Empowerment Through Leadership and Wellness Transformation - with Anthony Blanco - The Daria Hamrah Podcast

Episode Transcript
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Speaker 1 (00:00):
All right, everyone, welcome to another great episode
of the Daria Hemra podcast.
Today, I'm thrilled to have aguest who embodies passion,
drive and relentless commitmentto helping others achieve their
goals and overcome challenges.
Anthony Blanco thrives indynamic environments where his
leadership and inspiration canspark transformation in

(00:23):
individuals and organizationsalike.
Anthony is deeply dedicated topersonal development and
self-discovery, continuouslyseeking growth, not just for
himself, but for everyone heworks with.
As a multifaceted coach,anthony offers a comprehensive
suite of services, fromleadership coaching and
executive training to guidingbusinesses in aligning their

(00:46):
personal goals with theirpersonal values.
His work ensures harmony,fulfillment and effectiveness at
every level.
He's here to share insights onhow to unlock potential, foster
collaboration and lead withconfidence.
Get ready to be inspired andlearn actionable strategies from

(01:08):
both personal and professionalgrowth.
Please join me in welcomingAnthony.
Thanks for coming on to mypodcast.
Really excited to have you here.
For sure.
We met less than a month ago inFlorida, where you were there as
a featured speaker, andimmediately, within the first

(01:29):
five minutes, I knew it's gonnabe super fun.
Uh, you had a very engagingstyle and it was like no
bullshit.
It was um.
It really hit me straight tothe core everything you were
saying um, so I after fiveminutes I'm like I gotta have
anthony on my podcast because Igotta pick this guy's brain.

(01:53):
And then at the end of the umuh, at your uh of your talk, um,
um, it was interesting.
I learned so much because I dosimilar stuff that you do not at
a full-time basis, at apart-time basis, and every time
I listen to talks of kind oflike speakers and coaches like

(02:20):
yourself, I always wonder what Ican come out with and what is
it there that I can learn that Idon't know yet.
And I was taking notes like awild man that day and one of the
questions I didn't ask you Iwanted to ask you that day what
inspired you to become abusiness coach.

(02:41):
I know you told us brieflyabout your life and I want you
to tell my audience too, butwhat was the inspiring moment?
What was?
Where was the moment where yousaid you know, I want to teach
others, I want others to learnwhat I learned?

Speaker 2 (02:57):
Yeah, I don't, there wasn't a moment.
It was more like a crock potright.
And so over the I've startedvery, very young like 21, 22
years old as a kind of a salesconsultant, a marketing
consultant to financial planners, and back then I realized that
I loved like and I didn't knowthis because growing up I was

(03:18):
told that I was learningdisabled.
So I was.
Therefore I was not good atlearning, right.
That's what learning disabledmeans is my learning capacity
has been disabled.
Well, now I've discovered thatin reality I just learned
differently, so it's a differentLD right.
And so I would work with thesefinancial planners all over the
country and I absolutely lovedbuilding in.

(03:39):
I would read articles, I wouldread books and then I would
teach.
I had this ability to go, takein a vast amount of information
very quickly and then I couldteach the principles to those
who won't take in those vastamount of principles like I will
, and I enjoy doing that.
So I always say it's like I'm agold miner, so like I'm out

(04:01):
there in the field just mining,mining, mining all these nuggets
and all these gold, and then Ilove to present them to people
as gifts to go use that thatgold or go use that diamond that
I pulled out of a field andgive it to them to use, uh to,
to enhance their life and theirbusiness.
So I wouldn't say that it wassomething that, like I at aha,

(04:22):
aha, I'm like, oh my gosh, likebusiness coaching it was.
I loved learning and the thingsthat I liked learning about
helped people in the businessworld, both personally and
professionally.
Does that make sense?

Speaker 1 (04:34):
Yes, and.
But my question was was therelike a pivotal moment?
I know a lot of times weinvolve in what we do, and
whether it is that we read aninspiring book or we go to an
inspiring talk but was there apivotal moment where you said I
want to do this as a career?

Speaker 2 (04:56):
Okay, I would say if there has to be a pivotal moment
, it was the pivotal moment ofsomebody telling me that you are
so good at this and I'm like Idon't want to do this type of
thing, it's too easy.
And they're like no, it's noteasy, like you're good at it,
that's why you think it's easy.
And so at that point in time Ithink it reinforced confidence

(05:18):
as a business coach to say, oh,I am as good as dot dot dot, I
have the ability, I have thestrength, I have the wisdom and
knowledge to go do this.
So I would say that at thattime, when somebody said, no,
what you think is easy is hardfor most people, and so that's
why you're so good at what youdo, because you just do it like

(05:38):
breathing.
And then that's when I I wouldsay, if that was a pivotal
moment, that was what instilledthe confidence in me to really
step forward without any kind ofworry or anxiety about not
showing up as good enough as abusiness coach.

Speaker 1 (05:51):
And then you also do nutritional coaching.
I know you told me recently yougot into that too.
How do business coaching,nutritional coaching and mindset
coaching in your opinionintersect, meaning what are the
commonalities or human traitsthat one would or should have to

(06:15):
be successful in all?
Because to me it comes down todiscipline.
Whenever we look at success,you know, discipline to me is
one of the most important traitsof successful people.
You know, I even loveAristotle's quote when he said
we are what we repeatedly do.

(06:37):
Correct Excellence, then, can'tbe an act Right, it is a habit.
Right can't be an act, it right,um, it is a habit, right so.
And habit comes from disciplinethrough repetitive action.
That is consistent.
So, yeah, where do you see allthese three intersect?

Speaker 2 (06:58):
so the three intersects are the, the mindset,
the nutrition coaching and thebusiness coaching.
Correct, correct, okay.
So the very first thing is issomebody has to be open to being
aware.
And so I was talking with afriend one time and he was like,
well, you know, people need tohave the kind of the go for it
or accountability.
I said, well, they can't begoing for it and they can't have

(07:19):
accountability if they're evenunaware that there needs to be a
change, that needs to be made.

Speaker 1 (07:23):
And so self-awareness is absolutely huge.

Speaker 2 (07:26):
And so I said everything starts with
self-awareness.
Whether it's a mindset, whetherit's nutrition and getting in a
better way nutritionally, orrunning a better business, or
becoming a better leader insideyour business, it doesn't matter
, it comes with self-awareness.
So I would say that's one ofthe major things.
Then, second, is that peoplehave to be willing to be humble,

(07:47):
and so they have to becoachable, and coachable doesn't
show up in what somebody tellsme.
Coachable shows up in what theydo, and so that is the second
thing that I would say is a verybig thing.
So, number one, self-awareness.
Number two is they have to becoachable.
And number three is they haveto be hungry.
So they have to be willing tomake the change and they have to

(08:08):
go after it.
So are they aware that thatchange needs to be made and do
they accept it?
Then we're looking at are theyhumble, are they coachable, and
then are they hungry, whichmeans they'll take the steps
necessary to change.
So those were the three.
All three of those intersect,because whether you're talking
about mindset, nutrition orbusiness, it's all, to me it's

(08:28):
all the same.
It's really coaching humanbehavior and getting people to
start to pivot from wherethey're at and I said this quote
during the event that we wereboth at is I said you can't
change your destinationovernight, but you can change
your direction right by Jim Rohn, and so that's what I work on
with people in the compoundeffect with Darren Hardy.

(08:51):
He tells a story in regard to alady that was I think she was
very overweight, I want to sayit was like 300 plus pounds, but
she wanted to run a marathonand the first thing that she did
was open her door and go touchher mailbox and walk back to the
house, and so there's a wholestory with how she went to the
next driveway, then the nextdriveway and then pretty soon I
think it was like nine monthsshe ended up losing whatever it

(09:12):
was 150 or 200 pounds orsomething like that, and end up
running a marathon.
But it all started very, very,very tiny.
And so you mentioned habits,and there's all kinds of books.
There's tiny habits, there'satomic habits, there's this
habits, that habits books outthere, and so just getting
people tiny, tiny things to dowith clarity in what they want

(09:34):
to accomplish and then puttingthose little habits in place
with direction to get themmoving Amazing.

Speaker 1 (09:39):
Have you seen such an amazing transformation in
businesses that you've beencoaching you?

Speaker 2 (09:45):
seen such an amazing transformation in businesses
that you've been coaching.
Yeah for sure, I have a friend.
So pretty much all the clientsthat I ended up working with for
a long period of time this guyI worked with for six years
became very close, still visithim often, still talk to him
often, but working with him ishe is a avid entrepreneur, he's
a beautiful soul, an awesome guy.

