a um member?

(33:15):
Um, well, uh, my competitive nature and the fact that I should be at a 100, um, I'm likeembarrassed, like, uh, I'm in a 70.
Um, but I, know, I, you know, I know the holes and I mean, there, there are times where Ihave a lot of referrals, you know, where I'm giving out, like currently I, we have a lot

(33:37):
going on in the region.
So I'm like using all the people for different things.
Um, which is great.
Visitors, I have a harder time with that.
And I feel like I connect people a lot and register people a lot to visit other chapters.
But I don't know if, I don't know.

(33:57):
I don't know if it doesn't go in under, you know.
m
to a different chapter, they're not, unfortunately, rolling under your own chapter.
So we'll give you that.
I'm definitely going to give you a pass on.
Yes, yes, yes, yes.
I have done your job.
So I know what it's like.

(34:18):
we also, I heard said a minute ago that we just turned over the new leaf for October fornew leadership teams.
in the last 90 days, I'm certain because as a success coach, I've also been very busydoing, getting new leadership teams appointed and trained and understanding all the things

(34:39):
and, you know, making sure all the outgoing people had all the things they needed to dodone.
yeah, you're, you know, to be green and, and I have, I may have said this before, but I,as a president, when I was president of my other chapter, my original chapter,
I was always in the green for the most part.
think I had one week or maybe one month, I'm sorry, rather, where I was yellow, butbecause I had some stuff going on.

(35:03):
But the challenge is just staying green, right?
Is when you're trying to do your business and then the business of BNI and then, you know,we all have, but everybody has that.
So.
Being green is the thing, right?
So if you're green, as I said earlier, you're maximizing your opportunities.

(35:24):
You don't have to be 100, very few people are.
I got to peek at the rest of your region when you sent me yours and I don't think I sawany hundreds in there.
So I'm gonna challenge your region people when you send this out to them is who wants tobe 100?
You got one?
Okay, this one, yeah.

(35:44):
no, and I kind of like, always equate it back to education, right?
And so when you said, does it feel to be a 70?
I'm like, that's terrible.
That's like a C minus.
That's not good, you know?
And I had actually that conversation with one of my, this was a while ago with one of mybiggest chapters and they were top on the traffic lights, but they were still like at a

(36:08):
60.
Oh, okay.
okay, like, yeah, like you can pride yourself on your the fact that you're number one inthe region, but you're still at a D and that's not very good.
And I think that kind of woke him up a little bit.
But yeah.
it said the best of the worst is not something to celebrate, um you know.
Right, right.
So yeah, so I always want to elevate, but I do like special recognition in the region andI have my principals list.

(36:36):
So that's everybody that gets 90 and above.
And then I have my honor roll, which is like 70 and above.
So we do celebrate that, but yeah, I know I'm a nerd.
twist from your previous life.
All right, and let's look at your palms report also and then we'll move on.
this is 22 weeks of um activity.

(36:56):
So you had zero absences.
um Your referrals given is 12.
Referrals given inside is 12.
Referrals given outside is four.
Referrals received inside is zero.
Referrals received outside is seven.
visitors is one, one to one is 41.
Thank you for closed business, 42,000, I think that says $847 and 72 CEUs.

(37:24):
So the things that I have, things that stood out to me, anything that you would like tocomment on your PALMS report.
What have you learned since you talked about that was something that you struggled with atthe beginning?
What have you learned and you know, looking at your own or thought about that?
that meant something to you.
Well, I still obviously need to continue to work on the referral portion of it, likegiving referrals, because I definitely want to continue to give the referrals and build

(37:52):
that part of you know, traffic or power of one points up.
But um I do like the fact that I feel like I have a lot of thank you for closed business,which means we're utilizing a lot of people within the region, you know, for different as
different resources.
So.
that I'm pretty proud of and my year or my lifetime is, uh I think it's closer to like140,000, which is also pretty decent, know, for thank you for closed business.

(38:20):
So those things I am proud of and I'm happy that that's where that is.
uh
well, and the thing that you had one big one in there is 39,500 that was that you gave.
So I don't know if that was one one profession that you gave it to or, you know, I ifyou're handing out to subs, if that was one one sub or a whole bunch of them rolled

(38:41):
together.
But I think that.
Yeah, exactly.
Yeah, so who knows?
But I always think that that.
I always am interested in those bigger ones because they catch your eye, you know, andthat's something that meant something to someone.
know, if I got business for almost $40,000, I would be pretty happy about that.

