How To Unlock Your True Potential In Business | Gary Harper - The A Game Podcast: Real Estate Investing For Entrepreneurs

Episode Transcript
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(00:13):
Welcome to the A Gamepodcast with Nick Lamonia.
Digging into the minds and experiences ofsome of today's brightest entrepreneurs
in real estate and business, alongwith Hollywood Stars, UFC fighters
and your favorite rock bands, peoplethat have figured out how to over.
Come obstacles take chances.
Live boldly.
And no matter what they do,they always bring their A game.

(00:48):
Welcome back to the A podcast whereevery day we show ordinary people
that they can achieve extraordinarythings in life and business.
And with just the 350 plus episodes wehave that we have bought on some of the
biggest names in sports, entertainment,athletics, fighting, entrepreneurship,
to show you the tips and tricks thatthey use to hit success safer and faster.
Or you can learn from themistakes that they made so you
don't have to make 'em as well.

(01:09):
And with just the past episodes wehave, you probably have somebody
in there that can give you theroute that you're looking for.
But if that is not enough, we haveanother amazing guest on today.
His name is Gary Harper, and heis your favorite entrepreneurs,
favorite entrepreneurs coach.
He is a master in systems and processes,KPIs, hiring, finding different ways to.
To help you when you're stuck in the mudas a business owner, and he's probably
one of the best kept secrets to theaverage person, is when you meet a lot

(01:31):
of high level business professionals.
When you see the ones that have reallytaken this to another level and are
running it like a true business, those arethe guys that always give credit back to
Gary Harper and what he has put together.
Through his consulting,his systems, his processes.
He also is now this new variation thathe has put on the typical EOS system that
entrepreneurs use to run their business.

(01:51):
And he's adapted it for today's market,today's people, and today's wants and
needs post pandemic, known as rise.
So we dig into that.
We talk about rise, we talkabout running a business, the
obstacles of being an entrepreneur.
Some of the mindset stuff, building KPIs,hiring the right people, being around
the right people, being grateful, havingthe right mindset when you're dealing
your self doubt, when you're havingstruggles, how to keep up, how to get

(02:13):
back in the game, how to stay in the game.
All the ups and downs that you havein your head, in your wallet, in your
brain, and in the people around you onyour teams that you'll find that you
struggle with in life and business.
Gary basically addresses this podcast.
It's a phenomenal one.
It's a banger I've been wanting him onfor a long time, and it was a really big
gift to be able to get him on and havehim share an hour of our time with us.
So the only fee for thispodcast is to please subscribe.

(02:35):
It is available everywhere youwatch and listen to your podcast.
So please see all the show notesto connect with Gary and all the
things he has to offer and allthe ways you can connect with him
through social media and throughhis consulting and all the different
channels that he offers his books.
All the different stuff he's got going on.
But of course, also subscribe tothis podcast anywhere you look for
the A Game podcast, real EstateInvesting for Entrepreneurs.
You will find it.
If you need a direct link, go to nicnick.com/links L-I-N-K-S, and it will

(03:00):
bring you a direct link to all those.
You'll also find us all oversocial media the way that Gary
knows he bought value to you guys.
Is by you guys interacting, sharing,asking 'em questions, tagging your
friend, giving a thumbs up on theclips I share from this episode.
If you are not already following us orif our stuff is not popping up on your
feed, please just follow us on socialmedia on any of the ways you follow.
Look me up, click on some of my stuff.

(03:20):
So I pop up on your algorithm,and then I will do the same for
you as you start to interact with.
Us, we will interact with you and thenGary can tell all the people that he got
great interaction from you and we canget 350 more amazing guests on to keep
this party going for absolutely free.
And the big thing here is, again,I wanna make money together.
If you would like to buy properties fromme, if you would like to sell investment
properties to me, or if you wouldlike to partner together on any level.

(03:42):
Either send me a direct messagethrough social media or just text me
the words real estate on my socialmedia or direct text message to 5 1
6 5 4 0 5 7 3 3 5 1 6 5 4 0 5 7 3 3.
Gary has an amazing story through personalprofessional hardships and journeys.
Health stuff, losingover a hundred panels.

(04:02):
The guy is an absolutely amazingstory and a total OG in business
systems, processes and scaling.
So check him out.
If you haven't heard of him,you're never gonna be able to see
business without him ever again.
Thank you for coming on.
I thought this was a fantastic episode.
Thank you guys for listeningand thank Gary for coming on
and again, podcast ladies andgentlemen, have a fantastic day.
Alright, my guest today is abusiness owner, author, investor,

(04:24):
and entrepreneur with one of the moststellar reputations in consulting.
This son of a veteran thought his pathwas to do the same as his father, and then
he was talked into a different directionand at 16 years went off and the legend
began posting a successful track recordin corporate America for over a decade.
He eventually made the shift toreal estate, and when struggling
with the transition to entrepreneur,he sought out a better way to run

(04:45):
things as no stranger to hardships.
Gary walks the walk, overcoming obstaclesand making no excuses along the way.
After a tick bite and Lyme diseasediagnosis resulted in a health crisis.
Understanding true wealth was notonly money, but health at that
time and finding a quality of life.
Gary has since lost over a hundred poundsand found a sustainable, successful model
that he used the same way in his health ashe does to find success in his business.

(05:06):
Full circle.
Gary eventually grew aproperty management company.
He gave it to his dad's retirement plan.
After helping his brother scalehis business, he realized he was
onto something and now is known asthe man who helps you do the same.
The CEO of Sharper Business Solutionshas become the oxygen for struggling
business owners for all the things,including business consulting, setting
up businesses, hiring and retainingtalent, and even recording content as his

(05:29):
shares, his recipe now through his books,his events, and most recently of note.
His purpose to Rise and Rise Businessframework as long as a bunch of
other things we just talked aboutbranching off of his rise brand.
And after realizing the world changedduring the lockdown that business
frameworks needed to do the same.
He is now responsible for thesuccess of some of your favorite
entrepreneurs, favorite entrepreneurs,including Dan Garrin, my buddy,

(05:49):
and of course, Ryan Pineda.
He is a dad.
He is a granddad.
He is a husband.
He wholesale dog, thebounty hunter of property.
Welcome to the A Game podcast.
Today, one of my bucket listguests, Mr. Gary Harper.
Hey, man, thanks for having me on.
What an introduction.
Wow.
Like who is this guy?
I wanna listen to him speak.
Wow.
That's that's incredible.
Thank you for saying all that, man.

(06:09):
Well, thank you for coming on.
It was, uh, you know, it is veryinteresting because I, I've been following
you for a long time and I met you,uh, maybe about six, nine months ago.
We ran a mastermind together and wewere standing in a circle and we talked,
and I was like, oh, I'm being rude.
What's your name?
And I didn't even recognize you'cause you lost so much weight.
And I was like, holy crap man.
That's absolutely incredible.
But it was been really awesome towatch your journey and I think.

(06:32):
Starting that out.
For anybody who maybe isn't familiar withyou yet, is there any holes you wanna fill
in of who you are and where you came from?
Brief touch on the beginning of of my dad.
My dad is, uh, my hero andactually Monday, the mark,
the third year of his passing.
So, you know, like I don't give himenough credit for all he installed in
me, in the person he is, is actually.
There above my shoulder,right there on the wall and,

(06:54):
uh, 21 years in the military.
And, um, the discipline, thecharacter, the commitment, the
loyalty, all those things that comealong with what it takes to be a
good soldier for the United States.
You know, he implemented it in everypart of his life, including being a dad.
For me, I. And, uh, and eventuallya papa for his grandkids.
But, you know, I, I amwho I am because of him.
I am who I am because of what heinstalled in me and, uh, the traits that

(07:17):
he pushed for all of his kids to have.
So, you know, I just every day wake upto try to be the man or a better man.
Uh, I, I, I posted onFacebook the other day.
I'll never be the person he was.
I just don't think I can be like, I think.
He's just an exceptional human being.
I think God makes very, very raremolds and I, I wake up every day to
try to aspire to be the man he was.

