May 21, 2024 • 17 mins
One of the best investments you can make in your leadership to commit to a mastermind. Of all the resources available to leaders, a mastermind is truly unique because it combines relationships and content that you just can't get anywhere else. Today Matt and Drew highlight the FractionX way of leading a mastermind.
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Episode Transcript
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Speaker 2 (00:16):
all right, matthew maddie wayne.
Do you okay with people callingyou maddie wayne or is that?
Is that more of like areluctant nickname that you've?
Speaker 1 (00:24):
you've embraced no I'll embrace it.
My sisters called me thatgrowing up.
I got lots of sisters, so itfeels like endearment.
Speaker 2 (00:30):
Yeah, I think so.
All right, you heard it here,maddie wayne, it is so, at the
risk of this sounding like beinga podcast commercial, right,
we've had some people ask uswhat is exactly you do, what's
fraction next to you.
What is you know?
What do you offer?
And that's a great question.
We've been doing these podcastsfor a while now several months
and just kind of um, talkingabout topics that we care about.
(00:51):
Leadership talks, we, we youknow really a podcast that we
needed, yeah, and and want andstill need to some extent.
But we have some things goingon in the business that we don't
let people know about and thenwe want to just take an episode
and talk about the why behind it.
Of course we have, you know, ourwork on it calendar that you
created, which I love becauseyou'll hear us say all the time
like you got to get, you got toget out of working in it to work
(01:15):
on it.
We did this ourselves a fewmonths ago.
We went away for a few days andworked on our business and man
those a day and a half, two days, three days so valuable for
your organization and for yourpersonal leadership.
That's exactly right To clarify, define success, all that kind
of stuff.
And so we have a year-longprocess that we work with
(01:36):
companies.
You come in and we'll do.
Actually, why don't you talkabout that for a second?
Speaker 1 (01:40):
Well, yeah, I mean so people have asked.
I talked to somebody last night.
I about that for a second.
Well, yeah, I mean so peoplehave asked.
I talked to somebody last night.
Speaker 2 (01:46):
I was like hey, I like your leadership podcast.
Speaker 1 (01:48):
What are you guys doing?
It's like funny you should ask.
And um, yeah, so that thatproduct, in particular the work
on that calendar, is basically aguided year of fractional
executives to come around owneroperators and say, look it, it's
almost impossible for you towork on your business by
yourself.
It's just you need you needcollaboration and some chemistry
to work with some people.
Right, and it's difficult.
(02:08):
You could go to a cabin in thewoods by yourself and come away
with some great stuff, but we'regoing to run you through some
exercises.
So really, that work on itcalendar, that year of executive
coaching, starts with a two dayoffsite where we're going to
grab perspective.
We're going to get like areally good overview of the
business.
We're going to define whatsuccess looks like for that year
(02:29):
.
We're going to get like areally good overview of the
business.
We're going to define whatsuccess looks like for that year
.
We're going to chop up yourresults goals into process goals
and give you a plan of actionto take back to your team to
achieve what you want to achievein that year.
And then really, you know somany people go and define, you
know vision and mission andgoals and then you know, 60 days
later the whirlwind sucks themin the vortex of business.
Speaker 2 (02:44):
We've experienced that personally.
We've done these offsites andcome up with great things and
then six months down the road,we're like well, what do we talk
about that offsite again?
Because the gravitational pullof working in it pulls you back
into the day to day and youforget.
So, yeah, that's right.
No, it's exactly right.
Speaker 1 (02:58):
So really what?
After the creation andcollaboration of of that
perspective retreat, it's theaccountability to say we are
actually going to continue tocalendar work on it dates.
And so the following quarter isgoing to be an entire day
reviewing all the decisions thatwe made, how our process goals
stacking up to the results thatwe wanted.
(03:19):
And then again we're going towe're going to jump in with your
lead team once a month.
We're not going to spend awhole day that month.
We're going to carve out twohours that are dedicated to this
perspective, this work on ittime, and then what we like to
do is also create somedashboards for leaders so they
can track this data.
Everything they say isimportant to their success.
So they know, am I on path tohave a great year?
(03:40):
So that's the primary product,is this work on it.
You know, one year of coaching,but not everybody is ready to
start at that Like, hey, let mecommit for a whole year to this,
right, right.
And you know, and I've heardthis phrase it's like when the
leader gets better, everybodygets better, and so part of the
podcast is like man, let's giveyou these like little vitamins.
(04:01):
You know, like a little shot ofvitamin C is going to help me
this week do something differentin my organization.
