November 14, 2022 • 58 mins
Running the Bases today with Andy McDowell Founder of Generate Your Value. Andy is an Entrepreneur/Small Business Coaching Services Business Owner and Podcaster, and former Aviation Business Leader. And, Andy is our first guest to sing the National Anthem at an MLB Game!
Our Guest today says he is an Engineer by trade and a creative by nature! An Aviation Systems expert - Our lifelong Aviation Enthusiast - has an Engineering Degree from Georgia Tech, and a Masters from Georgia State in Computer Information Systems. He spent 27 years working in the Aviation Technology Industry, 22 of which were with Boeing. After a very successful career in the corporate world, flying around the globe working on very high-profile projects such as preparing both the Beijing and the Sochi Airports for the Olympic Games, he took his years of Business and Leadership knowledge to become an entrepreneur - founding his own Small Business Coaching Services Business in the Greater Atlanta Area
Generate Your Value Success Coaching offers participants a powerful business coaching process with the powerful, proprietary, Pinnacle Success System™ serving as the foundation.
It’s a great show as we explore going out on your own to pursue your passions and create a successful business.
To learn more about Andy and Generate Your Value visit: www.generateyourvalue.com
Andy’s Podcast: THE GENERATE YOUR VALUE PODCAST
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Randy Rohde (00:01):
I'm Randy Rohde and I'm fascinated with entrepreneurs
and small business owners.
Plus, I love baseball.
Every show I sit down with a smallbusiness owner and we discuss their
running the bases of entrepreneurship.
We throw the ball around on strategy,management, execution, and innovation.
(00:25):
A little fun baseball talk.
Hey, thanks for joining us today.
Settle in, grab your crackerjacks, and you know what they say.
Play ball, and it's agreat day for a ball game.
This is Randy Rohde with running thebases with small businesses, and our
guest today says he is an engineerby trade and a creative by nature.
(00:49):
I've gotta pursue that a little bit.
An aviation systems expert.
Our lifelong aviation enthusiast hasan engineering degree from Georgia
Tech and a master's from GeorgiaState in Computer Information Systems.
He spent 27 years workingin the aviation technology.
(01:10):
Industry.
22 of those were with Boeing.
And after a successful career inthe corporate world, flying around
the globe, working on some veryhigh profile projects such as
preparing both the Beijing and Sochi.
Airports for the Olympic Games.
That sounds interesting.
He took his years of business andleadership knowledge to become an
(01:33):
entrepreneur himself founding hisown small business coaching services
company in the greater Atlanta area.
So please welcome to the show.
We've got Andrew McDowell,founder and president of
Generate Your Value Consulting.
Welcome to the show.
Andy, can I call you?
Andy McDowell (01:52):
Yes, please do.
That's what everybody calls me.
If, uh, the only person that callsme Andrew is my mother, and if when
she does, I know I'm in trouble.
.
Randy Rohde (02:00):
I know.
Yes.
Yeah, that's good.
All right, Andy, well,welcome to the show.
Glad you could, uh, joinus from, uh, Atlanta.
That's always fun.
Hey, before we start digginginto your background and, um,
your current, uh, venture herewith Generate Your Value Consult.
My research team has dug in a little bitand has come up with this little jewel
(02:23):
of something that I've gotta mention.
So on.
Uh, we've had a past guest who wasa fighter pilot in the Air Force,
and he actually did a flyover on aWorld Series game several years ago.
Um, I think you may be one of ourfirst guests who actually got to sing.
(02:46):
The national anthem at a baseball game.
Uh oh.
You doing your research?
Yes, Yes.
So tell us a little bit about that.
I, from what I understand, I'mnot sure exactly when, I didn't
get a date on it, but from what Iunderstand, you did sing the national
anthem at an Atlanta Braves game.
Is that right?
Yes.
(03:06):
Along with 11 other people, um, , thisis back in the, in the stadium that
the, the Olympics were in Atlanta,the previous stadium in the Brazen,
not their current one at Trus Park.
All right.
And I belonged to a church that,uh, John Scholtz, the gm, uh, was
a member of, and he arranged for,uh, one of our small choirs, which
(03:30):
I was a member of an acapella.
To come in and sing the national anthem.
Uh, I belonged to a Lutheran churchand it was Lutheran Day of all
things at, uh, the Brave Stadium.
So he brought us in to singNational Anthem, Mount Capella.
Oh, very fun.
Uh, you know, so we had threepeople in each of the ranges
from base, tenor, alto, soprano.
(03:52):
Um, and went out and stood rightbehind the pitchers mound, uh, on
the field and, and sung nationalanthem into a couple microphones.
They had my parents in, in theaudience and got to watch the game
with them was, uh, an amazing day.
That's
very nice.
I've always, uh, Uh, been a littlefascinated by, um, when they're singing
(04:15):
the anthem, when they have guests comein and they do this and at most games,
and I'm in surprised when you say thatthey brought 'em out to the pitchers
mount, because at most of the gamesthat I see is that they're kind of over
off to maybe the left of home plateor somewhere around in there and you
know, because the players are wherever.
(04:35):
But so that's interesting that you.
Near, uh, the pitcher's mound, but so,
Andy McDowell (04:41):
well they had to, they had to spread 12 of us.
Okay.
Yeah.
Around on a grassy area.
And I think they, they felt like therewas enough grassy area behind pitcher's
mound between second base with which to.
Spread us out a little bit.
Yeah.
Now I am curing in the anthem.
Randy Rohde (04:57):
Do they really take care of you?
I don't know.
It always seems like, you know,they kinda usher in and usher
out and that's it, you know?
And I'm always wondering like, you know,do they take you somewhere to a green
room and you get like some refreshments?
Do they kind of treat you like, Hey,thanks, you know, do they, They're
like, Here's free tickets to the game.
Andy McDowell (05:15):
And we, we were gathered out in right field area in.
In the walkways where everybody elseis walking, we found a quiet spot
somewhere to get ourselves tunedup and, uh, you know, go through it
once or twice, uh, together to makesure we were sounding all in tune
and so forth, uh, just by ourselves.
Yeah.
And then we were told to, uh, goto a certain spot behind the right
(05:37):
field fence when we were done.
And we were just standing there waitingand they just opened up the doors and
sort of pointed to the pitches mountand say, Walk over there and, 12 of
us just walked out of right field.
Behind the pitchers moundand got ourselves organized.
And then somebody, you know, an organizerwas out there with us by the mics and
(05:59):
sort of pointed to us after they hadannounced us over the loud speaker you on.
Yeah.
Did our thing, and then turnedaround and walked right back out the
right field and passed the fence.
And then we had to, youknow, we had tickets.
Okay.
They did give us tickets for the game and.
Just, we had to findour own way to the seat.
So there was no, you know,knowing the general manager of
(06:20):
the Braves didn't do us any Okay.
R (06:23):
Waivers when it came to that.
Not even a particular,not even a free hot dog.
Like, Hey, thanks.
It was like, okay.
No.
Well, there we go.
Well, that's fun.
Anyway, I think, uh, what I'msure it's was a, a, a great
experience, great memory for you.
So, and fun for you.
Oh, it was, well,
Andy McDowell (06:38):
I mean, it was a great experience for my parents
to be able to see their, Sure.
Their son out on thebig jumbo tron and oh.
Center field as the camerawas pan paning around
Randy Rohde (06:47):
as, as we were singing . Oh, that's great.
Well, let's kinda dig in a littlebit of what you're doing right
now, which is you have, uh, smallbusiness coaching services that you
do called, uh, Generate your Value.
Tell us a little bit about that,how you got started in it, and, um,
well actually, before you give thebackground of how you got started,
(07:10):
why don't you just give an overview ofthe service itself and what, and what
you do in helping small businesses.
Andy McDowell (07:17):
Well, I use a three, three prong approach.
With potential clients.
Uh, the most popular, which is a, Icall it a peer to peer advisory group,
but it's much like a mastermind groupwhere I bring in small business owners,
uh, once a month and we sit around atable for an afternoon in each client
or customer brings a special 30 dayproject within their business that
(07:39):
they wanna work on together with the.
Where all the other businessowners can act as like an advisory
board to that specific owner.
And we spend 15, 20 minutes, uh,on each business as we go around
the table helping each other.
I facilitate the meeting, bringmy own advice and experience
the conversation and so forth.
(08:00):
And that's, that's my most popular.
Part of my program becauseit's such a tremendous value.
You know, it's not a big time consumer.
For the business owner, it's four orfive hours, one afternoon a month.
I assign accountabilitybuddies in between.
So I take two participants in the groupand say, Okay, get together in a couple
weeks over coffee, a beer dinner.
(08:23):
It doesn't matter in me.
It's all about holding each otheraccountable to working on the
goal that they had set trying toaccomplish over the next 30 days.
And they get to know each otherbetter and get to be cheerleaders for
each other and that kind of thing.
So that's one facet.
The other is a series of workshops,um, that are all geared towards,
um, Business owners getting to knowwho they are in this world and how
(08:45):
do they align with their business.
Um, studies have found that's alwaysthe best way to go, as opposed to,
you know, being a plumber but hatingplumbing that's not gonna help you get
outta out of the bed in the morning andreally want to go to work and so forth.
Right?
So, who, who do you want tobe in this world and how does.
How's your business aligned is oneof the workshops and we, we look at
(09:06):
things as, um, who is your targetaudience and who are you really serving?
And should you be saying no to certainpeople that just take up all your time?
You don't really bringvalue to your business.
Another one's on productivity.
With your time, timemanagement kind of piece.
And, uh, have another workshopon laying the foundation of a
business strategy for your business.
(09:28):
So series of workshops.
And then lastly to last arm,so to speak, of the program
is just one-on-one coaching.
Let's get in the room just one-on-oneand work on a specific area or business
that you're really having difficultieswith, whether it's hiring, firing,
marketing, sales, you know, whatever itmay be, um, aspect of your business that.
You want some one on one dedicatedtime with, from that perspective and
(09:51):
that, that's where I like to reallydive into who they are as a person
and are, are you in the right place interms of mindset and your heart and.
Type of business that you're doing.
And, um, I'm a big believerin leadership comes from the
inside out, so let's mm-hmm.
see where you're at and where Ican help you in those aspects.
Randy Rohde (10:11):
Right, Right.
I love that, that you've have thesethree different kind of offerings,
if you would, because I think theyprobably would be attractive to
some people would love all of it.
Um, I'm sure you find, andothers I'm sure are attracted to.
One particular avenue over another.
(10:34):
I, I would imagine, like I'm a partof a couple of different mastermind
groups, is what we call them, um,in, in my industry, uh, as well.
And I love those.
And you know, it's been, uh,a great opportunity for me to.
Kind of banter about various kinds ofthings about our business and industry
and learn from others and, and talk aboutgrowth and all of those kinds of things.
(10:58):
So I really value the mastermind groups.
But yeah, I think that's a, that's a greatapproach to be able to offer all of those
different avenues, um, to your clients.
Do you find that as well, Do people maybe.
Are attracted to one, um, particular,uh, offering over another?
Or does everybody do everything?
Andy McDowell (11:19):
No.
Uh, by far the, the peer to peeror the mastermind type group is the
most popular, and it's, for me, Isee it as a journey for the customer.
Right.
And as they.
Start bringing in projects intothe group and start working on 'em.
They, they, they find out whichones are easy for 'em, which ones
are more difficult, and where theyhave potential growth as a business
(11:41):
owner, as a leader, and so forth.
And that usually migratesthem, so to speak, over to the
workshops and, and one to one.
Yeah.
I always encourage, Ionly charge $95 a month.
It.
It's really inexpensive, you know, it'sa little over a thousand dollars a year
if you, you know, if you tend all, all 12through the whole year, which is not a, a
large investment for a small business, andyou just get tremendous value out of it.
(12:05):
Yeah, yeah.
From the perspective, particularly whenyou've, I sort of cap off the group
at about eight, eight customers, andif you have a full group of eight,
eight people, you're getting a ton ofadvice and comments and experience,
uh, around the table that reallyhelps you from that perspective.
So it's a, it's a powerful
Randy Rohde (12:21):
tool.
Yeah.
Well, I, and again, I would justattest to the value of Masterminds
and, and that kind of a format.
So I love.
Something that we don't do.
And you mentioned you kinda do thisaccountability buddy, uh, which I
think is a great idea and to kindof push on our groups, we meet more
frequently and so, um, that might makethat a little bit more challenging in
(12:43):
thinking, uh, the way that we operate.
But I think it's a great facet andpeople, I mean, it's, it's proven that
if you've got somebody that's kindahelping you be accountable, What you say
you're going to do, um, you generallyperform much better at, at actually
trying to accomplish those things.