(10:06):
So is his wife.
They're both co-doctors intheir practices.
But he would constantly be outthere learning, learning,
learning, learning, learning.
And then he'd bring it back tohis office manager, the main
office manager, and he'd be likedo this, do this, do this, do
this, do this, do this, do this?
And so at the very beginning ofa relationship, I had to ask him
I'm like, are you open forfeedback and coaching?

(10:27):
And he said he said yes, and Isaid, all right.
I said, dude, you have got tostop setting fires everywhere.
I said you're never going toget your business or businesses
because we ended up acquiringtwo more practices.
You're never going to get themwhere you want to go If you keep
the people so distracted beyondthe top three priorities.
And he's like, okay, now,through that transformation and

(10:49):
us becoming very clear on thestrategies and implementation of
what needed to happen.
He ended up growing from a itwas like a it's close to like a
three to $4 million operation tothen it built to like an $8
million operation because weacquired some practices, got
some treatment, acceptance up,stuff like that, and then we
were able to sell for manyEBITDA later and so that was

(11:10):
pretty cool.
So that again and that was asix-year transformation.
That was actually a 10-yearplan but we accomplished in six
because he was able to take on anew leadership mindset and then
build that down amongst histeam.

Speaker 1 (11:26):
Interesting.
So I know a lot of businesseshave like this mindset that
they're stuck on and thensomeone has to come in from
outside of the box.
You know, have an honest talkwith them.
What are some of the mostcommon challenges both
individuals and businesses facewhen they're trying to maximize

(11:48):
their potential?
I know you mentioned thisexample that this guy was
scattered all over the place andsetting fires everywhere.
Is this a common thing or arethere in your experience dealing
with a lot of these businesses?
Is there a more common obstaclethat a lot of these businesses
face or deal with?

Speaker 2 (12:08):
I would say, as entrepreneurs, the majority are
hyper learners or hyperresearchers, and so they're so
passionate about what they do.
They learn at night, they learnon weekends, they read books,
they go read articles, youtubesbecause they're passionate about
what they're doing and sothey're trying to go.

(12:29):
So one of the biggest obstaclesis them getting out of their own
way and understanding that theother people in their office are
not entrepreneurs.
They are the implementers ofthe strategies of the
entrepreneur, and what ends uphappening is they overwhelm them
, right?
It's like, as I originally said, so usually I have to talk with
the leader about getting out oftheir own way and teach them, a

(12:50):
way of saying all the learningand all the stuff you're doing
isn't wrong, that's not wrong.
You should be constantlypursuing better ways to do
things and so giving them anoutlook to say, hey, listen, put
together a Google doc and Icall it a learning journal and
you just go through and you putall these topics that you're
learning, with links and allthat kind of stuff, and then in

(13:15):
October, you go through andrevisit all these with your
leadership and see which ones,by ranking, you want to
implement for the next year.

Speaker 1 (13:19):
So you're recommending more of a strategic
, one-by-one implementation asopposed to a shotgun approach
and implementing all the goodthings that you learn.
Because the reason why I'masking this question a lot of
times, a lot of these differentthings we learn, they're related
in one or the other way.
Like you can't do one withoutthe other, and so forth, and a

(13:41):
lot of people, including myself,forth and and a lot of people,
including myself.
Initially, when you learn a lot, the challenge is to kind of
put everything together and inin a strategy and then take
action and implement them.
And if the strategy is wrong,then the implementation will
come to at some point, come to ahalt or actually work out as a

(14:07):
disadvantage and could actuallyeven hurt your business.
And no, it's hard, because noone other than you knows what
direction you want to take yourbusiness or what you're
passionate about.
How do you get into yourcustomer's head?
Do you have like conversations?
Because to me it's a veryindividual thing.

(14:28):
How do you align the strategywith the personality of the
business owner and with what thebusiness owner actually wants.
How do you align these twothings?

Speaker 2 (14:42):
Sure.
So what I make sure to do firstis I, I have to find clarity,
so the business owner has tofind clarity Absolutely.
And so, like, when I'm workingwith a business owner, usually I
, when I very start working withsomebody, usually it's like a
full day process where I'meither in their office I don't
like doing zoom, so usually if Ihave to go fly out to see
somebody, I will zooms.
They exhaust me, people empowerme and get me excited, and so,

(15:07):
like, I'll be on site and thengoing through essentially the
clarity equation, and so I askthem a ton of questions about
what they want personally, right?
So business isn't life.
Business is to help us get whatwe most desire in life, and so
I need to know what they wantpersonally.
What does their life look like?
What does their time off looklike?

(15:28):
And so I'll ask a thousandquestions and really, really
deep dive into that and then Isay, okay, so what does the
business look like that servesthat lifestyle?
And then we go and we buildthat business that looks like
that.
Now I have a, if you will, anavatar of an ideal business and
personal life that I can holdthem accountable, and so every
time you're making a strategicdecision with something you say
does this build or bust thisultimate goal?

(15:49):
And there's always going to bevariations from like one to 10.
So somebody might come and say,well, I've got this thing that
I learned, that I want toimplement.
Okay, well, let's talk aboutthat as, on a scale from one to
10, does the needle move at alevel three, or does a needle
move at a level seven or a level10?
Well, it's probably a levelthree.
Okay, well, let's move to thenext idea that you have.
And then we rank everythingthat way against clarity for

(16:11):
their personal and professionallife to live that life.

Speaker 1 (16:15):
Absolutely, that's exactly 100%.
Answer my question, becausethat's one of the things I wish
I'd known you 10 years ago, butit took me literally 10 years to
just figure that out.
Had I known that there arecoaches like you out there, it
would have taken me much lesstime aggravation and probably
changed my life in the past 10years.

(16:36):
But that's exactly what I didwith myself.
One day I sat down and askedmyself what is it that I want
from my life?
I asked that question before Istarted structuring my business
Because at the end of the day, Iasked myself why do I go to
work?
Well, the first question is Ilove what I do, but at the same
time, I love life too, which ismy family, which is things that

(17:01):
I love doing besides thebusiness.
You know hobbies that I have,from traveling, from sports to
arts, from just hanging out withpeople that I care about and
spending time with people I careabout All of those things that
you need as a human.
You know, as much as you lovewhat you do as much as you love

(17:23):
your work.
We are multifaceted people.
We need different things inlife, and other people need us
too, and it's a game of give andtake.
And so when I asked thatquestion, I realized what I need
to be doing in my business.
And now not only I'm thriving,but even my business is thriving

(17:44):
as a result of me thriving.
It was almost like it opened myeyes to all the stuff that I'd
been missing, yes, in mypersonal life, but, more
importantly, even in my business.
I started even noticing thepeople in my business
differently.
I started caring more aboutthem.
They weren't just pieces, theywere actually human beings, and

(18:07):
my relationship changed with mystaff.
So it's hard to explain, butyou understand it.
It's hard to explain but youhit the nail on the head is
really to ask the question whatdo you want in your life?
What do you?
What makes you happy?

(18:27):
That question comes beforestructuring your business, and
that's something that when Italk to many of my colleagues,
they, when I guide them that way, there's I see a huge question
mark on their face.
And which brings me to the nextquestion.
You consult many businesses now,as human beings, different

(18:51):
things are important to us,meaning a lot of people are in
business.
Look as a business means to anend, meaning making money, and
that makes them happy.
That's their north.
You know how much money theymade today, how much money they

(19:12):
made last year and how muchmoney they want to make next
year, for 2025, you know NewYear's resolution.
What's the goal?
I want to make this manypercent more than I made last
year.
They just go by numbers andthat's what gets them excited.
Then there's another group ofpeople that they just enjoy the

(19:33):
process.
They enjoy the process ofrunning a business, whatever
that is they're doing, whetherthey're surgeons, whatever, even
if they're not in healthcareprofession.
Maybe you're a mechanic, Idon't care what you are but some
people are process-oriented andthey just enjoy the process and
they welcome new challenges,because a new challenge then

(19:56):
makes the process more exciting,makes you aim towards something
, gives you motivation, right.
So I don't know if there is agroup that I'm missing, but I
see it as binary as that.
What percentage of businessesthat you consult belong to the
one versus the other group, andwhat is easier to coach?

(20:18):
Which type of people are easierto coach and more likely to
succeed?

