Winning Teams, and Mindset Mastery with Tony Robbins Coach, Trevor MacCalder

Episode Transcript
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Announcer (00:06):
And now the number one audio program that helps you
to hire, get hired and soarhigher in the Salesforce
ecosystem.
It's the Salesforce Career Showwith Josh Matthews and Vanessa
Grant.

Josh Matthews (00:21):
Welcome everybody .
This is a special episode for anumber of different reasons.
For one, vanessa and I aresitting right next to each other
here in my home office inJupiter, florida, and we also
have with us on Zoom my friendand my executive coach, Trevor
MacCalder from Tony RobbinsResearch.
We're going to be diving inwith Trevor on some incredible

(00:42):
best practices for people whoare hiring or people who are
seeking new careers or trying toachieve more out of their
current role.
So welcome Trevor.
We'll do a full introductionhere in a little bit.
A couple quick housekeepingthings.
This program is actually goingto be on the Josh Force YouTube
channel.
You can find that at Josh Forceon YouTube.
It's just YouTube forward slash, josh Force, and you'll

(01:04):
actually get to see Vanessa andI hanging out here together in
the office and get to see thehandsome Trevor McAulder.
So if you're listening to thisaudio program and you're not
driving down the road, you maywant to just switch it over and
check out the video where you'regoing to get all of our amazing
visuals, hand gestures andfacial expressions.
Okay, with that said, a coupleof things from the

(01:25):
salesforcerecruitercom.
We do have five open positions,excuse me, four open positions.
We closed one today.
But we have a solutionarchitect role, a senior project
manager role to work in healthcloud.
We also have a nonprofit, anNPSP, Salesforce consultant.
These are all full-time roles,by the way.
And then we've also got adeveloper role.
If you live in Mexico, if youlive in Mexico and you're

(01:49):
listening to this, we do havelisteners in over 79 countries
across the globe.
So if you're listening to thisand you're a developer in Mexico
, please reach out to Steven atthesalesforcerecruitercom.
That's Steven with a V.
That is to Steven, the only wayto spell the name, and he will
look after you and take care ofyou.
So, with that said, let'slaunch into some quick stuff.
But first, how are you doing,vanessa?

(02:10):
I'm doing great.
How's your trip to Florida sofar?

Vanessa Grant (02:13):
Been full of children, so it's nice to get
away for a little bit and hangout with you instead.
Not super different, butdifferent in a more professional
way.

Slightly more adult.
Not a lot, just a little bitmore adult action going on.

I don't have to bathe you, and that's the
important part.

Thank God for that, even though I could use it
sometimes.
So we've also got Mr PeterGanza.
How are you, buddy?
I am great.
How did the haircut work out?

Peter Ganza (02:41):
It worked out great .
I was not able to do a beforeand after, but I assure you I am
looking fresh, okay, and MrAnthony Rodriguez, the best
chauffeur for Florida Dreamin'I've ever had.

What's up, buddy, how are you doing today?
Always a pleasure to be in thepresence of legends.
And a big congratulations toAnthony, who recently received
another promotion in his role.
Anthony, how long ago did yousecure your first Salesforce
position?

Anthony (03:09):
Well, thanks to the Salesforce Career Show, I was
able to land a phenomenal junioradmin position I'm sorry,
junior developer position.
I worked hard.
It was a hard first year but Ijust kept growing and learning
and about two months after myfirst year I was able to move up
a little step.
So you know feeling really goodabout it.

Well, we're all stoked for you, buddy.
Couldn't have happened to anicer guy.
Yeah, super proud of you, yeahman and we'll get to see, I hope
in a couple months, out inClearwater at Florida.
Dreamin' Would that be accurate.

Anthony (03:41):
Yeah, I believe so.
I'm planning on it and thecompany is going to pay for my
registration, so whoop whoop.

Okay, all right, guys.
Well, with that, we're excitedto introduce our amazing guest,
trevor McHaldir.
Trevor joins us from Ottawa,canada, and has been serving
Tony Robbins' mission for overfive years now.
Before working with TonyRobbins, he led teams in
hospitality, real estate,construction and, working with
Tony Robbins, he led teams inhospitality, real estate,
construction and education.
He's passionate about helpingprofessionals master their craft

(04:08):
so that they can live life ontheir terms.
Please give a warm welcome toTrevor.

Trevor MacCalder (04:14):
Well played, well played.

You like that I do.
Thank you, podtrack P4.
You're the best.
So for those of you who don'tknow, if you weren't listening
at the very start of the show oryou're just jumping in right
now or you haven't heard me bangon about him in the past, which
I have on this show, trevor'sactually my personal executive
coach and we've been workingtogether.
I want to say it's over threeyears now.
It's like three years and threemonths or something like that.

(04:38):
Yeah, look, we probably talkabout 30 minutes three times a
month, something like that.
It doesn't take long to get thehelp that you need with a
personal coach or an executivecoach, and I couldn't think of a
better person to bring on thisshow to help you, whether you're
a hiring manager, just aSalesforce career professional,
or someone who's looking tobreak into the ecosystem or

(04:59):
elevate your career within theecosystem.
I couldn't think of someone who, look, he's helped me so much I
was pretty confident he's goingto be able to help you.
So, trevor, welcome to the show.
What is it like to be anexecutive coach?

Yeah, thank you so much.
You know, one of the greatestthings about being an executive
coach is I get to work withamazing people and you know this
is where I pump your tires,josh, because it's really great
to be able to be on someone'sjourney, kind of in their back
pocket when they need them, justto give them a course
correction and help them bringout their best and whatever that
may be right, and help themmove past some of the bullshit

(05:36):
that goes on in that internalself-talk and maybe some of that
doubt and that fear or whateverit may be, and be able to make
an impact.
So I mean, it's a prettyfucking amazing career to have
and it's tons of variety, tonsof variety.
When I first started it was inCOVID hit a couple months after
joining the Robbins team and nowwe've got today's difficult

(05:57):
market, depending on what thatis for you.
So the ups and downs, thevariety, it's nonstop.

It is nonstop and I'll tell you.
I'm going to give you a littlesuccess story and hopefully this
makes sense for a lot of youout there.
I started playing.
I played maybe 10 rounds ofgolf 15 years ago.
I started again about two and ahalf months ago and my first
goal was to break 100.
And there was no way that I wasgoing to break 100 if I didn't
go get a lesson.
So I had my first lesson and ithelped a little bit.

(06:24):
Then I had my second lesson andit helped a lot and I broke 100
for the very first time onSunday.
And then I hit nine holesyesterday and I hit 44.
So double that, that's an 88.
And there's no way I would havegot there on my own without
these tiny little adjustments.
And it wasn't big, it's just alittle bit of a turn of the
shoulders here and move of thehands there, and I think it's

(06:46):
such a great example.
I mean, they always say golf islife and it really is.
But I think it's such a reallygreat analogy or metaphor rather
, for what Trevor and people whodo work like Trevor, whether
they're with TRR or not, can dofor your own careers, can do for
your own personal well-being.
Whatever the goal is thatyou've got, you might need some

(07:09):
of those little adjustments.
You're still going to have todo the work.
Trevor doesn't do any work forme.
He just helps me get pointed inthe right direction and helps
me to rethink some things, andit's been absolutely incredible.
I attribute so much of thesuccess of this company with the
guidance that I've had from mycoaching sessions with Trevor.
So it's such a pleasure to haveyou on here Now.
Earlier today we talked a little.

(07:30):
You and I spoke a little bitabout some of the things that we
were going to talk, that youwere going to share.
Can you give us a quickoverview, just a real quick
overview, so that if someone'slistening and they really want
to zip forward to the sectionthat's going to make the most
sense for them, then they can.
And, by the way, if you'relistening to the podcast on
salesforcecareershowcom or onany of the other platforms,

(07:52):
you'll be able to hopefully seethe chapter.
So you can just jump right intothe correct part.
But go ahead and share with usa quick overview of what we're
going to talk about today.

Yeah, and it's been a long time coming.
I forget how many months ago itwas when we discussed, you know
, being a guest speaker on thispodcast so glad it's finally
here.
We were thinking, you know,we're kind of talking about
taking it from two differentangles.
I guess, to keep it simple, youknow, one angle being hey, if
you're doing the hiring, whatare maybe some perspectives or
some tools for you to take intoconsideration to make sure that

(08:21):
the hire sticks and you get theright one, that's right.
And then, secondly, if you'rethe one being hired and going
through that process, what's itgoing to take to be able to
continue to persevere, to getwhat you want in a difficult
market?
And so that's kind of the twoangles we're going to take today
, and it's probably not going tobe rocket science as kind of
Josh mentioned two millimetershifts here, two millimeter

(08:42):
shifts there, and I know thatthere's going to be something
for everyone in what we covertoday.

