October 1, 2025 • 46 mins
What if your business decisions weren’t based on gut feelings or bank balances—but on clear daily insight?
In this episode of Small Business Pivots, entrepreneur Leigh Angman introduces the SPRUCTIS Framework—eight pillars (systems, processes, redundancy, urgency, communication, technology, integrity, and sales) designed to help small and medium-sized businesses turn insight into action.
Leigh shares:
- How he transformed a struggling restaurant into a $6M operation using simple Google Sheets systems
- Why tracking daily sales is the single most powerful habit for owners
- The mindset shift he calls “delusional optimism (done right)” and how it fuels resilience
- Practical ways to build redundancy, urgency, and communication into your company culture
Whether you’re running a $250K shop or a $15M company, Leigh’s lessons prove that clarity, systems, and mindset—not luck—drive sustainable success.
Resources:
Leigh Angman: Founder of Mondofi Media, Managing Director of BC Frontier Housing Society, Director of Gentle Earth Products, President of Peak Hospitality, Director of HumanBeam Technologies
Website: https://spructis.com/
LinkedIn: https://www.linkedin.com/in/leigh-angman/
Instagram: https://www.instagram.com/leighangman/
#SmallBusinessPivots #MichaelDMorrison #BOSS #BusinessLoans #BusinessCoaching #OurBusinessIsHelpingYoursGrow #OklahomaCity #LeighAngman #SPRUCTIS #FromInsightToAction #SmallBusinessGrowth #KnowYourNumbers #GoogleSheets #SystemsAndProcesses #EntrepreneurMindset #Sales #Redundancy #Urgency #Communication #Technology #Integrity
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Michael Morrison (00:00):
All right, welcome to another Small
Business, pivots.
If you've been here with usweekly, you know the saying.
No one can introduce themselvesand their business like the
business owner.
Leigh Angman (00:10):
So I let you have the stage so you can say it like
you say it by the chance tospeak to other business-minded
people about the experience thatI've had and the mistakes I've
made and, god willing, thelessons that I've learned from
that.
I don't take this for grantedand I really appreciate it, so
(00:33):
yeah let's get into it here.
Michael Morrison (00:34):
Yeah Well, go ahead and introduce your company
and a little bit about youwhere you're at.
Leigh Angman (00:39):
Sure, my name's Lee Angman and I have been a
quote-unquote entrepreneur forthe last I mean heavens since I
was six years old we can talkabout that some other time but
just got bit by the fields ofhospitality, data science, it
security, property technologyand some others and have written
(01:16):
a book that is called SpructusFrom Insight to Action, and it's
a success framework for smallto medium sized businesses.
Basically, I've kind ofdiscovered after and I talk
about this all the time makingmistakes and kind of looking
back at why some things haveworked and why some things
(01:37):
haven't worked over that lastspan of kind of two and a half
decades, and I realized that ifI stick to these eight
principles and I become asskilled as possible at focusing
on you know each one of them.
Those eight elements are systems, processes, redundancy, urgency
(01:58):
, communication, technology,integrity and sales, and that's
what spruces stands for.
Um, the general idea is that Ifeel very confident that if
you've got listeners out therethat have a small business and
small to medium business issomething that I would say up to
about 15 million dollars peryear in sales if you can focus
(02:20):
on those particular eightelements and excel in each and
every one of them, it willincrease your likelihood of
success in a dramatic fashion.
So that's the general idea andin the book, of course, I break
down those eight elements.
I talk about the key of mindset, which you and I will talk
(02:40):
about here in a little bit atthe very beginning because it's
critical to all of it.
Talk about here in a little bitat the very beginning because
it's critical to all of it, andreally, you know, get into those
specific tools that we use inall of our businesses to find
that insight, acquire thatinsight and then perform actions
(03:00):
based on that insight to giveus again the greater likelihood
of succeeding, make sense.
Michael Morrison (03:06):
Absolutely.
This is right up our alley.
So let's introduce the show andwe'll be right back.
Welcome to Small BusinessPivots, a podcast produced for
small business owners.
I'm your host, michael Morrison, founder and CEO of BOSS, where
we make business ownershipsimplified for success.
Our business is helping yoursgrow.
(03:29):
Boss offers business loans withbusiness coaching support.
Apply in minutes and getapproved and funded in as little
as 24 to 48 hours atbusinessownershipsimplifiedcom.
All right, welcome back toSmall Business Pivots.
My friend, a lot of us, whenwe're hearing someone say or
(03:52):
teach or coach us, we kind oflike to know a little bit of
background.
So can you kind of paraphraseor maybe readers digest, what
got you into your adulthood?
Because a lot of businessowners we coach have some type
of mindset, trauma, drama,something that they can't leave
behind growing up, that they'restuck with.
So can you kind of get uscaught up to date?
(04:13):
So when we're talking aboutmindset they can go oh, okay, so
he knows what I'm talking about.
He's just not regurgitatingwhat all the other people say.
Leigh Angman (04:20):
Yeah, a couple of things come to mind.
I, I and I.
You know I'm going to betalking about my book a lot,
simply because I've spent somuch time on it over the last
year and a half, almost twoyears.
Now.
It's coming out September 24th,so I, I I would imagine yeah, I
would imagine that the air dateof this will be right around
that.
But, um, excited about that, um, at the beginning of the book I
(04:43):
talk about this idea of highschool, coming out of high
school and how terrifying it wasfor me.
In particular, there's thisinevitable, you know, goal that
we reach for of graduating fromhigh school, and it just seemed
like everything up until thatdate in my life life anyways was
(05:04):
so regimented.
Coming out of high school itwas like, oh my God, what are we
going to do now?
So here I was.
I'd graduated a year early.
And I talk about this.
I say this is how cool I waswhen I graduated high school.
I was living in my parents'basement.
I was about 5'3", which wasabout, you know, seven inches,
(05:26):
seven and a half inches shorterthan my thankfully achieved I
feel tall.
Yes, I did grow after highschool, which I'm very thankful
for.
But either way, I was workingat IHOP at the time, the
International House of Pancakes.
So I don't know about you, butif you've ever been to an IHOP,
not to take anything away fromthem amazing, you know,
(05:49):
multinational restaurant, verysuccessful, but the average age
of the you know, the servicestaff in that establishment at
the time, specifically where Iworked, was about 145 years old.
So as a here I was this, youknow, typical awkward teenager
with no understanding of ofplace in the world working this
(06:10):
place.
It wasn't exactly a hotbed forsocial interaction.
You know what I mean.
Yeah, and there was anotherrestaurant that actually opened
in the area.
It was a chain only about 10years old at the time.
It was called Earl's and uh, II applied there on a lark
(06:31):
because, to be dead honest withyou, I had been into a couple of
Earl's before and I justhappened to notice, you know,
they had attractive young womenworking there and kind of a cool
vibe.
I'm like this seems like a muchbetter idea for me to work at.
So I applied there and got ajob.
They were opening a newrestaurant in Langley, langley
(06:52):
Bridge, columbia, this city thatI grew up in.
I got a job on the spot andended up, you know, leaving IHOP
after a couple of weeks andstarting at this new gig, and
not again not taking anythingaway from IHOP, but the typical
kind of systems and processesthat inevitably obviously led to
the success of a company likeIHOP.
(07:13):
They just weren't preached inthe way at this new restaurant
as they did things like you knowthe cost of goods sold for, for
liquor, wine, beer and foodcost and, of course, your labor
numbers and all these kinds ofthings.
It was the first time in mylife where I had been introduced
to these concepts of thebusiness side of a restaurant
(07:38):
and I love that expression.
You don't know what you don'tknow.
Yes, I had no idea what Ididn't know, you know, and just
getting introduced to that kindof mindset for the first time it
was, it was very valuable to meand it just started me on the
path of thinking about thinkingin a different way.
(08:03):
Does that make sense?
Michael Morrison (08:04):
thinking about thinking in a different way.
Does that make sense?
Absolutely.
Kind of gave you some guidance,a blueprint of what to do, and
that's always helpful.
So when you got out of IHOP,into Earls, then did you go
immediately intoentrepreneurship.
How did that transition go?
Leigh Angman (08:20):
That's a great question.
It was five years after I leftEarl's this was in the early
2000s that a naive group offriends myself and my brother
opened our first pub inVancouver that, when we talk
(08:41):
about success, I like to saythat it's the most subjective
thing in the world.
You know, one person's versionof it can be wildly different
from another person's version,and you know, whatever though
you know, someone's definitionof it is, I think that we can
all agree that it includes somesort of achieving of a desired
(09:02):
goal, a planned goal, in someway, even though the path to get
there could be wildly different, as well as you know what
success looks like when you getthere could be wildly different
from person to person, and it'sand it's.
It all comes down to thatconcept what is success?
What are you trying to go after?
(09:22):
So we had opened thisrestaurant in 2004.
And at the time we, you know,hired some people to take care
of our books, and again, we hadthis youthful naivete that you
know gave us all the confidencein the world to open this
restaurant, restaurant, um,after the first five years of
(09:48):
running this pub, which was, youknow, in a very challenging
location, um, and it was, uh,you know, under market rent.
It turned out that we were theonly restaurant venue to have
actually survived a leasewithout going out of business in
this location since 1982 orsomething, when the building was
built um, and so we uh thelandlord to to thank us for that
(10:11):
, for actually staying inbusiness they decided that this
sub-market rent wasn't going towork, and so they increased the
rent by 217 percent and that wasafter the fact that we were.
we had accrued a debt of over ahalf a million dollars, which is
pretty terrifying, and it's notthat we didn't realize it and I
(10:33):
talk about it a lot in my bookin greater detail.
But it was that idea that wewere focused on more the sales
side of things and really howthe pub operated.
