February 20, 2026 • 29 mins
What if optimizing your life is displacing the life you truly want? Leadership speaker Sean Patton, a West Point graduate and former Army Special Forces officer, offers a values-driven approach to success, where true outcomes are the result of integrity. He illustrates two principles: maximize your experience of living and your positive impact on others, and avoid the productivity trap. By fatherhood, family traditions, and The Warrior’s Mindset of gratitude, discipline, perseverance, and purpose, he encourages us to elevate our standard of being in the most important places.
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SPEAKER_01 (00:07):
Hi everyone, welcome to the Jugling Entrepreneurship
Podcast.
Today we have an awesome guest.
His name is Sean Patton.
He is uh a leadership coach withNovus Global, working with elite
performance founders andexecutives.
He helps high achievers buildsustainable business without
sacrificing family, health, andits values.
(00:29):
Sean brings a powerful blend ofdiscipline, clarity, and
real-world leadershipexperience.
Beyond business, he's a devotedfather who believes leadership
starts at home.
Today he joins No Leadership.
Um I think today he also has ano leadership podcast.
(00:49):
And uh we are going to talkabout his amazing life uh with a
beautiful blend of work-lifebalance, which have no limits.
So welcome, Sean.
SPEAKER_00 (01:01):
Thank you.
I'm excited to be here.
SPEAKER_01 (01:04):
Okay.
So I gave a little bit ofintroduction about you.
Do you want to add anythingmore?
SPEAKER_00 (01:11):
Um, well, I think that my uh my journey in in
leadership, it really started inthe military.
So I spent four years at themilitary academy at West Point
and then 10 years as an activeduty officer in the infantry and
Army Special Forces.
And so uh there was that was a aseason of life that was very
(01:35):
busy, very intense, and I feellike I crammed, you know, a
lifetime of leadership lessonsinto that.
And so it's been this uhinteresting transformation over
the last 10, 11 years of how totake those experiences and then
gain my own experiences inbusiness as an entrepreneur and
transform myself um to see whatI'm capable of in this new role.
SPEAKER_01 (02:04):
That is super exciting.
So let's start um a little bitdiscussion of your journey from
uh military and how it actuallyshaped you for your further
steps into entrepreneurship andeven coaching um the elite
performers.
SPEAKER_00 (02:21):
Yeah, absolutely.
So in the military, uh there wasso much about that that was uh
has informed how I how I moveforward as a leader, how I uh
show up for my clients, how Irun my companies.
Uh and what's really interestingis that what I found on the
leadership side at least isevery major leadership
(02:44):
development program that I wentthrough in the military, whether
that was at West Point or as anofficer training or it didn't
matter.
I mean, and honestly, even backat like as a kid, like as an
eagle, as an Eagle Scout, as aBoy Scout, leadership always
started with values, right?
It started with character.
And if there's anything I I'veseen moving forward, it's
(03:08):
carrying that ideal forwardworking with my clients.
It's something I see, to behonest, like missing in a lot of
companies when it comes to quoteunquote leader development or
management development.
It's all these external things.
It's like, how do you impactthis?
How do you get people motivatedhere?
What's the compensation plan?
And it's like, no, no, no, no.
Who are you?
What are you trying toaccomplish?
(03:29):
What's your identity?
How do you want to show up?
What are your values?
And that character component uhhas to come first.
The identity has to inform ourdoing and our our goals.
And so that of all the things inthe military, I mean, it's
informed me in in so many ways,but I think that foundational
(03:52):
concept of a a leader is not athing you do, it's not a
position, it's not a title, it'sa person you become, and you
have to become a person thatother smart, dedicated, and
driven people want to follow.
And so, what does that looklike?
So it all starts with identity.
SPEAKER_01 (04:13):
Identity and the character building, as you said,
very core um pillars.
Um, that and it's very um sad tosee the definition of success,
have they defined, right?
Uh whether it's inentrepreneurship or um whether
(04:34):
it's outside, even from the highschooler to the undergrad to
people who want to beentrepreneurs or incorporate
world.
Um what defines success for you?
What lessons that you havelearned about this true
leadership and how a leader candefine the success, not by
numbers, but also what is a truesuccess for a leader?
(04:55):
What do you think?
SPEAKER_00 (04:59):
It's a really great question.
And I think we can look at itsort of two ways.
So, like when I look at what howdo I define success, you know,
for myself, or how do I think weshould look at defining success
as an individual?
And you know, to your point,what I'm hearing is that so much
of that outward success is whatwe look at, right?
(05:19):
We look at the, you know, thebigger house or the money in the
bank account or the fast car oryou know, you're up on a main
stage, or people are followingyou, and so whatever it is like
that people are looking up toand defining as success.
And, you know, working with somany high performers, successful
entrepreneurs and andexecutives, I'll tell you a lot
(05:42):
of those people are completelymiserable.
And so is that success, right?
I mean, I is is success uh worth$10 million, but your kids don't
talk to you?
Is you know, success uh, youknow, being completely
financially dependent at 50, buthaving, you know, be on your
fourth marriage?
Like what how do you definesuccess?
(06:03):
Um and and what is real successas an individual?
And what I've come down to arewhat I call my two maxims.
And so these are sort of likethe filter of success that I try
to view every decision and alsomy identity as I as I move
through life of definingsuccess.
And intentionally it's not setin stone.
(06:25):
Intentionally, it's it's it'svague, which is to maximize my
own experience of life andmaximize my positive impact on
others.
And it's a it's it's a balance,right?
We go through different seasonsof life where maybe we're
taking, maybe we are more of acaretaker, maybe we are more
giving and providing and and uhand and pouring out of ourselves
(06:45):
in service of others in acertain season or in a moment.
But there has to be a balance ofalso how are you taking care of
yourself and how are you um somuch, especially in this
country, we are obsessed withour value coming from the doing,
coming from productivity, andespecially in the entrepreneur
world, right?
(07:06):
We get rewarded for doing andbeing productive and getting
things done and marketing offthe checklist and and we just
keep going, keep going, keepgoing.
And the whole time we we can gothrough our entire lives chasing
the next doing, the next thing,and never actually being present
and like maximizing andappreciating the moment of life
(07:26):
we have.
And and the problem is that ifwe're always working to achieve
a thing so that we can getsomewhere tomorrow, that
tomorrow never comes, right?