Speaker 2 (20:23):
Okay, so summarize what you just said for me.

Speaker 1 (20:28):
So there is two groups of people.
One are process-oriented.
They enjoy the process of thebusiness, got it?
They don't look at, they're notfixated on numbers necessarily,
they just like growing thebusiness.
And the other group they'rejust purely numbers-oriented.
Everything is in numbers.
They just want to increase therevenue compared to last year

(20:49):
and it's all about making moremoney and they're basically
chasing the dollars as opposedto the process okay, I I would
say that the process drivenfolks are more likely to succeed
.
And why?

Speaker 2 (21:13):
The reason why is because everything that I've
studied and read over the last20 years have to do with the
process.
I mean, you look at quotes onit, YouTube videos on it, People
like they say now, like if youwant to become a millionaire or
a hundred year or a billionaire,or all these folks is that it's
the people that do the boringand mundane things that end up
becoming the millionaires.
The boring and mundane thingsare you find something and you

(21:34):
make it work and you keep ondoing it over and over and over
and enhancing it.
I heard this phrase one pointin time is imitation before
innovation.
This phrase one point in timeis imitation before innovation.
And so when we have a lot ofentrepreneurs, they will see a
process, they'll buy a processand then, instead of imitating
the process or best practicefrom another business, they'll

(21:56):
immediately try to innovate it,as opposed to just implement
what they have and then get abody of work of three, six, nine
months a year and then get abody of work of three, six, nine
months a year, then innovate ontop of that to tweak it.
So what people that havenumbers that are just chasing
numbers?
What I would say?
They have a tendency to beshort sighted.
So if they don't see, if theydon't see the numbers are

(22:18):
happening the way they thinkthey should happen, they
actually don't know what theproblems are.
There's nothing to go back andlook at because they're not
following, they don't have anystructured processes in their
business and then they makeassumptions.
I mean, I've had somebody makean assumption before where
they're talking to me aboutmarketing and they're like you
know, I, I, I'm not getting areturn on investment on this.
And I'm like well, what's your,what is your tracking?

(22:40):
Oh well, I, it's just a gutfeeling.
I said so, you're not trackingit, there's no spreadsheet.
And they're like no, I said so,let me call the company and
I'll figure out through businesscoach mindset.
So I called back and he wasgetting a 10 times ROI on his
money.
It wasn't a zero right, butthere wasn't a process.
In that case, there wasn't aprocess of measurement, right.
And let's say he wasn't gettingan ROI, let's say it was like

(23:03):
2%.
So they're spending $75,000 toget a 2% ROI.
Then I would say, well, let'sgo back and look at the process.
What is the lead generation?
What is the scripts andfollow-up?
What does the salespresentation look like?
What does the close look like?
What does the financing looklike?
So I would go back through andlook at every step of the
process I call it backing it upand measure every step of the

(23:24):
process to find out where thebottleneck is in that process.
But if there is no definedprocess, there's nothing to go
back and look at.
So we just look at numbers andthen we try to make up what we
think the numbers mean and sayto us, but we actually don't
know.

Speaker 1 (23:40):
Do you interesting?
And then when you do that, or,in this case, what was the
response of that owner he?

Speaker 2 (23:49):
said oh, and he kind of giggled.
He's like, oh, I just didn'tknow.
I said that's not a problem.
And I want to be clear is Iwant entrepreneurs to chase
those gut feelings?
The reason why they're usuallysuccessful entrepreneurs is
because they chased a gutfeeling right?
So what I'm able to do is helpthem with those gut feelings and
make them more profitableInteresting.

Speaker 1 (24:14):
Now, how do you?
Talking about scale and growth,what are the key elements that
make a business scalable andsuccessful?
To you?
What pieces does a businessneed per se to make it scalable
and successful?
You know, you mentioned theexample of the owner who bought
multiple practices and then soldat multiple EBITDA.

(24:35):
You know, maybe we can use thatas an example of success and
scalability.

Speaker 2 (24:41):
Sure, leadership.
Number one I've worked withowners that tell me that they
want better leaders in theirpractice.
And I asked the owner.
I say, well, tell me whatleadership studying you're doing
.
And the majority of them arelike, oh, I read a Maxwell book
17 years ago and I'm like, okay.
So I said just the number onething.

(25:03):
And again we're talking aboutscalability.
In order to have scalability,we have to have a strong
foundation.
A strong foundation impliesthat we have leaders inside the
organization that can leadpeople.
Right.
So the way I like to look at itis leaders, leading leaders to
lead leaders.
Everybody's a leader from everyposition.
The number one leader in theorganization has to be in some
way it has to be the owner,because the law of the lid with

(25:27):
John Maxwell says that yourpersonal professional life will
only grow to the current size ofits leader.
Right, the current capabilities.
Can you grow beyond it?
Absolutely.
Will it come back to yourlowest level of leadership?
Absolutely, right, so you canrecruit a strong leader in your
organization and I've seen thishappen too is I've had owners

(25:51):
recruit a strong leader intotheir organization.
This person knows Maxwell, orthey've done leadership study or
they're just.
They've been through a lot ofexperience and so they've got a
lot of leadership capabilities.
They are actually a betterleader than their owner, and
that causes problems.
So what ends up happening isthat, when the leader in the
organization becomes the personthat everybody goes to, the one

(26:12):
that everybody listens to, whatends up happening is that leader
tends to feel like they'recapable of more and they may
need to go spread their wingssomewhere else.
Right, so we don't.
Yeah, so we don't.
Make a situation where we cangrow leaders and make it a
fertile ground.
Our people that come up againstour lowest level of leadership

(26:32):
will come out from underneaththis and they'll go seek a
different organization wherethey can actually become better
leaders.
So that's number one is aculture of leadership,
leadership development, becauseon the shoulders of leadership
we can grow amazingorganizations.
Because leadership leaders areproblem solvers, and that's what
we have.
Anytime that we open a business, we have problems.

(26:53):
The more that we grow abusiness, the more problems we
have, and the bigger problems wehave, the bigger the paycheck.
So if we want a bigger paycheck, we got to assume we're going
to have bigger problems, and sowe have to have the leaders on
board to work with thoseproblems, because we cannot be
the person that everybody goesto for problems in the business
Does that sound fair Totally.

Speaker 1 (27:13):
And a lot of times you can be a great doctor and
typically in our industry thedoctor is the business owner and
leads the business.
But when you scale at somepoint as a doctor, you have to
make a decision how much timeare you going to spend on doing
ceo stuff and how much time in aweek are you going to spend on

(27:33):
doing doctor stuff?
And when you're, when you startscaling and have multiple
offices, what do you consult you?
Do you recommend them to bringin an actual CEO, like a
business person, to runoperations, or at what point do
you recommend to make thattransition so you're not
stretched thin, but also basedon the expertise and talent of

(27:58):
the particular doctor slashleader?
Maybe they're a great doctor,but they're really bad CEO, and
so how do you navigate thosewaters?

Speaker 2 (28:09):
So when we have somebody that's looking to be a
COO, ceo you know, cfo, thosetypes of C-suite positions is we
have to look at the overallrevenue that's generated and the
profit that's generated fromthe practice.
So I wouldn't say like it needsto be doing a specific amount
because I can tell a generalpractitioner like they might be

(28:32):
operating at like 25% profitmargin, where maybe a specialist
is operating at like a 40%profit margin.
So it's it's everything is iscustomized, so I'll just go
generally.
I've got Everything iscustomized.
So I'll just go generally.
I've got, and I'll tell you astory.
So I've got an office thatright now is navigating these
exact questions and so when Ifirst started working with them

(28:53):
they were doing $250 per monthin production.
They're now knocking at thedoor of $500 per month and
that's just about a year later.
We've acquired another office.
We had another office that theyalready had but it was kind of
dormant until we could find theright associates to go in there.
We've acquired another officethat'll be up and running by

(29:13):
July and then we're looking atcreative strategic partners and
other purchasing other officesOnce we get to a critical mass,
probably about with thisorganization, with the revenue,
profit and the way we're lookingto build, we'll probably have
that gal as COO, probably, Iwould guess, by the end of the
year, if everything ends uphappening the way it needs to

(29:35):
happen, because by then we mighthave probably close to five
practices.
So we'll have five practicemanagers inside those practices
that somebody will need to leadthose people and not be managing
the day-to-day of a practice.