So there's a ongoing investmentthat we're making through the
podcast, but I think really oneof the one of the best tools you
can also get in addition tothat is we offer mastermind
groups and I think we want totalk about what, what the value
of those mastermind groups wouldbe.
Speaker 2 (04:19):
So I'm really no, I'm really excited about we got one
coming up in June, end of June,here and we'll post all that
kind of stuff.
And you know we're pretty badat like the self-promotion stuff
.
We like to talk aboutleadership stuff, but I think
when it comes to promoting ourproduct, you know it's like it's
always difficult to do, but Iam super excited about this.
We've got a great mastermindcoming up and you know, I think
(04:47):
for me, everything you just saidis is great.
But you know, I've spent thelast 20 some years listening to
all the podcasts, reading allthe books, I mean just taking in
all the information conferences.
Oh god, I've been to all theconference.
You know it's like do all thatkind of stuff and they're great,
like I love that stuff.
But, hands down, the, theenvironment that I've learned
the most in is getting around atable with other people that are
(05:10):
in a similar place than I amand learning from them, having
conversation with them.
You know, because it let us geta lot, of, a lot of these
conferences and books are veryaspirational, right, and but
what I needed in leadership wassome practical stuff.
Like, all right, walk methrough how you do this.
Like, how do you apply this toyour business?
How do you run this day-to-dayor whatever?
(05:30):
Yeah, so that was a great, butthe byproduct of it was I built
relationships with people thatI'm friends with to this day
that I can text, I can call andI can do all those things.
And so for you and I yeah, wegive out a lot of content with
the podcast, but where we feellike the bread and butter is is
getting these leaders around atable together and really kind
(05:53):
of dissecting where they're atRight, but also helping these
leaders realize that they're notalone.
They don't have to lead alone.
You don't have to lead withouta team.
You might not be able to hire aC-suite fully right now, but if
you're an owner-operator andyou're like man, I'm just out
here winging it, you don't haveto.
We want to come alongside youand help with that.
That's really good.
Speaker 1 (06:19):
So talk from your perspective.
Why?
Why a mastermind?
What is the value of that?
Just kind of riff on on that.
Yeah, let me start micro andthen maybe go macro.
So the one we're offering inJune I'm really excited about is
I've talked to a lot of myclients who are they're in one
of two camps.
Um, you know, we're, we're man.
This has been an incredibleyear Like I've.
I've overshot what I thought Iwas going to do, right?
(06:40):
So they've hit some goals theydidn't think they were going to
hit already and so now they'vegot a second half of the year.
It's like, well, hey, we need toredefine success.
Great problem, that's a greatproblem to have.
And so is your team built forthe success you're experiencing?
Right?
Do you have the right metricsin place to really quantify what
a success looks like for theback half of the year?
So we want to help speak intothose leaders' lives who their
(07:01):
year's going great and they wantto make a real clear definition
of what success looks like.
On the second half, the othercamp is holy crap, this year has
not gone anywhere according toplan and all the goals I set up
in December for January for thisyear we're not anywhere close,
right.
So, rather than you know,getting up and looking in the
mirror every day going I'm sucha failure, it's like, well, no,
(07:22):
we have a second half of theyear to go.
Let's redefine success.
Let's put some process goals inplace that we are in control
over, so that the last half ofthis year can be successful and
build some momentum for 2025.
Speaker 2 (07:32):
Right, and what if there's just some simple things
that you're not seeing or you'renot?
You know, you don't have theperspective that some of these
other people that are doing itlike I love the idea that there
could be someone in a mastermindwhose year is going great and
others who's not so great, thatcould collaborate and help would
be like hey man, you should trythis, this and that, and you
know, it could be a few simpletweaks that really change the
trajectory of your of your year.
Speaker 1 (07:53):
Well, it's exposure and networking to someone who's
doing something different thanyou, and so, really, you know
what happens in thesemasterminds is there's, there's
content, you know there's stuffthat we're going to go through
and some exercises we're goingto go through, but almost, you
know, 10 out of 10 times peoplesay the connection and
networking is the value.
It's like hey, can you hurry upthe content?
I really want to get to thistable discussion.
I want to see what my peers aredoing in this situation.
(08:15):
So, really, it's like the timeto connect with other leaders,
other owner operators who are,you know, either in a similar
industry or a similar phase oftheir business, to to just say
how'd you do it?
Yeah, oh, I'm doing this.
Oh, that's a great idea.
Have you tried this?
Yeah, and you know, and leadersdon't make time in their
schedules for this.
