September 30, 2025 • 25 mins
Cut The Tie Podcast with Masi Willis
What happens when your career is non-linear, your calling won’t leave you alone, and the pandemic forces you to face the truth? In this episode of Cut The Tie, Thomas Helfrich talks with leadership coach and consultant Masi Willis, who walked away from a draining career to build a practice focused on unlocking potential, unleashing performance, and transforming cultures from surviving to thriving. From live events to ministry to producing movies, Masi’s path was anything but traditional—but it all came together when he decided to finally cut the tie and fully commit to his true work.
About Masi Willis
Masi Willis is a leadership coach and consultant based in Alpharetta, Georgia, where she lives on a horse farm “in a barn.” With decades of experience across industries—from insurance to ministry to live events—Masi brings a unique, non-linear perspective to leadership. Her business is focused on lasting transformation: restoring culture, unlocking potential, and ensuring ROI through measurable team performance and growth. She is passionate about helping mid- to senior-level leaders redefine what leadership really means and build organizations where people are healthy, engaged, and thriving.
In this episode, Thomas and Masi discuss:
- Cutting ties with draining work
Why Masi left behind an 80/20 life—where 80% of her work was draining—to fully commit to coaching and transformation. - From non-linear career to clear calling
How shifts across industries revealed her true gift: mentoring and developing people for over 20 years. - Delivering transformation, not transactions
Why Masi rejects “one and done” consulting in favor of staying embedded until real transformation takes root. - Referrals and results
How doubling sales and boosting team performance scores fueled growth through word-of-mouth. - Overcoming the hardest tie—asking from your network
Why asking directly still feel uncomfortable, even when the results speak for themselves. - The craziest story ever
How Masi once “killed an alibi” that put a neighbor in prison for life.
Key Takeaways:
- Leadership isn’t a title
True leadership is influence, culture-shaping, and transformation—not a badge or job description. - The 80/20 rule works both ways
Living 80% drained and 20% energized is a recipe for burnout. Flip it by aligning work with your gifts. - Referrals follow results
When you deliver measurable ROI, your clients will open doors for you.
Connect with Masi Willis:
💼 LinkedIn: https://www.linkedin.com/in/masiwillis/
🌐 Website: http://www.masiwillis.com
📷 Instagram: https://www.instagram.com/masiwillis
Connect with Thomas Helfrich:
📣 Twitter: https://twitter.com/thelfrich
📘 Facebook: https://www.facebook.com/groups/cutthetie/
💼 LinkedIn: https://www.linkedin.com/in/thomashelfrich/
🌐 Website: http://www.cutthetie.com
📧 Email: t@instantlyrelevant.com
🚀 http://instantlyrelevant.com
Serious about LinkedIn Lead Generation? Stop Guessing what to do on LinkedIn and ignite revenue from relevance with Instantly Relevant Lead System
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
Welcome to the Cut the Tie Podcast.
Hello, I'm your host, ThomasHelfrick, and I am on a mission.
A mission to help you cut thetie to whatever's holding you
back from your success.
But you gotta define thatsuccess yourself, because if you
don't, someone else is gonnafind it for you.
And when you get there, it's notgonna be very cool.
Today I'm joined by MasseyWillis Willis.
I butchered it.
It is a marketing technique torepeat rename times.
(00:21):
Macy, Macy.
M-A-S-R.
SPEAKER_01 (00:24):
Yeah, like the department store, but sell
wrong.
SPEAKER_00 (00:27):
Yeah, right.
That's confused.
Let's go in the law.
Sorry.
Uh Macy, thank you for uh comingon today.
Appreciate it.
SPEAKER_01 (00:34):
My pleasure.
SPEAKER_00 (00:35):
Why don't we do this?
Why don't you start off with uhbragging about yourself?
Introduce yourself, where you'refrom, and and what it is you do.
SPEAKER_01 (00:42):
Yeah.
Well, uh like Thomas said, MacyWillis, I am a leadership coach
and have a consulting businesswhere we really focus on
unlocking individuals'potential, unleashing
performance that really hasn'tbeen tapped into, and restoring
culture that is really justsurviving instead of thriving.
(01:04):
And I live in the Alfred area,North Atlanta, and on a horse
farm in a barn.
So that's my story.
SPEAKER_00 (01:13):
I like that you're in a barn.
I mean, literally, like in abarn.
Do you occasionally go, oh, am Iin a barn?
SPEAKER_01 (01:20):
No, it's funny because someone came out,
thought they were recording,they were going to video me in a
barn.
It's just the shape of a barn.
But I've also lived in a cabin,a cottage, a loft.
It's kind of like I have namesto all the places I live.
SPEAKER_00 (01:33):
Now, what's the one thing that makes your business
unique?
SPEAKER_01 (01:36):
I feel like leadership's become such a
cliche.
And so I think what sets meapart and the people I do work
with is that, you know, booksand hands and butts and seats
are awesome.
Um, but that's mostly education,motivation, or inspiration.
And so I really stay focused ontransformation in businesses.
(01:57):
I get in there and I stay thereuntil transformation and
thriving cultures have beenreally created so that people
and bottom line profit grows.
One and done's don't help growbottom line profit.
And people are your biggestasset and your biggest expense.
So I should focus there on.
SPEAKER_00 (02:18):
Yeah.
So what's the one what's the onething you need from others today
in your business?
SPEAKER_01 (02:23):
I well, I really need them to believe that they
have the hope that they cantransform their organization and
the vulnerability to turn themirror on themselves and see if
they are really a great leader.
Like leadership isn't a title,it's not a badge.
And we don't go to college forinsurance and get taught
leadership.
We don't go to college for tiremanufacturing and get caught
(02:44):
taught leadership or evenpreaching and get taught
leadership.
We really suck at leadershipdevelopment as humans at times.
So I'm just dialed into makingthat a different story.
SPEAKER_00 (02:55):
All right, so so people can stalk you a bit to
start off.
What's one link the audience tocheck out while they're
listening to this podcast?
SPEAKER_01 (03:03):
Um, I go to LinkedIn and it's the LinkedIn with you
can type in Macy Willis, you'renot gonna find another M-A-S-I.
So you can do that, and thatwould be awesome.
SPEAKER_00 (03:13):
Perfect.
All right, for my ADHD years outthere, go stalk.
You can't just listen and sitthere.
