July 19, 2022 • 31 mins
Discover the unyielding power of integrity and how it's the bedrock of extreme ownership in our latest episode, drawing from the wisdom of Jocko Willink and Leif Babin's transformative principles. We lay it all on the line, discussing the highs and lows of standing by your commitments, adjusting on the fly when life throws a curveball, and the vital importance of transparent communication. Trust is a fragile treasure, and we're here to show you how to guard it with your life. Our candid conversation will challenge you to differentiate between genuine integrity and the all-too-common excuse-making that undermines personal and professional growth. Owning your actions is not just an option; it's the only path to real success.
This episode isn't just about keeping promises; it's about creating a culture where promises mean something. Experience the raw truth as we break down decentralized command in a business context—how it can unleash the potential of teams, foster a sense of belief, and transform sales from mundane to monumental. We touch on the harsh reality that leaders need to do more than just train; they must inspire belief in their vision. By confronting internal challenges head-on, companies don't just solve problems—they evolve. It's time to embrace integrity, step into extreme ownership, and watch as the ripples extend into every aspect of your life. Join us, and become an unstoppable force in a world that's hungry for leaders who walk the talk.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome back to the show, guys.
It's Wayne Aston.
This is Aston.
Incorporated.
With me is my co-host, dallinAston.
What's up, dallin?
How's it going?
Happy to be here back in studiotoday.
Today, guys, we promised thisone early, early.
And we said, man, we should doa whole episode on that.
Speaker 2 (00:21):
So today is the day Today is the day we're gonna
have a whole episode onintegrity.
Speaker 1 (00:27):
Love it and there's some offshoots to integrity that
we're gonna get into.
It's actually another one ofour Universal Principle series,
and the Universal Principle ofthe day is extreme ownership.
Jocko Willing, thank you.
Lave Bavin, thank you.
If you guys haven't readExtreme Ownership by Jocko and
(00:49):
Lave, you've gotta get that book.
That's an incredible book.
Speaker 2 (00:52):
That's inspiring so much of how we operate.
Speaker 1 (00:56):
So much of what this episode's about the other day I
was.
Speaker 2 (01:00):
I was sorry to cut you off there.
The other day I was talking toone of my buddies about books he
should read and this one cameup and I was like dude, this one
changed my life.
And he's like dude all thebooks you recommend and we
change your life.
Speaker 1 (01:12):
That's true.
I wouldn't recommend any book,and that's it changed my life.
Speaker 2 (01:18):
So the point is, if we're recommending this one it's
a good one, right?
Speaker 1 (01:23):
Yeah, that's right.
It's made some impact.
So, absolutely, what comes tomind when I just drop the word
integrity on you.
Speaker 2 (01:33):
Man, for me it's being your word.
That's what comes to my mind.
It's doing what you say you'regonna do and just being
committed to that.
Being committed to followingthrough, being committed to
transparency.
It's being committed to beingsomeone that that maintains kind
(01:59):
of a persona of trust and isnot willing to jeopardize that
trust for any reason.
Right, and so when we'retalking integrity, it's like
look, you know, relationshipscome first.
I guess is what comes to myhead.
Speaker 1 (02:18):
So one of my favorite movies, Miami Vice, one of the
newer ones, the one with JamieFoxx and Colin Farrell, have you
seen it?
Speaker 2 (02:26):
I haven't, oh okay.
Speaker 1 (02:29):
All right, this is an amazing movie, you gotta go get
it.
So in this movie, you know, theMiami Vice squad are working on
this covert drug operation withthis Colombian drug lord and the
one guy the one guy gets in thecar.
I think this is a scene withColin Farrell.
He gets in the car with thisColombian drug lord and this is
(02:52):
one of my favorite likedefinitions of integrity,
because he's speaking in thisColombian accent and the stakes
are high.
And he says and the Colombiandrug lord is saying to this guy
and it's so rare that thisColombian guy even shows his
face Like you don't get tointeract with him directly, but
(03:15):
he gets this chance opportunity,gets in his car and he's asking
him a series of questions aboutthis delivery and he says if
you say you will do a thing, youmust do exactly that thing.
And what's crazy is becausewhen you take the context of
this scene, he's saying if youdon't deliver this exactly at
(03:38):
this time, at this pace, thenyou're gonna be dead before you
even know it.
Like high stakes consequencesand it was really impactful for
me, aside from the fact that Ilove the movie and you got a
cool sniper in there with a 50cowl just crushing.
I mean it's a cool movie, butthat is it.
I mean it's just what you saidit's.
If you say you're gonna dosomething, do exactly that thing
(04:01):
and exactly when you say you'regonna do it and guess what?
Integrity is not cement, itdoesn't set.
So if I mean, stuff happens,life happens.
So what happens?
Okay, well, let me ask a betterquestion Do you think there's a
(04:21):
way to be in integrity ifthings don't go the way you
planned?
Absolutely and how does thatlook?
Speaker 2 (04:28):
Well, the way I see it is like look, if you were,
let's just do a dumb example yousay, hey, I'm gonna be there at
4 pm, you and your friend or abusiness partner, whatever.
You're meeting up for whateverreason.
This is a very simple example.
And we'll be there at 4 pm.
You're on the road and there'san accident.
Oh, I'm gonna be there at 4.07.
(04:50):
There's no way you can sit hereand tell me oh, now you're not,
now you don't have integrity,Cause now you're showing up
Exactly.
Speaker 1 (05:02):
Circumstances happen beyond your control.
In investing and real estatedevelopment and real estate in
general, things happen that arebeyond your control.
Interest rates and inflationhappen you have no control about
.
So how do you?
Stay in integrity.
So in that simple example, howdo you stay in integrity, how do
(05:24):
you stay impeccable with yourword, yeah, that you were gonna
be there at that exact time.
Speaker 2 (05:29):
Well, look, you see the accident.
Oh, no ring ring.
Hey Joe, there's an accident.
Man, I'm literally in the car.
I'll be there at 4.07.
Yeah, I honestly think it's assimple as that.
Speaker 1 (05:44):
Yeah, I agree, and that's in that specific scenario
.
Speaker 2 (05:47):
Communication Shoot him a tech.
Hey, dude, I'm literally atstop track, like send him a
picture of traffic.
Yes, yes, yes, hey look I mean,I am literally doing my best.
Speaker 1 (06:01):
I would have been there, but Now here's a funny
twist to that.
So you said you'd be there atfour o'clock.
You're farting around, you'reat home you just take too long
in the shower.
But you wanna call and say, hey, there's an accident, there's
no accident.
That's not integrity.
Speaker 2 (06:17):
Now you're a fucking liar.
Speaker 1 (06:19):
You're making shit up because you don't place enough
pressure on yourself to beaccountable.
