Episode Transcript
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Ty Cobb Backer (00:01):
and we are live.
Welcome back everybody toBehind the Tool Belt, episode
288.
I'm your host, ty Cobb-Acker.
Thank you for joining us onthis Wednesday edition.
We will be back after our shortintro from our sponsors.
Speaker 2 (00:35):
Welcome to Behind the
Tool Belt, where the stories
are bold, the conversations arereal and the insights come to
you live, raw and uncut.
Real, and the insights come toyou live, raw and uncut.
Every week, host Ty Cobb-Backersits down to bring you the
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No filters, no scripts, justthe truth.
(00:56):
Please welcome your host ofBehind the Toolbelt, ty
Cobb-Backer.
Ty Cobb Backer (01:01):
Hey, hey, hey.
Welcome back everybody,everybody on this rainy
Wednesday edition of Behind theTool Belt.
Now, last week, we talked abouthow to amplify your brand by
developing your company'sculture through leadership and
creating lasting authority whileexpanding your market presence.
This week, I would like to talka little bit, probably about,
(01:26):
obviously, leadership, becausethat's all I'd like to talk
about Not all of it, but most ofit.
It's kind of weird not havingVic in the studio with me, but I
do see him over there.
Hi, vic, he's behind the stage.
What's up, dude?
Good to see you, brother.
Anyhow, like I said last week,this all starts with great
leadership.
(01:47):
There's no secret sauce.
You have to be able to manageyourself, lead yourself and
learn how to serve before youcan lead others.
And listen.
By no means I say this all thetime.
I'm not perfect.
I am a work in progress and Iam trying to personally develop
my leadership ability, to be abetter parent, be a better
(02:08):
coworker.
Speaker 2 (02:10):
So on and so forth.
Ty Cobb Backer (02:13):
So leadership,
yeah, it's an ever-evolving,
changing thing, at least for me.
Some of you know and have heardme mention you know, know, I'm
in the process of writing a book.
I refuse to use ai, I want itto be my words, my words only.
And it's like the more that I'mstudying this thing, the more
(02:39):
that it's evolving, the morethat'm changing.
My outlook on things arechanging and I think my biggest
struggle with that is that Idon't want to contradict myself
like 10 years from now or even amonth from now, what I'm
(03:08):
putting in there, even thoughmost of it is stuff that I've
heard along the way, sharing alot of my personal experiences
and things like that.
One of my personal experiencesis being a horrible follower,
right.
Especially, you know, not in aleadership position, but also
being in a leadership positionis having the capabilities of
following and anybody in anykind of organization or family,
(03:30):
right.
There's a time to step back andthere's a time to let other
people take the lead onsomething, offer suggestions,
using other people's ideas,because as parents, as manager,
as person in a leadershipposition, we don't have all the
answers, and the sooner wefigure that out and the sooner
(03:51):
we let everybody know that, theeasier our lives become.
But there has been times in mycareer where I have failed.
I've failed to follow, I havefailed to take people's
suggestions and, in an effort toprove my leadership right, I
have made myself look bad ratherthan strengthen myself as a
leader, you know, and of course,and in the eyes of my teammates
(04:16):
, it undermines them, right, itundermines my leadership ability
.
And when this happens, you knowI have to, or I've had to, you
know, recover right, I've had tobuild back trust.
I've had to, you know, just eatcrow, go back, apologize,
(04:39):
whatever, you know, especiallylike if I undermine somebody and
it's like my way or the highway, and we go ahead and move
forward my plan and it failsright, and of course they're
sitting there saying I told youso, whether they say it out loud
to you or not.
But, man, I hate when I putmyself in that position and I
(05:00):
would consider that one ofprobably the weakest forms of
leadership.
Right, and and I've, I've heardit, heard it where it's kind of
like a rock paper scissors.
Well, it's more like a rockpaper rank right and rank always
wins.
So, um, I heard that from agreat author, some of you that
(05:37):
might follow Jocko Willink andhis co-author, shoot.
I just totally lost train ofthought there.