(07:38):
So like, my goal at thispoint is try to influence and
impact as many lives as I can.
Well, there's another young manout there like Gary Harper Sr. That
if I could just make another, youknow, help that young man, he'll
grow up to be the man my dad was.
So that's where I'm excited aboutwhere I am at right now in life.
And just to add to it like I don't.
I, I listed all the successand all the things you've said.

(07:59):
And it's funny, I'm a very humbleperson, so I sit there and think
about all the failures that comealong with all that success.
And, uh, the truth is, man,none of those things were won.
I. By, you know, just luck.
None of those things happen becauseI just showed up every day, right?
Like, everybody wants to talk aboutconsistency, but sometimes you have to
be consistent in failure to gain successand, uh, like you gotta just keep going.

(08:24):
A lot of moments, those times were rough.
That led to success because theywere moments of not quitting.
And uh, and you know, we get to the otherside of 'em and you hear an accolades
and people talk and say, Hey, this personaccomplished this, accomplished that.
It's like, man, how?
I'd love to show you the story of themany days I didn't want to get up.
The many days I wanted to quit going.
The many days that you know, that youjust look at yourself in the mirror

(08:46):
and go, man, this is never gonna work.
And uh, you just keep going.
Right.
So that, uh, that dedication, loyalty.
And then Nick, I know you've hadthis similar journey, like you've
had things happen in your life.
We were just talking aboutguarantee you, man, there's a
moment you looked at yourself andlike, this isn't gonna happen.
Like, I can't do this.
Look at where you are today, right?
Look what you've accomplished andthe podcast and the influence and

(09:08):
the impact that you're making becauseit all comes down to not quitting.
It all comes down to just keep going.
I've actually tattooed her on myarm and it just, it says, keep
going, and it has my mom's finalheartbeat right there in it.
She passed away two years ago and,and, uh, I took that final heartbeat.
She used to tell me all the time.
She's like, Gary, life sucks.
Then you die.
You know what, until then,you better just keep going.

(09:30):
Right?
Like it's funny, she's a WestVirginian and she'd say that she'd
say a little bit heavier accent.
She'd say, life sucks, then you die.
You know?
But until then, you gotta keep going.
And uh, and that mindset of justkeep going, you know, I'd laugh
about the first part and thengetting inspired by the second.
And, uh, and that's what I do.
That's the key for it.
Me, man, that's the key forme, has been just keep going.

(09:51):
You know, no matter what happens.
You know, we recently had a reelectionof President Trump, and, you know,
one of the things I admired aboutthe whole journey back to the
presidency was he just kept going.
You know, he just just kept inspiringand going, and whether you like him
or don't, like, at the end of theday, it's like, man, you gotta be, uh,
respectful of somebody that doesn't quit.

(10:11):
You know?
So I love that.
I love the, I love somebody has theability in them to just, to keep going.
So.
That's a little bit about, you know,the other side of the story of success,
man, is, you know, you gotta, yougotta grind through those hard times.
That's awesome, man.
And I'm sorry for theloss of your parents.
And I think part of what you'redoing is, is absolutely on point
when you say you want to impactlives because your name is, is known.

(10:32):
Everybody I talk to at some point thatI see that scaled up their business on
some level always brings it back to, youknow what, I spent a couple days with
Gary Harper, or I, like you definitelyare impacting people in a positive way.
So I think your parents would be veryproud of, uh, who you are and what
you're doing, sir. I appreciate that.
Definitely, man.
Now you, you brought up a reallyinteresting point that wasn't even
on my agenda, but I feel like it'sthe essence of everything we do.

(10:54):
'cause every Juujitsu gym I walkinto, 99% of 'em have on the wall.
A black belt is just awhite belt who didn't quit.
And I think in the age of social media,you see all these people and they watch
the Instagram posts and they go, well,yeah, I mean, I, I started business.
I make a million dollars.
How hard could it be?
And they think that Gary didn'thave any struggles or Ryan Pine
didn't doubt himself when he firstturned on his social media camera.

(11:15):
And I, I don't know why people.
Think that like any business you wouldstart, you wouldn't expect it just
to be easy and make a bunch of money.
You would understand like business istough and I don't know what it is about
real estate or entrepreneurship thatpeople just go, well, this is different.
So for you who, whodoes struggle with that?
You're no different than anybody else,but what are some of those things
that you told yourself along the waywhen you're having those days that

(11:37):
you want to be lazy or you want toquit it, you're doubting yourself.
How do you keep yourself going?
You gotta find yourself backinto your, your purpose.
I think motivation's a farce, right?
Like I think, you know, people getmotivated and they jump out and they go
and then all of a sudden, you know, theyfind themselves back in their old habits.
And I think you have toreimagine like who you are.
I think we all fall victim to goingback to who we think we are, right?

(12:01):
Like there's this, theseclimbs and we hit success and.
And what people see andwhat they think of us.
And then we, we think about like,but really who I am is this, like
I'm the guy who falls victim tolike staying in bed, or I'm the guy
who falls victim to eating wrong.
I'm the guy who falls victim toquitting and not working out.
Like in our own mind, we have amindset around like we're not who we

(12:22):
think we are, who people think we are.
And I think that'simportant to keep in mind.
Like if you have a. Preconceived notionthat you're not worthy and you, you can't
accomplish, you can't do these things.
You'll find yourself falling back tothat person even, and through success.
And so in the hardest days,like I had to reimagine myself.
I had to reimagine myself beingsuccessful, I had to reimagine

(12:43):
myself not having these vices,not having weaknesses, not having.
Things that pulled me down.
There's a verse in the Bible says,um, let us, let us run the rates with
patients that got us up before us.
But before that it says, let us lay asideevery weight that so easily besets us.
And so like, we gotta imagineourselves with not being weighted down

(13:03):
by these things that hold us back.
Is it Mel Gibson?
Uh, yeah.
She has, uh, you know, five secondsto launch and, uh, she has a bunch
of things around MI mindset and,you know, I love her stuff because
at the end of the day it's like.
We have to, we have to inspire ourselvesto get going, but then we have to keep
ourselves going with re-imagining whatwe can be and what we believe we are.

(13:25):
I was with David Metzer about a week ago,maybe two weeks ago now at Ryan P'S event.
He was speaking and I. I was talking tohim backstage and he made a statement
that I thought was just profound and I,I think it really brings together the
essence of like, why I think we eitherkeep going or we don't keep going.
And that a statement was this, this is thesimple things to do are simple not to do.

(13:46):
Right?
And so like in the moments ofwhat I wanted to quit, I just kept
doing the simple things and assimple as like on my hardest day.
When I had Lyme disease, man, uh, Iremember laying in bed and just really
feeling sorry for myself, you know?
And almost like, this is what you deserve.
Like this is where you should be.

(14:06):
Like this wouldn't have happenedif you hadn't done something wrong.
Like, I don't know why, but themind plays that trick on you.
And I'm laying there and I'mthinking, man, this is it.
Like I'm 35 years old.
Um, I'm never gonna hit the goalsin life that I wanted to hit.
Like this is always gonna be in me.
The doctor said that once you get latestage Lyme, it doesn't really go away.
Like you're gonna battlethis the rest of your life.
This is what life is.
Now.