You gotta be doing something onyour phone.
So there you go.
How do you define success?
SPEAKER_01 (03:23):
Well, I I really have my own personal and
professional vision statement,like to change the world, one
individual, one team, and onebreakthrough at a time.
So seeing people transform infront of my eyes and watching
like their team performancescores, because I do have
assessments throughout my workto make sure there's an ROI.
(03:45):
When I see that increase and Iwatch them double sales over a
couple of years or three years,and the profit grows and people
are healthy.
To me, that is success.
And it means I've met thesuccess to my own business
statement and vision statement.
SPEAKER_00 (04:02):
I like how that all aligns.
Uh so let's dive into yourjourney a little bit.
So, you know, tell me about howyou came to be the tie, maybe
the biggest metaphoric tieyou've had to cut to achieve
that success.
SPEAKER_01 (04:14):
Yeah, I have a really nonlinear life, and
that's a whole story for adifferent moment.
Um, but I have changed a lot ofcareer opportunities in
different sectors from insuranceto ministry to movie producing
to, you know, all over theplace.
And I finally made this cut thetie moment when pandemic hit.
(04:38):
I was in live events and kind ofjust evaluated my life and
storylined it and was like, whatis common?
And nothing was common.
Nothing was common until I gotunderneath the line and was
like, what have I been doing inmy personal life that's been
consistent?
And I'd been mentoring highschool students and young adults
for 20 plus years.
(05:00):
And so during that pandemicmoment, just flipped the script,
started studying what it wouldlook like to be a certified
coach, got certified, and thenafter two or three years, I took
the leap.
And that was a hard leap, but ittook me two or three years to
actually do the transformationmoment and get into this world.
SPEAKER_00 (05:21):
Interesting.
Uh dive into the dive into thetie a little bit, though.
Like you said it's not layer.
So look tell me what you mean bythat because I think you have a
we just talking to you before,but I think share that a little
bit because I think it's it'svery relevant to how you get to
your.
So, like, you know, and maybejust call the aha moment and
you're like, this is what I'mgonna do.
I just know it.
SPEAKER_01 (05:42):
Yeah, I think what you're thinking about, because I
can't remember uh particularly,maybe was that I was it me
talking about just there wasthis calling I had to go for.
SPEAKER_00 (05:54):
Yeah, well, I mean it happens to lots of people,
right?
And and and I know you had onethat was kind of like, I'm doing
this, you know, nothing'sstopping me.
Like it I love to hear aboutthem that that yeah.
SPEAKER_01 (06:05):
Yeah, I actually had a lot of people speaking into my
life saying, you're gifted atthis, you're great at this, and
you need to stop doing businesstransformation for an accounting
firm, and you really need to dopeople transformation to
actually transformorganizations.
I just didn't necessarilybelieve fully in myself.
(06:25):
And so in the fall of 2022,several leaders had spoken just
truth and said, hey, you've gotto jump.
You have to do this.
And I started kind of evaluatingmy own life in my business and
how I was dying on the vine.
And I was kind of living a 2080life.
(06:46):
Doing 20% of my work wasenergizing and 80% was like
draining.
And so in December 2022, I satdown with a partner and said,
I'm going from this.
I know I'm 53 years old, 54years old.
This doesn't make a lot ofsense, but I'm cutting it off
and I'm gonna go to owning myown business instead of working
for others and actually focusingon what I know I've been
(07:10):
fantastic at.
I've just set it aside and doneall these other things.
So I I think that's what you'reasking.
That was the major moment.
SPEAKER_00 (07:18):
And then you make the movement, right?
Do you remember like the firstday when you're unemployed, but
you're a self-employed?
Like, uh do you do you describeif you do, hopefully you
remember it.
Or describe the first day, youdo remember.
It's a better way to ask it.
SPEAKER_01 (07:31):
Yeah.
It's interesting.
It was, I mean, January the 2ndof 2023.
It was my first day for sittingnow in my firm, and that was my
last day at the farm firm, butthey were going to extend me for
six weeks and were very, verygenerous.
And we're like, take yourcomputer, dig in.
You've got six weeks to make haywhile the sun shines, so you
(07:52):
better get on it, which wasawesome because it forced me to
focus in.
But I was also in that moment ofgoing, I don't even know if this
is gonna work, but I had done alot of work before I actually
got to that place so that I knewmy product, I knew how I was
delivering.
And so I went after this oneparticular client.
And then at the six-week mark,when they had my farewell,
(08:15):
goodbye, I was just blessed thattwo days later I got a contract
for more than what my salary waswhere I was at.
And it was off and running.
And the luxury of that didn'tmake me sit on my laurels as
much as it gave me the cushionto not worry about necessarily
my finances for that year, butto really try to figure out how
(08:37):
do I create a business funnel,how do I do the guardian work,
which is probably a lot of whatyou do.
And I loathe it.
I cannot stand the developmentpiece of it.
I just love going in andtransforming, but that gave me
the luxury to do it.
So it was scary, but I also, itwas the most peace I'd ever been
in in my life because I knew Iwas, it's like I had a brand new
(09:00):
fitted suit on that was the bestsuit custom made for me.
And I finally was showing upreally in with power and and
confidence.
SPEAKER_00 (09:11):
Yeah.
It's great to hit that firstclient so early.
And that's that's the scarypart.
And then you get the second one,and and uh it be me actually
something you dive into that alittle bit is how did you get
the second one?
SPEAKER_01 (09:24):
Um actually the second one came from a referral
of the first one.
Um, and my major plan is a tiredistributor across all over from
the west, midwest to the eastcoast.
And he was in a a group calledYPO.
And so he actually had me comespeak to his forum.
(09:47):
And another client there whoruns an airport parking business
was like, I want what he has.
And I had enough ROI with himthat he talked about their sales
when I first got them.
Their team performanceassessment was 71%.
Normally, uh teams function at60% of their capacity, leaving
(10:09):
40 cents a dollar on the table.
And they assessed at 71% and twoweek years later, they were at
93% and they gone from 45million in sales to 82 million
in sales in two years.
Now, all that sales wasn't me,but even if it was 1% of it, it
was 1% of it, it was nothingcompared to what he was actually
investing in need to be there.
(10:29):
And so that multiplied toanother person and kind of
referrals gone from there.
unknown (10:34):
Yeah.