I forgot Leif Babin, hisco-author, might have actually
been the one that said that.
That it's, uh, you know, rockpaper rank right and it's just a
horrible way to lead.
And I, I've done it.
I'm sure I'll probably do itagain and probably feel like, oh
crap.
(05:57):
But um, when times like thesehappen, you know, I feel if I
follow it makes me, me, lookweak, right, and I think that's
ego, that's fear, that's alwayswanting to have, you know, all
the right answers to everything,but by me stepping back and
(06:18):
letting other people take charge, it actually.
It actually strengthens, youknow, our relationship.
It encourages trust andencourages empowerment for
people to take ownership andstuff, and we talk about that
quite often and I hate to be oneof them like I'll give somebody
something and take it back, andwe've talked about that before
(06:42):
and again.
It's just something that we allhave to work on, you know, and
thrive to to be better, right,be better at these attributes,
right.
That's not to say that, youknow, every leader has to be
able and ready to take chargeand make hard decisions, you
(07:04):
know.
However, it is very importantfor us to be a good follower and
that's kind of the point oftoday's discussion.
Today's, you know, topic isknowing when to lead and when to
follow right.
And you know, the difficultpart of that, at least for me,
is having the wisdom and thehumility to know the difference.
(07:27):
And, as Jocko would say, that isthe dichotomy, one of many
dichotomies of, of leadership.
And if you haven't read any,any Jocko stuff, man, extreme
ownership is amazing.
Doesn't matter if you're anentrepreneur.
And extreme ownership isamazing Doesn't matter if you're
(07:48):
an entrepreneur, if you're inany type of management or
leadership position, or evenjust a co-worker, co-leader,
whatever.
I highly recommend readingExtreme Ownership and the
Dichotomy of Leadership, bothvery, very well-written books.
There's a little bit of warstory in it, but you really got
to listen because I've heardpeople not like their stuff
because a lot of it is basedaround war and war stories and
(08:14):
things like that.
But there's a message in there.
There's a message on how theyhave failed, how they have
triumphed and how it is appliedin daily parenting and in
organizations and stuff likethat.
So anyhow, as long as you don'treally care, I think at the
bottom line it really comes downto.
(08:35):
You know, anything is possibleas long as you don't mind not
taking the credit for it.
You know, doesn't matter howthe job gets done.
The important thing is is thatthe job gets done Right.
And I think having confidence alot of it has to do with, you
know, having confidence in yourabilities, your own abilities,
right.
Have you?
Have you put in the time, haveyou put in the effort?
(08:58):
Have you had enough victoriesunder my under your belt?
You know, and I know I'vestruggled where victories under
my under your belt.
You know, and I know I'vestruggled where.
You know where I start secondguessing myself because there's
a few plans or ideas that didn'twork out so well and when it
seems like, when you get liketwo or three or four of them,
that's just like punching thegut and you're fixated on like
(09:19):
the failures of it and notreally taking away what you've
learned from those.
You know, step backs Right, andthat's that I think that's the
most important thing is learningalong the way, and that you are
, if you are in a leadershipposition or you're an
entrepreneur, or even a parent,if you're a parent or mother or
(09:40):
father out there, right islearning from these setbacks,
learning, because now that'sexperience, now you've gained
the experience, the knowledgeand and all these things and the
confidence right.
Building that confidence up inyour abilities, you know, can
sometimes be hard to find.
(10:01):
But but strong leaders, right,should always encourage others
to be good leaders, you know,and not take, not, not take that
away.
Lead by example and alwayspushing praise down to the team.
And that's the thing, that's,that's the catch 22 here.
You know, during failures, youknow if the team fails, I have
(10:24):
to take that hit.
If the team wins, I give themthe hit.
And I'm not always good at that, but if you can surround
yourself around a good group ofpeople and I heard this the
other day, I think Joseph Hughesmight have said it he said good
team members solve today'sproblems, while great leaders
solve the problems that don'tyet exist.
(10:47):
And I think that's where I canget hemmed up sometimes, you
know, is where you know I'mtrying to solve problems, future
issues and things like that,and every decision that we make
today is going to affecttomorrow.