So you're not actually enjoyingtoday.
So I think for most probablypeople listening, they they can
get on board with maybemaximizing their impact on
others, right?
They can get on board with like,I wanna, I wanna, I'm gonna have
(07:48):
this impact in my community, orI want to accomplish these
things, or I want to build thisthing.
Um, but it's at sometimes wecompletely neglect this other
side, which is if you believethere is inherent value in being
alive, if you have reverence forbeing alive for this moment,
then how are you showing thatreverence?
Is it by just doing stuff or isit by actually sitting in that?
(08:10):
So I think for me, that's that'sthe key is like how do we
balance and look through thesetwo maxims of maximizing my own
experience of life andmaximizing my impact on others
and constantly having them sortof in in interplay with each
other?
SPEAKER_01 (08:24):
Yeah, uh I think Sean, you have a very good
point, not many people talkabout when it comes to
leadership.
Um, it's not just the character,but living in the present,
enjoying the present,prioritizing the present based
on the necessity andprioritization, what family um
uh is required, um, what work isrequired, what your uh you know,
(08:48):
family and friends and extendedcircle require.
Uh, not many people talk aboutit, and that's very, very unique
and great about what you have uhraised.
Uh really thankful for that.
Um so let's so let's let's umjump into the most exciting
chapter, you being a parent.
(09:09):
And um, how did how did how didthat um transform you or how did
that change your thought processand how did that actually
inspire you being in anentrepreneurship uh journey?
SPEAKER_00 (09:24):
In so many ways.
Uh so many ways, right?
And I am I'm a new father, so myson just turned one, and so you
know, I tell people all the timeI'm I feel like I'm just
transitioning from the just keepthem alive phase of parenting to
actually parenting.
Like I'm I'm happy to actuallylike say no every once in a
while now and you know and anddeal with that.
(09:44):
And it it's been amazing, butyou know what is interesting,
there's if I had to, I'm happyto go over all the different
aspects of this.
I would say what it's reallydone for me is it's brought me
to a place where I can moreconfidently stand, or I feel
(10:04):
even more responsibility tostand on what to say no to.
Like there's, you know, beforeit I would always I would say
yes to like I can always work alittle more, or I could always
do this other project, or Icould always take on this other
thing.
And it was and it was uhunfortunately hard for me
sometimes to put barriers aroundthat because I could always just
(10:27):
go and go and add and do moreand do more and do more.
And and now with you know,looking at you know my son and
and and my time with my my wife,but us together as a family is I
value that so much that I haveto now look at when I say yes to
things, like what is gonna,what's the cost of that?
(10:49):
There's a whole new cost tosaying yes.
There's a whole new cost totravel for work.
I travel a lot for work.
So, like that used to be uh uh,you know, traveling to doing a
speaking event or uh or ortravel to go visit a client.
And, you know, a day away fromyour wife or two, you know, it's
it's hard.
We'd miss each other, we'dFaceTime and do all that.
(11:12):
But now it's a whole new levelof, well, now I'm not showing up
as a father in those moments.
And what's the cost of that?
So I think for me, what has youknow, I would say it's it's two
things.
It's that, it's it's forced meto or put me in a place where I
really stand firmer on focusingon like what's most important
(11:32):
and what's gonna, what is gonnaget me the best outcomes and
what's the ROI and how to kindof get rid of the noise.
So it's helped me focus a bit.
Um, and the other thing I wouldsay is that, you know, it
didn't, it didn't shift reallyany of my my vision or my goals
of what I was trying toaccomplish, like, or even you
know, taking something as simpleas like going to the gym and
(11:53):
working out or taking care of myhealth.
I'm still gonna do that.
I was doing that before.
Uh, I still valued it.
But the so the goal there didn'tchange, but the reason behind it
completely shifted.
So the paradigm of why, the whybehind I'm doing all those
things now, you know, I I I liketo say when it comes to
(12:14):
leadership, it's leader when youdecide to put on the identity,
the mantle of leadership of aleader, you start holding
yourself to a higher standard ofbeing.
Like if you think about it evenuh in a business setting, you
think if you think if if I saidthink of a manager and think of
(12:36):
a leader, you're thinking ofdifferent people.
SPEAKER_01 (12:39):
Exactly.
SPEAKER_00 (12:40):
Right?
And if and if you decide I'mgonna be a manager, you're gonna
hold yourself to one standard.
If you say I'm a leader of otherpeople, I'm gonna hold yourself
to a different standard.
And so when you step up, Ithink, into parenthood, you
really step into like a newlevel of leadership of the
family unit.
And so how I show up, theexample I set is now well, it's
(13:03):
not just about me staying inshape or being healthy or being
active.
It's having my son have a fathergo out and do and take care of
himself.
And how I treat my wife or how Itreat people around me is no
longer just about that personand me.
It's about setting the exampleof showing the people in my
family as a leader of like, thisis how you treat other people,
this is how you take care oflead by example.
(13:26):
Exactly.
It's a whole new paradigm.
SPEAKER_01 (13:29):
Yeah, yeah.
I I think what you're saying isjust don't when you mean
leadership, it doesn't just meanyour work and lead by example at
work, but also lead by examplein the family, right?
So that it's a complete holisticpersonality that you're
building, and that's again very,very unique perspective I have.
(13:54):
So Sean, that does make a lot ofsense.
That does make a lot of sensefor sure.
Um I'm curious about when youtalk about this no-limit
leadership triage, um, buildinga culture of trust,
communication, and growth.
And I see communication is oftenoften a big missing piece um in
(14:18):
most of the cases.
So, what would be yoursuggestion around communication
um to build that leadershiptriage?
SPEAKER_00 (14:28):
The key for communication inside an
organization is that there'smechanisms in place to have it
uh in uh regularly, right?
There has to be a feedback cycleand loop that is constantly
moving, that isn't uh justsitting here that is going to be
(14:50):
activated when there's somethingimportant to send up the
flagpole or to give feedback,right?
The mistake I see is a lot ofleaders saying, like, well, you
know, I've got an open doorpolicy.
If something was wrong, theywould come tell me.
Or, you know, if well, if if Imy people know that they can
give me feedback, they can letme know how I'm doing, or
whatever that is, right?
Um, or how often do we justcheck the box on, you know, the
(15:14):
term I hate, which is likeperformance annual performance
evaluations, right?