Absolutely.
Well, let's get started.
Now, one of the things that Ialways gravitated towards.
There's certain things thatTony shares and sometimes I'm
just like, yeah, I don't know ifthat's for me right, and other
times I'm like I'm not sure ifthat's for me, and then I give

(09:07):
it time and it's like, oh no, itwas.
And other things.
You know, it's just like, hey,I know how I am, that's probably
not going to be my thing.
But one of the things thatabsolutely I glommed onto and I
really appreciated was this ideaof standards and having high
standards.
And I can tell you, after afour-day UPW session, you know,
about a year and a half ago, Icame out of that experience like
we are raising the standardsfor this company the quality of
people that we place, thequality of people that are on
the team, the level of standardsthat we expect from our

(09:30):
marketing, from sales, fromrecruiting, from our social
messaging, from where we sit inthe and how people can take this
information and apply itimmediately to their hiring.
And stay tuned, because we'regoing to have a lot of

(09:51):
information for you folks whoare looking to get a job, not
just hire people.

Yeah, such an important element when building
the right culture for your teamand for your organization is
going to be the standards thatare upheld.
And going back to UPW, you knowTony introduces it when he's
talking about in the army, andI'm fairly certain it's the Navy
SEALs, if you will.
And when people leave the NavySEALs they're not operating at

(10:14):
the same level and that'sbecause of the power of the peer
group and the standard.
And so when we're bringing newpeople into our culture and our
team, hey, that's something wegot to be very mindful of is,
you know, are they going tocontribute to the right
standards that we want to have,or are they going to be, you

(10:36):
know, bringing us in the otherdirection?
So, one simple way to thinkabout this and maybe you know
there's, I'm sure there's manyways to think about it, but when
we're talking about the tiersof standards, we can just start
with gold, silver, bronze.

Oh, and I hope we get to talk about the Olympics
later too, because there's somegood juicy stuff there.

Well, isn't it funny right?
Gold, silver, bronze andwhoever speaks to the fourth,
because they could be off byjust this much.

And.

I'm giving a two millimeter here if you're
just catching the audio.
But we don't ever talk aboutthe fourth place, and so I think
that speaks to how important itis, how close it can be in
regards to the distinctionbetween these gold, silver,
bronze, fourth, fifth, whateverwe're not talking about.
I wasn't planning on bringingin the Olympics, but I'm glad
you did and maybe you thinkabout this as your A players,

(11:21):
your B players and your Cplayers.
I can tell you this is how werun things and this is how Tony
runs things at Robbins, and sothere's even a level above that,
which is platinum, and I'll getto that in a moment.
But building off of the threelayers of standards, if you will
.
There's going to be criteriawithin each one on how you
assess your team currently, butalso when you're bringing people

(11:41):
on.
If you're a hiring manager andyou're looking to figure out
who's the next great addition,you can think about it.
In regards of questions, so thefirst question that you can
start to entertain is can theydo the job?
Can they do the job, whateverthe job is that you're looking
to fill?
We're talking about skill setsand core competencies, and
that's an important element,right?

(12:02):
It's not the only element,though.
So, after determining, yeah,they can do the job or no, they
can't, then we want to look ator ask the question will they do
the job?

Yeah, that is not the same thing.
I can dig ditches all day long,but I won't right.

Yeah.

I mean, I just won't, so don't ask.

I don't think I can even dig the ditch so long
as you don't end up in theditch after that's the goal.

That's the goal that sounds more.

So, josh, let me ask you this then how many
times does it happen where youplay someone and 20, 30 days
later, or maybe a little bitlonger, they don't stick?

Yeah, almost never.
So I'm not going to speak formyself because our standards are
very high and our people lastyou know we beat the market by
about four to six X longevity onour placements than the
standard people who get hired orplacement company.
Placement service.

Hey, I'll be vulnerable on this one and say
I've made a couple of bad hiresearlier on in my career Sure
yeah, well, I have too.

I think that the standard is right around 30% of
folks aren't working out in thatfirst three to six months, and
I'd say 50, it's actually 48%.
Of people who get hired aregenerally gone within 18 months.
Now, it's not always because ofpoor performance, right?
Their mom gets sick, they haveto move and go take care of them
.
There are lots of reasons forattrition.

(13:29):
But you know, overall it's huge, it's expensive, it's costly,
it's heartbreaking.
And it doesn't matter how mucha company prepares, for some
reason they're never preparedfor it.

So yeah, it's not great.
And so what we're reallytalking about when asking that
question will they do the job?
Is what's their attitude andwhat kind of attitude do they
have, and what kind of attitudedo they get to have to be a part
of the culture that you'rebuilding?
So after we've established that, yeah, they can do the job,
yeah, they've got a greatattitude, Then the third

(14:03):
question we want to be askingourselves is are they a great
team fit?
Because, yeah, you can totallyhave a great attitude and be
able to do the job with yourskill set.
Maybe just this isn't the rightspot for you.
And to your point about howcostly it is and how time
intensive it is, those two lastquestions are pretty fucking
important when we're determininghey, is this the right person?

(14:25):
Are they going to be set up forsuccess long term here.
So and so.

I know I was just gonna attitude.
I think maybe it goes a littlebit with that part three.
So how do you separate thesecond question you know what's
the attitude from three?
Is that attitude a good fit forthe team?
Because I know you were talkingearlier about, you know, the
SEAL Team Six and the Navy andlike there's also, I guess, in

(14:53):
the teams that I'm on, likewe're, you know, try to be a
little bit fun and I guess maybeI don't know that many fun Navy
types, but you know, so it'sthe.
Well, you know what is what isthe attitude?
Because I feel like there areseveral types of attitudes that
would be good for differentroles.
How do you like figure out whatlike?
What is the?
What are the questions thatyou're asking yourself when
you're determining if it's agood attitude for the role that

(15:15):
you're looking for?

You know that's a great question.
I don't know if I've reallydived too deep into you know
what questions elicit a greatattitude.
What I will say as a startingpoint.
You know, when you think aboutattitude because what you're
saying, vanessa, is like it'selusive, like what does it mean?
How do we pin this down?
What's right for us?
And so I've always thought ofattitude, as you know, within
the context of towards something.

(15:36):
It's their thoughts, feelingsand actions towards something or
someone.
Okay, so you know, depending onwhat the role is that they're
going to be asked to be a partof, to own to, to really, you
know, show their greatnessthrough, you could probably
reverse engineer what a winningattitude looks like in those
scenarios.

Well, it's optimism, perseverance, I mean,
these are some of the some ofthe attributes that generally
work really well, unless you goto a team full of sewer rats and
nervous Nellies and people wholack transparency, right, that
person that would be to most Aplayers out there, a highly

(16:15):
desirable teammate, based ontheir attitude alone never mind
skill set, based on theirattitude alone.
And, by the way, there are anumber of clients I have clients
that are like Josh we don'tcare if they know Health Cloud,
if they've done one solution, ifthey've architected one before,
but they've got the capacity tolearn a great attitude.
They're willing to put in thetime, they're willing to ask for

(16:36):
help.
That's what we want here.
Right, and I have a mandatefrom a client right now, and
it's funny because I'll tell thecandidates, I'll say the
mandate is no assholes, right,and I don't say it to everybody,
but I say to everyone who Ithink isn't an asshole, and then
they like that.
They're like well, I'm not anasshole, so this must be a good
team for me.
And what they're aware of isthat there's a standard at this

(16:59):
organization to protect peoplewho are jerks from coming in and
being a part of the team.
Right, because everybody knowswhat a jerk is.

Yeah, and you know, here's one way that you
can look at it is when you'reasking questions about their
past experience and past teamsthat they've been on.
You could be asking questionsthat allow you to figure out is
this person taking ownership andresponsibility for their role?
Are they passing the buck?
Are they starting to createsome excuses and everything was
external, instead of just, hey,maybe expressing some

(17:30):
vulnerability on?
This is my role and this iswhat I learned and this is what
I could have done better, andmaybe that's a bit more of a
polished way to figure out ifthey're an asshole or not.
Well, yeah, it's a count ofright.

Because I think that there's a style thing here
too.
Right, you know someone who isa professional in Portland I'm
going to generalize folks forjust a moment but someone who's
a professional in Portland, forinstance, is going to have a
different style of engaging withpeople, like dynamically,
differently than someone wholives and works in downtown

(18:05):
Manhattan.
It's just not the same folks,and if you think it is, then
you're missing something.
Even though New York's filledwith people who didn't grow up
there, the attitude of New Yorkoften is what attracts people
there, right?
So, or Boston, or what have you?
Right?
Yeah, I'm sitting next to myNew York homie right here.
So, and look, there's 8 millionpeople in the city and they
don't all have the same attitude.