So what we're really talkingabout when we talk about
integrity, we're talking aboutaccountability, which goes into
what Jocko and Leif spend anentire book on extreme ownership
(06:39):
.
So is there an example thatcomes to mind Dallin, for you
where you've had an opportunityto exercise extreme ownership?
Speaker 2 (06:50):
Oh man, many times, many times, I could share some
personal ones.
But, man, the number one thingthat comes to my head when I'm
thinking about this and I'llapply it to kind of my own
scenario, but when we're talkingabout Jocko and Leif in their
(07:12):
book Extreme Ownership, where Ikind of derive my experience
from, is the single experiencethat they talk about in the book
and, if you'll recall, they'reon some op and something happens
and they're in the midst of avery, very rugged, confusing
(07:38):
area and it's kind of hard todistinguish friendlies from
non-friendlies, right?
Speaker 1 (07:47):
And so they're in their battle of Ramadi.
Speaker 2 (07:49):
Yep, yep, they're going in there and they get to a
point where there's thisbuilding.
They're about to just take out,like these guys, and they're in
this tank and they're about tojust destroy it.
Speaker 1 (08:06):
Right, they're working with the US Marines.
At this point You've got aMarine Regiment in there and
you've got Jocko and Leif's NavySEAL team, team Bruiser.
They're doing a coordinated op,and so you have different
communication platforms betweenthe two elements, and so
communication is a criticalsituation it's important.
(08:28):
So they see movement in abuilding.
I remember this scene you weredescribing.
So yeah, go on.
Speaker 2 (08:34):
And they're like oh man, do we have friendlies in
that building?
And it's like no, no friendliesin the building, no friendlies
in the building.
And they keep saying and Ibelieve it was Jocko right, it
was one of the two there waslike, are we confirming there
are no friendlies?
And they're like it's confirmed, it's confirmed, they're about
(08:56):
to kill them.
And then like With a tank.
Yeah, they're like one more time, can we confirm?
And they're like why are youconfirming?
I remember and it was the guywho was with them there it was
like why are we confirming?
And we've already confirmed.
He's like just one more time,let's confirm, they confirm.
And it turns out that there wasa squad of friendlies in that
building.
They were not enemies, that wasSEAL team maybe there's a SEAL
team in there.
Speaker 1 (09:17):
There's another example they had confused the
buildings.
They were talking about abuilding that was like three
doors down from the one, and sothere was a miscommunication
over the building number andthey were yeah, they had
confirmed and confirmed and dangnear unleashed a tank on their
own SEALs inside this building.
Speaker 2 (09:39):
They share some other experiences of that type of a
scenario, right when there's,like friendlies involved,
friendly fire, all this kind ofthing.
And it's crazy.
There was this one scenariowhere they were in a debriefing,
if you'll recall.
I can't remember if it was thetank scenario or one of the
other friendly scenarios, butJack gets up and he's like whose
fault was that?
Yeah, I love that and he'slooking at everyone in the room
(10:00):
and their his direct superiorwas there in the back like
watching this unfold and he'slike, oh man, this is bad and
whose fault is this Whose?
fault, is it?
And after a while he eventuallyhas a couple it was my fault.
He's like, why was it yourfault?
And they say, oh, I didn't dothis.
Speaker 1 (10:19):
Yeah, each of them were taking some accountability
for their part and they werelike, yeah, it was my fault.
Right and Johnco, she's up anddown, but more than one of them
yeah.
Speaker 2 (10:29):
It wasn't your fault.
Whose fault was it?
Yeah, and he goes around theroom and some other guys, oh, it
was my fault for this.
And he's like why was it yourfault?
For this reason, it wasn't yourfault.
And he just goes around andeventually he's like I'll tell
you whose fault it was.
It was mine, yeah, yeah, andthat was.
I mean, that is extremelypowerful when you talk about
(10:50):
extreme ownership you know?
Speaker 1 (10:53):
Yeah, that's the epitome of it, right there.
Speaker 2 (10:54):
That is the epitome, because admitting to that would
mean some serious potentialconsequences.
Oh, man, you're done Especiallywith the direct superior being
there Could lose rank.
Speaker 1 (11:06):
The epitome of it all kinds of stuff.
Oh man, you could be correct.
Speaker 2 (11:09):
But Jaco proves that through being extremely, through
extreme ownership, the oppositeis actually the reality right.
You acknowledge, you say, look,this is it.
You go through the motion, youtake extreme ownership.
And what happened?
Speaker 1 (11:26):
Yeah, yeah, well, he was honored and praised.
Speaker 2 (11:30):
He was honored and praised.
Speaker 1 (11:31):
Because the higher ups above Jaco, they were so
impressed with the fact he waswilling to die on his own sword
and they could see that he wastaking extreme ownership,
because there's a process thathappens in that scenario when
circumstances at surface levelyeah, it could have been that
(11:54):
gunner up there on the front hedropped the ball here and this
guy back here with thiscommunication 100%.
But the exercise is tracing allof the circumstances back
through places, circumstancesand people to myself.
This is an exercise, guys, forthe listeners as an entrepreneur
, it's a very, very healthy inmy opinion, healthy and powerful
(12:20):
exercise for you to trace allcircumstances back to yourself.
If you can ask yourself aseries of questions how is this
my fault?
You can get really good at this.
You will find that in almostevery circumstance, you can
trace it back to yourself, whichis it's empowering, because the
(12:45):
reason why we need this and whythis is important to an
entrepreneur is because if we'rein the, in the blame game, if
we're in the space of not takingaccountability for our own
behaviors, our own actions, ourown mistakes, most importantly
and we're blaming circumstances,we're blaming the government,
we're blaming all of these otherpossibilities then the lack of
(13:09):
accountability means that we can.
We really are disempowered toexecute.
Now, on the flip side of that,like with the example with Jaco,
if people we're leading becauseentrepreneurs are leaders I
mean we're inspiring people tofollow us and execute on crazy
ideas but if we can show throughexample that we're willing to
(13:32):
be accountable for the wins andthe losses, okay, we might lose.
We might lose.
In fact, it's probable we'regoing to lose.
If we're playing theentrepreneur game, hopefully in
the real estate investment gamewe don't lose, but I've lost big
and more than once.
And so how we circle back andtake accountability for losses
(13:58):
as well as the wins?
Because it's easy to takeaccountability for the wins
Everyone wants to take creditfor the wins, but taking the
credit for when things go badly,that's so interesting.
Speaker 2 (14:10):
You say that because it makes me think of oh man, I
was just reading Flip the Script.
Oh, yeah, or in class and hewas talking about.
I can't even remember what hewas talking about here, but this
one little nugget sticks out tome as we're talking about this
(14:32):
and he's like.