(39:06):
you know, and again, I'm going to give you a little leeway in terms of your doing.
you're over everybody trying to help everybody maximize what they're up to.
So uh that sometimes is at the expense of your own thing.
And I think that extra responsibility of running a business and also being a part ofrunning, you know, running BNI and running a business, you're, there's this, you know, you

(39:32):
can only do so many things, but what I did notice was that you had a lot of CEUs.
So, which.
If we go into your Clifton strengths, So your number one is harmony.
So let's see if I can read this.
I'm going to have to put it over here so I can see it because it's a little small on myscreen.

(39:54):
Harmony is you look for consensus.
You don't enjoy conflict, rather you seek areas of agreement.
uh Developer, you recognize and cultivate, this is your number two, you recognize andcultivate the potential in others.
You spot the signs of each small improvement and derive satisfaction from evidence ofprogress.
Number three is consistency.

(40:16):
You're keenly aware of the need to treat people the same.
You crave stable routines and clear rules and procedures that everyone can follow.
Number four is arranger.
You can organize but also have a flexibility that complements this ability.
You like to determine how all of the pieces and resources can be arranged for maximumproductivity.

(40:36):
And your number five is relator.
You enjoy close relationships with others.
You find deep satisfaction in working hard with friends to achieve a goal.
um And you've also, we've worked together on this, so you actually did your full 34.
So if you're watching on the screen, you can see, I'll just read the rest for those thatare only listening.

(40:58):
So six is empathy, seven is activator, eight is positivity, nine is responsibility, and 10is learner.
um And then I won't talk about the rest right now.
We can come back to some of the other ones, but.
Learner, so does that tie into, which is why I wanted to roll with the Palms report, youhad a lot of CEUs.
Is that feeding your learner or is that just by virtue of the fact that we've had to do alot of training because of the term?

(41:25):
I would say probably a little bit of both, but I always want to learn new ways to dothings.
If it can be more efficient or there's a new platform out or there's a new way to dosomething, I want to know that.
Like that's why I said, I want to be resourceful where I can dig in and learn aboutdifferent things.

(41:48):
I feel like there's so much more that I need to learn about, I still like
my mind is like blown by AI, but I'm trying to embrace it and to see how it can be of abenefit, you know, in technology and doing different things like BNI plus, or how to
implement different strategies within, you know, chapters or within training and so forth.

(42:12):
So again, I do like to learn that myself because I do, I mean, obviously feel betterteaching it if I know how to do it, right?
So that's why, you know, I tried to do.
continue to stay on top of things as far as learning goes.
Okay, I don't know if you'll remember because it's been a little while since you got yourreport, but do you remember how you felt when you first received it?

(42:33):
Was it kind of, what were your, was it surprising to you or did it feel like they, youknow, it nailed you?
my Clifton Shanks report.
oh no, I felt like it nailed me.
Yeah, I felt pretty.
Yeah, I could see that.
the person.
Well, one person I think thought, I'm not really sure.
I coached somebody recently in a team event where they weren't sure.

(42:57):
It's funny because everybody around them saw the thing, know, because there were five orsix people on the team and she was like, I'm not really sure this is me.
And I think it was positivity.
you know, and everybody around her was just like, really?
You don't know that's you.
right, right.
The only the only one I'm sorry, go ahead.

(43:18):
I was gonna say the only one that uh well, the first one really it was harmony, right?
And I mean, I don't love conflict like I don't.
But at the same time, I would prefer to have honest conversations with people and likehold people accountable as my biggest thing is I want to be able to say here are the
expectations, right?

(43:39):
And then if those expectations aren't met,
here's where we have to, you know, I'm going to hold them accountable.
And again, I do this a lot with education because I dealt with like kids and disciplineand so forth.
um And adults are just big kids.
So it's kind of the same.
but that's and again, nobody loves confrontation.
But I feel like it is a necessary piece.

(44:01):
And it's also like a learning piece for a lot of us too, right?
So.
when I read your report, it said, chances are good you adopted a practical outlook on lifeduring childhood.
So did you feel like, and that for Harmony, do you feel like it said you figured out howto avoid rocking the boat?
um Is that something that rang true to you?