So yeah, that's a great, Well,
Andy McD (13:04):
so as well as somebody who's gonna be an encouraging, right?
Sure.
If you set out a goal and you gettwo weeks into it and you find you're
having some difficulty, once again,you have somebody sitting across the
table who's gonna offer advice or beencouraging to say, Hey, keep going.
You know, maybe try this or trythat and sort of get over that
bump in the road that you ran intoin trying to achieve your goal.
(13:26):
And lastly, it's it's, it's only 30 days.
So if you're really struggling withit, you just bring the same topic to
the group again in the following month.
And we keep, keep.
Hashing away
Randy Rohde (13:35):
at it for you.
Sure, sure.
You keep banging at it.
All right.
So we're gonna come back and talkmaybe a bit more about, um, your
consulting business, generate yourvalue, and I wanna be sure as well.
Hey, and tell the folks you can go andcheck it out, uh, at um, Andy's website.
Generate your value all one word.com.
(13:57):
Uh, we'll get you over there and you canfind out some more information on that.
Before you got into this, I think youalso had some very fascinating career
experiences, um, and I love this title.
So when you were with Boeing,you had this director.
Airspace and airportservices and I think Wow.
(14:18):
Airspace.
How do you, the director of airspace, sowith Boeing, and, and maybe if you even
wanna step further back in time, I knowI've got all, all of these notes on this,
but, um, maybe how you came to join Boeingbecause you actually started I would.
I, I would define as well, probablywith some entrepreneurial spirits
(14:38):
with a smaller company, and then youended up, uh, working with Boeing.
So maybe give some of that backgroundand then guide us through how
you got to Boeing and, and, uh,I'll also want to hear about the,
um, preparation for the OlympicGames, I think too would be kind of
Andy McDowell (14:52):
fun.
Yeah.
There's some fascinatingstories behind that.
Um, so I've had the, the, the pleasureand the blessing and the luxury.
Experiencing many different shapesand sizes of entrepreneurship, right?
So I came outta my master'sdegree and worked for two
different small entrepreneurialfirms, each less than 50 people.
(15:14):
Um, the first one, uh, this is at thetime where cellular companies were
just coming on board, you know, thewhole, whole idea, you know, back when
the cell phone cost you like two grandand it was a big brick and I was gonna
Randy Rohde (15:27):
say yeah, about the size of a shoebox and
Andy McDowel (15:30):
yeah, Motorola was the big manufacturer and so forth.
And, uh, the cellular companies werestarting to put up all their tower.
Cellular companies wereobviously regulated by the fcc.
And FCC had a rule that you, um, had tomake sure that you went through an FAA
process that ensures that your tower'snot gonna be in the weight of airplanes.
(15:53):
Ah, you know, in simple language, right?
And particularly if your tower'sover 200 feet, it becomes
a major issue for the faa.
And so you had to file an application,if you will, with the faa.
To have it studied, screened, whateverterm you wanna say for it, and get,
get the FAS blessing before the FCCwould issue a proper license, if
(16:16):
you will, for that site to be built.
Um, but the problem was the, the FAAtook forever and this business, uh,
had hired a bunch of X FAA people thathad done that work and were able to.
Turn around in two to threeweeks as opposed to two to
three months or even six months.
Um, and you don't wanna, if you'rebuilding out a network, you don't
(16:38):
want to put in an application andthen 2, 3, 6 months later get a no.
Right.
That just ex extends things,extends timelines, and it really
makes cellular companies unhappy.
So they, they were more than happyto come to us and we had about a,
um, 95% or better accuracy rate onour answers to them about what the
(17:00):
FAA would say from that perspective.
And the company I worked for before,Was bringing out a new technology
that had been developed calledGeographical Information Systems.
And it's a, it's a databasetype technology that brings
geography into the equation.
And, um, I developed a system for the.
Cellular based company that, uh, reducedthe time from two to three weeks to
(17:25):
two to three days and saved all kindsof costs for the company and just
shot their profits through the roof.
Oh, sure.
The two owners decided, originallydecided they wanted to find a, a, a
cash partner, somebody to come in andinfuse some money into the company.
But then, um, there was onecompany called Jefferson.
It wasn't owned by Boeing at the time,but they, uh, came in and said, uh,
(17:49):
no, we don't wanna partner with you.
You wanna buy you.
And so the two owners sold.
Uh, we became part of Jefferson anda year later Boeing bought Jefferson.
And that's how we gotinto the Boeing folds.
You know, we went through two orthree HR programs and so forth.
Then about a year and a half or sothat just sort of drove us all crazy.
But they made, they, they put me inanother gentleman in charge of the
(18:13):
business when the two owners left.
Two owners signed a contract tostay on for a year to develop
us as the the business leaders.
And, uh, we went on our way.
And then about a year and a halflater, my partner left the company
and put me solely in charge of it.
And we all knew that the tower businesswas gonna eventually start declining,
as, you know, as all their networksand towers got built out and so forth.
(18:36):
We knew there was a maturity toit, but it came, uh, came much
quicker than we thought It.
And so we diversified and got intothe business since we, we already had
to have this knowledge of airspaceto evaluate a tower against it to
start getting into this consultingbusiness of helping governments.
Build up the highways in thesky in quote that airplanes fly.
(19:01):
And at the time, GPS was coming out.
That was the big thing that weworked on on the Boeing side with
governments, was, uh, we alreadyhad the garment devices in the cars.
Uh, cuz safety issues are a lot lessand lot, lot less number of people get
impacted with a crash or an accidentso far as opposed to an airplane.
(19:21):
Aviation is like the medical field.
It just tests and tests and tests andtests and tests to prove a technology
before they make it live, so to speak.
And hello, uh, and the massive airplanesto start flying using that technology.
And so we helped, uh, governments throughthat process to include bringing in a
very advanced, uh, form of, uh, gps.
(19:44):
Uh, myself and other gentlemanthat work for me have.
Co-author two patents usingthat technology for Boeing.
It's called rmp, RequiredNavigational Performance.
And that's what we spent the 22 yearswas helping to bring gps, uh, based
operations in the air and on the ground.
Um, at airports we had.
(20:06):
One of the best simulation tools, uh,on the market that was, um, homegrown
so to speak, and we used it tosimulate ground movements in the air.
We could simulate anentire country's airspace.
Wow, that's incredible.
And used it as a, as a what if tool.
Mm.
You know, if you made thischange here, what kind of impact
would it have on the operations?
Randy Rohde (20:27):
Right.
So, Now, would you use this as, as partof, from an operation standpoint, from
a training like personnel, like pilots?
Was it used for, forthose purposes as well, or
Andy McDowe (20:39):
No, it wasn't used.
Um, primarily it was used for operations.
Uh, when we got into like r and p, uh,it, it could be used for, uh, training
purposes and flight simulators to educateand train pilots on the concept of r
and p and how to fly an r and p based.
Procedure, it was r and p, wasa very highly accurate form of
(21:03):
navigation, and it enabled youto start flying airplanes down.
One of my favorite moments in mycareer was helping a Chinese open a
new airport in Tibet, um, where theairport was in a river valley at about
11,000 feet, and you had mountainson either side of the river that were
up around, uh, 22 to 25,000 feet.
And so you literally had to thread aneedle, so to speak, for the airplane.
(21:27):
To fly over the top of this riverand descend down into the airport.
It was only possible with r andp and it's just a fascinating.
Sight to see, or you're, you're sitting,sitting in your airplane seat in 7 37,
look out the window and feel like youcan reach your hand out and touch a
mountain top from that perspective.
Randy Rohde (21:45):
Yeah.
Yeah.
That is incredible.
Now, w was this what led you to workingon preparation for the Olympic Games
then this particular kind of technology?
Andy McDowell (21:58):
Yes.
Yes.
As a matter of fact, the work we didfor the Chinese in Beijing, uh, later
enabled them to become the secondbusiest airport in the world behind,
uh, the airport here in Atlanta.
Um, a year or two after the Olympicsthat we, we not only re helped them
redesign their ear space using gps,but they brought in a third parallel
runway and a second control tower,all, all in this two year project.
(22:22):
So we used our simulator tohelp 'em figure out which.
Runways should be dedicated to departures.
Which ones should be dedicated to arrivalsor a blend of that during what times of
the day, depending on what demand is.
Mm-hmm.
and how, how to best use their, theirnew airspace structure to try and get
as, as efficient as possible because, uh,for the Olympics, the world is coming.
(22:45):
It's coming in a hurry, andit's, and it's a lot of it.
Yeah.
Right.
Between all the athletes and thediplomats and TV and everything else.
Yeah.
You can have hundreds of airplanesparked at an airport, uh, for that.
It's a little bit long.
The games itself is two weeks,but it's probably a week
before and a week after that.
You've got a lot demandthrough essentially a month.
(23:08):
Yeah.
The world is coming to your doorstepand it's just, uh, One off, if
you will, in terms of demandand operations on the airport.
It's a special case, so tospeak, and it takes a lot of
Rand (23:19):
prep work to make it work.
Right, right, right.
That's incredible.
I never really thought about as aservice of what Boeing does, but
you know, that's a whole nother.
Facet of, obviously it's in theaviation space, but it's certainly,
it's not building aircrafts.
Like I, I think what so many peoplelike myself maybe associate Boeing with,
(23:40):
um, and not necessarily doing some ofthis other kind of aviation consulting
services, uh, that you've outlined.
Um, that really is pretty fascinating.
So.
Let's go from Boeing and thenlet's go forward here a little bit.
Uh uh, um, so at a certain pointyou left Boeing, you've started
the Generate your Value consulting.
(24:03):
How did you know this is a big departurefrom, I mean, you are doing information
systems deep into aviation, obviouslyaviation systems as you described,
GPS stuff, you know, coaching smallbusinesses seems like a big departure.
Maybe it's not.
Uh, I don't know.
Maybe you can connect the dots for us.
Andy McDowell (24:22):
Well, it is, and it isn't one of my favorite
jobs as a leader within Boeing.
Developing people.
It was one of the things that got me outof bed was to be working with my team and
others within Boeing, uh, to help themfind, you know, join happiness and success
in their life and in their, in their joband career at Boeing or, uh, Or elsewhere.
(24:42):
I'd often sit down, peop sit down withpeople and say, uh, life's a journey.
And I, I know Boeing's only part of thatjourney, and so I'm not going to sit
here and develop a plan for you whereyou're gonna be stuck at Boeing all the
time if that's not what you want to do.
Right?
So what do you, what do youwanna do with your life?
What do you wanna do with your career?
Maybe you can do it all the timehere at Boeing, and maybe areas
(25:05):
you want to get into is not aBoeing strength, so to speak, and
we need to get you somewhere else.
But let.
Together, Uh, you know, thinkof me more as a life coach than
a, than a boss, so to speak.
And let's put a plan together to get youthe skills and talents and experiences
that you need to be successful in yourcareer, uh, as you define it for yourself.
(25:25):
And let's work together as apartnership to make that happen.
From that perspective, uh, unfortunately,I was somewhere else in the world
half of the year, so I could onlytake on a certain number of, uh,
mentees, if you will, that wereoutside of my, outside of my team.
Uh, I had plans, my hope was tobe with Boeing for 30 years and
then do what I'm doing today on apart-time basis from that perspective.
(25:49):
But, um, you know, myself andthousands of other employees got laid
off because of the 7 37 max crisis,uh, that happened back in 2019.
And so I just moved that timeline tothe left, said, Okay, I'm gonna go do
this full time for a while, but it.
What I feel like is my purpose in lifeand why I was created and why I'm here.
(26:11):
And I wanna see other peoplesucceed and, and enjoy life.
Like I've enjoyed life, uh, with theblessings of my career and the situations
and opportunities that I had and so forth.
And so let's do what we have to, tohelp you have those same kind of.
Environments, opportunitiesand, and successes.
(26:32):
You define it for yourself,and I just get tremendous joy
out of watching people grow.
Yeah,
Randy Rohde (26:38):
that's great.
I love that line about, uh, as, asyou would start out and you would tell
people, you know, life is a journey,and, uh, Boeing's a part of it may
not be the, uh, the final destination.
Uh, or not even sure how long therunway may be with Boeing, but mm-hmm.
.
Andy McDowell (26:57):
You know, we'll, parts of Boeing outside of my team
and I help people go elsewhere?
Yeah.
How did you land on the name?
Say, I'm getting all of this kind ofaviation talk in here, and , how did you
land on the name generate your value?
I
Andy (27:15):
just love the word value.
You, you know, there are allkinds of different, think of
value as a diamond, right?
And a diamond's got different facetsdepending on how you cut it and so forth.
And value just comes in so manydifferent forms, whether it be
physical value, financial value,emotional value, spiritual value,
relationship value and so forth.