He's like once everything isgoing good, everyone wants to
say, yeah, I'm the reason it'sgoing good, but when it's going
bad.
no one wants to say I'm thereason it's going bad.
When it's the same, it reallyis the same, like let's take it
from an example of let's just dosales for simple simplicity
(14:52):
sake.
Maybe this month you'recrushing it in sales because
you're so good.
Yeah, right, and then nextmonth there's no sales because
of the market's bad.
Speaker 1 (15:05):
Yeah Right, that's right.
Speaker 2 (15:08):
It's not because you're bad.
Yeah, you're good.
That was proven last month.
Speaker 1 (15:12):
That's right.
Speaker 2 (15:13):
It was proven last month that you're great at what
you do.
This month, if it's not goingyour way, oh it's because the
market's bad.
What is that that's sointeresting?
Speaker 1 (15:24):
to me it's like what is happening here.
Speaker 2 (15:26):
It's the same person, same, I guess, activity, right.
What's the difference as well?
Okay, and maybe the marketreally is bad, but at the same
time, what are we really talkingabout here?
Yeah, Right.
Speaker 1 (15:43):
Yeah, what's funny, what you're bringing up with
this is folks in general willreminisce on the glory days.
Oh man, I mean, I was statechampion football player.
I played D1 college ball or youknow or you know even NFL high
(16:07):
level athletes propensity forthis.
It's like you had this greataccomplishment but now you're
eating shit in business a yearlater.
But you still were thatprofessional who made all those
records a year ago, but so youwant to be focused on.
Well, I got a message.
For you Today is all thatmatters, and what you did a year
(16:30):
ago means nothing in thiscontext.
So, being able to takeaccountability and not try and
reminisce on the past or live ona track record if it was
positive.
That's the key here.
We're in the present moment.
That's all we can control.
How are we handling the momentright now, right today, that's
(16:50):
really was relevant, so a highlevel operator is really focused
on that.
I'm not going to use my pastperformance and my wins of the
past as an excuse to fail today.
Speaker 2 (17:02):
Right.
Speaker 1 (17:04):
It's, it's.
There's just a different focusis all I'm saying.
Yeah, you know.
Another interesting conceptthat comes up and comes out of
extreme ownership is the conceptof decentralized command and
decentralized command in themilitary.
For those of you guys that arevets, you understand what we're
talking about.
But decentralized command is isa situation where all levels of
(17:31):
management, all levels of thecompany understand the mission
clearly.
They have their orders and theycan make their own decisions at
their level, versus top downcommand, which means everyone in
the layers are waiting for themanagers to make the order and
(17:51):
push it down.
We want decentralized command.
Typically, as entrepreneurs,what we want is we want to
establish a mission.
There's an outcome we want,there's a target I want to
achieve.
I have a team to do it and, ifwe're effective, installing the
(18:12):
culture of extreme ownership andthe culture of decentralized
command, everyone in their ownunique roles, are committed to
the target and the mission andthey're not relying on me the
owner of the company to bemaking decisions on the fly.
I've empowered them to makedecisions for the best of the
(18:33):
company, and when you have thatmagical combination of
decentralized command coupledwith extreme ownership, what it
means is you're duplicating whatJocko talked about, where
everyone on his team was sayingno, it was my fault.
Speaker 2 (18:47):
No, you want that you want everyone to.
Speaker 1 (18:50):
when something goes bad, everyone's trying to take
accountability because they careand because they want to be an
integrity, because it's a highvalue to be an integrity.
So I'm just having you consider, if you're listening out there,
that this is the type ofmentality that we want to
cultivate within our businesses,rather than disempowering our
(19:15):
workforce to blame management,bad manager.
What does Jocko say?
There's no bad teams, there's abad manager.
Speaker 2 (19:26):
There's a bad leader.
Well, I'm going back to whenyou asked me about personal
experience of this.
I can think back.
I was in a role one time doingsales for a certain service.
And let's just say long storyshort.
The company was kind of starvedfor sales and I personally was
(19:50):
having a very hard time sellingthis particular service and for
one reason or the other I justcouldn't feel like I could get
behind it, in the sense of Ididn't necessarily believe in
what I was selling.
Speaker 1 (20:09):
So this brings up a really interesting predicament
where it's talking aboutintegrity.
Speaker 2 (20:16):
So I had two options.
I could either sit there andkeep selling it when I didn't
even believe in it and hope thatpeople would just buy because I
could manipulate them intobuying something.
Speaker 1 (20:29):
Hope isn't a strategy .
Speaker 2 (20:31):
Right.
Or I could sit back and sayshould I really be doing this?
Is there a way that I could?
And let's say you have to stayin this position.
What are you going to do?
Let's just say, for example,for this scenario, leaving is
not an option, ok, what's thesolution?
Like you could just leave,right.
(20:53):
But if you're not going to,what's the solution?
And I was inclined to figureout the other solution that
wasn't leaving but could bealigned with this integrity.
And I was sitting there I waslike OK, well, what would make
this offering actually valuable?
What could I do that would makeme get behind?
(21:14):
this and feel confident andpassionate about selling what
I'm selling.
And I actually had aconversation with leadership and
said hey guys, I'll becompletely honest with you, I
don't feel like I can really,like I have a very hard time
selling this because I justdon't feel passionate about it.
I have a hard time with it andI feel like my sales numbers
(21:37):
aren't really great because I amnot doing what I could be and
that's not an easy conversationto have.
But then I flipped it, kind oflike Orrin flipped the script.
I flipped it and I said buthere's a way in my mind that
(21:57):
would excite me about sellingthis.
And they actually had me createa package around that and it
became standard in the company.
So when we're talking and nowwhen I think back on that, it's
like wow.
And then it caused me toactually believe that, oh man,
(22:19):
this is actually that Ifsomeone's going to buy this,
this is actually going to bevaluable for them and it's going
to impact everything else thatthey purchased with the company
that I was with.
And I was like man, now I canget behind this.
Speaker 1 (22:30):
Man, that's a huge, this is a huge concept you're
bringing up, because I thinkit's really common in the
entrepreneurship space wherewe're talking about sales and
products and how easy it can befor management to say, well, go,
you have a bad quarter, well,our sales force sucks.
(22:51):
I mean, they just they failed,so the management.
So C-suite management'sanswering to owners, founders
and they're saying well, thesales team sucked.
That's exactly what we'retalking about.
That cannot happen.
That happens a lot, oh yeah,but cannot happen for a
successful business.
What needs to happen is C-suitemanagement needs to say well, I
(23:14):
failed to provide the adequatetraining to have my sales force
actually believe in what they'redoing.
There's no passion.
They don't actually believe init and acknowledge a problem.
So, at the root of the cause,acknowledging something like you
did and having then to bring itto management and having
managers acknowledge a problemand pivot, that's a very, very
(23:39):
important thing.
