January 1, 2025 • 37 mins
Unlock the secrets of small business success as we recap the highlights of 2024, as voted by you, our dedicated listeners. We promise insights into the unique challenges and rewarding experiences of transitioning from large corporations to small businesses, where multitasking and resourcefulness are key. Meet Amber, an inspiring entrepreneur whose mission-driven business illustrates the highs and lows of entrepreneurship, from embracing unexpected challenges to finding freedom through unwavering dedication.
Discover how embracing change and growth can transform not just your business, but entire communities. We explore the power of early mornings and risk-taking in the entrepreneurial journey, and how new businesses can raise the bar for everyone around them. As progress charges forward, learn how to adapt and thrive rather than resist, especially when fresh ideas are the lifeblood of your neighborhood.
Building trust and valuing transparency are at the core of growing a successful business. We discuss the importance of bringing in expertise and the principle of contributing value before seeking rewards. By sharing stories of leadership and resilience, we highlight that mistakes are merely stepping stones to success. Join us as we express our gratitude to our remarkable guests and encourage you to continue engaging with us, sharing your thoughts and inquiries as we celebrate the spirited world of small business.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
all right, mark, we're back again for another
episode of big talk about smallbusiness this is gonna be a cool
episode.
We haven't done this before.
No, what we're doing today iswe are doing a 2024 recap of
some of our more popularepisodes voted by the listeners
(00:31):
through analytics and downloadsand engagement rates and such
forth.
Speaker 2 (00:35):
Sounds good.
Speaker 1 (00:36):
Yeah.
So what we're going to do iswe're going to listen to these
over again and we can makecomments based on what they said
and whatnot.
So I think this will be kind offun.
It will be, I hope so.
Maybe we can give even moreadvice off the advice, maybe.
All right, let's roll bro.
You got anything else you wantto say about this?
Speaker 2 (00:53):
No, I'm ready to go buddy.
Okay, let's do it.
Speaker 5 (00:56):
But that's what I tell a lot of young people.
Speaker 2 (01:09):
If they want to go work.
Uh, they think they want tostart a company.
I said go work for one for yeahright startup.
Speaker 1 (01:12):
Yeah, because I learned a lot of things not to
do, learning what not to do isevery bit as important sometimes
learning what hell yeah, yeah,yeah, yeah.
So I was like learning what notto do at other startup
companies.
I mean, I think it's actually areally good point in the sense
of where if because a lot of ourlisteners have not started
their own business Right theymight be working with big
companies.
Speaker 2 (01:31):
Or they might have inherited a business, yes, or
they might work in a businessand end up the owner of the
business.
Speaker 1 (01:37):
That's right, yeah, but if you're thinking about
starting up a company like mybiggest thing that I've seen is
actually hasn't worked well, orpeople that work for really
large organizations and thenthey got excited to go start
their own business without everworking for a startup.
Speaker 2 (01:49):
No kidding.
Or it doesn't have to be astartup, but a small business.
Yeah, yeah, yeah.
They're used to having so manymore resources, absolutely, and
people at their beck and call.
When there's nobody, you're theone dragging the trash can in
every day.
Speaker 1 (02:04):
That's right, you know?
No, that's right, man.
And there's so many littledistractions on starting a small
business, like taking out thetrash, like I remember Lil was
about having clean bathrooms,like it's the most important
thing to me in this entirecompany is having clean
bathrooms.
Thank, you.
Speaker 2 (02:19):
I love that.
I always go in the bathroomshere.
Are they nice, they'redelightful.
Great, they are delightful,they're light.
Successful to me, man, yes.
Speaker 1 (02:26):
Because, like, I can't stand that.
Yes, it's like an absolute signof total disrespect.
Yeah, but if you know, in asmall but like guess what I do,
I don't go to the restroom and Ididn't write some sort of you
know ideology on the wall thatwe have really clean, clean
restrooms, you just do it.
I, yeah, I do it.
If I'm in there and it's notlooking to its, to its uh, to
(02:46):
its abilities, I clean it myselfand then I go out and start
complaining about it to the restof the team.
Yeah, you know, I get it, butyou got to show up for that in a
small business.
If you've been working forwalmart all your life, you know,
I mean not probably didn't haveto clean any bathrooms.
Speaker 2 (03:02):
well, I do think it's good advice to work for a small
company before you start yourown.
You get to see how you've gotto work in a variety of roles
you don't have the resources andjust how flexible people need
to be in that kind ofenvironment.
Speaker 1 (03:17):
And I think one thing on it too, is if you do go into
business for yourself, the daythat you decide to do that and,
like, let's say, you quit yourjob, which that's a lot of
pressure, right?
You're quitting a big job thatyou had.
Speaker 2 (03:29):
You had a lot of security.
Speaker 1 (03:31):
You got paid A lot of resources and then you're going
to be stepping into this smallbusiness realm and on day one,
bro, it's like the gates areopen and like if you don't know
that you need to keep thatbathroom clean and that you got
to be the one to get thatbathroom clean.
By leading that example, I meanit could be pretty painful,
pretty quick, and but if youwork for a small business for a
(03:52):
little while, you see that youcould probably see that, yeah,
see me cleaning bathrooms.
Then you start your business,you know an, a, an empowered
woman.
Speaker 7 (04:03):
That's like naming a company confident coffee
roasters.
I think one of the greatestthings that we can do is look at
like how can we also, you know,elevate women throughout our
value chain?
And so it just kind of startedto really fall into place and
the things that I really caredabout, like I also had the
(04:23):
freedom to do and I think it isweird to say that, because it's
not like I was 21, you know, outof college and like trying to
figure it out.
I don't know why it was took solong to understand like
entrepreneurship and ownershipis freedom.
Speaker 2 (04:39):
Right.
Speaker 7 (04:40):
Now freedom.
Speaker 2 (04:42):
It's a tether at the same time.
Speaker 7 (04:45):
Means many different things.
Speaker 2 (04:47):
Like when your toilet was overflowing.
You had the freedom to fix that.
Speaker 3 (04:51):
I had the freedom.
Speaker 2 (04:55):
It's funny, we went back on toilets later.
We are just potty centricDuring this whole show, it seems
already.
Speaker 1 (05:02):
That was an awesome episode.
I think she's just a rock starman.
Yeah, amber's great.
I love Amber, yeah, I mean, andwhat she's done.
But I mean, I think one thingthat really impressed me on that
episode is how Amber has thisdeeper mission in what she's
doing.
Right, which man you know we'vetalked about this so many times
(05:23):
this energy and this passionthat you have to have in
entrepreneurship, like it can'tbe about the monies.
No, the money is an outcome.
It's an outcome, yeah, but Imean her driven like she can
wake up and you subconsciouslyrecall that when you're dealing
with problems in the businessand you are able to push through
because you have a greatermission than yourself and the
(05:46):
money.
Speaker 2 (05:46):
That's the freedom she's talking about the freedom
to implement your vision.
Yeah, we may all work sevendays a week or whatever, but I
think it makes a lot of sense.
Speaker 1 (05:58):
There's a lot of freedom in that.
I know I've felt a lot offreedom.
It's basically an expressionespecially for you.
I've seen you do that with your.
You know, when you used to doyour homes all the time I mean,
like this was your you had anexpression that you were trying
to get out.
Yeah, exactly, and it was abeautiful expression.
Speaker 2 (06:15):
And you're free to do that when you don't have
anybody else telling you what todo.
It's true, You're driving itbaby.
Speaker 8 (06:27):
I see so much as a small business owner, having
been in the 401k realm and inthe employee benefit world realm
.
Small business owners have towear all these different hats.
Speaker 2 (06:31):
Right, and we're not good at all of them, right,
let's face it.
I always found you know you gotto get the specialists in.
Whatever it is you need.
Don't fool around with thegeneralists, whether that's
lawyers, insurance brokers, allof them, okay.
Speaker 8 (06:47):
Yeah, I know that insurance agents are viewed as
attorneys, used car salesmen andthe scum on the bottom of the
pond and I said just give me achance.
I don't know if it's that bad,but it is sometimes, and so I
always just tried to say just,you know, give me a chance to
explain what we do differently,if that makes sense, and then
you make an educated decision ifthis makes sense for you on
(07:09):
there well, obviously wasn'tthere in that episode, mark.
Speaker 1 (07:15):
No, why would you do a show without me?
Speaker 2 (07:18):
you weren't here.
It's the only reason you weredoing something else, but no it
it does.
Um, you know, I don't know whatthe point of that clip is,
other than, no, I don't thinkall insurance sales people are
bad and they do need to bespecialized professional service
providers.
I mean, I just can't tell youhow much bad advice I see from
(07:39):
attorneys to small businessowners who don't know what the
hell they're doing okay, I thinkthat's the point of the clip,
the generalization, right, thetraps that you can follow.
Speaker 1 (07:49):
I mean, and as a small bit, like it's almost like
I made, I spent a lot of money,a lot of money wasted.
Yes, because I didn'tunderstand that, like, like the
different fields of support thatare out there for you, from
cpas to attorneys and insuranceor whatever the right kind of
cpas are the right kind ofattorneys that is such a big
(08:12):
deal it is, I mean, and if youtry to start your own business,
you can just go use yourattorney that helped you out in
a civil lawsuit.
You know, like it's, it's goingto be devastating and you and
you and you feel kind of likealmost like trapped that there's
.
You don't know how to turn adifferent way, like.
But it does require research.