And for me, uh, life is at itsmost joyous moment and so forth
(27:40):
when you get to help others.
You know, if you've truly done the insidework and can live a life to then turn
around and do what you do, do what youdo for others that you did for yourself
from that perspective, you can then beginto start generating value in the world
values either generated or extracted.
And in, in a, in a strongrelationship, say between a husband
(28:03):
and wife, you're both generat.
You're generating value in your spouse'slife and you're extracting value
that they're generating for yourself.
And when there's a, an even amountof exchange and that generation
and extraction, then you havea very strong relationship.
So if you're gonna truly take controlof your life and put a strategy
(28:27):
together, what what are you doing togenerate value in all areas of your.
For yourself, for friends, forspouses, for children, for parents,
for communities, for organizations.
How are your values, actions,behaviors, mindsets, and everything
(28:50):
else working together to thengenerate value in this world?
And that's what my whole philosophy,methodology, what I do in my programs
is all about is let's do the inner.
Let's generate value in yourself first.
Get that as a good, solidfoundation so that you can then
turn around and do it for others.
(29:12):
And in that journey of doing it for othersis where you find the joy, happiness,
and success in the journey of life whileyou're going down the journey of life.
It's not an end result, it's.
It's a feeling, a mindset and everythingelse as you're going down that, that
road in, in the journey of your life.
Randy Rohde (29:30):
Yeah.
So it's a real, it, it really is ajourney and I, I really appreciate
and, and value use that term.
Please do kind, kind of the philosophicalapproach that you bring to, So it's
not just you, you are not just coachingsomebody on, this is how you can
make your business more profitable.
This is where you can eek out a fewmore, uh, points of margin, uh mm-hmm.
(29:55):
, but, but you really are talking about.
Much broader, much bigger, much deeperconcepts of success, and some of
that is value and how they can drawmore value out of their business.
But in many respects, as you'veoutlined, you're talking about.
Really all venues of an individual's life.
(30:17):
So it's not just their business,but it's also their family,
It's also their relationships.
Uh, it's also their other interests andhobbies that they may be involved with.
And yeah, so
Andy McDowe (30:28):
one of my, that's a great, one of my favorite phrases
is, Culture eats strategy for lunch.
So from a leadership perspective, ifyou're leading, um, a business and so
forth, what, what, what are you doingthat's adding value to the culture of the
organization that brings out the best inyour, in your team and in your people.
You know that those are those soft skills,you know, this term I heard and so forth.
(30:51):
But how are you saying things?
What's your mindset?
What's your approach to your leadershipstyle and everything else that's going to.
Get the best out of your, outof your team that's gonna get
you the results that you want.
Cause ultimately that's what you'rejudged on, is the results and your
balance sheet and everything else.
But if you've, if you've gotemployees, you together with them
(31:13):
as a team have to make that happen.
So are you gonna be a micromanagerand stomp all over people and yell
at 'em and so forth that try andget the best out of 'em, which
is a bad road to go down or are.
Gonna actually generate valuein, in their career and in
their work life and so forth.
They want to get out ofbed and come work with you.
(31:33):
Right, right.
And work together as a team on the goals.
Yeah.
Randy R (31:37):
That's a great approach and it, it opens up a subject I want
to get in with you on, which is reallyabout how do you treat and work and
value your staff, and especially intoday's world where staff retention, I
think is so critical right now and, and.
Keeping the good people on boardwith you, how do you do that?
(32:01):
And I think you, I'm sure you'vegot some great insights into that.
Before we get there, though, it's time.
And it's time for the seventh
Andy McDowell (32:09):
inning stretch.
Ran (32:12):
The seventh inning stretch.
Now folks, I uh, had the kinda of the,the warmup conversation with Andy prior
to, uh, us hitting the record button.
And you know, I always ask, uh,our guests before we kinda get onto
the show here, Hey, do you like.
(32:33):
Baseball . Some people are a little,you know, like, well, you know,
I've heard of it and some peopleare like, Andy, I love baseball.
I've been , I've played baseballmy whole life, you know?
Uh, so this is always kind of fun.
I have some people who get.
Very nervous that are familiarwith the show, and I ask, I'm like,
(32:53):
Hey, it's time for the seventh.
And he starts like, Oh my gosh, thisis the piece I've been most nervous
about, , . So this is the time though.
I, I, we just kind of dig in.
My team, uh, finds some.
Question that we might ask you that mayor may not be relative to your niche.
This one is not necessarily as relativeto your niche as to your experience
(33:17):
and which was your experience on, um,singing the Anthem at a baseball game.
And I'm just gonna kind of dig right inand throw the question right at you here.
Here it comes, Fastballright down the middle.
Andy, do you have an idea?
When was the first documentedinstance that the anthem was played
(33:40):
at an American sporting event?
Andy McDowell (33:43):
Ooh.
Which could be not
Randy Rohde (33:45):
baseball it.
It could not be baseball, but itis though, . But I just read the
question as it was thrown at me.
So . Yeah.
Yeah.
So I that it was played at thefirst instance, that it was a played
at American and sporting event,which actually was a baseball game.
But do you have an idea of when, I'lljust say the year, not necessarily,
(34:07):
you know, more specific date.
I
Andy McDowell (34:09):
don't know the answer to that, but I can probably
put together an educated guess.
I, I would guess it would probably bein the forties, uh, you know, World War
II and patriotism and nationality andall that was probably at a high level.
I would.
That's where I would putmy money, so to speak on an
answer, is somewhere in the mid
Randy Rohde (34:29):
forties.
All right.
Okay.
Well, you know, I willgive you this credit.
So you probably got, youknow, kind of a foul tip here.
? .
Andy McDowell (34:39):
I'm still alive.
Yeah, you're still alive.
You're still swinging.
Um, it, uh, it, it is kind ofinteresting, so it, it actually
started, uh, earlier than aroundWorld War ii, but I think you're
right on point in the sense that it.
Gained massive popularity aroundWorld War ii because then at that
(35:01):
point, during the period aroundWorld War II, that the anthem was
just heard everywhere at that point.
Mm-hmm.
, Um, and not just at sporting events, but.
Before opera movies.
Uh, before the theater, they playedthe anthem and it was just everywhere.
And then it waned a little bit.
And then during the Vietnam War era,it actually came back and became really
(35:24):
almost kind of indoctrinated intoall sporting events at that point.
But to answer your question, So,you know, the Anthem is about a
battle during the war of 1812,so it's not gonna happen before
then , But it actually was documentedfirst being played at a baseball
game in 1862 during the Civil War.
(35:49):
Wow.
I didn't even have any idea.
Baseball.
Um, yes.
Went that far back.
Yes.
Randy Rohde (35:53):
Yes.
Yeah.
So there you go.
Isn't that fun?
I was
Andy (35:56):
thinking late 18 hundreds or early 19 hundreds it started.
Yeah.
Randy Rohde (36:00):
Wow.
. So there we go.
All right.
I love it when
Andy McDowe (36:04):
I learned something
Randy Rohde (36:05):
every day.
There we go.
All right, well let's get back into it.
Play ball.
So Andy, I understand it and Ilove some of the stuff that you
are doing with your consulting.
One of the things though, that I'm.
Curious.
So you started your own business,so you were in some smaller kind of
entrepreneurial chefs, then you wentto Boeing, massive international
(36:29):
company, and then you went backout, decided to kinda do your own
entrepreneurial, uh, pursuits again.
How was that for you?
I don't, I'm, Was it challenging?
Did you love it?
Did you have struggle?
It, it's going from, I don't even knowwhat is Boeing, as I'm assuming just
(36:51):
thousands and thousands of employees togoing to something considerably smaller.
Right?
Andy McDowell (36:58):
Yeah.
And they all bring, bringtheir different challenges.
So as I mentioned before, I had different.
Sizes are facets of entrepreneurship.
I went from an employee in anentrepreneurship to going to Boeing with
a big corporations, the the largest USexporter in dollars in the country with pl
thousands of employees all over the world.
(37:20):
But I was asked to start a business.
Within that corporation.
So I still had to go out, findresources within Boeing for my
marketing and counting and you know,financial side and everything, just
like an entrepreneur has to do.
Um, and if I couldn't find the resourcesin Boeing, then I had the green light to
go find it outside of Boeing to bring itin, you know, as a vendor or services.
(37:44):
To help us out and left Boeing, andnow I, I do all that for myself, but
I've hired other companies to comein and help me with certain aspects,
so, For me, it's, It's all the same.
And it's not all the same.
Mm.
They all have all their own challenges.
My challenge starting this business was mynetwork was aviation industry around the
(38:06):
world, on the government side, and now,now I'm working with small businesses,
brick and mortar businesses and soforth that I was not participating in.
Don't have experience in an area oranything, but business is business.
It comes all in shapes and sizes,but the core of it's all the same.
And I felt like the need was gonnabe the most for those that don't
(38:30):
have the experience that I havebrought to the table through,
through my career and so forth.
And like I said before, I love watchingpeople grow and so I, I just love
working with people and just watch the,the eyes get big as they learn things.
Uh, whether it's in their businessor at the table with me and others
and so forth, to gain that experienceand to help 'em along on the journey.
(38:53):
Yeah.
Uh, you know, I used the,the analogy yesterday in a
meeting about prize fighter.
You know, who am Ilooking for as a customer?
I'm looking for somebody who wantsto be that prize fighter that's,
that's in the ring, you know?
Running their business and doing theirbest against the world, pushing against
it with the business and so forth.
And I'm in the corner yelling,encouragement and everything, and the bell
(39:16):
goes off, and then we get to get togetheragain and talk strategy, how's it going?
And need to use more of a leftjab or go for an undercut this
time, or something of that nature.
Get out there and keepfighting the good fight in, in
growing, growing the business.
And I just love that aspect.
But I, I've had my, my challenges,you know, within Boeing, one of my
(39:37):
biggest challenges in the business wassomething probably that people had never
thought of, but was the contract basis.
And in particularly the rule of law.
So if we're dealing with governments,the government side on the other
side of the table always wanted tomake the rule of law of the contract
to be within their own country.
And Boeing wanted no part of it.
(39:58):
They, they were willing to writecontracts in US law or, or the UK law.
Uh, and it was a major roadblockfor me in, in being able.
To get business.
You know, at country of Mexico, it hasa law that says all their contracts
have to be in Mexican law, period.
You know, there's no , there's no debateor or negotiation they can do with that.
(40:22):
So I had to walk away from doingbusiness in Mexico and helping
them out with some of theirairports just because of contract.
Uh, from that perspective.
So it, you know, like I said, eachindustry, each business type, it's
all entrepreneurial in nature,but they all bring their own.
Their own challenges, right?
Yeah.
Randy Rohde (40:42):
Their own what you have to overcome their own
set of constraints, uh mm-hmm.
, I, I love the, uh, the way thatyou positioned and especially your
experience in, in Boeing, becauseeven though it was a large, uh, is a
large international company, you wererunning essentially a small business
within Boeing, and you were mm-hmm.
(41:03):
had to do.
What all entrepreneurs do nowin sourcing support and services
to help generate business.
You were just doing it withinthe resources within Boeing, or
It could go external if need be,but yeah, so that really adds to
the, I think, the credibility andthe insight that you can provide.
I'm sure with your, uh, existing clients,Before we jumped into the seventh inning,
(41:28):
we were just beginning to touch on staffand talking about value and valuing staff.
In today's world, and you know, it'salways in the headline, you know,
the labor market and how difficultit is to hire people and all.
Obviously, it also puts a great amountof pressure on retaining, uh, employees.
(41:50):
What kinds of thoughts do youhave around that specific subject?
And when you're talking with some of your.
Clients right now that have staff.
What are some of the, the insightsand the conversations that you're
having with, with those folks inregards to staff, whether it's
outsourcing them or retaining staff?
Andy McDowell (42:10):
So it, to me, um, it really boils down to
leadership style and mindset.
So you have a position to be filled.
You have some tasks or processes orwhatever that need to be taken care
of by somebody, and you're gonna puta job description out there and ask.
Ask people to apply for the position,um, and then you're gonna hire somebody.
(42:34):
And so how, how do you seethat relationship with that
person that's coming in?
You know, do, do you see it as anauthoritative kind of relationship?
Like, I'm the boss, here's the job.
Sit down, take care of thesetasks, be a good boy or girl.
Get your, get your work done,and everything will be okay here.
(42:54):
And oh, by the way, I'm gonna take, takethe credit for everything that we do.
Or do you see it as arelationship, as a win-win, right?
Um, you as a, as an employeebrings certain things to the table.
You're bringing talents,skills, your time.
You're making a choice.
I mean, that's all more importanttoday with the whole great resignation
(43:17):
and, and everything that's beengoing on after the pandemic.
People have choices.