I had a like what that lookslike, how do we solve for that?
It looks like regular, definewhat that is, but I would say at
a minimum with a direct reportmonthly, dedicated one-on-one,
where you sit down and you havealready agreed to what what is
(15:38):
your vision here?
Like, what is your goal?
Like, what are you doing here?
Like, are you just herecollecting a paycheck?
Like, do you have goals orvisions of moving up in the
company?
Are you gaining skills to dosomething else?
Like, uh, why are you here?
What matters to you?
And then we found a way to alignthat with what matters to the
company.
And when you align that, that'swhat happens.
And all too often we make theassumption that well, they
(15:59):
signed up, they do the job, we'dbe giving them a paycheck.
That's why they're here.
Maybe, maybe that's whatmotivates them, you know.
Maybe uh their youngest daughteris 17, it's her last soccer
season, and what really mattersto them is that they get to the
games and the games are at 4:30and they work till five.
And so if you found a way forthem on those days to come in an
hour or half hour early so theycould make those games, they
(16:19):
would do anything for you.
But that doesn't happen withoutthat conversation.
And so these regular one-on-onesis just one mechanism.
And also, as part of that, uh,what I have seen tremendous
value in in organizations isthat this regular cycle of
feedback goes up and down, andit happens positive and
(16:41):
negative.
So, what that looks like isevery month or every week,
whenever we're meeting, youknow, Hema, you're gonna give
me, I'm I'm your supervisor inthis scenario.
You're gonna tell me threethings I've done great this
month and three things I I couldimprove on.
And I'm gonna tell you the samething, and we're gonna like
lubricate the mechanism offeedback back and forth so that
(17:03):
it's just flowing.
So then when something comes upthat's important, whether that's
me sending information down oryou giving me feedback about how
something's impacting clients orthe other organization or
whatever, you're gonna give mehonest feedback because we're
that's just what we do.
And and so a formal mechanismfor information to flow down and
(17:24):
up that is constantly going andis not just dependent on
instances or when it's when it'sneeded or when you feel like
it's needed.
I think that's that's a keydifference between companies
that really get this right andreally create a learning
organization that continues toevolve and improve and engage
(17:46):
their employees, and one whojust is kind of like doing
things sort of blindly.
SPEAKER_01 (17:52):
Yeah, yeah.
And um definitely thatcommunication is where uh most
of the companies do feel likethey have to, you know, improve
and make it better and make ittransparent and have that open
communications.
But also, as you know, you willsee with this more digital age
um in place, you will also see alot of communication gaps uh
(18:14):
within the family, right?
So, and um I any suggestion fromyour uh leadership book um to
the people, especially when youhave teenagers around, um as you
remember when we were small, weused to have almost all the day
dinner together, right?
With uh with our kids and so on.
(18:34):
So it's kind of slowly gettingreduced.
And uh few kids want to morehang out in their room and do
the stuff that they likecompared to actually even though
the parents are trying to pullthem together, um, sometimes it
can be a challenge.
How do you think your leadershipsuggestion around communication
(18:55):
can be contextualized and behelpful for families nowadays?
SPEAKER_00 (19:02):
Beautiful question.
You know, the first thing Iwould say on that is going back
to our earlier conversation byleadership by example.
SPEAKER_01 (19:13):
Right.
SPEAKER_00 (19:14):
I like how many times, like I know this is
something even with my with myson now, is uh I try to have a
rule.
It's so hard, especially whenthey're really young, right?
But like my phone is neverbetween us.
My phone is never up between ourfaces.
Like, you know, and and so youknow, and and I work with
clients a lot on this, on uh,because we work holistically.
(19:37):
I work with clients, we set avision, we say vision is boss.
What is your vision for yourbusiness?
What is your vision foryourself?
What is your vision relation?
We usually have professionalgoals or vision, uh, personal
and relational.
So, what are your relationshipgoals?
What do you want yourrelationship with your spouse to
look like?
What do you want yourrelationship with your kids to
look like?
And where is that and where isit now?
What's the gap?
And how do we close that?
(19:58):
And so I'll give you specificexamples of exact exact examples
of things we've I've done withclients that have worked.
Um, the first one is just thedinner time.
There's no phones, no, nobodyhas phones.
Phones are all in the otherroom.
Like when we're eating dinner,parents don't have phones, kids
don't have phones, phones don'texist in the dining room.
(20:19):
That's time to sit and haveconversation and leading by
example there.
And um, you know, I have aclient that then they sit around
and said, Well, we're gonnawe're gonna have a conversation
of like what are if you want tolead an organization and in in a
business, let's just say, youwould have values and a mission.
Do you have that for yourfamily?
(20:39):
What are your family values?
Do you all know them?
Do your kids recite them?
Do you have conversations aroundit?
And so again, maybe harder whenthey're you've got senior
teenagers, but as kids getolder, very easy to say, like
one of our, you know, I have aclient, one of our family values
is adventure as an example.
He has like five family values.
So say, okay, how did what's anexample where you you show the
(21:01):
value of it of adventure today?
What'd you try something new?
And that's a conversation piece.
So you're having a conversationaround values and what what's
going on, and that's waydifferent than how was school
today?
Good.
Right.
And you're also priming them,right?
You're priming your kids nowlook for that because they know
oh, one of our family values isgratitude.
One of our family values iskindness.
Okay, so now they're walkingthrough life.
(21:21):
I mean, this is whatmanifestation is, right?
It's not magic, it's we'reyou're focusing on a thing.
And so you see a thing, you do athing.
So you're looking for kindness,you're looking for gratitude,
and you just then you embodythat.
So, like you can have that's adifferent way to do dinner than
most people do dinner.
And I think it's up for us andand for parents to lead and set
(21:42):
those boundaries.
Like I have very specificboundaries.
I work from home, I have for 10,11 years.
I have boundaries for myself.
I don't sit on my couch, my buttdoes not touch my couch unless
I'm done with work for the day.
Not not to take a break, not torest my legs.
Yeah, not to dust my legs.
And the and the TV never goes.
You you've got to set theseboundaries, you know?
SPEAKER_01 (22:01):
Yeah, you gotta create these boundaries.
SPEAKER_00 (22:02):
And and and when you do that for yourself by leading
by.
Example, then then your kidswill start doing that, right?