Speaker 2 (23:40):
Right, Right Well, and you take a look at the
result of that.
It led to higher sales.
Speaker 1 (23:47):
Yeah.
Speaker 2 (23:48):
Yeah, it directly led to higher sales.
Speaker 1 (23:50):
Yeah.
Speaker 2 (23:51):
And so I could sit back and say the prior quarter.
I could say the market is justnot good.
Speaker 1 (23:56):
Yeah.
Speaker 2 (23:57):
Or I could have said well, it's me Right.
Speaker 1 (24:01):
So if we're considering starting a business
and scaling a business and we'rejust thinking of all the ideas
and what do we want to do, Doesit seem self-evident that if
we're asking a sales team tosell something that sucks, that
that's going to be a hard thingto do?
If we're false marketing, ifwe're out there saying something
(24:23):
that isn't true and we'retrying to persuade our sales
team to go out and executesomething that isn't true then,
that happens all the time.
Don't you think it'd be a loteasier if we could just enroll
our own sales force to believein what we're doing 100%, 100%,
(24:45):
avoid the false marketing effortcompletely or just can the
product and get a new product?
Speaker 2 (24:49):
Yeah Well, and we've talked about this before, when
we've talked about OTAs andAirbnb, for about these
platforms, we see a lot of this.
So, tying it into the realestate side of things, it's like
man, nightly rentals, you havethese listings, you have these
things that are just incorrect,or the photos are not accurate,
(25:12):
or this, that or the other isjust not right.
What happens?
Your reviews go down.
It has a direct impact.
It's just the guests that arestaying.
I'm getting these dumb, cheapguests.
Speaker 1 (25:24):
They're the ones that are giving me the bad reviews.
Speaker 2 (25:27):
Well, okay, let's take a step back and listen to
what you're saying here.
If it was going well, you'd sayoh, I'm just so good, I'm so
amazing.
Speaker 1 (25:35):
Look how.
Speaker 2 (25:35):
I'm I'm so amazing.
But because it's not going good, it's the guest fault all of a
sudden.
Why is it the guest fault allof a sudden?
So that's ultimately what we'retalking about here.
It's like, look, if you can betransparent and committed, if
you're saying to someone you'regoing to have an awesome time
here because this, this and thisand you're showing these
(25:56):
pictures, it better be that, ohyeah.
Cause, if it's not, they'regoing to get there and go yeah,
uh right, absolutely, absolutely.
Speaker 1 (26:07):
And so so doing something focusing on the
details, so that the details areexactly what I present to my
constituents and if the I wouldeven add to that, if they're not
, make it so that they're better, yeah, yeah.
Speaker 2 (26:23):
Yeah, and and that can be a tricky one, cause it's
like, well, you don't want to goout, like you know.
I guess what I'm talking aboutisn't necessarily hey, if you're
going to get this, you're goingto get that.
Make sure you're giving themwhat you're going to tell them
you're going to give.
But then there's also anopportunity.
If you are truly giving themwhat you're saying you're going
to give, there may be anopportunity to provide a little
bit more and surprise themhappily.
(26:44):
Surprise them Right Underpromise and over.
Deliver Right, but make surewhat you're promising and and
portraying is amazing, yep, butthey can deliver.
That you know.
Speaker 1 (26:57):
Yeah, absolutely Um it.
I think.
I think, you know, one of thebig takeaways here is just that
if, if we naturally are reallycommitted to integrity and
accountability and we we embraceextreme ownership, then we're
not relying on a sales team tosave us, we're not even relying,
(27:19):
relying on God to save me.
Right, okay, I'm taking extremeownership, I'm in control, I'm
the master of my fate, I'm thecaptain of my soul.
I am the one and I'm great.
Speaker 2 (27:34):
Now God loves me.
Speaker 1 (27:35):
Yeah, God loves me, but he he's not going to step in
on my behalf and save me if I'mnot in integrity.
Speaker 2 (27:43):
He's not going to pedal your bike for you when
you're going up.
That's right, the?
Speaker 1 (27:47):
only one I could that can do, that is, is me, not my
sales force, not even mymanagers, no one within my
organization.
And so so, training ourselvesentrepreneurs out there to do
that, to be that, that of thatmind of taking great
accountability and extremeownership, um man, that's,
that's the way.
Speaker 2 (28:06):
That's probably the number one abused relationship.
Wouldn't you say like ifthere's any relationship where
someone says like we talkedabout, oh it's the market, it's
not me, but when it's going good, oh it's me.
Speaker 1 (28:19):
Yeah.
Speaker 2 (28:21):
God is probably the number one most used excuse.
Oh yeah, oh, this is terriblething is happening to me.
Speaker 1 (28:28):
Why, god, why, why are you doing this to me?
Why'd you let this happen to me?
Why did you let my businessfail?
Speaker 2 (28:34):
Yeah, the audacity?
Why did you let this happen tome?
Speaker 1 (28:37):
Yeah, yeah, what no-transcript.
Seriously, yeah, wow.
Speaker 2 (28:43):
Right, it's like that is.
That's like when you reallytake a step back and think about
what, what you're saying there.
Speaker 1 (28:48):
It's like what yeah right?
Speaker 2 (28:51):
Yeah, because, because then the flip side, when
something great happens, it'slike dude, I'm living my life,
I'm loving this.
Speaker 1 (28:57):
It's like you kind of feel a theme like, as the
episodes churn on here, thatthere's a lot of redundancies.
Yeah in philosophy, in the waythat we operate, yeah, and our
relationship with God, and thisis a big one.
It's like.
It's like understanding thesethings.
There's, there's operating as avictim and there are no
(29:22):
miracles or everything is amiracle.
It's.
I'm feeling gratitude, thedifferent energy for different
people right Um and, and theseare overlaps.
But when I take extremeaccountability for myself, my
own actions, my own outcomes andmy circumstances, what I do for
myself is it empowers me to Domore.
(29:44):
If I'm unsatisfied with myresult, then it's an easy
equation is okay.
I have to do more, I have to besmarter, I have to do.
There's something that I missed?
So then I'm on a mission tofigure that out.
Right, but I also temper it toyour point and I'm I'm.
I'm rarely out there having aparade for myself on the winds.
(30:07):
I mean, you do need to celebratethe winds, guys, but but, it is
prudent to be humble about thatand give credit to God.
We're God, you know we're.
God deserves the credit so youknow if.
It's a really hard thing to beout there tooting your own horn
all the time and then lose 10million dollars for your
investors.
There's going to be no graceright.
(30:28):
But if you're operating in acertain way and your investors
are with you and there isintegrity and it truly is a
market, you have a chance forgrace right.