(18:25):
But I think we kind of knowwhat we mean when we're talking
about business in general, likethere's an ethos there that's
apparent.
So, yeah, you got to screen forthat.
But I did think of somethingbecause you were talking about,
you know, the second questionTrev you mentioned.
Will they do it?
And this is something thathiring managers can screen for.

(18:49):
So before divulging and maybethey've seen a job description,
maybe they already get a senseof what the job is, but maybe,
before you go into the detailsof it all, you might say okay,
here are the four or fiveprimary functions of this role.
Now, we're wide open to learningwhich ones of these get you
really excited, which ones makeyou roll your eyes, right, which
ones do you not mind?

(19:09):
And there are some tests forthis too.
I can't remember what it'scalled.
I've taken it with my wholeteam and it's a working genius,
so you can check out the working.
Go to workinggeniuscom andit'll explain all of this stuff
Primary capacities, the coupleof things that you don't mind
doing and the things that youreally should stay away from.
Right, and so I?
I had an interview just todaywith a senior project manager

(19:30):
and it's like okay, so which ofthese things do you really love
to do?
Which of these things bring youenergy?
Give you energy, make you feelfulfilled, make you feel happy.
Oh, this, this and this is likeokay, which?
Which of the?
What are the things thatabsolutely drive you crazy?
Well, communications withclients that are like this, or

(19:51):
dealing with people who are likethat, right, and now I get a
sense of him and I get to startmaking some decisions, knowing
my client.
Is this person a good fit right.
If we tell them everything thatthey should be for the job
before we interview them, we'renot going to get a clear view
right.
They're going to adopt what wesay.
Oh yeah, I work greatindividually and on a team.
I like to type and do mundanetasks and I also like to do

(20:15):
intricate teamwork.
It's like, okay, whatever,mcdonald's, calm down, you know,
don't be everything to everyone.

That's probably how you end up with
turnover right.
Is you already give?
Them the answer before you givethem the opportunity to provide
it.

On the nose.

Yeah, and you mentioned working genius.
That's great to use thoseassessments because we're big on
DISC here and I don't know ifyour audience members are
familiar with DISC.
It's not that far off fromMyers-Briggs Vanessa's putting
it for him.

I'm an I.

Yeah, and we have an expression around
Robbins like I'm a recoveringhigh eye, because if you know
about what high eyes do is theyusually talk about anything and
everything before the topic athand, but why that matters,
whether it's DISC or WorkingGenius or Myers-Briggs is you.
You probably want to make sureyou got the right person in the
right seat.
You're setting them up forsuccess long term and they're

(21:07):
going to be able to operate from.
You know their nature, if youwill, and DISC I'll lean on
where it's dominance, influence,steadiness and conscientious.
It's not to say that you knowsomeone who's steadiness scores
higher and steadiness andconscientious can't do great in
a faster working environment.
It's to say that it's probablynot going to be in their nature
and so that's going to besomething to bring awareness to,

(21:29):
because those styles are a bitslower in how they process
things and how they operate andhow they make decisions.
So you know, it just bringsawareness to making sure that
we're getting the right peoplein there for long term and
they're set up for success andthey're going to do well again.

Could be working genius.
Could be working genius.
Could be disc.
Could be myers-briggs sure, anyof them.
Pdg global is a is anotherreally great.
It's actually my favorite outof all of them, but it's it's
hardly used, so most peopledon't know what they are.
By the way, I just said I wasan I, I'm an I in myers-briggs,
but I'm a d in disc.
So interesting, yeah, d is thedominant, bossy son of a bitch.
That's me, yeah.

Yeah, that's you.

Sorry, 100%.

I'm the oversharer.
Surprising.

Shocking, Shocking.
Yeah, you should have heardwhat you told me earlier.
That was not a podcast, Notpodcast.
Well, it's podcast worthy, justnot career show worthy.
We'll leave it at that, so okay, so we've got the the.
We're on the third one, whichis the attitude.
Right?

Well, the second one was an attitude, the
third one was team fit Team fit,thank you.
And you know it's going to beobviously subjective to your
team, your industry.
You know, if I can speak fromexperience in regards to working
with Robbins ResearchInternational, it's an event
company.
You know there's so many movingpieces and it requires a lot of
flexibility.
You know wherever you are onthe team and your role and

(22:49):
that's just kind of like ifyou're not, if you don't have
that flexibility, you're notgoing to be a great team fit.
It's not to say that you're nota great person or employee.
It's just like this isn't goingto work for you, right?
So, whatever that is for youand you mentioned the question a
couple of minutes ago aboutwhich type of clients do you

(23:09):
least enjoy working with hey,well, that might be a great
question to ask if they're goingto be a good long-term team fit
, because these are the type ofclients that the majority of the
time we're working with rightor in this setting or in these
circumstances.
So, yeah, this is reallyimportant, very good, really
important, very good.
And so, just to kind of putthat in a bow, right, all right,

(23:32):
so you got the three criteriathat make up a gold, silver and
bronze.
And gold is going to be yourteam members, and if you're
hiring the people who you thinkwill be in gold, who excel in
all three right Great attitude,great skill set and a great team
player your silvers are goingto be great, team player, great

(23:52):
attitude.
They probably just need tobrush up on some skill sets and
core competencies and then yourbronzes are going to be.
You know, they're going to havemore.
Maybe their attitude isn't great, they're okay with skill sets,
not a great attitude and soreally we want to kind of find
out how coachable are they atthat in that point, at that
moment, and what's the plan toget them to a silver and then

(24:16):
silvers to golds.
And I touched upon platinums.
Maybe I didn't say platinum,but above gold is when you get
your team members that reallyexcel.
And then you can leverage themyeah exactly.
I love the 90s SNL.

She actually worked for my friend, by the way
, that's Shannon, molly Shannon,yeah, molly Shannon.
I got a buddy down the road andI was hanging out with him and
he's like, hey, check out thispicture.
And he shows me a picture.
It's Molly Shannon sitting at adesk and she was his
receptionist for five years inNew York City when he was

(24:49):
running the I think it was thePark Avenue Racquet Club back in
the day.
So anyway, sorry, sorry, trevor.

That's all good.

We're interrupting a lot here, but
you're doing great.

I think it's Sherry O'Terry, but that's a
different SNL personality.
Yeah, right.
So your Platinums, you canleverage their skill set, their
attitude, their team player-nessif that's a word to then help
lead the team.
You can really mobilize them tohave a greater leadership role.
Yeah, and that's an importantpiece too.

I love this there you go.
I, yeah, and and that's animportant piece too, I love this
, I love this.
I love this a lot more than a,b and c.
B player, c player, because it,it, it's, you know, at least
you get a medal right, like Ithink it's I wouldn't have
expected you to to care so muchabout participation.
Medals josh well, I it's not.
You know I'm not a huge fan ofparticipation medals if you're

(25:41):
over the age of 12.
But yeah, you know it's still.
It's still a slightly nicer wayto say it.
And one of the things that Iwas kind of picking up on here
and I think you said it, youknow, you expressed it is that
how do I get this bronze to asilver, the silver to the gold?
Right, and I personally, I'msure so many people here have

(26:02):
themselves found themselves, youknow, really, if they do a fair
self-assessment.
Yeah, when I was in that job itwas definitely a bronze, but I
worked my tail off I got to asilver.
I never was going to be aplatinum there, but I moved
companies, I started as a goldand now I'm a platinum, right,
so you can have a story likethat.
I had an employee when I wasrunning a scientific staffing

(26:22):
firm in Australia, in Brisbaneand throughout the whole country
, and I love this guy.
He was a young guy, he was 22,23, homeschooled, very bright.
He'd read every.
I used to read a lot.
He'd read every book I'd everread already and he was much
younger than me and he was not aplatinum, he was not a gold.

(26:42):
He was a bronze all day, allday long, and within six to
eight months he was gold rightBecause he just didn't have the
right leadership previously, hedidn't have the right training,
he didn't have the rightcoaching.
For those of you who listen tothis show, maybe you're on the
live program right now andyou're looking at the face of

(27:03):
Steven Greger.
I mean, steven is a gold,platinum guy.
He got rookie of the year atRobert Half the first year that
he came on board working for me.
I mean, some people just haveit and other people have the
potential for it and you have toknow which is what and you also
have to really know who doesn'thave potential and be happy and
be happy with thatHammond-Egger silver medal

(27:24):
person who's going to clock in,clock out, get their stuff done,
but probably not go the extramile.
But they're not going to pissanybody off on the way.

Yeah, and I think it's a call to action of
leaders.
you know whether you're amanager, whatever your title is,
but if you're in a position tobe leading these team members,
to help them and be able to givefeedback that you can work with
.
You know, and maybe it's just asimple shift in the language of
gold, silver, bronze versus a,b and c, or maybe it's that
there's some detail in betweenwhat makes up a gold, silver and

(27:53):
bronze.
But I think that that's ourcall to action is to help bring
forth.
Help, bring forth the best insomeone, obviously when they're
willing to do the workthemselves and, in this context,
give them a fucking roadmap onhow to get there, because, you
know, one of the mostchallenging things to overcome
is ambiguous feedback.