This is a work on at practice,and so we're going to put this
(08:35):
together for people to havethose types of connections.
Speaker 2 (08:37):
Well, it's funny, as you're saying that, even the
masterminds I went to you'reexactly right.
It was like could you, couldyou just skip the keynote, yeah
and cause?
My first question to everymastermind I've ever been
invited to has been who else isgoing to be there?
Like, cause, I just want to.
I want to learn from people.
I want, oh, so learn frompeople.
I want, oh, so that's cool,like I want to go learn from
them, right, and so you'reexactly right and we will offer
(08:57):
content.
I'm not saying you're justgoing to show up, you know, but
I think you're exactly right.
The value is who's in the room,yeah, and where you're learning
from.
So talk a little bit about ifsomeone's going to come to one
of our masterminds.
So the one we're doing in juneis kind of a.
It's a mid-year micro, micromastermind.
A lot of Ms there, but that'swhat we're about.
So this is a three-weekmastermind, kind of refresh
(09:19):
reset.
For the rest of the year Mostmasterminds will go a month to
six weeks, a little bit longer,but this is kind of just a short
one.
This summer, what can someone?
Speaker 1 (09:30):
expect in a mastermind experience.
Yeah, we're going to packageeach time we meet under a
certain headline and so thefirst week it's that vision and
strategy piece.
So there's a lot oforganizations, owner operators,
that are like you said earlier,they're just kind of winging it
and they may, you know, at somepoint have written down a
mission statement, but they theynever look at it, they're not
like using it as adecision-making filter.
They haven't decided valuesthat help shape the behaviors of
(09:53):
their team and how they operate.
So it's like we're going tospend a session really promoting
the value of vision.
Right, like in that visioncreates strategy for how you are
successful.
And people miss that stepbecause maybe they're a good
electrician and they're justlike well, I started a company
and we help people with theirelectricity and their outlets
and stuff.
It's like, well, that's great,you've got a core product.
(10:14):
We really need to go above thatand before that and create your
vision for what does thesuccess in the future look like
for your company?
Speaker 2 (10:21):
Right and allow yourself to be open to questions
from the group, Like I'm, youknow.
Imagine it'd be one of thosethings where you know someone
could state their vision andtheir strategy but then open up
for questions where it's like,okay, unpack for us, how is your
operations and your systemsreflecting that vision strategy
and the kind of the resultsyou're seeing?
(10:42):
How does it reflect?
And so I think it goes deeperthan just here's the vision
strategy.
Now let's go, let's kind ofpoke holes into it.
Because the thing that I knowis true like I can walk into
someone else's business and Ihope this doesn't sound arrogant
, but it's just true.
I can walk into someone else'sbusiness and I hope this doesn't
sound arrogant, but it's justtrue.
Yep, I can walk into someoneelse's business and I can look
and be like, oh man, youabsolutely should be doing this,
saying this, whatever, Like Ican go in there and just see it.
(11:02):
Clearly, I can't do that formyself.
It's crazy.
Like I have to almost like havean out of body whiteboard
experience.
You, you're so attached to it.
You need someone else to kindof poke holes.
Speaker 1 (11:23):
It's like a helpful adversary, like someone who's
not afraid to say hey, thatdoesn't really line up with what
you just said, and I'm sayingthat because I want you to get
better at it, not from a placethat I'm trying to tear you down
, but like hey, there's someinconsistencies in what you're
saying.
Speaker 2 (11:35):
I'm going to help you like see this I leaders that
are helping you work on yourbusiness to help you see it from
six, seven, eight differentangles that you would never see
from.
And then you're going to beable to do it for them.
That's right, because you'regoing to be able to see things
in theirs that they can't see.
That's the beauty of these.
Speaker 1 (11:51):
So the next, next session, when we get together,
we're going to focus on salesand marketing.
Like you know, there's just noidentity of the brand and you
know, one thing I think is superhelpful is helping teams work
on their elevator pitch, likeand we've talked about that
before but you speak into thesales and marketing thing
(12:12):
because that's definitely moreyour area of expertise.
Speaker 2 (12:14):
Well, I just love storytelling and I think that's
one thing that a lot ofcompanies miss is they don't
know how to tell the story ofthe problem they solve for their
, their customer.
We did an episode on this awhile back and you go back and
listen if you missed it, butit's.
It's just that idea of mostbrands position themselves as
(12:34):
the hero, right and so and it'sit's hard, because you believe
deeply in your product or yourservice and so you want to get
it out there, you want to talkabout how great you are, but I
think most companies being ableto drill down on okay, what is
like you said, that elevatorpitch which is broken up into
three parts problem solution,success here's the problem I
solve, here's a solution webring, and actually it actually
makes marketing and sales funagain.
