Byron Gega: Empowering Others to Do Great Things!

Episode Transcript
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Speaker 1 (00:00):
Hello and welcome to the Bamboo Lab Podcast with your
host, peak Performance Coach,brian Bosley.
Are you stuck on the hamsterwheel of life, spinning and
spinning but not really movingforward?
Are you ready to jump off andsoar?
Are you finally ready to sculptyour life?
If so, you've landed in theright place.

(00:21):
This podcast is created andbroadcast just for you, all of
you strivers, thrivers andsurvivors out there.
If you'd like to learn moreabout Brian and the Bamboo Lab,
feel free to reach out toexplore your true peak level at
wwwbamboolab3.com.

Speaker 2 (00:41):
Welcome everyone to this week's episode of the
Bamboo Lab Podcast.
As always, I'm your host, brian, and we have a really fun
special guest on today, someonewho's been in my life now for
almost 28 years.
So many of you have heard mystory from the previous shows
that I left American ExpressFinancial Advisors back in 1996

(01:03):
to start this coaching andconsulting firm that I currently
have, and the first year wastough.
I don't think I made like$12,000.
Didn't have a pot to piss in ora window to throw it out, so to
speak.
And I got a call from agentleman by the name of Frank
Mossett and many of youlong-term listeners probably
remember Frank in one of ourprevious episodes, as well as

(01:25):
his daughter, sarah, was on oneof my shows and both did a
fantastic job.
Frank was a field vicepresident in Portland, oregon at
the time for American ExpressFinancial and he called me and
said hey, we'd like to talk toyou about coming out here and
implementing your marketingprogram.
And I instantly said yes, andit was a godsend.
It was a blessing to my career,it was a blessing to my

(01:47):
practice and my business and itwas a blessing to me as a human.
And while I was out there, Iwas working with 10 people and
we had to select these people.
They went through the processand we selected 10 to go through
my program.
There was one guy who wasn't inthe program because he wasn't
interested or didn't need to beor whatever it was, but he was

(02:08):
this guy that I kept walking byhis office a lot, going down the
halls, and he was always on thephone.
He was always grinding it outand I'm like who the hell is
that dude?
And Frank said that's ByronGaga.
And Frank said that's ByronGaga.
Byron was pretty young at thetime, pretty fresh, but he has
had an established, successfulcareer in the financial world.

(02:31):
I won't read his bio because Iwant him to tell you who he is,
but he has been a friend of minefor now 28 years, close to 28
years.
So, my friend Byron, welcome tothe Bamboo Lab podcast.

Speaker 3 (02:44):
Thanks, Brian.

Speaker 2 (02:45):
Do you remember that day I came in your officeboo.

Speaker 3 (02:48):
Lab podcast.
Thanks, brian.
Do you remember that day I camein your office?
Yeah, I do.
Actually, I have a differentmemory of our first conversation
because back then, you know ifyou were a successful first-year
advisor, which I was at thetime, I think I was, you know,
top 20, maybe top 10 in thecompany in total weight of
production, twp and uh, you know, so frank, obviously, was short

(03:12):
leaders because of of you know,hand-sleeving and uh, so he
tapped my shoulder to go aheadand, you know, take over leading
and developing, I think threeor four advisors at the time and
I was just just horrible, likeI was just like you, horse
leader and I ended up having arun-in with one of the vets.

(03:32):
It was like 7.30 at night, itwas like late at night, you know
, and I remember seeing walkingout of the office.
After that you saw me.
I think you were leaving, maybeto cross the street to that
little hotel.
You were staying at the phoenixcenter or something like that
and, uh, you're like, hey, how'syour day going?
I told you and you're like, so,somebody gave you, put you in

(03:53):
charge of the airplane.
Huh, I was like yeah, andyou're like, well, how's that
going?
And that was like your favoriteline that I like that is like
your quote all the time.
Well, how's that going for you?
And I was just like not good.
And you're like, well, didanyone teach you how to use the

(04:13):
controls or where how to set theflight, or anything like that.
And like no, I go, do you wantto learn?
how to do it and I was like sure, all right, maybe at six, 30 in
the morning I'll start workingon it and I go where and you're
like in the lobby.
I was like OK.

Speaker 2 (04:28):
The lobby of the Phoenix Inn.

Speaker 3 (04:30):
Yeah, yeah, yeah.
That's what I, that's what Iremember, that was my first OK,
so I remember you might havecome into the office before.

Speaker 2 (04:38):
But yeah, that conversation was probably more
preplanned than it looked.
It looked random, but itprobably was planned, because I
remember the reason I really didconnect with you, even though I
did see you down the hall, youknow, was I walking by and you
were always grinding it out waswhen Frank pulled me aside one
day, and I'll never forget this,and he said and you know what
I'm going to say, because we'vetalked about this he said hey,

(04:59):
brian, I know this isn't part ofthe contract we have for you,
but I could use your help onsomething.
I said yeah, you know, whatever,they were paying me very good
money to coach, you know these10 individuals and their
marketing and sales.
And he said I've got this guy.
You've seen him in the hallwayand you've seen him in the
office, byron Gaga.
And he said he is highlytalented, highly driven, but

(05:21):
he's a bull in a China store.
And he said can you work withhim a little bit on leadership?
If we could just soften theedges on this guy, he's going to
go places.
And so, lo and behold, Iprobably waited outside, maybe a
little bit, or maybe I timed itwhen you were walking out, when
I was walking to the hotel torun into you.
But well, the rest is history.

Speaker 3 (05:42):
28 years later, brother, yeah, yeah, so that was
my memory.

Speaker 2 (05:47):
I like yours better.
Yeah, I do remember thosemornings though.
So, folks, so Byron would comeinto my home, and I don't know
if it was a couple of times aweek.
I don't remember how often itwas Byron, do you remember?
I don't remember either.

Speaker 3 (05:57):
I don't remember either.
I was actually.
I think it might have been justtwice a week.
I don't think it was everymorning, but it was 6.30 every
morning because we would do it,and then 8 o'clock was when we
started the first year program,so it had to be at 6.30.

Speaker 2 (06:13):
I remember sitting in the lobby going through the
infamous book Leadership Secretsof Attila the Hun.

Speaker 3 (06:18):
Yeah, yeah.
I remember the very firstmeeting.
You said, uh, so you watchhockey?
And I was like, not, not a lot,but you know what hockey is
right?
Like, oh, yeah, I know hockey.
Well, there's actually twoplayers, two types of players,
that play hockey.
I was like there's the czechplayer and the finesse player.

(06:39):
Which one do you think you are?
I go, uh, czech player goes.
Yeah, you don't need to checkeveryone against the boards we
gotta learn to skate a littlebit too you're like, that's
exactly what you said.
We gotta learn to skate a littlebit.

Speaker 2 (06:51):
You need to be a little bit more gratsky you know
, byron, I look back on thosedays though, and I wasn't much a
better finesse skater than youwere, but that's crazy, I mean.

(07:13):
I mean, there's so many storiesthat we, you and I have shared
over the years.
But let's start off with I'dlike the audience to know out
there, the Bamboo Pack membersout there, to know a little bit
about yourself.
Could you share a little bitabout yourself who you are,
where you've come from, yourfamily and who or what inspired
you growing up?
Those are the kind of thingsI'd like to start off with.

Speaker 3 (07:34):
Yeah, so I'll just start in the beginning.
I grew up in Portland, oregon,born and raised there Actually a
fourth-generation Portlander,which is kind of unique.
My great-grandparents had movedthere in the 20s from Croatia.
I met my wife there, aubrey.
We're going on gosh, 16 yearsnow.

(08:00):
That long, yeah, 16 years.
And we've got two children,briella and Gavin.
Briella just turned 30 thisyear and Gavin turned 25.
And then Briella has mygrandson, asher.
He turned nine this year.
I started with American ExpressFinancial Advisors pretty much

(08:23):
right out of college.
Had planned on becoming alawyer and so my major was US
history, with an emphasis in19th century constitutional law,
and I did an internship atSmith Barney and during that
internship the top broker toldme, you know, or convinced me to

(08:45):
you know, get into financialservices.
He was a former lawyer, kind ofwalked me through everything
and basically wanted to recruitme and hire me.
And I was super impressed andwent home or went to have lunch
actually with my grandfather andtold him the story and he was
like, well, you've got tointerview with three people.
Three is the magic number.
You can't just talk to thefirst person and, you know, do

(09:06):
something.
And I was like, well, you'vegot to interview with three
people.
Three is the magic number.
You can't just talk to thefirst person and do something.
And I was like, oh okay.
And so I got an interview withPayne Webber, got a job offer at
Payne Webber, and then I got anewspaper, which you know who
does that anymore?
And I opened it up and you knowthere's the first ad American
Express Financial AdvisorsCareer Day.
So I was like, well, I'll gocheck that out.
I've had America Express cardfor a couple of years now and it

(09:27):
seems like a good company.
And went there and checked itout and they were the only
company that was dumb enough tolet me do it on my own.
And so I was like, all right,I'm doing this.
And so, yeah, a few months latergot my Series 7, and you know
63, life and health, and gotstarted, ended up being a top
performer in my first year, sojumped into leadership for the

(09:49):
next couple of years.
There was a platform shift atthe time at American Express and
I went back into just being apractitioner for a while.
And then there was anopportunity with a good friend
of mine, ed Kelly, to do somekind of consulting with the
employee channel at the time forAmerican Express.
So I kind of felt the buzz orneed to do some leadership, so

(10:13):
jumped in on that and did thatfor a few years.
And then Neil Taylor convincedme that I should just get rid of
my practice and become a fieldleader for him.
So I decided to do that and forthe next three years I was a
field leader on the employeechannel side and twice got
outstanding sales leader of theyear for the company.