It does require you to askother people, like mark, who
(08:34):
would you use?
Oh, I'm telling you for a dealtransaction for my business,
because you don't want to usethe same one that set up your
llc.
They don't do deals bro.
Speaker 2 (08:42):
no, I hear you.
It's so important and so manypeople don't realize that it's
just like the people who call meup or homeowners and go, um, do
you know?
Um, I need a good handyman.
Can you refer somebody to me?
Like, what do you need ahandyman for?
Well, I need to replace mykitchen faucet and then I want
to refinish the floor in myliving room.
(09:03):
I'm like, how about let's get aplumber to replace the faucet
and let's get a wood floorcompany that does floor
refinishing to refinish yourliving room floor?
Well, I don't want to pay that.
Okay, so we can pay twice.
Now you can pay them to do itwrong.
You're handyman, and then youcan redo it all with somebody
that actually knows what they'redoing.
Speaker 1 (09:24):
It's a great example because that's what happens in
business all the time Same thing.
And it's so deceiving too.
You know, in business becausethere's so many things like on
the accounting side.
Like you know, a CPA doesn'tsolve all your problems for your
business.
That's another trap.
You'll go 60, 90 days.
You'll be like what do you meanCPA?
You're not watching my books,like I don't do that, you know,
(09:45):
and you're like oh my God, youknow.
Speaker 3 (09:47):
Yeah, telling you, telling you it was it was, it
was money for jam, you know, andum, it was a great cash
business.
You know we made, we madereally good money doing that and
uh, that was kind of the plan.
You know that was kind of theplan.
You know it was my.
My weeks were kind of backwards.
It was like, you know, fridayto Sunday and then during the
week I was getting ready andtrying to find markets and man,
(10:09):
I'm just man, I'm a dog, youknow I'd go for anything.
Speaker 1 (10:15):
All I got from that was I'm a dog, I'd go for
anything.
I love that man?
Speaker 2 (10:22):
Yeah, he was talking about building this popcorn
company in New Zealand andworking on the weekends and just
hustling in order to be able tomake it.
Speaker 1 (10:27):
Do you have to do that, Mark?
Is that something that is areality of entrepreneurship?
I mean, seriously, do youreally have to work over the
weekend and at nights?
Speaker 2 (10:38):
I eric.
I mean, do I have to, or do I?
I mean, do I have to?
Maybe not, do I absolutely?
I mean, you know what I'msaying.
I mean you understand that?
Yeah, it's just.
Yeah, it's like I swear, if I'mawake I'm working.
I hate to say it, it soundsterrible, don't hate to say it,
(10:58):
I think it's freakingchampionship man.
I woke up at 6 o'clock yesterdayand I swear to you I was still
in my jammies at 11 o'clockbecause I was immediately
working.
I spent an hour and a half onthe phone and email and text
between 6 and 7.30 with onecompany that I worked for.
(11:21):
And then I just went to call,call, write, call, write call.
I didn't even have a time to goget myself cleaned up and get
dressed for the day.
You were just cranking it, man.
I was cranking it, baby.
I'm just cranking it, baby.
I love it, man.
And it's like the last thing Idid, you know, before I shut the
lights off, was respond to anemail.
Speaker 1 (11:42):
You know I found myself like when I work on
weekends or in the evenings orearly mornings, is sometimes a
really good one for me too, itis yeah, I mean, I can like dude
.
If I wake up at 4 am, don'teven try to go back to sleep
Like I don't know how many timesI've had to relearn that lesson
I know.
You're right.
I mean I'll toss and turn mybrain.
I mean, if I wake up, mybrain's like You're up.
(12:04):
You know it's like starting tofigure some shit out, but if you
can get up and those off timeswhen everyone else is typically
not working, what I like to dothere is I do like to prepare,
plan and try to make my comingdays when I have time with the
people that are at my team, howdo I make myself superbly
(12:26):
efficient?
Yeah, you're getting ahead,getting ahead.
Speaker 2 (12:29):
Getting calendar getting meetings set.
I understand totally.
It's like the cleaning emailsWorking on those longer term
initiatives that you don't havetime to do during the week, yeah
because, you're so busy doingthe work of the business, yeah
exactly right, man.
Speaker 1 (12:44):
Yeah, that's it.
So dog it, dog it, dog it.
Speaker 13 (12:48):
Give you with one thing, it's just try it.
Just try it.
If, thinking about it, I mean,I love hearing stories of people
that said you know what I'mgoing to see.
If this works, let's trysomething.
And if it fails, it fails.
That doesn't define you.
It could be something, though,like when we started our
(13:08):
business, we had no idea and youknow, four or five years we'd
be selling hundreds of thousandsof orders.
Yeah, you know, that wasn't onour radar, but we had the
gumption to go let's trysomething and see if there is a
possibility of something here.
Speaker 2 (13:23):
But amen, I agree, don't be a wantrepreneur.
Speaker 1 (13:30):
Do it damn, do it, hell yeah, just like nike right,
exactly, mean, that's a reallygreat saying because it's the
truth, man.
I mean you take, take theaction.
You know I had a friend thatwas trying to.
That was an attorney for a firmyou know, just kept going back
and forth.
Denver had really goodexperiences because he had this
(13:52):
vision of how you should bepracticing law.
But it took him like five yearsto go do his own business and
he was calculating, calculating,you know, running numbers, like
for five years is it going tobe okay?
And I'm like bro, starting yourbusiness is like having a baby.
You will never be ready to havea baby.
You're never going to be reallyprepared for that.
(14:14):
You'll prepare that until theday you die.
Then you don't have one.
But it's the same thing.
If you have an idea and youhave a desire for it, best way
to learn is by doing Jump inbaby.
I agree, learn to swim, jumpoff the boat.
Speaker 12 (14:27):
Most of us really want to connect with the
community.
Speaker 4 (14:30):
Next, to us.
Speaker 12 (14:31):
Want to engage and do something special and be that
artist.
We as a community is not toreject developers, but to
embrace them, engage them, findthe ones there, encourage them,
provide policies, things thatprovide support.
There's so many peopledeveloping, coming from all over
the country that want to investtheir money be an artist here.
We have to be receptive to that.
It's just right now we're alllearning about how to deal with
(14:52):
outsiders insiders how we'rebuilding this community, about
how to deal with outsidersinsiders how we're building this
community.
Speaker 1 (14:58):
And what I'm really missing.
You know that's a big dealbecause I think that a lot of
you know, in growing areas,right Like you have an old way
that you always did business.
You know people did the samething.
And then you, if you have agrowing area, like it attracts
the outsiders it attractsoutsiders.
The next thing, you know, youhave neighborhoods popping up
(15:18):
and then you've got thesebusinesses and then, a lot of
times, the businesses that havebeen here a while have a really
challenge of recognizing it,although they could embrace it.
That's how you up the game.
Speaker 2 (15:30):
Up the game, man.
Yeah, we've got higherstandards.
Now We've got these peoplecoming in from outside that are
doing things better.
How?
Speaker 1 (15:37):
can we learn?
Have from outside that aredoing things better?
How can we learn?
Have a higher expectation andthen provide that service and
guess what will happen?
You'll probably your businesswill do better, right you?
Speaker 2 (15:42):
elevate the whole area, you elevate the community,
you know I've.
Speaker 1 (15:46):
I've figured out like so I was a naturalist, I'm
always been I'm a bigenvironment.
I love the environment, I lovenature and all that stuff.
But I figured out a long timeago I'm like man.
Why am I trying to like, fight,progress on a lot of things?
Because you cannot stop it.
No, it's never been able to bestopped.
Speaker 2 (16:04):
People always want to enlist me to help them stop
something.
I'm like you called the wrongguy, okay, yeah.
I hate it when people aretrying to tell me I can't do
something Right?
Okay yeah, I'm not going to geton that bandwagon.
Speaker 1 (16:19):
And here's the reality to it's not gonna stop
like no one person can stop like.
Speaker 2 (16:21):
I can even see small towns that try to stop it if it
does stop, then it everythingelse runs over it, and then they
regret it exactly because theydon't keep up.
That's right.
I mean, you can see theevidence of that right here in
northwest arctic.
Saw with certain communities.
Speaker 1 (16:36):
No, you totally can, and I mean like, and the thing
is is like, like they're, it'sgoing to surround you, then it's
just going to engulf you, yeah.
And so I mean like you have tobe, like you can actually
control the change a little bitbetter if you get along the
right.
I mean like you, what are yougoing to do?
Speaker 11 (16:53):
there's nothing you can do yeah, so jump in, man
enjoy it really most excitedabout is the next step.
This next month I'm bringing ina um, really talented creative
director who had experience withcityscapes, had experience with
writing uh, content for sam'sclub, so she's very seasoned and
she's going to step in as hey.
Can I help manage the directionof your content calendar?
(17:16):
How?
How do we work with ad partnersand give them features where it
doesn't all pay to play?
You know?
Sure, because at the end of theday, people need to learn
something new about Fayetteville.
Speaker 2 (17:30):
I don't know what the moral of that story is, other
than, as you grow your business,you got to bring in people that
know something about what theheck they're doing.
This is a media business, amagazine business, started by
somebody with no real experienceand he's done a great job, yeah
, yeah, but you got to.
As your business matures,sometimes you need real
(17:51):
expertise.
You know, you do and you got to.
You got to know as the businessowner what your weaknesses are.
Speaker 1 (17:54):
yeah, and be real with yourself on that.