(14:26):
It's my new normal.
And you start telling yourselfthat this is my ceiling, right?
And you start bringing yourself backdown to kind of give you an example of
what I was I'm referring to by like.
What we think we are right andwe start to tell ourselves, and
we start to create this world.
That's not true.
I remember laying there andthinking to myself like, is what I'm
thinking to myself true right now?

(14:47):
What can I do?
What are the simple thingsI can actually do today?
And the simple things I could do is Icould still get up and take a shower.
I could still brush myteeth and I was exhausted.
I'd take a shower, I was exhausted.
You talked about having, you know, astomach thing a week ago, and then, you
know, before we talked today and like yousaid that you went, worked out and then
all of a sudden you're like exhausted.

(15:08):
You can't keep your eyes open.
Well, think about that.
Like I had a virus attacking my body.
So the little things.
Would exhaust me.
And I found myself like sitting onthe side of the bed after I brushed my
teeth, after I had washed my hair andgotten dressed, or taken a shower and
gotten dressed, and then I'm exhausted.
And there were days that Ihad to lay back down, right?
But every day I just keptcompounding the little things.

(15:30):
I just kept adding one more.
I remember the first day of like notbeing in bed all day again, and it was
like, all right, how am I doing this?
All right, I'm just gonna putone foot inside my pants leg.
Then I'd hold on the side of the bedand then I'd hold my right pants leg
with my left hand hold on the side ofthe bed and I'd slide my right leg in
as quickly as I did that this morning.

(15:51):
That was a process 14 years ago.
And I would slowly get dressed and Iwould find myself going, making it to
the couch and it's like, man, that's it.
You gotta dress.
You went to the living room.
Yeah, man, I made it to the couch today.
And it was the little things, and aseasy it is to do the little things.
It is easy not to dothose little things too.
And I think in business and lifein general, like we, we create

(16:14):
this false sense of like what wedeserve and what's our limits.
And we fall back to thosethings in hard times and we feel
like that's where we belong.
And the truth is, it's notwhere any of us belong.
You know, God has made us in a way tobe successful, to have quality success
in life, and we have to chase that.

(16:34):
By doing the little things right.
You know, business is no different.
It's a collective steps oflittle things that you do, right?
But it's just a simple,it's just not easy.
If it was easy, everybody would do it,but it doesn't mean, it's not simple.
You just have to do the simple things.
You have to hire properly, youhave to create a vision plan.
You have to.
Go out and sell your product.
You have to, you know,empower salespeople.

(16:57):
You have to have your finances inorder, you have to have these things.
You have to have confidence in any,every, every one of those things.
The only way to get confidenceis be consistent with doing
the simple things, you know?
And I think at the end of the day, likethat's the ingredients to, like my life.
My life is not that I'm themost intelligent human being.
You know, I dropped outtaschool in ninth grade.

(17:19):
I never finished high school.
I never graduated or walked across thestage ever in my life, you know, but
like, I still studied, I still learned,I still read now I've written five books.
You know, like how does that happen?
It's by just going through life, doingthe simple things, you know, I'll
take somebody with heart desire thatwants to do the simple things, or

(17:41):
somebody with education, you know, themost intelligent person in the room.
I, I take that all day long.
I take hustle and heart all day.
Over intelligence because I've seen moresuccess come from that than the other.
And so, you know, I think that's, Ithink that's my recipe for success.
I think other people can mirror that.
I think today some of the listenersare probably somebody out there that

(18:01):
is probably having their worst day.
Maybe they're listening tothis 15 years down the road.
Beautiful thing about media.
Like somebody could be listeningto this 50 years from now.
Right.
Whether you're listening to it inmodern age of 2025 or in the future
or whatever, like if you're havingyour worst day success today might
be just putting your pants on, right?
It might be just making itto the living room, right?

(18:23):
It's like that white belt you talkedabout, like success isn't becoming a black
belt, it's just showing up every day anddoing the simple things that takes to
be a wipe up and it builds confidence.
And once you have confidence,then you start to conquer.
And you start to go after andyou start to believe in yourself.
And I think the number one thingyou could ever give yourself
or give anybody is belief.
And those little things give us belief.

(18:43):
Man, I did this.
I could do that.
I don't think anything great wasever built by, by somebody looking
at something and saying, we're gonnabuild this whole thing in a day.
No, they started with just drillinga hammer, you know, hitting a
nail, knocking the nail in, andthen he just built it from there.
I think through anything webuild, we stop and we evaluate
and go, is this successful?
Does this look good?

(19:04):
It's that moment right there that youhave to look at it with positivity and
go, yeah, it's better than where I was,even if it's not what you wanted it to be.
Man, I think that those are wisewords and it's, it's amazing
how similar our stories are.
The more I hear you talk about it, it'slike, it's why I was smiling and had
me really reflecting and we took abouthabits and I remember I was in a similar
spot where I was running 10 miles a day.
I was getting ready to fight, andthen I was to the point where I

(19:25):
was like, I can't even stand up.
Like how am I ever gonna get backto running 10 miles and sparring?
And I was like, well thatdoesn't really matter.
All that matters today is stand up.
And then tomorrow, like maybeyou can walk through the room and
then the next day maybe you canget to the bathroom on your own.
And I remember when I finally got to thepoint of being able to like drive, what
I did was I would go to the gym and Iwould swipe my card and I would leave

(19:47):
just to start making it part of my day.
And then, 'cause I was nervousto get in there 'cause I
didn't know what I could do.
I didn't know what was gonna hurt my hand.
I, you know, you didn't wanna looksilly, but as it became part of
your day of just showing up there.
Then you stay there for 10 or 15 minutes.
But it was important just tolike go through those emotions.
Like you kept saying, it didn't matterhow intense it was, it just mattered
that it made it part of your habits.

(20:08):
If I am somebody who goes to the gym everyday, and you know, as much as I complained
about being sick a couple of days ago,it was like, yeah, but I would've killed
to be able to go and get that workout.
So I think that progress andthat gratitude for that progress.
Is another really important thingthat people are so upset about.
What they don't have that I think whatyou said was beautiful about instead
of focusing on that, look at the littleprogress you had and be like really

(20:31):
excited about that because the old, youwould've been really happy for that day.
There's a sign in our housethat says, I remember the day
I prayed for what I have now.
Yes, yes.
Right.
It's gratitude, it's, it's what causes,I always say this too, you know, the
opposite side of this, the whole thingwe're talking about is when people
stop being grateful, you know, theystop being grateful for what they have.
And uh, you know, I always tell peoplethat businesses, when they grow and

(20:55):
excel, I. When they start to comeback down off the top of the mountain,
they start to fail again is usuallywhen people stop being grateful.
So it's, it's actually pretty interesting.
If you study businesses, it's like assoon as somebody stops being grateful
for what they have, as soon as somebodystops being grateful for the relationships
they have, the partnerships they have,anything like that, and they start to feel
entitled to the success, entitled to theirpartner, entitled to their, you know,

(21:19):
whatever success they're having in life.
They, they stop being grateful andthey start creating bitterness, right?
And bitterness creates silos.
Silos kills communication,lack of communication.
There's probably 5,000 books ormore written about communication
in a book and business, but it'snot communication that kills
relationships, that kills partnerships,that kills, you know, businesses.

(21:40):
It's gratitude.
Not being grateful, and so that'swhy I try to keep that mindset.
The mindset's so important.
Really, there's four things thatcauses a person not to grow.
Number one is fear.
You know, fear of like even FOMOsometimes causes it, but like fear
of like, I'm not the person thatI. I can't be that person, right?
I can't accomplish those things.