Speaker 1 (29:51):
Yeah, that's exactly my question.
And talking about leadership, Ilisten to a lot of Simon Sinek
and I love how he looks atthings.
Simon Sinek and I love how helooks at things, and one of his
quotes about on leadership saysleadership is not about being in
charge, it's about taking careof those in your charge.

Speaker 2 (30:20):
Yeah, what do you think he means by that?
Well, the word that I saidearlier is I said, uh, they have
to manage those people, andwhat I really mean is they have
to lead those people.
So management went out.
Maxwell says management wentout in the eighties because
managers manage systems andprocesses.
Leaders lead people Right, andso when he talks about leading

(30:40):
the people in your charge, thatis building into them.
And when we follow the model ofservant based leadership is our
job as the number one leader inan organization is to is to be
the biggest problem solver toallow our soldiers, our army,
our leaders to get their jobsdone in the highest capacity.

Speaker 1 (31:04):
And to to that point.
I like that.
Yeah, the chart you draw on awhiteboard in that meeting where
you talked about victors andvictims.
Oh, yeah, yeah, it comes tostaff.
Can you talk a little bit aboutthat?
Because that's one of the mostcommon challenges when you're
trying to find your leaderswithin your organization or help

(31:29):
them succeed.
You will find two differentpeople as you find the victors
and the victims, and I can tellyou from personal experience
most are victims.
Um, they are hidden victors,but you have to coach them to
get there.
You have to help them torealize that they can do much

(31:50):
more than they think they can.
You have to empower them, and Ido that, but some are just not.
They can you have to empowerthem, and I do that, but some
are just not.
They just don't want to beleaders, they don't want to be
empowered and they alwayscomplain.
They always have a problem fora solution as opposed to a
solution forever problem.
Can you talk a little bit aboutthat?

(32:10):
Because to me, that's one ofthe key factors of a successful
practice, as to me, a successfulpractice or business starts and
ends with your people.

Speaker 2 (32:21):
Yeah, so it is a concept I learned a long time
ago, but it actually fitsperfectly into the model of high
road leadership and low roadleadership, and so high load
leadership is above that line.
So the high road is ownership,accountability and
responsibility.
So those are the people thatare victors, right.

(32:42):
So they are acceptingeverything is on their fault,
like if one of their teammembers doesn't do something
right, they don't go.
Well, that team member, blah,blah, blah, blah.
They go.
Okay, what isn't it that Ididn't communicate?
Do I need to communicate itdifferent?
Did they go through theappropriate training?
So they put they don't blamethemselves, but they kind of go
through a mental checklist first, did I do this, this, this,

(33:03):
this and this and this?
Then they'll seek to say, okay,maybe the person's just not
getting it, maybe their job IQdoesn't fit for this particular
business, whatever it may be.
But they go look at themselvesfirst, and that's what the
ownership, accountability andresponsibility is.
And so when we're building ateam with leaders and again, a

(33:24):
team with leaders meanseverybody in the organization is
a leader is that we wanteverybody with ownership,
accountability andresponsibility.
What could they have donedifferently to come up with a
different solution right, alwayssolution-based, not
problem-based.
And then you've got the lowroad leadership.
Those are the folks that arefocused on the blame, the excuse
and denials, and that's thevictim mindset.

(33:46):
So I would tell you, right now,today's society is when I teach
this, I always have to becareful, because right now we're
blaming, we're saying, oh mygosh, like I have a business
full of these people of belowthe line blaming, excuse and
denial.
And I will tell you and SimonSinek says this in one of his
things about millennials, yearsand years ago, where he says
these people that are now inyour business have never learned

(34:09):
what it looks like to be dot,dot, dot.
So I'll say that I'll fight forthose people and I'll say
listen, some of these peoplethat are blamers, they make
excuses and they're deniers isbecause that's the way they've
been conditioned to learn sincethey've been a kid.
And so for me to punish themfor somebody else's education
that they were a part of, maybeisn't that fair.

(34:31):
So what do I need to do as aleader?
I need to be ownership,accountability, responsibility,
take on.
Do I feel like this person'sgot a good engine?
Do they have a good mind?
Maybe they're just.
That's just the way they react.
And if they, maybe they've gotsome good is what they used to
call in real estate good bones,right, and we put them through
kind of the ownership,accountability, responsibility
of leadership change, givingthem a book to read, some

(34:53):
podcasts to listen, to see whatthey do with it, see if we can
re-educate them on what it is tobe a team member and leader
inside the office.
After that then say okay, nope,they are a blamer and excuser
and denier, they're low-roadleadership.
Our low-road leader in ourbusiness may be somebody else's
high-road leadership in theirbusiness, right, and that's okay

(35:14):
because we're going to freethem up to let them go do that,
right.
But first, again, I don't wantto punish people for a
conditioned life that they knowanything different.
And that's when we go back tothe very, very first thing that
we talked about.
You said what's one of thefirst things and I said
awareness, right.
And you said self-awareness,absolutely.
Because these people that are alot of times below the line,

(35:37):
below their low level leaderthey are, or low level
leadership, they are below theline in their thinking because
they're not self-aware.
They don't know any different,right?
So us as leaders have to startpointing out what it looks like.
Give them a role model to see.
Here's what a leader looks like.
Here's what a team member lookslike.
These are the attributes of anideal team player.

(35:59):
Here's an attributes of a idealleader.
And now they have a model,because up until they meet us
maybe they don't they've neverhad a model, so they're just
behaving in accordance with whatthey know.
Does that make?

Speaker 1 (36:10):
sense, absolutely.
What are the attributes of aperfect team player?
The?

Speaker 2 (36:16):
attributes of a team player are humble, hungry and
smart.
So and I take this from PatrickLencioni, who's absolutely
phenomenal from Table Group youcan look him up on YouTube, he's
got some good stuff.
And so, patrick Lencioni,humble is are they coachable and
are they willing to learn?
Very simple If you can hiresomebody or find out that it's a
humble person, chances are thatyou can build the other two

(36:37):
things, but if they're nothumble, then the other two
things don't matter, right?
So then you have to have hungry.
Are they willing to do morethan what they're asked for?
So when I'm looking at teamplayers and somebody says, if
somebody ever says that thing isthat's not my job, well then
this, probably you know, you're,probably you're right that this
whole, this whole business thatyou're working, is not your job

(36:58):
.
So you can go be not your jobsomewhere else where maybe it is
your job, right?
Because I want people that are,um, they're they're doing.
I think you said this this wordabout excellence is habits.
How did you phrase that?
Like habits, we become what weare repeatedly do and therefore

(37:20):
that we have to be almostexcellent in everything that we
approach, right?

Speaker 1 (37:23):
Yes, so it's, you know, it's what we are, what we
repeatedly do.
So excellence, then, is not anact.
There you go.

Speaker 2 (37:33):
But a habit that's right.
So we have to teach them thehabit of excellence.
And so excellence means that ifI see a paperclip on the floor,
I don't step over it because Iwant to make my environment
awesome.
Excellent means that I'mencouraging my team members even
if my day is sucky.
Excellence means greeting thenext person that comes through
the door with a smile.
It means greeting your teammembers with a smile, despite

(37:56):
how I feel in in with with ifI'm having a damn day because I
spilt my Starbucks, right.
So those are excellent things.
And that's.
That's hungry, right?
That's doing more than whatyou're asked to do, like if
you're asked to answer thephones or you're asked to um, do
sales, and but you'reencouraging others.
You're seeing that there'sthere's a problem in the kitchen
with trash.

(38:16):
You see that something needs to.
The dishwasher needs to be ran,like.
I'm looking for thosecharacteristics when I'm
building a team and when I gointo a business and I'm
observing the team for like twoor three days, I catch up, I
catch on those things of thepeople that don't know I'm
watching, because normal peoplearen't, don't know that a coach
is in there watching theexcellent behaviors.
So that's hungry.

(38:36):
And then smart.
Smart isn't like IQ, smart.
Smart is emotional intelligence.
How well do they deal withtheir team, how well do they
deal with the customers andclients?
How well do they communicate?
That's emotional intelligence.
And so that is humble, hungryand smart.
And so when I'm looking withideal characteristics,
everything can fit into thosethree right there with Patrick

(38:59):
Lencioni.
But if you want to take a morespecific dive, then I build into
teams with the John Maxwell asa book, with the 21,.
I think it's the 21 attributesof a characteristics of a team,
right?
So he's got 21, this, 15, that16, this.
You know all these differentnumbers.
This one has specific to dowith team members and going

(39:21):
through and defining thosethings.