And I um, you know, I I uhwhat's her name?
Dr.
Becky, very like um a parentaluh coach and expert online.
I love her stuff.
And um, you know, she showed itit was a a study she showed
(22:24):
where it's like your childrenare not gonna treat themselves
the way you treat them, they'regonna treat them way themselves
the way you treat yourself.
SPEAKER_01 (22:33):
Oh that's a very powerful statement.
SPEAKER_00 (22:37):
So, how do you show up in those moments in in terms
of communication?
So I would say that.
And then the other one is uhagain, specifically with a
client who has teenagers who'strying to, who has been distant
building a business and wants torekindle this and has, you know,
three teenage uh kids, one ofthem just got engaged, he's 19.
And now at 19, now he hasestablished he has monthly dates
(23:00):
with each one one-on-one andtakes them out and does what
they want to do.
And and and his mantra for thosedates is lead with curiosity.
He's not going in to tell themwhat to do.
He's going in, and what he'sgetting curious about is what is
my ideal relationship now aswith a young adult?
Like, what is father, you know,fatherhood to a 13-year-old and
(23:23):
fatherhood to a 19-year-oldshould look different.
What is this relationship gonnalook like?
And so he's having conversationslike, look, you're you're 19,
you're getting remarried.
What do you want ourrelationship to be now?
And asking and listening.
So leading with curiosity, and Iwould say if you're struggling
with that as a parent, the threequestion rule is great, which is
you ask a question, or you theytell you something, right?
(23:45):
They tell you so they tell you afact, I did this thing, or I'm
thinking about this, or I'mhaving problems here.
You ask three clarifyingquestions before you give any
feedback or suggestions.
And just doing that willtransform the way you're
listening, and I make uptransform your relationship.
SPEAKER_01 (24:05):
That does make a lot of sense.
And I think it's it's adefinitely the point you have to
reiterate and make sure youconsistently do that to build
that relationship whether it canbe spouse to spouse or spouse to
kids.
Um, and I I think that's one ofthe best ways we have suggested
(24:27):
in this uh digital world tostart making those bonds
stronger and so that the kidscan know if I have any problem I
can go openly and talk to myparents.
SPEAKER_00 (24:40):
Right, yeah, yeah.
SPEAKER_01 (24:42):
And the spouse can know if I have anything to say,
I don't need to hide.
I can have an open, honestconversation with my spouse
about my feelings, and I thinkthat is the biggest gap that we
are seeing in this generation.
Um, and I think the points thatyou have said make complete
sense.
I know we are towards the um topof our schedule time, but um um
(25:08):
I would like to wrap up thisforecast by um asking your
another big venture that youhad, which is Warriors, your
book.
And key uh six key success uhmantras, uh, I would say.
Um do you want to wrap thisforecast by telling your golden
(25:28):
nuggets from the Warriors bookto the parents and entrepreneurs
around?
SPEAKER_00 (25:33):
Yeah, you know, so the give you the I'll give you
the quick the quick pitch on uhmy book, A Warrior's Mindset,
The Six Keys to Greatness.
And the premise of the book isthat um we are all the
descendants of warriors andconquerors and explorers.
Uh the the timid, the people whowere too afraid to leave their
(25:56):
caves, who who hid, whateverthat looked like in the ancient
world, like they didn'tprocreate there.
We we're not descendants ofthose, we're descendants of
people who got on the ships andwent into the ocean and went
across lands and survived warsand famine.
Like that's who we that's wherewe come from.
And and we, if we lose sight ofthat, of this desire, right?
(26:20):
Which I, you know, I really Idefine a leader and a warrior
actually as the same thing,depending on the audience, but
it's the same thing for me,which is it's someone who's uh
striving toward a noble purposegreater than themselves.
And so that's a warrior'sfighting for something, whereas
you're not describing a warrioras not a thief.
It's not so much like stealingsomething to hide it.
(26:41):
It's there's a purpose, there'sa mission, there's something
bigger than them that they'rededicated to.
And so when you find that, Ithink that's a key component of
fulfillment as a human being.
And so in the book, what I giveis a framework for that.
And the very quickly, the firstis gratitude.
And this is not, you still needto get the book and read it, but
gratitude, which gratitude isyour fuel.
(27:03):
That's the right fuel source.
It's an infinite fuel source.
To live to live with gratitudeis to live with love.
So gratitude fuels you.
Um, your the second is aninternal locus of control.
So that's by maximizing yourimpact by focusing on only what
you can control.
Don't let external things youcan't control steal your energy,
right?
So we've got power.
Now we're gonna harness it.
North Star, we're gonna focus ittoward a noble purpose greater
(27:26):
than ourselves because we'retribal creatures and that's
where fulfillment comes from.
Uh, fulfillment will never comefrom selfish gratification.
That's just a dopamine hit.
That's called addiction.
So we need to we need to strivetoward something bigger than
ourselves.
Uh, and then we haveself-discipline, which is how we
turn intention into action,right?
If we if we don't have theself-discipline to actually do
the thing, then we're justsitting on our couch being, you
(27:49):
know, dreamers, right?
It's what separates um dreamersfrom doers.
And then the fifth uh key isperseverance.
And perseverance has twocomponents, and that's how
that's the grit to finish, notjust through like immediate
challenge, which is how we thinkof perseverance sometimes, like
getting through a hard time.
But what hits a lot of us,especially in this part of the
(28:10):
world, is apathy.
It's complacency, it's comfort,right?
We're young, we're excited, wegot a new job or a new parent,
we're excited, we're gonna doeverything right, we're gonna do
all that.
And then we make some money andyou know, our house gets bigger,
and there's like a lot of showson Netflix, and we got heated
leather seats, and all of asudden we're like, where's our
dreams and goals?
Like, where's our aspirations?
So the first five keys are ourself-leadership, our
(28:33):
self-leadership, right?
Because the keys to greatness.
So you have to go through thatcycle, and then the final key is
leadership.
That's how we amplify that.
So the first five keys are aboutleading yourself, and then the
last key is leadership andamplifying impact by becoming
the greatest version ofyourself.
SPEAKER_01 (28:52):
Again, six golden negles.
Thank you so much, Sean.
And uh, for the audience, um,just uh so that you remember,
please do check um Sean Patton'sbook, A Warrior's Mindset The
Six Keys to Greatness.