So what are you doing with your culture,your job benefits, your offering salary?
All those pieces that you're bringing tothe table that, that the future employees
going to bring in terms of skills,talents, energy, their time, and so forth.
(43:39):
How are you both bringingthat to the table?
You know, somebody brings the, themud and the other person brings the
water and you're gonna make this greatpiece of pottery together, Or is it
just gonna be a mess on the tablebecause you're not bringing the right
mindset and the right environment andculture to the table to get the best.
Out of your people.
Your employees want an emotionally safeplace where they feel like they can
(44:01):
contribute, they can speak up, they canbring their ideas and contributions and
their skills and talents to the table.
Uh, they want all those thingsto be valued and respected.
That doesn't mean that somebody throwsan idea on the table that she do it,
but it's all about how it's received.
Right?
Say, thank you so muchfor expressing that idea.
(44:23):
That's worthy of consideration or it'snot worthy of consideration because I
see we might have big stumbling blockswith A, B, and C and say that in a
respectful way, but I really appreciateyou bringing that to the table.
You know, are you graciousin that and so forth that.
A person's not gonna be afraid to dothe same thing next week or next month
or whatever with some other projectthat you're working on from that basis.
(44:45):
So is it, is it really a win-winrelationship that you're developing
with your employee and your employees?
Or, or is it all about you?
You, you, you, And that's,that's all a mindset.
That's all.
Why, Why are you in it?
Why did you pick leadership?
Why do you want to be a.
Do you want to generate value in thepeople's lives that work for you?
(45:08):
Or are you just there to collect a bigpaycheck, get all the credit and, and feel
like you're on some kind of power cruisebecause you've got the title and authority
next to your name on the nameplate,next to the doorframe of your office.
And that's what I try to get towith my clients is figure out
what side of the fence are you on.
Are you afraid to hirepeople the smarter than you?
(45:29):
See the end of the day, uh, a leadergets judged on their end results.
The results.
So are you gonna put all, putall the monkeys on your back
and, and do it all yourself?
Or are you gonna develop a highspeed team that feels included, heard
in, in their skills and talents arebeing utilized to the max potential?
(45:50):
That when you know Randy, one of myfavorite examples is I had a gentleman
when I was within Boeing, uh, therewas a master sergeant in Army and
he was with a tank battalion, notanything, uh, related to aviation.
So he didn't have anybackground in aviation.
But when, when we interviewedhim, You could see the attitude,
you could see the mindset, and heworked his way from the bottom.
(46:13):
You know, technically speaking from thebottom of our organization to the top.
In five years, I had no problems writingthe checks for the expensive training.
I would have to send people to, you know,in order for them to keep moving up the
ranks, so to speak, with this guy, becausewhen I asked him to do something, his
immediate response was always too easy.
You know, he had a master sergeantkind of attitude that had been
(46:36):
grained into him in the Army, andthat's why we hired him was because
of attitude, not because of technicalcompetency, and he ended up being one
of our best employees in my career.
At Boeing because he had the rightmindset, he had the right culture
within the team, and his contributionswere respected and honored.
(46:56):
Now
Randy R (46:57):
that's interesting that you bring that up as an example.
And I'm wondering, this kind of aphilosophical question maybe in regards
to working with, uh, your team and astaff, is it easier, and maybe that's
not even the right question, butI'll, I'll take it in that direction.
Is it easier to hire somebody?
That may come with that kindof mindset, or is it easier to
(47:20):
develop that culture within yourorganization to cultivate that mindset?
Andy McDowell (47:28):
My experience is, is it's easier to hire that mindset
because technical aspects and so forthare easier to teach and train than
to get somebody's mindset turned.
It's not to say it's not,it's impossible to do that.
I just think it takes more work, moretrust, uh, and is a longer journey
(47:48):
than bringing in somebody with aright mindset and just taking 'em to
the technical training or whatever isnecessary for their skills and talents
Randy Rohde (47:55):
to be developed.
Yeah, Yeah.
How about on the aspectabout retaining employee.
Do you have some insight on, you know,so many of the people that listen to
our show are small business owners.
What are some things that you wouldtell them to like, Hey, here's some
things, you know, 1, 2, 3, focus onto help retain your, your good and
(48:16):
your good employees or good staff?
Well,
Andy McDowell (48:19):
number a reason why employees leave is cuz of the
relationship with their supervisor.
So it's, it's a one on one thing,so, How are you treating them?
What is being said are, areyou honoring them as a person?
Are you honoring what theywant to do with their life?
And are you helping to facilitate that?
You know, and is, is a culture inthe office set up for that as well?
(48:41):
So, you know, I recently read a survey inmy, my co-host and I did a, an episode of
this on, on our podcast about culture andwhat were the, you know, survey was asking
question, what is the most important.
Parts of a culture in, there was onesurvey asking it of employees and
(49:01):
there was another survey done askingit of leaders and business owners
and so forth on the employee side.
Salary and money and benefits was in themiddle, you know, if you had a list of
one to 10, they were around five and six.
And the top four above that Iwould label as emotional values.
Is there emotional safety?
(49:22):
Do I feel like I'm being respected?
You know, it was those type ofitems that were on the list.
Those soft skills, per se, therelationship, they, they just don't
get paid enough attention, um, inleadership and business from that aspect
that if you pay at least a 50 50% ofyour time, Between the two as opposed
(49:43):
to, Well, we've got great pay, we'vegot great benefits, and we do really
cool stuff, and things like that.
You're gonna be able toretain people a lot longer.
There's a difference betweenattracting them and them stepping
through the door on the first day.
It's another thing to retain 'em,because now you've got experience.
It comes into play, an experience of,of their time with you as the leader.
(50:05):
Their time within the business, theirtime within the business strategy,
their time within the industrythat starts contributing to that.
Mm-hmm.
, they haven't experienced thatwhen they make the decision or the
choice to come work for you andstep through the door on day one.
Mm-hmm.
.
Randy Rohde (50:20):
That's great insight.
I'm going to hit you up now on somebroader, uh, I guess we're coming
into the bottom of the ninth.
This is where I get ask you really asa grizzled old veteran in this game
of business that we're in , uh, forthose folks who are just starting out,
thinking about either opening up theirown shop, getting into the ball game,
(50:41):
if you would, the rookies of the game,what advice do you have for them?
Biggest adviceis see it as a journey.
It's, it's going to be.
Some might say it's going to be a fight.
Some might say it's going to have itsdifficult spots, but it's, uh, it's
going to be a journey with ups and downs.
And do you have the persistence andthe grit as I call it, to withstand the
(51:05):
bumps in the road to survive, per se,but not only survive, but to also thrive?
From that perspective, and it's, it's notonly a journey, it's a learning journey.
So how are you about learning?
Are you okay with falling off yourhorse and dusting yourself off and
getting back on the horse again?
Having learned the lesson as to whyyou fell off the horse to begin with.
(51:27):
And to do something slightly differentor major league different depending on
the issue, to reduce the risk, if youwill, of falling off that horse again.
Good.
So are you coming in with a mindset of,Oh, I got this all figured out and Yeah,
the piece of cake and you know, Yeah.
No, no, I got it.
I got it.
And you get six monthsinto it and went, Oh boy.
You know, I feel like you got, like Idid a couple times, Randy, uh, growing
(51:52):
up in high school, in baseball, whereyou get up there in Bunning practice,
you know, you're, You're up there witha bat and they're throwing in, you know,
60 mile an hour pitch or whatever, andyou have to turn around with a bat and,
and you make a slight motion with a batso it hits the ball and try to bun it,
and it goes off the top part of your batand it hits you right between the eyes.
Yeah, right.
I know.
(52:12):
I had that happen to me twice.
in baseball camps and so forthgrowing up as a kid, and it's
like, Yeah, yeah, I got this.
It's a.
It's a but no big deal.
You turn around and rightbetween the eyes, . Yeah.
Didn't see that coming,you know, so to speak.
So how, how do you, how doyou deal with those moments?
You know, where you're like, Oh,this is harder than I thought,
(52:34):
and you're just gonna pack it allin and give up, or you're gonna
learn a lesson out of it and keep.
Keep moving along.
Yeah, yeah.
You know, from that perspective,and to me, that's the most
critical element and foundational.
It's not necessarily your knowledgeabout accounting or marketing
or your product or services.
Are you in it to win it?
And you see it as ajourney, a learning journey.
(52:55):
And you're coming with a right mindsetthat I don't have it all figured out,
but I'm gonna learn as I go along.
And.
Oh, by the way, if I'm reallystruggling, I've got, uh, I can go
get a business coach or I can talkto other entrepreneurs, or I can
build my network and go talk to otherpeople and help me along, you know,
to learn on this journey and see itas a journey from that perspective.
(53:17):
That's my, my biggest advice whenanybody asks me that question is,
uh, Put on your catcher's gear,
and, and get ready.
Put on the pass, put
Andy McDowell (53:28):
on your mask in your catcher's gear, and be ready
for the balls to be coming at you.
Yeah.
And have that perseverance to keep,keep muddling through, so to speak.
Learning your lessons to know.
Um, okay.
Uh, Joe Smith's curveball is not working today.
So let's, let's stick with thefast ball on the slider today.
Try to get ourselves through thisnine innings and then, After the
(53:51):
game, we'll go work on that curveball a little bit more and, uh,
hopefully next game that curve ball'sworking and we have a better outcome.
Right?
Yeah,
Randy Rohde (53:59):
yeah.
Uh, good advice just touse your, your baseball.
I know.
I love, I love the baseball tech.
Well, listen to Andy.
I thank you so much, man.
You, you brought.
Uh, a lot of good stuff in your, uh, gymbag to the, to the field today, you did
mention, and I want to be sure I highlightit with, uh, with our listeners as well.
You also have a podcast and I believeit's also called Generate Your Value.
(54:23):
Is that right?
That's correct.
Andy McDowell (54:24):
I I do What a co-host Zach Levy, who's a.
Right.
A business owner in the financialservices side, and we talk about life
leadership and small business issues.
You know, we, we started, I didn't tellyou this before we started recording,
but the podcast got started in whatwe call a bourbon and business moment
So Zach and his wife Megan would comeover, we're all bourbon fans, and
(54:48):
we'd, uh, grab a glass of bourbon andsit on the back, my back porch and.
Talk about life and business andso forth, over a glass of bourbon.
Nice.
And, um, I'm, I'm a big love versusfear guy, and so I was quizzing
Zach on what his fears were in life.
And he said, You know, I've alwayswanted to start a podcast, but,
but it's just been afraid to.
(55:08):
And I said, Well, just so happenslast month I've been thinking
about starting a podcast formarketing purposes on my business.
So, Do it together.
And that's how the conversation happened.
Within a month, month and a half,we were up and rolling on our
podcast and, and and so forth.
So Zach and I have a great time.
Randy Rohde (55:26):
That's my kinda business meeting, you know,
bourbon and . That's good.
B b moment we call.
Yeah, that's a bourbon and business.
That's it.
That's a good,
Andy McDowell (55:36):
His wife's from Kentucky and she knows all things
about bourbon, so I get educated
Randy Rohde (55:40):
on bourbon.
Oh, very good.
Oh, that's, that's gonna be fun.
Well, listen, I, I wanna be sure I, I willhave, uh, the links both to your podcast
and to your website, uh, where people can,uh, reach out to you directly, generate
your value.com, and then we'll also havethe link to your podcast in there and they
(56:01):
can go check that out in the show notes.
So, Very good.
Andy, thanks so much, men,for being on the show.
Great to get to.
Andy McDowell (56:08):
Uh, great to get to know you, Randy as well,
and, uh, I wish you all the bestfor the Guardians and the Cubs.
. Yes, Yes.
In the coming season.
Um, I'm looking forward to secondhalf of the season what it brings.
You've got some tremendous races going on.
Yeah, I was looking atAmerican League East.
Oh my goodness.
Oh, crazy.
Yeah.
The or Orioles are backed 500 andthey're still at the bottom of the Yeah.
(56:33):
Of the division in almost.
Anybody else above them couldbe, you know, number one or
two in the other two divisions.
Yes.
I mean, it's just a fascinating year for
Randy Rohde (56:43):
baseball Michigan.
Not, not so much for the Cubs.
I think we're looking to see whatwe can do next season already.
But , you never know The Indians.
Oh, guardians.
Sorry.
I'm still stuck in the, in the past world.
The guardians actually, uh,you know, they're hanging in.
We'll see what they can do over the,the, the last half of this season.
(57:03):
So, but um, yeah, it's
Andy McDowell (57:04):
always fun.
Yeah, we, we've got.
The Braves got theirchallenges with the Mets.
Yeah, they've got two.
Tremendous pictures in whatGros can be coming back soon.