(28:13):
Yeah, you know, yeah, and so,yeah, that's really important,
and you can probably break thosedown even more and I'll just
leave it at that.

Well, I, I'm with you right there.
Steven will recall, over one ofour job boards back in the day,
we had a big sign.
It's a zero ambiguity, right,and you know I bang on about it
all the time.
Well, what else could happen?
And you know, what else don'twe know?
And where else are theyinterviewing and who else are
they talking to?
And if this could go bad, whatwould that look like and how

(28:44):
should we investigate?
Right, it's, and it's reallyinteresting because, you know,
between me and my lovely partnerCasey.
Casey is the embodiment of hope, right, and I am often the
embodiment of de-risking andprotection, right, and so it's a
really good, it's a reallygreat partnership because she

(29:05):
keeps me, you know, hopeful andand and thinking positively and
in the belief that things can bebetter and we can do this and
this stuff can get done.
And then I'm there to sort ofjust like make sure the door's
locked and I'm not talkingliterally here, but you know,
like making sure that the door'slocked, have a, you know, an
alternative backup plan ifthings go a little bit wonky,
things like that.
And so, you know, having apartnership, whether it's at

(29:27):
work or in home or anything likethat it really, you know, when
you can marry those skill setstogether, I think together you
can achieve a lot, whether it'sin your family or in your friend
group or in your hobby group orreally at work.
You know, is figuring out whois what.
And that's one of the greatthings too about some of these
DISC surveys and BTIs andworking genius.

(29:49):
And working genius is a reallyeasy one, I think, easier than
any of them to look at.
It's like well, where in ourteam are we missing these skill
sets?
Like we don't have these skillsets at all.
You know, I realized when wedid ours, you know, I think 75%
of us had discernment and thatwas like our highest genius.
Discernment, that means ourjudgment, our ability to tell if
something's good, bad orhealthy, not healthy, or will

(30:11):
work or not work.
Well, duh, we're recruiters,that's our whole job.
If it wasn't high discernmentthen we'd be up Schitt's Creek.
But then you have, on the otherhand, you have wonder, potential
possibility.
Well, I don't sit around and dothat, wondering too much, I
just don't.
So, and we actually don't haveanyone on the team who does that
too much a little bit, but notreally.

(30:32):
And so you know, figuring thatout about your company, your
team?
Where could you shore up thathelp to be a little bit more
balanced?
And it's amazing, it's like youknow, it's like having all the
chemicals you need and you gotthis jug of chemicals that's
going to make I don't knowwhatever liquid gold, right, but
you need to put two drops ofthis other chemical in it for it

(30:53):
to actually work, and sosometimes you need that on that
team just to get that two dropsof the chemical or two
millimeter shift.

Well, can I ask a quick question, maybe a quick
question?
Two millimeter shift Well, canI ask a quick question?
Maybe a quick question.
So, when we're talking aboutteam fit which I think is really
important are you looking forlike?
What do you mean by that?
Because there's also there's alot of the discussion that you
know having a diverse group ofpeople, so like is it is diverse
and like okay, maybe you have aD and I and S and a C, all on

(31:21):
your team and you, your team,and how they can all contribute
in different ways, or is it moreof a team fit as far as they
all have similar personalities?
What are the most importantthings that we're looking for
when we're talking about teamfit?

You know, I was privileged to be a part of a
startup.
It didn't start eventually, butI learned a lot from it, one of
which and it wasn't a testamentto who was brought onto the
team, but when we were startingto place some ads for filling
these roles one of the keyrequirements regardless of the
role, whether it was now thiswas eventually morphed into like
a social media company.

(31:59):
Social media company and so orwas going to, whether it was
someone who was doing sales oraccount management or creating
designs within branding all ofwhich had to submit a private
YouTube video of them justintroducing themselves and
showcasing a little bit aboutthemselves.
Now, the method behind themadness was it really doesn't

(32:20):
matter what they say or even howthey show up.
This is just a test to seewho's willing to get vulnerable
and get out of their comfortzone because that's what we're
about at this company and that'sthe culture we want to build.
So when I think of team fit,that's the first thing I think
about is maybe some of thetraits, if you will, of who
we're looking for and we get toany of the complimentary styles

(32:45):
or geniuses or backgrounds andexperiences that go along with
it.
That's how I think about it andthat's typically how I would
kind of encourage your listenersto be thinking about it.

That's good.
It sounds like you're talkingabout non-negotiable core values
.
Could be yeah, I'm not tryingto put words in your mouth, I
guess what's that?
I said?
I never really thought about itwith that language about
non-negotiable core values couldbe yeah, I'm not trying to put
words in your mouth, I guesswhat's that?

I said, I never really thought about it
with that language.
Okay, there's a non-negotiablecore values, but you know, the
more I think about it, the moreit fits the more it fits yeah,
and that's how we know who's agood team player that's right,
like it doesn't, like you're notgoing to have a great so.

So if you think about diversity and sorry I'm
going to be pseudo-controversialhere, for some people not most,
but for some people okay whichis the idea of so many times,
when people think aboutdiversity, about socioeconomics,
they think about culture, theythink about heritage, religion,
skin color and things like that,and I can tell you without a

(33:41):
doubt, in the last 25 years ofdoing this type of work, you
know, at a variety of levels ina variety of states and
countries, the diversity thathas helped people the most and
companies the most and teams themost, is diversity of thought.
Diversity of thought.
And look, if you have differentthoughts because of those

(34:05):
different religions, thatdifferent background, those
cultures or shared struggles,things like that, well then,
great.
But it's really the diversityof thought and ways of looking
at a problem or ability toidentify solutions that
contribute to success, much morethan the fact that you know

(34:25):
that I'm white, that Vanessa'sLatina and so on, like that
doesn't matter, but the factthat she's an I and I'm a D,
right, that matters way more, atleast in my experience.
And there's something reallyinteresting too historically,
they did a lot of research onthis, and it's that opposites
attract, but commonalities arewhat keep couples together.

(34:48):
Okay, and I don't see why itwould be any different for
business teams as well.
We need this on the team.
We don't have that.
But if there isn't enoughcommonality in there, you're
going to struggle Long term.
You're going to strugglebecause there's going to be

(35:09):
different styles ofcommunication, people won't be
heard, there's going to bemisunderstandings and people
will feel build resentments,they'll feel dissatisfied, and
on and on and on.
So there has to be some ofthese common traits like we were
talking about, like you justmentioned, which I labeled as
non-negotiable values.
But but that ability to bevulnerable, which includes

(35:31):
introspection right, the abilityto open up self-awareness, the
ability to apologize right andto learn from one's mistakes,
which means you're going to grow.
So it's God, I love this stuff.
I'm so glad you're here, trevor.
This is awesome.

Yeah, I'm so, I'm so glad I am here and yeah,
and, and you know, I guess I'lldouble down on getting under the
comfort zone, because that'sthe examples that I've
experienced the most.
Now, that was with one startupcompany and I just got back from
our annual coaches meeting andone thing that we got to do just
to keep the pencil sharp was wegot to go out and hit the
streets and just coach someone,walk up to them and fucking ask

(36:09):
them hey, do you have a goal ora problem that we could coach
around?
Oh fun, that's reallyuncomfortable.
Yeah.
Or it has the potential to beright yeah, it has the potential
to be.
And if you're building a salesforce I know this isn't
necessarily all salespeople, butif that's who you're looking to
hire or attract, if the abilityto get rejected and still be
playful with it and not take itpersonally is pretty important

(36:33):
and probably the not take itpersonal part is pretty
important, regardless of yourrole, so we don't catch feelings
around here and we're able towork harmoniously, that's right.
So, yeah, yeah, all those Ithink would be in the team fit.
Now, what team fit you'relooking to create is going to be
up to you and your industry andyour company, and then you get
to reverse engineer.

(36:53):
What are either some examplesor some questions that we can
identify that help us to know ata deeper level whether this
person is that?

This is great.
This is great.
So we've just covered how tohire.
Basically, you know how to bediscerning around, bringing on
your team and team dynamics.
Let's talk, let's switch gearsa little bit to a few of those
other areas such as, you know,either trying to improve one's
career by leaving or going to adifferent place or within a
company, or getting a raise,getting a promotion.
You know, either trying toimprove one's career by leaving

(37:22):
or going to a different place orwithin a company, or getting a
raise, getting a promotion.
And you, you have taught meexcuse me, you've taught me a
number of different techniquesfor how to really get all the
information out of my brain andinto a document so that I can I
can kind of work with it.
I'm sure you're going to touchon that in a little bit, but how
would you, how would you liketo start approaching this part

(37:45):
of our conversation as far ascandidates seeking something
better for themselves?