Um, I think it would definitelymake a big difference in um each
of our lives by reading that,and we could definitely learn a
(29:15):
lot.
Sean Patton, everyone.
Thank you, Sean, for coming onthe show.
SPEAKER_00 (29:19):
Thank you so much, it's been great.
Hi everyone, welcome to the Jugling Entrepreneurship
Podcast.
Today we have an awesome guest.
His name is Sean Patton.
He is uh a leadership coach withNovus Global, working with elite
performance founders andexecutives.
He helps high achievers buildsustainable business without
sacrificing family, health, andits values.
(00:29):
Sean brings a powerful blend ofdiscipline, clarity, and
real-world leadershipexperience.
Beyond business, he's a devotedfather who believes leadership
starts at home.
Today he joins No Leadership.
Um I think today he also has ano leadership podcast.
(00:49):
And uh we are going to talkabout his amazing life uh with a
beautiful blend of work-lifebalance, which have no limits.
So welcome, Sean.
SPEAKER_00 (01:01):
Thank you.
I'm excited to be here.
SPEAKER_01 (01:04):
Okay.
So I gave a little bit ofintroduction about you.
Do you want to add anythingmore?
SPEAKER_00 (01:11):
Um, well, I think that my uh my journey in in
leadership, it really started inthe military.
So I spent four years at themilitary academy at West Point
and then 10 years as an activeduty officer in the infantry and
Army Special Forces.
And so uh there was that was a aseason of life that was very
(01:35):
busy, very intense, and I feellike I crammed, you know, a
lifetime of leadership lessonsinto that.
And so it's been this uhinteresting transformation over
the last 10, 11 years of how totake those experiences and then
gain my own experiences inbusiness as an entrepreneur and
transform myself um to see whatI'm capable of in this new role.
SPEAKER_01 (02:04):
That is super exciting.
So let's start um a little bitdiscussion of your journey from
uh military and how it actuallyshaped you for your further
steps into entrepreneurship andeven coaching um the elite
performers.
SPEAKER_00 (02:21):
Yeah, absolutely.
So in the military, uh there wasso much about that that was uh
has informed how I how I moveforward as a leader, how I uh
show up for my clients, how Irun my companies.
Uh and what's really interestingis that what I found on the
leadership side at least isevery major leadership
(02:44):
development program that I wentthrough in the military, whether
that was at West Point or as anofficer training or it didn't
matter.
I mean, and honestly, even backat like as a kid, like as an
eagle, as an Eagle Scout, as aBoy Scout, leadership always
started with values, right?
It started with character.
And if there's anything I I'veseen moving forward, it's
(03:08):
carrying that ideal forwardworking with my clients.
It's something I see, to behonest, like missing in a lot of
companies when it comes to quoteunquote leader development or
management development.
It's all these external things.
It's like, how do you impactthis?
How do you get people motivatedhere?
What's the compensation plan?
And it's like, no, no, no, no.
Who are you?
What are you trying toaccomplish?
(03:29):
What's your identity?
How do you want to show up?
What are your values?
And that character component uhhas to come first.
The identity has to inform ourdoing and our our goals.
And so that of all the things inthe military, I mean, it's
informed me in in so many ways,but I think that foundational
(03:52):
concept of a a leader is not athing you do, it's not a
position, it's not a title, it'sa person you become, and you
have to become a person thatother smart, dedicated, and
driven people want to follow.
And so, what does that looklike?
So it all starts with identity.
SPEAKER_01 (04:13):
Identity and the character building, as you said,
very core um pillars.
Um, that and it's very um sad tosee the definition of success,
have they defined, right?
Uh whether it's inentrepreneurship or um whether
(04:34):
it's outside, even from the highschooler to the undergrad to
people who want to beentrepreneurs or incorporate
world.
Um what defines success for you?
What lessons that you havelearned about this true
leadership and how a leader candefine the success, not by
numbers, but also what is a truesuccess for a leader?
(04:55):
What do you think?
SPEAKER_00 (04:59):
It's a really great question.
And I think we can look at itsort of two ways.
So, like when I look at what howdo I define success, you know,
for myself, or how do I think weshould look at defining success
as an individual?
And you know, to your point,what I'm hearing is that so much
of that outward success is whatwe look at, right?
(05:19):
We look at the, you know, thebigger house or the money in the
bank account or the fast car oryou know, you're up on a main
stage, or people are followingyou, and so whatever it is like
that people are looking up toand defining as success.
And, you know, working with somany high performers, successful
entrepreneurs and andexecutives, I'll tell you a lot
(05:42):
of those people are completelymiserable.
And so is that success, right?
I mean, I is is success uh worth$10 million, but your kids don't
talk to you?
Is you know, success uh, youknow, being completely
financially dependent at 50, buthaving, you know, be on your
fourth marriage?
Like what how do you definesuccess?
(06:03):
Um and and what is real successas an individual?
And what I've come down to arewhat I call my two maxims.
And so these are sort of likethe filter of success that I try
to view every decision and alsomy identity as I as I move
through life of definingsuccess.
And intentionally it's not setin stone.
(06:25):
Intentionally, it's it's it'svague, which is to maximize my
own experience of life andmaximize my positive impact on
others.
And it's a it's it's a balance,right?
We go through different seasonsof life where maybe we're
taking, maybe we are more of acaretaker, maybe we are more
giving and providing and and uhand and pouring out of ourselves
(06:45):
in service of others in acertain season or in a moment.
But there has to be a balance ofalso how are you taking care of
yourself and how are you um somuch, especially in this
country, we are obsessed withour value coming from the doing,
coming from productivity, andespecially in the entrepreneur
world, right?
(07:06):
We get rewarded for doing andbeing productive and getting
things done and marketing offthe checklist and and we just
keep going, keep going, keepgoing.
And the whole time we we can gothrough our entire lives chasing
the next doing, the next thing,and never actually being present
and like maximizing andappreciating the moment of life
(07:26):
we have.
And and the problem is that ifwe're always working to achieve
a thing so that we can getsomewhere tomorrow, that
tomorrow never comes, right?
So you're not actually enjoyingtoday.
So I think for most probablypeople listening, they they can
get on board with maybemaximizing their impact on
others, right?
They can get on board with like,I wanna, I wanna, I'm gonna have
(07:48):
this impact in my community, orI want to accomplish these
things, or I want to build thisthing.
