Mastering Communication in Construction: Rik Rushton’s Tips for Team Success

Join us on the Level Up Podcast with Duayne Pearce for a cracking episode featuring keynote speaker Rik Rushton! Dive into powerful insights on communication, leadership, and building a winning team culture in construction and beyond. Learn tips from Rik’s book Power of Connection to master your mindset and connect like a pro. Like, comment, and subscribe for more! 

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Episode Transcript

Speaker 1 (00:00):
To be a leading sports team at any level.
You put a lot of work in as ateam.

Speaker 2 (00:05):
Yeah, culture is conversations and if you've got
a framework for that to work,then it's very easy to get it
right.
If you don't have a frameworkfor that, you have
disconnections.

Speaker 1 (00:14):
I've always felt that construction is a very, very
different work environment.
Nine times out of ten you'rephysically working with other
people.
You've really got to connectwell with your team.

Speaker 2 (00:29):
For me.
I just believe that today isgoing to be a great day, and
because I believe it to be agreat day, my mind is wired for
that.
Let's go looking for the thingsthat are great.
I wake up every day with thegift of gratitude.
The most importantconversations, mate, we're ever
going to have are the ones wehave to ourselves, when we're by
ourselves, when no one else islistening, when we buy ourselves
when no one else is listening.

Speaker 1 (00:49):
G'day guys, welcome back to another episode of Level
Up.
We are on screen today foranother cracking episode and
I've got a cracking guest foryou.
Today.
We have with us Rick Rushton.
So for those of you that don'tknow or might not have heard of
Rick Rushton, he is a keynotespeaker.
He is an expert when it comesto communication.

(01:10):
I first come across him, rickI'm trying to remember probably
five, six years ago, when didthe book come out?
Power of Connection.

Speaker 2 (01:20):
Yeah, it came out in 2018, and I think you and I
connected.
I would have thought it wouldhave been somewhere around about
that 2020 mark, somewherearound that period.

Speaker 1 (01:28):
Yeah, mate, I'm so glad I reached out to you.
Since I've reached out to you,you've done a couple of sessions
with my builders in my trainingbusiness of Build and then,
only two months ago, we had youup here in Brisbane.
You were one of the guestspeakers at my big event, the
Level Up Experience.
Just mate, the feedback aboutyou has been phenomenal and

(01:49):
since then we've now got youspeaking at another big Live
Life Build event that we've gotcoming up later this year.
So, mate, yeah, give ourlisteners a bit of background, I
guess, to Rick Rushton and whoyou are and where you come from.

Speaker 2 (02:02):
Well, thank you, mate .
It was a joy sort of connectingwith you virtually in that time
.
I think we were either in COVIDor coming out of COVID, I can't
remember, but we did somethingvirtually.
Then we did something in roomand I think the in room one was
a lot of fun and, you know, gotso many good sort of people now
in my sort of social networkthat are now from the building
and construction industry.
So that's pretty cool.

(02:23):
But for anyone sort of involvedin this little session today, I
mean, my background isrealistically is in the real
estate industry and that's whatwas the industry that created me
to a degree.
And but from around about 30odd years of that, and knowing
that I was being asked moreoften than not, dwayne, just to
share some sort of successstrategies, I thought, well, if

(02:45):
I'm going to do this, I want todo it the way I want to learn.
So I don't like learning in astructured.
I was no good at school, liketerrible at school.
I went to school for tworeasons Number one to meet
chicks and number two to playsport.
Now, I was pretty good at thesecond, no good at the first.

(03:09):
But what I did find in schoolwas that you know there's a fair
few teachers that go to everyschool every day.
There's very few educators.
I was lucky to find in one onesort of school, two very good
educators who were able to alignmy thinking towards what are
your gifts and talents and canyou make that more than just a
hobby?
Can you make that yourprofession, moving forward?
So it still staggers my mum tothis very day, duane, that I get

(03:29):
paid to do what she told me tostop doing.
When I was a kid, she used totell me to shut up, and yet I
get paid to think.
So it's pretty cool.
So, after about three decades inreal estate at every level that
you could have, my wife and Ibought the business in 1998.
We sold it in 2016 and the bookcome out effectively back into

(03:49):
2017, 2018.
It went okay and then it gotreprinted.
Then there was an audible, thenthere was a TED Talk and, you
know, then the corporate worldcame knocking and that was
interesting, and so then I getto meet people like you that are
sort of saying, hey, I workwith a bunch of, you know,
builders who want to get betterat what they do from a

(04:09):
professional and personal senseand, you know, do you have any
strategies to help do that?
That's really the title of thebook.
The book is basically sayinghow to become a master
communicator in your headspace,at your workplace and at your
your place, ie the threemodalities where we have the
biggest conversations every dayand I think it's.

Speaker 1 (04:27):
It's just really powerful stuff, mate.
Like when I first listened toyour book, it really hit home
for me.
It actually it actually made metake a lot more responsibility
because I realized a big part ofthe problems I was having was I
wasn't communicating correctlyand I thought that I was, but
obviously I wasn't.
And correctly and I thoughtthat I was, but obviously I
wasn't.
And actually I have a lot ofconversations with my team now

(04:49):
and I tell them, like ifsomething's not going your way
or you're not getting theoutcome you want, you need to
step back and actually thinkabout how did you say it, how
did you deliver it?
And nine times out of ten, theissue is it's because we haven't
delivered it correctly.