Clearly, we knew, you know,where we were in terms of, uh,
in terms of the, the lost sideof the PNL, but it was one of
(10:53):
those things where the not onlyyou know did I get my crash
course in entrepreneurialism.
At this time I had also startedto form the framework which I
now call Spructus, without evenrealizing it.
It was a fairly bold move, Ithink, on my part.
At that time I had noticed thatthe entire square footage of
(11:17):
this location was about 7,000square feet, which is enormous
for a restaurant.
We had managed to get what wecall a liquor primary license up
here halfway through our firstfive years, and in Vancouver
there was a separation between,like, a food primary restaurant
license and a liquor primarylicense.
We got a liquor primary licensefor the pub side of the of the
(11:37):
building and I, of course,started to look at the numbers
and and I was like, oh, this isterrifying.
We were making the vastmajority of our revenue from the
pub side of things.
And I thought, all right, whichwas, by the way, only about
1,800, 1,900 square feet.
So I had this idea that wewould approach the landlord.
I had to talk to my businesspartners, and one of which was
(12:00):
my brother and the other three,by the way, were like best
friends of ours from therestaurants and we'd all work
together in that kind of thing.
We were all pretty stressed outat the time, as I'm sure you can
imagine, and one of the guyshad an idea to just like, let's
just write a check for a hundredgrand each and walk away from
this thing and be done with it.
And that would have crushed,you know, the entrepreneurial
spirit and dreams and andeverything else like that.
(12:21):
And I said, I'm not doing that.
I've got an idea, started tolook at these numbers in a much
more insightful manner and Isaid, all right, guys, I propose
this I'm gonna remortgage myhouse, we're gonna renovate this
place and we are gonna downsizeit to the pub only.
(12:41):
Okay, this was the end of 2009.
And there was a big eventcoming to Vancouver in the early
, in early 2010, which was thewinter Olympics Massive event.
Okay, I had this idea, but ofcourse it was.
It was, uh, causing all sortsof stress in the personal life
and with business relationshipsand uh, long story short, I said
(13:05):
, look, I'm going to againinvest an extra 300, $350,000 to
renovate the place.
I am, I am, as a part of that,I'm going to take over, you know
, the the vast majority ofownership shares in the company.
Uh, one of the guys, uh, youknow, said I, I, I don't think
this is going to work.
I'll sign a letter that sayswe're gonna, I'm gonna, walk
(13:25):
away.
We agreed to this idea that, um, if the, if it didn't work out,
he wouldn't owe his hundredthousand dollars, if you will,
and it would.
You know, it was a littlestressful and caused some strain
in the friendship, but that'sokay.
We were still friends afterthat.
And no, no offense to him, buthe was betting against this idea
, which is fair.
Long story short, we did.
(13:48):
We convinced the landlord tolet us downsize and they leased
out the other half to anotherrestaurant.
We renovated quite dramaticallyand, by the grace of whatever
God you believe in, we managedto open the Monday before the
Olympics started in Vancouver,which I think it was on a
Thursday or something like that.
(14:08):
We had an eight year plan topay off this, now $850,000.
I, you know, doing the math, Iwas like I think we can put away
about a hundred thousand bucksa year and we can get this thing
, you know, the ship righted andand it's you know, 50,000,
500,000, 5 million, whatever.
It is not to take away fromanyone's idea of business.
(14:29):
The stress that was caused bythat was an awful lot.
You know what I mean.
So, uh, long story short, uh,or or shorter, I guess.
We um Managed to open theMonday before the Olympics and a
miracle happened.
We were busier than we knewwhat to do with and we paid off
(14:51):
the entire debt in just over 16months.
Michael Morrison (14:54):
Oh, my goodness.
So you know what you're talkingabout.
Leigh Angman (15:00):
Well, it gave me, of course, some confidence.
It was a bit of a gamble but itpaid off in spades and it set
in motion the idea that and it'sfunny when young entrepreneurs
one of the good things aboutturning into a crusty old man is
that I get to sometimes talk toyoung entrepreneurs that are
just getting started out and oneof the things that people come
(15:22):
up and say if there's one wordof advice that you could give a
young entrepreneur, what wouldit be?
And I'd say well, it's kind oftwofold.
If you have a crappy idea andyou're going to fail, fail fast,
take some lessons, learn andmove on.
But if you see a chance tosucceed, just don't quit,
(15:43):
persevere through all of thepain and the suffering.
And you know you have to makesome big bets sometimes to get
out there and find success.
And Lord knows, you know I'vemade a lot of mistakes and I've
lost a lot, you know, over theyears.
But that was a veryinstrumental change in my life,
(16:05):
my business life and everythingelse that surrounded it, and I
have been able to kind of lookback and say what were the
things that we have learned fromthat experience, what have we
taken, and apply it to a kind ofa more structured framework.
And, again, that is what Sproutis based on and that's kind of
(16:26):
like the from the depths ofdespair to some version of
success and something that I'mI'm absolutely, of course, very,
very proud of.
Michael Morrison (16:36):
Very, very nice Congratulations.
So, on the mindset, let's start.
Yes, sir, all right, that canbe tricky.
I'm not sure how we can keepthis short because there's so
much in mindset, but that alwaysseems to be the number one cog
in the wheel or whatever youwant to call it with business
(16:58):
owners and it could be formultiple reasons.
It could be they don't know howto delegate.
No one can do it as good asthem, so maybe they're a little
too egotistical about it.
Maybe, they just don't know howto manage time.
You know, it could be a lot ofthings, or maybe just self
limitations.
This is all I think I'mdeserving of, or whatever.
What would?
(17:30):
What insights would you givefor, for mindset, before we
start on your book, cause I wantto get to you, yeah, yeah yeah,
yeah, of course, and you know,great question.
Leigh Angman (17:39):
Of course, there is a single bolded line in my
book and and I guess it speaksto the importance of how I feel
about that and I say it's notonly about how you think, it's
about how you prepare to thinkthat act.
(18:04):
And you and I, you know, spokeabout conscious versus
unconscious or subconsciousthought and that kind of thing.
But being consciously aware ofnot only the act of thinking,
which I guess in itself iscritical, but how are you
preparing to engage in the actof thinking?
It's equally important.
You know it sounds a bit funnywhen we talk about thinking
about thinking, but if I were totalk about this idea of, say,
(18:26):
running or working out or eatinghealthy, right, you're not just
going to be like I have to dothose things.
You're going to research how todo those things.
You're going to think about howyou do those things right.
All three of those things can bedone by a novice or a beginner,
of course, but they're notnecessarily going to be very
good at any of them.
(18:47):
So it seems very logical toresearch these things and think
about these things, but simplybecause the verbs here thinking
about thinking are the same.
It's not as obvious to people.
Does that make sense?
Michael Morrison (19:03):
Absolutely, and one of my little phrases on
that is not accepting what youthink.
So in other words like get ridof the fixed mindset.
Yes, Go learn, Go do something.
Leigh Angman (19:15):
Absolutely Critical thinking is, again,
ironically critical to thesuccess of any business and
mindset in general.
It's easy to say, oh, let'shave an open mind.
Okay, what does that mean,though?
You know what I mean.
It's so, but exactly whatyou've said is, if you maintain
(19:36):
a rigid, structured thoughtprocess, that's very narrow and
you have a closed mind, I thinkit's.
It's very easy for people tothink about it in a metaphor of,
of, of a just big, you know,take the blinders off or
whatever wide scope or view orperspective of thinking that
you'd want to do.
It's super, super powerful.
(19:57):
I love that expression.
To give you one back is uh, ifyou think you can or cannot, you
are absolutely correct.
Michael Morrison (20:04):
Yep, that's a great one too, and it really is
Listeners, because I used tohave limited beliefs growing up.
I grew up lower middle classfamily, that's all I knew.
But it really is about how youthink, about thinking Absolutely
.
Leigh Angman (20:20):
And you can just change that.
Michael Morrison (20:21):
Don't just tell yourself I'm going to grow
a billion dollar business.
No, telling yourself anythingdoesn't work.
You know you got to challengeyour thinking process, so I love
that.
Leigh Angman (20:32):
Let's get to the book Cause I know you're excited
.
Michael Morrison (20:34):
You have spent a lot of time on that.
Yeah, where do we start on that?
Because spruces is got a lot ofgood stuff in it.
Leigh Angman (20:43):
Fructus has got a lot of good stuff in it, thank
you.
It's it's a I like to call it asuccess framework and and it
delves kind of deeply into eachone of those things systems,
processes, redundancy, urgency,communication technology,
integrity and sales.
You know one of the things thatthat is, and I, you know, I.
(21:04):
I'd love to go back to mindsethere a little bit, because it it
it floats in and out of thatbook in literally every chapter.
If you don't have the correctmindset, um, none of these
things matter.
You know, and being open-mindedand and, uh, just kind of
learning about how you canimpact change, how you can
(21:24):
impact change.
I do want to talk about twothings, which is this concept of
delusional optimism which Italk about in the book quite
dramatically, and then I wouldlike to talk about, on the
systems and processes side ofthings, how there are free tools
that exist right there,specifically based on Google
Drive and Google Sheets and thatkind of thing, that that we
(21:46):
have built an entire accountingback end on that that manages
and our restaurant.
This year, um, we're going toget close to six million dollars
in sales and I know, you know,I wish that we had a a different
location, but we could triplethe sales and still we're not
going to because of the locationis the point.
But we could triple the salesand still we're not going to
because of the location is thepoint.
But we can triple the sales andstill allow this framework to
(22:11):
give us the insight into ourbusiness that we need to.
So I'll talk about that in a ina couple minutes here, but let
me, let me talk about the bookas it relates to um, the concept
of delusional optimism.