(44:25):
Probably so.
mean, I do think that there, I mean, I probably would err on the side of like, sometimeslike a people pleaser, you know, like I want to do well, I want to make people proud, you
know, and sometimes maybe to a fault where I feel like I overextend myself a little bitand I have to work on boundaries a little bit with some of that.

(44:47):
So yeah, I could see that potentially, yes, but yeah.
of these things start in childhood, you know, is I did a coaching session with someone asI was preparing for my future presentation.
I was thinking about this person that I coached who he thought one of his strengths wasactually a downfall until we did the coaching session.

(45:09):
Yeah, it was really like, it kind of blew my mind a little bit that he was like, and itwas from childhood is he was, he had high ideation.
And he was talking about how that was a detriment because he said, people don't reallyalways want to hear about all the ideas I have.
I was like, okay, well, I'm a high idea person myself.

(45:34):
And I think some of that is, as a child, I was very inquisitive.
But I remember my parents saying, wow, you ask a lot of questions.
Yeah.
Right.
questions now.
So it all pays off.
you know, sometimes that childhood stuff, someone, or it doesn't have to be parents, youknow, it can be teachers.

(45:57):
can be, anybody can be an influence to, that's too much of that thing that you have, umbecause maybe it's getting in the way, but left to develop, you know, in a positive way
can turn into something amazing.
So I was curious if that ring, ring any bells for you.
um You also have to...

(46:18):
Go ahead.
You go ahead.
no, I was just gonna say I was also a gymnast my whole life growing up.
So it was very like regimen and very, again, like perfectionist, know, like you're tryingto be ever do everything perfect and please everybody.
you know, so that probably could have came into play as well.
Yeah.
got Harmony, Developer, Consistency, Arranger, and Relator.

(46:40):
Those are all relational and stabilizing themes.
uh How do you see these things shaping the way you build trust and get things done?
Well, I certainly, and I said it earlier on, building the relationships with people, butalso the consistency, you know, like if you're going to stay consistent and stay focused

(47:00):
and stay like, keep the bigger picture as the higher goal and keep consistent because ofthat.
I think that, I think that people see that and people, know, and they trust you that youare doing the right things or you're, you not going to steer them in the wrong direction.
You know, you're going to be honest and
And so I think that helps with the trust.

(47:24):
um But yeah, consistency is huge.
But also, you can be consistent but not be relatable.
People aren't going to follow you just because you're consistent.
If you're relatable, they're going to be like, oh, OK, well, we know.
um
you've got one, two, three, four, five relationship building themes in your top 10.

(47:46):
So that is largely where you focus, right?
And many of them are ones that allow people to feel comfortable with, you that you seethem, I think would be the best way to, you hear them, you make space for them is a good

(48:07):
way to put that maybe.
Do you feel like that has helped you as a area director in kind of dealing with situationsthat pop up because there seem to be, you know, always something going on when you deal
with people, there's always something.

(48:38):
think so.
And I think that I probably learned that early on through education.
Because again, when you're teaching, kids are going to learn from you.
ah
if you have that relatability, right?
They're not gonna like learn from you otherwise.
But the other thing I think is important even like when dealing with adults either in theworkplace or as a director or whatever, as long as you can just hear them, listen to them,

(49:07):
and it doesn't mean you're going to change the outcome, but you can also talk to them,listen to them, talk to them with respect and empathy, authenticity or whatever.
But still, I might maybe understand where you're coming from, but this is the process andthis is what I have to look out for, you know, and for the bigger picture.

(49:27):
So I think that that at least is more of a respectable conversation to have with people.
you know, nobody wants to not get their way or nobody wants to be, you know, havedifficult conversations or have confrontation or whatever.
But if you can do it in a respectful manner where you both feel like they're being heard,uh but you stay, like you said, consistent with the outcome or with the greater, bigger

(49:54):
picture in mind, for the most part, I feel like that is a better conversation.
It's more understood.
uh Yeah.
I had a call earlier from somebody that's on the membership committee and I was thinkingabout how that works together.
My chapter we did, many of my chapter people have taken the assessment so we can see, andI did a session for everyone that had to kind of see how that all plays out across the

(50:24):
chapter because we have a good mix of all the different things.
And when you look at membership committee,
I think it's really great to have somebody like you and also your strengths are in manyparts the end of my chart.
And somebody like me, think you need that balance of, uh but, because the people that I'mkind of the hard charging move forward, let's buy the book, let's go.