(10:34):
So then they put me in charge ofthe region for the independent
side and so I had the states ofUtah, montana, idaho, washington
, oregon and Alaska.
It was basically like if I wasmy own broker-dealer I would
have been in the top 10broker-dealers in the US.
So I did that for about fourand a half years.
I had success.
But all that travel just wasnot my thing.

(10:56):
Being away from home, beingaway from my kids, was just too
much.
So I got back into justpersonal practice.
So I moved out to Spokane,washington, with my wife.
That's where she was originallyfrom.
There's an opportunity to kindof take over a practice out here
and I took that opportunity andfast forward.
Here I am today.

Speaker 2 (11:18):
Well, yeah, you've had a pretty storied career so
far at Ameriprise.
Or just in general, was there aperson or a book or an event
that inspired you when you wereyounger, byron, to make you so
driven uh?

Speaker 3 (11:31):
it was my grandfather , yeah, so you know, like my
grandfather um probably got thatfrom his grandfather, his dad.
So you know, immigrant, youknow coming over, you know
trying to make it happen in theus, you know, and they ran a
very successful uh restaurant inin downtown portland which was

(11:52):
not a fancy restaurant.
The success of it was basicallythe connection to the community
.
So they were down in theindustrial area of portland and
had made really strongconnections with the telephone
company and esco and a lot ofthose people just would, you
know, have basically breakfast,lunch and dinner there.
And so that was his success andhe taught me just hard work

(12:14):
where you know it was.
You know, I remember, likehere's an example I remember
wanting to go to Kevin Duckworthcamp.
So Kevin Duckworth was kind ofa big, big deal in Portland at
the time, portland trailblazerand I was, you know, like Jerome
Kruse was going to be there andTerry Porter and I was like it
was like in seventh grade.
He said, well, yeah, I'll, I'lltotally do it.
All you have to do is, you know, work on the different

(12:48):
properties for them.
I remember clearing outblackberry bushes at one of the
properties and one of thetenants came out and she was
like are you old enough to bedoing that?
And I was like I don't reallyknow, I'm just trying to get
money for Kevin Darkwood camp.
So I'm just trying to get moneyfor Kevin Darkwood camp, so I'm

(13:08):
good.
And she was like, well, I don'tthink you're old enough to be
doing this.
And who hired you?
I'm like well, john Gaga hiredme.
He's your landlord and I'm sureit's fine.
And she's like, oh, okay, andshe was quiet.
But it's just like you know, Iprobably would, maybe if I was
bloody, I don't know, from theback, break pushes or something.
But that's just, that was themindset.

(13:30):
You just jumped in and just youjust got it done, yeah, so
that's just yeah.
That's what I remember and he'salways.
You know, that was always myinspiration from him.

Speaker 2 (13:42):
When did he pass?

Speaker 3 (13:42):
away Byron 2006.
Ok from him.
When did he?

Speaker 2 (13:43):
pass away Byron 2006.
Okay, you know, what'sinteresting is so many there's.
There's two common themes thatI see on the that I didn't
expect in doing the show here is.
One is and you don't qualify inthis one, but a lot of there's
a lot of very successful peoplefrom small towns.
But then there's also a lot ofvery successful people who have
grandmas and grandfathers whoare their role models, who

(14:04):
inspired them, and I see that alot.
I didn't expect the small townthing and I didn't expect the
grandparents to be such aninspiration for so many
successful people.
There's obviously a tie there.
I mean, there's something to dowith having that.
I think small town is that kindof communion, that community
that you have, jumping in,helping others.
And then I think having agrandfather or grandmother who's
an inspiration is more of athere's a there's that legacy

(14:26):
aspect.
You know they're really tryingto, they're trying to push
things on you and teach youthings, because they kind of
realize, you know, eventuallytheir time is running out and
they want to keep that, thatgene of driven and being, you
know, of drive and disciplineand hard work, going in their
family lineage.

Speaker 3 (14:43):
So well, that's totally true.
I remember my grandfathersaying you know we have a brand,
so don't mess it up.

Speaker 2 (14:53):
Oh, I like that.
I've got to write this down,all right, so just give me a
time frame.
I don't care if it's the lastyear or two, but in the recent
past, what?

Speaker 3 (15:07):
is one of the greatest learnings you've gotten
Recent past.
Greatest learnings, I mean goshone of the.
I'm reading a book right now.
I think I mentioned this to youbefore.
It's called a noticer and it'smore of a reminder than, I guess
, a new learning, but it's aboutperspective and just knowing

(15:29):
that your perspective is yourperspective, but it's not the
only perspective and going intocommunication or just any type
of event and having theperspective that I have a
perspective right now.
I'm aware of my perspectives.
However, there's multiplepeople in the room that probably
have a different perspectivethan me.
I'm just seeking to make surethat you understand what that

(15:52):
perspective is.

Speaker 2 (15:54):
And that's by um.
Who is that?
Andy Andrews.

Speaker 3 (15:59):
Uh, andy Andrews, yeah.

Speaker 2 (16:00):
Do you know you re?
You referred me to him orrecommended his book.
I think it was the Traveler'sGift.
Oh yeah, probably 10 years agoor 15 years ago.

Speaker 3 (16:09):
Yeah, that's a good book too.

Speaker 2 (16:10):
That's a great book.
I think Aubrey might have Did.
Aubrey read that too.

Speaker 3 (16:14):
Aubrey read that too.
So, she might have referred itto you, because I know you did
some coaching with her too, soit might have been oh, at that I
did, didn't I?

Speaker 2 (16:25):
yeah, one of you guys did so.
Well, so when you're looking atthat, looking at your
perspective and understandinglife is all about perspective.
And you know, remember the umhyrum smith, the guy who started
the franklin planner company,when he talked about the belief
windows we all carry in front ofus I don't remember that, but
I'm uh, I mean, it makes sense,yeah yeah, that we have that
plate glass window he describedit as and we don't really see

(16:46):
life as life truly is.
We see it through the lens ofour belief window and that's
things always in front of us atall times.
We see through it and we havethese belief and expectations
and wisdom and experiences andprejudices and and values and
principles written on that.
So we kind of filter thingsthrough that and that's why two
people can look at the exactsame things and come up with a

(17:07):
completely different perspective, and I think that that'd be a
really good book.
I think I'm going to order thatbook because I think,
especially in today's society,it's when there's so much
divisiveness and or at least, ohyeah, I don't know if there's
more divisiveness than thereever has has been, but
definitely it's exposed morebecause we have a lot of fringe
people and we have thiscorporate media that likes to

(17:28):
keep people separated.
So we definitely do see more ofit, we notice more of it, but
it's really good to understandother people's perspective,
probably more so now than anytime in my lifetime anyway.

Speaker 3 (17:38):
Well, and it's just walking into a situation and
being self-aware.
So you know, you think aboutsuccessful people and you know
one of the things that you knowI got taught by you and other
leaders was just you know, goinginto a situation and just you
know, pausing and making surethat you take reference of
what's actually there.

(17:59):
And you know, don't go in withyour agenda and I even teach
that to leaders a lot todaywhere they're like I have this
great agenda for this meeting orthis great agenda to bring up
with the staff person and I'mlike I want to go in with an
agenda.
Oh no, this is, this is perfect.
I'm like I don't know if that'sgoing to be perfect and I might

(18:20):
want to just go in and seek tounderstand you might want to
just go in and seek tounderstand.

Speaker 2 (18:28):
Do you remember when, when I was out in Portland oh,
my goodness, I would maybe 15years ago I wasn't even working
with you at the time?
I think it was Portland, Idon't I maybe it was.
It must've been Portland.
I was doing something for workout there for a while and you
and Aubrey had me over fordinner and we played Apples to.

Speaker 3 (18:46):
Apples yeah, that was in Seattle.

Speaker 2 (18:48):
That was Seattle, okay.

Speaker 3 (18:49):
Yeah, I think you were doing something for Neil
Taylor.

Speaker 2 (18:51):
Okay, maybe so.
Yeah, but that's when youinterviewed me.
I was there, we were havingsome drinks and we played Apples
to Apples and had dinner, andthen you were like, dude, have
you ever watched this band ofbrothers?
I'm like I don't know whatyou're talking about you're like
, we're like, we're like fouryeah, you guys are like three or
four episodes into it and yousaid let's watch.

(19:12):
It was on hbo, I think, and wesat and watched that episode.
I'm like let's go throughanother one.
And I fell in love with that.
That's my favorite to this day.
That.
That is my favorite all timemovie, film, show, whatever.
It's a miniseries, obviously.
But I remember I was flyingback and I remember getting to

(19:33):
the airport.
I think I flew into Denver onthe way home.
I could be wrong, but anyway,at the airport I bought the book
and read it by Stephen Ambroseand that's still.
I watch that series at leastonce every year.
So anybody out there who wantsto just watch it fantastic World
War II movie.
It's about 20, 25 years old, soit's not like a black and white

(19:55):
probably the most realistic warmovie of all time and just
learn leadership and lifelessons Go, buy or go to I think
it's on Netflix or Amazon Primenow.

Speaker 3 (20:07):
I think it's yeah, I think it is.
And so, yeah, it was.
Yeah, who was it?
Tom Hanks?
And uh, yeah, they did savingprivate Ryan.
And then they found out aboutthis airborne group.
They got scattered in the windbehind any lines and, like so
many of them survived andthey're like what the heck?