Okay, so, so, um, I, I, I, Ihave applied that concept and um
of delusional optimism, uh,optimism, to to many aspects of
(22:32):
my life, like starting in myearly twenties, I started to
notice that if I told myselfsomething was going to happen,
that it, that it eventuallywould Um, and obviously it's not
like.
I think most of your listenersare probably familiar with that
book, the Secret.
It's a lot of people that I'vespoken to about that book over
(22:53):
the years, believe it or not,have this, you know.
They obviously read the backcover or something at a
bookstore and thought, oh, if Ijust close my eyes and wish
really hard, something's goingto happen.
Some people call it manifesting, you know, or affirming desired
outcomes or visualizing success.
The concepts are the same, butreally it comes down to this
(23:18):
idea that if you expect thingsto be successful, okay, um, and
then the behaviors that youengage in on a regular basis
support those desired outcomes,you, you can't just wish and
then do nothing.
You have to change your entireyou know mindset again to to
(23:41):
doing things in a way that willhelp you, you know, get to the
goals that you actually have.
So this kind of concept drives,you know, the mindset of kind of
what I consider to be the coreelement of the spruces framework
.
You know it.
It why I like to refer to it asdelusional optimism, because,
(24:02):
you know, statistically,statistically speaking, there's
no way that every single thingthat you try to go for is going
to happen, but it it doesn'treally matter.
Here, it's, it's not aboutlogic or probability, it's about
mindset.
Again, you know what I'm saying.
Um, so this, this concept, thatthat you, you know, if you go
(24:22):
into a sales and this doesn'tnecessarily have to apply to to
a sales process, as much as asanything, I mean, it could
apply- You're listening to smallbusiness pivots.
Michael Morrison (24:32):
This podcast is produced by my company boss.
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Boss offers business loans withbusiness coaching support.
Apply in minutes and getapproved and funded in as little
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If you're enjoying this podcast, don't forget to hit the
(24:54):
subscribe button and share it aswell.
Now let's get back to ourspecial guest.
Leigh Angman (25:00):
You know, if you go into a sales and this doesn't
necessarily have to apply to toa sales process as much as
anything, I mean it could applyto how you deal with vendors,
how you communicate with yourlandlord, how you go after a new
business location, how youselect a business partner
Obviously there's a long tail ofdecisions to be made in all of
(25:21):
those choices anddecision-making processes as
well.
But this concept that you arein this mindset, I've worked
with a guy um 25, 30 years ago.
Um, I've tried every businessunder the sun.
I think this is a typical uh,uh, entrepreneur mindset.
I worked in a um, a multi-levelmarketing telecommunications
(25:41):
company which I won't name, butthis was, I don't know, 25, 30
years ago, whatever it happenedto be.
And I would ask this guy I'd sayhow are you doing?
And he goes I'm super fantastic, but I'm getting better all the
time.
He was caught and obviously,like I saw this guy, you know it
is at the depths of his worstor whatever, but he never let
those personal challenges getinto affecting his business life
(26:04):
right, challenges get intoaffecting his business life,
right.
He would always answer in thatway.
I'm amazing and it's one ofthose kinds of things.
It's like you know.
If you, if you speak negativelyto yourself like how are you
doing, ah man, I don't know, I'mnot doing that good, like your
brain is very used to hearingyour voice, you know what I'm
saying.
It's like it's, it's veryfamiliar with how it sounds.
(26:25):
Your brain as well, and this isa really key topic that I've
taught myself to really focus onum, based on that, that simple
little realization from how thatguy would answer all the time
If, if somebody asks me how I'mdoing, I'm like I'm amazing, I'm
doing fantastic.
How are you?
(26:47):
Yeah, I'm all right.
Okay, well, sorry, but Iguarantee six months for now
you're going to be all right andthings that I'm doing are going
to be amazing and they're goingto be fantastic.
It's, it's comical, right,because, again, it's that's why
I call it delusional, becauseit's you're.
You're literally foolingyourself into believing that you
can succeed, literally foolingyourself into believing that you
(27:08):
can succeed.
And really you know it createsthat positive feedback loop that
you know.
The more you believe in it, themore likely you are in getting
to where you are, and everyperson that is in any kind of
business understands that.
You know there are ups anddowns.
I like to refer to the sine waveall the time of how a typical
business day, week, month oryear goes, or period.
(27:30):
You know You're gonna be inthose pits sometimes, but if you
can take that positive energyand you can celebrate those wins
, even if you haven't achievedthem yet, with the same amount
of energy that you, you knowbeat yourself up, up for the
stupid choices that you make orthe losses or that you know the
bottom of the sine wave right,if you could take that positive
(27:53):
energy it will help you fuel, uh, the, the necessary energy
that's required to get youthrough the, the, the darker
times.
I think.
I think every entrepreneuranother entrepreneur I can't
remember who it was, but I talkabout this all the time he had
said uh, being an entrepreneuris like waking up in the morning
and getting hit in the facewith a baseball bat every single
(28:14):
day, with the occasionalelement of positive
reinforcement to tell you hey,keep doing this.
Michael Morrison (28:20):
You know what I mean, almost like golf.
You know the last, the backnine or whatever is like I'm
never playing this again.
And then why is it on the 18thhole?
You hit this drive or you hitthat chip shot and it goes.
I'm like are you kidding me?
Leigh Angman (28:37):
now I have to back well, that's a perfect, perfect
metaphor, michael, of what I'mtalking about.
Can you imagine even if therewas 17 holes of crap and then
one hole of majesty and you,just you, had, you know, 17
times the negative thoughtsabout your golf game, as you do
(28:58):
about that one moment ofeuphoria when you birdie it on
the on on 18, you know, beforethe clubhouse, the?
The point that I'm trying tomake here about delusional
optimism is that you should take20 times the positive energy
from that 18th hole, as you dofor the incremental, you know,
collection and the sum of those17 negative experiences that you
(29:22):
beat yourself up over.
So, yeah, I love the golfmetaphor and I'll probably have
to footnote you on this one.
Michael Morrison (29:27):
I'm going to use this moving forward.
You know what I mean.
Well, that comes from personalexperience, so it was easy for
me to come up with it.
Leigh Angman (29:34):
Well, that's good.
I I, I enjoy golf.
But when people ask me if I'm agolfer, I say, well, I like the
golf cart.
I enjoy driving around in afield.
Michael Morrison (29:43):
I think you and I would have fun.
Leigh Angman (29:44):
Yeah, absolutely.
Michael Morrison (29:46):
Or bored because we're both in the golf
cart, I don't know.
Leigh Angman (29:48):
That's okay.
It's great to get out on a on aon a beautiful course of
finally manicured course.
Oh, beautiful and true for real.
Michael Morrison (29:55):
Nothing, like it, nothing like it, that's
fantastic, so uh spructuscom isthe website and it is coming out
September 24th.
You said.
Leigh Angman (30:12):
The book is coming out.
Yeah, the website is up, and Iand I've got a consulting
business that exists already tohelp small to medium business
owners, and one of my favoritethings to do is to show them
this idea of getting insight andmaking actionable choices about
your business.
You know it's.
It's actually a bit sad andscary to me to to realize how
(30:33):
many colleagues and friends andpeople that I've met over the
years that have no idea whattheir, their profit loss is
until a couple of weeks aftertheir CA gives them, you know,
their their tax forms at the endof the year, Like how can you
make decisions about how tosupport your business if you
don't you know, if you don'thave insight into it?
(30:54):
So the book is called sprucedus from insight to action and to
understand, like, where you arein quotes.
You know, in your business it's,it's critical, Like your.
Your business's financialhealth, I would argue, is
probably the most criticalelement of a successful business
, and there are free tools outthere that exist today.
You don't need, you know, athousand dollar a month bespoke
(31:19):
software tools to help you runyour business right.
Obviously, we have, for example, a point of sale.
We have a tool for ourreservations.
We have these things that weuse and, by the way, I'm going
to focus on the restaurant herewhen I speak about this and it's
easier, I think, for mostpeople to process if I stay in
one lane as opposed to trying toapply all these principles to
various businesses that I'minvolved with.
(31:40):
But, rest assured, if this is adot-com, like e-commerce
business, if this is anythingwhere you're selling a good or a
service to another individualor business, you need to see
where you are.
And, like I said, there's freetools out there right now,
specifically based on Googledrive and the G suite.
(32:02):
I keep changing the name everyfew years, but, um, they allow
you to, to you know, gainvaluable insight and take action
on you know, based on concreteinformation, not just emotion,
Right?
So I'd love to talk about thosetools in in kind of a brief way
, but I'll pause to see if youkind of have any questions about
(32:24):
what I've said so far.
Michael Morrison (32:27):
Yeah, well, there's a lot of information and
before we get to all that, Iknow one of the questions that
business owners often have isone more book more things to
learn.
When am I ever going to findtime to do that?
One more book more things tolearn when am I ever going to
find time to do that?
Can you address that and sharekind of what you've seen works
best for those types of mindsets?
Leigh Angman (32:52):
Yeah, it takes a bit of a narcissist or an
egotistical maniac to think, hey, I should write a book, because
it's like what the hell haveyou got to offer that somebody
else hasn't said already?
You know, I like to believethat the reason that somebody
should pick up this book and,you know, reach out via, via the
(33:13):
website, and say, hey, I'mwondering if maybe you can help
me, is because there's zerodoubt in my mind that these
systems have not only saved abusiness, which I described
earlier in this call, but haveprovided the framework to allow
us to make decisions that arebased in logic and fact.
(33:37):
At the end of the day, you know, the best salespeople in the
world are not trying to sellsomething to people.
It's another book, whatever ithappens to be.
It's like here is the book'swritten in common language.
You know, I don't get flowery.
You and I have spoken, for, youknow, 45 minutes here today.
(33:59):
I'm sure you could tell thekind of person I am.
I don't think I'm a wildlyintellectual person.
I don't think that I'm highbrow.