Um, but it's at sometimes wecompletely neglect this other
side, which is if you believethere is inherent value in being
alive, if you have reverence forbeing alive for this moment,
then how are you showing thatreverence?
Is it by just doing stuff or isit by actually sitting in that?
(08:10):
So I think for me, that's that'sthe key is like how do we
balance and look through thesetwo maxims of maximizing my own
experience of life andmaximizing my impact on others
and constantly having them sortof in in interplay with each
other?
SPEAKER_01 (08:24):
Yeah, uh I think Sean, you have a very good
point, not many people talkabout when it comes to
leadership.
Um, it's not just the character,but living in the present,
enjoying the present,prioritizing the present based
on the necessity andprioritization, what family um
uh is required, um, what work isrequired, what your uh you know,
(08:48):
family and friends and extendedcircle require.
Uh, not many people talk aboutit, and that's very, very unique
and great about what you have uhraised.
Uh really thankful for that.
Um so let's so let's let's umjump into the most exciting
chapter, you being a parent.
(09:09):
And um, how did how did how didthat um transform you or how did
that change your thought processand how did that actually
inspire you being in anentrepreneurship uh journey?
SPEAKER_00 (09:24):
In so many ways.
Uh so many ways, right?
And I am I'm a new father, so myson just turned one, and so you
know, I tell people all the timeI'm I feel like I'm just
transitioning from the just keepthem alive phase of parenting to
actually parenting.
Like I'm I'm happy to actuallylike say no every once in a
while now and you know and anddeal with that.
(09:44):
And it it's been amazing, butyou know what is interesting,
there's if I had to, I'm happyto go over all the different
aspects of this.
I would say what it's reallydone for me is it's brought me
to a place where I can moreconfidently stand, or I feel
(10:04):
even more responsibility tostand on what to say no to.
Like there's, you know, beforeit I would always I would say
yes to like I can always work alittle more, or I could always
do this other project, or Icould always take on this other
thing.
And it was and it was uhunfortunately hard for me
sometimes to put barriers aroundthat because I could always just
(10:27):
go and go and add and do moreand do more and do more.
And and now with you know,looking at you know my son and
and and my time with my my wife,but us together as a family is I
value that so much that I haveto now look at when I say yes to
things, like what is gonna,what's the cost of that?
(10:49):
There's a whole new cost tosaying yes.
There's a whole new cost totravel for work.
I travel a lot for work.
So, like that used to be uh uh,you know, traveling to doing a
speaking event or uh or ortravel to go visit a client.
And, you know, a day away fromyour wife or two, you know, it's
it's hard.
We'd miss each other, we'dFaceTime and do all that.
(11:12):
But now it's a whole new levelof, well, now I'm not showing up
as a father in those moments.
And what's the cost of that?
So I think for me, what has youknow, I would say it's it's two
things.
It's that, it's it's forced meto or put me in a place where I
really stand firmer on focusingon like what's most important
(11:32):
and what's gonna, what is gonnaget me the best outcomes and
what's the ROI and how to kindof get rid of the noise.
So it's helped me focus a bit.
Um, and the other thing I wouldsay is that, you know, it
didn't, it didn't shift reallyany of my my vision or my goals
of what I was trying toaccomplish, like, or even you
know, taking something as simpleas like going to the gym and
(11:53):
working out or taking care of myhealth.
I'm still gonna do that.
I was doing that before.
Uh, I still valued it.
But the so the goal there didn'tchange, but the reason behind it
completely shifted.
So the paradigm of why, the whybehind I'm doing all those
things now, you know, I I I liketo say when it comes to
(12:14):
leadership, it's leader when youdecide to put on the identity,
the mantle of leadership of aleader, you start holding
yourself to a higher standard ofbeing.
Like if you think about it evenuh in a business setting, you
think if you think if if I saidthink of a manager and think of
(12:36):
a leader, you're thinking ofdifferent people.
SPEAKER_01 (12:39):
Exactly.
SPEAKER_00 (12:40):
Right?
And if and if you decide I'mgonna be a manager, you're gonna
hold yourself to one standard.
If you say I'm a leader of otherpeople, I'm gonna hold yourself
to a different standard.
And so when you step up, Ithink, into parenthood, you
really step into like a newlevel of leadership of the
family unit.
And so how I show up, theexample I set is now well, it's
(13:03):
not just about me staying inshape or being healthy or being
active.
It's having my son have a fathergo out and do and take care of
himself.
And how I treat my wife or how Itreat people around me is no
longer just about that personand me.
It's about setting the exampleof showing the people in my
family as a leader of like, thisis how you treat other people,
this is how you take care oflead by example.
(13:26):
Exactly.
It's a whole new paradigm.
SPEAKER_01 (13:29):
Yeah, yeah.
I I think what you're saying isjust don't when you mean
leadership, it doesn't just meanyour work and lead by example at
work, but also lead by examplein the family, right?
So that it's a complete holisticpersonality that you're
building, and that's again very,very unique perspective I have.
(13:54):
So Sean, that does make a lot ofsense.
That does make a lot of sensefor sure.
Um I'm curious about when youtalk about this no-limit
leadership triage, um, buildinga culture of trust,
communication, and growth.
And I see communication is oftenoften a big missing piece um in
(14:18):
most of the cases.
So, what would be yoursuggestion around communication
um to build that leadershiptriage?
SPEAKER_00 (14:28):
The key for communication inside an
organization is that there'smechanisms in place to have it
uh in uh regularly, right?
There has to be a feedback cycleand loop that is constantly
moving, that isn't uh justsitting here that is going to be
(14:50):
activated when there's somethingimportant to send up the
flagpole or to give feedback,right?
The mistake I see is a lot ofleaders saying, like, well, you
know, I've got an open doorpolicy.
If something was wrong, theywould come tell me.
Or, you know, if well, if if Imy people know that they can
give me feedback, they can letme know how I'm doing, or
whatever that is, right?
Um, or how often do we justcheck the box on, you know, the
(15:14):
term I hate, which is likeperformance annual performance
evaluations, right?
I had a like what that lookslike, how do we solve for that?
It looks like regular, definewhat that is, but I would say at
a minimum with a direct reportmonthly, dedicated one-on-one,
where you sit down and you havealready agreed to what what is
(15:38):
your vision here?