(22:01):
And then so they have a, theyhave a fear that holds 'em back.
Or a fear just in general.
Like one of my biggest fears is flying.
Like I hate to fly.
I've flown over, I don't know howmany times now, over 2000 times,
five times a week on average.
But man, like I realize at a very youngage, like this is a big fear for me
and this is stopping me from success.
And so like one of the ways we getrid of fear is we get knowledge.

(22:23):
You know, we get, we get rid offear with knowledge and sustain
it with faith, and so we have togain knowledge on things, right?
I think that's how and why the littlethings and we do the little steps in life.
It gives us confidence because wegain knowledge of like, I can do this.
Number two is mindset.
Not being willing to let go, not,you know, having the right mindset,
like I call it the loser voice.

(22:43):
Getting rid of the loser voice in our headthat tells us that we can't be something.
Um, having the right mindset oflike being inquisitor, like asking
questions versus making statements.
I find a lot of few times people thataren't successful, you know, whether
it's life or business, they make a lotof like derogatory statements, right?
They make a lot of negative statements.
Um, and what that does, and I don'tknow if most people realize what.

(23:06):
Statements do good or bad.
Statements closes the mind, whilequestions open the mind, right?
And so I find a lot of successful people,you've mentioned Ryan, like Ryan is so
successful where he is in life right now.
'cause the man asked more questionsthan anybody I've ever met.
Like he's always asking a question,like not just of me, but like his staff.

(23:28):
I mean, look at his podcast.
He gets the brightest, smartest people on.
Why?
Ask him questions.
Look at what you do, Nick.
I mean, like, ask questions.
That's what you do.
You know, the podcast is all,it's a learning tool, right?
It's what we do.
And so I think that's one of the reasonswhy people gain so much knowledge from
podcasts and they're so popular right now.
It's 'cause there's somebody's on thereasking questions, not making statements,

(23:51):
really, and on there while they'reasking questions, it's opening the mind.
So when you hear somebody ask aquestion or you ask a question
yourself, you open your mind to things.
Great leaders ask great questionsbecause they're opening their mind to the
possibility of how to do it differently.
It's innovative to think in aquestion versus a statement.

(24:11):
And so that's number two, right?
Getting rid of that loser voice.
Start asking questions,not making statements.
And number three is connections.
You know, having the right connections.
Like the fact that we're on apodcast today is because we met
up together nine months ago.
I mastermind, masterminds, create.
Amazing connections, you know?
And then last is, is systemsand processes and having systems

(24:31):
processes in our business.
Having system processesin our personal life.
Like we have to have it.
And we don't realize thateverything we do that's successful
has a process attached to it.
I mean, from the simple thing of likegetting up and taking a shower this
morning, we all do it the same way.
Like we all wanna pride ourselves onhow we're all unique and different, but
we all have a process of how we take ashower, we all turn it on a certain way.

(24:54):
We all let the water getto a certain temperature.
You feel the water.
You know how it's too hot, it's toocold for you or for somebody else.
It might be too hot for somebody, youknow, another person might be too cold,
but that's the temperature you wantat 'cause it's your process, right?
The way you get in.
Do you do your hair firstor do you wash your body?
Like what step is next?
Like it's all a process,the way we brush our teeth.

(25:15):
Like, it's interesting, you watch, youwatch somebody else go through life
and they go through life with theirpattern or their process, but that's
what it takes for them to be successful.
You have a routine.
You get up, you go to the gym,you work out, you're like, when I
was sick, man, I didn't love this.
I mean, I, I didn't have theenergy, but man, I, I was excited
to get back in the gym again.
Why?
Because you were outside of your process.
Yes.

(25:36):
And you know that consistency andprocess creates success, right?
And so those are the four thingsthat I find that we have to
do and we have to keep focusedon is one, and eliminate fear.
It's why I love reading, right?
We average reading three books a week.
It's, it's less about knowledgeand it's more about replacing fear.
Like everybody always asks me,what book should I read next?

(25:56):
What are you most scared of?
What do you need knowledge on?
Because what you need knowledge onis typically related to the fact
that you're scared of something,there's fear on something.
I'm gonna fail on this.
Well, I don't know what to eat.
Well read a good book on how to eatproperly for your body type, right?
Like, well, I don't knowhow to build a business.
Well, read the Rise Business Framework.
Well, I don't know how to, you know,I don't know how to raise kids.
So read a book on howto raise kids, right?

(26:19):
Listen to a podcast.
What are we doing?
Gaining knowledge to replace the fear.
Number two, replace the mindset.
Start putting together thoselittle things in sequence that
lead to confidence and success.
Three, get out and talk to people, man.
You know, like success is never gonnahappen if you're not out talking to

(26:39):
people and understanding and gainingknowledge and wisdom from other people
and picking their brain, you know, I'vebeen blessed in 2024 to be in the same
room talking to some amazing people.
That have succeeded really big in lifeand in business and to be able to gain
knowledge from them and pick their brain.
'cause at the end of theday, Nick, that's all we are.

(27:00):
We're a collective group of influences.
That's who we are.
I would sit here today and say, GaryHarper, you know, II is not who you think
You, I, I am a man named Randy Erickson.
I'm a man named Gary Harper Sr. I'm aman named, uh, Wayne Schafer, right?
I'm a man named Jack Hyles.

(27:20):
I can go on and on about the menwho influenced my life that I gained
knowledge from through connections.
That helped me be who I am today, right?
And then have a system, you know,you could be the most talented person
in the world and have to, and stillstruggle because a system allows talent
to shine, rather requiring the talentto overcome the lack of a system.

(27:43):
Think about the greatest basketball,football, hockey players.
They all played in a systemand they found a system that
allowed their talent to shine.
What made the greatestbasketball player of all time?
Michael Jordan, triangle offense.
Tex Winters system.
Same system by the waythat Kobe Bryant used.
Others stars used.
Why?

(28:04):
Because the system worked and thesystem allowed talent to shine.
I don't know if Michael Jordan today wouldbe the goat or the greatest of all time.
And we'll say that Nick.
'cause we're in Chicago, right?
And that's where, that'swhere he was the goat at.
But at the end of the day, Idon't know if he would've been.
As legendary as he is today without asystem, if you have been kicking yourself
that you didn't start investing in realestate sooner, whether you're beginner,

(28:24):
intermediate, or advanced, any way you'relooking to get it on a residential,
commercial, land development, wholesaleand fix and flips, whatever it is,
let's find a way to get you involved insome projects, get you some properties,
whether you wanna sell some propertiesto me, whether you want to buy some
properties from me, whether residential,fix and flip, cash flow, multi-family,
whatever it is you're looking for.
Let's figure out a way to getyou involved or find a way for

(28:45):
us to partner up on some deals.
Reach out to me on any ofmy social media channels.
If you go on www.nic.com/links, you willsee all the different ways to connect
with me and figure out how we canstart to work together, make it happen.
Everybody that invests inreal estate always just says
they wish they did it sooner.
Best time to start is today.
I think that that's awesome man.

(29:06):
And you know, when you bring theseup, I think it's important 'cause I
was gonna touch on systems and as we.
Relay back into the, the basicthings you can do to be successful.
Your RISE business framework, I think isgenius because I've been looking for a
business framework and I know historicallyeverybody's saying E-O-S-E-O-S-E-O-S,
and you brought up a good point thatthat was made 20 something years ago.

(29:26):
Mm-hmm.
Like everything else has changed,so why don't we change all these
other things along the way.
So I like that you've come up with aframework more for the entrepreneur today.
And one of the things I was gonnasay is why are systems important?
Because that's one of your key frameworks.
But let's dig into someof these other ones.
'cause I know you're building like awhole branch of other things personally,
professionally, and for your passionout of your rise business framework.