Yeah, I think I was reflecting on this and
where to start, and the wordthat was showing up was
confidence.
Confidence and and I thinkthat's going to have a lot of
different connotations dependingon whether you're already in a
role and you're seekingsomething greater, or you're not
in a role and you're seekingsomething greater.
Maybe I'll start with thatsecond one, because that one
might be where confidence couldbe.

(38:12):
You could have the mostchallenge with it and for your
audience members there.
I'm going to start off with astory and then I'm going to get
them to draw something.
It's going to be a story thatI'm going to guess a lot of you
are going to be familiar with.
It's that Roger Bannister guySpeaking of white guys.
He was a white guy from the UK.
I forget what year this was,but he was the first person to
break the four minute mile.

I want to say it was like 1913 or something.
Now I got to look it up.

No, no, I think it was like the 50s,
something like that.
Was it maybe 60s?
No way, yeah, check it outwhile I'm sharing the story now,
no one.

Oh, you're so right, 1954.
Yeah, I'm, I'm a big dum-dum.
I must have been confusing thiswith some some of the the
racing parts of gallipoli, themovie.
Sorry, go ahead now I gotta gocheck out the movie.

But anyways, my point being, if you at him,
he doesn't look that athletic,but no one prior to him had been
recorded at running a fourminute mile, there was, at one
point, doctors believed yourheart would explode, so
obviously he had never done it.
He had no reference of anyoneelse doing it.
Where did this guy get theconfidence to go out and do it?
To go out and do it, and he'son record for talking about how,

(39:24):
yeah, he had to do the physicaltraining and also there was the
mental rehearsal of creatingthat experience with depths of
emotion, so that he believed itwas possible.
Now I know when I've hadclients who have gone through
you know, unfortunately, theygot laid off and then they went
through the interview processand it wasn't the first or the
fourth or the fifth that theyended up getting the role that

(39:47):
can shake your confidence right.
And so for those of youlistening or watching, what I
would recommend doing, just soyou have the visuals, I would
draw out a quadrant.
So you got a cross, not acrucifix, and in the top left
you're going to put the wordpotential, and in the top right
you're going to put the wordpotential and in the top right

(40:07):
you're going to put the wordaction, bottom right will be the
result, or yeah, the result,and then the bottom left will be
your belief.
But really we're talking aboutthe amount of certainty that you
hold and you know, maybe you'reheading out there and you got
your confidence a little rattledbecause you got let go and
chapter ended and so you'regoing to go tap into some of
your potential and dust off theCV and get back out there and

(40:29):
have some interviews and theymay not go the way you
anticipate.
And there's going to be kind oftwo things that can happen is
one, you can internalize that tocreate less certainty and
weaken your belief about yourability to make it happen and be
a great team player.
Or you can do the opposite andyou can kind of extract the

(40:51):
positive feedback from theresult, if it's not the one you
anticipate, and get back outthere and strengthen the
certainty and the belief to gotap into even more potential.

Because what can happen-?
So how does one do that?

Yeah.
So I think the first step andthis is where, if you've ever
heard Tony speak, he uses areference called the tyranny of
the how.
How does one do that?
How does one get their teethkicked in and still stay
confident, right, or whatever?
This is to you, and thechallenge with the tyranny of
the how is sometimes you don'tknow how.

(41:26):
If you don't know how, then youkind of feel you're probably
not going to move forward, or ifyou do, it's not going to be
with a whole lot of certaintyand confidence.
So the starting point is goingto be knowing what your outcomes
are, reverse engineering withthat outcome, that result, in
mind, and that's great, becausewe need clarity for when we're
articulating that.
Whether it's the role, whetherit's the income, whether it is

(41:49):
both of those.
What's going to really anchorthat in, though, and really make
the difference, is your reasonswhy.
What's your purpose, right, andwhat are those reasons behind
why you're willing to pickyourself up, knock the dust off
and brush it off and get backout there, and maybe it's
something you know.
For those of you who havechildren, that's some easy

(42:10):
leverage there for you, right?
It's going to be reallyimportant that you have a deep
list of the reasons why and thatyou get emotionally connected
with those before we ever getinto the how.
So kind of tying it back to thatcycle of success or success
cycle sorry, which is thatquadrant.
I had you write it down isgoing back to Roger Bannister.

(42:32):
We've got to condition, we'vegot to condition the confidence
and the certainty before andduring the whole process so that
we're not waiting for theexternal to give it to us.
We're creating it internallyand from there we can take these
.
If it's a no here, no there,you can take the constructive
feedback and it's not sopersonal.

(42:53):
And then you can go andcontinue to double down on your
belief that the right job is outthere.
What's next is always betterand I'll borrow one from Les
Brown's book, or Les Brown Brownin general is it's not over
until I win.

I love that.

So I got to get back out there.
And confidence isn't somethingthat we just trip over when
we're walking down the sidewalk,and it's not something that
falls out of the sky either andhits us on the shoulder.
Neither is emotion or or sorry,overwhelm or depression, or
anxiety or any of these emotionsthat we may experience there's
patterns, patterns, and it canbe cultivated one way or the

(43:30):
other.
It can be called you got it andyou know I say this to a lot of
people and it shows up to whatI'm about to reference here is
and it's a tony quote, you knowwe often have a highway paved to
pain and a dirt road topleasure, right which, if you
think about it, we probably wantthe opposite.
But how the fuck does thathappen?
It's usually just because andif you think about the metaphor

(43:54):
a highway takes infrastructure,it takes intention and it takes
a lot of hours to put it right.
Said differently, repetition.
So we've got to put in therepetition to build the dirt
road, the pleasure to be ahighway.
And how we do that is going tobe in three key areas, because
these emotions don't just happen.
Confidence doesn't just I don'tget to, as your executive coach

(44:15):
, wave a wand and there you go,you have it.
It's going to start with thepatterns you run with your
physiology, and then it's goingto start with the patterns that
you run with your focus and yourbelief, and then it's going to
be the patterns you run withyour language and meaning.
So the quickest way to changehow you feel and this is one of
Tony's, you know, biggest giftsand how he simplifies this is

(44:35):
motion equals emotion.
You've got to work your bodybecause there's obviously some
chemical responses that happenwhen you get a good workout in.
You and I were talking aboutthis not that long ago, josh.
Which, hey, just go lift someweights, it's going to feel
better.
Yeah, it's going to have ashift, right, you know?
Kudos to Josh here.
Everyone drop him acongratulations.
He broke 100.

Thanks guys, thanks guys.

You got to work the physiology.
You got to work the physiologyand you know, there's some
Harvard School, harvard BusinessSchool studies out there where,
if you just held a Superman orWonder Woman pose out there for
an extended period of time two,three minutes you're going to
have a decrease in your cortisol, an increase in your
testosterone, which means moreconfidence, less stress.

This is power posing guys and just Google it,
watch the TED Talk on it.
I used to do this, I still dothis.
Sometimes I teach people to dothis.
I recommend people strike apower pose.
There's nothing to it Can youstrike one.

Yeah, yeah, we are on camera, yeah.

Here's.
One of my favorites is theCaptain Morgan.
It's kind of hard to see.
I'm in short.
So the Captain Morgan chin up.
There's the boardroom.
The boardroom one looks likethis You're at your.
You know, I get all the way up,chin up, arm spread.
There's always a tilt to thechin.
Sorry, I'll get back to the mic.

(45:55):
There's always a tilt to thechin.
Right, you can do.
You can do the Usain lightningbolt.
That works great and you caneven just hold your arms
straight up with your chin upand it doesn't hurt to smile.
You know, feel like you justsucceeded at something.
You hold that and yourtestosterone comes up and your
cortisol goes down and you'llactually lower your voice and
you'll relax because you'rereleasing a lot of the tension
in your throat and throughoutyour whole body.

(46:16):
So it's a really it's anamazing study.
In fact, the whole study wasdone with power posing around
how successful people were doinginterviews.
The whole study was based onthat.
So definitely check that out.

Yeah, yeah and super simple to do, easy to do,
easy not to do.
It makes a difference, and onethat I really love is emotional
freedom tapping, and you canlook into that.
But again, that's just adifferent way to work your
physiology, to let go of some ofthese emotions that might one

(46:51):
hold us back or to createconfidence, which is how I got
started on this.
So then we get to the beliefsright and the beliefs that you
hold about yourself, yourability to get the job, to crush
the job, to earn more money.
That all matters and where youput your focus matters right,
because where focus goes, energyflows.
So are you focused on the lastinterview or being present with
this interview?