Speaker 1 (39:24):
Ask what you can do for your country, not what the?
Country can do for you, andthat's the mantra I try to teach
my team every time they comeand try to victimize themselves
when there is a fire and it'sfunny.
One of the biggest challengesfor me is to not make my staff

(39:51):
feel that if they make a mistakeor if they fail in whatever
task, that they're going to getpunished, because what it does,
it wires them to to not doanything because of fear of
failure.
So almost like deers in theheadlight, when there is a
challenge or there's a problemthat they need to be solving,

(40:15):
which I know they could easilysolve if they just put their
mind to it, right.
But because they're so afraidto make a mistake, they come to
me and says hey, what do youwant me to do here?
Right, and usually I look atthem and say, well, what would
you do in a case like that?
And then I realized theyhaven't even thought about it

(40:36):
because they didn't even want totake on that responsibility,
because they didn't want to beblamed if it doesn't go well.
So how do you overcome this?
And I've said it repeatedly,but still they're just afraid of
making mistakes and thereforethey don't take action.
And I would always have to askthem.

(40:59):
And then, when I ask them, thenthey eventually do it, and then
they do it successfully, evencome up with a much better idea
than I would have come up with,because they're in the trenches,
they know the challenges muchbetter than I do from the
outside a lot of times.
But how do you set them free,so to speak?

Speaker 2 (41:17):
So I do that at the very beginning with positioning.
So you build a position andinside of an organization, if
you want to say that we are alearning organization, so when
you onboard a new team memberyou say hey, listen, just want
to let you know that we're alearning organization.
Let me define that for you.
A learning organization is wemake mistakes.
We're not punished for ourmistakes.
What we do is we learn from ourmistakes.

(41:40):
Mistakes are only mistakes whenthey don't become lessons right.
And so then, when we make amistake, all we have to do is
not hide from it.
We have to say what are welearning from it?
And that's what I build intothe culture number one.
And so that way you free peopleto know that when they make a
mistake, the most importantthing is to take it to
leadership and say, hey, I madea mistake, I need help thinking

(42:00):
through this better next time.
So when we empower people atthe very beginning the
positioning of when they'rehired, what we are as a learning
organization and define thathere's what making a mistake
means, here's whataccountability means, here's
what making a mistake means,here's what accountability means
, here's what peer-to-peercoaching means, and you define
that.
You've now freed them up withopen and transparent
communication to become better.

Speaker 1 (42:23):
Yeah, so you know it's interesting because it's
one of the.
Probably empowering your ownstaff is one of the biggest
challenges that I've had Because, again, we are all creatures of
habit and I think a lot of thepersonalities come from how you

(42:48):
were raised.
As a child you will have thatalmost that inhibition or
feeling of being punished, nomatter like who your boss is.
It's almost ingrained in youand, right, it's so hard, I feel
, it's so hard to overcome.
There is some extremelyintelligent, hard-working people

(43:09):
and they're so intelligent theycome up with much better
solutions than anyone.
But that fear of failure, um,doesn't allow them to exploit
their potential and it'ssometimes it's sad to witness it
.
And you know, I I'm reallyrelentless, relentless when it,
when it comes to coaching thesepeople, because I really believe

(43:31):
in them, right, but boy but boy, it's hard.
I mean, it's so ingrained inthem.
And on the other hand, thereare, you know, one of the big
challenges I have is right now Ihave a situation where I have a
very smart person.
She's very highly productive,but not a team player.

(43:55):
Yeah, kind of the example youmentioned.
You know there is something tobe done and you ask that person
to complete a certain task andthen the response is well,
that's not my job, that's not inmy job description.
To me, there's two problemswith that.

(44:18):
One is that type of attitude,which is against what we just
talked about, and the secondthing is don't you feel it's a
little?
I know, I compliment thehonesty, but at the same time
it's a little audacious to saysomething like that when the

(44:42):
person you work for kindly asksyou to chip in or help with a
task that he or she thinks youare good at and that's why they
came to you and asked you forthat and then your response is
well, that's why that they cameto you and asked you for that,
and then your response is well,that's not my job description
yeah, yeah.

Speaker 2 (44:58):
So two things is one.

Speaker 1 (45:00):
I can see this scenario at the same time they
two weeks ago, they came andasked for a raise.
By the way, just to make itmore interesting, yeah that's
awesome, like what do you likewhat do?

Speaker 2 (45:15):
what do you?

Speaker 1 (45:16):
start the conversation, like what do you
even say?
Like, how do you kindly, let'ssay, you're really planning on
retaining that person becauseyou think, well, maybe I can
coach that person?
Yeah, where do you start?
Like, how do you open up thatconversation?

Speaker 2 (45:31):
Okay, so the way that I would open it, I'd sit down
with them and I'd say okay, sotell me about what it is you you
like most about working here,and allow that person to go
through and tell them okay, whatdo you understand?
And I'm assuming, let's say,it's your organization, I'm
assuming that you, just basedupon your, your nice
conversations, do you have yourcore values mapped out?
Yes, okay, inside your corevalues, do you have anything
that's relating to hungry, ordoing more than what's expected,

(45:54):
or excellence, or anything likethat?

Speaker 1 (45:57):
Absolutely All of the above and that everything we do
is for the sake of the patientand for the sake of improving
their lives and our lives.

Speaker 2 (46:08):
Okay.
So what I would do is I wouldsit down with that person and
I'd go back through those corevalues and I would match up what
the expectation is and, goingabove and beyond your current
position, where that fits in oneof those core value points or
several of the core value points, and if it isn't specifically
spelled out there yet, I mightadd a short sentence definition
to one of those things thatactually specifically states

(46:30):
going above and beyond thedefined roles of expectation in
order to be a team player.
That's the way I would approachit.
Then I would say when peoplecome and they're looking for
raises or looking to make moremoney, that means that they are

(46:51):
doing more.
That's what's already beingasked of them.
The mindset of I'll do more whenI get paid more is not inside
the culture of this organization.
It's I do more, then I get paidmore.
Okay Now, with that being said,and I'll tell you this straight
up, you and I have talked acouple of times, and so I always
say I use this word foreverything allegedly.
So I allegedly believe thatyou're a couple times, and so I

(47:12):
always say I use this word foreverything allegedly, so I
allegedly believe that you're agood leader, right?
I don't like until I see you inaction over an extended period
of time.
So I'll just say allegedlyright.
Let's just say I'm learning,yes, I'm constantly learning.

Speaker 1 (47:27):
We're always in a continuum right Continuum
learning, because good and badare relative terms.

Speaker 2 (47:31):
Yes, yes, good and bad are relative terms.
Yes, yes.
And so what I would say is thatI've run into docs or owners of
businesses that want theirlet's say, it's an office
manager and they're sayingthey've got defined terms of
what an office manager role is,but they need them also helping
with this and this and this andthis, and that office manager
will do all those things.

(47:52):
But then they come to me andthen they're like I can't get
everything done, so it's less ofa it's not my.
Even though they made the wordsit's not my job may come into
their thinking.
What they really mean is I'vegot my role Plus.
Now the doc wants me to do, orthe owner wants me to do, these
other eight things and I don'tknow what to do, right, so

(48:13):
that's that's one.
That's one caveat of that.
Now, on the other side, I havepeople that that I'm currently
working with, where the owner isdoing the learning thing and
they're off learning and sendinglinks to their, to their
practice manager and they'resaying implement this, this,
this, this, this, this, this andthis.

(48:34):
And the person's like that'snot my job, like I have one one
practice manager right now thatlike she's fixing the TVs and
she's messing with the computersand she's reprogramming this
and that I'm like that's notyour job.

Speaker 1 (48:44):
Are you talking about my?
Are you talking about mypractice manager?
Cause that's exactly what she'sdoing.

Speaker 2 (48:50):
Yeah, and so I always say, I always ask every
practice manager, this or ownerI said what is the highest value
of their time?
Now, if they have to dosomething as a one-off, that's
fine, but if they have to dosomething as a regular, then you
have to say is this a $20 anhour task?
Is this a $50 an hour task?

(49:11):
Because if their value is at$500 an hour and then you're
repeatedly putting things ontheir plate that are $20 an hour
, then you have to reallyevaluate how to subcontract that
, whatever that thing is out, orhave somebody else come in and
do it.