And to have some of thosedecisions not quite go the way
that I thought or was hoping,you know, I just got to put
(11:09):
trust and faith into myabilities.
I have to put trust and faithin my team and my higher power,
that it may not always work outthe way that I wanted it to, but
it worked out the way that itwas supposed to work out.
And I think, if you can kind oflive in that space, you know,
minute by minute, things alwaystend to work out the way that
they should have worked out.
(11:30):
And, like Ed Milet says, thisisn't happening to us, this is
happening for us.
So, anyhow, as a great leader,you know our job is to see
further, see faster, thriveunder pressure, you know, and be
prepared, be prepared forcrisis.
You know what I mean.
We have, we have three choices.
(11:51):
When, when shit hits the fan,you know we have three choices
Is it fight, flight or freeze?
You know, and if we choose tofight, stick it out.
Definitely don't want to runfrom it and I'm guilty of
freezing at times, which isn'tnecessarily a bad thing, because
sometimes the best thing to dois nothing Right.
So, anyhow, try to stay cool,try to stay calm, be decisive as
(12:18):
possible, you know, and keep anopen mind, you know.
Don't be afraid to ask for help, you know, and that's where
it's, you know, uh, includingyour team and and helping make
decisions, especially major,major decisions.
And have a confidant, havesomebody that you can confide in
.
You know, like I do with Vic,vic, there isn't much, vic
(12:38):
doesn't know about what's goingon in my life and, um, you know,
I appreciate that and he, hehas the same thing with me too.
There's not much that we thatwe don't talk about, but anyhow,
there's David KX Good to seeyou, buddy Victorino, Hi, jana,
(13:09):
for quite some time, and I justkind of want to probably go
through the attributes.
We talked about the attributeslast week and the 12 attributes
that, where I'm at today, youknow would be the first one
would be self-awareness.
You know that this starts withhumility and vulnerability.
Why do we want to be a leader?
Right, like, why do I want tobe a leader?
Why do I want to be a leader?
Is it something that I wantsomething out of?
(13:32):
Is it self-serving, or am Igetting involved with this
leadership thing to serve others?
And that's something that yougot to decide for yourself.
And if you're okay, pretty muchgiving everything away,
especially when you don't evenhave it, and helping other
people, then leadership might bea good fit for you.
(13:52):
You know, understand yourstrengths, your weaknesses, your
values, your beliefs.
You know, set a standard right.
Set standards early, lead byexample and definitely no
shortcuts.
Right Number two.
Number two would be vision.
Develop a clear and compellingvision for your team and your
organization.
(14:13):
Right, and I think that'ssomething that I do pretty good
at times, until I get myselfover and inundated.
So it could be other businesses, it could be other shiny
objects.
We all suffer, I think, fromcomplacency.
I get very complacent at times,I get very distracted and even
(14:35):
for myself, the vision gets verydim and I forget why the hell
I'm even doing this sometimes.
Um, but that vision shouldstart with the very first
interview.
When someone comes to yourorganization and they sit down
and they want to come work foryou is setting that expectation,
(14:55):
setting that vision clear andmaking sure that they're a right
fit for that vision.
And how are they going tocomplement thank you for always
having my back, babe.
Going to compliment thank youfor always having my back, babe.
And is that way?
He says, just when I need tohear something and it provided.
(15:17):
Isn't that the truth?
Me too, man.
It's like whenever our ears areopen, we hear that message.
Um so um.
Number three.
Let's move on to number threehere, and that would be
communication man, I'm stillworking on this and that's why
this is in the top five of the12 steps to great leadership, at
least my 12 steps, from myexperience.
(15:37):
I'm only sharing my experience.
None of this is set in stone.
This is just my kind of whereI'm at today and, like I said,
I'm hoping that I don'tcontradict myself tomorrow in
some of this stuff.
But from my experience, havingclear, effective communication
skills are crucial for sharingthe vision and the goals right.