Yeah, absolutely, I meanthere's some.
I don't know if you do, you doand you got to know, as the
business owner, what yourweaknesses are.
Yeah, and be real with yourselfon that.
Yeah, absolutely, I meanthere's some.
I don't know if there's reallyhumility to that, other than
it's just freaking reality.
Speaker 2 (18:07):
I'm inherently lazy, so I have no problem avoiding my
weaknesses.
It comes naturally.
Speaker 4 (18:15):
And it just.
It's a different vibe whenpeople want to be part of the
company.
Ownership has to be taught.
The company's not worthanything if no one wants to own
it.
Speaker 2 (18:25):
Amen to that.
Speaker 4 (18:27):
You've got people knocking at the door saying, hey
, can I buy in next year?
I said, well, the opportunityis going to go to the people
that help grow the company.
It's logic.
You have to play hard, you haveto be one of those leaders, and
if that's the case, thencertainly let's grow the pie,
let's get you involved.
Speaker 1 (18:45):
You know that was one of my I think one of the more
impacting episodes for mepersonally my business, you know
it was it was that conversationabout?
It was really about open bookmanagement.
I mean that that was just likeit kind of helped, helped me see
even more the value of that andI and I actually started
practicing that really quicklyafter that episode uh, even in
(19:08):
even more light to the company,and it's been, it's been
positive yeah, it's so criticalif you want to train those
people and how the businessoperates so they can be future
owners.
Speaker 2 (19:19):
You do have to share that information with them.
But I also got out of that.
Is they act first?
Yeah, then they become not makeme an owner and I'll start
selling work.
Okay, it's demonstrate that youbring value to the business.
Then we can talk aboutexpanding the pie totally.
(19:39):
What comes?
Speaker 1 (19:40):
first, the action comes first yeah you render
service first, then you getmoney.
Like you said, money is theoutcome.
All that stuff is the outcome.
It's very fresh, like I havemet really talented, capable
people that would be awesome tohave on the team, but they're
wanting to negotiate somethingin the beginning that is just
(20:01):
absolutely 100% threatening,unrealistic.
Unrealistic and threatening forme and the business and for the
rest of the employees, sure,but people get so siloed in this
and everybody's trying to playthis protection game that it
becomes like a total win-losescenario.
You't do win-lose scenarios.
(20:22):
No, you can't.
You know, if you want someequity in this puppy, come in.
Yeah, grow this, make somethinghappen.
Speaker 2 (20:28):
Make it happen, make it more valuable.
Now, if the owner of thebusiness doesn't recognize what
you're doing, then you got tomove on.
That's it, okay, that's it.
You're not going to force theminto it, that's right.
Speaker 1 (20:41):
And if you keep coming across people that don't
recognize your value, then guesswhat you do?
You start your own business,exactly.
Speaker 6 (20:49):
So what you're looking for here is the green
light, and until you get thegreen light, you have no
business trying to sell anybodysomething Now.
Somebody won't give you thegreen light until they answer
those questions.
You already hit them.
Do I know you?
Do I like you and can I trustyou?
So, mentally, every customerwill ask those three questions
before they feel confident to goforward with you.
Speaker 2 (21:13):
I mean matt's, just he's on it, man, I have been I
it Ever since Matt gave me that.
I try to teach all my studentsthis idea.
It's so critical.
If you want to sell something,they got to know you.
They're not going to like you.
If they don't know you, yeah,they got to like you.
And if they like you, maybe youcan get them to trust you.
(21:34):
And if any one of those thingsis broken, they're not going to
trust you.
And if they one of those thingsis broken, they're not going to
trust you.
And if they don't trust you,they're not going to buy from
you.
It's just such common sense butpeople don't understand it.
You got to have the small talk.
You got to get to know peoplepersonally.
You've got to ask themquestions and let them talk.
If they do that, they thinkyou're great.
(21:54):
Yeah, okay, yeah, they know youbecause you ask them questions
about themselves that's right.
Speaker 1 (22:01):
That's right, and I mean I think you know I was
actually.
It's funny, just like, evenlike yesterday I was talking to
somebody in sales and they madeit too complicated.
Sales are not really thatcomplicated.
It becomes really complicated,you know, in bigger
organizations, but even thereit's really not that complicated
.
The best salespeople are theones that just I mean they, they
(22:23):
, they build a relationship andif they're genuine about that
like if I approach you, aboutwanting to sell you something,
I'm actually thinking in my mindwill this be a benefit to you?
Yeah, and if I believe that itis, then I'm going to try to
come help you with what I haveto offer believe that it is,
then I'm going to try to comehelp you with what I have to
offer.
Speaker 2 (22:42):
Of course, it sells, it's helping, it's helping it's
it, but you know, and that's therelationship speaking of trust,
though, okay, I didn't tell youthis story, but in the last
month or so, my wife and I'vebeen looking to buy an rv.
I've had them in the past, yeah, you know, so we, we finally.
you know we're honing in on whatwe want.
You know we want a motorhome.
We ended up buying a dieselpusher, Tiffin, which is really
(23:06):
a nice motorhome.
Oh nice, used but mintcondition.
It's only 30 footer, which isreally cool.
That's actually you can get itin places.
Yeah, we wanted a shorter classA, but anyway, we're looking at
a motorhome right down thestreet here at a particular
dealership and it was a certainprice.
Ok, it was low miles.
So I go onto their site.
(23:27):
It's a national chain.
I go on their site to see wherewhat other ones they have like
that.
They have one in Nashville forfifteen thousand dollars less.
Oh wow, OK, with a thousandmore miles on it.
Yeah, Either one at 2000,.
This at 3000.
I mean it's new, All right,yeah.
So the the sales guy in thesales manager I sent him a link
(23:51):
to this I'm like how can youexpect me to pay?
what you're paying when I canbuy one from your own company.
Yeah, I'll drive 400 miles.
Yeah, it's worth it for 15grand.
Yeah, okay, then I get thissales manager calls me up.
Well, that one's got all theseproblems and yada, yada, yada.
The floor needs to be replaced,the the blinds are bad.
(24:13):
I look on the website.
It doesn't say anything aboutany of that.
Okay, so I call the place.
Well, I can't get them toreturn my call.
I call the nashville location I.
They don't return my call.
I call them again.
They don't return my call.
It was clear to me.
You talk about trust.
I believe the sales manager ofthis location talked to the
(24:36):
sales manager at that locationand said don't talk to this guy
about yours, because I'm tryingto sell them one year for 15
grand more.
Speaker 1 (24:44):
They just think about the money, okay, they think
about the deal, yeah.
Speaker 2 (24:48):
So I didn't buy anything from them.
But the trust was completelyviolated, completely busted, and
you're not going to buyanything from them.
Speaker 1 (24:53):
Again, you're not going to buy anything from them,
you're not even going even goto their store.
Speaker 9 (25:01):
You know, yeah, I'm out, but that's wow.
That's how a lot of people failat reselling is because they'll
invest a bunch of money andthen their products aren't
selling and they get discouragedbecause they don't know what
they're doing but, that was thesame way with me, like I very
first started out selling videogames, but it wasn't like these
kind of really nice video games,it was just like your basic 10
(25:22):
to 60 video game.
Um, that I could get at pawnshops no one cared Dude.
Speaker 1 (25:28):
I love that episode.
Speaker 2 (25:29):
That guy is so brilliant.
He's an awesome man.
Speaker 1 (25:32):
I need his information again because I got
some stuff he might want to behawking for me.
Speaker 2 (25:36):
He came over to my house and I sold him like four
bins worth of stuff one night,did you?
Yeah, it was just in my garage.
I'm like I got Malle parts,rolls Royce, axle bearing
removal tools, love it, and theguy's amazing, he bought it.
He makes so much money.
Of course I gave it to him allcheap.
(25:58):
Yeah, sure, sure.
Speaker 1 (25:59):
But hell I got rid of it.
Where else am I going to dowith this stuff?
I'm going to go donate it.
Speaker 2 (26:02):
Right, they wouldn't even know what I donated.
No, but anyway, the guy is sobrilliant.
Speaker 1 (26:17):
He's made so much money and he saves it and he
invests it wisely and he's goingto be a millionaire by the time
he's probably 26, 27 years oldin cash.
And what does?
What's his strength, what's hisspecialty?
What's his brilliance?
What's hustling?
Speaker 2 (26:22):
it is hustling man when he's telling you that about
being at a estate sale at 3 45am and a lawn chair.
Yeah, I mean, there's a guywho's freaking, motivated, love
it.
People go, these young people,they're not motivated today no
some of them are no, I I agreewith that man.
Speaker 1 (26:41):
Like I, I think that that stigma, that stereo,
whatever, you want to call?
It I hate that because Idisagree.
I found some of the mostimpressive people that are much
younger than I am.
I'm like dude.
If I was just a little bit ofyou, I'd be freaking rolling.
Speaker 2 (26:58):
It's so true that's reinforced to me every week.
I was just talking to my wifeand one of her friends who's
also a professor at the Collegeof Business, where I am about
one of my students and I go thisguy blows me away.
Okay, he wants to meet with me,we sit down.
He's so perceptive, he's alwaysthinking ahead.
(27:18):
So he took a job in corporateAmerica.
He's like what advice do youhave?
How can I, what should I do toget ahead?
Okay, and then he's talkingabout they're talking to him
about the technical path or themanagerial path, because, know,
he goes the technical path.
I don't want to move out ofthat too fast.