(12:54):
Because if you're like me, Idon't like going out there and
being like, hey, look at me,you're making it about other
people.
So now it helps you get overthe hurdle of talking about your
product or service.
If you're one of those types ofowner operators who are like
man, I don't love the salesmarket, I just want to do the
work, I don't want to, you know,I don't want to have to push
myself out there or whatever.
(13:14):
This is a way of doing it thatgets you excited about talking
about your business to otherpeople, and so that's a that's a
big part of this.
Speaker 1 (13:21):
This mastermind is walk through the storytelling
piece, and then the third weekof this mid-year mastermind is
going to be focused on what doesit look like to get that core
identity as a founding leader?
You know an owner operator, andso we're going to talk some of
those things that we've talkedabout in previous episodes,
about what's it like to beaddicted to success.
What are you running from, whatare you running towards?
Working on some self-awarenessthings that are going to really
(13:44):
help you thrive as a leader, notjust as the business owner, but
as the human that runs thatbusiness.
Speaker 2 (13:49):
Yeah, I think that's a differentiator of our
masterminds is that I think thatwe care about the person, the
leader that's there, more thanwe care about their business.
Obviously we care about theirbusiness More than we care about
their business.
Obviously we care about theirbusiness.
But at the end of the day andwe've said this before if
someone's business is successfulbut they're losing everything
(14:10):
else and they're losing theirsoul in the process and their
family and all the other thingsthey care about, and they're
miserable or they have highanxiety, depression, loneliness,
that's not a win for us.
So we're going to dedicate goodtime to a group of people around
the table who are saying, hey,um, there's more to life than
just building a great business.
That can be part of it.
For sure, we don't want to shyaway from building a successful
(14:32):
business at all.
But you know a lot of a lot ofcompanies when they talk culture
, it's about organizationalculture and all that kind of
stuff.
But at the end of the day, yourorganizational culture is going
to reflect the culture of theleader absolutely.
So if you don't, you don't getyour personal culture right.
Like what do you care about,what do you value?
Yeah.
Speaker 1 (14:50):
Your unhealth as a leader will be the unhealth of
your organization.
Speaker 2 (14:53):
It's going to take shape after you and there's a
lot of unhealthy leaders thathave great organizational
culture, on paper, aspirational,but because that's not who they
are, it's not reflecting in thecall, it's not the actual
experience of the people workingin the.
You know.
So if you want to, if you wanta culture of people who are that
aren't dealing with anxiety butalso are, you know, have clear
(15:15):
goals and are successful andcare, you know, value driven,
whatever it is, you have tomodel that first, and so we
spend significant time in ourmasterminds, and this is not.
We don't lead out with this dayone right, we work towards this
when there's relationshiparound the table, but then it's
like all right, let's talk aboutwhat are some of your goals,
what do you, what are somethings you want to do, and then
(15:35):
let other people speak into itand be like well, man, then you
should consider this.
You should consider that Likethat feels the decisions you're
making feel in opposition towhat you say you value.
Speaker 1 (15:44):
And ultimately I think we said this before, but
I'll kind of make sure that weput an exclamation point on this
the content is super important.
The connection is even morevaluable.
I can remember a very specificmastermind we went to and the
former CEO of Home Depot wasthere.
Like this is a chance to listenfrom Frank Blake, the guy that
really had a pretty significantturnaround in a really really
healthy season of one of thebiggest, you know, home
(16:07):
improvement stores chains in theentire country right, massive,
massive, massive revenue.
But the thing I remember fromthat mastermind is the
conversations afterwards, youknow, grabbing a cocktail or
going to dinner hey, how'd youdo this?
And yeah, frank was fantasticand he's a really brilliant
leader.
But what I remember from thatmastermind was the relationships
and the connections that werebeyond the content.
Speaker 2 (16:27):
It's all the stuff you can't get in a podcast or a
Ted talk.
Yeah, like the Frank thing wasgreat.
I remember that.
I remember what he talked about.
It was so good, it was coolbeing in the room with him, um,
but I could have heard a podcaston that and, you know, got the
same the same content.
So, just to echo what you'resaying, I absolutely agree.
It's like these are the stuffthat you can only get
relationally in conversation.
You can't get anywhere else.
Speaker 1 (16:48):
Well, I always say this working on your business is
an investment and it hasmassive return, but you have to
be willing to make the sacrificeto make that investment.