Learning how to articulate thatmessage and get it out there,
(16:01):
whether it's writing it orvalues, sops, kpis, all those
things as a form ofcommunication to your team and
making sure that they live outyour life's mission.
But also having a vision bigenough for their dreams to fit
in.
Having a legacy large enoughfor those around you for their
(16:26):
legacy to fit in.
Large enough for those aroundyou for their legacy to fit in
right, which can be hard, couldbe time consuming, take
sometimes decades right Forthese things.
It's great to want to go outand start a business and say,
hey, I want to have a dream bigenough for other people's dreams
to fit in, which is great,which is exactly how or why you
(16:47):
should start out in a business.
Is having a service that you'reproviding to your local
community that impacts thosearound you, right?
I mean, really, at the end ofthe day, that's kind of what it
is.
You know, any good business hasfigured out a service that
people need, right.
So figure that out and do yourbest at serving people.
And, of course, figure that outand do your best at serving
(17:10):
people.
And, of course, integrity.
You got to throw integrity inthere.
I don't know, I struggle withthis word a little bit.
I think it's used a lot until Ican come up with something else
.
But you got to have it.
You got to have it.
You got to lead with honesty,transparency and a strong sense
of ethics.
Okay, if you don't have ethics,if people can't trust your word
(17:36):
I mean a lot of times the onlything you do have is your word.
You know, like the old schooldays of a handshake, like if I
can shake you or I call youbrother, like I really mean that
.
Like you are my brother, what'sup, brother?
You know what I mean.
Like that's, I don't just callanybody my brother.
You know what I mean and youknow you just got to code of
ethics right.
You got to have your standards,you know, and don't be afraid to
(18:04):
have personal core values.
Don't be afraid to havepersonal core values.
Your personal core values mayor may not be the same as your
professional core values.
Jana and I actually wrote,probably about two years ago we
wrote family core values.
I don't even know where thehell they're at.
(18:26):
I'm going to have to find them.
I got to get with you afterthis.
I got to find our.
I almost feel embarrassed tosay I don't know where they're
at and I don't even rememberwhat the hell they are.
So, anyhow, I do know what mypersonal core values are, and a
(18:46):
lot of them do align with myprofessional and our family's
core values.
So integrity gotta have it,gotta have it.
You know especially.
You know what is what.
What do they say?
Integrity is.
Integrity is doing the nextright thing, especially when
nobody's watching Right, andthat's just like the fearless 44
that myself, jana and a fewother people online are actually
(19:10):
partaking in right now.
So, anyhow, empowerment, numberfive empowerment Delegate
responsibilities, trust yourteam and allow them to grow and
make decisions, and I hate this,but you got to let them make
mistakes.
But that goes into.
(19:30):
That rolls into number six, theaccountability.
Right, you got to allow them tomake mistakes, but were they
malicious?
Was it due to negligence?
Right, so you got to put guiderails in place, like you can let
certain things slide at certaintimes, but it's the frequency
(19:51):
of them and how often and howcostly that it might be.
You got to put guidelines inplace.
You got to put warnings inplace and warnings.
What I mean by warnings and newpolicies and things like that?
I mean what it is.
It's a reminder like here'syour warning.
This warning is a reminder ofhow serious it is or could be if
(20:15):
you continue to make thesemistakes.
Right, because we're all goingto make mistakes.
I couldn't tell you, I can't,man, I couldn't, I don't know
how many.
I made a lot of mistakes.
I mean sincerely too manymistakes over the years to look
down my nose at people and shunthem, shame them, belittle them
(20:39):
and act as if I'm white as snow,because God and a whole lot of
people know that I'm not perfect.
But I'm working on that.
So, number seven adaptability.
Adaptability, man, resiliencyright, resiliency.
I forgot we were going to talkabout resiliency today.
(21:01):
I said that last week I'll getaround to that.
But adaptability man got toembrace change, got to be
flexible and encourage and beopen to innovation.
Again, this is trust buildingtrust in yourself, building
trust in your team, allowingthem to be innovative, to come
(21:26):
to the table with ideas.
Use their ideas.
You know now they're not alwaysgoing to be good ideas, but
hear them out and who knows?