So I'm a manager and I don'treally know what I'm talking
about.
At the same time, he goes thetechnical career path.
(27:41):
It ends here, whereas themanagerial path is way up here
smart he goes what do I do?
I don't dude, you're gonna haveto figure that out, okay but I'm
just saying the guy is thinkinglike that, love it, and he goes
.
I'm taking this job, it's goingto be in Jonesboro.
I don't know anybody inJonesboro, he goes.
That means I can work 60 or 70hours a week with total
(28:04):
liberation.
Speaker 1 (28:08):
Almost want to end this episode right there.
That's the best thing I've everheard in my life.
I'm like you're right, that'swhy you're going to get ahead.
That's it.
Speaker 2 (28:15):
man, I have no worries.
So anyway, I mentioned this guyto my wife and her friend.
Her friend teaches classes andhas just thousands of students.
She has a lot of online.
She goes.
I know that guy and you'reright.
Speaker 14 (28:31):
He is amazing that's awesome, man.
Speaker 1 (28:34):
I love it.
That's leadership right there,man.
That is just driven leadership.
I mean it's gonna make ithappen.
It makes me so.
It makes me like enthusiasticas hell, right to come across
those people.
Speaker 2 (28:46):
I don't worry about this guy.
I think he's gonna be fine,he's gonna be.
I think he's going to be fine,he's going to be all right.
Speaker 1 (28:51):
He's going to be completely fine.
Speaker 10 (28:53):
Just work harder, dude, on the 50 good jobs that
you did.
That's cool.
You can brag about it all youwant.
You know the one they're goingto talk about is the one that
you didn't do.
Worth the crap.
You didn't plan, you didn'toperate.
Everybody in town will knowabout it quicker than you can
blink it and blank.
(29:13):
It's still a small town aroundhere, but the 50 to 1 ratio so
do 100 jobs.
So when that one does hit,we're gonna be all right and the
talking gonna be too loud.
Too loud, you know.
But it's not about mistakes youmake, it's how you handle them.
And I've earned more customers.
Yeah, off of mistakes I've madethan I have ever, not one time,
just doing the job gives you achance to correct it.
If I do, if I do a perfect job,95% of the time they're going
to price shot me the next time Iforget and send a number in.
Speaker 2 (29:35):
I would say this that is so profound, mm-hmm.
In fact, the last time MattLewis was in here with his
brothers getting ready to recordtheir podcast that they do here
.
Yeah, I saw the three of themwe.
I saw the thread when westarted talking about that.
I'm like mistakes are great.
It's a chance for you todemonstrate how you respond.
You'll come out ahead if you dothat right.
(29:56):
In most cases, Totally, totally.
Speaker 1 (30:01):
You know, when we talk about that all my mind goes
back to is me waiting tablesback in the day.
I loved that game so much.
I know we talked about it, butI just there's something to like
.
There's so many potentialmistakes that can happen in a
restaurant dining experienceyeah, but that challenge and you
learn, oh, if I can, how do Ideal with that?
(30:22):
How do I do?
How do I get that tea toppedoff?
Man?
And is that?
Should I top the tea off?
Because if they put sweetenerin the tea, because if I go top
it off with the unsweetened tea,it's going to dilute the
sweetener that they put in thereand that's going to piss them
off.
Speaker 2 (30:33):
How about when they never give you the ice?
The ice is all in the thing andyou got like this much ice on
top of your iced tea.
Yeah, because they just keeppouring the tea in without
giving you.
It irritates the hell out ofyou.
Speaker 1 (30:45):
But I love the mistakes.
I can remember like one of thebiggest mistakes I made of that.
I was like I had to been like17 years old or something.
I'm working at the Holiday Inn,in the restaurant in the
holiday inn, yeah, and I'm inthere like I was like back when
Holiday Inns were nice.
Speaker 2 (31:00):
Oh yeah, it was really.
It's like the best restaurantin town, at the Holiday Inn I
know.
Speaker 1 (31:03):
I remember it had the big round table in the corner
where all like the city leaders,yeah yeah, the power table, the
power table.
They'd come in and drink coffee,right, and there was this old
lady man.
I don't know what she did, butshe knew people right.
She had a good seat.
Everybody moved out of the waywhen she sat down.
But I'd come in with theircoffee and I was just tapping
(31:24):
off coffees and stuff, and Icame around hers one time, and I
remember she put her hand overa coffee surface.
She goes no, no, I justsweetened it the way I wanted it
, no more coffee.
And I'm like you know, but thatwas a huge mistake, man.
I was so offended.
But what I learned from that,though, was like oh hell, no,
(31:46):
I'm never.
Speaker 2 (31:46):
You know, I'll never make that mistake again with
that right and you, and you canalways ask them would you like
me to top it off?
Exactly, but I learned fromthat.
Speaker 1 (31:54):
But now the rest of all my customers.
I had a thing in my mind goingI've made this mistake before,
Not going to do that again.
I'm not going to do it again.
I'm going to ask you yeah, andthat made me a better server.
Speaker 2 (32:04):
Of course.
Speaker 15 (32:12):
Then you were best.
Yes, I was the best damn serverthat ever lived, mark.
Fear of rejection is a littlemore prevalent today in our
youth, and you know there's somany adages you fall down 99
times, get up 100.
Iron sharpens iron.
All those are saying the samething and it's basically you're
not going to learn unless youtry and do and fail.
Failure is a good thing if youuse it for your growth, and the
(32:38):
more you grow, the less you'llfail.
Speaker 1 (32:40):
We would never fail from the long-term sense.
But you have micro failuresalong the way and you pick
yourself up and keep going right.
Basically the same thing wewere just kind of talking about.
Right, Call them mistakes isreally what they are Exactly.
Speaker 2 (32:56):
Let's just be willing to make mistakes.
Speaker 1 (32:59):
Yeah, don't call it necessarily failure, right?
Speaker 2 (33:02):
Yeah, that's like saying defund the police okay.
It's along the same lines.
You know what I mean.
Yeah, yeah, nobody likes that.
It's got a negative connotationto it.
It does.
Failure has a negativeconnotation, but I think.
Speaker 1 (33:17):
What Tanner was kind of talking about, though, is I
think that maybe younger folkshave heard the term failure
Right Over and over and overagain, like don't fail, you know
, don't fail at this, don't failat that, and again like don't
fail, you know uh, don't fail atthis, don't fail at that, and
so there's like this analysis,paralysis, they're just risk.
Yeah, I'm just totally yeah.
How do I not fail?
Yeah, and it's like well, youdon't fail by not believing that
(33:42):
you will fail.
Yeah, you know, and not failing, that's how you don't fail, is
you don't fail I think peoplegot to think more about what's
the worst thing that can happen.
Speaker 2 (33:50):
Yeah, yeah, okay.
And if you start always askingyourself that question, you're
going to be more willing to dothings that may not work out.
Speaker 1 (34:01):
You know, I agree, and I think usually my big
driver is that if I don't do itthen it's going to fail anyway.
Yeah, a boss who has poorintegrity treats people poorly.
Speaker 5 (34:16):
Your direct supervisor, your direct
supervisor, that is the cultureyou're living in, right and so
hiring again the right people,but the right leaders who will
not only reflect but amplify theCEO's culture and morals and
(34:38):
ethics and integrity and allthese things.
That is how you cascade itthroughout an organization.
So the bigger the company, theharder it becomes.
Speaker 2 (34:49):
Well, that's so true, but unfortunately a lot of
people think they're who arebelow the level of the CEO, but
at a high level they think theirjob is to show why the CEO is
wrong.
Yeah, okay.
Well, somebody's got to tellthe emperor he's got no clothes.
You know that kind of mentalityLike.
I don't need that I needsupport here.
Speaker 1 (35:15):
Yeah, I think that's what JS was talking about.
Like in how you hire thoseleaders, right?
Yeah, that biggest lessons I'veever learned in my life were
like the leaders that you hireinto the team because they can
legitimately make or break theentire corporation.
Boy, no kidding.
Speaker 2 (35:34):
It's so true.
Speaker 1 (35:34):
And they've got to be in line, and you know they've
got to be in line.
They've got to be able to bepart of the mission of the
company and they have to believethat you help the company, the
company helps the team.
Period, that's the wayeverything works.
Hey, I know you guys are goingmark's got a flight to make to
go to some board meetings.
Uh, board meeting.
(35:55):
Oh, I'm excuse me, yeah I'msorry, it's sorry about that.
Speaker 2 (35:59):
No I do have I got to go to new york today.
It's going to be cold up thereand rainy, but you're ready for
that.
But I'm ready.
Um, it's a very excitingcompany that I work with up
there and awesome man I'veworked with for many years.
Speaker 1 (36:14):
I think that'd be a really good topic is to talk
about boards.
Speaker 2 (36:17):
I think we should talk about that.
Speaker 1 (36:19):
We've learned a lot from you All, right this has
been.
Speaker 2 (36:21):
fun, man it has been.
There's so many great episodesand so much wisdom out there
that some of our speakers havebrought to us.
Speaker 1 (36:29):
I just want to say thanks to all the guests that
have joined our show.
I mean, it's cool to recap ofthat.
I smile every time I see one ofthe guests on there and just
kind of remembering that, yeah,they're all great people,
they're just wonderful people,man.
Speaker 8 (36:41):
They really are.
Speaker 1 (36:42):
Thank you all for tuning in and listening.
It's been another episode ofBig Talk, small business
Business.