Speaking from experience, so,um, do you feel like we've
covered integrity clearly?
Speaker 2 (30:48):
Comprehensively.
Speaker 1 (30:49):
Yeah, okay, guys.
Well, I enjoyed it.
It's one of the most importantuniversal principles Of all
extreme ownership.
I challenge you guys to try iton.
I think it'll feel good for you.
Hopefully you've got some valueout of it.
Make sure you're telling yourbuddies about the show, guys.
We'd love for you to share it.
Share it on on, you know, yoursocial media platforms and
(31:12):
however you can think of that.
That would help us grow theshow and with that we're out
till next time.
Welcome back to the show, guys.
It's Wayne Aston.
This is Aston.
Incorporated.
With me is my co-host, dallinAston.
What's up, dallin?
How's it going?
Happy to be here back in studiotoday.
Today, guys, we promised thisone early, early.
And we said, man, we should doa whole episode on that.
Speaker 2 (00:21):
So today is the day Today is the day we're gonna
have a whole episode onintegrity.
Speaker 1 (00:27):
Love it and there's some offshoots to integrity that
we're gonna get into.
It's actually another one ofour Universal Principle series,
and the Universal Principle ofthe day is extreme ownership.
Jocko Willing, thank you.
Lave Bavin, thank you.
If you guys haven't readExtreme Ownership by Jocko and
(00:49):
Lave, you've gotta get that book.
That's an incredible book.
Speaker 2 (00:52):
That's inspiring so much of how we operate.
Speaker 1 (00:56):
So much of what this episode's about the other day I
was.
Speaker 2 (01:00):
I was sorry to cut you off there.
The other day I was talking toone of my buddies about books he
should read and this one cameup and I was like dude, this one
changed my life.
And he's like dude all thebooks you recommend and we
change your life.
Speaker 1 (01:12):
That's true.
I wouldn't recommend any book,and that's it changed my life.
Speaker 2 (01:18):
So the point is, if we're recommending this one it's
a good one, right?
Speaker 1 (01:23):
Yeah, that's right.
It's made some impact.
So, absolutely, what comes tomind when I just drop the word
integrity on you.
Speaker 2 (01:33):
Man, for me it's being your word.
That's what comes to my mind.
It's doing what you say you'regonna do and just being
committed to that.
Being committed to followingthrough, being committed to
transparency.
It's being committed to beingsomeone that that maintains kind
(01:59):
of a persona of trust and isnot willing to jeopardize that
trust for any reason.
Right, and so when we'retalking integrity, it's like
look, you know, relationshipscome first.
I guess is what comes to myhead.
Speaker 1 (02:18):
So one of my favorite movies, Miami Vice, one of the
newer ones, the one with JamieFoxx and Colin Farrell, have you
seen it?
Speaker 2 (02:26):
I haven't, oh okay.
Speaker 1 (02:29):
All right, this is an amazing movie, you gotta go get
it.
So in this movie, you know, theMiami Vice squad are working on
this covert drug operation withthis Colombian drug lord and the
one guy the one guy gets in thecar.
I think this is a scene withColin Farrell.
He gets in the car with thisColombian drug lord and this is
(02:52):
one of my favorite likedefinitions of integrity,
because he's speaking in thisColombian accent and the stakes
are high.
And he says and the Colombiandrug lord is saying to this guy
and it's so rare that thisColombian guy even shows his
face Like you don't get tointeract with him directly, but
(03:15):
he gets this chance opportunity,gets in his car and he's asking
him a series of questions aboutthis delivery and he says if
you say you will do a thing, youmust do exactly that thing.
And what's crazy is becausewhen you take the context of
this scene, he's saying if youdon't deliver this exactly at
(03:38):
this time, at this pace, thenyou're gonna be dead before you
even know it.
Like high stakes consequencesand it was really impactful for
me, aside from the fact that Ilove the movie and you got a
cool sniper in there with a 50cowl just crushing.
I mean it's a cool movie, butthat is it.
I mean it's just what you saidit's.
If you say you're gonna dosomething, do exactly that thing
(04:01):
and exactly when you say you'regonna do it and guess what?
Integrity is not cement, itdoesn't set.
So if I mean, stuff happens,life happens.
So what happens?
Okay, well, let me ask a betterquestion Do you think there's a
(04:21):
way to be in integrity ifthings don't go the way you
planned?
Absolutely and how does thatlook?
Speaker 2 (04:28):
Well, the way I see it is like look, if you were,
let's just do a dumb example yousay, hey, I'm gonna be there at
4 pm, you and your friend or abusiness partner, whatever.
You're meeting up for whateverreason.
This is a very simple example.
And we'll be there at 4 pm.
You're on the road and there'san accident.
Oh, I'm gonna be there at 4.07.
(04:50):
There's no way you can sit hereand tell me oh, now you're not,
now you don't have integrity,Cause now you're showing up
Exactly.
Speaker 1 (05:02):
Circumstances happen beyond your control.
In investing and real estatedevelopment and real estate in
general, things happen that arebeyond your control.
Interest rates and inflationhappen you have no control about
.
So how do you?
Stay in integrity.
So in that simple example, howdo you stay in integrity, how do
(05:24):
you stay impeccable with yourword, yeah, that you were gonna
be there at that exact time.
Speaker 2 (05:29):
Well, look, you see the accident.
Oh, no ring ring.
Hey Joe, there's an accident.
Man, I'm literally in the car.
I'll be there at 4.07.
Yeah, I honestly think it's assimple as that.
Speaker 1 (05:44):
Yeah, I agree, and that's in that specific scenario
.
Speaker 2 (05:47):
Communication Shoot him a tech.
Hey, dude, I'm literally atstop track, like send him a
picture of traffic.
Yes, yes, yes, hey look I mean,I am literally doing my best.
Speaker 1 (06:01):
I would have been there, but Now here's a funny
twist to that.
So you said you'd be there atfour o'clock.
You're farting around, you'reat home you just take too long
in the shower.
But you wanna call and say, hey, there's an accident, there's
no accident.
That's not integrity.
Speaker 2 (06:17):
Now you're a fucking liar.
Speaker 1 (06:19):
You're making shit up because you don't place enough
pressure on yourself to beaccountable.
So what we're really talkingabout when we talk about
integrity, we're talking aboutaccountability, which goes into
what Jocko and Leif spend anentire book on extreme ownership
(06:39):
.
So is there an example thatcomes to mind Dallin, for you
where you've had an opportunityto exercise extreme ownership?
Speaker 2 (06:50):
Oh man, many times, many times, I could share some
personal ones.