I don't think that I'm tryingto say, hey, this is the, this
is the, you know, the mostimportant thing that's going to
solve everything in your life.
But it just comes down to theidea that patterns kept
(34:20):
revealing themselves over 20 to25 years of owning businesses
and I was like, okay, I startedto describe these to people hey,
how are you doing X, y, z?
How are you doing yourbookkeeping?
How are you doing your invoiceentry?
How are you doing your dailybank reconciliation?
How are you doing your taxremittance and reconciliation?
How are you doing your dailybank reconciliation?
(34:41):
How are you doing your taxremittance and reconciliation?
How are you doing all of thesethings?
And I started to notice thatthere's all these disparate ways
that people were doing thingsand I kind of just started by
saying have you thought aboutdoing it this way?
And they're like that's veryintriguing, a little bit
unorthodox, but why not give ita crack?
But why not give it a crack?
So again, it's about the signs,the patterns, the repeatable
(35:06):
signs out there that told me,hey, maybe this is worth someone
else taking a look at and, atthe end of the day, if I could
help a single of your listenersmake better decisions about how
their business operates or howthey, you know, choose to decide
how their business operates.
(35:27):
Wildly successful use of mytime here today.
I always say this you win oryou learn.
The only way that you lose isif you take zero lessons from
the things that you have, themistakes that you've made.
And Lord knows I've made myfair share a boatload, depending
on the size of that boat Mine'svery large in my mind but it's
(35:51):
not a canoe.
Let's put it that way.
Michael Morrison (35:53):
Well, that's how you know if you're
successful, if you failed a lotin my book.
I agree, I absolutely agree, ifit just clicked along, then you
weren't bold enough in myopinion.
Leigh Angman (36:04):
No.
Michael Morrison (36:04):
Yep, well, out of this book.
So you talked about the toolsand resources and we're limited
on time and plus we don't wantto spoil everything.
We want to remind the book.
But out of the tools andresources, or maybe one of the
topics that comes out of yourbook which do you feel would be
the best for our listeners tohear.
Leigh Angman (36:25):
I think that they could.
If you have a Gmail address,you get a free version of Google
Drive and if you track yoursales every day and I speak
about it in the book it'sredundant not in a good way,
because redundancy in a good wayis one of the chapters in the
book, but you know the idea thatpeople think, oh, you're
(36:46):
tracking sales, I could just gointo my POS and I could look at
them every time.
If you literally mark down yoursales every day, every morning,
I get excited to do it everysingle morning.
I've been doing it every dayalmost.
You know, plus or minus a dayor two if I'm in Mexico or
something like that, on vacation.
But for over 20 years I've beenentering my sales into a
(37:09):
spreadsheet, which started withMicrosoft Excel back in the day
and then graduated into anonline version of that.
Okay, I don't care whatanalysis you do of your business
, I would bet that thedenominator for said analysis is
very likely to be sales.
I don't care what analysis youdo of your business, I would bet
that the denominator for saidanalysis is very likely to be
sales just about every time.
So, whatever your labor is,whatever your cost of goods sold
(37:31):
is whatever promotions thatyou've given out that particular
day.
Most of it is pretty irrelevantif you don't divide it by sales
.
So it's a good place to start,and I could speak very
specifically if I have anopportunity to do any one-on-one
calls with any of yourlisteners.
Um, you know, that is, the very,very basic foundation of the
(37:52):
spruced framework is to allowyourself to see what your sales
are, and you're connected toyour business.
There's so many good reasons toallow you to, to, to, to
require you to kind of mark downyour sales every day, and I'm
not talking two weeks from now,right down two weeks.
You know yesterday's sales, I'mtalking tomorrow.
(38:13):
Keep your finger on the pulseof your business, and that then
allows you to enter a world ofof.
You know, amazing depth anddetail and, using that sales
figure, the amalgamated salesfigures over a month, you know a
day, a week or a period or amonth or whatever it happens to
(38:34):
be.
Um, yeah, that's, I think, thebest way I can answer that
question.
You know, keep, keep, juststart getting in the the habit
of one of my favorite books, bythe way, is atomic habits.
It's these tiny little thingsthat you do on on their face not
significant.
But when you connect them withfive or ten or twenty or a
(38:57):
hundred other habits that you doin a meticulous, you know,
regular way, that's when some ofthe magic starts to happen.
Michael Morrison (39:06):
Know your numbers.
Yeah, got to know your bankaccount.
Balance is not your numbers.
And I say that because mostsmall business owners use their
bank account and not theirfinancials, because they don't
understand them yes, that's thedifference between this concept
of a balance sheet versus a pnl.
Leigh Angman (39:26):
In.
In isolation, the pnl doesn'tmatter what matters, but it's
not as critical.
In isolation, your balancesheet, aka you know your bank
account, whatever it happens tobe a little more detail, they
don't matter.
But if you, if you look solelyat your bank account and you
know you're in the black andthat's the only method by which
(39:47):
you determine the financialhealth of your business, you're
in trouble, big trouble.
Michael Morrison (39:52):
Yeah, a lot of times some of these things are
so simple.
So when someone talks to us andsays, how am I going to fit
that in my day?
So when someone talks to us andsays how am I going to fit that
in my day, I'm like I don'tthink you can afford not to fit
it in your day because you'renot going to make it, you know.
Leigh Angman (40:09):
I believe, michael , I'm one of the laziest people
you'll ever meet, and I'llqualify that by saying that I
would rather spend 200 hours todo something to save myself an
hour, 201 times, or more, okay,uh, because I don't like
(40:29):
spending time unnecessarily.
So I could tell you right nowefficiency is the product of
laziness.
All right, and if you're ableto take the things that you have
derived from that efficiencyand and apply them to your
business practices, I, quitehonestly, I can keep track of
the numbers of a $6 millionrestaurant with an average of
(40:53):
about seven to 10 minutes amorning.
Yeah, I, I, I go through all ofthe steps.
Things are automated in such away with sheets interconnected
that will allow you to pull datafrom one to the other, and we
could talk about thisspecifically.
You know, if I get a one on onewithittance, we have a
provincial-slash-state taxthat's due once a month and a
(41:14):
federal tax that's due.
I'm talking about value-addedtaxes that are due for
remittance and reconciliationquarterly tax remittance and
(41:43):
reconciliation in less than 10minutes, and the quarterly
federal tax remittance andreconciliation, like in 15
minutes, four times a year,which is different than than
your year end and that kind ofthing.
But I assure you, every singleday I know that my bank account
balances in this sheet, which isconnected to my sales, with the
actual numbers in my bankaccount, so that at the end of
the year, if the CA that's doingour numbers and actually doing
(42:05):
the filing and the remittancefor us for the federal income
taxes, if they say, hey, what'sthe story about this?
It was June 8th, this kind ofthing.
I know exactly what it isbecause I've jotted it down in a
consistent and a pattern richformat.
It would be practicallyimpossible for me to not answer
one of those questions.
(42:25):
So to you know, to address thatquestion, that point that you
just brought up, why someoneshould do this is because
eventually it will save you aton of time.
Michael Morrison (42:36):
Yes, go slow, to go fast is what.
I always say and for thosebusiness owners that that
attempt to do this the firsttime.
I'm not going to lie.
It will take you a long time,the first time, until you figure
out a system.
That's how critical systems are.
Once you find a system, that'swhen you get to the five minutes
, the 10 minutes you know the,the quick review cause.
(42:58):
You're following a system.
Well, we are about out of time,unfortunately.
We could go on forever, I'msure what's the best way to
reach out to you?
Follow you, get that one-on-one.
Leigh Angman (43:10):
Yeah, you could visit spructuscom, um and and
fill out the form there.
Uh, you could follow me onInstagram.
It's at Lee Angman,L-E-I-G-H-A-N-G-M-A-N.
I'm just getting my socialmedia side of things started.
My 15-year-old son has advisedthat I get a TikTok account
(43:31):
going soon, so I'm going to bekicking that up as well very
soon.
But the easiest way is just toreach out via sprucedisccom.
Michael Morrison (43:38):
Fantastic.
Well, I always follow up withone last question, outside of
everything you've already shared, which is golden nuggets in
itself.
If you were in front of anaudience of small business
owners different seasons ofbusiness, different industries
what's something that'sapplicable for all of them?
It could be a quote, a book,just one last insider tip.
Leigh Angman (44:02):
Yeah, I guess that's a great question, and you
didn't prep me for this, so Iwas like, quickly think about
this one.
Michael Morrison (44:08):
I can already tell you have a bunch of them.
Leigh Angman (44:11):
I read, I love reading, but I would have to say
that one of the, if not themost influential books that I've
ever read in my life is theclassic Dale Carnegie
masterpiece how to win friendsand influence people.
Um, you know, I talk about itin my book ad nauseum, like just
repeatedly, you know, uh it, itwas another one of those things
(44:32):
that came along in my life atthe right time.
It was my late teens, my earlytwenties, when I was introduced
to that book the first time.
I talked about it earlier inthe call.
You know, you don't know whatyou don't know.
Um, it just opened my eyes to adifferent way of thinking about
things and if you have not readthat book, just go get that
book.
I think he sold.
Obviously the guy's been deadfor years, but uh, yeah, I think
(44:55):
he sold you know tens ofmillions of copies of that book.
Michael Morrison (45:03):
It's just that good.
And while they're on there, goto spructuscom and order yours.
That's correct.
Two for one, safe shipping,that's correct, Absolutely.
Leigh Angman (45:10):
I figured it'd be pretty rude of me to just say
you have to buy Spructus.
Clearly that's the best bookI've been influenced by a
tremendous number of books outthere and I talk about them.
Michael Morrison (45:21):
I absolutely talk about them.
That that is an all timeclassic, that is for sure.
Well, my friend, you've been awealth of information and a
blessing to many.