(50:56):
um
kind of person in your, let's make sure we see people, hear people, address all thethings.
And I love having people like you on my team because then I'm not creating a mess.
There's someone there for me that's like, it's gonna be okay, let's go have aconversation.

(51:18):
And it's not that I can't do those things, it's just.
your natural innate ability to do them.
You don't have to think, okay, I've got to make sure everybody's feeling good and you knowthat I'm being consistent across all the people, you know, that everyone gets an equal
shake.
It's, I can do all of those things.
It's just not my natural state at all times, right?

(51:41):
And so I love having people like you on my team and making sure, especially on amembership committee to...
have all those different kinds of, you know, there's 34 different things represented onthe assessment.
So if you've got a good blend, then you can, when those conflicts arise, you have a goodset of balanced things that people are considering.

(52:05):
Cause some people are like off with their head, you know, and that's not always me.
Right.
Yes.
I had that, but I don't.
I've learned that I just don't.
So, right.
Yeah.
Well, but that's, that's what makes the world go round, right?
Is having that.
And that's why I love being a strengths coach for teams is, you know, having that when youget a group of people together, we're a, our chapters are a microcosm of what a business

(52:33):
does, right?
Is we run like a business in, know, we have kind of, if you set the goals, um if youoperate that way, if you operate the, the, the framework of being either way, it's meant
to be operated, you're operating it like a business.
So
Right.
better if you have a great group of people that are willing to kind of use their diversityof thoughts and, you know, strengths and all the things to bring, you know, better

(53:00):
outcomes to all the things that happen in a chapter, so.
more balanced like perspective.
Yeah, exactly.
sure.
uh If you looking at your strengths list, do you feel like, or what do you feel like isthe most underutilized strength that you have?
um
might you lean on it more?

(53:21):
Can we put my list back up?
Could she do that?
I forget.
I had it up, yeah.
Leslie, will you pull up the report?
Okay, let me.
There you go.
Of the top 10, I would probably say.
which is funny because it's number two, developer.
ah Like you said, you were an idea person more so.

(53:46):
ah I wish that I was.
Like, feel like I don't, like why don't I come up with the concepts or the, know.
uh
So yeah, I think maybe that one, and maybe I do more than I think I do, but I feel like Iwish that I could be more, you know, I have a little bit more of like my own processes or

(54:09):
own, yeah.
Well, you, you're, so your ideations sort of towards the bottom, but you're using yourskillsets at the top in, you know, so let's look at developers since you said that.
um So your developer, just to refresh your memory, is you cultivate potential in others.
So you, you look for, and I know you've been, uh you've coached, so you've donebodybuilding.

(54:35):
Bodybuilding or is that what the?
the specifics.
know you did.
can't remember exactly which area you focused in.
Yeah, I did.
I've done bodybuilding and CrossFit and all kinds of competitions, I was a fitnessinstructor and trainer for a while.
Right.
Yes.
Yes.
is recognizing and cultivating potential in others.

(54:57):
You spot signs of small improvement and dry satisfaction from evidence of progress.
So when you think about it that way, were you able to just give, know, be nice the sameway, which, you I think you're doing that already.
But when you think about that from a bodybuilding or crossfit, when you're coachingsomeone in that regard,
How would you lean into that development piece, would you say?

(55:23):
I I mean, for sure with that, I mean, I'm probably better at it than I initially wouldhave thought.
But I do think that I can see, like you said, see the potential in people when they don't.
And I can encourage them and celebrate small wins.
just kind of keeping them the, you know, kind of keeping them moving in the rightdirection and celebrating that progress.

(55:46):
Because, you know, I mean, I've said this with fitness or with education or with BNI orwith whatever.
all the same.
going to change the whole world in a minute.
You can't take on, I'm going to do this, this, this, and this, and this, and expect thatit's all going to be, it's going to happen.
I'm like, no, you take those small steps and realize the progress as you go, and thencompare it where you came from.