It's an investment of your time, of your resources, and you
have to turn off working in yourbusiness for a period of time
to do that, but I promise youthis is one of the best
investments you can make in yourcompany and yourself.
(17:08):
That's great.
all right, matthew maddie wayne.
Do you okay with people callingyou maddie wayne or is that?
Is that more of like areluctant nickname that you've?
Speaker 1 (00:24):
you've embraced no I'll embrace it.
My sisters called me thatgrowing up.
I got lots of sisters, so itfeels like endearment.
Speaker 2 (00:30):
Yeah, I think so.
All right, you heard it here,maddie wayne, it is so, at the
risk of this sounding like beinga podcast commercial, right,
we've had some people ask uswhat is exactly you do, what's
fraction next to you.
What is you know?
What do you offer?
And that's a great question.
We've been doing these podcastsfor a while now several months
and just kind of um, talkingabout topics that we care about.
(00:51):
Leadership talks, we, we youknow really a podcast that we
needed, yeah, and and want andstill need to some extent.
But we have some things goingon in the business that we don't
let people know about and thenwe want to just take an episode
and talk about the why behind it.
Of course we have, you know, ourwork on it calendar that you
created, which I love becauseyou'll hear us say all the time
like you got to get, you got toget out of working in it to work
(01:15):
on it.
We did this ourselves a fewmonths ago.
We went away for a few days andworked on our business and man
those a day and a half, two days, three days so valuable for
your organization and for yourpersonal leadership.
That's exactly right To clarify, define success, all that kind
of stuff.
And so we have a year-longprocess that we work with
(01:36):
companies.
You come in and we'll do.
Actually, why don't you talkabout that for a second?
Speaker 1 (01:40):
Well, yeah, I mean so people have asked.
I talked to somebody last night.
I about that for a second.
Well, yeah, I mean so peoplehave asked.
I talked to somebody last night.
Speaker 2 (01:46):
I was like hey, I like your leadership podcast.
Speaker 1 (01:48):
What are you guys doing?
It's like funny you should ask.
And um, yeah, so that thatproduct, in particular the work
on that calendar, is basically aguided year of fractional
executives to come around owneroperators and say, look it, it's
almost impossible for you towork on your business by
yourself.
It's just you need you needcollaboration and some chemistry
to work with some people.
Right, and it's difficult.
(02:08):
You could go to a cabin in thewoods by yourself and come away
with some great stuff, but we'regoing to run you through some
exercises.
So really, that work on itcalendar, that year of executive
coaching, starts with a two dayoffsite where we're going to
grab perspective.
We're going to get like areally good overview of the
business.
We're going to define whatsuccess looks like for that year
(02:29):
.
We're going to get like areally good overview of the
business.
We're going to define whatsuccess looks like for that year
.
We're going to chop up yourresults goals into process goals
and give you a plan of actionto take back to your team to
achieve what you want to achievein that year.
And then really, you know somany people go and define, you
know vision and mission andgoals and then you know, 60 days
later the whirlwind sucks themin the vortex of business.
Speaker 2 (02:44):
We've experienced that personally.
We've done these offsites andcome up with great things and
then six months down the road,we're like well, what do we talk
about that offsite again?
Because the gravitational pullof working in it pulls you back
into the day to day and youforget.
So, yeah, that's right.
No, it's exactly right.
Speaker 1 (02:58):
So really what?
After the creation andcollaboration of of that
perspective retreat, it's theaccountability to say we are
actually going to continue tocalendar work on it dates.
And so the following quarter isgoing to be an entire day
reviewing all the decisions thatwe made, how our process goals
stacking up to the results thatwe wanted.
(03:19):
And then again we're going towe're going to jump in with your
lead team once a month.
We're not going to spend awhole day that month.
We're going to carve out twohours that are dedicated to this
perspective, this work on ittime, and then what we like to
do is also create somedashboards for leaders so they
can track this data.
Everything they say isimportant to their success.
So they know, am I on path tohave a great year?
(03:40):
So that's the primary product,is this work on it.
You know, one year of coaching,but not everybody is ready to
start at that Like, hey, let mecommit for a whole year to this,
right, right.
And you know, and I've heardthis phrase it's like when the
leader gets better, everybodygets better, and so part of the
podcast is like man, let's giveyou these like little vitamins.
(04:01):
You know, like a little shot ofvitamin C is going to help me
this week do something differentin my organization.
So there's a ongoing investmentthat we're making through the
podcast, but I think really oneof the one of the best tools you
can also get in addition tothat is we offer mastermind
groups and I think we want totalk about what, what the value
of those mastermind groups wouldbe.