I like the way you came in whenyou wanted to.
Speaker 2 (36:54):
I'm being disruptive.
Speaker 14 (36:59):
Ooh, thanks for tuning into this episode of Big
Talk about Small Business.
If you have any questions orideas for upcoming shows, be
sure to head over to our website,
wwwbigtalkaboutsmallbusinesscomand click on the ask the host
button for the chance to haveyour questions answered on the
(37:19):
show.
Stay connected with us onLinkedIn at Big Talk About Small
Business and be sure to headover to our website to read
articles, browse episodes andask questions about upcoming
shows.
all right, mark, we're back again for another
episode of big talk about smallbusiness this is gonna be a cool
episode.
We haven't done this before.
No, what we're doing today iswe are doing a 2024 recap of
some of our more popularepisodes voted by the listeners
(00:31):
through analytics and downloadsand engagement rates and such
forth.
Speaker 2 (00:35):
Sounds good.
Speaker 1 (00:36):
Yeah.
So what we're going to do iswe're going to listen to these
over again and we can makecomments based on what they said
and whatnot.
So I think this will be kind offun.
It will be, I hope so.
Maybe we can give even moreadvice off the advice, maybe.
All right, let's roll bro.
You got anything else you wantto say about this?
Speaker 2 (00:53):
No, I'm ready to go buddy.
Okay, let's do it.
Speaker 5 (00:56):
But that's what I tell a lot of young people.
Speaker 2 (01:09):
If they want to go work.
Uh, they think they want tostart a company.
I said go work for one for yeahright startup.
Speaker 1 (01:12):
Yeah, because I learned a lot of things not to
do, learning what not to do isevery bit as important sometimes
learning what hell yeah, yeah,yeah, yeah.
So I was like learning what notto do at other startup
companies.
I mean, I think it's actually areally good point in the sense
of where if because a lot of ourlisteners have not started
their own business Right theymight be working with big
companies.
Speaker 2 (01:31):
Or they might have inherited a business, yes, or
they might work in a businessand end up the owner of the
business.
Speaker 1 (01:37):
That's right, yeah, but if you're thinking about
starting up a company like mybiggest thing that I've seen is
actually hasn't worked well, orpeople that work for really
large organizations and thenthey got excited to go start
their own business without everworking for a startup.
Speaker 2 (01:49):
No kidding.
Or it doesn't have to be astartup, but a small business.
Yeah, yeah, yeah.
They're used to having so manymore resources, absolutely, and
people at their beck and call.
When there's nobody, you're theone dragging the trash can in
every day.
Speaker 1 (02:04):
That's right, you know?
No, that's right, man.
And there's so many littledistractions on starting a small
business, like taking out thetrash, like I remember Lil was
about having clean bathrooms,like it's the most important
thing to me in this entirecompany is having clean
bathrooms.
Thank, you.
Speaker 2 (02:19):
I love that.
I always go in the bathroomshere.
Are they nice, they'redelightful.
Great, they are delightful,they're light.
Successful to me, man, yes.
Speaker 1 (02:26):
Because, like, I can't stand that.
Yes, it's like an absolute signof total disrespect.
Yeah, but if you know, in asmall but like guess what I do,
I don't go to the restroom and Ididn't write some sort of you
know ideology on the wall thatwe have really clean, clean
restrooms, you just do it.
I, yeah, I do it.
If I'm in there and it's notlooking to its, to its uh, to
(02:46):
its abilities, I clean it myselfand then I go out and start
complaining about it to the restof the team.
Yeah, you know, I get it, butyou got to show up for that in a
small business.
If you've been working forwalmart all your life, you know,
I mean not probably didn't haveto clean any bathrooms.
Speaker 2 (03:02):
well, I do think it's good advice to work for a small
company before you start yourown.
You get to see how you've gotto work in a variety of roles
you don't have the resources andjust how flexible people need
to be in that kind ofenvironment.
Speaker 1 (03:17):
And I think one thing on it too, is if you do go into
business for yourself, the daythat you decide to do that and,
like, let's say, you quit yourjob, which that's a lot of
pressure, right?
You're quitting a big job thatyou had.
Speaker 2 (03:29):
You had a lot of security.
Speaker 1 (03:31):
You got paid A lot of resources and then you're going
to be stepping into this smallbusiness realm and on day one,
bro, it's like the gates areopen and like if you don't know
that you need to keep thatbathroom clean and that you got
to be the one to get thatbathroom clean.
By leading that example, I meanit could be pretty painful,
pretty quick, and but if youwork for a small business for a
(03:52):
little while, you see that youcould probably see that, yeah,
see me cleaning bathrooms.
Then you start your business,you know an, a, an empowered
woman.
Speaker 7 (04:03):
That's like naming a company confident coffee
roasters.
I think one of the greatestthings that we can do is look at
like how can we also, you know,elevate women throughout our
value chain?
And so it just kind of startedto really fall into place and
the things that I really caredabout, like I also had the
(04:23):
freedom to do and I think it isweird to say that, because it's
not like I was 21, you know, outof college and like trying to
figure it out.
I don't know why it was took solong to understand like
entrepreneurship and ownershipis freedom.
Speaker 2 (04:39):
Right.
Speaker 7 (04:40):
Now freedom.
Speaker 2 (04:42):
It's a tether at the same time.
Speaker 7 (04:45):
Means many different things.
Speaker 2 (04:47):
Like when your toilet was overflowing.
You had the freedom to fix that.
Speaker 3 (04:51):
I had the freedom.
Speaker 2 (04:55):
It's funny, we went back on toilets later.
We are just potty centricDuring this whole show, it seems
already.
Speaker 1 (05:02):
That was an awesome episode.
I think she's just a rock starman.
Yeah, amber's great.
I love Amber, yeah, I mean, andwhat she's done.
But I mean, I think one thingthat really impressed me on that
episode is how Amber has thisdeeper mission in what she's
doing.
Right, which man you know we'vetalked about this so many times
(05:23):
this energy and this passionthat you have to have in
entrepreneurship, like it can'tbe about the monies.
No, the money is an outcome.
It's an outcome, yeah, but Imean her driven like she can
wake up and you subconsciouslyrecall that when you're dealing
with problems in the businessand you are able to push through
because you have a greatermission than yourself and the
(05:46):
money.
Speaker 2 (05:46):
That's the freedom she's talking about the freedom
to implement your vision.
Yeah, we may all work sevendays a week or whatever, but I
think it makes a lot of sense.
Speaker 1 (05:58):
There's a lot of freedom in that.
I know I've felt a lot offreedom.
It's basically an expressionespecially for you.
I've seen you do that with your.
You know, when you used to doyour homes all the time I mean,
like this was your you had anexpression that you were trying
to get out.
Yeah, exactly, and it was abeautiful expression.
Speaker 2 (06:15):
And you're free to do that when you don't have
anybody else telling you what todo.
It's true, You're driving itbaby.
Speaker 8 (06:27):
I see so much as a small business owner, having
been in the 401k realm and inthe employee benefit world realm
.
Small business owners have towear all these different hats.
Speaker 2 (06:31):
Right, and we're not good at all of them, right,
let's face it.
I always found you know you gotto get the specialists in.
Whatever it is you need.
Don't fool around with thegeneralists, whether that's
lawyers, insurance brokers, allof them, okay.
Speaker 8 (06:47):
Yeah, I know that insurance agents are viewed as
attorneys, used car salesmen andthe scum on the bottom of the
pond and I said just give me achance.
I don't know if it's that bad,but it is sometimes, and so I
always just tried to say just,you know, give me a chance to
explain what we do differently,if that makes sense, and then
you make an educated decision ifthis makes sense for you on
(07:09):
there well, obviously wasn'tthere in that episode, mark.
Speaker 1 (07:15):
No, why would you do a show without me?
Speaker 2 (07:18):
you weren't here.
It's the only reason you weredoing something else, but no it
it does.
Um, you know, I don't know whatthe point of that clip is,
other than, no, I don't thinkall insurance sales people are
bad and they do need to bespecialized professional service
providers.
I mean, I just can't tell youhow much bad advice I see from
(07:39):
attorneys to small businessowners who don't know what the
hell they're doing okay, I thinkthat's the point of the clip,
the generalization, right, thetraps that you can follow.
Speaker 1 (07:49):
I mean, and as a small bit, like it's almost like
I made, I spent a lot of money,a lot of money wasted.
Yes, because I didn'tunderstand that, like, like the
different fields of support thatare out there for you, from
cpas to attorneys and insuranceor whatever the right kind of
cpas are the right kind ofattorneys that is such a big
(08:12):
deal it is, I mean, and if youtry to start your own business,
you can just go use yourattorney that helped you out in
a civil lawsuit.
You know, like it's, it's goingto be devastating and you and
you and you feel kind of likealmost like trapped that there's
.
You don't know how to turn adifferent way, like.
But it does require research.
It does require you to askother people, like mark, who
(08:34):
would you use?
Oh, I'm telling you for a dealtransaction for my business,
because you don't want to usethe same one that set up your
llc.
They don't do deals bro.
Speaker 2 (08:42):
no, I hear you.
It's so important and so manypeople don't realize that it's
just like the people who call meup or homeowners and go, um, do
you know?
Um, I need a good handyman.
Can you refer somebody to me?
Like, what do you need ahandyman for?
Well, I need to replace mykitchen faucet and then I want
to refinish the floor in myliving room.