(29:47):
So we do have systems as the S in there.
Talk about resources.
Why are resources an importantpart of your framework?
Well, I mean resourcesare where it all starts.
I mean, there's a book that's writtenthat came out recently and it's
called Who Not How by Dan Sullivan.
Really, really a great book.
I think Think titled Wrongthough, just being honest.
I think it should say Who then how?
Because I think the How Still Matters,but the who's first, always first,

(30:09):
and so whether it's who is Us or who.
Do we get around us like it's resources.
Resources are time, money, and people.
And so whenever we start a newbusiness, we have to identify
resources that we need.
You know, what, what doesthe timeframe look on?
Like, I own this new business.
What money do I need to make?
What money do I need to spend?
We help in the rise business framework,somebody create a business performa.

(30:30):
I think that's what's reallykind of missing in EOS.
There's no financial conversation at all.
And so when you look at EOS, bythe way, it's a great system.
It's not a bad system.
It's helped a lot of entrepreneurs.
Um, I implemented it for years, butlike there are some missing pieces
and I think there's a reason why.
I mean, it's called anentrepreneurial operating system.
Versus a businessoperating system, you know?

(30:53):
And so when you're really truly growinga business trying to get out of the
seats and, and build something, likeyou have to have a business performance.
Like you have to project out,like, what's your revenue?
What's your cogs, what's your expenses,what's your gross and net profits like?
You have to have those projections,and those projections should
match up to your one year.

(31:13):
Without that, you're kindof shooting in the dark.
'cause then you're just goingoff feeling versus fact.
And so that's never a good recipe forsuccess is feeling over fact, right?
Like we need to make data drivendecisions in our business.
And so it's really important that westart that early on with identifying time
where we're gonna spend our time, what'sthe timeframe works you're gonna, which
you're gonna let this succeed or fail.
And if it doesn't work, shut it down.

(31:34):
Number two, what you know,people do I need, right?
How many people, who do I needto help me make this successful?
Whether it's a vendor or executiveassistant, you know, maybe it's
your first employee, like whatdoes that look like for you?
And then last is what the money,you know, time, money, and people.
So that's what resourcesrepresents for a new company.
Is time, money in people, and if wedon't do it the right way, we end up

(31:58):
setting in all the seats in the company.
One of the biggest mistakes Isee entrepreneurs make, Nick, is
they, they start a business andthey don't really get a good grasp
on like financial sides of it.
What they do is they, they look atthe product they're selling, say
it's a house and they make $12,000.
Well, they're not realizing that in orderto produce the house, they had to do

(32:18):
a lot of different seats in a company.
They had to sit in a lot of seats.
They had to sit in the marketing seat.
They had seen lead generation seat.
They had to sit in the acquisitionseat, they had to sit in the disposition
seat and maybe project management,you know, and they have to TC that
property and help get it closedand, and then they have to go to the
closing table and sign off on it.
And then they have to.
They have to record all theirexpenses and you know, pay the bills

(32:39):
and they have to sit and finance.
So they're sitting in multiple seats.
And what they don't realize is whenyou create a business performance,
it tells you what you should bepaying for each one of those seats.
And here's what happens, likeafter four or 5, 6, 7 deals.
Or they're six, seven months of makingmoney, they realize that, you know, this
is successful and I'm gonna keep it going.
But then they have to start hiringpeople to set in those seats.

(33:00):
And as they start to hire peopleto set in those seats, they look at
their bottom dollar and they look at,they're like, my margins are lower.
I'm making less money thanI made six months ago.
And I feel like I'm doing more work.
'cause now I don't really have a system.
I've just hired people.
I haven't trained them.
And so they'd go from being the whatperson to being the how person they were.
The person who did what they had to do.
Now they're being asked, howdo I do this all the time?

(33:21):
And they feel busierthan they've ever been.
And they're like, andI'm making less money.
Hmm.
So like, that's where most entrepreneursget to and they get frustrated and
they, and they quit or fail becausethey don't realize that this business
has always been at the same margin it'sgonna be at when you have 50 employees.
You, mindset wise, just, just did notconnect it to a business performer.

(33:42):
To show you what it would take and whatyour profits would be if you budgeted
for every seat you're sitting in.
Does that make sense?
Yeah.
So like when we budget for every seatwe're sitting in, I'm looking at this
business and going, okay, now when Ihire all these people, I'm only gonna
be making 16% margins in this company,or 20% or 25%, whatever that number is.
But at least now you know what thiscompany's gonna look like at scale and

(34:06):
you start to budget for those seats.
'cause here's a second problem.
When we don't do that,we never leave the seats.
Mm-hmm.
Like, what if I hire that person?
I don't have enough money to hire 'em.
What do you mean you don'thave enough money to hire them?
Well, I can't afford to hire them.
What do you mean you can't afford dire?
Well, like I own this car and thishouse and all these nice things.
I gotta pay my bills.
Oh, so you created this lifestyle basedon the profits or false profits of

(34:30):
this business, and now you're stuck inseven seats versus performing it out
properly so that your lifestyle doesn't.
Overrun your business.
And so what happens is when we doit the right way with time, money,
and people, now we start to likehold back on buying the Lamborghini.
We hold back on buying the7,000 square foot house.
We hold back on starting tohave all the nice vacations and

(34:51):
all those things because we'relike, I haven't earned it yet.
Right now I'm, I'm working seven jobs.
To, to make this money.
A smart person will take that businessperformance and start to save the budget
of the people they need to hire so thatwhen they're at a point of either capacity
or desire is gone and they don't wannaset in the seat of finance, they don't
wanna set in the seat of disposition,they don't wanna be in in marketing,
they don't wanna do these things.

(35:12):
They have the budget there tostart hiring their replacements.
And now when we're at scale.
We have 50 plus employees, and ourmargins are still at 16 to 20% like
they were at the beginning, but nowwe're making millions of dollars
through replication of other people.
Now we can afford the nice car,now we can afford the nice house.
Now we can afford thenice vacations, right?

(35:34):
Why?
Because we grew properly, wegrew the business properly with
time, money, and people, right?
And that's why resources are so important.
And that's why who then how it matters.
Because then.
I side of resources, inspiration is next.
We have to inspire the resources.
Nobody's gonna feel inspired to comemake you a bunch of money in case
there's a purpose that they have thatthis company's purpose is tied to.

(35:59):
And I think that's a mistake we make alot of time and that's what's different
in RISE than other business operatingsystems or entrepreneur operating
systems is in those operating systems.
And we learned this in 2020 whenthe millennials started taking
over the workforce 'cause.
More than 50% of the workforcenow is run by millennial, is the
emotional paychecks mattered,and I think they always mattered.

(36:19):
I think we just, were conditionallyprogrammed, subconsciously
programmed, even my dad's generationto your purpose doesn't matter.
You get up and do what you'reresponsible for doing every single day.
And there and there's, there's a lot ofgoodness in that getting up and doing
what we're responsible for every day.
But that doesn't mean we have toneglect our purpose while doing it.
And beautiful things happen in abusiness when a company's purpose.