They might, they might berelevant later in time.
You know, just not today.
You know because, as as thingsare fluid right, especially in
business and families I meanchrist, the weather we have no
(21:46):
idea what the heck's going tohappen.
It's rained again.
It's raining all day today.
It rained yesterday.
It rained day before.
Supposed to be 30% chance ofrain Monday and Tuesday, but it
rained, and I mean it rainedhard.
So remain adaptable right.
Plans change, things change,people change, situations change
(22:09):
.
All we can do is adapt, bounceback like a rubber band, get up,
never quit.
Which leads me to number eightemotional intelligence.
Develop empathy.
Understand others, theiremotions, manage your own
emotions right and this issomething I've worked on for
decades was to manage myemotions, because I know that I
(22:35):
can make any situation worse orI can make it as good as I want,
make it as bad as I want, andI've made a lot of situations
worse where it didn't reallynecessarily matter what happened
to me, what happened with thesituation, but I've blown up,
blown it out of proportion andhave gotten in more trouble
(22:56):
because of the way I responded.
Instead of reacting, Iresponded poorly to a situation
and just blew it completely outof proportion.
Shit, I think I've even gottenlocked up.
Yeah, we do need to build an arc, vic.
Screw it, build an arc.
(23:17):
Yeah, so, emotionalintelligence man, develop it,
get it.
Have empathy, understand others, meet them where they're at
right.
It's not much.
I haven't been through right.
Fear them out.
Be an ear for somebody.
I may not have all the answersand sometimes I don't need to
(23:39):
say anything.
Sometimes you just need to shutyour mouth and they need
someone to just listen.
They just need to get it out.
So, anyhow, number ninedecisiveness.
Make well-informed and timelydecisions.
Nobody likes indecisiveness.
(23:59):
I mean, vic and I had a funnybefore this and I was going to
use this as an example.
I suffer from being hangry attimes.
I'll get so hungry right, andJana.
She'll be so hungry.
We're both hungry and itdoesn't even really matter, like
, I just want something to eat,it doesn't matter what.
But neither one of us candecide where the hell we want to
(24:25):
eat.
I'll make a suggestion.
You're like no, I don't want to.
Well, I thought you were hungry.
Where do you want to eat?
I don't know.
Well, if you don't want to eathere, then where do you want to
eat?
It's like you kind of go backand forth and it's so annoying
and it's adding to the anger,it's adding to the irritability
and discontentment and it's likenobody likes that.
(24:45):
Right, and I don't know how manytimes I just wished somebody
would make a decision, right,wrong or indifferent.
Just make a decision.
Let's go there, let's do this,let's implement that, let's just
figure it out along the way.
Let's figure out how to build afreaking parachute once we
already had jumped out of theairplane.
(25:06):
Doesn't matter, it is hard, itis hard, it's hard.
It's hard to control emotions,especially if I didn't sleep
well, especially if I broke allthese micro promises to myself
for weeks.
Right, and this is the thingI've discovered.
If there's something wrong,there's something wrong with me,
(25:26):
and nine chances out of 10, ifI don't like somebody or
something, it's because I seediscovered, if there's something
wrong, there's something wrongwith me.
And nine chances out of 10, ifI don't like somebody or
something it's because I seemyself.
Think about that for a minute.
Let that sink in.
If I don't like somebody,usually it's because I see
myself.
So, anyhow, I'm going to letthat there for a minute.
Be decisive Number 10, teambuilding for a minute.
(25:48):
Be decisive Number 10, teambuilding.
Foster collaboration, encouragediversity Not too much, just
enough so people can voice theiropinions.
Make sure they're notclotheslining each other from
the top rope or anything likethat.
Make sure you're buildingstrong relationships within your
team.
Right, where you can have thattrust and have that empathy and
(26:13):
have an area where people canvoice their opinions.
Where, if they do make a mistake, okay, they shouldn't fear
coming to you.
Right, there shouldn't be asnitch somebody out policy as
long as everyone's willing tohold themselves accountable.