(56:11):
So yeah, think that would be the case in any type of coaching or business.
somebody to do something that they don't necessarily think they can?
How does that work for you?
uh I think I think partially
probably have the, I probably have, at least according to my husband, I have a frame, theframe, a body frame to be able to build, you know, he's often, because he used to be a

(56:40):
power lifter, he's often said to me, I have the right build to be a, you know, to be afitness kind of person, you know, competitor in whatever, you know, now I'm a little
older, that was many years ago when he was saying those kind of things, but how do youthink you might spark?
If I was 20 years younger, how might you spark me to move that forward?

(57:01):
I mean, I could do it now too, but.
Well, think just first of all, wanting to like, do you have any interest in it?
Like, are you know, do you think like, oh, this would be cool to do, but I can't do it.
I'd like, oh, you know, no, absolutely.
You can do it.
And just, mean, I probably for lack of better term could be a pretty big like cheerleaderfor people, know, like encouraging them, but also also kind of showing them like what,

(57:25):
like what their maybe pain point is or what their obstacle is and how to.
get around that obstacle um because a lot of people think they want to do things, butthey're too old or they can't do this or they can't do that.
um why do they, I mean, if they don't want to do it, not going to force anybody to doanything.
Right, right.

(57:45):
Okay.
Well, then we figure out how best to do it for you and find a way around those obstaclesbecause they're probably just in your head, to be honest.
um So you get kind of past that.
then once that
sees past that obstacle like, yeah, I guess you're right.
Then you build, you know, then you build upon that.
So that's what I would say.

(58:06):
expressing your ideation through your developer.
Do you see that?
Yeah.
Yeah.
Yeah.
And that's usually the case is you're, you're where it doesn't, it's not the go-to startoff kind of way you come at it with, you know, I might just be rattling off.
You know, a whole bunch of different things.
Have you tried this?

(58:27):
What about that?
How about this?
You're coming at it from a developers kind of looking at that potential, you know, soyou're, you're, and then you're going to figure out how can I, can work together because
you have high relationship skills.
How are you going to support me in moving that needle forward?
And I'm certain in that process, there's going to be some ideas that pop up that will helpme move those obstacles out of the way.

(58:54):
Right.
Right, right, yeah.
you have, so I love that you pointed to that one because you do it and this is a perfectexample of why I love to coach people is that, we, and the same as the guy that I
mentioned, like he was thinking, he didn't realize, you know, that's my number one thingis he was looking at it completely the opposite is that's my, you know, I always thought

(59:15):
that was bad.
And I just like crazy to me, but because somebody got in his head and said that to him,that's stuck and whoever it was.
And you know, so, we all have the ability, we just express them in different ways.
So yeah, so I love that.
Looking across kind of staying on that, you know, not sure if we can get thingsaccomplished sort of idea.

(59:38):
When you look across your region, what consistent challenge do you see business ownersstruggling with?
probably finding the best method or systems to reach their goals.
And sometimes it's even not knowing what their goals are and then or like having goals,but not having a path to get there.

(01:00:01):
So I would say that and everybody's in a different place.
Like some people are, you know, spending X amount of money trying to market and they think
you know, and they're not getting anything out of it or you or they they have this likeidea like idea, you know, of I want to be a, you know, six figure business by X, Y, and Z,

(01:00:24):
but they have no plan to get there.
And just that that piece of it, I think would be, you know, finding where their theirstruggle is, and then trying to help guide them or connect them with the right people to
help them reach their potential.
Yeah.
So have you figured out a way to support people in that way?

(01:00:47):
Because that's kind of your, you know, that's one of the things you do as an educator,whether you're educating in BNI or educating if you when you were teaching people how to
do fitness, um et cetera, what would be, and I know you're a goal setter.
So that's part of your, your strengths, just, you know, kind of seeing all the things inyour report and just knowing.

(01:01:08):
what I'm looking at on a piece paper that's sitting right here in front of me, uh of yourstrengths.
So do you have a tip that you might give somebody to, if they aren't getting where theywant to go, to maybe take a little bit of that struggle away from them?
first I would probably connect them with someone that is successful in their pain point,maybe as like a mentor uh or to just like learn from, uh or if it's, you know, if it is

(01:01:34):
like putting systems in place or, you know, a resource, I guess, if you will, uh but alsojust even kind of talking with them and helping, like trying to understand like what is
their struggle and, um you know,
And if I have any even suggestions on how to make small steps towards that, you know, Iwould obviously help someone with that.