And then, Yeah,
Randy Rohde (57:14):
well the Cubs just, Cubs just finished.
Two of those are just ACEs with theMets, so yeah, we, we took her bruising
with, uh, with the Mets, so we, Anyway,right Andy, well listen, you take care.
And folks, that's the ballgame.
So thanks for joining us today andif you like our show, hey, please
tell your friends, subscribe and.
(57:35):
Give us a review, as we like to say.
We'll see around the ballpark.
Running the bases with small businessesis brought to you by 38 Digital Market.
A digital marketing agencycommitted to client growth with
lead generation higher conversions.
And increased sales.
(57:56):
Connect with us today at38 digital market.com.
I'm Randy Rohde and I'm fascinated with entrepreneurs
and small business owners.
Plus, I love baseball.
Every show I sit down with a smallbusiness owner and we discuss their
running the bases of entrepreneurship.
We throw the ball around on strategy,management, execution, and innovation.
(00:25):
A little fun baseball talk.
Hey, thanks for joining us today.
Settle in, grab your crackerjacks, and you know what they say.
Play ball, and it's agreat day for a ball game.
This is Randy Rohde with running thebases with small businesses, and our
guest today says he is an engineerby trade and a creative by nature.
(00:49):
I've gotta pursue that a little bit.
An aviation systems expert.
Our lifelong aviation enthusiast hasan engineering degree from Georgia
Tech and a master's from GeorgiaState in Computer Information Systems.
He spent 27 years workingin the aviation technology.
(01:10):
Industry.
22 of those were with Boeing.
And after a successful career inthe corporate world, flying around
the globe, working on some veryhigh profile projects such as
preparing both the Beijing and Sochi.
Airports for the Olympic Games.
That sounds interesting.
He took his years of business andleadership knowledge to become an
(01:33):
entrepreneur himself founding hisown small business coaching services
company in the greater Atlanta area.
So please welcome to the show.
We've got Andrew McDowell,founder and president of
Generate Your Value Consulting.
Welcome to the show.
Andy, can I call you?
Andy McDowell (01:52):
Yes, please do.
That's what everybody calls me.
If, uh, the only person that callsme Andrew is my mother, and if when
she does, I know I'm in trouble.
.
Randy Rohde (02:00):
I know.
Yes.
Yeah, that's good.
All right, Andy, well,welcome to the show.
Glad you could, uh, joinus from, uh, Atlanta.
That's always fun.
Hey, before we start digginginto your background and, um,
your current, uh, venture herewith Generate Your Value Consult.
My research team has dug in a little bitand has come up with this little jewel
(02:23):
of something that I've gotta mention.
So on.
Uh, we've had a past guest who wasa fighter pilot in the Air Force,
and he actually did a flyover on aWorld Series game several years ago.
Um, I think you may be one of ourfirst guests who actually got to sing.
(02:46):
The national anthem at a baseball game.
Uh oh.
You doing your research?
Yes, Yes.
So tell us a little bit about that.
I, from what I understand, I'mnot sure exactly when, I didn't
get a date on it, but from what Iunderstand, you did sing the national
anthem at an Atlanta Braves game.
Is that right?
Yes.
(03:06):
Along with 11 other people, um, , thisis back in the, in the stadium that
the, the Olympics were in Atlanta,the previous stadium in the Brazen,
not their current one at Trus Park.
All right.
And I belonged to a church that,uh, John Scholtz, the gm, uh, was
a member of, and he arranged for,uh, one of our small choirs, which
(03:30):
I was a member of an acapella.
To come in and sing the national anthem.
Uh, I belonged to a Lutheran churchand it was Lutheran Day of all
things at, uh, the Brave Stadium.
So he brought us in to singNational Anthem, Mount Capella.
Oh, very fun.
Uh, you know, so we had threepeople in each of the ranges
from base, tenor, alto, soprano.
(03:52):
Um, and went out and stood rightbehind the pitchers mound, uh, on
the field and, and sung nationalanthem into a couple microphones.
They had my parents in, in theaudience and got to watch the game
with them was, uh, an amazing day.
That's
very nice.
I've always, uh, Uh, been a littlefascinated by, um, when they're singing
(04:15):
the anthem, when they have guests comein and they do this and at most games,
and I'm in surprised when you say thatthey brought 'em out to the pitchers
mount, because at most of the gamesthat I see is that they're kind of over
off to maybe the left of home plateor somewhere around in there and you
know, because the players are wherever.
(04:35):
But so that's interesting that you.
Near, uh, the pitcher's mound, but so,
Andy McDowell (04:41):
well they had to, they had to spread 12 of us.
Okay.
Yeah.
Around on a grassy area.
And I think they, they felt like therewas enough grassy area behind pitcher's
mound between second base with which to.
Spread us out a little bit.
Yeah.
Now I am curing in the anthem.
Randy Rohde (04:57):
Do they really take care of you?
I don't know.
It always seems like, you know,they kinda usher in and usher
out and that's it, you know?
And I'm always wondering like, you know,do they take you somewhere to a green
room and you get like some refreshments?
Do they kind of treat you like, Hey,thanks, you know, do they, They're
like, Here's free tickets to the game.
Andy McDowell (05:15):
And we, we were gathered out in right field area in.
In the walkways where everybody elseis walking, we found a quiet spot
somewhere to get ourselves tunedup and, uh, you know, go through it
once or twice, uh, together to makesure we were sounding all in tune
and so forth, uh, just by ourselves.
Yeah.
And then we were told to, uh, goto a certain spot behind the right
(05:37):
field fence when we were done.
And we were just standing there waitingand they just opened up the doors and
sort of pointed to the pitches mountand say, Walk over there and, 12 of
us just walked out of right field.
Behind the pitchers moundand got ourselves organized.
And then somebody, you know, an organizerwas out there with us by the mics and
(05:59):
sort of pointed to us after they hadannounced us over the loud speaker you on.
Yeah.
Did our thing, and then turnedaround and walked right back out the
right field and passed the fence.
And then we had to, youknow, we had tickets.
Okay.
They did give us tickets for the game and.
Just, we had to findour own way to the seat.
So there was no, you know,knowing the general manager of
(06:20):
the Braves didn't do us any Okay.
R (06:23):
Waivers when it came to that.
Not even a particular,not even a free hot dog.
Like, Hey, thanks.
It was like, okay.
No.
Well, there we go.
Well, that's fun.
Anyway, I think, uh, what I'msure it's was a, a, a great
experience, great memory for you.
So, and fun for you.
Oh, it was, well,
Andy McDowell (06:38):
I mean, it was a great experience for my parents
to be able to see their, Sure.
Their son out on thebig jumbo tron and oh.
Center field as the camerawas pan paning around
Randy Rohde (06:47):
as, as we were singing . Oh, that's great.
Well, let's kinda dig in a littlebit of what you're doing right
now, which is you have, uh, smallbusiness coaching services that you
do called, uh, Generate your Value.
Tell us a little bit about that,how you got started in it, and, um,
well actually, before you give thebackground of how you got started,
(07:10):
why don't you just give an overview ofthe service itself and what, and what
you do in helping small businesses.
Andy McDowell (07:17):
Well, I use a three, three prong approach.
With potential clients.
Uh, the most popular, which is a, Icall it a peer to peer advisory group,
but it's much like a mastermind groupwhere I bring in small business owners,
uh, once a month and we sit around atable for an afternoon in each client
or customer brings a special 30 dayproject within their business that
(07:39):
they wanna work on together with the.
Where all the other businessowners can act as like an advisory
board to that specific owner.
And we spend 15, 20 minutes, uh,on each business as we go around
the table helping each other.
I facilitate the meeting, bringmy own advice and experience
the conversation and so forth.
(08:00):
And that's, that's my most popular.
Part of my program becauseit's such a tremendous value.
You know, it's not a big time consumer.
For the business owner, it's four orfive hours, one afternoon a month.
I assign accountabilitybuddies in between.
So I take two participants in the groupand say, Okay, get together in a couple
weeks over coffee, a beer dinner.
(08:23):
It doesn't matter in me.
It's all about holding each otheraccountable to working on the
goal that they had set trying toaccomplish over the next 30 days.
And they get to know each otherbetter and get to be cheerleaders for
each other and that kind of thing.
So that's one facet.
The other is a series of workshops,um, that are all geared towards,
um, Business owners getting to knowwho they are in this world and how
(08:45):
do they align with their business.
Um, studies have found that's alwaysthe best way to go, as opposed to,
you know, being a plumber but hatingplumbing that's not gonna help you get
outta out of the bed in the morning andreally want to go to work and so forth.
Right?
So, who, who do you want tobe in this world and how does.
How's your business aligned is oneof the workshops and we, we look at
(09:06):
things as, um, who is your targetaudience and who are you really serving?
And should you be saying no to certainpeople that just take up all your time?
You don't really bringvalue to your business.
Another one's on productivity.
With your time, timemanagement kind of piece.
And, uh, have another workshopon laying the foundation of a
business strategy for your business.
(09:28):
So series of workshops.
And then lastly to last arm,so to speak, of the program
is just one-on-one coaching.
Let's get in the room just one-on-oneand work on a specific area or business
that you're really having difficultieswith, whether it's hiring, firing,
marketing, sales, you know, whatever itmay be, um, aspect of your business that.
You want some one on one dedicatedtime with, from that perspective and
(09:51):
that, that's where I like to reallydive into who they are as a person
and are, are you in the right place interms of mindset and your heart and.
Type of business that you're doing.
And, um, I'm a big believerin leadership comes from the
inside out, so let's mm-hmm.
see where you're at and where Ican help you in those aspects.
Randy Rohde (10:11):
Right, Right.
I love that, that you've have thesethree different kind of offerings,
if you would, because I think theyprobably would be attractive to
some people would love all of it.
Um, I'm sure you find, andothers I'm sure are attracted to.
One particular avenue over another.
(10:34):
I, I would imagine, like I'm a partof a couple of different mastermind
groups, is what we call them, um,in, in my industry, uh, as well.
And I love those.
And you know, it's been, uh,a great opportunity for me to.
Kind of banter about various kinds ofthings about our business and industry
and learn from others and, and talk aboutgrowth and all of those kinds of things.
(10:58):
So I really value the mastermind groups.
But yeah, I think that's a, that's a greatapproach to be able to offer all of those
different avenues, um, to your clients.
Do you find that as well, Do people maybe.
Are attracted to one, um, particular,uh, offering over another?
Or does everybody do everything?
Andy McDowell (11:19):
No.
Uh, by far the, the peer to peeror the mastermind type group is the
most popular, and it's, for me, Isee it as a journey for the customer.
Right.
And as they.
Start bringing in projects intothe group and start working on 'em.
They, they, they find out whichones are easy for 'em, which ones
are more difficult, and where theyhave potential growth as a business
(11:41):
owner, as a leader, and so forth.
And that usually migratesthem, so to speak, over to the
workshops and, and one to one.
Yeah.
I always encourage, Ionly charge $95 a month.
It.
It's really inexpensive, you know, it'sa little over a thousand dollars a year
if you, you know, if you tend all, all 12through the whole year, which is not a, a
large investment for a small business, andyou just get tremendous value out of it.
(12:05):
Yeah, yeah.
From the perspective, particularly whenyou've, I sort of cap off the group
at about eight, eight customers, andif you have a full group of eight,
eight people, you're getting a ton ofadvice and comments and experience,
uh, around the table that reallyhelps you from that perspective.
So it's a, it's a powerful
Randy Rohde (12:21):
tool.
Yeah.
Well, I, and again, I would justattest to the value of Masterminds
and, and that kind of a format.
So I love.
Something that we don't do.
And you mentioned you kinda do thisaccountability buddy, uh, which I
think is a great idea and to kindof push on our groups, we meet more
frequently and so, um, that might makethat a little bit more challenging in
(12:43):
thinking, uh, the way that we operate.
But I think it's a great facet andpeople, I mean, it's, it's proven that
if you've got somebody that's kindahelping you be accountable, What you say
you're going to do, um, you generallyperform much better at, at actually
trying to accomplish those things.
So yeah, that's a great, Well,
Andy McD (13:04):
so as well as somebody who's gonna be an encouraging, right?
Sure.
If you set out a goal and you gettwo weeks into it and you find you're
having some difficulty, once again,you have somebody sitting across the
table who's gonna offer advice or beencouraging to say, Hey, keep going.
You know, maybe try this or trythat and sort of get over that
bump in the road that you ran intoin trying to achieve your goal.
(13:26):
And lastly, it's it's, it's only 30 days.
So if you're really struggling withit, you just bring the same topic to
the group again in the following month.
And we keep, keep.
Hashing away
Randy Rohde (13:35):
at it for you.
Sure, sure.
You keep banging at it.