(36:41):
It is tied back tosomebody's personal purpose.
When you have an employee and peoplethat are helping you become successful
and they can see how they're gonnareach their purpose and goals in life
by helping the company reach its purposeand goals, that's when you get what
we have, we call want to employees.
And I'd much rather inspire people towant to be around me than have people have

(37:01):
to be around me because it's a paycheck.
Productivity goes up over.
50% when people want to be there, right?
Versus have to.
George Carlin actually put it best.
He said, most people work hardenough not to get fired and get
paid just enough not to quit.
And those are half two employeesversus a want to employee, right?
Because want to employees show upon days that you are like, man, I

(37:22):
can't believe you're here today.
I can't believe youwanna push through that.
Why?
Because they wanna be a part of this.
I was with the team yesterday and he'sbeen there, one of the employees been
there five years and he was talking aboutlike the good news and he was talking
about the greats of 2024 for the business.
And he's like, man, the culture,I love the culture here.
And shout out to Seth Hardy and histeam for building an amazing culture.
That his employees are like,I'm accomplishing what I want

(37:43):
in life because I work here.
Even one employee's, like I'vebought three rentals because of
the opportunity of knowledge.
Wealth that I've gained workinghere, and he's creating a passive
side for his future and his life.
Why?
Because he sees this company's purpose,helping him fulfill his purpose.
That's a key differentiator.
Like all business plans and frameworkshave like a vision plan or a one

(38:04):
year and a two year and a threeyear and a five year, and a big
ADD goals and all those things.
They all have to have those things.
We all have to have long-termvision, short-term vision.
Somebody asked me the other day, well, Iwas looking at your curriculum man, and
it's like, it's not too far away fromlike what EOS does with vision planning.
I'm like, yeah.
Make big happen.
The advantage.
EOS scaling up, you know theRockefeller habits, they all have it.
They have to, right?

(38:25):
We all have to have some versionof vision and goal planning, but
it's like how we use those things.
That's different.
In rice, how we connect the emotionalpaycheck for the employee is different.
In Rice, 67% of the people that quittheir job in the great resignation
cited the lack of emotional paycheck.
Huh not financial.
And so like we have to make sure weare driving that emotional paycheck.

(38:48):
And whether that's through goodleadership, good goal planning,
good vision planning, by, youknow, managing our people properly.
All those things is whatcreates inspiration.
And once we have time, money, andpeople dialed in, and we're inspiring
those resources with goals, vision,long term, short term, now we
have to build the proper system.
Process, procedures and policiesto let go and empower those people

(39:11):
that are inspired to wanna be there.
I met with a team last week andlike one of the little ladies in
the meeting, she looks at her,she's like, Hey, I wanna do more.
I wanna do more.
He's like, well, I don't knowhow to teach you all this.
And what are they at?
They're at the stage of likeneeding to get process, procedures
and policies documented.
Because you've got somebodywho's inspired, somebody who
wants to be a part of it.

(39:32):
They wanna take things off your shoulders.
They wanna get you to the next level.
They want to reach those goals and fulfilltheir passion while they're helping you.
But they need to be empowered.
And the only way to empowerpeople is through system.
By having your processes, what wedo, your procedures, how to do it,
and your policies, when to do itdocumented so that someone can go

(39:52):
learn and replicate your efforts.
And that's why I saythat books named wrong.
I think who matters, butthen how still matters.
Because if you just hire theright who's right and you don't
train them with the right systemsand processes of how to do it.
You're gonna become the how personand what's gonna happen is your
phone's gonna ring, uh, numerousamounts of time throughout the
day answering this question.

(40:14):
Hey, so I'm at this house andI'm gonna do, uh, a walkthrough.
How do you document like the repairs?
How do you do that?
All right, so I'm at, I'm in the kitchen,so I, the cabinets look a little off.
How much should I put down for that?
Uh, I think we're gonnaneed to replace the four.
How, how do I know if Ineed to replace the four?
It's beveled a little bit.
Okay?
Yeah.
So how much should it cost?
A fixable?
And now you might as well justdone the walkthrough yourself.

(40:36):
And the first couple of times you mighthave to do the walkthrough with them,
but then document it, document theprocess, the procedure of the policy.
Policy being like, don't spend morethan three hours at that house.
And systems, one of the things wedo is called the art of delegation.
And the art delegation is a very simple,we talked about simplicity, right?
'cause the confused mind says no.
And so we don't want complexity.

(40:57):
Complexity is death tobusiness, death to success.
Reduce as much complexity asyou can in your personal life
and your professional life.
Keep it simple.
My dad used to say it all the time.
Keep it simple.
Right.
And it was funny, he, he'd say, kiss it.
He was a, a military guy, as you can tell.
And he, sergeant, he'd say,keep it simple, stupid, right?
Like, that's how he'd tell me.

(41:18):
And, uh, my wife, she'll say,keep it super simple, right?
My daughter would say, keep it supersimple, uh, but keep it simple, stupid.
That's what he would tell me.
And that was such a profound thing to me.
Like, why am I overdoing this?
And so the art ofdelegation is super simple.
How do we delegate?
Well, we start with an alignment.
What do you need training on?
What do I feel you need training on?

(41:39):
That's number one.
Once we have the training or they gotthem the training they need and we
feel they need, then we go to next.
All right, now you're gonna go do it.
You've got the training.
What do you want feedback on afteryou've done it, or what do I want to
get feedback on after you've done it?
I want you to tell me how it went.
Again, this is alignment.
Alignment and training alignmentand feedbacks Number two.

(41:59):
Number three is autonomy.
Once they've done it well enough for along enough period of time, then you've
given them autonomy to do it on their own.
It's called building trust.
Trust comes from time and results, soover the time of training and seeing
them get the training over the timeof them doing it and getting good
feedback that they did it right.

(42:20):
You build trust and once trust is built,you have autonomy that you're giving them.
But one thing that a lot of peoplemiss when they give autonomy and
they're delegating is they don'tset a budget for that autonomy.
And what do I mean by budget?
We immediately go to money.
And it's not just about money.
When we delegate about the other, thetwo things that we're looking for in

(42:40):
budget is money one, but the secondbudget, which is probably more costly
to a business, is a time budget.
You know, Nick, when you dosomething in your business, it
takes you a certain amount of time.
You're proficient at it now, andthe time it takes you today is a lot
different than the time it took youprobably when you first started doing it.
So somebody new coming in, right?
They're going to take longer to dosomething that you're just trained

(43:03):
them on or you delegated to them.
But don't make the mistake ofleaving the time budget open-ended.
Because it will end up translatingto costing you more money.
Because if you could do it productivitywise in three hours and it takes them
seven, now you're paying them doublethe amount of time it should take, and
it's going to impact your bottom dollar.
Now, they may not get it done at three,but you should be setting a budget

(43:25):
that's more practical to who they areor where they are in training, and
the goal is to get them two, threehours and getting it done or better.
Hopefully you've hired somebody that cando it an hour and a half versus year three
because they're more efficient at it.
It's their focus, and thatis the art of delegation.
And those are the thingswe learn about in systems.
How do we delegate?
How do we, uh, empower people?

(43:46):
How do we empower them?
Process, procedures, policies.
What KPIs are we tracking?
One of the very unique things of Rise.
What I love about Rise.
Is that we have the 4K PI system andit's different than probably what
most people have ever been trained.
When I call it out A KPI.
Nick, what do you think of when youhear the word KPI or the, the acronym?
KPI.

(44:06):
What does that spell out for you?
Key performance Index.
Yeah.
Indicators.
Yeah.
And that's what everybody will tell you.
That's the majority of it because theyhaven't learned the new Rise KPI system.
And it's something I trademark becauseit encompasses four types of KPIs.
The very first KPI you haveto discover in your business.
That's the most important one, is thatI call your key purpose indicator.