Like, what is your goal?
Like, what are you doing here?
Like, are you just herecollecting a paycheck?
Like, do you have goals orvisions of moving up in the
company?
Are you gaining skills to dosomething else?
Like, uh, why are you here?
What matters to you?
And then we found a way to alignthat with what matters to the
company.
And when you align that, that'swhat happens.
And all too often we make theassumption that well, they
(15:59):
signed up, they do the job, we'dbe giving them a paycheck.
That's why they're here.
Maybe, maybe that's whatmotivates them, you know.
Maybe uh their youngest daughteris 17, it's her last soccer
season, and what really mattersto them is that they get to the
games and the games are at 4:30and they work till five.
And so if you found a way forthem on those days to come in an
hour or half hour early so theycould make those games, they
(16:19):
would do anything for you.
But that doesn't happen withoutthat conversation.
And so these regular one-on-onesis just one mechanism.
And also, as part of that, uh,what I have seen tremendous
value in in organizations isthat this regular cycle of
feedback goes up and down, andit happens positive and
(16:41):
negative.
So, what that looks like isevery month or every week,
whenever we're meeting, youknow, Hema, you're gonna give
me, I'm I'm your supervisor inthis scenario.
You're gonna tell me threethings I've done great this
month and three things I I couldimprove on.
And I'm gonna tell you the samething, and we're gonna like
lubricate the mechanism offeedback back and forth so that
(17:03):
it's just flowing.
So then when something comes upthat's important, whether that's
me sending information down oryou giving me feedback about how
something's impacting clients orthe other organization or
whatever, you're gonna give mehonest feedback because we're
that's just what we do.
And and so a formal mechanismfor information to flow down and
(17:24):
up that is constantly going andis not just dependent on
instances or when it's when it'sneeded or when you feel like
it's needed.
I think that's that's a keydifference between companies
that really get this right andreally create a learning
organization that continues toevolve and improve and engage
(17:46):
their employees, and one whojust is kind of like doing
things sort of blindly.
SPEAKER_01 (17:52):
Yeah, yeah.
And um definitely thatcommunication is where uh most
of the companies do feel likethey have to, you know, improve
and make it better and make ittransparent and have that open
communications.
But also, as you know, you willsee with this more digital age
um in place, you will also see alot of communication gaps uh
(18:14):
within the family, right?
So, and um I any suggestion fromyour uh leadership book um to
the people, especially when youhave teenagers around, um as you
remember when we were small, weused to have almost all the day
dinner together, right?
With uh with our kids and so on.
(18:34):
So it's kind of slowly gettingreduced.
And uh few kids want to morehang out in their room and do
the stuff that they likecompared to actually even though
the parents are trying to pullthem together, um, sometimes it
can be a challenge.
How do you think your leadershipsuggestion around communication
(18:55):
can be contextualized and behelpful for families nowadays?
SPEAKER_00 (19:02):
Beautiful question.
You know, the first thing Iwould say on that is going back
to our earlier conversation byleadership by example.
SPEAKER_01 (19:13):
Right.
SPEAKER_00 (19:14):
I like how many times, like I know this is
something even with my with myson now, is uh I try to have a
rule.
It's so hard, especially whenthey're really young, right?
But like my phone is neverbetween us.
My phone is never up between ourfaces.
Like, you know, and and so youknow, and and I work with
clients a lot on this, on uh,because we work holistically.
(19:37):
I work with clients, we set avision, we say vision is boss.
What is your vision for yourbusiness?
What is your vision foryourself?
What is your vision relation?
We usually have professionalgoals or vision, uh, personal
and relational.
So, what are your relationshipgoals?
What do you want yourrelationship with your spouse to
look like?
What do you want yourrelationship with your kids to
look like?
And where is that and where isit now?
What's the gap?
And how do we close that?
(19:58):
And so I'll give you specificexamples of exact exact examples
of things we've I've done withclients that have worked.
Um, the first one is just thedinner time.
There's no phones, no, nobodyhas phones.
Phones are all in the otherroom.
Like when we're eating dinner,parents don't have phones, kids
don't have phones, phones don'texist in the dining room.
(20:19):
That's time to sit and haveconversation and leading by
example there.
And um, you know, I have aclient that then they sit around
and said, Well, we're gonnawe're gonna have a conversation
of like what are if you want tolead an organization and in in a
business, let's just say, youwould have values and a mission.
Do you have that for yourfamily?
(20:39):
What are your family values?
Do you all know them?
Do your kids recite them?
Do you have conversations aroundit?
And so again, maybe harder whenthey're you've got senior
teenagers, but as kids getolder, very easy to say, like
one of our, you know, I have aclient, one of our family values
is adventure as an example.
He has like five family values.
So say, okay, how did what's anexample where you you show the
(21:01):
value of it of adventure today?
What'd you try something new?
And that's a conversation piece.
So you're having a conversationaround values and what what's
going on, and that's waydifferent than how was school
today?
Good.
Right.
And you're also priming them,right?
You're priming your kids nowlook for that because they know
oh, one of our family values isgratitude.
One of our family values iskindness.
Okay, so now they're walkingthrough life.
(21:21):
I mean, this is whatmanifestation is, right?
It's not magic, it's we'reyou're focusing on a thing.
And so you see a thing, you do athing.
So you're looking for kindness,you're looking for gratitude,
and you just then you embodythat.
So, like you can have that's adifferent way to do dinner than
most people do dinner.
And I think it's up for us andand for parents to lead and set
(21:42):
those boundaries.
Like I have very specificboundaries.
I work from home, I have for 10,11 years.
I have boundaries for myself.
I don't sit on my couch, my buttdoes not touch my couch unless
I'm done with work for the day.
Not not to take a break, not torest my legs.
Yeah, not to dust my legs.
And the and the TV never goes.
You you've got to set theseboundaries, you know?
SPEAKER_01 (22:01):
Yeah, you gotta create these boundaries.
SPEAKER_00 (22:02):
And and and when you do that for yourself by leading
by.
Example, then then your kidswill start doing that, right?
And I um, you know, I I uhwhat's her name?
Dr.
Becky, very like um a parentaluh coach and expert online.
I love her stuff.
And um, you know, she showed itit was a a study she showed
(22:24):
where it's like your childrenare not gonna treat themselves
the way you treat them, they'regonna treat them way themselves
the way you treat yourself.