(09:03):
I'm like, how about let's get aplumber to replace the faucet
and let's get a wood floorcompany that does floor
refinishing to refinish yourliving room floor?
Well, I don't want to pay that.
Okay, so we can pay twice.
Now you can pay them to do itwrong.
You're handyman, and then youcan redo it all with somebody
that actually knows what they'redoing.
Speaker 1 (09:24):
It's a great example because that's what happens in
business all the time Same thing.
And it's so deceiving too.
You know, in business becausethere's so many things like on
the accounting side.
Like you know, a CPA doesn'tsolve all your problems for your
business.
That's another trap.
You'll go 60, 90 days.
You'll be like what do you meanCPA?
You're not watching my books,like I don't do that, you know,
(09:45):
and you're like oh my God, youknow.
Speaker 3 (09:47):
Yeah, telling you, telling you it was it was, it
was money for jam, you know, andum, it was a great cash
business.
You know we made, we madereally good money doing that and
uh, that was kind of the plan.
You know that was kind of theplan.
You know it was my.
My weeks were kind of backwards.
It was like, you know, fridayto Sunday and then during the
week I was getting ready andtrying to find markets and man,
(10:09):
I'm just man, I'm a dog, youknow I'd go for anything.
Speaker 1 (10:15):
All I got from that was I'm a dog, I'd go for
anything.
I love that man?
Speaker 2 (10:22):
Yeah, he was talking about building this popcorn
company in New Zealand andworking on the weekends and just
hustling in order to be able tomake it.
Speaker 1 (10:27):
Do you have to do that, Mark?
Is that something that is areality of entrepreneurship?
I mean, seriously, do youreally have to work over the
weekend and at nights?
Speaker 2 (10:38):
I eric.
I mean, do I have to, or do I?
I mean, do I have to?
Maybe not, do I absolutely?
I mean, you know what I'msaying.
I mean you understand that?
Yeah, it's just.
Yeah, it's like I swear, if I'mawake I'm working.
I hate to say it, it soundsterrible, don't hate to say it,
(10:58):
I think it's freakingchampionship man.
I woke up at 6 o'clock yesterdayand I swear to you I was still
in my jammies at 11 o'clockbecause I was immediately
working.
I spent an hour and a half onthe phone and email and text
between 6 and 7.30 with onecompany that I worked for.
(11:21):
And then I just went to call,call, write, call, write call.
I didn't even have a time to goget myself cleaned up and get
dressed for the day.
You were just cranking it, man.
I was cranking it, baby.
I'm just cranking it, baby.
I love it, man.
And it's like the last thing Idid, you know, before I shut the
lights off, was respond to anemail.
Speaker 1 (11:42):
You know I found myself like when I work on
weekends or in the evenings orearly mornings, is sometimes a
really good one for me too, itis yeah, I mean, I can like dude
.
If I wake up at 4 am, don'teven try to go back to sleep
Like I don't know how many timesI've had to relearn that lesson
I know.
You're right.
I mean I'll toss and turn mybrain.
I mean, if I wake up, mybrain's like You're up.
(12:04):
You know it's like starting tofigure some shit out, but if you
can get up and those off timeswhen everyone else is typically
not working, what I like to dothere is I do like to prepare,
plan and try to make my comingdays when I have time with the
people that are at my team, howdo I make myself superbly
(12:26):
efficient?
Yeah, you're getting ahead,getting ahead.
Speaker 2 (12:29):
Getting calendar getting meetings set.
I understand totally.
It's like the cleaning emailsWorking on those longer term
initiatives that you don't havetime to do during the week, yeah
because, you're so busy doingthe work of the business, yeah
exactly right, man.
Speaker 1 (12:44):
Yeah, that's it.
So dog it, dog it, dog it.
Speaker 13 (12:48):
Give you with one thing, it's just try it.
Just try it.
If, thinking about it, I mean,I love hearing stories of people
that said you know what I'mgoing to see.
If this works, let's trysomething.
And if it fails, it fails.
That doesn't define you.
It could be something, though,like when we started our
(13:08):
business, we had no idea and youknow, four or five years we'd
be selling hundreds of thousandsof orders.
Yeah, you know, that wasn't onour radar, but we had the
gumption to go let's trysomething and see if there is a
possibility of something here.
Speaker 2 (13:23):
But amen, I agree, don't be a wantrepreneur.
Speaker 1 (13:30):
Do it damn, do it, hell yeah, just like nike right,
exactly, mean, that's a reallygreat saying because it's the
truth, man.
I mean you take, take theaction.
You know I had a friend thatwas trying to.
That was an attorney for a firmyou know, just kept going back
and forth.
Denver had really goodexperiences because he had this
(13:52):
vision of how you should bepracticing law.
But it took him like five yearsto go do his own business and
he was calculating, calculating,you know, running numbers, like
for five years is it going tobe okay?
And I'm like bro, starting yourbusiness is like having a baby.
You will never be ready to havea baby.
You're never going to be reallyprepared for that.
(14:14):
You'll prepare that until theday you die.
Then you don't have one.
But it's the same thing.
If you have an idea and youhave a desire for it, best way
to learn is by doing Jump inbaby.
I agree, learn to swim, jumpoff the boat.
Speaker 12 (14:27):
Most of us really want to connect with the
community.
Speaker 4 (14:30):
Next, to us.
Speaker 12 (14:31):
Want to engage and do something special and be that
artist.
We as a community is not toreject developers, but to
embrace them, engage them, findthe ones there, encourage them,
provide policies, things thatprovide support.
There's so many peopledeveloping, coming from all over
the country that want to investtheir money be an artist here.
We have to be receptive to that.
It's just right now we're alllearning about how to deal with
(14:52):
outsiders insiders how we'rebuilding this community, about
how to deal with outsidersinsiders how we're building this
community.
Speaker 1 (14:58):
And what I'm really missing.
You know that's a big dealbecause I think that a lot of
you know, in growing areas,right Like you have an old way
that you always did business.
You know people did the samething.
And then you, if you have agrowing area, like it attracts
the outsiders it attractsoutsiders.
The next thing, you know, youhave neighborhoods popping up
(15:18):
and then you've got thesebusinesses and then, a lot of
times, the businesses that havebeen here a while have a really
challenge of recognizing it,although they could embrace it.
That's how you up the game.
Speaker 2 (15:30):
Up the game, man.
Yeah, we've got higherstandards.
Now We've got these peoplecoming in from outside that are
doing things better.
How?
Speaker 1 (15:37):
can we learn?
Have from outside that aredoing things better?
How can we learn?
Have a higher expectation andthen provide that service and
guess what will happen?
You'll probably your businesswill do better, right you?
Speaker 2 (15:42):
elevate the whole area, you elevate the community,
you know I've.
Speaker 1 (15:46):
I've figured out like so I was a naturalist, I'm
always been I'm a bigenvironment.
I love the environment, I lovenature and all that stuff.
But I figured out a long timeago I'm like man.
Why am I trying to like, fight,progress on a lot of things?
Because you cannot stop it.
No, it's never been able to bestopped.
Speaker 2 (16:04):
People always want to enlist me to help them stop
something.
I'm like you called the wrongguy, okay, yeah.
I hate it when people aretrying to tell me I can't do
something Right?
Okay yeah, I'm not going to geton that bandwagon.
Speaker 1 (16:19):
And here's the reality to it's not gonna stop
like no one person can stop like.
Speaker 2 (16:21):
I can even see small towns that try to stop it if it
does stop, then it everythingelse runs over it, and then they
regret it exactly because theydon't keep up.
That's right.
I mean, you can see theevidence of that right here in
northwest arctic.
Saw with certain communities.
Speaker 1 (16:36):
No, you totally can, and I mean like, and the thing
is is like, like they're, it'sgoing to surround you, then it's
just going to engulf you, yeah.
And so I mean like you have tobe, like you can actually
control the change a little bitbetter if you get along the
right.
I mean like you, what are yougoing to do?
Speaker 11 (16:53):
there's nothing you can do yeah, so jump in, man
enjoy it really most excitedabout is the next step.
This next month I'm bringing ina um, really talented creative
director who had experience withcityscapes, had experience with
writing uh, content for sam'sclub, so she's very seasoned and
she's going to step in as hey.
Can I help manage the directionof your content calendar?
(17:16):
How?
How do we work with ad partnersand give them features where it
doesn't all pay to play?
You know?
Sure, because at the end of theday, people need to learn
something new about Fayetteville.
Speaker 2 (17:30):
I don't know what the moral of that story is, other
than, as you grow your business,you got to bring in people that
know something about what theheck they're doing.
This is a media business, amagazine business, started by
somebody with no real experienceand he's done a great job, yeah
, yeah, but you got to.
As your business matures,sometimes you need real
(17:51):
expertise.
You know, you do and you got to.
You got to know as the businessowner what your weaknesses are.
Speaker 1 (17:54):
yeah, and be real with yourself on that.
Yeah, absolutely, I meanthere's some.
I don't know if you do, you doand you got to know, as the
business owner, what yourweaknesses are.
Yeah, and be real with yourselfon that.
Yeah, absolutely, I meanthere's some.
I don't know if there's reallyhumility to that, other than
it's just freaking reality.
Speaker 2 (18:07):
I'm inherently lazy, so I have no problem avoiding my
weaknesses.
It comes naturally.
Speaker 4 (18:15):
And it just.
It's a different vibe whenpeople want to be part of the
company.
Ownership has to be taught.
The company's not worthanything if no one wants to own
it.