Yeah, are you focused on?
I'm not enough and it'll neverwork.
Or I absolutely can do this.
Fuck imposter syndrome, let'srock.
You know there's a realdistinct difference with both of
those and they're bothaccessible to us every minute of
every day.
It's just the practice to getthere faster.

(47:31):
I mean, I just went throughthis.
I'm going to do another dumbgolf analogy, but I just went
through this.
I just told everyone about mygreat nine hole score.
Right, I got a 44.
I didn't tell you what my firstnine holes were, because it was
horrible, because I'd forgotteneverything.
My coach told me it was so bad.
I stopped keeping score becausekeeping score was bringing my
mood down and I just thought,okay, this is a learning

(47:51):
experience.
I came out here to get someexercise.
I came out here to play a gamefor an hour and a half or
whatever, and just have a littlebit of fun.
Two hours have a little bit offun, and here I am not enjoying
it.
Well, screw that, that'sridiculous.
So I'm going to stop keepingscore.
I'm going to take some weirdshots, I'm going to try some
different things, I'm going toget my wedge work in.

(48:12):
I'm just going to have fun withit and then maybe I'll relax
enough so I can remember how toactually do this thing.
And by the time I got to theeighth, ninth hole I was like,
oh, I'm not doing, I forgot I'mnot doing this on my swing,
started doing it and then, boom,everything came together.
So it's really so often you justhave to be like number one,

(48:32):
forgive yourself for notsucceeding, like it's okay,
buddy, it's okay kid, you'll beall right, get them next time.
But you will only get them nexttime if you can recognize that.
One, it's not the end of theworld.
Two, there's something to learnhere.
Three, you don't even have toforgive yourself because there's
nothing to be ashamed of.
There's a difference betweenhaving to forgive yourself and

(48:55):
just letting something go rightso that you can make room for
the good stuff.
You got to get out the badstuff, make room for the good
stuff.
You know you got to get out thebad stuff, make room for the
good stuff.
We don't.
Our tanks are only so large,you know, I got 15 gallons on
that car.
I got 25 gallons on that car.
One's going to go further thanthe other, you know, and we all
have different tanks, but yougot to make sure that you're

(49:17):
emptying out some of the garbageso you can put the good stuff
in and hold onto it, yeah andyeah.

And it's so easy to delete all the things
that we've been great at overthe course of our lifetime,
right?
So if we're talking aboutbuilding confidence and focus
matters as much as it does,which we're talking about here
then I bet there's one, two orthree examples in your life of
something that you are proud of,A moment when you showed up
with confidence and you crushedit, whatever that is to you.
And, yeah, you got to beintentional with starting to put

(49:44):
together this, this list of ofyour successful moments when you
showed up with the confidenceyou needed to do the thing so
that you have go to referencepoints and it's not just made up
bullshit.
You know, you hear Tony talkabout affirmations.
I'm happy.
I'm happy, I'm happy, I'mconfident, I'm happy, I'm happy,
I'm happy, I'm confident, I'mconfident.
Well, fuck, your body knowswhen you're lying yeah but we
start getting some referencepoints in there.

Maybe you start to believe it and you start to
feel it combined with the powerpose and an anchoring too right,
because I thought I don't knowif I've told you this yet, but I
thought of you after I finishedmy round on Sunday.
I I texted, I texted Casey, Ijumped in the car, I texted
Casey and then I put on somemusic.
It was Tool, who I like quite abit, and it was one of their,

(50:28):
you know, and I was like seizureor something like that.
It was a, you know, a prettyheavy song, but it didn't matter
.
I was like I don't care, I'mjust going to play, cause I
don't listen to this song and Idon't listen to them too much,
I'm just going to play this, andI'm going to play it really
loud, because I was in such agreat mood.
I felt so happy, so confidentand thrilled that I achieved

(50:49):
this goal I'd set a couplemonths ago.
And then I thought of you.
That's right, dude, anchor it.
Trevor would tell you to anchorthis moment right now, and I
promise you I could go to thatsong right now and I'll feel
great.
It doesn't matter what they'resinging about, but I'll feel
great because I anchored thatmoment in time.
And so that's another skillthat people can do.

Yeah, and you know I'll even throw in, and I
know I've mentioned this tipbefore, but I think it's a good
one.
So I have on my WhatsApp, on myphone, somebody created well,
payman Lam created Vanessa'sJoybox, it was.
She created a WhatsApp group,invited me and then immediately
left and said anytime somebodysays something nice about you or
there's something that you wantto keep, put the screen capture

(51:26):
in your joy box.
So I've got every time somebodysays something nice to me on
LinkedIn, every time my bosssends me a nice email, it's all
here.
So when I'm not feeling great,I just scroll up and go.
You know what I mattered tosomebody that day, or I did
something good that day, or theproject that I worked on two
months ago mattered to somebody,I added value to somebody's

(51:46):
life, and that's the kind ofstuff that gets me going on the
days that I'm like oh.

I love that, and Pei was just listening.
I think she had to dodge out,but she was on the show for a
little while here.

Yeah, and the other thing that I just wanted
to touch on, just like you weretalking about, it's the that
mindset of it's not that I'm badat something, it's just that
I'm not good at it yet, and it'ssomething that I try to instill
in my kids.
You know it's you're not bad atmath, you're just not.
You're just not there yet, youknow.
So it's a work in progress andpart of that is the practicing.
I talk about writing Salesforceuser stories all the time.

(52:19):
My first hundred user storieswere garbage like, they were
terrible, but I kept going,partly because they were paying
me to keep going, but also theyneeded to be good so that we
could deliver good projects.
So I kept working at it, keptworking with other people and
getting feedback on the thingsthat I was doing and eventually
now I'm speaking internationallyon user stories because but but

(52:40):
I learned a lot from thosefirst hundred that were not
great, that's right, I'll tellyou.

I mean, we and we talk about this a lot on the
show it is, you know.
You know something's going tobe a challenge when you're going
to want to quit and then youdon't right?
That to me is the definition ofa challenge Anything that you
do where you won't want to quitor give up at some point.
I don't think they call that achallenge.
It might not be a walk in thepark, but it's not really a

(53:05):
challenge, right?
And so, whatever you're doingand do you remember that great
story that Dylan Ferguson sharedwith us a few weeks ago?
Dylan came on to talk a littlebit about our talk about
salespeople and BD and businessdevelopment, and he shared this
story about growing up on a likeright next to a buffalo ranch,
right, and how cows, during amajor storm, will all huddle

(53:29):
together, put their headstogether and they just kind of
hang out.
Most herd animals do this, hesaid, but buffaloes do something
totally different they runtowards the storm.
They run towards the stormbecause then they're going to
get through it faster.
And when you attack a challengethe thing that you're probably
going to eventually want to quityou can get through it faster
if you really go for it and gofor it hard, and whether it's

(53:50):
interviewing, hiring userstories, getting good at being
an amazing executive coach, itdoesn't matter what it is, but
if you just run towards thechallenge full steam, you will
get through it so much fasterand then you're going to reap
those benefits for so muchlonger.
Right?
Someone who takes six months toget their first Salesforce

(54:13):
admin certification versus theperson who takes three years?
Right?
I mean, you got to pick whichone would you hire?

yeah yeah, great team, fit be the buffalo
right be the buffalo um to talkto talk to talk.
Also, you know, this is on thatnote we we often suffer most in
our imagination than we do inreality, right?
So, whether that's josh isholding up a buffalo, my dad may
be this.

yeah, yeah, that's, josh is holding up a buffalo.

My dad made me this yeah yeah, that's some
good woodwork.
So bring it back to the otherpiece of the recipe that creates
your sorry ingredient, to therecipe of how you're feeling
emotionally and, you know, ifyou want to create confidence or
whatever it is that's going tohelp you to enjoy the process of
getting on with your next team,be very mindful of the
questions you ask yourself.
You know, and thinking is oftenjust the process of asking and

(55:05):
answering questions, and atTony's event date with destiny,
he brings up what he calls aprimary question, which is, you
know, a question that you askyourself predominantly.
The majority of the time, youmay be aware of it, you may, you
may not, and there are somedark ones, like what's wrong
with me and hey, you ask thequestion, you're going to find
an answer right.
so when you're going through orwhen you want to intentionally

(55:28):
decide how you're going to showup, you probably want to have
some intentional questions toask yourself that can bring you
to this place emotionally, asyou anchor it with songs or your
list of wins and when peoplesaid nice things, so that you
can go there with what you focuson, which is going to create
what you feel in addition toyour physiology.

(55:50):
So that's definitely some goldthere for all the listeners to
be able to make some necessaryshifts so they interview better,
so they make an impressionbetter, so they build rapport
with greater ease and maybe mostimportantly, they just show up
as their authentic self.