Speaker 2 (04:19):
So I'm really no, I'm really excited about we got one
coming up in June, end of June,here and we'll post all that
kind of stuff.
And you know we're pretty badat like the self-promotion stuff
.
We like to talk aboutleadership stuff, but I think
when it comes to promoting ourproduct, you know it's like it's
always difficult to do, but Iam super excited about this.
We've got a great mastermindcoming up and you know, I think
(04:47):
for me, everything you just saidis is great.
But you know, I've spent thelast 20 some years listening to
all the podcasts, reading allthe books, I mean just taking in
all the information conferences.
Oh god, I've been to all theconference.
You know it's like do all thatkind of stuff and they're great,
like I love that stuff.
But, hands down, the, theenvironment that I've learned
the most in is getting around atable with other people that are
(05:10):
in a similar place than I amand learning from them, having
conversation with them.
You know, because it let us geta lot, of, a lot of these
conferences and books are veryaspirational, right, and but
what I needed in leadership wassome practical stuff.
Like, all right, walk methrough how you do this.
Like, how do you apply this toyour business?
How do you run this day-to-dayor whatever?
(05:30):
Yeah, so that was a great, butthe byproduct of it was I built
relationships with people thatI'm friends with to this day
that I can text, I can call andI can do all those things.
And so for you and I yeah, wegive out a lot of content with
the podcast, but where we feellike the bread and butter is is
getting these leaders around atable together and really kind
(05:53):
of dissecting where they're atRight, but also helping these
leaders realize that they're notalone.
They don't have to lead alone.
You don't have to lead withouta team.
You might not be able to hire aC-suite fully right now, but if
you're an owner-operator andyou're like man, I'm just out
here winging it, you don't haveto.
We want to come alongside youand help with that.
That's really good.
Speaker 1 (06:19):
So talk from your perspective.
Why?
Why a mastermind?
What is the value of that?
Just kind of riff on on that.
Yeah, let me start micro andthen maybe go macro.
So the one we're offering inJune I'm really excited about is
I've talked to a lot of myclients who are they're in one
of two camps.
Um, you know, we're, we're man.
This has been an incredibleyear Like I've.
I've overshot what I thought Iwas going to do, right?
(06:40):
So they've hit some goals theydidn't think they were going to
hit already and so now they'vegot a second half of the year.
It's like, well, hey, we need toredefine success.
Great problem, that's a greatproblem to have.
And so is your team built forthe success you're experiencing?
Right?
Do you have the right metricsin place to really quantify what
a success looks like for theback half of the year?
So we want to help speak intothose leaders' lives who their
(07:01):
year's going great and they wantto make a real clear definition
of what success looks like.
On the second half, the othercamp is holy crap, this year has
not gone anywhere according toplan and all the goals I set up
in December for January for thisyear we're not anywhere close,
right.
So, rather than you know,getting up and looking in the
mirror every day going I'm sucha failure, it's like, well, no,
(07:22):
we have a second half of theyear to go.
Let's redefine success.
Let's put some process goals inplace that we are in control
over, so that the last half ofthis year can be successful and
build some momentum for 2025.
Speaker 2 (07:32):
Right, and what if there's just some simple things
that you're not seeing or you'renot?
You know, you don't have theperspective that some of these
other people that are doing itlike I love the idea that there
could be someone in a mastermindwhose year is going great and
others who's not so great, thatcould collaborate and help would
be like hey man, you should trythis, this and that, and you
know, it could be a few simpletweaks that really change the
trajectory of your of your year.
Speaker 1 (07:53):
Well, it's exposure and networking to someone who's
doing something different thanyou, and so, really, you know
what happens in thesemasterminds is there's, there's
content, you know there's stuffthat we're going to go through
and some exercises we're goingto go through, but almost, you
know, 10 out of 10 times peoplesay the connection and
networking is the value.
It's like hey, can you hurry upthe content?
I really want to get to thistable discussion.
I want to see what my peers aredoing in this situation.
(08:15):
So, really, it's like the timeto connect with other leaders,
other owner operators who are,you know, either in a similar
industry or a similar phase oftheir business, to to just say
how'd you do it?
Yeah, oh, I'm doing this.
Oh, that's a great idea.
Have you tried this?
Yeah, and you know, and leadersdon't make time in their
schedules for this.
This is a work on at practice,and so we're going to put this
(08:35):
together for people to havethose types of connections.
Speaker 2 (08:37):
Well, it's funny, as you're saying that, even the
masterminds I went to you'reexactly right.