Speaker 2 (18:25):
Amen to that.
Speaker 4 (18:27):
You've got people knocking at the door saying, hey
, can I buy in next year?
I said, well, the opportunityis going to go to the people
that help grow the company.
It's logic.
You have to play hard, you haveto be one of those leaders, and
if that's the case, thencertainly let's grow the pie,
let's get you involved.
Speaker 1 (18:45):
You know that was one of my I think one of the more
impacting episodes for mepersonally my business, you know
it was it was that conversationabout?
It was really about open bookmanagement.
I mean that that was just likeit kind of helped, helped me see
even more the value of that andI and I actually started
practicing that really quicklyafter that episode uh, even in
(19:08):
even more light to the company,and it's been, it's been
positive yeah, it's so criticalif you want to train those
people and how the businessoperates so they can be future
owners.
Speaker 2 (19:19):
You do have to share that information with them.
But I also got out of that.
Is they act first?
Yeah, then they become not makeme an owner and I'll start
selling work.
Okay, it's demonstrate that youbring value to the business.
Then we can talk aboutexpanding the pie totally.
(19:39):
What comes?
Speaker 1 (19:40):
first, the action comes first yeah you render
service first, then you getmoney.
Like you said, money is theoutcome.
All that stuff is the outcome.
It's very fresh, like I havemet really talented, capable
people that would be awesome tohave on the team, but they're
wanting to negotiate somethingin the beginning that is just
(20:01):
absolutely 100% threatening,unrealistic.
Unrealistic and threatening forme and the business and for the
rest of the employees, sure,but people get so siloed in this
and everybody's trying to playthis protection game that it
becomes like a total win-losescenario.
You't do win-lose scenarios.
(20:22):
No, you can't.
You know, if you want someequity in this puppy, come in.
Yeah, grow this, make somethinghappen.
Speaker 2 (20:28):
Make it happen, make it more valuable.
Now, if the owner of thebusiness doesn't recognize what
you're doing, then you got tomove on.
That's it, okay, that's it.
You're not going to force theminto it, that's right.
Speaker 1 (20:41):
And if you keep coming across people that don't
recognize your value, then guesswhat you do?
You start your own business,exactly.
Speaker 6 (20:49):
So what you're looking for here is the green
light, and until you get thegreen light, you have no
business trying to sell anybodysomething Now.
Somebody won't give you thegreen light until they answer
those questions.
You already hit them.
Do I know you?
Do I like you and can I trustyou?
So, mentally, every customerwill ask those three questions
before they feel confident to goforward with you.
Speaker 2 (21:13):
I mean matt's, just he's on it, man, I have been I
it Ever since Matt gave me that.
I try to teach all my studentsthis idea.
It's so critical.
If you want to sell something,they got to know you.
They're not going to like you.
If they don't know you, yeah,they got to like you.
And if they like you, maybe youcan get them to trust you.
(21:34):
And if any one of those thingsis broken, they're not going to
trust you.
And if they one of those thingsis broken, they're not going to
trust you.
And if they don't trust you,they're not going to buy from
you.
It's just such common sense butpeople don't understand it.
You got to have the small talk.
You got to get to know peoplepersonally.
You've got to ask themquestions and let them talk.
If they do that, they thinkyou're great.
(21:54):
Yeah, okay, yeah, they know youbecause you ask them questions
about themselves that's right.
Speaker 1 (22:01):
That's right, and I mean I think you know I was
actually.
It's funny, just like, evenlike yesterday I was talking to
somebody in sales and they madeit too complicated.
Sales are not really thatcomplicated.
It becomes really complicated,you know, in bigger
organizations, but even thereit's really not that complicated
.
The best salespeople are theones that just I mean they, they
(22:23):
, they build a relationship andif they're genuine about that
like if I approach you, aboutwanting to sell you something,
I'm actually thinking in my mindwill this be a benefit to you?
Yeah, and if I believe that itis, then I'm going to try to
come help you with what I haveto offer believe that it is,
then I'm going to try to comehelp you with what I have to
offer.
Speaker 2 (22:42):
Of course, it sells, it's helping, it's helping it's
it, but you know, and that's therelationship speaking of trust,
though, okay, I didn't tell youthis story, but in the last
month or so, my wife and I'vebeen looking to buy an rv.
I've had them in the past, yeah, you know, so we, we finally.
you know we're honing in on whatwe want.
You know we want a motorhome.
We ended up buying a dieselpusher, Tiffin, which is really
(23:06):
a nice motorhome.
Oh nice, used but mintcondition.
It's only 30 footer, which isreally cool.
That's actually you can get itin places.
Yeah, we wanted a shorter classA, but anyway, we're looking at
a motorhome right down thestreet here at a particular
dealership and it was a certainprice.
Ok, it was low miles.
So I go onto their site.
(23:27):
It's a national chain.
I go on their site to see wherewhat other ones they have like
that.
They have one in Nashville forfifteen thousand dollars less.
Oh wow, OK, with a thousandmore miles on it.
Yeah, Either one at 2000,.
This at 3000.
I mean it's new, All right,yeah.
So the the sales guy in thesales manager I sent him a link
(23:51):
to this I'm like how can youexpect me to pay?
what you're paying when I canbuy one from your own company.
Yeah, I'll drive 400 miles.
Yeah, it's worth it for 15grand.
Yeah, okay, then I get thissales manager calls me up.
Well, that one's got all theseproblems and yada, yada, yada.
The floor needs to be replaced,the the blinds are bad.
(24:13):
I look on the website.
It doesn't say anything aboutany of that.
Okay, so I call the place.
Well, I can't get them toreturn my call.
I call the nashville location I.
They don't return my call.
I call them again.
They don't return my call.
It was clear to me.
You talk about trust.
I believe the sales manager ofthis location talked to the
(24:36):
sales manager at that locationand said don't talk to this guy
about yours, because I'm tryingto sell them one year for 15
grand more.
Speaker 1 (24:44):
They just think about the money, okay, they think
about the deal, yeah.
Speaker 2 (24:48):
So I didn't buy anything from them.
But the trust was completelyviolated, completely busted, and
you're not going to buyanything from them.
Speaker 1 (24:53):
Again, you're not going to buy anything from them,
you're not even going even goto their store.
Speaker 9 (25:01):
You know, yeah, I'm out, but that's wow.
That's how a lot of people failat reselling is because they'll
invest a bunch of money andthen their products aren't
selling and they get discouragedbecause they don't know what
they're doing but, that was thesame way with me, like I very
first started out selling videogames, but it wasn't like these
kind of really nice video games,it was just like your basic 10
(25:22):
to 60 video game.
Um, that I could get at pawnshops no one cared Dude.
Speaker 1 (25:28):
I love that episode.
Speaker 2 (25:29):
That guy is so brilliant.
He's an awesome man.
Speaker 1 (25:32):
I need his information again because I got
some stuff he might want to behawking for me.
Speaker 2 (25:36):
He came over to my house and I sold him like four
bins worth of stuff one night,did you?
Yeah, it was just in my garage.
I'm like I got Malle parts,rolls Royce, axle bearing
removal tools, love it, and theguy's amazing, he bought it.
He makes so much money.
Of course I gave it to him allcheap.
(25:58):
Yeah, sure, sure.
Speaker 1 (25:59):
But hell I got rid of it.
Where else am I going to dowith this stuff?
I'm going to go donate it.
Speaker 2 (26:02):
Right, they wouldn't even know what I donated.
No, but anyway, the guy is sobrilliant.
Speaker 1 (26:17):
He's made so much money and he saves it and he
invests it wisely and he's goingto be a millionaire by the time
he's probably 26, 27 years oldin cash.
And what does?
What's his strength, what's hisspecialty?
What's his brilliance?
What's hustling?
Speaker 2 (26:22):
it is hustling man when he's telling you that about
being at a estate sale at 3 45am and a lawn chair.
Yeah, I mean, there's a guywho's freaking, motivated, love
it.
People go, these young people,they're not motivated today no
some of them are no, I I agreewith that man.
Speaker 1 (26:41):
Like I, I think that that stigma, that stereo,
whatever, you want to call?
It I hate that because Idisagree.
I found some of the mostimpressive people that are much
younger than I am.
I'm like dude.
If I was just a little bit ofyou, I'd be freaking rolling.
Speaker 2 (26:58):
It's so true that's reinforced to me every week.
I was just talking to my wifeand one of her friends who's
also a professor at the Collegeof Business, where I am about
one of my students and I go thisguy blows me away.
Okay, he wants to meet with me,we sit down.
He's so perceptive, he's alwaysthinking ahead.
(27:18):
So he took a job in corporateAmerica.
He's like what advice do youhave?
How can I, what should I do toget ahead?
Okay, and then he's talkingabout they're talking to him
about the technical path or themanagerial path, because, know,
he goes the technical path.
I don't want to move out ofthat too fast.
So I'm a manager and I don'treally know what I'm talking
about.
At the same time, he goes thetechnical career path.
(27:41):
It ends here, whereas themanagerial path is way up here
smart he goes what do I do?
I don't dude, you're gonna haveto figure that out, okay but I'm
just saying the guy is thinkinglike that, love it, and he goes
.
I'm taking this job, it's goingto be in Jonesboro.
I don't know anybody inJonesboro, he goes.
That means I can work 60 or 70hours a week with total
(28:04):
liberation.
Speaker 1 (28:08):
Almost want to end this episode right there.