(44:30):
We all have a purpose, right?
We all, we all wanna accomplish something.
Uh, Jim Collins called ita BHG bill, if you will.
Like what's your big hair audacious goal?
Well, I like behead goals.
I want to push myself past my limits.
I want to aspire to do betterand more than I am today.
And I think it's healthy.
I think it's healthy to havethose things, but I don't think

(44:50):
it's healthy not to measure it.
So if you wanna impact the lives ofpeople in your community, how many lives?
Putting a metric to it, measurement to it.
Sharp's purpose is to do a goodwork that supports God's work.
How do we measure good work?
What's our purpose indicatorfor measuring good work?
Well, for us, it's client retention.
We have no contracts, Nick.

(45:12):
Nobody signs a contract for our service.
You can cancel it at any time.
That's unheard of in consulting, usuallyyou're signing a one year agreement with
a consulting company at minimum 90 days.
Right.
And we actually will lose money in thefirst 90 days if somebody cancels us.
Hmm.
It's the way we're set up, buthey, listen, I don't want you in a

(45:32):
contract because if I have you ina contract and you feel obligated
to stay through a contract in ourservice, then I'm not doing a good
enough work to keep your business.
One is our, you know,did what's our retention?
And in 2024 we finished ayear at 94.5%, which is very
high for a consulting company.
Look it up.
I won't give you stats on it,but that's not quite that high.

(45:52):
It's about half that.
With that in mind, that tellsme we're doing a good work.
'cause people who have an outcould leave it a moment or stay in.
And the average business customer buysthree different products for us and
stays with us for over four years.
So that is what I call doing a good work.
Number two.
How do we support God's work?
Our goal is to give $2.6million to God's work by 2026.

(46:14):
That's our goal.
That's our key purpose indicators.
That's why we're measuring our purpose.
Now, from our purpose indicator, we havewhat we call a key profit indicator.
'cause I have to make money.
I. Like we have to make profits togive 2.6 away, 10%, it'd be 2.6.
I gotta make $26 million,so I have to make profits.

(46:35):
So my number two metric in my businessis my key profit indicators, which is
my performance, my budget, my p andls, and what I call a variance report.
My, my variance of budget versus actual,did I hit the budget or did I not?
What did my p and l show me?
From a profit indicator, I builddown to what we call the key
performance indicator, whichyou alluded to a minute ago.

(46:57):
Performance indicators area result of the process.
That's what they are.
They're the very last step in the process.
It's an indicator that you performed it.
And so when we look at a process and we'relike, what's the end of this process?
Well, we're gonna, we're gonna get a lead.
Okay, well your performanceindicators, how many leads did you get?
And acquisitions would be, howmany contracts did you get?
Because that's their performance.
You know, they performed and theygot a contract in dispositions.

(47:19):
How do you know they sold the, the house?
Well, they got a signedcon, a B2C contract.
How do you know what TC did their job?
Well, they closed on the house.
That's their performance.
So those are performance indicators,but then that takes us down to our daily
number, which is our process indicatorand the most critical of them all.
Because if we do it properly,we start with purpose.

(47:40):
If we determine profits that we needto make, then we determine how much
performance, how many contracts we gottaget, and how many houses we gotta sell
to make the profits to fulfill purpose.
Then we then build all the waydown into what we call a process
indicator, which is a daily number.
That daily tactical number tells usthat we're following the process.
So what would a process indicatorB, you might ask for marketing.

(48:01):
How many calls did you get today?
Right.
How many calls did you make today?
How many pieces of maildid you send out today?
Those are all process indicators.
Tell us it's working.
That'll lead to us gettingleads, acquisitions.
How many cops did you run?
How many walkthroughs did you have?
How many offers did you make?
Because all those process indicatorslead to a performance of getting a
contract, and I could walk you througheach one of those areas, but every

(48:24):
business type out there has a purpose.
That purpose needs to be measuredwith a purpose indicator.
Every business out there tofulfill purpose needs to make
a certain amount of money.
Those profit indicatorshave to be determined.
Every business out there to makethe money that they need to make,
have to perform at a certain level.
They have to have the resultsof their company's processes.

(48:47):
And in order to make sure we get theresults of the process, we have to measure
daily tactical metrics called processindicators that tell us it's working.
Because here's the biggest, one of thebiggest mistakes I see made in business
is that people let go of people allthe time due to lack of performance.
But the truth is nine out of 10 times it'sprocess related, not people related as

(49:07):
to why they failed to perform only one.
It's called behavior.
For behavior causes bad performance.
The other nine are all process waste,rework, complexity, all those process
problems calls the lack of performance.
I had a guy called me a couplemonths ago and he says, Gary, I
had to let Joe go, my sales guy.
And I'm like, man, you, you let JoeGo's been with you like five years.

(49:29):
He was your top dog last year.
What happened?
He's like, man, like hejust stopped performing.
Like, really?
When was the last time you jumped inand did what we call a system sixties
meeting, and you documented your, youwhiteboarded your process out and you
started to look at it and, and you lookedat your key process indicators to see
where the process might not be working.
He's like, I, I haven'tdone that for forever.

(49:51):
And I'm like, okay, well, I mean.
Why don't we do that?
He's like, well, I mean, it kindof happened after Joe was fired.
What do you mean?
Well, I hired a new guy and Ihad to train him on the process.
I'm like, oh, what'd you find?
Well, I found like Joe was sending thisemail, but it was, it wasn't going out.
Something wasn't happening with it.
It was, there was a break in the process.
He's like, man, as soon as wefix that, it fixed the problem.

(50:12):
I'm like, man, I bet you Joe was wishingright now you would've process mapped
this thing out before he got fired.
And that's what happens so much.
We could save people by measuringthose process indicators and mapping
the processes regularly to make sureperformance stays so that we make
profits and we fulfill a purpose.
And that's what systems are all about.
And if we do that right, if wedo resources and inspiration
and systems the right way.

(50:34):
Then we've earned the right,and I call the E, the E in in
rise, earning the right now.
You've earned the right to expand.
You've earned the right to scale.
You've earned the rightto turn up the marketing.
You've earned the rightto hire more people.
You've earned the rightto go to more markets.
You've earned the rightto expand the business.
But so many people, Nick, makethe mistake of as soon as they

(50:55):
start the company, going straightto the quadrant of expansion.
Versus dialing in resources, inspiringthe resources, and then letting go through
systems to earn the right for expansion.
And that's why I tell people theproper way to rise is through rise.
Right.
Resource inspirationsystems, then engagement.

(51:16):
'cause you've earnedthe right to be there.
And that's what people do wrong, man.
As soon as they start, they start withtime, money, people, and they go straight
to engagement and they go, I gotta getthis product to more people and I've gotta
sell more and I gotta make more money.
And they, they just start rampingup that marketing side and, and
then they get into it and they'relike, man, I need systems, man.
I gotta get theseprocesses documented, man.
These people don't know how todo what I've hired 'em to do.
And then you get into like inspiration,like why are we doing this?

(51:38):
What's our purpose?
What's our goals?
And then you look back on itand you're like, man, I don't
know if I have the right people.
Like this guy doesn't seem reallybought into what I'm doing.
Like he's in the right seat andhe's making me a lot of money.
But man, I'm not surehe is the right person.
Culture fit for my company.
He doesn't seem very aligned with us.
And that's why I wrote this book rightthere called The Purpose to Rise.
Right.
It's a fable and it's about a guy inreal estate who scales his business

(51:59):
using the Rise business framework, butbefore he hires, you know, Reggie, the
business coach come in and implement it.
Like he starts to realize like.
I might have the wrong people.
I might not be growingthis thing the right way.
And, and he finds himself in areally ugly place and then he
starts to rebuild properly andhe goes through the rise business
framework, sees success on the end.
And then we have, you know, wehave what we shot up for the first

(52:22):
time, which was the quality ofsuccess, not just Bonnie success.
And, you know, Nick, I think if we takethose same practical things, and we
talked about this when we opened it up.
We take that practical system, we startto apply it to other areas of our life.
Somebody might be listening and they'relike, man, I, I don't have a business.
I'm an employee and I don'treally wanna be an entrepreneur.
Like, how does this work for me?
How does this fit me?
And the truth is, it still doesbecause it is still a framework.