Speaker 1 (49:25):
Yeah, that's.
It's funny I have.
It's funny that you said thatbecause my office manager I love
her to death.
She's someone that fits all theyou know all the categories in
me.
She's amazing.
She's the embodiment of a teamplayer, to the point that if

(49:46):
there's something wrong with acomputer on someone's computer,
instead of her calling IT shegoes and just fixes it.
She leaves her desk and shegoes and fixes it.
The problem is others knowingthat they abuse her.
There is an issue, they go toher and peel her off her desk.

Speaker 2 (50:04):
Yes.

Speaker 1 (50:05):
And I'm often doing what I'm doing and I miss it.
And then at the end of the day,I'm trying to see what she has
accomplished and she lookstotally overwhelmed, she is
totally stressed out.
I'm like what's going on?
She's like Dr Hamra, you don'teven understand this, this.
And I'm like, well, why are youeven getting engaged in those

(50:25):
things?
Why don't you outsource it?
Why do you?
It's like, well, because theycome and ask me.
I'm like, well, learn to say no.
I mean because that person justcomes to you for convenience.
They could easily figure it out, but it's a path of least
resistance to come to you.
You're just too nice.
And we've been having thisconversation for the past 10

(50:47):
years.

Speaker 2 (50:48):
Yeah.

Speaker 1 (50:48):
And it's not changing yeah.

Speaker 2 (50:53):
So the change comes from the again, whether it's an
owner or whether it's an officemanager, is my questions are
always the same what is thebiggest impact that you want to
make in the people around you?
And then they tell me okay,what does that do for you
personally?
And then they define it Okay,what does that do for you
professionally?
And then they define it Okay,what does that do for you

(51:14):
professionally?
And then they define it andthey say, okay, so what are the
actions that you take on a dailybasis that build those things
personally and professionally,versus bust those things?
So there's builders and bustersand they have to define those
builders and busters forthemselves and understand that
if they go change mouse, if theytell somebody or go look for
mouse batteries because theirperson can't find them, that's a

(51:35):
buster.
You know, that's like a $3 anhour task.
Right, you need to go find it.
Order some off Amazon, I don'tcare.
Like you shouldn't be asking methat question, right and so?
And then the question comes updo we have a place that we
normally keep batteries?
Did they even look where thebatteries are first?
Right, this goes back toprocesses.

(51:57):
So it's changing their thinking, because they may have thought
that their jobs and they usuallywhat I find is is they love
their owners Like they're likethey want to serve their owners
so much but what they do is theybecause they love their owners
so much they kind of fall on theproverbial sword like 30 times
a day to protect their ownersinstead of building up
leadership quality.
So, like the majority of thecoaching that I do, yeah, it's

(52:19):
with owners, but the amount oftime that I spend with like
practice managers to helpredirect their leadership and so
that they can become a morepowerful, empowered leaders
empowering a team of leaders isprobably where I spend the
majority of my time.

Speaker 1 (52:33):
Yeah, you hit the nail on the head and that's the
problem, and I'm still workingon it.
But it's not easy, becauseshe's so passionate, she loves
the business and I feel sheloves me so much that she wants
to make sure that everythinggoes well, that I'm happy at the
end of the day.

(52:54):
She wants to make sure thateverything goes well, that I'm
happy at the end of the day,that I even verbalized and went
to her and said I'll actually beunhappy if you do this, so
please.
So, just so that I'vecommunicated, now I'm even
creating a door that doesn'thave a window in her office, so
then people are less inclined tocome and bother her, so she can
actually close it.

(53:14):
They would actually have tocall her on her phone if they
wanted something, which maybecreates another barrier as
opposed to someone just beingable to walk into her office
easily.
So, yeah, that's probably the.
You know.
You have the ones that are onthe one side of the spectrum
that love you so much.
They're hyper-intelligent, theycan fix any problem and they're

(53:38):
being abused.
And you have others that theyuse their intelligence
negatively, trying to constantlycut corners.
And worse, even when there isan issue that they witness, they
know they can solve it, theydon't do it knowing that it
would hurt the business, butbecause they say, well, that's
not my job.
And then when you tell themthat, they even verbalize it and

(54:01):
say, well, that's not my jobdescription, by the way, would
you fire that person on the spotor would you give that person a
chance?

Speaker 2 (54:10):
What I would do is I'd go back and re-educate Again
.
I go back.
I always hold peopleaccountable to the core values
and principles of theorganization.

Speaker 1 (54:18):
And then I'll say but my question is, because it
requires a certain audacity,Like you have to have.
It's a personality thing to me,so you can cite or quote the
core values.
Is that going to change thepersonality of that person?
I mean you could values.
Is that going to change thepersonality of that person?
I mean you could force, enforcesomething.

(54:45):
You can enforce a law or a ruleor a mission statement, but
then is it long-term sustainableif the person's personality is
not wired the same way?

Speaker 2 (54:53):
So what I do again, it's when I go back to the core
values or virtues of a teamplayer is I say here's what they
are.
And then I say here's becauseyou had mentioned something just
a second ago is you talkedabout their heart, right?
So it's a?
And I heard this somebody saythis one time.
They said, even like laws, andthey're like you can create a

(55:15):
regulation or a law, but you cancreate a regulation or a law,
but it doesn't change the heart.
And so it's a heart condition,not a legislative condition.
Right, and so.
But what I do is I still go backthere and I say, listen, from
what I understand is, even ifyou gave me actions that look
like this, but your heartdoesn't believe it, then if I'm

(55:36):
you, I'm asking myself is thisthe right organization to work
with?
And that's the conversation Iwould have with them.
I would say that to themdirectly and say and that's okay
.
If it's not, there are that aswe grow, like for different
points and times in life, as wegrow, we're like this At some
point in time.
The organization is stillheading this way, but maybe

(55:56):
you've grown or you've learnedsomething about yourself and
it's okay to go take advantageof another opportunity that
comes your way.
You don't have to stay here,because it's the proverbial
saying of we were good for thistime period and now we've grown
apart.
It doesn't mean that eitherperson's bad or either entity's
bad, it just means it's nolonger a fit and that's okay.
And so that's a way to have thatconversation to say so, are you

(56:21):
really where it's a conditionof okay, yeah, really, my heart
is I want to serve, or is it say, well, no, it's really not my
job and I don't want to do it,that's fine.
So let's come up with a plan tohelp you go find another
position somewhere else, right,and let's do it over this
whatever time period, becauseI've had people that like their

(56:41):
team member a lot.
That's kind of in the samesituation.
So they don't just want to firethem unless they're a real big
dental term I use is turd,unless they're being a real jerk
, right.
Then I say, okay, well, let'sdo something over 30 days, 60
days, help them transition intoanother job, and that way it
really helps.
Now, some people will do thatby keeping them on board.

(57:04):
But if you keep them on boardand you think, well, they're
just their condition will justget worse and worse and worse.
Because they're really not init with their heart, then you
just pay them for the 30 or 60days and not have them inside
the organization.
Either way is fine.

Speaker 1 (57:17):
Yeah, very helpful insight.
Very helpful insight.
Thank you for that.
Well, let's pivot to nutritionand performance a little bit,
because I know that's anotherone of your pet peeves that you
got into and it's another petpeeve of mine.
I'm actually currently writing abook on integration of
functional medicine intoanti-aging and aesthetic

(57:40):
medicine.
So I'm trying to shift theparadigm in my field that is
about anti-aging and aestheticmedicine and integrate more of
the insight of cellular healthand how everything starts.
And it's kind of a paradox whatwe do in my business in facial

(58:01):
cosmetic surgeon aestheticmedicine, which is constantly
tackling the problems and thechallenges externally through
fixing stuff that has aged slashbroken, through fixing stuff
that has aged slash broken, asopposed to learning the things,

(58:22):
the science that's out there,how we can prevent these things,
not just to prevent the agingprocess, but, you know, as part
of getting older, which isfeeling tired, having all these
aches and pains and thesenagging things and constantly
being low energy, that stemsfrom cellular aging.
Certain genes get turned offand certain genes get turned on.
And all of that has to do withour epigenetics, which is a

(58:47):
direct result of what we do toour bodies, meaning how much we
rest and sleep, what we eat anddrink, our mindfulness, how we
treat our mind.
And you know I like the quoteit says I think it was, it
probably was Jim Rohn.
It says you have one body tolive in.