SPEAKER_00 (10:34):
And I think important note there is you
delivered.
And when you deliver, it'sreally easy to get referrals.
I know in my business thatthere's some customers we've
killed it for, and the sumswe've been like, yeah.
And it's sometimes it's hard todetermine why or what.
And it and sometimes you don'tknow, hey, would they be like
really better without me, orwould they be really screwed
without me when they're kind oflike there?
(10:56):
Sometimes you just don't know.
But what you'll also discover inthat moment is what your true
value was, right?
And so did you did you nail, didyou like, oh, I didn't realize
maybe that was the value, orwere you spot like maybe are you
spot on when you came in withthe right premises?
Did you have to adjust where thevalue proposition was?
SPEAKER_01 (11:12):
It's funny because my second client looked me
straight in the face and said,We hate consultants, and we
think that uh coachingconsultants are a whole thing.
And I said, uh he said, You'regonna have to show up, and if
you can't deliver, you'll befired in six months.
I said, I take the challenge andI don't think you'll want me to
(11:33):
leave after six months, but I amvery clear on the promise.
He said, Don't come here andtell me what you need to do.
Come here and tell me, tell mewhat we need to do and then
deliver on what we need to bedone.
I said, I'm not leaving untilyour entire company has
transformed.
So yes.
SPEAKER_00 (11:52):
That's funny because it's like show up and do all the
work, but I don't want to doanything about it.
Well, it doesn't quite work thatway.
But no, but if it's good, andactually, good for you, six
months, like quite sweet.
I I know I have a six-monthrunway.
SPEAKER_01 (12:05):
I'm like, yeah.
It was that, and it was thatmoment where I told him, I'm
gonna show up and I'm gonnadeliver.
But every single person in yourteam has to show up too,
including you.
And as soon as she was the CEOstep out, I'm out too, because
leaders define culture, and Ican't do it without you being in
(12:26):
the front and foremost.
And he's been there the wholetime.
We've even had moments where hedid pull out of the process and
he watched his team not be ledby him.
And I I paused and said, Hey,I'm pausing this contract until
you get back in here so thatthey can watch the CEO lead the
executive team who leads middlemanagement.
SPEAKER_00 (12:45):
Yeah, you have to because without the leader, why
would he not do it?
Uh what's today's tie that youthat you're struggling to cut?
SPEAKER_01 (12:55):
Oh gosh, today's tie.
Um, probably a lot of whatyou're doing, I travel a ton for
my business and I love it, but Ihave a desire to possibly do
work kind of in the southeastmore often.
But when you know so many peopleand you you're so connected, and
I've been in the south my wholelife, you know, sometimes people
(13:18):
just don't see you in a newrole, especially someone who is
nonlinear in their career.
So you either saw me as aninsurance person or you saw me
as a movie producer or you sawme as an event producer.
So the the tie is like, how do Ihelp people see me in new light?
Or do I just love my hometownand my southeast space as my
(13:41):
community?
And do I continue to lookoutside of that for the future
of what my business is going togrow to?
SPEAKER_00 (13:49):
Yeah.
And it's it's knowing are youstruggling with the idea you
might lose business by onlyfocusing local?
Or is it the I do like the tralike what's this what's the
struggle there though with it?
SPEAKER_01 (14:00):
Well, it's it's the ask.
It it really is.
It's me.
I because of my makeup, the thelanguage I use, the connector
creative, we love people and wehave this crazy network of
people, but drawing from thatnetwork on our behalf feels
really sleazy to us.
So peeling that back.
And I know, I mean, everyone'slike, you're not selling
(14:21):
anything because everything,everybody needs what you need,
you have.
I I get all that, but it stillis a very awkward feeling where
pioneer or a guardian with logicjust drives right in.
It says, Why would I not askthem to do work with me?
Because they know.
So it's overcoming my ownnatural makeup and doing
something that feels reallyuncomfortable.
(14:42):
I'll take a referral all daylong and then turn it to a sale.
But it really is that picking upthe phone and calling the people
I know and saying, I know I candeliver this.
Who are two more people that youknow might would want or need
this in their organization andwant to see profit come from it?
SPEAKER_00 (15:02):
That's I gotta tell you, I I struggle with the same
thing, Blue or not.
Uh, is I do a poor job ofinforming my first network what
we do.
I I I am out like you, I and uhyou know me, like you know, the
people come on for the what wecall now the cut the tie
experience, right?
Where so you can have a morepromotion and all the stuff that
goes with it.
But I feel so weird saying, hey,do this.
(15:24):
We want you to do this.
Because but it's super valuablefor you.
But like I feel like uh I'm nota I found I'm just not a good
sales like push person.
But if you cop in described andyou need the services, I'll nail
that all day long because you'reready to go.
Let me explain what I can do.
And yeah, uh there's I don'tknow, I I'm with you.
I we probably both need the samecoach to get past that one.
(15:45):
I'm I'm with you.
And I think a lot of them it'snot so much embarrassment or
anything else.
It's just it's just I'm notwired that way to go ask from
people in my network.
Um, I think part of it, wouldyou agree, is it's the
perception you they may have ofyou that we're not really
friends or just using me forbusiness stuff.
And I and I struggle with that,but I think that that line.
SPEAKER_01 (16:07):
It's also probably because I beat around the bush.
I give people too much space tomake the right or the wrong
decision where really I know theright decision is you need this
product.
So instead of saying, you know,I think you might or you should,
I really should go straight inand say, I know that this will
impact you.
(16:27):
It'll give you hours back inyour work and in your family
life as a leader, and your teamwill be healthier.
The gossip and the chaos will goaway, turn away turnover will go
away, and people will becomeyour greatest advocate and your
greatest billboard to work hereinstead of becoming your toxic
backyard talk.
(16:48):
And I should be able to gostraight to it if I don't.
SPEAKER_00 (16:52):
I will tell you when uh you see like some churn
coming into your business orsomething like this.
I will tell you my ability toask certainly turns up in those
moments, though.
And it's kind of like you getcomplacent or you get busy and
you're like, I just don't wantto do that.
You should be always lessing thelisteners.
I think we're both saying thesame thing here is you should
always be asking on, hey, howcan I help?
Who do you know?
Uh the reason is because even ifyou're at capacity, you could
(17:14):
say, Hey, I charge this.
You could you could up yourprice next one and just see if
they say yes, and you're like,okay, good.