Yeah, and it sounds like with every good
question that you're askingyourself where you can give
yourself a positive response,you're putting another brick on
that highway to happiness aswell.
Amen, well said.

Good to bring it back.

Yeah and hey, you got to practice it with that
building the highway topleasure.
So for me, I think confidencecomes from experience and
preparation.
So bring it back to RogerBannister.
Yeah, you can create theexperience in your mind.
It may not be the same as goingout and run the four minute
mile, but it's going to help.
And then you can put in thework and the prep to, with

(56:41):
certain questions or scenariosyou might be put into, so that
you're prepared as best to yourability.
So you can just be presentinstead of in your head trying
to find the right answer.
And that never really comesacross as probably being
someone's first choice.

Well, it sounds like Roger Bannister gets the
gold medal here, possibly reallythe platinum medal, because he
broke a standard and it'sincredible how the record
started to fall right.
I mean, one of the best thingsabout the Bannister story and
sorry again, I clearly got thatdate wrong but one of the best
things is you know how fast oncesomeone breaks a record,

(57:16):
something does something that noone thinks is possible, how
fast that record starts to fall,or how many other people start
to achieve it.
Very quickly Because that oneindividual platinum banister
gives them that confidence thatclearly it can be done.
Look, I just did it right.
And now all those other peoplethey had the silver medal or the

(57:38):
gold medal, and you know well,I'll just say, yeah, they had
the silver medal, they had theability to.
You know well, I'll just say,yeah, they had the silver medal,
they had the ability to andthey were willing to do it.
But they didn't necessarilyhave the belief that they could
do it.
They didn't have the attitudeto get to the gold.
Now they don't get to be theplatinum, because Roger
Bannister is the platinum one.
He's the one who broke therecord right.
But it's pretty incredible howfast that stuff, how, how fast

(58:00):
records fall once it's broken,and then again how quickly the
limits get imposed on what'sactually humanly possible there,
like you.
Just you know whether you,whether you watch the Olympics
and you watch someone beatsomeone by 0.005, you know, by
five thousandths of a second ona hundred meter or whatever it

(58:23):
was right, or by a twomillimeters on a hammer toss or
what have you.
We see it all the time in F1,right, it's some, some qualifier
you know gets pole positionedby one one thousandth of a
second.
I mean you can't even.
I mean we can't even fathomwhat that time is.
I don't know what that is, youcan't even count it.
It's too short, so it's prettyincredible.

Super incredible, I think at the end
of that year that Bannister didit, five other people did it,
and now we've got high schoolathletes doing it, and so he
definitely gets the platinum inthat regard.
So for those of you who are outthere looking for your next
career move whatever that may be, you know my advice would be to
bring it to your rituals andyour routines, Routines being

(59:18):
your morning routine in thesense of how you do before you
actually get go into theinterview, so that you can just
have one last power move, asTony would put it, or something
you do that just allows you tobe grounded, present and aware
of what's happening, so thatmaybe that is the difference
that separates you from theothers and gets you that next

(59:40):
great position with that greatteam, and it goes a long way.

That's so awesome , trev, I'm so glad you're on
the show.
I want to give a moment andjust see if we've got any hands
in the audience.
Who would like to come forwardand ask Trevor a question,
whether that's you?
Okay, peter, go ahead, ask away.

Hey, trevor, great stuff.
I just wanted to know as afellow Canadian.
Peter, go ahead Ask away.
Hey, trevor, great stuff.
I just wanted to know as afellow Canadian would you
consider the Jose Bautista batflip a power pose?

Trevor MacCalder (01:00:06):
Yes.

Peter Ganza (01:00:07):
Yes, I would.

Now, if I was from Texas and a fan of the
Rangers, maybe not, but I'm withyou on that one, peter.
That was a memorable moment and, yeah, definitely could be your
power pose.

Josh Matthews (01:00:18):
Thank you All right, Any other questions?
Guys, right now we're kind of asemi-light audience, which is
really normal this time of year.
But a quick reminder to folksgo to salesforcerecruitercom Get
your questions answered.
Salesforce sorry, notSalesforce.
Salesforce.
Career Show Sorry, too manywebsites, too many domains.
Go to salesforcecareershowcomand if you scroll down you can

(01:00:42):
just type in your question andwe'll get it answered.
We made a big point ofmentioning on the last podcast,
which actually just got launchedyesterday, that Vanessa and I
really missed the Q&A that weexperienced during our clubhouse
years, aka COVID years.
Right, We'd get 70, 80, 90, 100people on those shows.
Everyone was home, no one wasworking and we just spent two,

(01:01:04):
sometimes even three hours justfielding questions.
It's a great time.
We understand not everybody canmake it to the live program
here, but we definitely want tobe able to answer your questions
Now.
I've probably got about 30 or 40or 50 questions from people on
LinkedIn right now about theirpersonal stuff.
I'm not going to answer thatstuff live.
If they want that answered liveand directly, happy to do it

(01:01:26):
and happy to keep you anonymous,but I just don't have enough
hours in the day to respond andanswer every.
You know, look at everybody'sresume and tell them what they
should do with their life.
So if you'd like some help withthat, then we encourage you to
come to the live programs.
It's two, 30 Pacific, five, 30Eastern, here on X.
If you're not on X, boohoo toyou.
You should get on it.
It's super easy.

(01:01:47):
If you don't want to uh dealwith all the Twitter, Roddy, I
don't you don't have toparticipate, you can just be on
here just to be on this show.
It's every two weeks.
What do you think there, MsVanessa, Ms Grant.

Vanessa Grant (01:01:59):
About what Questions?

Whatever I?

think questions are great.
I miss them.
I actually do have a question.
Okay, let's go, or do I havequestions?

I don't even know where.

I was going with that.

So, trevor, what's your take?
And talk a little bit aboutfailure, right, when something
doesn't work out right.

Yeah, I mentioned that I was a part of a
startup company that didn'tstart, so there were a lot of
lessons learned from that and Ithink, you know, maybe the
cliche thing is we learn morefrom our losses versus our wins,
and I think that to be true,because, one, we get to course
correct, but two, I think welearn more about ourselves and

(01:02:38):
how we pivot from there.
And that's been my experienceand and so I guess I'm I'm a big
fan of of napoleon hill andthink and grow rich, and and I'm
always reminded of three feetfrom gold in the chapter on
persistence and how that storyturned out.
So, you know, failure, I think,only happens when you quit and

(01:02:59):
you give up.
That's my take on it.
The rest is just learninglessons, and when you do
actually learn from thoselessons, that's the greatest
gift.
It can be challenging toperceive it that way, so that's
where you really get to stretchyourself to one process and the
emotion that would prevent youfrom seeing it as a gift or or

(01:03:22):
seeing the lessons learned.
And then you get to kind of goback and and, as I put it, you
know, give it a blamelessautopsy, like okay, just taking
the emotion out of it.
You know, how did I show up orwhat was my role here, what
would I do different, you know,because it's all kind of about
awareness for the most part,usually is my take on it.

I think that's a great answer.

I was just going to say I thought I was the only
one who still listens toNapoleon Hill.
Everyone should listen toNapoleon Hill.

I read that book last year.
Everyone should listen.
I actually read that one.

I've never read it.
Yeah, think and Grow Rich.
Yeah, Think and Grow Rich.

Maybe I did read it Actually if you want.
Maybe somebody take a secondand maybe even Trevor just
describe what Napoleon Hill didand kind of what that actually
is.

Well, I think we'll leave that to another show
, because he's here representing.

Tony.

Robbins' research today and I think that's plenty
for the audience for oneepisode, but it sounds like a
great book and certainly someonegood to follow.

It is.

I can second that , yeah man, that yeah man.
So I'd love to leave some folkswith with one of my favorite
things that I learned throughthrough TRR and also, and then
got to actually practice.
You know, learn in a practicalway through you.
Actually, I think I justlearned it through you, and you
were talking earlier aboutgetting away from the how do I

(01:04:37):
right and get to the get to thequestion of well, what do I, you
know like, what's the goal thatI want?

It's writing your own user story.
It's like don't solution it.
Just who am I, what do I wantand why?
What is the value?
That's going at that's right.

But there's this other part that comes after.
You define that and it's myfavorite part and I think it's
going to resonate with a lot ofour audience, because some
people will do for themselves,because they want to do for
themselves, and other peoplehave a personality style.

(01:05:13):
I'd go so far as to say abouthalf of the people walking on
earth have a personality stylewhere they will not do something
, they will put others beforethem, right, and that will limit
their ability to pave that roadto pleasure, right.
And the question is, when we'rerolling through an RPM, which
is a rapid planning method andthis is a technique you can look

(01:05:34):
it up.
You can attend one of Tony'ssessions, you can hire an
executive coach, includingTrevor or other people like
Trevor who are skilled andtrained in these techniques, and
it's who else will be affectedby this.
This, to me, was the mostpowerful thing in the world and
I remember we were doingsomething.
It was one of our very firstthings.