But, man, the number one thingthat comes to my head when I'm
thinking about this and I'llapply it to kind of my own
scenario, but when we're talkingabout Jocko and Leif in their
(07:12):
book Extreme Ownership, where Ikind of derive my experience
from, is the single experiencethat they talk about in the book
and, if you'll recall, they'reon some op and something happens
and they're in the midst of avery, very rugged, confusing
(07:38):
area and it's kind of hard todistinguish friendlies from
non-friendlies, right?
Speaker 1 (07:47):
And so they're in their battle of Ramadi.
Speaker 2 (07:49):
Yep, yep, they're going in there and they get to a
point where there's thisbuilding.
They're about to just take out,like these guys, and they're in
this tank and they're about tojust destroy it.
Speaker 1 (08:06):
Right, they're working with the US Marines.
At this point You've got aMarine Regiment in there and
you've got Jocko and Leif's NavySEAL team, team Bruiser.
They're doing a coordinated op,and so you have different
communication platforms betweenthe two elements, and so
communication is a criticalsituation it's important.
(08:28):
So they see movement in abuilding.
I remember this scene you weredescribing.
So yeah, go on.
Speaker 2 (08:34):
And they're like oh man, do we have friendlies in
that building?
And it's like no, no friendliesin the building, no friendlies
in the building.
And they keep saying and Ibelieve it was Jocko right, it
was one of the two there waslike, are we confirming there
are no friendlies?
And they're like it's confirmed, it's confirmed, they're about
(08:56):
to kill them.
And then like With a tank.
Yeah, they're like one more time, can we confirm?
And they're like why are youconfirming?
I remember and it was the guywho was with them there it was
like why are we confirming?
And we've already confirmed.
He's like just one more time,let's confirm, they confirm.
And it turns out that there wasa squad of friendlies in that
building.
They were not enemies, that wasSEAL team maybe there's a SEAL
team in there.
Speaker 1 (09:17):
There's another example they had confused the
buildings.
They were talking about abuilding that was like three
doors down from the one, and sothere was a miscommunication
over the building number andthey were yeah, they had
confirmed and confirmed and dangnear unleashed a tank on their
own SEALs inside this building.
Speaker 2 (09:39):
They share some other experiences of that type of a
scenario, right when there's,like friendlies involved,
friendly fire, all this kind ofthing.
And it's crazy.
There was this one scenariowhere they were in a debriefing,
if you'll recall.
I can't remember if it was thetank scenario or one of the
other friendly scenarios, butJack gets up and he's like whose
fault was that?
Yeah, I love that and he'slooking at everyone in the room
(10:00):
and their his direct superiorwas there in the back like
watching this unfold and he'slike, oh man, this is bad and
whose fault is this Whose?
fault, is it?
And after a while he eventuallyhas a couple it was my fault.
He's like, why was it yourfault?
And they say, oh, I didn't dothis.
Speaker 1 (10:19):
Yeah, each of them were taking some accountability
for their part and they werelike, yeah, it was my fault.
Right and Johnco, she's up anddown, but more than one of them
yeah.
Speaker 2 (10:29):
It wasn't your fault.
Whose fault was it?
Yeah, and he goes around theroom and some other guys, oh, it
was my fault for this.
And he's like why was it yourfault?
For this reason, it wasn't yourfault.
And he just goes around andeventually he's like I'll tell
you whose fault it was.
It was mine, yeah, yeah, andthat was.
I mean, that is extremelypowerful when you talk about
(10:50):
extreme ownership you know?
Speaker 1 (10:53):
Yeah, that's the epitome of it, right there.
Speaker 2 (10:54):
That is the epitome, because admitting to that would
mean some serious potentialconsequences.
Oh, man, you're done Especiallywith the direct superior being
there Could lose rank.
Speaker 1 (11:06):
The epitome of it all kinds of stuff.
Oh man, you could be correct.
Speaker 2 (11:09):
But Jaco proves that through being extremely, through
extreme ownership, the oppositeis actually the reality right.
You acknowledge, you say, look,this is it.
You go through the motion, youtake extreme ownership.
And what happened?
Speaker 1 (11:26):
Yeah, yeah, well, he was honored and praised.
Speaker 2 (11:30):
He was honored and praised.
Speaker 1 (11:31):
Because the higher ups above Jaco, they were so
impressed with the fact he waswilling to die on his own sword
and they could see that he wastaking extreme ownership,
because there's a process thathappens in that scenario when
circumstances at surface levelyeah, it could have been that
(11:54):
gunner up there on the front hedropped the ball here and this
guy back here with thiscommunication 100%.
But the exercise is tracing allof the circumstances back
through places, circumstancesand people to myself.
This is an exercise, guys, forthe listeners as an entrepreneur
, it's a very, very healthy inmy opinion, healthy and powerful
(12:20):
exercise for you to trace allcircumstances back to yourself.
If you can ask yourself aseries of questions how is this
my fault?
You can get really good at this.
You will find that in almostevery circumstance, you can
trace it back to yourself, whichis it's empowering, because the
(12:45):
reason why we need this and whythis is important to an
entrepreneur is because if we'rein the, in the blame game, if
we're in the space of not takingaccountability for our own
behaviors, our own actions, ourown mistakes, most importantly
and we're blaming circumstances,we're blaming the government,
we're blaming all of these otherpossibilities then the lack of
(13:09):
accountability means that we can.
We really are disempowered toexecute.
Now, on the flip side of that,like with the example with Jaco,
if people we're leading becauseentrepreneurs are leaders I
mean we're inspiring people tofollow us and execute on crazy
ideas but if we can show throughexample that we're willing to
(13:32):
be accountable for the wins andthe losses, okay, we might lose.
We might lose.
In fact, it's probable we'regoing to lose.
If we're playing theentrepreneur game, hopefully in
the real estate investment gamewe don't lose, but I've lost big
and more than once.
And so how we circle back andtake accountability for losses
(13:58):
as well as the wins?
Because it's easy to takeaccountability for the wins
Everyone wants to take creditfor the wins, but taking the
credit for when things go badly,that's so interesting.
Speaker 2 (14:10):
You say that because it makes me think of oh man, I
was just reading Flip the Script.
Oh, yeah, or in class and hewas talking about.
I can't even remember what hewas talking about here, but this
one little nugget sticks out tome as we're talking about this
(14:32):
and he's like.
He's like once everything isgoing good, everyone wants to
say, yeah, I'm the reason it'sgoing good, but when it's going
bad.
no one wants to say I'm thereason it's going bad.
When it's the same, it reallyis the same, like let's take it
from an example of let's just dosales for simple simplicity
(14:52):
sake.
Maybe this month you'recrushing it in sales because
you're so good.
Yeah, right, and then nextmonth there's no sales because
of the market's bad.
Speaker 1 (15:05):
Yeah Right, that's right.
Speaker 2 (15:08):
It's not because you're bad.
Yeah, you're good.
That was proven last month.