(20:29):
And it's like this easy company.
And uh, they found out it wasit was.
It was the leader.
The guy gets promoted and theyknew they had a short window
where they could interview thesegentlemen and then play that
next clip about what hadhappened, because it's based off

(20:51):
of true story.
There's probably fictionalcomponents to it, but it is
really, really truly aboutleadership and it's about you
know that, my, you know, I justlove watching gosh.
I can't remember what his name?
Captain Winters.

Speaker 2 (21:07):
Yeah, he would give a major Dick Winters.
Yeah, yeah.

Speaker 3 (21:10):
He starts out with 10 , he becomes captain, becomes
major all through the conflictand you just see why, and like
even his, you know people, whoyou know he led, said we don't
know how he survived because healways led from the front yeah,
and he went on to have a storiedcareer in the korean war as
well, and I think he did.

Speaker 2 (21:30):
He died not that many years ago yeah, I think so.

Speaker 3 (21:34):
So that was yeah, it think so.
It's a great series and I dobelieve it's on Netflix or Prime
or something like that.
I'm sure you can find it forfree somewhere, because it is 20
plus years old at this point.

Speaker 2 (21:47):
And the soundtrack's amazing to that movie it's
haunting.
Oh okay.
Have you seen the Pacific, aswell as the other one, the
newest one?

Speaker 3 (21:58):
You know I watched a few episodes of the Pacific.
I just never really got into it.

Speaker 2 (22:01):
I've watched it twice .
I just never connected with it,and the newest one is about the
Air Force, or I guess it wasArmy, air Corps or whatever they
had.
It's good, it's good, butnothing's been the same.
And it's good it's, but they'vejust they've nothing's been.
This and it's the same.
It's a hankson spielberg forboth of those two.
It just didn't make the sameconnection as band of brothers

(22:22):
did they?
They tried too hard to mimic it, but it was.

Speaker 3 (22:25):
That was so perfect I don't think they could ever
they everything from there wasgoing to fall flat, or at least
well, I think I think theinterviews, uh, of the, the real
, you know, the guys that wereactually there, you know captain
winners and the lieutenants andall of these guys actually
interviewing them and thenshowing, you know, baston and
then showing that scene, andit's just like you know, and

(22:47):
hearing them talk about it,hearing them weep and you know,
and uh, just the emotionalconnection to that, I think, was
what makes that reallyinteresting.
But also just the leadership.
You know it's like the oneleader, uh, you know, always is
missing and you know, like meand my son used to joke, oh, I
gotta go make a call because youknow he would just leave the
front lines, go to the back andmake a call.

(23:09):
Like who the hell are youcalling?
Like we're surrounded NormanDyke.

Speaker 2 (23:16):
It was Norman Dyke yeah.

Speaker 3 (23:18):
Yeah, yeah, which is not a real character I found out
later.
They comprise like a Severaldifferent leaders that are like
that and cause they didn't wantto wreck somebody.

Speaker 2 (23:29):
I just watched an article or a YouTube special on
Sobel.
Remember Captain Sobel?
Yeah, played by David Schwimmerfrom Friends.
That he was a lot like that.
But yet they reallyover-dramatized the negative
side of him as well, because alot of those guys to this day
say, other than major winners,sobel was the reason why we

(23:51):
survived the war, because he wasso hard on us during training.
Yeah, but they had to have avillain, so they had to
villainize him a little more.

Speaker 3 (23:58):
So yeah, yeah, byron, this is one of the sirs.
Yeah, it's a great one what.

Speaker 2 (24:04):
This is a um question .
I ask everyone that's.
It's kind of a good heartquestion, I guess is what would
you say is one of the mostdifficult things you've ever
gone through in your life?
And then, how did you, how didyou break through that and scale
the wall of that challenge?

Speaker 3 (24:21):
um, hardest thing that I went through is like so
many hard things.
Um, yeah, I don't know if Ihave a specific thing that I
could point out as the hardestthing.

(24:42):
There's been a lot of hardthings.
Give me one.
Yeah, your first year startingwith American Express, it was
such a hard year.
Who would do that now?
Who would start at a company,get paid minimum wage?

Speaker 2 (25:02):
$19,000 a year is my salary.

Speaker 3 (25:04):
Yeah, and get access fully.
So if you did better than that,you'd get paid.
But you were paying expensesthe whole time.
So you had your bars program.
All that stuff was beingexpensed to you and your leads
and everything.
Then you just had to, you know,call these car leads which were
, you know, people who had beenmail solicited and had requested

(25:25):
further information, and just,you know, getting getting that
all down and having the you knowstrength to get up every day to
do that, you know.
And to you know, have a checkafter two weeks it was $150 and
be like, okay, I really need to,I really need to make this
happen, I need to get more.
You know, initial meetings inand and, uh, you know how many

(25:49):
people would do that.
Well, I, you know I don't thinkmany people would do it at all
now, even if there wasn't a donot call list.
I think that that you know it's.
You know there's a level of umcommitment that you have to make
, like there's a motivation.
I was definitely motivated tohelp people.

(26:10):
I was motivated to, you know,make money.
I was.
All of those motivationsoccurred.
But to get up every morning,show up at eight o'clock, stay
till eight o'clock.
That's just required immenseamount of discipline.
Um, you know, and I just youknow, year and a half later
you're kind of through the stormof it, right, and then you're,
you start to say, okay, now Ican start to see that this is

(26:30):
building.
But at first you just you're,just you know, like you're going
week to week yeah.

Speaker 2 (26:38):
Well, it's one of those things where I think it's
in life I've talked about thisand, as you know, this idea, but
the concept that cows run awayfrom storms and buffalo run
toward the storm I think whenyou do something difficult like
that, like you did it, I did itWell, it was IDS financial
services back when I started,but that, taking that first year

(26:58):
, and, like you said, you'rethere at seven or eight and
you're there till seven or eightevery night, and it's not like
when you're at work you're doinga lot of fun things, you are on
the phone, cold calling ordialing these leads on a
consistent basis.
I think when you start your lifeoff by running toward the storm
like that, it's a much betterlife than those people who start
off and run away from the stormand avoid those difficult

(27:18):
things and I think there's a lotof in the financial industry
now.
I think there's a bit of a gapor there's something missing
where there's not for the newpeople coming in, there's not
that acid test like there wasthen.
There's not that almost aself-hazing routine where you
have to put yourself through.
You know it's like hell week,but it's like hell year, uh, for

(27:43):
12 to 18 months and you youknow.
But when you do that, when yourun toward the storm and go
through that hell like that man,does it change your life?
Eh, I mean, can you imagine ifyou hadn't done that?

Speaker 3 (27:49):
Uh, I can't imagine if I hadn't done it, but I can't
imagine doing that again either.

Speaker 2 (27:53):
No, I can't imagine I would never do that again.

Speaker 3 (27:56):
You know it's, it's like, uh, I probably see, we'll
say the same thing, like, yeah,I'm glad I went through SEAL
training, but I'm never doingthat again.
Not that this is SEAL training,but it's definitely one of
those things where it'semotionally trying, it's
physically trying, um, it's uh,you know, you face so much
rejection, like I think that'slike one of the things that you

(28:18):
just, you know, like people cansay whatever they want to me and
I just don't, it doesn't,doesn't faze me, you know, I
just doesn't.
I mean, I remember peopletelling me you know this isn't
right.
You know I don't want to dothis.
I don't know why you're callingme all this stuff and getting
like all you know, angry.
And I was like.
I was like whoa, whoa, whoa,brian, you've got a pretty good

(28:39):
understanding of what I do,though, right.
And they said well, yeah, yeah,I know exactly what you do.
Oh, great, great.
So you know, I'm just trying tohelp people get in a better
financial position, correct?
Yeah, yeah, we totally get that.
Okay, great, yeah, we totallyget that Great.
So who should I be having thisconversation?
And I just paid $7.50 for thatlead.

(29:00):
I was getting another lead.
That was my only goal.
Can I get another lead?
Get a name and number, callthem up and say hey, brian told
me that I should give you a callIf you're looking at your
finances, I wanted to see what Icould do now.

Speaker 2 (29:18):
I don't think I ever used that technique.
I forgot those leaves were$7.50 a piece and then they went
to $10 like inflation.
Back then I was out of the gameby then?

Speaker 3 (29:26):
Yeah, and then you know, Mossel would recycle them
and charge us $1.50 for them,that guy.

Speaker 2 (29:33):
He started selling placemats when he was about 17
years old.
Didn't he Remember that?
Yes, so, folks, we're talkingabout Frank Moss again and go
back to one of the previousepisodes he tells the story of
he started off his career whenhe was young, selling customized
or advertising placemats thatyou see in some diners and

(29:54):
things like that.
Anyway, yeah, he was a good guyto teach you how to manage
money and how to make money.

Speaker 3 (30:02):
Yeah, yeah, no, he's a pen pincher for sure.

Speaker 2 (30:05):
One of the most effective leaders.
I've ever had the chance toopportunity to work alongside,
so I was glad to work with himtoo.
Yeah, yeah, I mean, when youthink about that, look at the
connections that you know overthe years 28 years of knowing
each other.
I think about how manyconnections we have that are
like from people who are nolonger with the company people

(30:27):
who went off and started theirown companies to people who are
currently with the company orretired or doing coaching or
whatever.
I think when you go through amutual challenge, like we did
back in the day at AmericanExpress or IDS, even if you
weren't alongside that person,even if you were a year or two
or five years before them orafter them, you share a bond

(30:48):
because you understand, you canrelate to what that first year
was really like for everybodywho went through it.
I don't care, nobody gotthrough that first year without
a lot of scars, a lot of thickskin and some bruised knuckles
yeah, and and that's otherthings.