All right.
So we're gonna come back and talkmaybe a bit more about, um, your
consulting business, generate yourvalue, and I wanna be sure as well.
Hey, and tell the folks you can go andcheck it out, uh, at um, Andy's website.
Generate your value all one word.com.
(13:57):
Uh, we'll get you over there and you canfind out some more information on that.
Before you got into this, I think youalso had some very fascinating career
experiences, um, and I love this title.
So when you were with Boeing,you had this director.
Airspace and airportservices and I think Wow.
(14:18):
Airspace.
How do you, the director of airspace, sowith Boeing, and, and maybe if you even
wanna step further back in time, I knowI've got all, all of these notes on this,
but, um, maybe how you came to join Boeingbecause you actually started I would.
I, I would define as well, probablywith some entrepreneurial spirits
(14:38):
with a smaller company, and then youended up, uh, working with Boeing.
So maybe give some of that backgroundand then guide us through how
you got to Boeing and, and, uh,I'll also want to hear about the,
um, preparation for the OlympicGames, I think too would be kind of
Andy McDowell (14:52):
fun.
Yeah.
There's some fascinatingstories behind that.
Um, so I've had the, the, the pleasureand the blessing and the luxury.
Experiencing many different shapesand sizes of entrepreneurship, right?
So I came outta my master'sdegree and worked for two
different small entrepreneurialfirms, each less than 50 people.
(15:14):
Um, the first one, uh, this is at thetime where cellular companies were
just coming on board, you know, thewhole, whole idea, you know, back when
the cell phone cost you like two grandand it was a big brick and I was gonna
Randy Rohde (15:27):
say yeah, about the size of a shoebox and
Andy McDowel (15:30):
yeah, Motorola was the big manufacturer and so forth.
And, uh, the cellular companies werestarting to put up all their tower.
Cellular companies wereobviously regulated by the fcc.
And FCC had a rule that you, um, had tomake sure that you went through an FAA
process that ensures that your tower'snot gonna be in the weight of airplanes.
(15:53):
Ah, you know, in simple language, right?
And particularly if your tower'sover 200 feet, it becomes
a major issue for the faa.
And so you had to file an application,if you will, with the faa.
To have it studied, screened, whateverterm you wanna say for it, and get,
get the FAS blessing before the FCCwould issue a proper license, if
(16:16):
you will, for that site to be built.
Um, but the problem was the, the FAAtook forever and this business, uh,
had hired a bunch of X FAA people thathad done that work and were able to.
Turn around in two to threeweeks as opposed to two to
three months or even six months.
Um, and you don't wanna, if you'rebuilding out a network, you don't
(16:38):
want to put in an application andthen 2, 3, 6 months later get a no.
Right.
That just ex extends things,extends timelines, and it really
makes cellular companies unhappy.
So they, they were more than happyto come to us and we had about a,
um, 95% or better accuracy rate onour answers to them about what the
(17:00):
FAA would say from that perspective.
And the company I worked for before,Was bringing out a new technology
that had been developed calledGeographical Information Systems.
And it's a, it's a databasetype technology that brings
geography into the equation.
And, um, I developed a system for the.
Cellular based company that, uh, reducedthe time from two to three weeks to
(17:25):
two to three days and saved all kindsof costs for the company and just
shot their profits through the roof.
Oh, sure.
The two owners decided, originallydecided they wanted to find a, a, a
cash partner, somebody to come in andinfuse some money into the company.
But then, um, there was onecompany called Jefferson.
It wasn't owned by Boeing at the time,but they, uh, came in and said, uh,
(17:49):
no, we don't wanna partner with you.
You wanna buy you.
And so the two owners sold.
Uh, we became part of Jefferson anda year later Boeing bought Jefferson.
And that's how we gotinto the Boeing folds.
You know, we went through two orthree HR programs and so forth.
Then about a year and a half or sothat just sort of drove us all crazy.
But they made, they, they put me inanother gentleman in charge of the
(18:13):
business when the two owners left.
Two owners signed a contract tostay on for a year to develop
us as the the business leaders.
And, uh, we went on our way.
And then about a year and a halflater, my partner left the company
and put me solely in charge of it.
And we all knew that the tower businesswas gonna eventually start declining,
as, you know, as all their networksand towers got built out and so forth.
(18:36):
We knew there was a maturity toit, but it came, uh, came much
quicker than we thought It.
And so we diversified and got intothe business since we, we already had
to have this knowledge of airspaceto evaluate a tower against it to
start getting into this consultingbusiness of helping governments.
Build up the highways in thesky in quote that airplanes fly.
(19:01):
And at the time, GPS was coming out.
That was the big thing that weworked on on the Boeing side with
governments, was, uh, we alreadyhad the garment devices in the cars.
Uh, cuz safety issues are a lot lessand lot, lot less number of people get
impacted with a crash or an accidentso far as opposed to an airplane.
(19:21):
Aviation is like the medical field.
It just tests and tests and tests andtests and tests to prove a technology
before they make it live, so to speak.
And hello, uh, and the massive airplanesto start flying using that technology.
And so we helped, uh, governments throughthat process to include bringing in a
very advanced, uh, form of, uh, gps.
(19:44):
Uh, myself and other gentlemanthat work for me have.
Co-author two patents usingthat technology for Boeing.
It's called rmp, RequiredNavigational Performance.
And that's what we spent the 22 yearswas helping to bring gps, uh, based
operations in the air and on the ground.
Um, at airports we had.
(20:06):
One of the best simulation tools, uh,on the market that was, um, homegrown
so to speak, and we used it tosimulate ground movements in the air.
We could simulate anentire country's airspace.
Wow, that's incredible.
And used it as a, as a what if tool.
Mm.
You know, if you made thischange here, what kind of impact
would it have on the operations?
Randy Rohde (20:27):
Right.
So, Now, would you use this as, as partof, from an operation standpoint, from
a training like personnel, like pilots?
Was it used for, forthose purposes as well, or
Andy McDowe (20:39):
No, it wasn't used.
Um, primarily it was used for operations.
Uh, when we got into like r and p, uh,it, it could be used for, uh, training
purposes and flight simulators to educateand train pilots on the concept of r
and p and how to fly an r and p based.
Procedure, it was r and p, wasa very highly accurate form of
(21:03):
navigation, and it enabled youto start flying airplanes down.
One of my favorite moments in mycareer was helping a Chinese open a
new airport in Tibet, um, where theairport was in a river valley at about
11,000 feet, and you had mountainson either side of the river that were
up around, uh, 22 to 25,000 feet.
And so you literally had to thread aneedle, so to speak, for the airplane.
(21:27):
To fly over the top of this riverand descend down into the airport.
It was only possible with r andp and it's just a fascinating.
Sight to see, or you're, you're sitting,sitting in your airplane seat in 7 37,
look out the window and feel like youcan reach your hand out and touch a
mountain top from that perspective.
Randy Rohde (21:45):
Yeah.
Yeah.
That is incredible.
Now, w was this what led you to workingon preparation for the Olympic Games
then this particular kind of technology?
Andy McDowell (21:58):
Yes.
Yes.
As a matter of fact, the work we didfor the Chinese in Beijing, uh, later
enabled them to become the secondbusiest airport in the world behind,
uh, the airport here in Atlanta.
Um, a year or two after the Olympicsthat we, we not only re helped them
redesign their ear space using gps,but they brought in a third parallel
runway and a second control tower,all, all in this two year project.
(22:22):
So we used our simulator tohelp 'em figure out which.
Runways should be dedicated to departures.
Which ones should be dedicated to arrivalsor a blend of that during what times of
the day, depending on what demand is.
Mm-hmm.
and how, how to best use their, theirnew airspace structure to try and get
as, as efficient as possible because, uh,for the Olympics, the world is coming.
(22:45):
It's coming in a hurry, andit's, and it's a lot of it.
Yeah.
Right.
Between all the athletes and thediplomats and TV and everything else.
Yeah.
You can have hundreds of airplanesparked at an airport, uh, for that.
It's a little bit long.
The games itself is two weeks,but it's probably a week
before and a week after that.
You've got a lot demandthrough essentially a month.
(23:08):
Yeah.
The world is coming to your doorstepand it's just, uh, One off, if
you will, in terms of demandand operations on the airport.
It's a special case, so tospeak, and it takes a lot of
Rand (23:19):
prep work to make it work.
Right, right, right.
That's incredible.
I never really thought about as aservice of what Boeing does, but
you know, that's a whole nother.
Facet of, obviously it's in theaviation space, but it's certainly,
it's not building aircrafts.
Like I, I think what so many peoplelike myself maybe associate Boeing with,
(23:40):
um, and not necessarily doing some ofthis other kind of aviation consulting
services, uh, that you've outlined.
Um, that really is pretty fascinating.
So.
Let's go from Boeing and thenlet's go forward here a little bit.
Uh uh, um, so at a certain pointyou left Boeing, you've started
the Generate your Value consulting.
(24:03):
How did you know this is a big departurefrom, I mean, you are doing information
systems deep into aviation, obviouslyaviation systems as you described,
GPS stuff, you know, coaching smallbusinesses seems like a big departure.
Maybe it's not.
Uh, I don't know.
Maybe you can connect the dots for us.
Andy McDowell (24:22):
Well, it is, and it isn't one of my favorite
jobs as a leader within Boeing.
Developing people.
It was one of the things that got me outof bed was to be working with my team and
others within Boeing, uh, to help themfind, you know, join happiness and success
in their life and in their, in their joband career at Boeing or, uh, Or elsewhere.
(24:42):
I'd often sit down, peop sit down withpeople and say, uh, life's a journey.
And I, I know Boeing's only part of thatjourney, and so I'm not going to sit
here and develop a plan for you whereyou're gonna be stuck at Boeing all the
time if that's not what you want to do.
Right?
So what do you, what do youwanna do with your life?
What do you wanna do with your career?
Maybe you can do it all the timehere at Boeing, and maybe areas
(25:05):
you want to get into is not aBoeing strength, so to speak, and
we need to get you somewhere else.
But let.
Together, Uh, you know, thinkof me more as a life coach than
a, than a boss, so to speak.
And let's put a plan together to get youthe skills and talents and experiences
that you need to be successful in yourcareer, uh, as you define it for yourself.
(25:25):
And let's work together as apartnership to make that happen.
From that perspective, uh, unfortunately,I was somewhere else in the world
half of the year, so I could onlytake on a certain number of, uh,
mentees, if you will, that wereoutside of my, outside of my team.
Uh, I had plans, my hope was tobe with Boeing for 30 years and
then do what I'm doing today on apart-time basis from that perspective.
(25:49):
But, um, you know, myself andthousands of other employees got laid
off because of the 7 37 max crisis,uh, that happened back in 2019.
And so I just moved that timeline tothe left, said, Okay, I'm gonna go do
this full time for a while, but it.
What I feel like is my purpose in lifeand why I was created and why I'm here.
(26:11):
And I wanna see other peoplesucceed and, and enjoy life.
Like I've enjoyed life, uh, with theblessings of my career and the situations
and opportunities that I had and so forth.
And so let's do what we have to, tohelp you have those same kind of.
Environments, opportunitiesand, and successes.
(26:32):
You define it for yourself,and I just get tremendous joy
out of watching people grow.
Yeah,
Randy Rohde (26:38):
that's great.
I love that line about, uh, as, asyou would start out and you would tell
people, you know, life is a journey,and, uh, Boeing's a part of it may
not be the, uh, the final destination.
Uh, or not even sure how long therunway may be with Boeing, but mm-hmm.
.
Andy McDowell (26:57):
You know, we'll, parts of Boeing outside of my team
and I help people go elsewhere?
Yeah.
How did you land on the name?
Say, I'm getting all of this kind ofaviation talk in here, and , how did you
land on the name generate your value?
I
Andy (27:15):
just love the word value.
You, you know, there are allkinds of different, think of
value as a diamond, right?
And a diamond's got different facetsdepending on how you cut it and so forth.
And value just comes in so manydifferent forms, whether it be
physical value, financial value,emotional value, spiritual value,
relationship value and so forth.
And for me, uh, life is at itsmost joyous moment and so forth
(27:40):
when you get to help others.
You know, if you've truly done the insidework and can live a life to then turn
around and do what you do, do what youdo for others that you did for yourself
from that perspective, you can then beginto start generating value in the world
values either generated or extracted.
And in, in a, in a strongrelationship, say between a husband
(28:03):
and wife, you're both generat.
You're generating value in your spouse'slife and you're extracting value
that they're generating for yourself.
And when there's a, an even amountof exchange and that generation
and extraction, then you havea very strong relationship.
So if you're gonna truly take controlof your life and put a strategy
(28:27):
together, what what are you doing togenerate value in all areas of your.