I sincerely appreciate yourtime, as well as our listeners.
Leigh Angman (45:33):
I do not take this for granted, Michael, and
really appreciate theopportunity to get on here.
So thank you so much forallowing me to, to you know,
reach out to your, to your manylisteners and, yeah, look
forward, look forward to theopportunity of learning from
them as well.
Michael Morrison (45:49):
Thank you for listening to Small Business
Pivots.
This podcast is created andproduced by my company, boss.
Our business is growing.
Yours, boss, offers flexiblebusiness loans with business
coaching support.
Apply in minutes and getapproved and funded in as little
as 24 to 48 hours atbusinessownershipsimplifiedcom.
(46:11):
If you're enjoying this podcast, don't forget to hit the
subscribe button and share it aswell.
If you need help growing yourbusiness, email me at michael at
michaeldmorrisoncom.
We'll see you next time onSmall Business Pivots.
All right, welcome to another Small
Business, pivots.
If you've been here with usweekly, you know the saying.
No one can introduce themselvesand their business like the
business owner.
Leigh Angman (00:10):
So I let you have the stage so you can say it like
you say it by the chance tospeak to other business-minded
people about the experience thatI've had and the mistakes I've
made and, god willing, thelessons that I've learned from
that.
I don't take this for grantedand I really appreciate it, so
(00:33):
yeah let's get into it here.
Michael Morrison (00:34):
Yeah Well, go ahead and introduce your company
and a little bit about youwhere you're at.
Leigh Angman (00:39):
Sure, my name's Lee Angman and I have been a
quote-unquote entrepreneur forthe last I mean heavens since I
was six years old we can talkabout that some other time but
just got bit by the fields ofhospitality, data science, it
security, property technologyand some others and have written
(01:16):
a book that is called SpructusFrom Insight to Action, and it's
a success framework for smallto medium sized businesses.
Basically, I've kind ofdiscovered after and I talk
about this all the time makingmistakes and kind of looking
back at why some things haveworked and why some things
(01:37):
haven't worked over that lastspan of kind of two and a half
decades, and I realized that ifI stick to these eight
principles and I become asskilled as possible at focusing
on you know each one of them.
Those eight elements are systems, processes, redundancy, urgency
(01:58):
, communication, technology,integrity and sales, and that's
what spruces stands for.
Um, the general idea is that Ifeel very confident that if
you've got listeners out therethat have a small business and
small to medium business issomething that I would say up to
about 15 million dollars peryear in sales if you can focus
(02:20):
on those particular eightelements and excel in each and
every one of them, it willincrease your likelihood of
success in a dramatic fashion.
So that's the general idea andin the book, of course, I break
down those eight elements.
I talk about the key of mindset, which you and I will talk
(02:40):
about here in a little bit atthe very beginning because it's
critical to all of it.
Talk about here in a little bitat the very beginning because
it's critical to all of it, andreally, you know, get into those
specific tools that we use inall of our businesses to find
that insight, acquire thatinsight and then perform actions
(03:00):
based on that insight to giveus again the greater likelihood
of succeeding, make sense.
Michael Morrison (03:06):
Absolutely.
This is right up our alley.
So let's introduce the show andwe'll be right back.
Welcome to Small BusinessPivots, a podcast produced for
small business owners.
I'm your host, michael Morrison, founder and CEO of BOSS, where
we make business ownershipsimplified for success.
Our business is helping yoursgrow.
(03:29):
Boss offers business loans withbusiness coaching support.
Apply in minutes and getapproved and funded in as little
as 24 to 48 hours atbusinessownershipsimplifiedcom.
All right, welcome back toSmall Business Pivots.
My friend, a lot of us, whenwe're hearing someone say or
(03:52):
teach or coach us, we kind oflike to know a little bit of
background.
So can you kind of paraphraseor maybe readers digest, what
got you into your adulthood?
Because a lot of businessowners we coach have some type
of mindset, trauma, drama,something that they can't leave
behind growing up, that they'restuck with.
So can you kind of get uscaught up to date?
(04:13):
So when we're talking aboutmindset they can go oh, okay, so
he knows what I'm talking about.
He's just not regurgitatingwhat all the other people say.
Leigh Angman (04:20):
Yeah, a couple of things come to mind.
I, I and I.
You know I'm going to betalking about my book a lot,
simply because I've spent somuch time on it over the last
year and a half, almost twoyears.
Now.
It's coming out September 24th,so I, I I would imagine yeah, I
would imagine that the air dateof this will be right around
that.
But, um, excited about that, um, at the beginning of the book I
(04:43):
talk about this idea of highschool, coming out of high
school and how terrifying it wasfor me.
In particular, there's thisinevitable, you know, goal that
we reach for of graduating fromhigh school, and it just seemed
like everything up until thatdate in my life life anyways was
(05:04):
so regimented.
Coming out of high school itwas like, oh my God, what are we
going to do now?
So here I was.
I'd graduated a year early.
And I talk about this.
I say this is how cool I waswhen I graduated high school.
I was living in my parents'basement.
I was about 5'3", which wasabout, you know, seven inches,
(05:26):
seven and a half inches shorterthan my thankfully achieved I
feel tall.
Yes, I did grow after highschool, which I'm very thankful
for.
But either way, I was workingat IHOP at the time, the
International House of Pancakes.
So I don't know about you, butif you've ever been to an IHOP,
not to take anything away fromthem amazing, you know,
(05:49):
multinational restaurant, verysuccessful, but the average age
of the you know, the servicestaff in that establishment at
the time, specifically where Iworked, was about 145 years old.
So as a here I was this, youknow, typical awkward teenager
with no understanding of ofplace in the world working this
(06:10):
place.
It wasn't exactly a hotbed forsocial interaction.
You know what I mean.
Yeah, and there was anotherrestaurant that actually opened
in the area.
It was a chain only about 10years old at the time.
It was called Earl's and uh, II applied there on a lark
(06:31):
because, to be dead honest withyou, I had been into a couple of
Earl's before and I justhappened to notice, you know,
they had attractive young womenworking there and kind of a cool
vibe.
I'm like this seems like a muchbetter idea for me to work at.
So I applied there and got ajob.
They were opening a newrestaurant in Langley, langley
(06:52):
Bridge, columbia, this city thatI grew up in.
I got a job on the spot andended up, you know, leaving IHOP
after a couple of weeks andstarting at this new gig, and
not again not taking anythingaway from IHOP, but the typical
kind of systems and processesthat inevitably obviously led to
the success of a company likeIHOP.
(07:13):
They just weren't preached inthe way at this new restaurant
as they did things like you knowthe cost of goods sold for, for
liquor, wine, beer and foodcost and, of course, your labor
numbers and all these kinds ofthings.
It was the first time in mylife where I had been introduced
to these concepts of thebusiness side of a restaurant
(07:38):
and I love that expression.
You don't know what you don'tknow.
Yes, I had no idea what Ididn't know, you know, and just
getting introduced to that kindof mindset for the first time it
was, it was very valuable to meand it just started me on the
path of thinking about thinkingin a different way.
(08:03):
Does that make sense?
Michael Morrison (08:04):
thinking about thinking in a different way.
Does that make sense?
Absolutely.
Kind of gave you some guidance,a blueprint of what to do, and
that's always helpful.
So when you got out of IHOP,into Earls, then did you go
immediately intoentrepreneurship.
How did that transition go?
Leigh Angman (08:20):
That's a great question.
It was five years after I leftEarl's this was in the early
2000s that a naive group offriends myself and my brother
opened our first pub inVancouver that, when we talk
(08:41):
about success, I like to saythat it's the most subjective
thing in the world.
You know, one person's versionof it can be wildly different
from another person's version,and you know, whatever though
you know, someone's definitionof it is, I think that we can
all agree that it includes somesort of achieving of a desired
(09:02):
goal, a planned goal, in someway, even though the path to get
there could be wildly different, as well as you know what
success looks like when you getthere could be wildly different
from person to person, and it'sand it's.
It all comes down to thatconcept what is success?
What are you trying to go after?
(09:22):
So we had opened thisrestaurant in 2004.
And at the time we, you know,hired some people to take care
of our books, and again, we hadthis youthful naivete that you
know gave us all the confidencein the world to open this
restaurant, restaurant, um,after the first five years of
(09:48):
running this pub, which was, youknow, in a very challenging
location, um, and it was, uh,you know, under market rent.
It turned out that we were theonly restaurant venue to have
actually survived a leasewithout going out of business in
this location since 1982 orsomething, when the building was
built um, and so we uh thelandlord to to thank us for that
(10:11):
, for actually staying inbusiness they decided that this
sub-market rent wasn't going towork, and so they increased the
rent by 217 percent and that wasafter the fact that we were.
we had accrued a debt of over ahalf a million dollars, which is
pretty terrifying, and it's notthat we didn't realize it and I
(10:33):
talk about it a lot in my bookin greater detail.
But it was that idea that wewere focused on more the sales
side of things and really howthe pub operated.
Clearly, we knew, you know,where we were in terms of, uh,
in terms of the, the lost sideof the PNL, but it was one of
(10:53):
those things where the not onlyyou know did I get my crash
course in entrepreneurialism.
At this time I had also startedto form the framework which I
now call Spructus, without evenrealizing it.
It was a fairly bold move, Ithink, on my part.
At that time I had noticed thatthe entire square footage of
(11:17):
this location was about 7,000square feet, which is enormous
for a restaurant.
We had managed to get what wecall a liquor primary license up
here halfway through our firstfive years, and in Vancouver
there was a separation between,like, a food primary restaurant
license and a liquor primarylicense.
We got a liquor primary licensefor the pub side of the of the
(11:37):
building and I, of course,started to look at the numbers
and and I was like, oh, this isterrifying.