Speaker 3 (31:02):
You just you saw a lot of people leave too, like
that was like one of the hardestthings with you they ring the
bell.
Yep, and got out, yeah yeah,you just see them with their box

(31:30):
and walking out, you're likecan I have your leads?

Speaker 2 (31:31):
my office?
I think at the time, after thefirst four to six months, I was
number 29.
I was ranked number.
I was the bottom of the bottomand I remember thinking, okay,
how many weeks do you have towork to draw unemployment?
And this is my first job ever.
I've never quit a job, I'venever been fired, even to this
day.
Oh, I guess I quit AmericanExpress to start this.

(31:51):
But I remember thinking I askedmy brother, he goes, you don't
get unemployment.
If you quit, they have to fireyou.
I'm like, oh shit.
So I remember literally likewithin that timeframe I had read
something by Dwayne Dyer in oneof his books, erroneous Zones
or something like that, and hesaid a common quote that I've

(32:12):
heard a thousand times it'snever lonely along the extra
mile, or something like that.
And one of the things I didn'tlike Byron, was that I was 29
out of 29 advisors, so everybodywas focused on me, the managers
.
They wanted to sit myappointments, they wanted to do
extra role play with me, and sothey kind of really, and I hated
that.
I'm not a guy who likes thatextra.

(32:32):
Like, leave me alone is mything, but leaving me alone
didn't work.
So they did the right thing.
But I didn't feel comfortablewith that smothering and I
remember shaving one day andthat quote came to my head and I
thought, all right, so if Idon't want this attention, I
want to be left alone, then Ineed to be.
I need to go further thananybody else.

(32:52):
I need to pick up my game andstudy this.
I got to study this career asif it's a science and so I
started reading books on salesand leadership and personal
development and marketing and Ijust started.
I jumped into it headfirst andthat's really what you know
saved my career and got me totoday.
But I was almost that guy withthe box walking out the office,

(33:15):
probably more than once.

Speaker 3 (33:17):
Yeah, you know it's interesting, I never doubted
myself.
I doubted myself when I gotinto leadership.
That definitely happened.
But as far as a practitioner, Iwas like I was born for this.
Yeah, some people are Nottrying to be like egotistical or
anything like that.

(33:37):
I just knew inside my soul thatthis is what I was supposed to
be doing.
Yeah, part of it is you've gotto figure out what your calling
card is and I love that exerciseand I remember going through it
and my calling card got pulledand it was empowering others to
do great things and I've justalways hung my hat on that Like,
okay, every day I got to get up.

(33:57):
My job today is to empowerothers to do great things.
So if I'm communicating withAubrey, what am I doing to
empower her to do great thingstoday?
If I have a conversation withone of the kids, what am I doing
to empower them to do greatthings today?
Running across staff, differentpeople, every interaction, just
having that as your filter.
You know you talked aboutlenses and so just putting that
on as a lens and that that'sreally helped me a lot.

Speaker 2 (34:21):
You know, that's such a simple I'm going to call it a
model, for lack of a betterword to live by and I've talked
to.
I was talking to a couple ofclients already this morning on,
for the one was for theirbusiness and one was for their
life.
I said we all aspire forsomething.
I mean, I believe this and thisis basically from Marshall
Goldsmith, who I think is thegoat of my industry, you know he

(34:47):
talks about.
You have to aspire to be acertain person.
Then you have ambition toaccomplish certain goals, then
you act on the whatever you needto your lead measurable
activities that you do daily toaccomplish the things you have
an ambition for and to becomethe person you aspire to become.
And I think to have any ofthose, you have to have some
type of a like you have, youknow, empowering others to do

(35:08):
great things.
Today, you know, mine isinspire the world to strive,
love and live.
And when you have that as abase point and as a lens or a
framework from which to watchand to observe life and to
impact life, when you makedecisions based on that, life
just turns out better, becausewe walk through life.

(35:28):
I think, anyway, most people do.
It's kind of like they're oncruise control and they're
seeing life through their lens,but they can't really.
A lot of people don't reallytake the time to not judge but
to evaluate what they're seeingand why they're seeing and what
they're doing and why they'redoing what they're doing.

(35:50):
And I think when you have sometype of framework like that.
That's kind of what I do.
Everything I do is predicatedon empowering others to do great
things today.
Dude, when you do that and keepit that simple, it's kind of
hard.
It's pretty fail-proof.

Speaker 3 (36:05):
Well, it does two things.
It creates self-awareness,which we know is a paramount
principle to being successful.
You know whatever you're doing,you have to be self-aware.
But then two's, a groundingpoint, right, so, as things get
thrown at you and you knowdistractions, so to speak, or
just you know whatever you wantto call it, communication,

(36:27):
things like that, if you'regrounded and you have that root
system already in there, you'rejust not going to get ripped out
of your soil and you get tossedaround.
So you're going to, you'regoing to have that.
You know principles.
You know your principles,values and beliefs are solid,
and so you're, you're inalignment, you're facing that
true North, and so you're, youare, you know, trying to act as
your ideal self.

Speaker 2 (36:48):
I like that.
I like that.
That's at 35 minutes into theshow.
I think I'm going to pull thatone out and study that one a
little bit more.
When you look at right now yourlife, where you're at, I don't
even know how old you areanymore.
Byron, you weren't that muchyounger than I was.

(37:10):
I was only 30 years old when Iwas in the room.

Speaker 3 (37:14):
I don't know.
You must be 50?
I'm 51 right now.
I'll be 52 in December.
My years are always weirdbecause I think, oh, I'm 52.
No, no, no, no, no, no, you'renot 52 until the very end of the
year.

Speaker 2 (37:27):
You know, a good thing to do is I do this six
months.
But right now I turn 58 inMarch.
Sometime in the late summer,probably more early fall, I
start calling myself 59 already.
That way when my birthday hitsI'm like I've been 59 for six
months.
It works really well.
But age isn't really.
I don't really think about agein that concept.

(37:47):
So, like right now, you look atyour life right now, at 51, 52
years old, what do you considerto be a win for you?
What do you when this happens,or you do this or you observe
somebody else doing it?

Speaker 3 (38:03):
what is something you can say, hey, that's a win.
So, like right now, I'm incharge of coaching and
developing our newer advisorsand so when they message me back
through Teams and say, hey,that prep that we did for that
meeting was awesome, and explainit to the client just the way
that you'd walk me through it wedid for that meeting was
awesome, explained it to theclient just the way that you
walked me through it, I totallythought it was awesome.
Now I'm moving forward with therecommendations or doing

(38:25):
planning or whatever.
That always fills my bucket.
It feels good.
It's even greater with yourkids If Brielle or Gavin says,
says that it's just like, liketenfold more.
You know, aubrey's the sameRight, so you know it.

(38:46):
It just you know that's what's.
That's what I mean, that'swhat's empowering others to do
great things.
I mean that just yeah, yeah,that's what it is.

Speaker 2 (38:58):
Well, when you see the light bulb go off in someone
and you had a part of thatlight bulb, there's, there's,
there's something magical aboutthat, there's something
transformational and I'm sureyou, the people, the clients
you've worked with, the peopleyou've coached and trained over
the years you're, you know yourkids and obviously Asher um, you
probably learn as much fromthem as they learn from you,

(39:18):
because if you're observant andyou have that self-awareness and
you watch the people you'redeveloping and helping develop
and helping to grow, you almostpick up more than they do
sometimes.

Speaker 3 (39:30):
Well, that's one of the tricks you taught me.
I call it a trick, but youtaught me.
You know, if you want to reallyconnect with somebody, have
them teach you something.
Yeah, have them teach you aboutsomething.
So I've done that with Asher.
So I've now become proficientat this game called Fortnite.
And I don't do it because I'm,you know, like wow, I really
need to play Fortnite, but Ijust wanted to be the best

(39:51):
teammate I could be for Asherand so that he would want to
play with me, that it could befor Asher and so that he would
want to play with me.
And it's interesting because,you know, I played video games,
obviously growing up, but I'm inthe Gen X generation, like
where video games gottransformed to the point where
we're, like, you know, totallydifferent but, you know, still
the same.
And so, first, shooter gamesaren't new to me.

(40:13):
But still, having him teach meeverything and explain to me how
this is working, or dodifferent things, I can feel
that connection happening withhim.
And it's also, you know, he'sdistant from me.
He's, you know, five hours away, so he's over on the west side
of the state and I'm on the eastside of the state.
So it's also a connection pointwhere now, because of the
technology you know, I can login on the Xbox, he logs in and

(40:35):
we're able to actually talk toeach other.
And so you have this time whereyou're actually, you know you
can't see him, but you can seehim in the game, but you still
have that connection and youknow that's.
You know, part of what I try todo with him is just really make
sure that I have a reallystrong relationship, because at

(40:55):
some point you know you, youknow this, being a grandparent
now that you're going to have todeliver a tough message and if
you don't have that relationshipbucket, you don't have that
connection, you don't have allthat stuff.
Then it's just, it's just notgoing to work, it's not going to
go over.
Well, right, you're not goingto be able to do anything.

Speaker 2 (41:10):
Right, that's.
I didn't know you could playvideo games like that.
So you see his avatar, but youhear his voice, correct.

Speaker 3 (41:20):
Yeah.

Speaker 2 (41:21):
Yeah Well, jack, my oldest grandson's only four.
He'll be four in two months, sohe's not quite playing Fortnite
yet.
But I remember Dawson playedFortnite.
Maybe he still does, I don'tknow.
Yeah, probably.