It was like could you, couldyou just skip the keynote, yeah
and cause?
My first question to everymastermind I've ever been
invited to has been who else isgoing to be there?
Like, cause, I just want to.
I want to learn from people.
I want, oh, so learn frompeople.
I want, oh, so that's cool,like I want to go learn from
them, right, and so you'reexactly right and we will offer
(08:57):
content.
I'm not saying you're justgoing to show up, you know, but
I think you're exactly right.
The value is who's in the room,yeah, and where you're learning
from.
So talk a little bit about ifsomeone's going to come to one
of our masterminds.
So the one we're doing in juneis kind of a.
It's a mid-year micro, micromastermind.
A lot of Ms there, but that'swhat we're about.
So this is a three-weekmastermind, kind of refresh
(09:19):
reset.
For the rest of the year Mostmasterminds will go a month to
six weeks, a little bit longer,but this is kind of just a short
one.
This summer, what can someone?
Speaker 1 (09:30):
expect in a mastermind experience.
Yeah, we're going to packageeach time we meet under a
certain headline and so thefirst week it's that vision and
strategy piece.
So there's a lot oforganizations, owner operators,
that are like you said earlier,they're just kind of winging it
and they may, you know, at somepoint have written down a
mission statement, but they theynever look at it, they're not
like using it as adecision-making filter.
They haven't decided valuesthat help shape the behaviors of
(09:53):
their team and how they operate.
So it's like we're going tospend a session really promoting
the value of vision.
Right, like in that visioncreates strategy for how you are
successful.
And people miss that stepbecause maybe they're a good
electrician and they're justlike well, I started a company
and we help people with theirelectricity and their outlets
and stuff.
It's like, well, that's great,you've got a core product.
(10:14):
We really need to go above thatand before that and create your
vision for what does thesuccess in the future look like
for your company?
Speaker 2 (10:21):
Right and allow yourself to be open to questions
from the group, Like I'm, youknow.
Imagine it'd be one of thosethings where you know someone
could state their vision andtheir strategy but then open up
for questions where it's like,okay, unpack for us, how is your
operations and your systemsreflecting that vision strategy
and the kind of the resultsyou're seeing?
(10:42):
How does it reflect?
And so I think it goes deeperthan just here's the vision
strategy.
Now let's go, let's kind ofpoke holes into it.
Because the thing that I knowis true like I can walk into
someone else's business and Ihope this doesn't sound arrogant
, but it's just true.
I can walk into someone else'sbusiness and I hope this doesn't
sound arrogant, but it's justtrue.
Yep, I can walk into someoneelse's business and I can look
and be like, oh man, youabsolutely should be doing this,
saying this, whatever, Like Ican go in there and just see it.
(11:02):
Clearly, I can't do that formyself.
It's crazy.
Like I have to almost like havean out of body whiteboard
experience.
You, you're so attached to it.
You need someone else to kindof poke holes.
Speaker 1 (11:23):
It's like a helpful adversary, like someone who's
not afraid to say hey, thatdoesn't really line up with what
you just said, and I'm sayingthat because I want you to get
better at it, not from a placethat I'm trying to tear you down
, but like hey, there's someinconsistencies in what you're
saying.
Speaker 2 (11:35):
I'm going to help you like see this I leaders that
are helping you work on yourbusiness to help you see it from
six, seven, eight differentangles that you would never see
from.
And then you're going to beable to do it for them.
That's right, because you'regoing to be able to see things
in theirs that they can't see.
That's the beauty of these.
Speaker 1 (11:51):
So the next, next session, when we get together,
we're going to focus on salesand marketing.
Like you know, there's just noidentity of the brand and you
know, one thing I think is superhelpful is helping teams work
on their elevator pitch, likeand we've talked about that
before but you speak into thesales and marketing thing
(12:12):
because that's definitely moreyour area of expertise.
Speaker 2 (12:14):
Well, I just love storytelling and I think that's
one thing that a lot ofcompanies miss is they don't
know how to tell the story ofthe problem they solve for their
, their customer.
We did an episode on this awhile back and you go back and
listen if you missed it, butit's.
It's just that idea of mostbrands position themselves as
(12:34):
the hero, right and so and it'sit's hard, because you believe
deeply in your product or yourservice and so you want to get
it out there, you want to talkabout how great you are, but I
think most companies being ableto drill down on okay, what is
like you said, that elevatorpitch which is broken up into
three parts problem solution,success here's the problem I
solve, here's a solution webring, and actually it actually
makes marketing and sales funagain.