Exactly.
Yeah, so yeah, I'm giving youthe like key lessons for the
listeners.
I'm taking it and not evenletting you answer it on this
one.
That's all that's all I can.
Uh what's some of the best worstbusiness advice you've ever
received?
You could pick all that youchoose.
SPEAKER_01 (17:33):
I choose your best worst business business advice
from a develop developing mybusiness or from a leader that I
work for.
SPEAKER_00 (17:42):
Anything.
It could be like this this issomething I would never do or
something you should always do.
SPEAKER_01 (17:48):
Oh gosh, you caught me off guard.
I mean, I like I think the theworst is when people are like,
just go in, get the opportunity,sell, and make it happen.
Worst thing you could ever say.
Because I believe trust is builton four C's and that just is a
(18:08):
transaction.
But when we actually haverelationships with people, that
fills us with the opportunityand creates significance.
So the hustler or the personthat's like, go in, sell, sell,
sell, sell, sell, it, it, itfeels like an opportunity.
So I don't think it's only oftenI've had leaders say it's
confidence and credibility whenactually character and chemistry
(18:30):
matters too.
And all four of those have to beunlocked to really build lasting
trust and move towards arelationship of significance
where that client's never gonnaleave you.
Not a lot of bosses and leadersthat way.
Terrible business.
SPEAKER_00 (18:46):
You think it depends on what you sell to.
So uh, I know for us, we're sokind of intimately involved
between marketing sales andleadership.
Uh it is 100% trust-based.
And it it doesn't you can't justclose and sell because it's
they're like coming in, you'relike, what is this foreign
thing?
You have to integrate.
And so if you're a moreintegrated, intimate type of uh
experience because you'redealing with a hard problem.
(19:06):
Yours is a hard problem, it'sit's an emotionally based one
too.
Uh that that is not that there'sthere are ways you like you're
selling gym memberships, yeah,then just push go, right?
Who cares?
Because it's diamond does andyou need to sell lots of them,
and there's no you should youknow anyway, it there's a
different approach.
I yeah, I can go I can go downto some of the uh influencers in
(19:26):
our world of what theirrecommendations are, and I don't
think I agree with all of themeither.
So if you can go back in time,any part in your timeline,
anywhere, you can go back.
When do you go back?
What do you do differently?
SPEAKER_01 (19:39):
Um so I this is probably gonna be contrary to
what most people say, and Imight make people mad here, but
I don't really dwell on goingback.
It's a waste of energy to me.
Um, I look at definition as thedistinctness, not like the past
defines me or shaped me.
(20:01):
It's the distinctness ofdefinition, like the sharpness
of definition.
So I'm I really look over mypast and I just build on top of
it because I am who I am todaybecause of all the things I've
done.
Now, was my past perfect?
No, I don't really regret thingsoften because I do believe they
(20:21):
shaped me into who I am today.
So I know that I'm livingtowards choice years.
I'm I'm never gonna retire.
I listened to one of your one ofyour guests, and I call them
choice years.
I'm shooting for a number whereeverything I'm gonna do and work
in will be my choice to get to.
(20:42):
And I believe that started in myfirst career at Safe Farm
Insurance.
So that's how I kind of I don'tgo back on my timeline to to
mark a point as much as I lookat how it was the definition and
the sharpness of what it createdme to become today.
SPEAKER_00 (20:59):
As everything in the show, it's a metaphor.
It's like if you were going todo that, you would just do it
now.
So sounds like you're the ideathat you're working optional.
I'm one who doesn't really wantto have the mindset of retire.
I think there's a sabbatical,there's being active, but I feel
like you'd be a all thingsconsidered, you know, it'd be a
sin to have so much knowledge tohelp people and not not leverage
(21:19):
it to do so if you're able.
If you're not able to, it's adifferent thing, you know,
health and things like that.
But if you can, you should.
I don't know.
SPEAKER_01 (21:26):
Yeah, I just could.
SPEAKER_00 (21:29):
Um if there was a question I should have asked
you, Dan I didn't.
What was that question?
SPEAKER_01 (21:35):
I thought about this.
Um listening to your otherlisteners, mine's gonna probably
be off the beating hat path.
It would have been what's thecraziest thing that's ever
happened to you in your life?
SPEAKER_00 (21:46):
Oh, that's I'd I'd go for that one.
I'd love to hear that.
SPEAKER_01 (21:49):
Okay, this is gonna be a like a title, and we can
unpack it or y'all can come readabout it.
Um, my name in in the ninemid-90s, my neighbor killed his
wife, and I killed his alibi.
SPEAKER_00 (22:02):
Oh, please.
Do you gotta peel the onion onthat one a little bit?
A lot of it.
SPEAKER_01 (22:07):
Yeah, so quickly, yeah.
I was living in these townhomesin Rosville, Georgia, and my
roommate and I had grilled outwith our neighbors and on
Saturday night and on Tuesdayevening at about five o'clock,
we came home to yellow tapeeverywhere.
And earlier that morning, wewere leaving go to work, and my
roommate always caught a cardcaught a carpool and at 7:15.
(22:34):
And I was in her bedroom whileshe was still getting ready.
I was got to leave, and we heardnoises.
And I looked out the window, Iwas like, it's not carpal.
It's, you know, it's very and itwas like 7.17.
She's like, what time is he?
Is he late?
I said it's 7.17, carpal's late.
And then about four or fiveminutes later, we heard
something else.
She looked out the window.
(22:54):
I was like, is that carpal?
And she's like, no, and it's7.23.
Why is he so late?
Um, and so we had timestampedthe morning, and he had murdered
his wife Tuesday morning, left,he had gone to his company,
checked in, came back, killedher, went back to the to his
office down in South Atlanta.
And the timestamp that we had inour mind and what we said was
(23:18):
during the the autopsy of herdeath time.
So we killed his alibi and senthim to jail for life.
And 25 years later, he came backand we sent him right back in.
So it's called a weird story onour life.
SPEAKER_00 (23:33):
It's like a murder she wrote.
SPEAKER_01 (23:35):
Yes.
SPEAKER_00 (23:36):
It is.
Like remember the damn lady'sname.
Anyway, once again, how shouldpeople get a hold of you and who
should get a hold of you?
SPEAKER_01 (23:43):
Any senior to mid-level leader who wants to
see their organization transformand really wants to see their
people work more work harder andwork smarter and be healthy and
have a thriving culture.