For yourself, for friends, forspouses, for children, for parents,
for communities, for organizations.
How are your values, actions,behaviors, mindsets, and everything
(28:50):
else working together to thengenerate value in this world?
And that's what my whole philosophy,methodology, what I do in my programs
is all about is let's do the inner.
Let's generate value in yourself first.
Get that as a good, solidfoundation so that you can then
turn around and do it for others.
(29:12):
And in that journey of doing it for othersis where you find the joy, happiness,
and success in the journey of life whileyou're going down the journey of life.
It's not an end result, it's.
It's a feeling, a mindset and everythingelse as you're going down that, that
road in, in the journey of your life.
Randy Rohde (29:30):
Yeah.
So it's a real, it, it really is ajourney and I, I really appreciate
and, and value use that term.
Please do kind, kind of the philosophicalapproach that you bring to, So it's
not just you, you are not just coachingsomebody on, this is how you can
make your business more profitable.
This is where you can eek out a fewmore, uh, points of margin, uh mm-hmm.
(29:55):
, but, but you really are talking about.
Much broader, much bigger, much deeperconcepts of success, and some of
that is value and how they can drawmore value out of their business.
But in many respects, as you'veoutlined, you're talking about.
Really all venues of an individual's life.
(30:17):
So it's not just their business,but it's also their family,
It's also their relationships.
Uh, it's also their other interests andhobbies that they may be involved with.
And yeah, so
Andy McDowe (30:28):
one of my, that's a great, one of my favorite phrases
is, Culture eats strategy for lunch.
So from a leadership perspective, ifyou're leading, um, a business and so
forth, what, what, what are you doingthat's adding value to the culture of the
organization that brings out the best inyour, in your team and in your people.
You know that those are those soft skills,you know, this term I heard and so forth.
(30:51):
But how are you saying things?
What's your mindset?
What's your approach to your leadershipstyle and everything else that's going to.
Get the best out of your, outof your team that's gonna get
you the results that you want.
Cause ultimately that's what you'rejudged on, is the results and your
balance sheet and everything else.
But if you've, if you've gotemployees, you together with them
(31:13):
as a team have to make that happen.
So are you gonna be a micromanagerand stomp all over people and yell
at 'em and so forth that try andget the best out of 'em, which
is a bad road to go down or are.
Gonna actually generate valuein, in their career and in
their work life and so forth.
They want to get out ofbed and come work with you.
(31:33):
Right, right.
And work together as a team on the goals.
Yeah.
Randy R (31:37):
That's a great approach and it, it opens up a subject I want
to get in with you on, which is reallyabout how do you treat and work and
value your staff, and especially intoday's world where staff retention, I
think is so critical right now and, and.
Keeping the good people on boardwith you, how do you do that?
(32:01):
And I think you, I'm sure you'vegot some great insights into that.
Before we get there, though, it's time.
And it's time for the seventh
Andy McDowell (32:09):
inning stretch.
Ran (32:12):
The seventh inning stretch.
Now folks, I uh, had the kinda of the,the warmup conversation with Andy prior
to, uh, us hitting the record button.
And you know, I always ask, uh,our guests before we kinda get onto
the show here, Hey, do you like.
(32:33):
Baseball . Some people are a little,you know, like, well, you know,
I've heard of it and some peopleare like, Andy, I love baseball.
I've been , I've played baseballmy whole life, you know?
Uh, so this is always kind of fun.
I have some people who get.
Very nervous that are familiarwith the show, and I ask, I'm like,
(32:53):
Hey, it's time for the seventh.
And he starts like, Oh my gosh, thisis the piece I've been most nervous
about, , . So this is the time though.
I, I, we just kind of dig in.
My team, uh, finds some.
Question that we might ask you that mayor may not be relative to your niche.
This one is not necessarily as relativeto your niche as to your experience
(33:17):
and which was your experience on, um,singing the Anthem at a baseball game.
And I'm just gonna kind of dig right inand throw the question right at you here.
Here it comes, Fastballright down the middle.
Andy, do you have an idea?
When was the first documentedinstance that the anthem was played
(33:40):
at an American sporting event?
Andy McDowell (33:43):
Ooh.
Which could be not
Randy Rohde (33:45):
baseball it.
It could not be baseball, but itis though, . But I just read the
question as it was thrown at me.
So . Yeah.
Yeah.
So I that it was played at thefirst instance, that it was a played
at American and sporting event,which actually was a baseball game.
But do you have an idea of when, I'lljust say the year, not necessarily,
(34:07):
you know, more specific date.
I
Andy McDowell (34:09):
don't know the answer to that, but I can probably
put together an educated guess.
I, I would guess it would probably bein the forties, uh, you know, World War
II and patriotism and nationality andall that was probably at a high level.
I would.
That's where I would putmy money, so to speak on an
answer, is somewhere in the mid
Randy Rohde (34:29):
forties.
All right.
Okay.
Well, you know, I willgive you this credit.
So you probably got, youknow, kind of a foul tip here.
? .
Andy McDowell (34:39):
I'm still alive.
Yeah, you're still alive.
You're still swinging.
Um, it, uh, it, it is kind ofinteresting, so it, it actually
started, uh, earlier than aroundWorld War ii, but I think you're
right on point in the sense that it.
Gained massive popularity aroundWorld War ii because then at that
(35:01):
point, during the period aroundWorld War II, that the anthem was
just heard everywhere at that point.
Mm-hmm.
, Um, and not just at sporting events, but.
Before opera movies.
Uh, before the theater, they playedthe anthem and it was just everywhere.
And then it waned a little bit.
And then during the Vietnam War era,it actually came back and became really
(35:24):
almost kind of indoctrinated intoall sporting events at that point.
But to answer your question, So,you know, the Anthem is about a
battle during the war of 1812,so it's not gonna happen before
then , But it actually was documentedfirst being played at a baseball
game in 1862 during the Civil War.
(35:49):
Wow.
I didn't even have any idea.
Baseball.
Um, yes.
Went that far back.
Yes.
Randy Rohde (35:53):
Yes.
Yeah.
So there you go.
Isn't that fun?
I was
Andy (35:56):
thinking late 18 hundreds or early 19 hundreds it started.
Yeah.
Randy Rohde (36:00):
Wow.
. So there we go.
All right.
I love it when
Andy McDowe (36:04):
I learned something
Randy Rohde (36:05):
every day.
There we go.
All right, well let's get back into it.
Play ball.
So Andy, I understand it and Ilove some of the stuff that you
are doing with your consulting.
One of the things though, that I'm.
Curious.
So you started your own business,so you were in some smaller kind of
entrepreneurial chefs, then you wentto Boeing, massive international
(36:29):
company, and then you went backout, decided to kinda do your own
entrepreneurial, uh, pursuits again.
How was that for you?
I don't, I'm, Was it challenging?
Did you love it?
Did you have struggle?
It, it's going from, I don't even knowwhat is Boeing, as I'm assuming just
(36:51):
thousands and thousands of employees togoing to something considerably smaller.
Right?
Andy McDowell (36:58):
Yeah.
And they all bring, bringtheir different challenges.
So as I mentioned before, I had different.
Sizes are facets of entrepreneurship.
I went from an employee in anentrepreneurship to going to Boeing with
a big corporations, the the largest USexporter in dollars in the country with pl
thousands of employees all over the world.
(37:20):
But I was asked to start a business.
Within that corporation.
So I still had to go out, findresources within Boeing for my
marketing and counting and you know,financial side and everything, just
like an entrepreneur has to do.
Um, and if I couldn't find the resourcesin Boeing, then I had the green light to
go find it outside of Boeing to bring itin, you know, as a vendor or services.
(37:44):
To help us out and left Boeing, andnow I, I do all that for myself, but
I've hired other companies to comein and help me with certain aspects,
so, For me, it's, It's all the same.
And it's not all the same.
Mm.
They all have all their own challenges.
My challenge starting this business was mynetwork was aviation industry around the
(38:06):
world, on the government side, and now,now I'm working with small businesses,
brick and mortar businesses and soforth that I was not participating in.
Don't have experience in an area oranything, but business is business.
It comes all in shapes and sizes,but the core of it's all the same.
And I felt like the need was gonnabe the most for those that don't
(38:30):
have the experience that I havebrought to the table through,
through my career and so forth.
And like I said before, I love watchingpeople grow and so I, I just love
working with people and just watch the,the eyes get big as they learn things.
Uh, whether it's in their businessor at the table with me and others
and so forth, to gain that experienceand to help 'em along on the journey.
(38:53):
Yeah.
Uh, you know, I used the,the analogy yesterday in a
meeting about prize fighter.
You know, who am Ilooking for as a customer?
I'm looking for somebody who wantsto be that prize fighter that's,
that's in the ring, you know?
Running their business and doing theirbest against the world, pushing against
it with the business and so forth.
And I'm in the corner yelling,encouragement and everything, and the bell
(39:16):
goes off, and then we get to get togetheragain and talk strategy, how's it going?
And need to use more of a leftjab or go for an undercut this
time, or something of that nature.
Get out there and keepfighting the good fight in, in
growing, growing the business.
And I just love that aspect.
But I, I've had my, my challenges,you know, within Boeing, one of my
(39:37):
biggest challenges in the business wassomething probably that people had never
thought of, but was the contract basis.
And in particularly the rule of law.
So if we're dealing with governments,the government side on the other
side of the table always wanted tomake the rule of law of the contract
to be within their own country.
And Boeing wanted no part of it.
(39:58):
They, they were willing to writecontracts in US law or, or the UK law.
Uh, and it was a major roadblockfor me in, in being able.
To get business.
You know, at country of Mexico, it hasa law that says all their contracts
have to be in Mexican law, period.
You know, there's no , there's no debateor or negotiation they can do with that.
(40:22):
So I had to walk away from doingbusiness in Mexico and helping
them out with some of theirairports just because of contract.
Uh, from that perspective.
So it, you know, like I said, eachindustry, each business type, it's
all entrepreneurial in nature,but they all bring their own.
Their own challenges, right?
Yeah.
Randy Rohde (40:42):
Their own what you have to overcome their own
set of constraints, uh mm-hmm.
, I, I love the, uh, the way thatyou positioned and especially your
experience in, in Boeing, becauseeven though it was a large, uh, is a
large international company, you wererunning essentially a small business
within Boeing, and you were mm-hmm.
(41:03):
had to do.
What all entrepreneurs do nowin sourcing support and services
to help generate business.
You were just doing it withinthe resources within Boeing, or
It could go external if need be,but yeah, so that really adds to
the, I think, the credibility andthe insight that you can provide.
I'm sure with your, uh, existing clients,Before we jumped into the seventh inning,
(41:28):
we were just beginning to touch on staffand talking about value and valuing staff.
In today's world, and you know, it'salways in the headline, you know,
the labor market and how difficultit is to hire people and all.
Obviously, it also puts a great amountof pressure on retaining, uh, employees.
(41:50):
What kinds of thoughts do youhave around that specific subject?
And when you're talking with some of your.
Clients right now that have staff.
What are some of the, the insightsand the conversations that you're
having with, with those folks inregards to staff, whether it's
outsourcing them or retaining staff?
Andy McDowell (42:10):
So it, to me, um, it really boils down to
leadership style and mindset.
So you have a position to be filled.
You have some tasks or processes orwhatever that need to be taken care
of by somebody, and you're gonna puta job description out there and ask.
Ask people to apply for the position,um, and then you're gonna hire somebody.
(42:34):
And so how, how do you seethat relationship with that
person that's coming in?
You know, do, do you see it as anauthoritative kind of relationship?
Like, I'm the boss, here's the job.
Sit down, take care of thesetasks, be a good boy or girl.
Get your, get your work done,and everything will be okay here.
(42:54):
And oh, by the way, I'm gonna take, takethe credit for everything that we do.
Or do you see it as arelationship, as a win-win, right?
Um, you as a, as an employeebrings certain things to the table.
You're bringing talents,skills, your time.
You're making a choice.
I mean, that's all more importanttoday with the whole great resignation
(43:17):
and, and everything that's beengoing on after the pandemic.
People have choices.
So what are you doing with your culture,your job benefits, your offering salary?
All those pieces that you're bringing tothe table that, that the future employees
going to bring in terms of skills,talents, energy, their time, and so forth.
(43:39):
How are you both bringingthat to the table?
You know, somebody brings the, themud and the other person brings the
water and you're gonna make this greatpiece of pottery together, Or is it
just gonna be a mess on the tablebecause you're not bringing the right
mindset and the right environment andculture to the table to get the best.
Out of your people.
Your employees want an emotionally safeplace where they feel like they can
(44:01):
contribute, they can speak up, they canbring their ideas and contributions and
their skills and talents to the table.