(01:05:54):
It was just like, okay, I'vegot to get, I need it.
The goal was to get clarity andinsight into my accounting
practices.
You know I didn't have at thetime the best bookkeeper.
I'm a real dumb dumb when itcomes to QuickBooks, the whole
thing was just like a fog for me.
It was the very first thingthat we worked on and it's like,
who else does this affect?
And man, I mean it was.

(01:06:16):
You know, it was Casey, it wasmy kids, it was my employees, it
was my customers, it was thecandidates.
I mean it was a you know, thisripple effect in this crystal
clear pond that just radiatedout and it's like, oh my God, I
had I'd never really consideredhow some of these challenges are

(01:06:37):
creating massive risk for meand how that risk could really
negatively impact not just mebut all of these other people
that I care about and want tohelp.
And so that question, who elsedoes this affect?
Like, when I achieve this, orif I don't achieve this, who's
affected and what happens?
Or if I do achieve this, who'saffected and what happens?

(01:06:58):
And that can really, for me, itwas the number one thing that
anchored the desire, put my backagainst the wall and made me
have to do things I didn't wantto do or maybe I wasn't
confident in, or maybe I wasn'tskilled in right, I had to get
uncomfortable to get through itall.
I had to.
Basically, you know to Tonkathis shit up and run to the

(01:07:21):
storm.
You know and I know we're justtalking accounting practices,
but there've been a lot ofdifferent things, that we've RPM
together or I've RPM on my own,and this is the question that
that matters most.
So, as you're going through yourown world, in other words,
let's say you are a candidateand I'll just capitalize on
Trevor's example Maybe you'vehad four or five interviews and

(01:07:42):
now your confidence is shaken.
Right, if you start with, okay,well, what do I want?
Well, the goal is a job.
Okay, well, why?
Right, and then, so what do Ineed to do about that?
You know what are the potentialoutcomes?
What am I going to investigate?
You know who else am I going toget involved in this?
Where?
What am I going to investigate?
You know who else am I going toget involved in this?

(01:08:02):
Where can I make investments?
And sometimes we all know it'snot always the how, it's the who
.
Who can help me with this right?
Who can get me going?
And I love that because, gosh,when I started this company,
it's like oh, now I have tolearn marketing, linkedin,
automation.
You know, I already knewrecruiting and sales.
That's fine.
I got to learn taxes.

(01:08:26):
I got to learn all this otherstuff.
It's like, no, you don't do it,find out who does that already,
and just you do the thing thatyou do and then you get these
other people helping you.
So everything that I've evergleaned from Tony Robbins or
from my experience working withTrevor, has just been absolutely
amazing.
For those of you who don't know,I was 30 years old.
Was I 30?
29 years old?
It was two in the morning, twoor three in the morning on a
weekend.
I couldn't sleep, and this is1990.

(01:08:47):
Okay, so we're going back aways and one of Tony's
infomercials came on and Ididn't really have 200 bucks for
the program, but I was like,whatever, I put it on a card and
I got it and then I worked the.
I don't even think I worked thewhole 30 days.
I got so much out of dedicatingtwo solid weeks, maybe an hour
a day, to the program and hadthis monster year where it was

(01:09:10):
like, okay, I tried scuba diving, bought a house, had a baby,
tried snowboarding and started aband right, like it was this
monster.
Oh, and I quit cigarettes and Iran a marathon, by the way, too
.
So like it was a monster year.
Now that monster year came fromme sitting in my little office

(01:09:30):
in my little apartment by myselfwith a little tape player and a
little spiral notebook justhandwriting this stuff out.
So if maybe you can't afford acoach, well, you could probably
afford the CDs or the MP3s andthings like that.
You could get the workbook.
You could work on this stuff.
Not everybody's in a financialposition where you can make the
investment to have someone who'sgoing to really help you with

(01:09:52):
monster success like Trevor here, but you can invest in a really
small little thing just to giveyou a little bit of an edge and
have one of the best years ofyour life.
And I'm not just talking abouthappiness here, I'm talking
about actual fulfillment.
Right, happiness andfulfillment are not the same
thing, right, they're just notright.
And fulfillment.
I'll take fulfillment overhappiness any day of the week.
I absolutely will, becausehappiness, I think, tends to be

(01:10:14):
a little bit short-lived, butfulfillment, you can carry that
with you all day long in yourheart.
It's a different place that youcarry fulfillment.
So I just wanted to say thankyou, trevor, for one being you,
for helping me over the lastthree plus years, for being on
this show for being anincredible support system to me.
You've helped me, but you'vealso been one of those drops in

(01:10:36):
that clear pond and it's been aripple effect to help support my
employees, my clients, mycandidates, even the folks that
listen to this podcast.
I owe a lot to you.
I want to thank you from thebottom of my heart for all of
that and also for being on thisprogram.
It's been a really specialevent.

Yeah, thank you.
One of the questions I thinkVanessa asked at the beginning
or maybe it was you, Josh onwhat it's like to be in this
role.
I think that kind of summarizesit perfectly, in the sense of
we're on the line three times amonth.
30 minutes is not a whole lotof fucking time, but the ripple
effect that comes from askingsome great questions and, in

(01:11:13):
your position, Josh, of beingopen to answer them and go do
something with it, and then thispodcast was born out of it.
You're in Florida that was bornout of it, where you've taken
the company and the business hasbeen born out of it.
So it's just been an absolutepleasure to be on the journey
with you and I hope that there'sfor those of you who are
listening that I know thatthere's a gold nugget within

(01:11:33):
what was shared.
I hope that you pick it up andrun with it Because, like Josh
was saying, whether it's anaudio, a book, a coach or an
event, it's what you applythat's going to change your life
.
Simply put, Absolutely.

And for anyone who's curious, trevor did write
me right before the show and hesaid hey, how colorful language
can you use?
And I said full rainbow.
So there you go.

Well, I work with Tony Robbins, right, and so
some of the things I share withclients, I'm like, okay, make
sure your kids aren't aroundunless this is what you want
them to hear, yeah right becauseit gets real colorful and and I
appreciate the freedom to do it.
Speaking of books, though he healways references the taboo of
language.

(01:12:15):
I think that's it roughly, butwords of meaning and also words
can shock you out of your tranceso that you actually maybe
start to listen to what'shappening on this podcast when
someone says fuck this or, orshit or anything else I'll leave
it at that on the rainbow.

Come on, give us some more.
Give us some more trevor, shockus.

No, don't no okay but absolute pleasure to be
here.
Uh, vanessa, thank you, josh.
Thank you everyone who'slistening.
Thank you, josh.
Thank you Everyone who'slistening.
Thank you, and yeah, happy tohelp.

All right, my friend.
Well, I'll be talking to youvery soon.
You have a wonderful week and awonderful and even better
weekend, thanks to our audience.
It's great to see you guys.
Clive John Gilmartin, thanksfor joining us today, and all of
our audience that we can't seeright now, and our podcast
listeners.
Last quick request If you enjoythis program, if you're getting
some value out of it, you canhelp us an awful lot, and it's
super simple.

(01:13:04):
You just give us a thumbs upand give us a little comment.
If you see one of my postsmarketing one of our live shows,
just go ahead and share that.
Give that a thumbs up, drop ina little comment too.
I know the like subscribe,share thing is a little bit
overdone.
It's on every single YouTubevideo that you ever see.
It's on almost every singlepodcast too.
But there's a reason for it,because there's an algorithm and
when the algorithm gets usedappropriately, more people get

(01:13:25):
the kind of help that they need.
So if you are in the Salesforceecosystem and you know that
you're not the only one thatbenefits from this show, make
sure that you spread the word,spread the message.
We're trying to grow ouraudience and we're trying to
grow it in a massive way becausewe believe that we can help a
lot of people.
And please understand somethingreally important about this
program it's one of thoseprograms that not everybody's
going to listen to all day long,every day of their life.

(01:13:46):
Right, a lot of people willfollow and listen to Joe Rogan
every single day of the week, orat least once a week, but
people, once they get theircareers going and they're
feeling pretty good, they'regoing to drop off.
So that means that we've got toreplace it with other folks
that need the help, and Ipromise you, I can tell you from
my inbox a lot of people needthe help right now.
So please share this podcastand I hope to see you at

(01:14:10):
Dreamforce.
If you're going to be atDreamforce and you'd like to
come and say hi to me, go aheadand drop me a little message on
LinkedIn, or you can shoot amessage via
salesforcecareershowcom.
Vanessa will be there as well.
I don't know if we're going torecord a live podcast or not,
but we'll probably do somethingwith it out there.

Don't you think yeah?

Yeah, sweet.
Okay, folks, adios, bye for now.

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