You can find me atMacyWillis.com, M-A-S-I, if you
can remember that.
My real name's Mason.
(24:03):
So it's just a short nickname.
You can find me pretty easy.
I'm about the only one out thereother than a winery in Italy.
And then, of course, in LinkedInand Instagram, my name as well.
Yeah.
SPEAKER_00 (24:17):
All right.
For the purposes of social mediaclips, give me in one sentence
the critical problem you solvefor a company.
SPEAKER_01 (24:23):
I unleash people, their potential.
I unlock what they're doing, andI'm solving for turnover.
I'm solving for your time, andI'm multiplying what you can do
in a healthier way so that youcan really thrive in your
organization.
unknown (24:42):
Wonderful.
SPEAKER_00 (24:42):
Thank you so much for coming on today.
SPEAKER_01 (24:44):
Yeah, thank you, Thomas.
I appreciate it.
And sorry for the the uhbackground noise.
SPEAKER_00 (24:50):
I didn't even hear it, and no one else did either.
But anyway, listen, anyone stillon the on the podcast here,
thank you for listening andgetting to this part in the
show.
If this was your first timehere, I hope it's the first of
many, and I hope you get uh outthere and define your own
success.
I hope you define it.
Then get out there and go chaseit and let nothing stop you.
So cut the ties with whatever'sholding you back.
Thanks for listening.
Welcome to the Cut the Tie Podcast.
Hello, I'm your host, ThomasHelfrick, and I am on a mission.
A mission to help you cut thetie to whatever's holding you
back from your success.
But you gotta define thatsuccess yourself, because if you
don't, someone else is gonnafind it for you.
And when you get there, it's notgonna be very cool.
Today I'm joined by MasseyWillis Willis.
I butchered it.
It is a marketing technique torepeat rename times.
(00:21):
Macy, Macy.
M-A-S-R.
SPEAKER_01 (00:24):
Yeah, like the department store, but sell
wrong.
SPEAKER_00 (00:27):
Yeah, right.
That's confused.
Let's go in the law.
Sorry.
Uh Macy, thank you for uh comingon today.
Appreciate it.
SPEAKER_01 (00:34):
My pleasure.
SPEAKER_00 (00:35):
Why don't we do this?
Why don't you start off with uhbragging about yourself?
Introduce yourself, where you'refrom, and and what it is you do.
SPEAKER_01 (00:42):
Yeah.
Well, uh like Thomas said, MacyWillis, I am a leadership coach
and have a consulting businesswhere we really focus on
unlocking individuals'potential, unleashing
performance that really hasn'tbeen tapped into, and restoring
culture that is really justsurviving instead of thriving.
(01:04):
And I live in the Alfred area,North Atlanta, and on a horse
farm in a barn.
So that's my story.
SPEAKER_00 (01:13):
I like that you're in a barn.
I mean, literally, like in abarn.
Do you occasionally go, oh, am Iin a barn?
SPEAKER_01 (01:20):
No, it's funny because someone came out,
thought they were recording,they were going to video me in a
barn.
It's just the shape of a barn.
But I've also lived in a cabin,a cottage, a loft.
It's kind of like I have namesto all the places I live.
SPEAKER_00 (01:33):
Now, what's the one thing that makes your business
unique?
SPEAKER_01 (01:36):
I feel like leadership's become such a
cliche.
And so I think what sets meapart and the people I do work
with is that, you know, booksand hands and butts and seats
are awesome.
Um, but that's mostly education,motivation, or inspiration.
And so I really stay focused ontransformation in businesses.
(01:57):
I get in there and I stay thereuntil transformation and
thriving cultures have beenreally created so that people
and bottom line profit grows.
One and done's don't help growbottom line profit.
And people are your biggestasset and your biggest expense.
So I should focus there on.
SPEAKER_00 (02:18):
Yeah.
So what's the one what's the onething you need from others today
in your business?
SPEAKER_01 (02:23):
I well, I really need them to believe that they
have the hope that they cantransform their organization and
the vulnerability to turn themirror on themselves and see if
they are really a great leader.
Like leadership isn't a title,it's not a badge.
And we don't go to college forinsurance and get taught
leadership.
We don't go to college for tiremanufacturing and get caught
(02:44):
taught leadership or evenpreaching and get taught
leadership.
We really suck at leadershipdevelopment as humans at times.
So I'm just dialed into makingthat a different story.
SPEAKER_00 (02:55):
All right, so so people can stalk you a bit to
start off.
What's one link the audience tocheck out while they're
listening to this podcast?
SPEAKER_01 (03:03):
Um, I go to LinkedIn and it's the LinkedIn with you
can type in Macy Willis, you'renot gonna find another M-A-S-I.
So you can do that, and thatwould be awesome.
SPEAKER_00 (03:13):
Perfect.
All right, for my ADHD years outthere, go stalk.
You can't just listen and sitthere.
You gotta be doing something onyour phone.
So there you go.
How do you define success?
SPEAKER_01 (03:23):
Well, I I really have my own personal and
professional vision statement,like to change the world, one
individual, one team, and onebreakthrough at a time.
So seeing people transform infront of my eyes and watching
like their team performancescores, because I do have
assessments throughout my workto make sure there's an ROI.
(03:45):
When I see that increase and Iwatch them double sales over a
couple of years or three years,and the profit grows and people
are healthy.
To me, that is success.
And it means I've met thesuccess to my own business
statement and vision statement.
SPEAKER_00 (04:02):
I like how that all aligns.
Uh so let's dive into yourjourney a little bit.
So, you know, tell me about howyou came to be the tie, maybe
the biggest metaphoric tieyou've had to cut to achieve
that success.
SPEAKER_01 (04:14):
Yeah, I have a really nonlinear life, and
that's a whole story for adifferent moment.
Um, but I have changed a lot ofcareer opportunities in
different sectors from insuranceto ministry to movie producing
to, you know, all over theplace.
And I finally made this cut thetie moment when pandemic hit.
(04:38):
I was in live events and kind ofjust evaluated my life and
storylined it and was like, whatis common?
And nothing was common.
Nothing was common until I gotunderneath the line and was
like, what have I been doing inmy personal life that's been
consistent?
And I'd been mentoring highschool students and young adults
for 20 plus years.