That's the best thing I've everheard in my life.
I'm like you're right, that'swhy you're going to get ahead.
That's it.
Speaker 2 (28:15):
man, I have no worries.
So anyway, I mentioned this guyto my wife and her friend.
Her friend teaches classes andhas just thousands of students.
She has a lot of online.
She goes.
I know that guy and you'reright.
Speaker 14 (28:31):
He is amazing that's awesome, man.
Speaker 1 (28:34):
I love it.
That's leadership right there,man.
That is just driven leadership.
I mean it's gonna make ithappen.
It makes me so.
It makes me like enthusiasticas hell, right to come across
those people.
Speaker 2 (28:46):
I don't worry about this guy.
I think he's gonna be fine,he's gonna be.
I think he's going to be fine,he's going to be all right.
Speaker 1 (28:51):
He's going to be completely fine.
Speaker 10 (28:53):
Just work harder, dude, on the 50 good jobs that
you did.
That's cool.
You can brag about it all youwant.
You know the one they're goingto talk about is the one that
you didn't do.
Worth the crap.
You didn't plan, you didn'toperate.
Everybody in town will knowabout it quicker than you can
blink it and blank.
(29:13):
It's still a small town aroundhere, but the 50 to 1 ratio so
do 100 jobs.
So when that one does hit,we're gonna be all right and the
talking gonna be too loud.
Too loud, you know.
But it's not about mistakes youmake, it's how you handle them.
And I've earned more customers.
Yeah, off of mistakes I've madethan I have ever, not one time,
just doing the job gives you achance to correct it.
If I do, if I do a perfect job,95% of the time they're going
to price shot me the next time Iforget and send a number in.
Speaker 2 (29:35):
I would say this that is so profound, mm-hmm.
In fact, the last time MattLewis was in here with his
brothers getting ready to recordtheir podcast that they do here
.
Yeah, I saw the three of themwe.
I saw the thread when westarted talking about that.
I'm like mistakes are great.
It's a chance for you todemonstrate how you respond.
You'll come out ahead if you dothat right.
(29:56):
In most cases, Totally, totally.
Speaker 1 (30:01):
You know, when we talk about that all my mind goes
back to is me waiting tablesback in the day.
I loved that game so much.
I know we talked about it, butI just there's something to like
.
There's so many potentialmistakes that can happen in a
restaurant dining experienceyeah, but that challenge and you
learn, oh, if I can, how do Ideal with that?
(30:22):
How do I do?
How do I get that tea toppedoff?
Man?
And is that?
Should I top the tea off?
Because if they put sweetenerin the tea, because if I go top
it off with the unsweetened tea,it's going to dilute the
sweetener that they put in thereand that's going to piss them
off.
Speaker 2 (30:33):
How about when they never give you the ice?
The ice is all in the thing andyou got like this much ice on
top of your iced tea.
Yeah, because they just keeppouring the tea in without
giving you.
It irritates the hell out ofyou.
Speaker 1 (30:45):
But I love the mistakes.
I can remember like one of thebiggest mistakes I made of that.
I was like I had to been like17 years old or something.
I'm working at the Holiday Inn,in the restaurant in the
holiday inn, yeah, and I'm inthere like I was like back when
Holiday Inns were nice.
Speaker 2 (31:00):
Oh yeah, it was really.
It's like the best restaurantin town, at the Holiday Inn I
know.
Speaker 1 (31:03):
I remember it had the big round table in the corner
where all like the city leaders,yeah yeah, the power table, the
power table.
They'd come in and drink coffee,right, and there was this old
lady man.
I don't know what she did, butshe knew people right.
She had a good seat.
Everybody moved out of the waywhen she sat down.
But I'd come in with theircoffee and I was just tapping
(31:24):
off coffees and stuff, and Icame around hers one time, and I
remember she put her hand overa coffee surface.
She goes no, no, I justsweetened it the way I wanted it
, no more coffee.
And I'm like you know, but thatwas a huge mistake, man.
I was so offended.
But what I learned from that,though, was like oh hell, no,
(31:46):
I'm never.
Speaker 2 (31:46):
You know, I'll never make that mistake again with
that right and you, and you canalways ask them would you like
me to top it off?
Exactly, but I learned fromthat.
Speaker 1 (31:54):
But now the rest of all my customers.
I had a thing in my mind goingI've made this mistake before,
Not going to do that again.
I'm not going to do it again.
I'm going to ask you yeah, andthat made me a better server.
Speaker 2 (32:04):
Of course.
Speaker 15 (32:12):
Then you were best.
Yes, I was the best damn serverthat ever lived, mark.
Fear of rejection is a littlemore prevalent today in our
youth, and you know there's somany adages you fall down 99
times, get up 100.
Iron sharpens iron.
All those are saying the samething and it's basically you're
not going to learn unless youtry and do and fail.
Failure is a good thing if youuse it for your growth, and the
(32:38):
more you grow, the less you'llfail.
Speaker 1 (32:40):
We would never fail from the long-term sense.
But you have micro failuresalong the way and you pick
yourself up and keep going right.
Basically the same thing wewere just kind of talking about.
Right, Call them mistakes isreally what they are Exactly.
Speaker 2 (32:56):
Let's just be willing to make mistakes.
Speaker 1 (32:59):
Yeah, don't call it necessarily failure, right?
Speaker 2 (33:02):
Yeah, that's like saying defund the police okay.
It's along the same lines.
You know what I mean.
Yeah, yeah, nobody likes that.
It's got a negative connotationto it.
It does.
Failure has a negativeconnotation, but I think.
Speaker 1 (33:17):
What Tanner was kind of talking about, though, is I
think that maybe younger folkshave heard the term failure
Right Over and over and overagain, like don't fail, you know
, don't fail at this, don't failat that, and again like don't
fail, you know uh, don't fail atthis, don't fail at that, and
so there's like this analysis,paralysis, they're just risk.
Yeah, I'm just totally yeah.
How do I not fail?
Yeah, and it's like well, youdon't fail by not believing that
(33:42):
you will fail.
Yeah, you know, and not failing, that's how you don't fail, is
you don't fail I think peoplegot to think more about what's
the worst thing that can happen.
Speaker 2 (33:50):
Yeah, yeah, okay.
And if you start always askingyourself that question, you're
going to be more willing to dothings that may not work out.
Speaker 1 (34:01):
You know, I agree, and I think usually my big
driver is that if I don't do itthen it's going to fail anyway.
Yeah, a boss who has poorintegrity treats people poorly.
Speaker 5 (34:16):
Your direct supervisor, your direct
supervisor, that is the cultureyou're living in, right and so
hiring again the right people,but the right leaders who will
not only reflect but amplify theCEO's culture and morals and
(34:38):
ethics and integrity and allthese things.
That is how you cascade itthroughout an organization.
So the bigger the company, theharder it becomes.
Speaker 2 (34:49):
Well, that's so true, but unfortunately a lot of
people think they're who arebelow the level of the CEO, but
at a high level they think theirjob is to show why the CEO is
wrong.
Yeah, okay.
Well, somebody's got to tellthe emperor he's got no clothes.
You know that kind of mentalityLike.
I don't need that I needsupport here.
Speaker 1 (35:15):
Yeah, I think that's what JS was talking about.
Like in how you hire thoseleaders, right?
Yeah, that biggest lessons I'veever learned in my life were
like the leaders that you hireinto the team because they can
legitimately make or break theentire corporation.
Boy, no kidding.
Speaker 2 (35:34):
It's so true.
Speaker 1 (35:34):
And they've got to be in line, and you know they've
got to be in line.
They've got to be able to bepart of the mission of the
company and they have to believethat you help the company, the
company helps the team.
Period, that's the wayeverything works.
Hey, I know you guys are goingmark's got a flight to make to
go to some board meetings.
Uh, board meeting.
(35:55):
Oh, I'm excuse me, yeah I'msorry, it's sorry about that.
Speaker 2 (35:59):
No I do have I got to go to new york today.
It's going to be cold up thereand rainy, but you're ready for
that.
But I'm ready.
Um, it's a very excitingcompany that I work with up
there and awesome man I'veworked with for many years.
Speaker 1 (36:14):
I think that'd be a really good topic is to talk
about boards.
Speaker 2 (36:17):
I think we should talk about that.
Speaker 1 (36:19):
We've learned a lot from you All, right this has
been.
Speaker 2 (36:21):
fun, man it has been.
There's so many great episodesand so much wisdom out there
that some of our speakers havebrought to us.
Speaker 1 (36:29):
I just want to say thanks to all the guests that
have joined our show.
I mean, it's cool to recap ofthat.
I smile every time I see one ofthe guests on there and just
kind of remembering that, yeah,they're all great people,
they're just wonderful people,man.
Speaker 8 (36:41):
They really are.
Speaker 1 (36:42):
Thank you all for tuning in and listening.
It's been another episode ofBig Talk, small business
Business.
I like the way you came in whenyou wanted to.
Speaker 2 (36:54):
I'm being disruptive.
Speaker 14 (36:59):
Ooh, thanks for tuning into this episode of Big
Talk about Small Business.
If you have any questions orideas for upcoming shows, be
sure to head over to our website,
wwwbigtalkaboutsmallbusinesscomand click on the ask the host
button for the chance to haveyour questions answered on the
(37:19):
show.
Stay connected with us onLinkedIn at Big Talk About Small
Business and be sure to headover to our website to read
articles, browse episodes andask questions about upcoming
shows.
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