And when they do make a mistake, especially a large mistake
(26:33):
that could cost a company, orcompany's got to mysteriously
pull money out of their assunexpectedly, right, not about
pointing fingers, it's aboutowning your shit, coming to the
office, knocking on the doorsaying, hey, I screwed up, but
(26:56):
this is what I think we can do,or I screwed up, I have no idea
what to do, but I needed you toknow that I screwed up that way.
Later on, when that check needsto be written for that mistake,
or something needs to be paidsooner, or whatever the case
might be right, becauseeventually it's going to come
out and it only makes you lookworse if you don't own up to it.
(27:20):
So create a culture, create anatmosphere where people step up
and say you know what I made amistake and don't be the martyr,
right?
Don't be a martyr when you doit, just own your shit right.
Don't be a martyr when you doit, just own your shit right.
And I know that's not.
That's a hell of a lot easiersaid than done, right?
(27:40):
Because especially if you'vebeen screwing up a lot or you've
been caught doing other thingsand didn't own up to shit, it
makes it even more difficult,especially when you already have
a reputation for being a feefor a liar right.
So don't ever put yourself inthat situation, right?
It goes back to you know,empathy or, I'm sorry, integrity
(28:00):
.
Just have integrity, becausereally, at the end of the day.
That's what it comes down to.
Number 11, recognition andappreciation.
You know, recognize andappreciate the contributions of
your team members regularly.
Now, I'm not saying be thatperson that needs a pat on the
(28:20):
ass every 2.3 seconds, but I'mnot saying don't be that leader
that doesn't ever showappreciation.
Don't be that leader thatexpects people to just do their
job right.
Well, that's what I pay you.
Now you want me to recognizeyou because you're doing your
job.
(28:40):
I'm guilty of that.
I've said that it's like well,be grateful, you got a job today
.
You know what I had to jumpthrough to make sure payroll was
made.
Guess what?
This is the shit that I signedup for.
I still get stuck in that stuffwhere it's like be grateful,
you got a job.
We made payroll but barely madeit right, had to sell a
motorcycle and second mortgageon the house, and anybody who's
been in business long enoughunderstands exactly what I'm
(29:03):
talking about.
Like we got to give even whenwe don't have it.
We just got to figure that shitout right.
So give them recognition, showthem appreciation.
Whether it's pizza on a Fridaytwice a month, breakfast in the
morning at the shop, you knowit's just whatever.
(29:24):
It's hard to get creative, toone up things sometimes, and it
just.
I know it stings as a leaderwhere you feel like you're not
being appreciated too, but again, this is what we signed up for.
It's not easy.
If it was easy, everybody wouldbe doing this shit right.
And then, last but not least,number 12, the 12 steps of great
(29:50):
leadership Continuous learning.
Stay curious, man, stay curious.
You know.
Yeah, chat GBT does have goodideas, david, I was on a call
yesterday with David Carrollfrom Dope Marketing and that's
what he said.
(30:10):
He said, chat GBT, he actuallyhad some great ideas that we're
going to probably implement.
So, but, thank you, thank youfor your input there, alex.
But continuous learning, youknow, stay curious, seek new
knowledge, continuously pushyourself, improve yourself and
your leadership ability, right?
You don't know what you don'tknow and your leadership ability
(30:34):
, right?
You don't know what you don'tknow, right?
So dive in, dig in and askquestions, right.
Surround yourself aroundsmarter people.
If you're always in a room whereyou think you're the smartest
person, you're probably in thewrong rooms, and that's why I do
a call, I do a bi-weekly callwith a group of men, but that's
not intentional whatsoever.
There's women.
Women are allowed.
(30:54):
It's it's for business owners,leaders and managers Not
everybody owns a business inthere and it was the call I was
talking about earlier with DavidCarroll on the call, and he's
talking about doing a hundredmillion dollars here soon in his
business and he's got about 125people that work for him and
that's someplace I want to besomeday right, or I'm working
towards like he's workingtowards.
(31:16):
So obviously he's the kind ofperson that I would want in my
space, because he's trying toachieve the same things that
we're achieving right and viceversa.