(05:00):
And so during that pandemicmoment, just flipped the script,
started studying what it wouldlook like to be a certified
coach, got certified, and thenafter two or three years, I took
the leap.
And that was a hard leap, but ittook me two or three years to
actually do the transformationmoment and get into this world.
SPEAKER_00 (05:21):
Interesting.
Uh dive into the dive into thetie a little bit, though.
Like you said it's not layer.
So look tell me what you mean bythat because I think you have a
we just talking to you before,but I think share that a little
bit because I think it's it'svery relevant to how you get to
your.
So, like, you know, and maybejust call the aha moment and
you're like, this is what I'mgonna do.
I just know it.
SPEAKER_01 (05:42):
Yeah, I think what you're thinking about, because I
can't remember uh particularly,maybe was that I was it me
talking about just there wasthis calling I had to go for.
SPEAKER_00 (05:54):
Yeah, well, I mean it happens to lots of people,
right?
And and and I know you had onethat was kind of like, I'm doing
this, you know, nothing'sstopping me.
Like it I love to hear aboutthem that that yeah.
SPEAKER_01 (06:05):
Yeah, I actually had a lot of people speaking into my
life saying, you're gifted atthis, you're great at this, and
you need to stop doing businesstransformation for an accounting
firm, and you really need to dopeople transformation to
actually transformorganizations.
I just didn't necessarilybelieve fully in myself.
(06:25):
And so in the fall of 2022,several leaders had spoken just
truth and said, hey, you've gotto jump.
You have to do this.
And I started kind of evaluatingmy own life in my business and
how I was dying on the vine.
And I was kind of living a 2080life.
(06:46):
Doing 20% of my work wasenergizing and 80% was like
draining.
And so in December 2022, I satdown with a partner and said,
I'm going from this.
I know I'm 53 years old, 54years old.
This doesn't make a lot ofsense, but I'm cutting it off
and I'm gonna go to owning myown business instead of working
for others and actually focusingon what I know I've been
(07:10):
fantastic at.
I've just set it aside and doneall these other things.
So I I think that's what you'reasking.
That was the major moment.
SPEAKER_00 (07:18):
And then you make the movement, right?
Do you remember like the firstday when you're unemployed, but
you're a self-employed?
Like, uh do you do you describeif you do, hopefully you
remember it.
Or describe the first day, youdo remember.
It's a better way to ask it.
SPEAKER_01 (07:31):
Yeah.
It's interesting.
It was, I mean, January the 2ndof 2023.
It was my first day for sittingnow in my firm, and that was my
last day at the farm firm, butthey were going to extend me for
six weeks and were very, verygenerous.
And we're like, take yourcomputer, dig in.
You've got six weeks to make haywhile the sun shines, so you
(07:52):
better get on it, which wasawesome because it forced me to
focus in.
But I was also in that moment ofgoing, I don't even know if this
is gonna work, but I had done alot of work before I actually
got to that place so that I knewmy product, I knew how I was
delivering.
And so I went after this oneparticular client.
And then at the six-week mark,when they had my farewell,
(08:15):
goodbye, I was just blessed thattwo days later I got a contract
for more than what my salary waswhere I was at.
And it was off and running.
And the luxury of that didn'tmake me sit on my laurels as
much as it gave me the cushionto not worry about necessarily
my finances for that year, butto really try to figure out how
(08:37):
do I create a business funnel,how do I do the guardian work,
which is probably a lot of whatyou do.
And I loathe it.
I cannot stand the developmentpiece of it.
I just love going in andtransforming, but that gave me
the luxury to do it.
So it was scary, but I also, itwas the most peace I'd ever been
in in my life because I knew Iwas, it's like I had a brand new
(09:00):
fitted suit on that was the bestsuit custom made for me.
And I finally was showing upreally in with power and and
confidence.
SPEAKER_00 (09:11):
Yeah.
It's great to hit that firstclient so early.
And that's that's the scarypart.
And then you get the second one,and and uh it be me actually
something you dive into that alittle bit is how did you get
the second one?
SPEAKER_01 (09:24):
Um actually the second one came from a referral
of the first one.
Um, and my major plan is a tiredistributor across all over from
the west, midwest to the eastcoast.
And he was in a a group calledYPO.
And so he actually had me comespeak to his forum.
(09:47):
And another client there whoruns an airport parking business
was like, I want what he has.
And I had enough ROI with himthat he talked about their sales
when I first got them.
Their team performanceassessment was 71%.
Normally, uh teams function at60% of their capacity, leaving
(10:09):
40 cents a dollar on the table.
And they assessed at 71% and twoweek years later, they were at
93% and they gone from 45million in sales to 82 million
in sales in two years.
Now, all that sales wasn't me,but even if it was 1% of it, it
was 1% of it, it was nothingcompared to what he was actually
investing in need to be there.
(10:29):
And so that multiplied toanother person and kind of
referrals gone from there.
unknown (10:34):
Yeah.
SPEAKER_00 (10:34):
And I think important note there is you
delivered.
And when you deliver, it'sreally easy to get referrals.
I know in my business thatthere's some customers we've
killed it for, and the sumswe've been like, yeah.
And it's sometimes it's hard todetermine why or what.
And it and sometimes you don'tknow, hey, would they be like
really better without me, orwould they be really screwed
without me when they're kind oflike there?
(10:56):
Sometimes you just don't know.
But what you'll also discover inthat moment is what your true
value was, right?
And so did you did you nail, didyou like, oh, I didn't realize
maybe that was the value, orwere you spot like maybe are you
spot on when you came in withthe right premises?
Did you have to adjust where thevalue proposition was?
SPEAKER_01 (11:12):
It's funny because my second client looked me
straight in the face and said,We hate consultants, and we
think that uh coachingconsultants are a whole thing.
And I said, uh he said, You'regonna have to show up, and if
you can't deliver, you'll befired in six months.
I said, I take the challenge andI don't think you'll want me to
(11:33):
leave after six months, but I amvery clear on the promise.
He said, Don't come here andtell me what you need to do.
Come here and tell me, tell mewhat we need to do and then
deliver on what we need to bedone.
I said, I'm not leaving untilyour entire company has
transformed.
So yes.
SPEAKER_00 (11:52):
That's funny because it's like show up and do all the
work, but I don't want to doanything about it.
Well, it doesn't quite work thatway.