Speaker 3 (41:31):
I mean it's been around for a bit.
It's been around forever.
Yeah, it's been around for abit.
Yeah, I mean originally when wehad downloaded the game, I
believe gavin was playing it.
So uh, yeah, we've had it onour system for a while.
I just, you know, just startedrecently, maybe the last year or
two, because he got into it andmade that connection.
Even I was like gosh, I want tolearn how to play, but I just
hate it because I'm just notvery good at it.

(41:54):
So she but she knows she cansee that connection where he'll
text his mom and say, hey, asherwants you to get on and play
with him if you have time.
I was like, oh, of course Iwill.

Speaker 2 (42:05):
That's a modern day of connection.
Right there, I mean without theability to connect on a daily
basis face-to-face.
That's a really good secondarychoice.

Speaker 3 (42:15):
And that is probably like one of the biggest failures
I see with a lot of leaders isthey fail to make connections
but still want to lead people.
That's what I did when I firststarted 1998.
Just driving the numbers andtrying to drive people to do
stuff, but didn't have aconnection with them.
How well did that work?

(42:44):
Well, it turned out okay.
Well, I mean, it didn't until Igot taught to make the
connection, you know.
And so we talked about I thinkI've talked about this before
with you but that concept of youknow, relationship tension
versus task tension.
And you know, so many leadersjust want to increase tax
tension to get people to takeaction and to, you know, move
forward with whatever the agendais that they want to move
forward with, it'd be, you know,more appointments or more sales

(43:04):
or whatever, but they don'thave a relationship.
So there's this relationshiptension that exists.
It's like they're the leaderand I'm the, you know follower
or you know subordinate orwhatever you want to call it.
And until you break that down,until you break down that
relationship tension, make thatconnection, whether it be having
them teach you about somethingor just getting to know them
better or doing somethingoutside of work, you're just not

(43:25):
going to have the ability toreally influence their behavior
because you just simply do nothave that relationship
connection, and so that tensionis going to exist, and that
tension exists, that person'snot always going to be truthful
with you and honest about thethings that they're struggling
with.

Speaker 2 (43:40):
Well, do you think that's?
Has that changed over time?
I mean, I know, back when, likeyou and I were in our careers,
we were there was a differentstyle of leadership that no
longer works anymore.

Speaker 3 (43:50):
Yeah, I don't think it's changed though, because
even then, you know, even beinga hard you know hard ass, it
didn't work as well as when Istarted to create, you know,
relationships.
I mean, I remember taking overthe Seattle office and you know,
basically being told that I wastaking over Beirut, and I was

(44:14):
like, okay, that's a neatanalogy.
And going in there and theadvisors were all isolated, they
were all kind of just doingtheir own thing.
There's 30 plus advisors at thesite.
And I remember doing Mondaymorning meeting and people
asking me is it required for usto go to the Monday morning
meeting?
I said it is not required foryou to do anything.

(44:34):
And they're like what?
No, we're not doing that.
That didn't work before, so whatwe're going to do instead is
I'm going to provide value.
If you don't think I'mproviding value, then don't
attend the meeting.
And so, like the first meetingI did, I think I had probably
four advisors.
The next week, 12 advisors.
The next week, 20 advisors.

(44:56):
The next week I had everyoneand within four weeks, I had
everyone showing up to theirone-to-ones.
I remember you telling me thistoo, Like if someone doesn't
show up to your one-to-ones,it's because they don't find
value in the meeting.

Speaker 2 (45:10):
Who is?
Where was that office?

Speaker 3 (45:14):
Uh, it started out in the PI building and then we
moved to Stewart street so and Iwas only there for a year and a
half, but it basically went, uh, from, you know, one of the
worst offices in the company tothe top office in the company.
You know Rethke was my, my, myright hand and company.
You know rathke was my, my, myright hand, and you know, just,
super good guy, love that guy.
Oh, you too.
Uh, yeah, he was, you know,super instrumental in all that

(45:37):
too.
So I don't take credit for allof it, but it was part of it is
just culture.
I remember, you know, learningvery early on that when you can
change the culture and theculture goes from authoritarian
to relationship-based andvalue-based, you just you can't

(45:58):
be angry about it.
And no one was required to bethere, no one was required to
show up, no one was.
I just took away all therequirements.
Now it's all about your.
You're making that choice, soyou can't blame me anymore, and
that just completely changed theculture and it was just really
great.
All of those I mean a lot ofthose advisors are super

(46:18):
successful now.
So that's one of the thingsthat I'm very proud of what
happened with that office.

Speaker 2 (46:25):
Was Dave Dick in that group?

Speaker 3 (46:27):
No that was the Vancouver office when I met Dave
.
Oh, okay, yeah, Justin Samples,Dave Dick and Eric Griff were
my leaders.
They're all fantastic guys.

Speaker 2 (46:36):
Oh, they're great guys.
Yeah, I forgot.
Yeah, justin was part of thatgroup.
I remember when I first.
It must have been in Vancouverthen, because I met Dave and I
think I met Justin.
I think you brought me in to dosome work.
It must have been Vancouver,because I remember the day I met
Justin and Dave Well, davepicked me up from the airport.

Speaker 3 (46:55):
Yeah yeah, that makes sense.

Speaker 2 (46:56):
I would always send him to do stuff like that he did
, and he brought his wife andthree daughters with him and
they took me to lunch before Ieven met, before I even came to
the office.

Speaker 3 (47:04):
Yeah, he's super good dude, justin's super good dude
too.

Speaker 2 (47:08):
Yeah, justin, dave's been on the show twice and
Justin's been on the show, did agreat job.
Yeah, justin's an awesome guy.
So I was talking to Dave thismorning and he mentioned
something you taught him.
He called it puppy love.

Speaker 3 (47:44):
Can you explain that a little bit to the member out
there listening?
Well, where it came from wasmore of the work on personal
power versus relationship power.
You're more focused in onrewarding people for doing the
right thing.
So with a position power, youknow, if we think about somebody

(48:07):
like Captain Winters, he wasthe captain, right, so he had
that position.
So in you know, in the army,that position carries a lot of
weight, right.
So if I tell any subordinate todo a task or to, you know, to
do an order and they fail to doit, they could be
court-martialed.
So it's.

(48:28):
You know it's probably moresevere position power kind of
extreme versus somebody who's amanager or a leader in an
organization.
But still people use positionpower all the time and that
doesn't work.
The reason Captain Winters wassuch a good leader, I believe,
was that he used personal power,so he created a connection, and
so what I talked about a verysimple example was when I was

(48:51):
training my dog, henry andteaching him to first go to the
bathroom.
I was working with a dogtrainer and she taught me to
reward him and find him doingthings right, versus trying to
find him doing things wrong, andso it's really hard to find
people doing the right things.
You've got to work at it.
It's not an easy thing to do.
So take him outside, put him onthe grass.

(49:12):
You got to work at it.
It's not an easy thing to do.
So, you know, take him outside,put him on the grass, say, you
know, henry, go potty, henry gopotty.
And so finally he goes potty.
Boom, he gets peanut butter.
And he's a black lab so heenjoyed the peanut butter.
You know, next day or maybelater that day do it again.
A little bit of time he figuresit out peanut butter again.

(49:33):
Eventually it's like go outsidepotty that guy.
He's peeing on command, gettingthe peanut butter.
He's so good that at one pointhe was faking going to the
bathroom.
The dog trainer said reward itanyways, but give him that
peanut butter because he's doingwhat you want.
You do not want him obviouslygoing to the bathroom in the
house.
He never went to the bathroomin the house, only dog.

(49:54):
I've never had that issue.
It was so rapid how quickly helearned.
What I realized and this is atraining I gave Dave and
everybody is that if you'regoing to teach people to do the
right things, you have to findthem doing the right things.
When you find them doing thewrong things, it doesn't help

(50:17):
them figure out what the rightthing is.
They just feel, you know, youknow shame.
They might feel, you know, letdown, but it doesn't build uh,
doesn't build their self-esteem.
And if you think about what doyou need to do to get somebody
to take risk?
You have to have a highself-esteem.
And so if I find somebody justconsistently rewarding them for

(50:41):
good behavior, even little stuff, then that starts to build
their self-esteem.
Maybe I'm the only personthat's doing it, but praising
them in public and giving themlittle cards saying saying, hey,
great job this week, you know,but you know, pointing those
things out on a consistent basislets them know that they're
doing the right things and thenthat builds that self-esteem.
Somebody with high self-esteemwill take way more risk, way

(51:05):
more risk than somebody with lowself-esteem.
And if you think about, whatyou want from your team or from
people that you're working with,is you want them to think
outside the box, you want themto come up with new ideas, you
want them to challenge thethinking, and you want them to
do that so that they're takingsome risks.
Because if they don't do that,they won't be successful for you

(51:25):
, and so I think that's whatDave's talking about.
When I met him, he had amilitary background, very
successful military career, verygood leadership, that core
leadership skills, but very muchposition power, and I had to
get him to stop being a checkplayer and this is how I taught

(51:46):
him how to be more finesse wasto build those relationship
skills.
Go with the personal power.

Speaker 2 (51:51):
Well, it's definitely worked for him, that's for sure
.
He's done some amazing thingsout there.
So I want to stop for a minute.
I want to share with theaudience real quickly.
When Byron and I were just meteach other, we were working
together a little bit in thePhoenix Inn.
One of the books that we wentthrough in fact the only book we
went through was a book calledLeadership Secrets of Attila the
Hun probably the premiere, inmy opinion by Wes Roberts.

(52:13):
Dr Wes Roberts a book thattalks about.
It's really, I think I don'tknow, byron, we both have read a
lot of books on leadership.
I still consider this the Bibleof leadership for me, and when I
work with an executive or aleader in leadership capacity,
that's the first thing I havethem do is go buy this book and
I go through that with them.
I don't go through everychapter.
I spend a lot of time on theintroductions.