Speaker 1 (15:12):
That's right.
Speaker 2 (15:13):
It was proven last month that you're great at what
you do.
This month, if it's not goingyour way, oh it's because the
market's bad.
What is that that's sointeresting?
Speaker 1 (15:24):
to me it's like what is happening here.
Speaker 2 (15:26):
It's the same person, same, I guess, activity, right.
What's the difference as well?
Okay, and maybe the marketreally is bad, but at the same
time, what are we really talkingabout here?
Yeah, Right.
Speaker 1 (15:43):
Yeah, what's funny, what you're bringing up with
this is folks in general willreminisce on the glory days.
Oh man, I mean, I was statechampion football player.
I played D1 college ball or youknow or you know even NFL high
(16:07):
level athletes propensity forthis.
It's like you had this greataccomplishment but now you're
eating shit in business a yearlater.
But you still were thatprofessional who made all those
records a year ago, but so youwant to be focused on.
Well, I got a message.
For you Today is all thatmatters, and what you did a year
(16:30):
ago means nothing in thiscontext.
So, being able to takeaccountability and not try and
reminisce on the past or live ona track record if it was
positive.
That's the key here.
We're in the present moment.
That's all we can control.
How are we handling the momentright now, right today, that's
(16:50):
really was relevant, so a highlevel operator is really focused
on that.
I'm not going to use my pastperformance and my wins of the
past as an excuse to fail today.
Speaker 2 (17:02):
Right.
Speaker 1 (17:04):
It's, it's.
There's just a different focusis all I'm saying.
Yeah, you know.
Another interesting conceptthat comes up and comes out of
extreme ownership is the conceptof decentralized command and
decentralized command in themilitary.
For those of you guys that arevets, you understand what we're
talking about.
But decentralized command is isa situation where all levels of
(17:31):
management, all levels of thecompany understand the mission
clearly.
They have their orders and theycan make their own decisions at
their level, versus top downcommand, which means everyone in
the layers are waiting for themanagers to make the order and
(17:51):
push it down.
We want decentralized command.
Typically, as entrepreneurs,what we want is we want to
establish a mission.
There's an outcome we want,there's a target I want to
achieve.
I have a team to do it and, ifwe're effective, installing the
(18:12):
culture of extreme ownership andthe culture of decentralized
command, everyone in their ownunique roles, are committed to
the target and the mission andthey're not relying on me the
owner of the company to bemaking decisions on the fly.
I've empowered them to makedecisions for the best of the
(18:33):
company, and when you have thatmagical combination of
decentralized command coupledwith extreme ownership, what it
means is you're duplicating whatJocko talked about, where
everyone on his team was sayingno, it was my fault.
Speaker 2 (18:47):
No, you want that you want everyone to.
Speaker 1 (18:50):
when something goes bad, everyone's trying to take
accountability because they careand because they want to be an
integrity, because it's a highvalue to be an integrity.
So I'm just having you consider, if you're listening out there,
that this is the type ofmentality that we want to
cultivate within our businesses,rather than disempowering our
(19:15):
workforce to blame management,bad manager.
What does Jocko say?
There's no bad teams, there's abad manager.
Speaker 2 (19:26):
There's a bad leader.
Well, I'm going back to whenyou asked me about personal
experience of this.
I can think back.
I was in a role one time doingsales for a certain service.
And let's just say long storyshort.
The company was kind of starvedfor sales and I personally was
(19:50):
having a very hard time sellingthis particular service and for
one reason or the other I justcouldn't feel like I could get
behind it, in the sense of Ididn't necessarily believe in
what I was selling.
Speaker 1 (20:09):
So this brings up a really interesting predicament
where it's talking aboutintegrity.
Speaker 2 (20:16):
So I had two options.
I could either sit there andkeep selling it when I didn't
even believe in it and hope thatpeople would just buy because I
could manipulate them intobuying something.
Speaker 1 (20:29):
Hope isn't a strategy .
Speaker 2 (20:31):
Right.
Or I could sit back and sayshould I really be doing this?
Is there a way that I could?
And let's say you have to stayin this position.
What are you going to do?
Let's just say, for example,for this scenario, leaving is
not an option, ok, what's thesolution?
Like you could just leave,right.
(20:53):
But if you're not going to,what's the solution?
And I was inclined to figureout the other solution that
wasn't leaving but could bealigned with this integrity.
And I was sitting there I waslike OK, well, what would make
this offering actually valuable?
What could I do that would makeme get behind?
(21:14):
this and feel confident andpassionate about selling what
I'm selling.
And I actually had aconversation with leadership and
said hey guys, I'll becompletely honest with you, I
don't feel like I can really,like I have a very hard time
selling this because I justdon't feel passionate about it.
I have a hard time with it andI feel like my sales numbers
(21:37):
aren't really great because I amnot doing what I could be and
that's not an easy conversationto have.
But then I flipped it, kind oflike Orrin flipped the script.
I flipped it and I said buthere's a way in my mind that
(21:57):
would excite me about sellingthis.
And they actually had me createa package around that and it
became standard in the company.
So when we're talking and nowwhen I think back on that, it's
like wow.
And then it caused me toactually believe that, oh man,
(22:19):
this is actually that Ifsomeone's going to buy this,
this is actually going to bevaluable for them and it's going
to impact everything else thatthey purchased with the company
that I was with.
And I was like man, now I canget behind this.
Speaker 1 (22:30):
Man, that's a huge, this is a huge concept you're
bringing up, because I thinkit's really common in the
entrepreneurship space wherewe're talking about sales and
products and how easy it can befor management to say, well, go,
you have a bad quarter, well,our sales force sucks.
(22:51):
I mean, they just they failed,so the management.
So C-suite management'sanswering to owners, founders
and they're saying well, thesales team sucked.
That's exactly what we'retalking about.
That cannot happen.
That happens a lot, oh yeah,but cannot happen for a
successful business.
What needs to happen is C-suitemanagement needs to say well, I
(23:14):
failed to provide the adequatetraining to have my sales force
actually believe in what they'redoing.
There's no passion.
They don't actually believe init and acknowledge a problem.
So, at the root of the cause,acknowledging something like you
did and having then to bring itto management and having
managers acknowledge a problemand pivot, that's a very, very
(23:39):
important thing.
Speaker 2 (23:40):
Right, Right Well, and you take a look at the
result of that.
It led to higher sales.
Speaker 1 (23:47):
Yeah.
Speaker 2 (23:48):
Yeah, it directly led to higher sales.
Speaker 1 (23:50):
Yeah.
Speaker 2 (23:51):
And so I could sit back and say the prior quarter.
I could say the market is justnot good.
Speaker 1 (23:56):
Yeah.
Speaker 2 (23:57):
Or I could have said well, it's me Right.