(01:01:57):
Because again, I feel like some people, just, and I mean, I'm guilty of it too.
Like you have these goals and you have this big picture, but it's like overwhelming.
Like how do I get there?
And I oftentimes have to remind myself like, no, it's like one day at a time, one step ata time, like break it down, but you know, and that could be with many things, whether it's
fitness or work or education, whatever.

(01:02:18):
So probably having that type of conversation with them.
But again, a lot of times pairing them with someone that is good at that and that mightoffer them a different perspective I think would be really helpful.
Yeah, love that too.
Yeah, and you know, my number one strength is strategy.
So I, you know, love to solve those puzzles for people when they can't see it.

(01:02:43):
That's a strategy.
It's not something uh you're born with it.
You can't be taught it.
It's just, you either have good strategy skills or you don't, cause it's just like seeingthings that other people can't see.
So.
I love it when that idea of putting different people together that don't have, and it'skind of like strength.

(01:03:04):
like what we talked about earlier is if you're a good counterpart to me because I don'tdo, your top things are my bottom things and vice versa, then let's work together on
whatever we're trying to do.
I think that BNI affords us that too,
because you don't have to necessarily hire somebody.
You might want to hire me as a coach to help you, but in BNI itself, you can come and sitand have a conversation with somebody that is open to having that conversation.

(01:03:33):
I was talking to a lady yesterday who, uh she came to me through my husband.
ah She's a new, well, she's not new business owner, but she's a very, I don't want to sayfailure to launch because she's,
She's got her business started, but she's not really where she is wanting to, she's notactively in her business, I guess is the best way to put that.

(01:03:58):
And she gave me a lot of different, you know, kind of things that I think I need to dothis and I think I need to do this and I think I need to do this.
And I'm like, look, we all have to do all those things.
You know, when you're running your own business as a solopreneur, every one of thosethings has to happen.
It doesn't mean it has to be you.
em But I have a whole network of people that can support you in all of those things.

(01:04:23):
And I was thinking to myself, even if she decides she wants to work with me, is evenbecause I have those relationships where I'm not strong with say, accounting and things
like that, is I know people that are open to at least having the conversation around.
Yes, you need, here's what I would recommend.

(01:04:44):
eventually they can hire them, because she's not in a position to hire everybody, right?
But you start that relationship and that's what we do here, right?
Is we open the door to have those conversations where people can be supported.
ah And I think that all of us would take that phone call and have that short conversationabout, yes, can, here's some short-term things you can do.

(01:05:08):
And then when you're ready.
and talk to me about the bigger things and we can lift the bigger blocks maybe.
definitely, yeah, absolutely.
So when you think about your own routines, what habits have helped you stay grounded asyou juggle your family's business, BNI leadership, you have a personal life, I know you

(01:05:28):
have a family that is active.
So what are the habits or routines that have saved you to manage all of those thingstogether?
it's definitely challenging sometimes, but uh definitely working out that I say that'sprobably more for my mental clarity than my physical well, I mean, I know it's for both,

(01:05:52):
but ah that is something that I definitely need to keep as a routine.
And I'm also very particular about sleep, my husband gets on my case all the time, but I'mlike,
I go to bed early, I wake up early, but I'm very structured in my sleep.
And if that gets out of sync, I am probably a hot mess and not pleasant.

(01:06:15):
Yeah, no.
So those two things are um non-negotiables in my world.
And the other thing too, and sometimes I don't get enough of this, so I have to reallykind of...
put some boundaries around my time, but I need like, I need alone time or quiet time.
Like I need recharge time.
And if I don't get that, then I, I'm very worn out and not pleasant also when that occurs.

(01:06:40):
So yeah.
Um, yeah.
the working out and the sleep thing, I was just listening to a podcast yesterday aboutboth of those things where, um, well, in the last couple last week or so, I think the,
the, the working out thing was, so it was a lady who worked with the presidents.
She served as a, um, secret service.

(01:07:01):
And that was something that actually came up in that conversation.
She.
you know, these are the people that are running the whole country.
you know, what we do every day seems like a lot, but then, you know, if you amp that up towhat the president's doing every day, it might be a little bit more, you know, and the
things that she said she saw, she worked with Barack Obama, she worked with, um who elsedid she say?