So he would want to be aroundpeople who aspire him to do
great things and know that it ispossible, and want to know
those that he has surroundedhimself around to get him where
(31:38):
he is today and not to be afraidto be the dumbest person in the
room and to admit that, but notbashing yourself to the point
where it's almost embarrassingto be sitting in that room, but
smart enough and and andcourageous enough to sit in
these rooms to be around peoplewho are where you want to be or
(32:01):
who have been where you want tobe Right.
So continuous learning.
I can't, I can't say enough,you know, and and just
leadership is an ongoingprogress.
You know process, and thesesteps, you know, can guide you
on your journey.
And those are the chapters inmy book.
(32:21):
I'm not getting into a wholebunch of the book stuff yet.
I will get it out there at somepoint in time and I'll keep
leaking little things out likethis as time goes on.
But you know it's progressrather than perfection.
You know what I mean.
And it's a journey.
There's no destination here,nick, what'd you get?
(32:44):
I got a book by Tony Russo onleadership.
One last strike to start it.
And it covers so much onleadership.
That's good, man.
I mean, you can't get enough.
You can't get enough.
I can't, at least where I'm attoday, you know.
I mean, especially if you'retrying to create a legacy and
pass on the knowledge thatyou've learned, and that's what
(33:04):
that's the thing aboutleadership.
You know, everything that I'mI've been taught needs to be
teached.
I have to teach the things, um,I have to.
And when I I have to teach thethings.
When I say I have to give thisthing away, this is one of many
things.
When I say you have to givethis thing away in order to keep
it, this is one of the thingsI'm talking about.
(33:25):
Everything that I've learnedover the years has to be given
away.
If I want to keep this, if Iwant to keep any of this, if I
want to keep my sanity, if Iwant to continue to keep
learning and I want to keepgiving, I have to keep pushing
forward.
I have to continuously surroundmyself around smarter people.
(33:47):
I have to suck it up.
I have to be humble enough.
Raise my hand, ask a question.
I did, man.
I was so poor at that in school, you know, I never wanted
anybody to know that.
I didn't know the answer tosomething you know, and that's
something that you know as, ashuman beings, you know our ego,
(34:09):
our pride, all those, all thosenegative, bad things that have
held me back for so long.
You know I've gotten in the wayof of of me.
Succeeding faster, further,longer, harder was just simply
by not asking questions, youknow.
But then that's where failurecomes into play too.
You know I, I've, I've, I'vefailed because I didn't ask for
(34:33):
directions, I didn't read theinstructions right.
I failed, but I figured it out.
I got a hands-on experience,you know, and a knucklehead like
me, you know, when the pain'sgreat enough, I'll get off my
dead ass and I'll do somethingabout it.
But there's also fiveprinciples, you know, on how to
(34:55):
get here right, and the fiveprinciples, which will also be
in the book, is number one isthat your thoughts and your
words become your emotions, okay.
Number two your emotions becomeyour actions.
Number three your actionsbecome your habits.
Number four your habits becomeyour actions.
Number three your actionsbecome your habits.
Number four your habits becomeyour values.
(35:15):
And number five your valuesbecome your destiny.
So cool, so that's pretty muchit.
If you're a contractor out there, leader, an entrepreneur,
whatever you want to learn more,follow us on Facebook, youtube
and, hey, listen.
If you're a homeowner out there, right, and your roof is old
(35:38):
and it's leaking or it's damaged, don't wait for things to get
worse.
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Want to take it to the nextstep?
Visit our website or give us acall for a free inspection.
No pressure, just answers.
And remember, solid roof isn'tjust about shingles, it's about
(36:05):
peace of mind.
Anyhow, you guys, enjoy therest of your week.
Happy 4th of July, everybody.
And for those of you that know,bill W, make sure you reach out
to Jana on Friday.
Jana's got a big day coming upon Friday, so any of you that
(36:26):
are friends with Bill give Janaa shout.
Until next week, I love youguys.
Stay safe, stay dry and stayhydrated.
Have a good week.