But no, but if it's good, andactually, good for you, six
months, like quite sweet.
I I know I have a six-monthrunway.
SPEAKER_01 (12:05):
I'm like, yeah.
It was that, and it was thatmoment where I told him, I'm
gonna show up and I'm gonnadeliver.
But every single person in yourteam has to show up too,
including you.
And as soon as she was the CEOstep out, I'm out too, because
leaders define culture, and Ican't do it without you being in
(12:26):
the front and foremost.
And he's been there the wholetime.
We've even had moments where hedid pull out of the process and
he watched his team not be ledby him.
And I I paused and said, Hey,I'm pausing this contract until
you get back in here so thatthey can watch the CEO lead the
executive team who leads middlemanagement.
SPEAKER_00 (12:45):
Yeah, you have to because without the leader, why
would he not do it?
Uh what's today's tie that youthat you're struggling to cut?
SPEAKER_01 (12:55):
Oh gosh, today's tie.
Um, probably a lot of whatyou're doing, I travel a ton for
my business and I love it, but Ihave a desire to possibly do
work kind of in the southeastmore often.
But when you know so many peopleand you you're so connected, and
I've been in the south my wholelife, you know, sometimes people
(13:18):
just don't see you in a newrole, especially someone who is
nonlinear in their career.
So you either saw me as aninsurance person or you saw me
as a movie producer or you sawme as an event producer.
So the the tie is like, how do Ihelp people see me in new light?
Or do I just love my hometownand my southeast space as my
(13:41):
community?
And do I continue to lookoutside of that for the future
of what my business is going togrow to?
SPEAKER_00 (13:49):
Yeah.
And it's it's knowing are youstruggling with the idea you
might lose business by onlyfocusing local?
Or is it the I do like the tralike what's this what's the
struggle there though with it?
SPEAKER_01 (14:00):
Well, it's it's the ask.
It it really is.
It's me.
I because of my makeup, the thelanguage I use, the connector
creative, we love people and wehave this crazy network of
people, but drawing from thatnetwork on our behalf feels
really sleazy to us.
So peeling that back.
And I know, I mean, everyone'slike, you're not selling
(14:21):
anything because everything,everybody needs what you need,
you have.
I I get all that, but it stillis a very awkward feeling where
pioneer or a guardian with logicjust drives right in.
It says, Why would I not askthem to do work with me?
Because they know.
So it's overcoming my ownnatural makeup and doing
something that feels reallyuncomfortable.
(14:42):
I'll take a referral all daylong and then turn it to a sale.
But it really is that picking upthe phone and calling the people
I know and saying, I know I candeliver this.
Who are two more people that youknow might would want or need
this in their organization andwant to see profit come from it?
SPEAKER_00 (15:02):
That's I gotta tell you, I I struggle with the same
thing, Blue or not.
Uh, is I do a poor job ofinforming my first network what
we do.
I I I am out like you, I and uhyou know me, like you know, the
people come on for the what wecall now the cut the tie
experience, right?
Where so you can have a morepromotion and all the stuff that
goes with it.
But I feel so weird saying, hey,do this.
(15:24):
We want you to do this.
Because but it's super valuablefor you.
But like I feel like uh I'm nota I found I'm just not a good
sales like push person.
But if you cop in described andyou need the services, I'll nail
that all day long because you'reready to go.
Let me explain what I can do.
And yeah, uh there's I don'tknow, I I'm with you.
I we probably both need the samecoach to get past that one.
(15:45):
I'm I'm with you.
And I think a lot of them it'snot so much embarrassment or
anything else.
It's just it's just I'm notwired that way to go ask from
people in my network.
Um, I think part of it, wouldyou agree, is it's the
perception you they may have ofyou that we're not really
friends or just using me forbusiness stuff.
And I and I struggle with that,but I think that that line.
SPEAKER_01 (16:07):
It's also probably because I beat around the bush.
I give people too much space tomake the right or the wrong
decision where really I know theright decision is you need this
product.
So instead of saying, you know,I think you might or you should,
I really should go straight inand say, I know that this will
impact you.
(16:27):
It'll give you hours back inyour work and in your family
life as a leader, and your teamwill be healthier.
The gossip and the chaos will goaway, turn away turnover will go
away, and people will becomeyour greatest advocate and your
greatest billboard to work hereinstead of becoming your toxic
backyard talk.
(16:48):
And I should be able to gostraight to it if I don't.
SPEAKER_00 (16:52):
I will tell you when uh you see like some churn
coming into your business orsomething like this.
I will tell you my ability toask certainly turns up in those
moments, though.
And it's kind of like you getcomplacent or you get busy and
you're like, I just don't wantto do that.
You should be always lessing thelisteners.
I think we're both saying thesame thing here is you should
always be asking on, hey, howcan I help?
Who do you know?
Uh the reason is because even ifyou're at capacity, you could
(17:14):
say, Hey, I charge this.
You could you could up yourprice next one and just see if
they say yes, and you're like,okay, good.
Exactly.
Yeah, so yeah, I'm giving youthe like key lessons for the
listeners.
I'm taking it and not evenletting you answer it on this
one.
That's all that's all I can.
Uh what's some of the best worstbusiness advice you've ever
received?
You could pick all that youchoose.
SPEAKER_01 (17:33):
I choose your best worst business business advice
from a develop developing mybusiness or from a leader that I
work for.
SPEAKER_00 (17:42):
Anything.
It could be like this this issomething I would never do or
something you should always do.
SPEAKER_01 (17:48):
Oh gosh, you caught me off guard.
I mean, I like I think the theworst is when people are like,
just go in, get the opportunity,sell, and make it happen.
Worst thing you could ever say.
Because I believe trust is builton four C's and that just is a
(18:08):
transaction.
But when we actually haverelationships with people, that
fills us with the opportunityand creates significance.
So the hustler or the personthat's like, go in, sell, sell,
sell, sell, sell, it, it, itfeels like an opportunity.
So I don't think it's only oftenI've had leaders say it's
confidence and credibility whenactually character and chemistry
(18:30):
matters too.
And all four of those have to beunlocked to really build lasting
trust and move towards arelationship of significance
where that client's never gonnaleave you.
Not a lot of bosses and leadersthat way.
Terrible business.
SPEAKER_00 (18:46):
You think it depends on what you sell to.
So uh, I know for us, we're sokind of intimately involved
between marketing sales andleadership.