(59:11):
Take care of it.
Um, and so you know, how did youfirst of all get into nutrition
?
You know, did it come from umpersonal experience?
Was there like some healthcondition where you said, you
know, I can't take this, whichis what's was in my case?
Um, I felt I have to make achange and no one none of my

(59:32):
doctors could actually give megreat advice that would move the
needle to my satisfaction, tomy standards and I hold myself
to very high standards and havea lot of expectations of myself
and I'm a very self-drivenperson and that kind of that

(59:52):
curiosity came from not no onebeing able to give me an answer
and proper advice.
What was it for you and whendid that start for you, and what
are you doing now?
All?

Speaker 2 (01:00:03):
right.
So about 14 years ago I endedup I had in high school as an
athlete, but I had a bad backlike after high school At the
age of 26, I finally went to goget an MRI and so I'm 46 now.
But I went to go to an MRI andthe doc said that she hadn't

(01:00:25):
seen a 26-year-old with a backas bad as mine that had not been
involved in an accident.
So I had three bulging discsand one herniated disc at that
time.
But I was also 47 poundsoverweight.
I wasn't working out, I wasn'tstretching, all that kind of
stuff.

Speaker 1 (01:00:41):
Were you sedentary?

Speaker 2 (01:00:43):
Yeah, pretty sedentary yeah, pretty sedentary
, wasn't doing much of anythingbesides working and watching TV.
Right, that's about it.
So the back pain got so intensethat everything was firing up
around my core my glutes, mylower back, my abdomen I mean

(01:01:04):
just everything felt like it wason fire most of the time.
Sometimes the back pain wouldbe so intense I'd be sweating,
and that was probably like everyother week.
I in such as in such pain thatI'd be sweating just sitting
there or standing there.
It was terrible.
And one night I was watching aP90X infomercial on TV with with
Tony Horton, and I told my wifeI'm like I'm going to do that.
She's like you're not going todo that.

(01:01:25):
You can't even hold your kids.
At this time I my son was three, the girls were just born in
her six months, so we had threeunder three roughly.
And she said you can't evenhold your kids, you can't play
with your kids, there's no wayyou're going to be able to do
that workout program.
And so I'm stubborn.
And so I said I am going to dothat program.
And so within six months I wentfrom and I've got I've kept

(01:01:47):
progress pictures every yearsince then.
Every year I take a picture onmy birthday and I post it on
social media to show this was 20years ago.
Well, 20 years ago is when Istarted the doctor route and I
went to go see doctors, physicaltherapists, chiropractors,
physiotherapy-.

Speaker 1 (01:02:02):
When did this exercise thing start?
About 14 years ago.
14 years ago.

Speaker 2 (01:02:07):
Yep, yep.
And so that's when I got on myhealth kick, if you want to say
so.
I went on to lose.
That's when I got on my healthkick, if you want to say so.
I went on to lose 45 pounds, 47pounds in six months Went from
it was like 215 to 167 orsomething like that, and I was
too skinny but I had to get offthe weight.
But I also had done.
I had felt better than I'd everfelt in my entire life.

(01:02:28):
I went from barely being ableto walk, sit, stand, run, jog or
anything like that too long tobe able to complete P90X twice,
plus incorporate the programcalled Insanity with this guy
named Sean T, plus be able to domy first triathlon at the end
of that Insanity program.

(01:02:49):
During that time period is whenpeople started asking my wife
and I a ton of questions, butthey were thinking that my
success came from working out,when in reality my success came
from the nutrition that Ichanged.
And so we always say it's 80%nutrition, 20% fitness or, sorry
, it's 80% mind or 100% mindset,20% nutrition and 10% fitness

(01:03:10):
right, but people think thatit's all this fitness that you
got to do.
But the proverbial saying isyou can't outwork a bad diet.
I've had people that eatgarbage and try to get better.
I've had people that go back tojust eating carrots and lettuce
and wonder why they can't loseweight right, and they're always
tired and have headaches.
So I've had people that try toeat right, but there's so much
information out there now thatit becomes very overwhelming,

(01:03:31):
confusing and people don't knowwhat to do and you go back to
self-awareness and then you goback to creating habits and so
what my wife and I started doingis we didn't I mean we had no
intention of starting anutrition business.
That was not an intent, it'sjust I got healthy, my wife got
healthy.
My parents said what are youdoing?
And we're like well, here'skind of the nutrition program
that we're following, we usethese supplements.

(01:03:52):
And so my mom's like okay, sothey got on a program.
My mom went on to lose 120.
My dad 55 pounds, my sister 12pounds.
Ridiculous amount of peoplestarted asking questions back
then.
That's when we finally got onlike Facebook.
So people started seeing thatkind of stuff and then we ended
up building a team of othercoaches around the country.
It ended up leading into now wecurrently have seven physical

(01:04:15):
locations that they front as asmoothie store, but we actually
do nutrition counseling out ofthose smoothie stores.
So we have seven of those.
We have hundreds and hundredsof, first, I would say, clients
that we touch just with Evie andI, and then our team has I
don't know what it is now it'sprobably close to a thousand
clients that they touch and workwith over time.

(01:04:36):
And so, yeah, and that's howthat started, and it started 14
years ago and it's been a Ialways call it the accidental
business blessing.
And so when I've had, I workwith a personal branding, my
business that I own, it makeszero sense.

(01:05:04):
I can't niche down out ofeither thing, because both
things that I do.

Speaker 1 (01:05:09):
Totally, and you know I mean, you know I've gotten a
lot of advice, like you.
You know niching down or youknow focusing on one thing.
I think people talk from onlyone specific perspective.
At the end of the day, I askmyself what makes me happy?
And if all three things make mehappy, I'm going to do all

(01:05:32):
three things and let the chipsfall.
And and fictitious success,which a lot of people associate
success with money, how muchmoney you make or how much you
grow your business, versus doingwhat makes you happy and call
that success, you know, as longas you don't go broke.

(01:05:54):
And so I think it's more of alifestyle choice than anything
else we do.
And a lot of these um, businessor branding or branding advice
is great and it works for a lotof people, but to me it goes all
back to self-awareness.
If you know what makes youhappy, you know what gets you
going, that's the right decision, and there's no one to say that

(01:06:17):
you made the wrong decision andI really commend you for that,
because I think without ahealthy you, without a healthy
body, you can't run a successfulbusiness.
And habit building comes frominside.
It starts with your nutrition,it starts with yourself.

(01:06:38):
You know, I always look atsuccessful people and or people
in general, and based on howthey treat their own body, how
they treat themselves, I cantell how successful they are and
whether their success is goingto be long term sustainable or
not.
You know, anybody can have atany point in time a certain

(01:06:59):
trajectory, but the question isthe sustainability of that
success, and I think disciplinehas a lot to do with it.
And your own body tells a lotabout how disciplined you are,
because if you can't take careof your own body, how are you
going to take care of otherpeople or your business?

Speaker 2 (01:07:15):
Right, and I have people tell me this argument.
They'll say well, and I'm justgoing to use a million dollars
as an example.
Let's say somebody says, well,I'm making a million dollars a
year.
But let's say that they'reoverweight and they're like, so
I'm doing fine, like I don'thave to be very healthy.
And I'll say you're defining thedollar amount as success but

(01:07:39):
not your potential as success,but not your potential.
I'm saying that if you had thenutrition and every da-da-da-da
and you were more in the idealsituation, that it wouldn't be a
million, it might be three, ahundred percent.
And I always tell people that'sokay If that's the road you
want to go down.
I'm not here to argue with you.
I don't need to argue with you.
I'm just saying what I know, as, because of the stupid amount

(01:08:04):
of things that I read, listen toand learn, I know what the
scientific facts are.
If you want to go down that pathand believe that you're good
with it, I'm good with it.
If you're good with it, butdon't come to me saying that it
is your potential, because it'snot, because I know that you
have more in there.
And if you were more ideal withenergy, ideal with body, ideal
with mind, because all thosethings are going to work, you're
going to create a moreimpactful production.

(01:08:27):
You're going to empower morepeople.
Thereby you're going to becomemore profitable.
Like all these things come outof a better human.

Speaker 1 (01:08:36):
Well, you just gave him a perspective he didn't have
.
And you know, one of the to me,one of the connections between
nutrition and mindset is youknow the impact at least I can,
I experienced it that it had onmy mental clarity, on my
productivity and on my generalperformance.
You know, and that's somethingI wouldn't have experienced or

(01:08:59):
wouldn't have known, that itwill have an impact unless I had
made the change.
The changes that I made, andit's like you don't know.
What you don't know and that'swhat a lot of people that think
they have figured it out goesback to coachability and this
intellectual humility that onemay or may not have to a certain

(01:09:20):
degree.
But what are some simplenutritional strategies that you
implement yourself or recommendfor, like a busy professional
that says, well, you know, whenyou tell them they need to be
eating healthy, or you'recoaching them about on nutrition
, and said, well, I don't havetime, I'm busy, I'm always on

(01:09:41):
the run, and do you have certainstrategies for these busy type
of people?