(01:07:27):
There were three or four of them that she'd worked with.
And she said they all went to the gym, every one of them.
yeah.
So, and you know, that she said, I don't know about the sleep part, cause she said theywould be working.
They also worked like a lot, you know, she'd find them working into that well into thenight and, but the working out piece they all felt like was their thing to sort of clear

(01:07:48):
their head and, you know, mental and physical, as you said, kind of fitness, becausewithout that outlet of, you know, I think that endorphins kicking in helps support things
and then just your overall wellbeing.
uh
your healthy body, healthier body in some cases, maybe not as healthy, but um just doingany of those kinds of things to support yourself seems like a great idea.

(01:08:11):
Well, and for me, it's like an hour where I am not distracted.
You know, like I'm not getting texts or, you know, I have my phone on me.
I'm just, it's an hour where I go do the workout and yeah.
And so, so part of that too, it's just like investing back in myself.
You know, I know you need that, oh that time.
So yeah.
don't do enough of that.

(01:08:32):
you know, and that's been as I'm getting older kind of situation, both the sleep and the,I do, I've really been focused on the sleep thing for myself because I wasn't getting
enough sleep and it starts to compound, you know, other things that you, they show up indifferent ways.
And um if you're, if you're grumpy and, know, you're not focused because you're notgetting enough sleep, the brain benefits from

(01:08:57):
All the healthy, know, sleep is a healthy thing for your brain to regenerate and yourbody.
Your body needs to process all the things that happen that you do during the day that needto, you know, be successful for you to continue moving on.
So I love that those are your two things.
um So the last guest.

(01:09:18):
left a question for you.
um We have a yes, she's like what?
I mean, you're gonna leave one for the next one.
But they left this question for you.
If you were starting over as a brand new member with the experience you have today, what'sthe one thing you wish you'd known back then?

(01:09:58):
um I guess I would probably say the fact that there was a much larger network.
Yeah, because I, mean, I again was the one that, you know, I'm in this chapter.
I did not know there were other chapters in the region.
I did not know there was chapters all over the world.
I had no idea, no idea.
yeah.
and uh having that larger scope, not even just for referrals or resources or whatever, butjust for friends or the connections that you can make all over the, in my life now, I
mean, haven't done any overseas, but the connections I've made just through the UnitedStates have been amazing.

(01:10:19):
And I would have had no idea that that was ever the case when I first started or that thatwould be the case.
that's amazing.
I think that's probably an under topped resource.
People don't know how to do that.
They don't understand.
They know they can go to other chapters, but again, from a strategic standpoint, uh youcan be very specific in how you set up, how you want to grow your business through a

(01:10:45):
network of people that want to help you.
Um, you know, so if you don't know what that looks like for yourself, feel free to reachout to me because I can help you for anyone listening.
Um, so, then last question is, as you think about or imagine the future, what excites youmost about, you know, whether the kind of impact you want to have in BNI or your family

(01:11:07):
business or just leadership in general, what's, what gets you, what gets you excited aboutwhat's coming?
I mean, this has probably been the case for me my whole life and whatever avenue that I'min, but I do get excited about helping people with their success.
Like helping people, you know, either, whether it's like become a better business person,become a better leader, become a better um member, friend, whatever.

(01:11:35):
I enjoy helping people tap into their...
um
their potential and make progress.
no matter what that looks like, like I said, in what aspect of life, that's what, andhaving a broader reach and being able to do that, um that excites me.
Awesome.
Love that.
Well, thank you so much for being here.
Appreciate all your candid feedback and em love having you.

(01:11:59):
Of course.
Of course.
Thank you.
And for you listeners, we're sitting at, at least as of last night, we were sitting at awhole 83 subscribers.
So I'd love to reach, let's start with small goals.
I'd love to reach 100, you know, because this is the perfect 100.
So maybe this week, if you're listening and you have yet to have subscribed, you can helpme get to 100.

(01:12:23):
Start smaller.
I'm really going to 1,000, but and I keep saying 1,000, but that seems a little fartheroff.
So.
Let's start with a Perfect 100 and that will also potentially be like a referral to me,because you're here listening and you're getting some hopefully good content.
And don't forget if you're a BNI member, you get a CEU credit because this will have beenan hour of listening for you if you got this far.

(01:12:44):
So thank you so much everybody and we'll see you next time on the Perfect 100.

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Mastering Business Networking & CliftonStrengths | Growth Strategies for Entrepreneurs - Nikki Gates

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