(52:35):
I think there's a lot of valuein there.
So before we started airingtoday, folks, byron and I were
talking and I said I'm lookingover at my bookshelf and that
book, the original book from 19,.
Well, I can tell you, byron, itwas 1998, because I have it
doctored or written in here andByron said guess what's on my
desk right now?
So the same copy.
Now my copy is, the front pageis coming off.

(52:56):
I have it taped and the insidelooks like a Swiss watch because
there's so many words anddiagrams.
But here, byron, I'm going toshare at the end of the
introduction.
This is chapter learnings fromByron Gaga, 11-9-98.
November 9-98, we sat down andI had you say what are the
learnings you got out of thisintroduction.
Here are your learnings thatyou got that first-year advisors

(53:18):
are loosely bound when theyarrive here.
They're not a tribe, yetthey're loosely bound.
Number two you need to alwayschoose your battles wisely.
That was your second learning.
Number three was Attila gainedrespect by working in the
trenches.
He was not an ivory tower orfield general.
Number four Attila stayedhumble.

(53:39):
Number five we always have tohave an eye for detail and
practice swift justice.
Number six we have to give ourpeople a clear and precise
direction.
And number seven even Attilagot discouraged at times and
that's okay.
And number eight Attila was aCzech player and a finesse
skater.
He had both courage andconsideration.

Speaker 3 (54:04):
These are literally your learnings that you told me
on 11-9-98.
Courage and consideration.

Speaker 2 (54:07):

Speaker 3 (54:08):
Gotta have the courage.
I forgot about that Courage andconsideration.
That's one I haven't used in athe courage I forgot about that

Speaker 2 (54:13):
That's one I haven't used in a while either.
I got to pull that back out,but that's funny, because every
time I do coach somebody on thisbook which is quite often every
time I recommend it.
I think of those days at thePhoenix Inn sitting in the lobby
just going through basic stuff,man, stripping it down and
building it back up again.

Speaker 3 (54:30):
Drinking some nasty coffee Drinking some nasty
coffee.

Speaker 2 (54:33):
That was one of the best hotels I was there, for I
think I lived there for six orseven months, so I was there so
often that I would rearrange thefurniture because they had it
where.
They put me in a suite that hada bedroom and then a living
room, and I liked it.
The opposite, I didn't spend alot of time in the bedroom, um,
or no, I spent more time in thebedroom, but I had a better view

(54:54):
or something.
So I had the tv and everythinglike the bed, moved out in the
living room and and had it allrearranged and they did
everything for me.
Almost every month I won umguest of the month.
Well, yeah, of course I did.
I was there every day, you know, of course, and they'd bring a
basket of, you know, likecoffees and chocolates and you
know, stuff like that to me.
But this is my favorite questionto ask Byron, and that is I

(55:18):
call it the time machinequestion.
If I were to fly out right nowto Washington and you and I were
to jump into my time machineand we can go back to any time
in your future or, I'm sorry, inyour past, and you're going to
sit down and you're going totalk to that younger version of
Byron Gagin.
I'm just going to sit back andobserve and take notes.

Speaker 3 (55:45):
What advice would you give yourself or what words of
wisdom would you share with?
Concept that I didn't learnuntil later in leadership was
that you can't coach desire.
So there's some people thatjust don't have the desire.
You can motivate them forperiods of time, but you can't.

(56:08):
They're not interested.
An example that I think of isI'll call it Gavin.
He'll probably end up watchingthe podcast or listening to the
podcast later, but there wasthis time where he was into
basketball and he was a goodplayer, good shot, had all those

(56:34):
things, but I could tell thathe just didn't quite have the
desire and I would talk to himabout this quite a bit.
I'd be like you know, when Iplayed in high school and
whatnot, I, you know I wouldshoot nine.
Like I would just go outside, Iwould shoot in the rain, and
you know to the point where mydad would try to get me to stop
shooting.
So he'd pull the car out of thedriveway and kind of block the

(56:54):
part of the you know area whereI could shoot.
I'd shoot anyways, I just wouldmake sure I didn't miss, or I
would hustle and, you know, tipthe ball over the car.
So I didn't hit his car, but Istill was out there.
That's just where it was.
And then he goes well, I havethat, I go.

(57:17):
Well, I need you to start topractice on your.
Show me that you have thatdesire.
And so he buys his basketballprogram.
I can't remember what it costs,we'll just say it was like a
hundred bucks and he's like I'mgoing to go do this program, I'm
going to show you that, but Ineed you to, I need you to give
me $100 to pay for this program.
And I was like I'm not going todo that.
I go, but what I will do is ifyou go out there for the next

(57:38):
two weeks and you practice atleast six times, I'll pay you
the $100.
He goes done, fair, totallygood deal.
Two weeks go by, how many timesdo you think you went out there?
I don't know.
Zero, zero, I don't know.
Zero, zero just wasn't, didn'thave a desire.
And I told him that.
I said hey, you just don't havethe desire.

(58:00):
This is not what.
This is not what.
That's not your thing, it'sokay.
It's okay for it not to be yourthing.
It was my thing.
Just because it was my thingdoesn't mean it has to be your
thing and you know, fast forward.
You know he gets into, uh,making ties.
He wants to make these sevenfull ties and there's nothing
that I could do to stop him fromlearning about how to make
seven full ties.

(58:20):
Like, we drove him to thislittle sewing shop place with
these 60 year old grandma sothat he could learn how to do
these certain stitches and andhow to work these certain
machines, because that was asewing class that he wanted to
go to, right, you know?
And now you fast forward.
And here he is, graduated fromcentral st martin's in london,
which is one of the top, youknow, design, fashion, design

(58:43):
schools, and you know he'smaking it happen in in london
now and I never I don't have tocall up and be like, hey, are
you going to get up and get thatgoing?

Speaker 2 (58:54):
So he found his place in the circle.

Speaker 3 (58:58):
Right.
Yeah, that's my example of that, but that's one of the things
that I just wish I would havelearned earlier in my career.
I used up too much of my timeon people that just didn't
deserve it.

Speaker 2 (59:13):
Yeah, well, you know, one thing that we've always
been taught I think you havebeen as well is that you know to
accomplish a true set or askill set, you have to have
knowledge, skill and desire.
You have to have the knowledgeof what to do, the skill and how
to do it, and you have to havethe desire, the why to do it.
And you know you can teachknowledge.
You can teach knowledge, youcan teach, you can train skill,
but you cannot give someone thedesire.

(59:34):
You can inspire them a littlebit, but typically when you do
that, they're going to say, yeah, you've inspired me, but the
skill set I'm working on or thetask I'm working is not what I
have.
I want you to got me to do onethat you trained me, but not to
do this thing.
Now you inspire me to do thisthing over here, like you did
with Gavin.
I remember I don't know whatyear it was, but watching that

(59:54):
TV show, grimm, and Gavin was onthere.
I remember that I took apicture of the TV screen.
I told Dawson hey, I know thatguy.
I think I sent it to you andAubrey saying look who I just
saw on TV.

Speaker 3 (01:00:06):
Yeah, yeah.

Speaker 2 (01:00:07):
That's cool.
What's next for you?

Speaker 3 (01:00:16):
Good question.
I just I think I'm in a goodspot right now where, you know,
there's an opportunity for me touse a lot of my leadership
skills in Aubrey's business.
So she took over a reallywell-established salon in
Spokane and, you know, making alot of cultural shifts there and
things, and it's just I canfeel the energy changing already

(01:00:38):
and it's good to be.
It's fun to be a part of that.
It's also fun to be a part ofit with her right.
So it's even more rewarding todo that with her involved.
I don't know what's next for me.
I mean we talked I mean I'vetalked to you about this before.
I've talked about, like youknow, writing out a short little
book.
That's really basic and just,you know, maybe just having that

(01:00:59):
and giving that to Briella andGavin and like they're the only
ones to get copies of it andthen eventually they can give it
to, uh, asher.
But it's just kind of all theselittle tidbit leadership
learnings that I have in my headand different things I've
learned from you know Mossad, orfrom you, or from you know Ray
Kelly, or you know Ed Kelly, orjust different people that have,
you know, taken the time topour into me over the years and

(01:01:21):
kind of, maybe I'll just dosomething like that.

Speaker 2 (01:01:24):
I know I've kind of messed around with that a little
bit, but I haven't done muchwith it so you told me about
that, probably not this pasttime when we talked, but I think
a year or so ago when we talkedyeah mention that to me yeah,
it's something like that.
I think that would be good Ithink that's a great idea,
because going at it with notwith the lte expectation it'll
be published and the masses willsee it will help you to put

(01:01:44):
your heart into it and reallyspeak more truth in your true
experiences.
And I think that's when a bookcould become a really incredible
seller, when you just write itfor a select audience, in this
case your family, your lineage.
Yeah, what does Asher call you?

Speaker 3 (01:01:59):
Calls me Dita, so that's Croatian for grandpa.

Speaker 2 (01:02:02):
Dita.
How do you spell Dita?

Speaker 3 (01:02:05):
D-E-D-A.
Yeah, I like that.
Yeah, that's what I call mygrandpa too.

Speaker 2 (01:02:10):
D-E-D-A.
I like that.
Yeah, that's what I called mygrandpa too.
D-e-d-a.
Dita.
Yeah, I'm going to startcalling you, dita.
I'm going to put you on myphone as Dita.

Speaker 3 (01:02:18):
That's fine.
I think everybody should callme Dita.
I'm trying to convince Gavin tocall me Dita, but he's not
doing that.
He probably calls me Dita likehalf the time, maybe a little
bit more than that.