Uh it is 100% trust-based.
And it it doesn't you can't justclose and sell because it's
they're like coming in, you'relike, what is this foreign
thing?
You have to integrate.
And so if you're a moreintegrated, intimate type of uh
experience because you'redealing with a hard problem.
(19:06):
Yours is a hard problem, it'sit's an emotionally based one
too.
Uh that that is not that there'sthere are ways you like you're
selling gym memberships, yeah,then just push go, right?
Who cares?
Because it's diamond does andyou need to sell lots of them,
and there's no you should youknow anyway, it there's a
different approach.
I yeah, I can go I can go downto some of the uh influencers in
(19:26):
our world of what theirrecommendations are, and I don't
think I agree with all of themeither.
So if you can go back in time,any part in your timeline,
anywhere, you can go back.
When do you go back?
What do you do differently?
SPEAKER_01 (19:39):
Um so I this is probably gonna be contrary to
what most people say, and Imight make people mad here, but
I don't really dwell on goingback.
It's a waste of energy to me.
Um, I look at definition as thedistinctness, not like the past
defines me or shaped me.
(20:01):
It's the distinctness ofdefinition, like the sharpness
of definition.
So I'm I really look over mypast and I just build on top of
it because I am who I am todaybecause of all the things I've
done.
Now, was my past perfect?
No, I don't really regret thingsoften because I do believe they
(20:21):
shaped me into who I am today.
So I know that I'm livingtowards choice years.
I'm I'm never gonna retire.
I listened to one of your one ofyour guests, and I call them
choice years.
I'm shooting for a number whereeverything I'm gonna do and work
in will be my choice to get to.
(20:42):
And I believe that started in myfirst career at Safe Farm
Insurance.
So that's how I kind of I don'tgo back on my timeline to to
mark a point as much as I lookat how it was the definition and
the sharpness of what it createdme to become today.
SPEAKER_00 (20:59):
As everything in the show, it's a metaphor.
It's like if you were going todo that, you would just do it
now.
So sounds like you're the ideathat you're working optional.
I'm one who doesn't really wantto have the mindset of retire.
I think there's a sabbatical,there's being active, but I feel
like you'd be a all thingsconsidered, you know, it'd be a
sin to have so much knowledge tohelp people and not not leverage
(21:19):
it to do so if you're able.
If you're not able to, it's adifferent thing, you know,
health and things like that.
But if you can, you should.
I don't know.
SPEAKER_01 (21:26):
Yeah, I just could.
SPEAKER_00 (21:29):
Um if there was a question I should have asked
you, Dan I didn't.
What was that question?
SPEAKER_01 (21:35):
I thought about this.
Um listening to your otherlisteners, mine's gonna probably
be off the beating hat path.
It would have been what's thecraziest thing that's ever
happened to you in your life?
SPEAKER_00 (21:46):
Oh, that's I'd I'd go for that one.
I'd love to hear that.
SPEAKER_01 (21:49):
Okay, this is gonna be a like a title, and we can
unpack it or y'all can come readabout it.
Um, my name in in the ninemid-90s, my neighbor killed his
wife, and I killed his alibi.
SPEAKER_00 (22:02):
Oh, please.
Do you gotta peel the onion onthat one a little bit?
A lot of it.
SPEAKER_01 (22:07):
Yeah, so quickly, yeah.
I was living in these townhomesin Rosville, Georgia, and my
roommate and I had grilled outwith our neighbors and on
Saturday night and on Tuesdayevening at about five o'clock,
we came home to yellow tapeeverywhere.
And earlier that morning, wewere leaving go to work, and my
roommate always caught a cardcaught a carpool and at 7:15.
(22:34):
And I was in her bedroom whileshe was still getting ready.
I was got to leave, and we heardnoises.
And I looked out the window, Iwas like, it's not carpal.
It's, you know, it's very and itwas like 7.17.
She's like, what time is he?
Is he late?
I said it's 7.17, carpal's late.
And then about four or fiveminutes later, we heard
something else.
She looked out the window.
(22:54):
I was like, is that carpal?
And she's like, no, and it's7.23.
Why is he so late?
Um, and so we had timestampedthe morning, and he had murdered
his wife Tuesday morning, left,he had gone to his company,
checked in, came back, killedher, went back to the to his
office down in South Atlanta.
And the timestamp that we had inour mind and what we said was
(23:18):
during the the autopsy of herdeath time.
So we killed his alibi and senthim to jail for life.
And 25 years later, he came backand we sent him right back in.
So it's called a weird story onour life.
SPEAKER_00 (23:33):
It's like a murder she wrote.
SPEAKER_01 (23:35):
Yes.
SPEAKER_00 (23:36):
It is.
Like remember the damn lady'sname.
Anyway, once again, how shouldpeople get a hold of you and who
should get a hold of you?
SPEAKER_01 (23:43):
Any senior to mid-level leader who wants to
see their organization transformand really wants to see their
people work more work harder andwork smarter and be healthy and
have a thriving culture.
You can find me atMacyWillis.com, M-A-S-I, if you
can remember that.
My real name's Mason.
(24:03):
So it's just a short nickname.
You can find me pretty easy.
I'm about the only one out thereother than a winery in Italy.
And then, of course, in LinkedInand Instagram, my name as well.
Yeah.
SPEAKER_00 (24:17):
All right.
For the purposes of social mediaclips, give me in one sentence
the critical problem you solvefor a company.
SPEAKER_01 (24:23):
I unleash people, their potential.
I unlock what they're doing, andI'm solving for turnover.
I'm solving for your time, andI'm multiplying what you can do
in a healthier way so that youcan really thrive in your
organization.
unknown (24:42):
Wonderful.
SPEAKER_00 (24:42):
Thank you so much for coming on today.
SPEAKER_01 (24:44):
Yeah, thank you, Thomas.
I appreciate it.
And sorry for the the uhbackground noise.
SPEAKER_00 (24:50):
I didn't even hear it, and no one else did either.
But anyway, listen, anyone stillon the on the podcast here,
thank you for listening andgetting to this part in the
show.
If this was your first timehere, I hope it's the first of
many, and I hope you get uh outthere and define your own
success.
I hope you define it.
Then get out there and go chaseit and let nothing stop you.
So cut the ties with whatever'sholding you back.
Thanks for listening.
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