Speaker 1 (24:01):
So if we're considering starting a business
and scaling a business and we'rejust thinking of all the ideas
and what do we want to do, Doesit seem self-evident that if
we're asking a sales team tosell something that sucks, that
that's going to be a hard thingto do?
If we're false marketing, ifwe're out there saying something
(24:23):
that isn't true and we'retrying to persuade our sales
team to go out and executesomething that isn't true then,
that happens all the time.
Don't you think it'd be a loteasier if we could just enroll
our own sales force to believein what we're doing 100%, 100%,
(24:45):
avoid the false marketing effortcompletely or just can the
product and get a new product?
Speaker 2 (24:49):
Yeah Well, and we've talked about this before, when
we've talked about OTAs andAirbnb, for about these
platforms, we see a lot of this.
So, tying it into the realestate side of things, it's like
man, nightly rentals, you havethese listings, you have these
things that are just incorrect,or the photos are not accurate,
(25:12):
or this, that or the other isjust not right.
What happens?
Your reviews go down.
It has a direct impact.
It's just the guests that arestaying.
I'm getting these dumb, cheapguests.
Speaker 1 (25:24):
They're the ones that are giving me the bad reviews.
Speaker 2 (25:27):
Well, okay, let's take a step back and listen to
what you're saying here.
If it was going well, you'd sayoh, I'm just so good, I'm so
amazing.
Speaker 1 (25:35):
Look how.
Speaker 2 (25:35):
I'm I'm so amazing.
But because it's not going good, it's the guest fault all of a
sudden.
Why is it the guest fault allof a sudden?
So that's ultimately what we'retalking about here.
It's like, look, if you can betransparent and committed, if
you're saying to someone you'regoing to have an awesome time
here because this, this and thisand you're showing these
(25:56):
pictures, it better be that, ohyeah.
Cause, if it's not, they'regoing to get there and go yeah,
uh right, absolutely, absolutely.
Speaker 1 (26:07):
And so so doing something focusing on the
details, so that the details areexactly what I present to my
constituents and if the I wouldeven add to that, if they're not
, make it so that they're better, yeah, yeah.
Speaker 2 (26:23):
Yeah, and and that can be a tricky one, cause it's
like, well, you don't want to goout, like you know.
I guess what I'm talking aboutisn't necessarily hey, if you're
going to get this, you're goingto get that.
Make sure you're giving themwhat you're going to tell them
you're going to give.
But then there's also anopportunity.
If you are truly giving themwhat you're saying you're going
to give, there may be anopportunity to provide a little
bit more and surprise themhappily.
(26:44):
Surprise them Right Underpromise and over.
Deliver Right, but make surewhat you're promising and and
portraying is amazing, yep, butthey can deliver.
That you know.
Speaker 1 (26:57):
Yeah, absolutely Um it.
I think.
I think, you know, one of thebig takeaways here is just that
if, if we naturally are reallycommitted to integrity and
accountability and we we embraceextreme ownership, then we're
not relying on a sales team tosave us, we're not even relying,
(27:19):
relying on God to save me.
Right, okay, I'm taking extremeownership, I'm in control, I'm
the master of my fate, I'm thecaptain of my soul.
I am the one and I'm great.
Speaker 2 (27:34):
Now God loves me.
Speaker 1 (27:35):
Yeah, God loves me, but he he's not going to step in
on my behalf and save me if I'mnot in integrity.
Speaker 2 (27:43):
He's not going to pedal your bike for you when
you're going up.
That's right, the?
Speaker 1 (27:47):
only one I could that can do, that is, is me, not my
sales force, not even mymanagers, no one within my
organization.
And so so, training ourselvesentrepreneurs out there to do
that, to be that, that of thatmind of taking great
accountability and extremeownership, um man, that's,
that's the way.
Speaker 2 (28:06):
That's probably the number one abused relationship.
Wouldn't you say like ifthere's any relationship where
someone says like we talkedabout, oh it's the market, it's
not me, but when it's going good, oh it's me.
Speaker 1 (28:19):
Yeah.
Speaker 2 (28:21):
God is probably the number one most used excuse.
Oh yeah, oh, this is terriblething is happening to me.
Speaker 1 (28:28):
Why, god, why, why are you doing this to me?
Why'd you let this happen to me?
Why did you let my businessfail?
Speaker 2 (28:34):
Yeah, the audacity?
Why did you let this happen tome?
Speaker 1 (28:37):
Yeah, yeah, what no-transcript.
Seriously, yeah, wow.
Speaker 2 (28:43):
Right, it's like that is.
That's like when you reallytake a step back and think about
what, what you're saying there.
Speaker 1 (28:48):
It's like what yeah right?
Speaker 2 (28:51):
Yeah, because, because then the flip side, when
something great happens, it'slike dude, I'm living my life,
I'm loving this.
Speaker 1 (28:57):
It's like you kind of feel a theme like, as the
episodes churn on here, thatthere's a lot of redundancies.
Yeah in philosophy, in the waythat we operate, yeah, and our
relationship with God, and thisis a big one.
It's like.
It's like understanding thesethings.
There's, there's operating as avictim and there are no
(29:22):
miracles or everything is amiracle.
It's.
I'm feeling gratitude, thedifferent energy for different
people right Um and, and theseare overlaps.
But when I take extremeaccountability for myself, my
own actions, my own outcomes andmy circumstances, what I do for
myself is it empowers me to Domore.
(29:44):
If I'm unsatisfied with myresult, then it's an easy
equation is okay.
I have to do more, I have to besmarter, I have to do.
There's something that I missed?
So then I'm on a mission tofigure that out.
Right, but I also temper it toyour point and I'm I'm.
I'm rarely out there having aparade for myself on the winds.
(30:07):
I mean, you do need to celebratethe winds, guys, but but, it is
prudent to be humble about thatand give credit to God.
We're God, you know we're.
God deserves the credit so youknow if.
It's a really hard thing to beout there tooting your own horn
all the time and then lose 10million dollars for your
investors.
There's going to be no graceright.
(30:28):
But if you're operating in acertain way and your investors
are with you and there isintegrity and it truly is a
market, you have a chance forgrace right.
Speaking from experience, so,um, do you feel like we've
covered integrity clearly?
Speaker 2 (30:48):
Comprehensively.
Speaker 1 (30:49):
Yeah, okay, guys.
Well, I enjoyed it.
It's one of the most importantuniversal principles Of all
extreme ownership.
I challenge you guys to try iton.
I think it'll feel good for you.
Hopefully you've got some valueout of it.
Make sure you're telling yourbuddies about the show, guys.
We'd love for you to share it.
Share it on on, you know, yoursocial media platforms and
(31:12):
however you can think of that.
That would help us grow theshow and with that we're out
till next time.
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