Speaker 2 (01:02:28):
That's a good name.
You don't look like Adida,though.

Speaker 3 (01:02:32):
Not, yet you look like a Gega.

Speaker 2 (01:02:34):
You look like a Gega.
You remind me that you act likea Gega.
That name fits you perfectly.

Speaker 3 (01:02:39):
Yeah.

Speaker 2 (01:02:39):
Kind of a little rough around the edges.

Speaker 3 (01:02:42):
Every time you say that, I think of Mossad Gega.

Speaker 2 (01:02:46):
Come over here, oh man.
So okay, this question is kindof a net question.
It catches anything that wemight not have covered.
But is there any question,byron, that I did not ask, that
you wish I would have, or isthere?

Speaker 3 (01:03:07):
any final message you want to leave out there with
that listener who could reallyuse some wisdom.
Um, I you know if I think aboutlike, just like some stuff that
we have uncovered, um, like oneof one of the big things that
we always talked about and youknow this is not like a new
saying but the concept of aequals a.
I think that's something thatis really important right now

(01:03:27):
and, you know, not lettingpeople make, uh, reality into
something that it's not, and youknow, facing reality as it is
not, as as you wish it were, Ithink that concept is something
that we need more of.
Um, I used to say let's notmake weirdness happen, let's
keep a equal to a, um, becauseyou start to drift off that path

(01:03:50):
and it has a lot of problemswith building self-esteem but
also just executing thedirection that you want to go.
I think another concept that wehaven't really talked about is
just when you're working withsomebody that you're trying to

(01:04:13):
leave and develop.
I always used to have threecomponents that I was trying to
work on with them and I wastrying to figure out which one
needed the most work, and youknow it was IQ, eq, and then I
called it basketball IQ, butit's basically your technical
skills, your technician skills.
Somebody could be really smartwith a really low emotional

(01:04:34):
intelligence, but good technicalskills, and not be successful.
And you have to, you know, beable to look at this, because a
lot of people say, well, thatguy's you know the gals that gal
is really smart, she's gotreally good technical skills.
Why is she failing?
Right, I can't figure it out.
It's most likely theiremotional competency.
And so you got to go in and youknow, figure out, okay, the
training that I really worked onwith a lot of leaders, because

(01:05:15):
a lot of leaders get promotedbecause they're really smart and
they were really good at theprevious task or the previous
whatever leadership deal thatthey were in.
They were definitely winning.
And then they got put into anew role, but that new role
required a higher level ofemotional intelligence than they

(01:05:35):
currently had, but currentlyhave.
And so you've got to work onthat piece and so and that's
true of all of us Like you know,I spent a lot of time working
on my emotional IQ, because I,you know, when people you know
react to me, you don't want toreact.
You want to stimulus, pause,response and have something
that's very articulate and verycalm, and you know, and that's

(01:06:00):
what's going to help them, youknow, become a better person,
and so you know, empoweringothers to do great things is
that piece there too, and sothat's a concept that you know.
I don't think it's talked abouta lot because I'm not sure why,
but there's lots of books aboutincreasing your technical
skills in all sorts of areas.
Even you mentioned it when youwere first starting how to be a

(01:06:22):
better salesman, how to do thisbut how many people read a book
about how to be more emotionallycompetent?

Speaker 2 (01:06:28):
Very few, half a percent maybe, if that I mean,
it took me years until danielgoldman's book emotional
intelligence came out before Ieven heard of the concept.
Right, you know, right, yeah.
So when you look back at yourcareer starting off from, like,
the days in portland oregon,lincoln center to today, which
one of those three have youdeveloped the most in yourself,

(01:06:50):
do you think?

Speaker 3 (01:06:51):
oh, it's definitely the emotional, yeah, yeah,
emotional intelligence by far.
I mean you know whether it wasgoing through.
I mean you know, literallygoing through leadership secrets
of the tiller hunt is is thatwill build that um, plus your
technical skills, you know.
But yeah, you know, uh, goldmanhad a harvard business review
article about what makes aleader and it talks about you

(01:07:14):
know the different types ofemotional intelligence and
trying to figure out which oneyou might have a gap in and how
you can develop that, and it'ssomething that's much more
developable than IQ, right, Ikind of make a joke like the IQ
is the chip in the computer, theEQ is the software that runs it

(01:07:35):
.
So really good software willalways trump a chip.
So there's that concept ofApple's chips always not being
as good as the chips that werein the Dell computers, but the
software was so good that it wasstill faster.

Speaker 2 (01:08:12):
But the software was so good that it was so faster it
was less cumbersome because itdidn't have all these little
things to allow other things toobviously connect to it.
But that always resonated withme when I saw Steve Jobs.
He's just an incredible personin that sense.
This is why he did this.
He realized that the IQ-ism isas important as the EQ.
Well, yeah, you think about howmany success or how many
incredibly intelligent peoplehave tried.
Let's go with financialservices.
I've been a financial advisorwho failed out or they never
quite reached their potential.
You know, they may havestruggled through the industry
and stayed in for 20, 30 years,but they were always.
They performed much further orlower than their true peak level
and it was because of eq.

(01:08:34):
I mean, how many there werepeople at in uh lincoln center?
There was a guy that had adegree from yale.
I remember I didn't coach him,I didn't train him, but I
remember there's a guy from yaleand harvard.
We had two of them, okay I'mlike, wow, I'm not saying that
they didn't become successful, Idon't know.
But, um, they didn't.
What's that?
I didn't want to say that, butI, I was based on what I knew

(01:08:58):
back then.
I assumed that, um, you got aguy from central michigan
university over here with abarely got through the c average
.
And I'm trying to tell thembecause I remember I didn't,
they weren't part of my team butI did work with them on a
couple things.
But, uh, at that, you know itgoes back to what you said
earlier you can't train the, youcan't train the desire, you
know, you can't train that, thatpassion, that that uh, that,

(01:09:20):
that's that.
Uh, that the drive, I guess, uh, to learn and to grow.
Um, then you get people likeyou that you're just, you know,
even though you were a bull in achina store, you were just
ready to learn and to go to thenext level.
And that's an interestingaspect when I look at the
lineage that we've had in thetime frame that you know,
obviously I was with Ameriprisefor less than five years or

(01:09:43):
American Express I'm sorry, butthat company has put out some of
the most incredible leaders Ihave ever seen in my life.
Maybe it's just because that'smy wheel well, that's my
mothership and I know a lot ofpeople but I don't even think
that's the case.
I think the training programthat was there when you were
there, when I was there, whenRethke and Dave, dick and Justin
were there and some of thoseoriginal advisors I think that

(01:10:06):
Tony Mazzelli is a good exampleof that that people who just
went off and have been doingsome amazing things, but based
on the home that we allestablished within American
Express, are now AmeripriceFinancial.
So there's something that's tobe said about that hive of that
organization, at least back then, and I think today it's a

(01:10:27):
different organization withdifferent training, but still
the same concept.
You bring some of the bestpeople out from that
organization.

Speaker 3 (01:10:33):
Yeah, I mean for sure and I remember when I started
the equation was your personalgrowth plus your income is your
total compensation.

Speaker 2 (01:10:47):
Who did that come from?
You know who that came from?
I have no idea.
Frank Mossett, was that Mossett?
That was Mossett, and thereason I know that is because he
brought that up on the podcasta couple of years ago when he
was on it, and I think that washis own deal.

Speaker 3 (01:11:00):
Yeah, that's great.

Speaker 2 (01:11:01):
I think Hans, when Hans sent Frank, when Frank and
I were kind of in a managementgroup together at American
Express, I was in Livoniarunning that office and he was
in Toledo running that officeand I think that was the sales
pitch I think that Hans made tohim.
Actually, that is a totalcompensation package your income

(01:11:22):
, your paycheck plus yourpersonal growth, and you're
going to get a lot of personalgrowth.

Speaker 3 (01:11:26):
Yeah, yeah, yes yeah.
I think Mosset sold me on thatone a couple times too.
That dude could sell anythingto anyone but I still think it's
a great concept.
I brought that up with peopleat the salon that I said here's
our goal.
Our goal is to provide youpersonal growth plus your income

(01:11:48):
.
That's going to be your totalcompensation.
So, whether or not you staywith us or stay with us for 20
years, I hope that after thattime frame, your personal growth
has just been immensely changed.

Speaker 2 (01:12:01):
Well, you can't take your income with you and you
can't guarantee income in a nextposition or next phase in your
journey, but you can always takethat personal growth with you.
It's a lifelong pension, itreally is personal growth with
you.

Speaker 3 (01:12:15):
You know it is.
It's a lifelong pension.
It really is.
Was it you or someone?
I feel like it was you thatmentioned to me one time because
we were reading a bunch ofbooks.
And you're like, well, youprobably haven't read this many
books since you're at theuniversity and I was like,
actually, yeah, I'm doing a lotof reading.
You're like, do you know, mostpeople don't read after they go
to school.
Yeah, I think it was you thattold me that, like there's study
or something.
Yeah, through one of thoseweird studies that you do.