We were making the vastmajority of our revenue from the
pub side of things.
And I thought, all right, whichwas, by the way, only about
1,800, 1,900 square feet.
So I had this idea that wewould approach the landlord.
I had to talk to my businesspartners, and one of which was
(12:00):
my brother and the other three,by the way, were like best
friends of ours from therestaurants and we'd all work
together in that kind of thing.
We were all pretty stressed outat the time, as I'm sure you can
imagine, and one of the guyshad an idea to just like, let's
just write a check for a hundredgrand each and walk away from
this thing and be done with it.
And that would have crushed,you know, the entrepreneurial
spirit and dreams and andeverything else like that.
(12:21):
And I said, I'm not doing that.
I've got an idea, started tolook at these numbers in a much
more insightful manner and Isaid, all right, guys, I propose
this I'm gonna remortgage myhouse, we're gonna renovate this
place and we are gonna downsizeit to the pub only.
(12:41):
Okay, this was the end of 2009.
And there was a big eventcoming to Vancouver in the early
, in early 2010, which was thewinter Olympics Massive event.
Okay, I had this idea, but ofcourse it was.
It was, uh, causing all sortsof stress in the personal life
and with business relationshipsand uh, long story short, I said
(13:05):
, look, I'm going to againinvest an extra 300, $350,000 to
renovate the place.
I am, I am, as a part of that,I'm going to take over, you know
, the the vast majority ofownership shares in the company.
Uh, one of the guys, uh, youknow, said I, I, I don't think
this is going to work.
I'll sign a letter that sayswe're gonna, I'm gonna, walk
(13:25):
away.
We agreed to this idea that, um, if the, if it didn't work out,
he wouldn't owe his hundredthousand dollars, if you will,
and it would.
You know, it was a littlestressful and caused some strain
in the friendship, but that'sokay.
We were still friends afterthat.
And no, no offense to him, buthe was betting against this idea
, which is fair.
Long story short, we did.
(13:48):
We convinced the landlord tolet us downsize and they leased
out the other half to anotherrestaurant.
We renovated quite dramaticallyand, by the grace of whatever
God you believe in, we managedto open the Monday before the
Olympics started in Vancouver,which I think it was on a
Thursday or something like that.
(14:08):
We had an eight year plan topay off this, now $850,000.
I, you know, doing the math, Iwas like I think we can put away
about a hundred thousand bucksa year and we can get this thing
, you know, the ship righted andand it's you know, 50,000,
500,000, 5 million, whatever.
It is not to take away fromanyone's idea of business.
(14:29):
The stress that was caused bythat was an awful lot.
You know what I mean.
So, uh, long story short, uh,or or shorter, I guess.
We um Managed to open theMonday before the Olympics and a
miracle happened.
We were busier than we knewwhat to do with and we paid off
(14:51):
the entire debt in just over 16months.
Michael Morrison (14:54):
Oh, my goodness.
So you know what you're talkingabout.
Leigh Angman (15:00):
Well, it gave me, of course, some confidence.
It was a bit of a gamble but itpaid off in spades and it set
in motion the idea that and it'sfunny when young entrepreneurs
one of the good things aboutturning into a crusty old man is
that I get to sometimes talk toyoung entrepreneurs that are
just getting started out and oneof the things that people come
(15:22):
up and say if there's one wordof advice that you could give a
young entrepreneur, what wouldit be?
And I'd say well, it's kind oftwofold.
If you have a crappy idea andyou're going to fail, fail fast,
take some lessons, learn andmove on.
But if you see a chance tosucceed, just don't quit,
(15:43):
persevere through all of thepain and the suffering.
And you know you have to makesome big bets sometimes to get
out there and find success.
And Lord knows, you know I'vemade a lot of mistakes and I've
lost a lot, you know, over theyears.
But that was a veryinstrumental change in my life,
(16:05):
my business life and everythingelse that surrounded it, and I
have been able to kind of lookback and say what were the
things that we have learned fromthat experience, what have we
taken, and apply it to a kind ofa more structured framework.
And, again, that is what Sproutis based on and that's kind of
(16:26):
like the from the depths ofdespair to some version of
success and something that I'mI'm absolutely, of course, very,
very proud of.
Michael Morrison (16:36):
Very, very nice Congratulations.
So, on the mindset, let's start.
Yes, sir, all right, that canbe tricky.
I'm not sure how we can keepthis short because there's so
much in mindset, but that alwaysseems to be the number one cog
in the wheel or whatever youwant to call it with business
(16:58):
owners and it could be formultiple reasons.
It could be they don't know howto delegate.
No one can do it as good asthem, so maybe they're a little
too egotistical about it.
Maybe, they just don't know howto manage time.
You know, it could be a lot ofthings, or maybe just self
limitations.
This is all I think I'mdeserving of, or whatever.
What would?
(17:30):
What insights would you givefor, for mindset, before we
start on your book, cause I wantto get to you, yeah, yeah yeah,
yeah, of course, and you know,great question.
Leigh Angman (17:39):
Of course, there is a single bolded line in my
book and and I guess it speaksto the importance of how I feel
about that and I say it's notonly about how you think, it's
about how you prepare to thinkthat act.
(18:04):
And you and I, you know, spokeabout conscious versus
unconscious or subconsciousthought and that kind of thing.
But being consciously aware ofnot only the act of thinking,
which I guess in itself iscritical, but how are you
preparing to engage in the actof thinking?
It's equally important.
You know it sounds a bit funnywhen we talk about thinking
about thinking, but if I were totalk about this idea of, say,
(18:26):
running or working out or eatinghealthy, right, you're not just
going to be like I have to dothose things.
You're going to research how todo those things.
You're going to think about howyou do those things right.
All three of those things can bedone by a novice or a beginner,
of course, but they're notnecessarily going to be very
good at any of them.
(18:47):
So it seems very logical toresearch these things and think
about these things, but simplybecause the verbs here thinking
about thinking are the same.
It's not as obvious to people.
Does that make sense?
Michael Morrison (19:03):
Absolutely, and one of my little phrases on
that is not accepting what youthink.
So in other words like get ridof the fixed mindset.
Yes, Go learn, Go do something.
Leigh Angman (19:15):
Absolutely Critical thinking is, again,
ironically critical to thesuccess of any business and
mindset in general.
It's easy to say, oh, let'shave an open mind.
Okay, what does that mean,though?
You know what I mean.
It's so, but exactly whatyou've said is, if you maintain
(19:36):
a rigid, structured thoughtprocess, that's very narrow and
you have a closed mind, I thinkit's.
It's very easy for people tothink about it in a metaphor of,
of, of a just big, you know,take the blinders off or
whatever wide scope or view orperspective of thinking that
you'd want to do.
It's super, super powerful.
(19:57):
I love that expression.
To give you one back is uh, ifyou think you can or cannot, you
are absolutely correct.
Michael Morrison (20:04):
Yep, that's a great one too, and it really is
Listeners, because I used tohave limited beliefs growing up.
I grew up lower middle classfamily, that's all I knew.
But it really is about how youthink, about thinking Absolutely
.
Leigh Angman (20:20):
And you can just change that.
Michael Morrison (20:21):
Don't just tell yourself I'm going to grow
a billion dollar business.
No, telling yourself anythingdoesn't work.
You know you got to challengeyour thinking process, so I love
that.
Leigh Angman (20:32):
Let's get to the book Cause I know you're excited
.
Michael Morrison (20:34):
You have spent a lot of time on that.
Yeah, where do we start on that?
Because spruces is got a lot ofgood stuff in it.
Leigh Angman (20:43):
Fructus has got a lot of good stuff in it, thank
you.
It's it's a I like to call it asuccess framework and and it
delves kind of deeply into eachone of those things systems,
processes, redundancy, urgency,communication technology,
integrity and sales.
You know one of the things thatthat is, and I, you know, I.
(21:04):
I'd love to go back to mindsethere a little bit, because it it
it floats in and out of thatbook in literally every chapter.
If you don't have the correctmindset, um, none of these
things matter.
You know, and being open-mindedand and, uh, just kind of
learning about how you canimpact change, how you can
(21:24):
impact change.
I do want to talk about twothings, which is this concept of
delusional optimism which Italk about in the book quite
dramatically, and then I wouldlike to talk about, on the
systems and processes side ofthings, how there are free tools
that exist right there,specifically based on Google
Drive and Google Sheets and thatkind of thing, that that we
(21:46):
have built an entire accountingback end on that that manages
and our restaurant.
This year, um, we're going toget close to six million dollars
in sales and I know, you know,I wish that we had a a different
location, but we could triplethe sales and still we're not
going to because of the locationis the point.
But we could triple the salesand still we're not going to
because of the location is thepoint.
But we can triple the sales andstill allow this framework to
(22:11):
give us the insight into ourbusiness that we need to.
So I'll talk about that in a ina couple minutes here, but let
me, let me talk about the bookas it relates to um, the concept
of delusional optimism.
Okay, so, so, um, I, I, I, Ihave applied that concept and um
of delusional optimism, uh,optimism, to to many aspects of
(22:32):
my life, like starting in myearly twenties, I started to
notice that if I told myselfsomething was going to happen,
that it, that it eventuallywould Um, and obviously it's not
like.
I think most of your listenersare probably familiar with that
book, the Secret.
It's a lot of people that I'vespoken to about that book over
(22:53):
the years, believe it or not,have this, you know.
They obviously read the backcover or something at a
bookstore and thought, oh, if Ijust close my eyes and wish
really hard, something's goingto happen.
Some people call it manifesting, you know, or affirming desired
outcomes or visualizing success.
The concepts are the same, butreally it comes down to this
(23:18):
idea that if you expect thingsto be successful, okay, um, and
then the behaviors that youengage in on a regular basis
support those desired outcomes,you, you can't just wish and
then do nothing.