Speaker 2 (01:09:48):
Yeah, I mean, there's all kinds of different ways to
food prep and so some peoplemight do the food prep
themselves, some people mightpay for the food prep.
I don't care what it is.
So if somebody, let's say it'sa high income earner and they're
like, well, I'm always so busyand I'd rather not have to cook,
like when I'm at home, I'drather hang out with my kids
Great, you're a high incomeearner.
Pay somebody else to do yourfood prep.
Stock your freezer, buy anextra freezer.
Stock your freezer full ofdinners, lunches, breakfasts,

(01:10:10):
snacks and all that kind ofstuff.
So I want people to understandand when I'm a coach that Now,
if somebody is justpontificating to me and they're
not really looking for me toprovide projection of a feedback
, then I won't do that.
I'll just be like uh-huh,uh-huh, uh-huh.
Now, if they're open tofeedback and they're looking for

(01:10:32):
questions or they're lookingfor a different way to look at
running a healthy, activelifestyle, then I'm gonna say,
okay, so tell me what your daylooks like.
And they say, well, I will helpthem with snack ideas, food
ideas.
I'll help the macros.
Here's an easy macro plan.
It's not about the carnivorediet or the lettuce diet or the
eat grass diet or the dirt dietor the banana diet or any of
these other crazy things outthere.

(01:10:52):
Keep it very simple.
Here is the global nutritionphilosophy.
Here are the macros that youshould have.
It's not complicated.
Either prep your meals or buyyour meals with these things and
just eat them at theappropriate times, right?
Always have them available.
You can have them available atwork, you can have them
available at home.
You can put them in a nicecooler that keeps them cool

(01:11:13):
during the day if you're outtraveling around.
So, whatever the excuse is,it's just understanding.
What do you want more, right?
So always tell people.
If you will argue for yourexcuse, your liabilities, I'll
let you have them.

Speaker 1 (01:11:25):
And yeah, I mean that's a lot of time.
Again it's about excuses tojustify why we can't do
something and it requires acoach like you to hold you
accountable.
But again, you know you want toask.
A lot of times people are notready for feedback.
They're not Right Becauseyou're telling them what they
already for feedback they're.
They're not, um, right becauseyou're telling them what they

(01:11:45):
already know, what they'retrying to deny and, uh,
sometimes they start fightingyou and um, and I feel those
people need a little bit time.
But yeah, but um, hey, dude, um, I could talk to you for hours
and I know you gotta go.
We might have to do anothersession because there's so much

(01:12:07):
insight, so much wisdom thatmyself, including my audience,
would love to learn from you.
And where can people get intouch with you?
And what part of your businessis something that you're still
seeking to grow?
Because I know we talked aboutit and you decided that.

(01:12:28):
You told me that you havelimits on the business coaching
aspect and you have otherdirection and focus that you're
taking your business to.
So what's in the future for you?
Right now, All right.

Speaker 2 (01:12:41):
So what's in the future for you?
Right now, all right.
So the way that I have itdesigned currently is I have I'm
looking at a goal of onlyworking with five clients next
year in business coaching side.
Right now I have one clientthat's heading into next year
that I'll be working with.
So I'm going to enroll fourmore people to groups of people,
whether it's docs, whether it'sbusiness owners, whether it's

(01:13:10):
doing podcasts or webinars andstuff like that, so that way it
can be me one to many.
And then what I've done is,over the last year, I've built
up a, if you will, a coachingcollaborative.
So that way, the principlesthat I teach, the principles
that I talk about from stage oron webinars, I have been
coaching other people that arepast CEOs, past practice
managers, past this past thatthat all have.
I've been working with them onhow to coach businesses rather

(01:13:34):
than just be in the business,and so now they are along with
me so that, as I and I've gotanother alliance I just talked
to last week it's freakingphenomenal, it's so cool, I'm
excited about it.
You should talk to him too.
Um, I'll, after this podcast,I'll let you know his name, and
but he's good, he's cool.
So I want to be this, this, uhbeacon, like this, this uh what
do you call it?
Lighthouse that goes out there,that brings people in, and then

(01:13:58):
, when I'm full with my five, Iwant to be able to get out
anybody else that needs thoseservices to a group of people,
so that way I don't have to beall things to all people.
So that's number one.
Number two is I'm trying tolearn this game of how do I
provide education and coachingand systemization and practices
or leadership through some typeof automated system that I don't

(01:14:20):
have to show up every week orevery day.
But what if there was somethingthat I can show up on Mondays
and do some coaching andeducating?
But I already have a prebuiltsystem that people can follow
and watch the videos.
So I'm learning about that.
I have no deadline for that,but that's something I'm
learning.
And then my nutrition business.
We're looking to double that bythe end of the year by systems,

(01:14:40):
processes and and education andteaching.
So, uh, that's essentially onmy coaching side is what I want
to do.
What I do, what I've alreadydone on my nutrition side is
I've created leverage with manycoaches.
And on the business side uh,business coaching side I want to
create leverage with manycoaches.
Same thing.

Speaker 1 (01:14:58):
Amazing.
Love that, love that.
Um, you know, it sounds likeyou're just getting started,
brother, and that's amazing, butwhat's the one question you
wish more people would ask youthat they don't ask you?
Is there any particularquestion that you're always
waiting for people to ask youand they don't ask that enough?

Speaker 2 (01:15:25):
ask that enough?
Um, if so this was them askingme I would say.
I would say I would ask thathave the masses.
If you were completelytransparent with me and you
shared everything with me,without filtering it, but just
sharing the truth with me, whatwould it be?
That would be the question thatthey would ask me.

Speaker 1 (01:15:42):
And what?
What's the answer?

Speaker 2 (01:15:45):
The answer would be, whatever it is that I observe in
their mannerisms.
So it might be you're toocontrolling and this might be
da-da-da-da-da or you da-da-da.
I mean it would be a number ofthings.
It could be controlling, itcould be not focused enough on
goals, it could be you're notfocused enough on leadership in
the organization.
I mean, it could be a number ofthings, but I cannot answer

(01:16:06):
that until somebody asks me.
But I would have to haveobservation of that business
owner.
But I wish they would just askthat because otherwise I'm
trying to find creative ways toget them to have a
self-actualization and arealization, but that could take
six months.
But if they just ask me thatquestion and say, hey, just give
it to me, then we can cut itdown to one day.

Speaker 1 (01:16:29):
Amazing.
Thank you, Anthony.
Great insight.
And what's the best way forsomeone to get in touch with you
if they want to learn more fromyou and about you?

Speaker 2 (01:16:37):
Sure.
So two things.
One is anthonyblancocom Just gothere, super simple, anthony
Blanco.
One is anthonyblancocom Just gothere, super simple, anthony
Blanco.
A-n-t-h-o-n-y, b-l-a-n-c-ocom,which, if you want to put that
in the show notes, because Ithink I sent it over to you in
an email.

Speaker 1 (01:16:50):
Yeah, so just go to that website.

Speaker 2 (01:16:51):
I have a form there that people could fill out.
You could also text me at785-554-8626.
You also have that number sopeople can reach out and if they
want to do a 30-minuteconversation just to ask me
questions, say I don't know whatit would look like to work with
somebody like you, or I've hadpeople say this I've worked with

(01:17:11):
so many consultants.
What makes you different?
That's probably one of the bestquestions I love answering, and
so I go through those types ofquestions with people over the
phone, so more or less we caninterview each other, because
it's got to be a good fit bothways.
Um, I've got to be a good fitfor the organization and they've
got to be a good fit for me.

Speaker 1 (01:17:30):
Thank you, thank you everyone.
This was uh Anthony Blanco, uhbusiness coach, personal coach,
nutritional coach and greathuman being and um I'm lucky
that we have met.

Speaker 2 (01:17:42):
Yes, sir.

Speaker 1 (01:17:43):
And it's rare to meet people like yourself, and it's
always exciting for me.
I hope everyone enjoyed thisconversation as much as I have,
and please don't forget to leaveus a review on Apple iTunes and
any questions or comments onSpotify.
And happy holidays and a happynew year and until next time,

(01:18:04):
bye, bye all right bye.

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