(52:44):
And if we apply the framework and that's,people ask me like, how'd you lose weight?
Well, first of all, I didexactly what I teach in business.
I looked at it and I wasa time money in people.
How much time am I gonnagive this to lose weight?
Like, what's the timeframe look like?
When am I starting, when is, whatam I seven, my, my aspirations for?
Number two, what peopledo I need to get me there?
I have seven fitness optimizationhealth or doctor coaches in my life

(53:08):
right now because those are thepeople I needed at different areas.
Nutrition, cardio, fitness,doctor, wellness, like all
these different types of people.
I decided that this is the peopleI need, and at the time I hired a
company called the starting line.
And the starting line helpedme get this dialed in.
They helped me determine predeterminedtime, predetermine how much money it was

(53:29):
gonna take me, food wise, all that tohelp me create a plan, and they helped me
determine what people I was gonna need inmy life to help me achieve these goals.
Then we went to inspiration,and I looked at it and I said,
all right, I need inspiration.
I need an inspired to do this.
So what am I shooting for?
What are my goals?
What's my purpose?
What am I trying to do?
And then I had to get into my KPI system.
I had my system.
I had to look at it and go, allright, how am I gonna measure

(53:51):
that of achieving purpose?
And I've looked at that like, am Ispending quality time with the people
I care about when I'm with them?
Am I energized?
I have found myself, Nick,looking at like times in my life.
I love going to Disney.
I found myself too tired to be there.
I I just can't pushthrough the day anymore.
I found myself having gout in my heeland couldn't walk for days afterwards.

(54:13):
Right.
Why?
'cause I was unhealthy.
I wasn't living right.
I wasn't eating right.
I found myself not being presentmentally mental fog setting
in and fatigue setting in.
And my, my kids would be talking totheir dad and I'm just like, blank out.
And they're like, dad, are you listening?
I'm like, I'm sorry.
Can you repeat yourself?
I, I don't know whatI was thinking, right?
I wasn't there engaged in the moment.
Like I needed to fulfill that purpose.

(54:34):
I needed to be present when I waspresent, so I needed good health
to be present and not just be inbed and sick and not feeling well.
I needed to be present for my clients.
I needed to be optimal for my,my businesses and my employees
and my partners of life.
And so those were the things I needed.
So, purpose, how do I measure that?
What was my gain?
What was my profit thatI was gonna measure?

(54:54):
My key profit indicator?
Well, it was good blood work.
Every 90 days I go getmy blood work done again.
Why?
Because I wanna knowif I'm gaining health.
That's what profit is.
It's a gain.
Is my health improving?
Am I gaining, you know, theability to lift more weights?
Am I gaining the ability to walk more?
Am I gaining my good health?
Am my blood work showing a gain?
I. That's my profit indicatorperformance indicator.

(55:17):
Am I performing at a higher level?
Am I seeing the results in my life?
Is the scale going down?
You know, things happeningon a weekly basis?
Are we seeing my measurements get better?
Am I seeing performance?
And then my daily numbers probably themost important, just like in business.
How many steps did I take today?
How much water did I drink?
Did I hit my macros?
180 grams of protein, you know,75 carbs and 75 grams of fat.

(55:41):
Did I hit my macrostoday on a daily basis?
I'm not getting on a scale, butonce a week to see the performance
of it, but I'm measuring the daily.
Why?
Because it's simple and it's thelittle things that are simple to
do, but sometimes simple not to do.
And guys, if you wanna turnit around in your business
or your life, keep it simple.
Stop trying to do too much.
Get up every day.

(56:01):
Put one leg in your pants, putthe other leg in your pants.
Make it to the living room today, thenmake it out of the house the next day.
Take a drive the next day.
And that same practical mindset thatgot me out of the rudd I was in with
Lyme's disease is what's helped mebe successful in building business.
It's what helped me be successfulin losing the a hundred pounds.
It's what helped me be successfulin every aspect of my life because I

(56:24):
don't try to overthink it, overdo it.
I do what the man on myright shoulder told me.
I keep it super simple and I just do thesimple things better, and that's the key.
That's how we hit success.
It's not by all the.
The world changing things.
It's just by the little simple steps.
You just gotta get reallygood at those little things.
My job, man, I thoughtthat that was fantastic.

(56:45):
And anybody listening,obviously that's the tip of the
iceberg for where this goes.
And then every person, everybusiness is individual.
So if somebody's looking, I. Formore depth or to figure out how
maybe this could work for themor how you can work with them.
What are some ways that they take somefurther steps to get more information
on how to work with you and Rise,or even your passion projects that
I know that you're building offof the Rise brand in the future?

(57:07):
You know, there are multipleways to connect with us.
Obviously our goal is to inspire.
Our goal is to influence.
Our goal is to impact.
Those are three different levels ofwhich engagement you can have with us.
You know, if you're, if you'reone here today and you, you feel
inspired, you wanna get moreinspiration, go to our social.
Like, you can go to my, my TikTok,I have a TikTok if it's still
alive when this is, I do have that.

(57:27):
Um, I have uh, I have an Instagramchannel, I have a Facebook channel.
I have a YouTube channel, so likeit just, the official Gary Harper.
If you go to those platforms, that'sthe u or the username, you'll find.
Um, you can also, uh, if youwant to be inspired, man,
follow us on those platforms.
You know, um, if you wannabe inspired by it, go there.

(57:47):
If, if you want to be influenced by it,you know, consume a lot of our content.
But if you wanna be impacted,like truly impacted, it takes time
for us to impact somebody's life.
That's the greatest thing aboutimpact is it's, it's la long
lasting, but it takes time.
And so go to gary harper.com.
There's ways on there to like,fill out assessments and, and,
and, uh, links to my social.

(58:08):
If you wanna follow us on with, uh, riseBusiness Framework, you can go there or
you can go to sharper business.com and,uh, and take the free business assessment.
If you're an entrepreneur today and youwanna know whether or not RISE is a good
fit for you, it's on sharper business.comand you can get those links there.
But, uh, I would say startingout, just, you know, follow us
on our, our, my social platforms.
We're really building that.

(58:28):
We produce one to threevideos a day for there.
And so there's a lot ofgood content on there.
And then a lot of these, like your stuffhere, Nick will be chopped up and, and
uh, put there as well so they can getbits and pieces of it there as well.
So thanks for asking.
Super cool man.
Definitely.
And anybody listening, all the linksfor all the stuff you just mentioned
plus more will be in the shownotes or check out the show notes.
You love direct links to all this stuff.

(58:49):
I've been wanting you on thisconference, podcast for a very long
time, sir. I really appreciate thatyou made the time to come on today.
It's been long overdue to connectand, uh, did not disappoint.
Sir, you are somebody who bringsyour A game to everything you
do in life in business, and thispodcast has been no different.
You brought your A game tothe A Game podcast today.
Any final thoughts before it letsyou go about your busy day, sir? No,
I think, uh, well, I mean, I thinkif I have a final thought is make

(59:10):
2025 the best year you ever had.
Let's set down, let's come up with fourgoals that we have to accomplish this year
to be the best versions of ourself andmake your future self your hero today.
I love that.
Mic chop, sir. A gamepodcast, Gary Harper.
Have a fantastic day,sir. Thank you so much.

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How To Unlock Your True Potential In Business | Gary Harper

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