Uh, they want all those thingsto be valued and respected.
That doesn't mean that somebody throwsan idea on the table that she do it,
but it's all about how it's received.
Right?
Say, thank you so muchfor expressing that idea.
(44:23):
That's worthy of consideration or it'snot worthy of consideration because I
see we might have big stumbling blockswith A, B, and C and say that in a
respectful way, but I really appreciateyou bringing that to the table.
You know, are you graciousin that and so forth that.
A person's not gonna be afraid to dothe same thing next week or next month
or whatever with some other projectthat you're working on from that basis.
(44:45):
So is it, is it really a win-winrelationship that you're developing
with your employee and your employees?
Or, or is it all about you?
You, you, you, And that's,that's all a mindset.
That's all.
Why, Why are you in it?
Why did you pick leadership?
Why do you want to be a.
Do you want to generate value in thepeople's lives that work for you?
(45:08):
Or are you just there to collect a bigpaycheck, get all the credit and, and feel
like you're on some kind of power cruisebecause you've got the title and authority
next to your name on the nameplate,next to the doorframe of your office.
And that's what I try to get towith my clients is figure out
what side of the fence are you on.
Are you afraid to hirepeople the smarter than you?
(45:29):
See the end of the day, uh, a leadergets judged on their end results.
The results.
So are you gonna put all, putall the monkeys on your back
and, and do it all yourself?
Or are you gonna develop a highspeed team that feels included, heard
in, in their skills and talents arebeing utilized to the max potential?
(45:50):
That when you know Randy, one of myfavorite examples is I had a gentleman
when I was within Boeing, uh, therewas a master sergeant in Army and
he was with a tank battalion, notanything, uh, related to aviation.
So he didn't have anybackground in aviation.
But when, when we interviewedhim, You could see the attitude,
you could see the mindset, and heworked his way from the bottom.
(46:13):
You know, technically speaking from thebottom of our organization to the top.
In five years, I had no problems writingthe checks for the expensive training.
I would have to send people to, you know,in order for them to keep moving up the
ranks, so to speak, with this guy, becausewhen I asked him to do something, his
immediate response was always too easy.
You know, he had a master sergeantkind of attitude that had been
(46:36):
grained into him in the Army, andthat's why we hired him was because
of attitude, not because of technicalcompetency, and he ended up being one
of our best employees in my career.
At Boeing because he had the rightmindset, he had the right culture
within the team, and his contributionswere respected and honored.
(46:56):
Now
Randy R (46:57):
that's interesting that you bring that up as an example.
And I'm wondering, this kind of aphilosophical question maybe in regards
to working with, uh, your team and astaff, is it easier, and maybe that's
not even the right question, butI'll, I'll take it in that direction.
Is it easier to hire somebody?
That may come with that kindof mindset, or is it easier to
(47:20):
develop that culture within yourorganization to cultivate that mindset?
Andy McDowell (47:28):
My experience is, is it's easier to hire that mindset
because technical aspects and so forthare easier to teach and train than
to get somebody's mindset turned.
It's not to say it's not,it's impossible to do that.
I just think it takes more work, moretrust, uh, and is a longer journey
(47:48):
than bringing in somebody with aright mindset and just taking 'em to
the technical training or whatever isnecessary for their skills and talents
Randy Rohde (47:55):
to be developed.
Yeah, Yeah.
How about on the aspectabout retaining employee.
Do you have some insight on, you know,so many of the people that listen to
our show are small business owners.
What are some things that you wouldtell them to like, Hey, here's some
things, you know, 1, 2, 3, focus onto help retain your, your good and
(48:16):
your good employees or good staff?
Well,
Andy McDowell (48:19):
number a reason why employees leave is cuz of the
relationship with their supervisor.
So it's, it's a one on one thing,so, How are you treating them?
What is being said are, areyou honoring them as a person?
Are you honoring what theywant to do with their life?
And are you helping to facilitate that?
You know, and is, is a culture inthe office set up for that as well?
(48:41):
So, you know, I recently read a survey inmy, my co-host and I did a, an episode of
this on, on our podcast about culture andwhat were the, you know, survey was asking
question, what is the most important.
Parts of a culture in, there was onesurvey asking it of employees and
(49:01):
there was another survey done askingit of leaders and business owners
and so forth on the employee side.
Salary and money and benefits was in themiddle, you know, if you had a list of
one to 10, they were around five and six.
And the top four above that Iwould label as emotional values.
Is there emotional safety?
(49:22):
Do I feel like I'm being respected?
You know, it was those type ofitems that were on the list.
Those soft skills, per se, therelationship, they, they just don't
get paid enough attention, um, inleadership and business from that aspect
that if you pay at least a 50 50% ofyour time, Between the two as opposed
(49:43):
to, Well, we've got great pay, we'vegot great benefits, and we do really
cool stuff, and things like that.
You're gonna be able toretain people a lot longer.
There's a difference betweenattracting them and them stepping
through the door on the first day.
It's another thing to retain 'em,because now you've got experience.
It comes into play, an experience of,of their time with you as the leader.
(50:05):
Their time within the business, theirtime within the business strategy,
their time within the industrythat starts contributing to that.
Mm-hmm.
, they haven't experienced thatwhen they make the decision or the
choice to come work for you andstep through the door on day one.
Mm-hmm.
.
Randy Rohde (50:20):
That's great insight.
I'm going to hit you up now on somebroader, uh, I guess we're coming
into the bottom of the ninth.
This is where I get ask you really asa grizzled old veteran in this game
of business that we're in , uh, forthose folks who are just starting out,
thinking about either opening up theirown shop, getting into the ball game,
(50:41):
if you would, the rookies of the game,what advice do you have for them?
Biggest adviceis see it as a journey.
It's, it's going to be.
Some might say it's going to be a fight.
Some might say it's going to have itsdifficult spots, but it's, uh, it's
going to be a journey with ups and downs.
And do you have the persistence andthe grit as I call it, to withstand the
(51:05):
bumps in the road to survive, per se,but not only survive, but to also thrive?
From that perspective, and it's, it's notonly a journey, it's a learning journey.
So how are you about learning?
Are you okay with falling off yourhorse and dusting yourself off and
getting back on the horse again?
Having learned the lesson as to whyyou fell off the horse to begin with.
(51:27):
And to do something slightly differentor major league different depending on
the issue, to reduce the risk, if youwill, of falling off that horse again.
Good.
So are you coming in with a mindset of,Oh, I got this all figured out and Yeah,
the piece of cake and you know, Yeah.
No, no, I got it.
I got it.
And you get six monthsinto it and went, Oh boy.
You know, I feel like you got, like Idid a couple times, Randy, uh, growing
(51:52):
up in high school, in baseball, whereyou get up there in Bunning practice,
you know, you're, You're up there witha bat and they're throwing in, you know,
60 mile an hour pitch or whatever, andyou have to turn around with a bat and,
and you make a slight motion with a batso it hits the ball and try to bun it,
and it goes off the top part of your batand it hits you right between the eyes.
Yeah, right.
I know.
(52:12):
I had that happen to me twice.
in baseball camps and so forthgrowing up as a kid, and it's
like, Yeah, yeah, I got this.
It's a.
It's a but no big deal.
You turn around and rightbetween the eyes, . Yeah.
Didn't see that coming,you know, so to speak.
So how, how do you, how doyou deal with those moments?
You know, where you're like, Oh,this is harder than I thought,
(52:34):
and you're just gonna pack it allin and give up, or you're gonna
learn a lesson out of it and keep.
Keep moving along.
Yeah, yeah.
You know, from that perspective,and to me, that's the most
critical element and foundational.
It's not necessarily your knowledgeabout accounting or marketing
or your product or services.
Are you in it to win it?
And you see it as ajourney, a learning journey.
(52:55):
And you're coming with a right mindsetthat I don't have it all figured out,
but I'm gonna learn as I go along.
And.
Oh, by the way, if I'm reallystruggling, I've got, uh, I can go
get a business coach or I can talkto other entrepreneurs, or I can
build my network and go talk to otherpeople and help me along, you know,
to learn on this journey and see itas a journey from that perspective.
(53:17):
That's my, my biggest advice whenanybody asks me that question is,
uh, Put on your catcher's gear,
and, and get ready.
Put on the pass, put
Andy McDowell (53:28):
on your mask in your catcher's gear, and be ready
for the balls to be coming at you.
Yeah.
And have that perseverance to keep,keep muddling through, so to speak.
Learning your lessons to know.
Um, okay.
Uh, Joe Smith's curveball is not working today.
So let's, let's stick with thefast ball on the slider today.
Try to get ourselves through thisnine innings and then, After the
(53:51):
game, we'll go work on that curveball a little bit more and, uh,
hopefully next game that curve ball'sworking and we have a better outcome.
Right?
Yeah,
Randy Rohde (53:59):
yeah.
Uh, good advice just touse your, your baseball.
I know.
I love, I love the baseball tech.
Well, listen to Andy.
I thank you so much, man.
You, you brought.
Uh, a lot of good stuff in your, uh, gymbag to the, to the field today, you did
mention, and I want to be sure I highlightit with, uh, with our listeners as well.
You also have a podcast and I believeit's also called Generate Your Value.
(54:23):
Is that right?
That's correct.
Andy McDowell (54:24):
I I do What a co-host Zach Levy, who's a.
Right.
A business owner in the financialservices side, and we talk about life
leadership and small business issues.
You know, we, we started, I didn't tellyou this before we started recording,
but the podcast got started in whatwe call a bourbon and business moment
So Zach and his wife Megan would comeover, we're all bourbon fans, and
(54:48):
we'd, uh, grab a glass of bourbon andsit on the back, my back porch and.
Talk about life and business andso forth, over a glass of bourbon.
Nice.
And, um, I'm, I'm a big love versusfear guy, and so I was quizzing
Zach on what his fears were in life.
And he said, You know, I've alwayswanted to start a podcast, but,
but it's just been afraid to.
(55:08):
And I said, Well, just so happenslast month I've been thinking
about starting a podcast formarketing purposes on my business.
So, Do it together.
And that's how the conversation happened.
Within a month, month and a half,we were up and rolling on our
podcast and, and and so forth.
So Zach and I have a great time.
Randy Rohde (55:26):
That's my kinda business meeting, you know,
bourbon and . That's good.
B b moment we call.
Yeah, that's a bourbon and business.
That's it.
That's a good,
Andy McDowell (55:36):
His wife's from Kentucky and she knows all things
about bourbon, so I get educated
Randy Rohde (55:40):
on bourbon.
Oh, very good.
Oh, that's, that's gonna be fun.
Well, listen, I, I wanna be sure I, I willhave, uh, the links both to your podcast
and to your website, uh, where people can,uh, reach out to you directly, generate
your value.com, and then we'll also havethe link to your podcast in there and they
(56:01):
can go check that out in the show notes.
So, Very good.
Andy, thanks so much, men,for being on the show.
Great to get to.
Andy McDowell (56:08):
Uh, great to get to know you, Randy as well,
and, uh, I wish you all the bestfor the Guardians and the Cubs.
. Yes, Yes.
In the coming season.
Um, I'm looking forward to secondhalf of the season what it brings.
You've got some tremendous races going on.
Yeah, I was looking atAmerican League East.
Oh my goodness.
Oh, crazy.
Yeah.
The or Orioles are backed 500 andthey're still at the bottom of the Yeah.
(56:33):
Of the division in almost.
Anybody else above them couldbe, you know, number one or
two in the other two divisions.
Yes.
I mean, it's just a fascinating year for
Randy Rohde (56:43):
baseball Michigan.
Not, not so much for the Cubs.
I think we're looking to see whatwe can do next season already.
But , you never know The Indians.
Oh, guardians.
Sorry.
I'm still stuck in the, in the past world.
The guardians actually, uh,you know, they're hanging in.
We'll see what they can do over the,the, the last half of this season.
(57:03):
So, but um, yeah, it's
Andy McDowell (57:04):
always fun.
Yeah, we, we've got.
The Braves got theirchallenges with the Mets.
Yeah, they've got two.
Tremendous pictures in whatGros can be coming back soon.
And then, Yeah,
Randy Rohde (57:14):
well the Cubs just, Cubs just finished.
Two of those are just ACEs with theMets, so yeah, we, we took her bruising
with, uh, with the Mets, so we, Anyway,right Andy, well listen, you take care.
And folks, that's the ballgame.
So thanks for joining us today andif you like our show, hey, please
tell your friends, subscribe and.
(57:35):
Give us a review, as we like to say.
We'll see around the ballpark.
Running the bases with small businessesis brought to you by 38 Digital Market.
A digital marketing agencycommitted to client growth with
lead generation higher conversions.
And increased sales.
(57:56):
Connect with us today at38 digital market.com.
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