SPEAKER_01 (22:33):
Oh that's a very powerful statement.
SPEAKER_00 (22:37):
So, how do you show up in those moments in in terms
of communication?
So I would say that.
And then the other one is uhagain, specifically with a
client who has teenagers who'strying to, who has been distant
building a business and wants torekindle this and has, you know,
three teenage uh kids, one ofthem just got engaged, he's 19.
And now at 19, now he hasestablished he has monthly dates
(23:00):
with each one one-on-one andtakes them out and does what
they want to do.
And and and his mantra for thosedates is lead with curiosity.
He's not going in to tell themwhat to do.
He's going in, and what he'sgetting curious about is what is
my ideal relationship now aswith a young adult?
Like, what is father, you know,fatherhood to a 13-year-old and
(23:23):
fatherhood to a 19-year-oldshould look different.
What is this relationship gonnalook like?
And so he's having conversationslike, look, you're you're 19,
you're getting remarried.
What do you want ourrelationship to be now?
And asking and listening.
So leading with curiosity, and Iwould say if you're struggling
with that as a parent, the threequestion rule is great, which is
you ask a question, or you theytell you something, right?
(23:45):
They tell you so they tell you afact, I did this thing, or I'm
thinking about this, or I'mhaving problems here.
You ask three clarifyingquestions before you give any
feedback or suggestions.
And just doing that willtransform the way you're
listening, and I make uptransform your relationship.
SPEAKER_01 (24:05):
That does make a lot of sense.
And I think it's it's adefinitely the point you have to
reiterate and make sure youconsistently do that to build
that relationship whether it canbe spouse to spouse or spouse to
kids.
Um, and I I think that's one ofthe best ways we have suggested
(24:27):
in this uh digital world tostart making those bonds
stronger and so that the kidscan know if I have any problem I
can go openly and talk to myparents.
SPEAKER_00 (24:40):
Right, yeah, yeah.
SPEAKER_01 (24:42):
And the spouse can know if I have anything to say,
I don't need to hide.
I can have an open, honestconversation with my spouse
about my feelings, and I thinkthat is the biggest gap that we
are seeing in this generation.
Um, and I think the points thatyou have said make complete
sense.
I know we are towards the um topof our schedule time, but um um
(25:08):
I would like to wrap up thisforecast by um asking your
another big venture that youhad, which is Warriors, your
book.
And key uh six key success uhmantras, uh, I would say.
Um do you want to wrap thisforecast by telling your golden
(25:28):
nuggets from the Warriors bookto the parents and entrepreneurs
around?
SPEAKER_00 (25:33):
Yeah, you know, so the give you the I'll give you
the quick the quick pitch on uhmy book, A Warrior's Mindset,
The Six Keys to Greatness.
And the premise of the book isthat um we are all the
descendants of warriors andconquerors and explorers.
Uh the the timid, the people whowere too afraid to leave their
(25:56):
caves, who who hid, whateverthat looked like in the ancient
world, like they didn'tprocreate there.
We we're not descendants ofthose, we're descendants of
people who got on the ships andwent into the ocean and went
across lands and survived warsand famine.
Like that's who we that's wherewe come from.
And and we, if we lose sight ofthat, of this desire, right?
(26:20):
Which I, you know, I really Idefine a leader and a warrior
actually as the same thing,depending on the audience, but
it's the same thing for me,which is it's someone who's uh
striving toward a noble purposegreater than themselves.
And so that's a warrior'sfighting for something, whereas
you're not describing a warrioras not a thief.
It's not so much like stealingsomething to hide it.
(26:41):
It's there's a purpose, there'sa mission, there's something
bigger than them that they'rededicated to.
And so when you find that, Ithink that's a key component of
fulfillment as a human being.
And so in the book, what I giveis a framework for that.
And the very quickly, the firstis gratitude.
And this is not, you still needto get the book and read it, but
gratitude, which gratitude isyour fuel.
(27:03):
That's the right fuel source.
It's an infinite fuel source.
To live to live with gratitudeis to live with love.
So gratitude fuels you.
Um, your the second is aninternal locus of control.
So that's by maximizing yourimpact by focusing on only what
you can control.
Don't let external things youcan't control steal your energy,
right?
So we've got power.
Now we're gonna harness it.
North Star, we're gonna focus ittoward a noble purpose greater
(27:26):
than ourselves because we'retribal creatures and that's
where fulfillment comes from.
Uh, fulfillment will never comefrom selfish gratification.
That's just a dopamine hit.
That's called addiction.
So we need to we need to strivetoward something bigger than
ourselves.
Uh, and then we haveself-discipline, which is how we
turn intention into action,right?
If we if we don't have theself-discipline to actually do
the thing, then we're justsitting on our couch being, you
(27:49):
know, dreamers, right?
It's what separates um dreamersfrom doers.
And then the fifth uh key isperseverance.
And perseverance has twocomponents, and that's how
that's the grit to finish, notjust through like immediate
challenge, which is how we thinkof perseverance sometimes, like
getting through a hard time.
But what hits a lot of us,especially in this part of the
(28:10):
world, is apathy.
It's complacency, it's comfort,right?
We're young, we're excited, wegot a new job or a new parent,
we're excited, we're gonna doeverything right, we're gonna do
all that.
And then we make some money andyou know, our house gets bigger,
and there's like a lot of showson Netflix, and we got heated
leather seats, and all of asudden we're like, where's our
dreams and goals?
Like, where's our aspirations?
So the first five keys are ourself-leadership, our
(28:33):
self-leadership, right?
Because the keys to greatness.
So you have to go through thatcycle, and then the final key is
leadership.
That's how we amplify that.
So the first five keys are aboutleading yourself, and then the
last key is leadership andamplifying impact by becoming
the greatest version ofyourself.
SPEAKER_01 (28:52):
Again, six golden negles.
Thank you so much, Sean.
And uh, for the audience, um,just uh so that you remember,
please do check um Sean Patton'sbook, A Warrior's Mindset The
Six Keys to Greatness.
Um, I think it would definitelymake a big difference in um each
of our lives by reading that,and we could definitely learn a
(29:15):
lot.
Sean Patton, everyone.
Thank you, Sean, for coming onthe show.
SPEAKER_00 (29:19):
Thank you so much, it's been great.
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