Speaker 2 (01:12:35):
Sometimes I just make them up to tell me the songs.
No, I think the study is andI'm not sure if this I think
it's the average person aftercollege reads three books for
the rest of their lives three tofive or three to 10.
It's, it's.
It's, it's less than 10.
I know that it's either threeto five or three to 10 or

(01:12:57):
something like that, so it's 10or less, but I think it's three
to five.
It's insane.
And and you know what?
I hear this so often, byron, Istill hear it.
It just gets under my skin.
I don't have time to read.
I'm like, oh geez, but I canlook at your calendar and I
could watch how much time youspend on social media or how
much time you spend watching TV.
I can see what time you get upin the morning, what time you go
to bed.
If I could really dissectsomeone's calendar and their
activities, they could read 50books a year if they chose to,

(01:13:18):
and I get it.
Some people don't like to read,but you know, with today's
options, with podcasts,audiobooks, get on and watch a
TED video you can learn from somany multiple sources just
through your phone.
It's carrying with it everysingle day.
There's infinite wisdom andknowledge that you can get from
just your phone or your laptopor your iPad.
I mean, there's no excusesanymore and I do believe that

(01:13:41):
real learning comes fromhands-on.
I believe that, but you have tohave a basis and you have to
have.
By reading or listening tobooks or podcasts or audible
books or watching videos of youknow Ted I call them the TEDx
talks or Ted talks youdefinitely get pieces of you get
little lessons that connect thethings that you learn while

(01:14:02):
you're doing in the field workLike okay, now I understand what
that is Like.
When you even said todayexactly.
Personal power versus personalpower.
I knew exactly what you meant,but those two words connected
with me, like Personal powerversus positional power.
I knew exactly what you meant,but those two words connected
with me, like now I have wordsto put to that concept and
that's, I think, what a lot oflearning is and a lot of reading
comes from.
Can I ask you right now, beforewe wrap up, is there a book

(01:14:24):
right now that you're readingthat you would recommend to the
audience, or one that you'veread recently?

Speaker 3 (01:14:29):
Well, I'm reading the Fountainhead and I would
obviously recommend theFountainhead.
I think it's a great story.
Howard Rourke is one of myabsolute favorite fictional
characters, amen.
I resonate with him on a lot ofdifferent levels and I wish I

(01:14:51):
could be more Howard Rourkesometimes.
So that's what I'm goingthrough right now.
I'm doing a little book clubwith Gavin and Aubrey on that
one.
So it's a little accountabilityto to make sure that we do that
.
I've read the book before, butit's more of like.
This is one of the things Ithink people also fail to do is
they read a book and they feellike, oh, I've already read that
.
It's like well, when you readit again, you're, you're in a
different space and you're in adifferent space, you're in a

(01:15:12):
different time, you're in adifferent.
You know different conceptscome out, and it's, you know,
reinforces old concepts, but newconcepts will come out too.
So I think that you know,rereading books is also
something that I do quite often.
I don't know if you taught methat or somebody else did, but I

(01:15:33):
, you know, I'm the noticer,I've already read it.
No-transcript interactions somuch more powerful.

Speaker 2 (01:16:06):
Well, yeah, a hundred percent there.
And there is no, there is nodownside.
It's one of the few things youcan do in life that there is
literally no downside to doingit.
There was only upside.
Now you might read a book andyou feel like it was a waste of
time, but there there wasprobably something you get, you
learned and you got in therethat you might not think is
valuable now, but sometime inyour subconscious it'll come out
to your conscious level.

(01:16:26):
Um, because we don't reallyforget anything.
We read or learn it, just itgets buried in there.
Yeah, hans always taught usthat every fifth book, every
fifth book, reread a book you'vealready read.
Now, I haven't followed that toa T but I definitely, I do it
quite often.
I mean, I've read theFountainhead, I think, five
times, I think Atlas Shruggedthree or four times and that

(01:16:46):
book's hard to swallow once yeahno-transcript.

Speaker 3 (01:17:26):
it it was uh, because back then you'd get the
newspaper right and it, just,you know, would come out every I
don't every few days or everyday.
I'm not sure how the conceptworked, but I remember reading
about it and I believe it was inNew York times and you know it
was a, you know, the daily reador whatever, and then eventually
it got published into a book.

Speaker 2 (01:17:45):
Um, I didn't know that.
Maybe I didn't, I forgot that.

Speaker 3 (01:17:48):
Yeah.

Speaker 2 (01:17:49):
Well, I have my original copy here from 30 years
ago and I literally opened itup in my pages.
The first, I don't know 100,250-some pages are out and I
opened it up and I wrote this isanother one like Atlus, or like
Attila the Hun, where inside ofit there's diagrams and words
and highlights, and I wrote onthe page 125, I wrote on the
margins.
Sometimes you have to let themsee a side of you they never

(01:18:10):
want to see again.

Speaker 3 (01:18:11):
Sometimes you have to let them see a side of you they
never want to see again.
Yeah, I'm looking at my deskright now and I've got you know,
I've got working with emotionalintelligence on my desk over
there.
The Fountainhead Execution 21Irrefutable Laws of Leadership I
got that one out too.
Failure is Not an Option.

Speaker 2 (01:18:31):
I didn't read that.
That's Gene Kranz, right, yeah,yeah, I have that option.
I didn't read that.

Speaker 3 (01:18:33):
That's a Jean Krantz right?
Yeah, yeah, I have that, but Ididn't.

Speaker 2 (01:18:35):
I've never read it.

Speaker 3 (01:18:36):
Yeah, leading change financial intelligence by uh
Lennox.

Speaker 2 (01:18:41):
Yeah, yeah.
So, that's a good book.
Everything Doug's read writtenas good I.
The only book I is writing I dotoo.
I haven't, uh, read him, chuckwackendorfer's um newest book
yet I I have to order thatbecause chuck was on the show
and he said, well, it came outin january.
Doug was on three years agothis summer and hopefully coming
back on because we're trying toget I'm trying to get him

(01:19:02):
scheduled to come back for asecond.
Um, those two, those guys youknow, like ray kelly, chuck, you
know, um art dolorenzo, um doug, mean, those guys just have so
many years of just intensewisdom wrapped up in their brain
.
Yeah, there's so manyincredible lessons they have.

Speaker 3 (01:19:23):
If you get Doug on, ask him who's ordered the
Cellogenius more me or someoneelse?

Speaker 2 (01:19:30):
Well, you know, I got on Amazon, I think it was, and
it was incredibly expensive, andI think he this was three years
ago, I think it was Doug orsomebody sent me like seven
copies of it and I gave them out.
I think during the podcast Iactually gave out, you know,
first five people who write inwhat they liked about this show
or rate this show or whatever,get a free copy.
And so I've got my originalcopy, which is up on my

(01:19:54):
bookshelf right now.
Then I've got one left overthat I'm just waiting.
I want to keep it so I can giveit to, and that's Simple,
genius you.
That's a simple genius book.
Yeah, that one is just.
It's another one.
You open it up and inside of it, just words that I wrote on the
side because it's such anincredibly profound, prolific
book, but yet a prophetic book,but yet so simple, and he wrote
it when he was like 28 years old.

Speaker 3 (01:20:15):
Yeah, I just ordered some.
If you go to, if you go to uh,um think, to perform and order
it there, you can actually getan autograph.
Oh, it's like half the price ofAmazon.

Speaker 2 (01:20:27):
Yeah, amazon was outrageous for it.
So well, my brother, my friend,time to wrap up here here.
This has been amazing.
I've been waiting to do thisfor quite a while with you and
it's it's it's funny that we youknow, we we've always stayed in
touch.
We haven't had a longconversation, a deep
conversation in a few years likethis, but it's fun to do it
actually on the show like this,so other people can hear what

(01:20:48):
you have to say.
So it's fun.
It's fun, man, it's fun.
Uh, anything else you want tosay?

Speaker 3 (01:20:56):
I think the next time we should probably do it in
person and we could do like whatuh Rogan does we can have some
scotch out, some cigars cigarand scotch I can do that A
little bourbon man, I'm a moreof a bourbon guy, but I'm a
bourbon guy too.

Speaker 2 (01:21:09):
I'm down with that would do that, bring a couple
microphones out and and, uh, I'dlike to come out to see your.
I'll tell you guys, I haven'tbeen out to the pacific
northwest.
I think.
I did a.
I did a training for uh samples, um, um, uh, clients.
We did a uh like a how do youcall it?
A vision board exercise.
We brought a bunch of bunch ofclients, came into this really

(01:21:31):
cool micro brewery that he hadrented a room in and I got up
and did a talk on vision andcreating a vision, and then that
was probably my goodness sevenyears ago, and that's the last
time I've been out there, Ithink.
So I got to get out there, allright, brother.
Well, hey, thanks for coming on.
You've been an amazing guestand obviously you've been a
great friend of mine for thepast 20, since what?
11?
Since 1998 anyway.

(01:21:53):
So, whatever that is, 20, 20couple days ago, seven years ago
, and you are no longer thatbull in the china store, I'm
happy to say you have learned toskate very well, you are not
gretzky yet, but not gretzkyyeah, we're still more of the
bobby proberts in us, but, uh,we can get a little Gretzky, a
little Stevie Eisenman in us attimes.

(01:22:15):
So all right, brother.
Well, thank you so much fortuning in.
I really appreciate you.
Byron, can you stand for just aminute?

Speaker 3 (01:22:20):
Yeah, for sure.

Speaker 2 (01:22:21):
Thanks you, bro.
I appreciate you, man.
Hey everyone, I know this isone of those episodes and I've
shared this a lot.
When this I think this is 143or 144th show.
I can always tell in my bonesthat what episodes are going to
really do well and are going toresonate with you.
I know this is one of them.
So I'm going to ask a favor ofyou Please share this episode
with three to five people youcare about, who can really learn

(01:22:43):
from Byron's wisdom and his 28years experience in a very
challenging world, professionalworld.
Please rate us, smash that likebutton, rate us, review us,
share us, and I'll talk to youall in one week.
In the meantime, please get outthere and strive to be and give
your best to others, show loveand respect to yourself and to

(01:23:04):
the world, and please liveintentionally.
I appreciate each and every oneof you.
Bye-bye.

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