(12:54):
Because if you're like me, Idon't like going out there and
being like, hey, look at me,you're making it about other
people.
So now it helps you get overthe hurdle of talking about your
product or service.
If you're one of those types ofowner operators who are like
man, I don't love the salesmarket, I just want to do the
work, I don't want to, you know,I don't want to have to push
myself out there or whatever.
(13:14):
This is a way of doing it thatgets you excited about talking
about your business to otherpeople, and so that's a that's a
big part of this.
Speaker 1 (13:21):
This mastermind is walk through the storytelling
piece, and then the third weekof this mid-year mastermind is
going to be focused on what doesit look like to get that core
identity as a founding leader?
You know an owner operator, andso we're going to talk some of
those things that we've talkedabout in previous episodes,
about what's it like to beaddicted to success.
What are you running from, whatare you running towards?
Working on some self-awarenessthings that are going to really
(13:44):
help you thrive as a leader, notjust as the business owner, but
as the human that runs thatbusiness.
Speaker 2 (13:49):
Yeah, I think that's a differentiator of our
masterminds is that I think thatwe care about the person, the
leader that's there, more thanwe care about their business.
Obviously we care about theirbusiness More than we care about
their business.
Obviously we care about theirbusiness.
But at the end of the day andwe've said this before if
someone's business is successfulbut they're losing everything
(14:10):
else and they're losing theirsoul in the process and their
family and all the other thingsthey care about, and they're
miserable or they have highanxiety, depression, loneliness,
that's not a win for us.
So we're going to dedicate goodtime to a group of people around
the table who are saying, hey,um, there's more to life than
just building a great business.
That can be part of it.
For sure, we don't want to shyaway from building a successful
(14:32):
business at all.
But you know a lot of a lot ofcompanies when they talk culture
, it's about organizationalculture and all that kind of
stuff.
But at the end of the day, yourorganizational culture is going
to reflect the culture of theleader absolutely.
So if you don't, you don't getyour personal culture right.
Like what do you care about,what do you value?
Yeah.
Speaker 1 (14:50):
Your unhealth as a leader will be the unhealth of
your organization.
Speaker 2 (14:53):
It's going to take shape after you and there's a
lot of unhealthy leaders thathave great organizational
culture, on paper, aspirational,but because that's not who they
are, it's not reflecting in thecall, it's not the actual
experience of the people workingin the.
You know.
So if you want to, if you wanta culture of people who are that
aren't dealing with anxiety butalso are, you know, have clear
(15:15):
goals and are successful andcare, you know, value driven,
whatever it is, you have tomodel that first, and so we
spend significant time in ourmasterminds, and this is not.
We don't lead out with this dayone right, we work towards this
when there's relationshiparound the table, but then it's
like all right, let's talk aboutwhat are some of your goals,
what do you, what are somethings you want to do, and then
(15:35):
let other people speak into itand be like well, man, then you
should consider this.
You should consider that Likethat feels the decisions you're
making feel in opposition towhat you say you value.
Speaker 1 (15:44):
And ultimately I think we said this before, but
I'll kind of make sure that weput an exclamation point on this
the content is super important.
The connection is even morevaluable.
I can remember a very specificmastermind we went to and the
former CEO of Home Depot wasthere.
Like this is a chance to listenfrom Frank Blake, the guy that
really had a pretty significantturnaround in a really really
healthy season of one of thebiggest, you know, home
(16:07):
improvement stores chains in theentire country right, massive,
massive, massive revenue.
But the thing I remember fromthat mastermind is the
conversations afterwards, youknow, grabbing a cocktail or
going to dinner hey, how'd youdo this?
And yeah, frank was fantasticand he's a really brilliant
leader.
But what I remember from thatmastermind was the relationships
and the connections that werebeyond the content.
Speaker 2 (16:27):
It's all the stuff you can't get in a podcast or a
Ted talk.
Yeah, like the Frank thing wasgreat.
I remember that.
I remember what he talked about.
It was so good, it was coolbeing in the room with him, um,
but I could have heard a podcaston that and, you know, got the
same the same content.
So, just to echo what you'resaying, I absolutely agree.
It's like these are the stuffthat you can only get
relationally in conversation.
You can't get anywhere else.
Speaker 1 (16:48):
Well, I always say this working on your business is
an investment and it hasmassive return, but you have to
be willing to make the sacrificeto make that investment.
It's an investment of your time, of your resources, and you
have to turn off working in yourbusiness for a period of time
to do that, but I promise youthis is one of the best
investments you can make in yourcompany and yourself.
(17:08):
That's great.
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