You have to change your entireyou know mindset again to to
(23:41):
doing things in a way that willhelp you, you know, get to the
goals that you actually have.
So this kind of concept drives,you know, the mindset of kind of
what I consider to be the coreelement of the spruces framework
.
You know it.
It why I like to refer to it asdelusional optimism, because,
(24:02):
you know, statistically,statistically speaking, there's
no way that every single thingthat you try to go for is going
to happen, but it it doesn'treally matter.
Here, it's, it's not aboutlogic or probability, it's about
mindset.
Again, you know what I'm saying.
Um, so this, this concept, thatthat you, you know, if you go
(24:22):
into a sales and this doesn'tnecessarily have to apply to to
a sales process, as much as asanything, I mean, it could
apply- You're listening to smallbusiness pivots.
Michael Morrison (24:32):
This podcast is produced by my company boss.
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(24:54):
subscribe button and share it aswell.
Now let's get back to ourspecial guest.
Leigh Angman (25:00):
You know, if you go into a sales and this doesn't
necessarily have to apply to toa sales process as much as
anything, I mean it could applyto how you deal with vendors,
how you communicate with yourlandlord, how you go after a new
business location, how youselect a business partner
Obviously there's a long tail ofdecisions to be made in all of
(25:21):
those choices anddecision-making processes as
well.
But this concept that you arein this mindset, I've worked
with a guy um 25, 30 years ago.
Um, I've tried every businessunder the sun.
I think this is a typical uh,uh, entrepreneur mindset.
I worked in a um, a multi-levelmarketing telecommunications
(25:41):
company which I won't name, butthis was, I don't know, 25, 30
years ago, whatever it happenedto be.
And I would ask this guy I'd sayhow are you doing?
And he goes I'm super fantastic, but I'm getting better all the
time.
He was caught and obviously,like I saw this guy, you know it
is at the depths of his worstor whatever, but he never let
those personal challenges getinto affecting his business life
(26:04):
right, challenges get intoaffecting his business life,
right.
He would always answer in thatway.
I'm amazing and it's one ofthose kinds of things.
It's like you know.
If you, if you speak negativelyto yourself like how are you
doing, ah man, I don't know, I'mnot doing that good, like your
brain is very used to hearingyour voice, you know what I'm
saying.
It's like it's, it's veryfamiliar with how it sounds.
(26:25):
Your brain as well, and this isa really key topic that I've
taught myself to really focus onum, based on that, that simple
little realization from how thatguy would answer all the time
If, if somebody asks me how I'mdoing, I'm like I'm amazing, I'm
doing fantastic.
How are you?
(26:47):
Yeah, I'm all right.
Okay, well, sorry, but Iguarantee six months for now
you're going to be all right andthings that I'm doing are going
to be amazing and they're goingto be fantastic.
It's, it's comical, right,because, again, it's that's why
I call it delusional, becauseit's you're.
You're literally foolingyourself into believing that you
can succeed, literally foolingyourself into believing that you
(27:08):
can succeed.
And really you know it createsthat positive feedback loop that
you know.
The more you believe in it, themore likely you are in getting
to where you are, and everyperson that is in any kind of
business understands that.
You know there are ups anddowns.
I like to refer to the sine waveall the time of how a typical
business day, week, month oryear goes, or period.
(27:30):
You know You're gonna be inthose pits sometimes, but if you
can take that positive energyand you can celebrate those wins
, even if you haven't achievedthem yet, with the same amount
of energy that you, you knowbeat yourself up, up for the
stupid choices that you make orthe losses or that you know the
bottom of the sine wave right,if you could take that positive
(27:53):
energy it will help you fuel, uh, the, the necessary energy
that's required to get youthrough the, the, the darker
times.
I think.
I think every entrepreneuranother entrepreneur I can't
remember who it was, but I talkabout this all the time he had
said uh, being an entrepreneuris like waking up in the morning
and getting hit in the facewith a baseball bat every single
(28:14):
day, with the occasionalelement of positive
reinforcement to tell you hey,keep doing this.
Michael Morrison (28:20):
You know what I mean, almost like golf.
You know the last, the backnine or whatever is like I'm
never playing this again.
And then why is it on the 18thhole?
You hit this drive or you hitthat chip shot and it goes.
I'm like are you kidding me?
Leigh Angman (28:37):
now I have to back well, that's a perfect, perfect
metaphor, michael, of what I'mtalking about.
Can you imagine even if therewas 17 holes of crap and then
one hole of majesty and you,just you, had, you know, 17
times the negative thoughtsabout your golf game, as you do
(28:58):
about that one moment ofeuphoria when you birdie it on
the on on 18, you know, beforethe clubhouse, the?
The point that I'm trying tomake here about delusional
optimism is that you should take20 times the positive energy
from that 18th hole, as you dofor the incremental, you know,
collection and the sum of those17 negative experiences that you
(29:22):
beat yourself up over.
So, yeah, I love the golfmetaphor and I'll probably have
to footnote you on this one.
Michael Morrison (29:27):
I'm going to use this moving forward.
You know what I mean.
Well, that comes from personalexperience, so it was easy for
me to come up with it.
Leigh Angman (29:34):
Well, that's good.
I I, I enjoy golf.
But when people ask me if I'm agolfer, I say, well, I like the
golf cart.
I enjoy driving around in afield.
Michael Morrison (29:43):
I think you and I would have fun.
Leigh Angman (29:44):
Yeah, absolutely.
Michael Morrison (29:46):
Or bored because we're both in the golf
cart, I don't know.
Leigh Angman (29:48):
That's okay.
It's great to get out on a on aon a beautiful course of
finally manicured course.
Oh, beautiful and true for real.
Michael Morrison (29:55):
Nothing, like it, nothing like it, that's
fantastic, so uh spructuscom isthe website and it is coming out
September 24th.
You said.
Leigh Angman (30:12):
The book is coming out.
Yeah, the website is up, and Iand I've got a consulting
business that exists already tohelp small to medium business
owners, and one of my favoritethings to do is to show them
this idea of getting insight andmaking actionable choices about
your business.
You know it's.
It's actually a bit sad andscary to me to to realize how
(30:33):
many colleagues and friends andpeople that I've met over the
years that have no idea whattheir, their profit loss is
until a couple of weeks aftertheir CA gives them, you know,
their their tax forms at the endof the year, Like how can you
make decisions about how tosupport your business if you
don't you know, if you don'thave insight into it?
(30:54):
So the book is called sprucedus from insight to action and to
understand, like, where you arein quotes.
You know, in your business it's,it's critical, Like your.
Your business's financialhealth, I would argue, is
probably the most criticalelement of a successful business
, and there are free tools outthere that exist today.
You don't need, you know, athousand dollar a month bespoke
(31:19):
software tools to help you runyour business right.
Obviously, we have, for example, a point of sale.
We have a tool for ourreservations.
We have these things that weuse and, by the way, I'm going
to focus on the restaurant herewhen I speak about this and it's
easier, I think, for mostpeople to process if I stay in
one lane as opposed to trying toapply all these principles to
various businesses that I'minvolved with.
(31:40):
But, rest assured, if this is adot-com, like e-commerce
business, if this is anythingwhere you're selling a good or a
service to another individualor business, you need to see
where you are.
And, like I said, there's freetools out there right now,
specifically based on Googledrive and the G suite.
(32:02):
I keep changing the name everyfew years, but, um, they allow
you to, to you know, gainvaluable insight and take action
on you know, based on concreteinformation, not just emotion,
Right?
So I'd love to talk about thosetools in in kind of a brief way
, but I'll pause to see if youkind of have any questions about
(32:24):
what I've said so far.
Michael Morrison (32:27):
Yeah, well, there's a lot of information and
before we get to all that, Iknow one of the questions that
business owners often have isone more book more things to
learn.
When am I ever going to findtime to do that?
One more book more things tolearn when am I ever going to
find time to do that?
Can you address that and sharekind of what you've seen works
best for those types of mindsets?
Leigh Angman (32:52):
Yeah, it takes a bit of a narcissist or an
egotistical maniac to think, hey, I should write a book, because
it's like what the hell haveyou got to offer that somebody
else hasn't said already?
You know, I like to believethat the reason that somebody
should pick up this book and,you know, reach out via, via the
(33:13):
website, and say, hey, I'mwondering if maybe you can help
me, is because there's zerodoubt in my mind that these
systems have not only saved abusiness, which I described
earlier in this call, but haveprovided the framework to allow
us to make decisions that arebased in logic and fact.
(33:37):
At the end of the day, you know, the best salespeople in the
world are not trying to sellsomething to people.
It's another book, whatever ithappens to be.
It's like here is the book'swritten in common language.
You know, I don't get flowery.
You and I have spoken, for, youknow, 45 minutes here today.
(33:59):
I'm sure you could tell thekind of person I am.
I don't think I'm a wildlyintellectual person.
I don't think that I'm highbrow.
I don't think that I'm tryingto say, hey, this is the, this
is the, you know, the mostimportant thing that's going to
solve everything in your life.
But it just comes down to theidea that patterns kept
(34:20):
revealing themselves over 20 to25 years of owning businesses
and I was like, okay, I startedto describe these to people hey,
how are you doing X, y, z?
How are you doing yourbookkeeping?
How are you doing your invoiceentry?
How are you doing your dailybank reconciliation?
How are you doing your taxremittance and reconciliation?
How are you doing your dailybank reconciliation?
(34:41):
How are you doing your taxremittance and reconciliation?
How are you doing all of thesethings?
And I started to notice thatthere's all these disparate ways
that people were doing thingsand I kind of just started by
saying have you thought aboutdoing it this way?
And they're like that's veryintriguing, a little bit
unorthodox, but why not give ita crack?
But why not give it a crack?
So again, it's about the signs,the patterns, the repeatable
(35:06):
signs out there that told me,hey, maybe this is worth someone
else taking a look at and, atthe end of the day, if I could
help a single of your listenersmake better decisions about how
their business operates or howthey, you know, choose to decide
how their business operates.
(35:27):
Wildly successful use of mytime here today.
I always say this you win oryou learn.
The only way that you lose isif you take zero lessons from
the things that you have, themistakes that you've made.
And Lord knows I've made myfair share a boatload, depending
on the size of that boat Mine'svery large in my mind but it's
(35:51):
not a canoe.
Let's put it that way.
Michael Morrison (35:53):
Well, that's how you know if you're
successful, if you failed a lotin my book.
I agree, I absolutely agree, ifit just clicked along, then you
weren't bold enough in myopinion.
Leigh Angman (36:04):
No.
Michael Morrison (36:04):
Yep, well, out of this book.
So you talked about the toolsand resources and we're limited
on time and plus we don't wantto spoil everything.
We want to remind the book.
But out of the tools andresources, or maybe one of the
topics that comes out of yourbook which do you feel would be
the best for our listeners tohear.
Leigh Angman (36:25):
I think that they could.
If you have a Gmail address,you get a free version of Google
Drive and if you track yoursales every day and I speak
about it in the book it'sredundant not in a good way,
because redundancy in a good wayis one of the chapters in the
book, but you know the idea thatpeople think, oh, you're
(36:46):
tracking sales, I could just gointo my POS and I could look at
them every time.
If you literally mark down yoursales every day, every morning,
I get excited to do it everysingle morning.
I've been doing it every dayalmost.
You know, plus or minus a dayor two if I'm in Mexico or
something like that, on vacation.
But for over 20 years I've beenentering my sales into a
(37:09):
spreadsheet, which started withMicrosoft Excel back in the day
and then graduated into anonline version of that.
Okay, I don't care whatanalysis you do of your business
, I would bet that thedenominator for said analysis is
very likely to be sales.
I don't care what analysis youdo of your business, I would bet
that the denominator for saidanalysis is very likely to be
sales just about every time.
So, whatever your labor is,whatever your cost of goods sold
(37:31):
is whatever promotions thatyou've given out that particular
day.
Most of it is pretty irrelevantif you don't divide it by sales
.
So it's a good place to start,and I could speak very
specifically if I have anopportunity to do any one-on-one
calls with any of yourlisteners.
Um, you know, that is, the very,very basic foundation of the
(37:52):
spruced framework is to allowyourself to see what your sales
are, and you're connected toyour business.
There's so many good reasons toallow you to, to, to, to
require you to kind of mark downyour sales every day, and I'm
not talking two weeks from now,right down two weeks.
You know yesterday's sales, I'mtalking tomorrow.
(38:13):
Keep your finger on the pulseof your business, and that then
allows you to enter a world ofof.
You know, amazing depth anddetail and, using that sales
figure, the amalgamated salesfigures over a month, you know a
day, a week or a period or amonth or whatever it happens to
(38:34):
be.
Um, yeah, that's, I think, thebest way I can answer that
question.
You know, keep, keep, juststart getting in the the habit
of one of my favorite books, bythe way, is atomic habits.
It's these tiny little thingsthat you do on on their face not
significant.
But when you connect them withfive or ten or twenty or a
(38:57):
hundred other habits that you doin a meticulous, you know,
regular way, that's when some ofthe magic starts to happen.
Michael Morrison (39:06):
Know your numbers.
Yeah, got to know your bankaccount.
Balance is not your numbers.
And I say that because mostsmall business owners use their
bank account and not theirfinancials, because they don't
understand them yes, that's thedifference between this concept
of a balance sheet versus a pnl.
Leigh Angman (39:26):
In.
In isolation, the pnl doesn'tmatter what matters, but it's
not as critical.
In isolation, your balancesheet, aka you know your bank
account, whatever it happens tobe a little more detail, they
don't matter.
But if you, if you look solelyat your bank account and you
know you're in the black andthat's the only method by which
(39:47):
you determine the financialhealth of your business, you're
in trouble, big trouble.
Michael Morrison (39:52):
Yeah, a lot of times some of these things are
so simple.
So when someone talks to us andsays, how am I going to fit
that in my day?
So when someone talks to us andsays how am I going to fit that
in my day, I'm like I don'tthink you can afford not to fit
it in your day because you'renot going to make it, you know.
Leigh Angman (40:09):
I believe, michael , I'm one of the laziest people
you'll ever meet, and I'llqualify that by saying that I
would rather spend 200 hours todo something to save myself an
hour, 201 times, or more, okay,uh, because I don't like
(40:29):
spending time unnecessarily.
So I could tell you right nowefficiency is the product of
laziness.
All right, and if you're ableto take the things that you have
derived from that efficiencyand and apply them to your
business practices, I, quitehonestly, I can keep track of
the numbers of a $6 millionrestaurant with an average of
(40:53):
about seven to 10 minutes amorning.
Yeah, I, I, I go through all ofthe steps.
Things are automated in such away with sheets interconnected
that will allow you to pull datafrom one to the other, and we
could talk about thisspecifically.
You know, if I get a one on onewithittance, we have a
provincial-slash-state taxthat's due once a month and a
(41:14):
federal tax that's due.
I'm talking about value-addedtaxes that are due for
remittance and reconciliationquarterly tax remittance and
(41:43):
reconciliation in less than 10minutes, and the quarterly
federal tax remittance andreconciliation, like in 15
minutes, four times a year,which is different than than
your year end and that kind ofthing.
But I assure you, every singleday I know that my bank account
balances in this sheet, which isconnected to my sales, with the
actual numbers in my bankaccount, so that at the end of
the year, if the CA that's doingour numbers and actually doing
(42:05):
the filing and the remittancefor us for the federal income
taxes, if they say, hey, what'sthe story about this?
It was June 8th, this kind ofthing.
I know exactly what it isbecause I've jotted it down in a
consistent and a pattern richformat.
It would be practicallyimpossible for me to not answer
one of those questions.
(42:25):
So to you know, to address thatquestion, that point that you
just brought up, why someoneshould do this is because
eventually it will save you aton of time.
Michael Morrison (42:36):
Yes, go slow, to go fast is what.
I always say and for thosebusiness owners that that
attempt to do this the firsttime.
I'm not going to lie.
It will take you a long time,the first time, until you figure
out a system.
That's how critical systems are.
Once you find a system, that'swhen you get to the five minutes
, the 10 minutes you know the,the quick review cause.
(42:58):
You're following a system.
Well, we are about out of time,unfortunately.
We could go on forever, I'msure what's the best way to
reach out to you?
Follow you, get that one-on-one.
Leigh Angman (43:10):
Yeah, you could visit spructuscom, um and and
fill out the form there.
Uh, you could follow me onInstagram.
It's at Lee Angman,L-E-I-G-H-A-N-G-M-A-N.
I'm just getting my socialmedia side of things started.
My 15-year-old son has advisedthat I get a TikTok account
(43:31):
going soon, so I'm going to bekicking that up as well very
soon.
But the easiest way is just toreach out via sprucedisccom.
Michael Morrison (43:38):
Fantastic.
Well, I always follow up withone last question, outside of
everything you've already shared, which is golden nuggets in
itself.
If you were in front of anaudience of small business
owners different seasons ofbusiness, different industries
what's something that'sapplicable for all of them?
It could be a quote, a book,just one last insider tip.
Leigh Angman (44:02):
Yeah, I guess that's a great question, and you
didn't prep me for this, so Iwas like, quickly think about
this one.
Michael Morrison (44:08):
I can already tell you have a bunch of them.
Leigh Angman (44:11):
I read, I love reading, but I would have to say
that one of the, if not themost influential books that I've
ever read in my life is theclassic Dale Carnegie
masterpiece how to win friendsand influence people.
Um, you know, I talk about itin my book ad nauseum, like just
repeatedly, you know, uh it, itwas another one of those things
(44:32):
that came along in my life atthe right time.
It was my late teens, my earlytwenties, when I was introduced
to that book the first time.
I talked about it earlier inthe call.
You know, you don't know whatyou don't know.
Um, it just opened my eyes to adifferent way of thinking about
things and if you have not readthat book, just go get that
book.
I think he sold.
Obviously the guy's been deadfor years, but uh, yeah, I think
(44:55):
he sold you know tens ofmillions of copies of that book.
Michael Morrison (45:03):
It's just that good.
And while they're on there, goto spructuscom and order yours.
That's correct.
Two for one, safe shipping,that's correct, Absolutely.
Leigh Angman (45:10):
I figured it'd be pretty rude of me to just say
you have to buy Spructus.
Clearly that's the best bookI've been influenced by a
tremendous number of books outthere and I talk about them.
Michael Morrison (45:21):
I absolutely talk about them.
That that is an all timeclassic, that is for sure.
Well, my friend, you've been awealth of information and a
blessing to many.
I sincerely appreciate yourtime, as well as our listeners.
Leigh Angman (45:33):
I do not take this for granted, Michael, and
really appreciate theopportunity to get on here.
So thank you so much forallowing me to, to you know,
reach out to your, to your manylisteners and, yeah, look
forward, look forward to theopportunity of learning from
them as well.
Michael Morrison (45:49):
Thank you for listening to Small Business
Pivots.
This podcast is created andproduced by my company, boss.
Our business is growing.
Yours, boss, offers flexiblebusiness loans with business
coaching support.
Apply in minutes and getapproved and funded in as little
as 24 to 48 hours atbusinessownershipsimplifiedcom.
(46:11):
If you're enjoying this podcast, don't forget to hit the
subscribe button and share it aswell.
If you need help growing yourbusiness, email me at michael at
michaeldmorrisoncom.
We'll see you next time onSmall Business Pivots.
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