Speaker 2 (05:05):
Yeah, and I I think you know the success strategy I
was given first day of realestate is just be yourself,
which works well when youconnect with someone who's just
like you, which I find for every10 people, that's probably two
out of 10.
If you're lucky now, anyonelistening or watching this
podcast right now.
The business world is toocutthroat to have a strike rate
of 20%.
You just can't be doing that.

(05:25):
You need to be connecting withpeople who are diametrically
opposed to you.
So I think one of the thingsthat helped the book get
published was a concept of tunein before you broadcast.
So before you broadcast onDwayne Pierce, dp Construction
101, make sure that thereceivers tuned into that same
frequency or adjust.

(05:46):
And so that was the biglearnings for me.
That being myself was authentic,but it wasn't productive.
And being myself was congruentwith who I am, but it wasn't
actually going to engage enoughpeople in my network to make me
profitable, both as a humanbeing but, more importantly, as
a provider, a father, a husband.
As a provider, a father, ahusband I'm now a grandfather,

(06:07):
which has all sort of happenedin the last sort of year, so for
me, I'm still looking for newways to tune in so I can
broadcast more applicably and,more importantly, across
different genres now.
So, yeah, yours was the firstof many firsts this year.
I spoke for the quarryingindustry I've never done that
before the building andconstruction industry never done
that before.

(06:28):
I'm working with an oil company, I've never done that before.
So it's really interesting tosee, dwayne, that most
strategies have universalprinciples in every area,
principles in every area.
And so I'm very big on startingthe day with positive self-talk

(06:48):
, having, you know, forwardthinking with my conversations
with my team and therefore, atthe end of the day, doing a
review and saying where did Iwin with that and where can I
learn from that.
And you know, I found that alot of the time.

Speaker 1 (06:59):
If I did that sort of approach, I realized that words
used well, change worlds, butif you don't use them well,
you're in a little bit oftrouble it's um, I find it
really exciting that you'resaying you're working a lot of
industries for the first time,um, but you also do a lot of
work with uh, like australiancricket team and afl teams and
those types of things, and Ijust find it so amazing now,

(07:21):
like I'm addicted to it.
I love personal development, Ilove learning, but when you
think about it, like to be aleading sports team at any level
, whether it's kids sport orprofessional sport or australian
teams you, you put a lot ofwork in as a team and yet most
businesses have to operate as ateam, but but there's very

(07:44):
little, I believe, input frombusiness owners to get their
teams working better together.
We've spent a lot of time,energy and money over the last
10 years doing lots of teamdevelopment with our team, but
it has definitely changed in thelast four or five years.
It used to be back in the daysit was pub lunches or catching

(08:08):
up for beers and pizzas or goinggo-karting and those types of
things and they were really goodfor building team morale and
creating good environment.
But we've got far more successout of now doing I professional
development as a team and I justfind it really exciting that

(08:30):
you're taking your expertise andwhat you've had a lot of
success from successful sportingteams and now you bring it into
the business world.

Speaker 2 (08:36):
Yeah, well, I think you know culture in the elite,
high-performing sportsenvironment is no different to a
high-performing business.
You know culture isconversations and if you've got
a framework for that to work,then it's very easy to get it
right.
If you don't have a frameworkfor that, you have disconnection
.
So we know, for a leader of anorganization like you, you're
only as good as the peoplearound you and you're like you

(08:58):
could be the conductor althoughhaving now met your wife, I know
she truly is the conductor.
You know there's no greatconductor without a great
orchestra and we need everyoneto play the music.
We need everyone.
You need the banging of thedrums and the clanging of the
cymbals, but you also need thesubtleties of the flute,
otherwise the music just doesn'tquite work.

(09:19):
So I think our ability tocommunicate across different
modalities, across differentpersonalities, has so much
importance in a modern day, 2025and going forward.
You know workforce, and thereason being is that this is the
first time in human historythat five generations are making
up the workforce, theenvironment that we're in.
So you've got Gen Z comingthrough.

(09:40):
That's the biggest talent poolavailable to any employer
listening to this particularpodcast at the moment or
watching and you've also gotveterans who still probably
forgotten more about theconstruction industry than they
could even teach because theyjust they just do it so
naturally.
And I think back to the levelup experience that you sort of
launched into the industry back.
You know, on the 31st of May Ithink it was, and I think about

(10:02):
that panel that you asked me tosort of do a bit of a Q&A with.
I mean, when I think of theveteran right at the end and I
think of the young guys comingthrough, I just thought that's
the diverse mix that's making upso many businesses across every
industry at the moment.
So yeah, if you go into aBunnings store and you've got a
Bunnings trade card, you'll seeGeneration Z combining with

(10:27):
loyal veterans who are in theirlast job, probably working a few
shifts a week not to sort ofdisrupt their super or their
sort of pension if they're on it, and you can ask any one of
them a question and they'llsteer in the right direction.
That's an amazing culture thatI've seen from the inside out
work really really well.
So culture is conversations.
High-performing environmentsare no different, whether
they're in the constructionindustry, in elite sport.

(10:48):
Everyone wants to know whatthey're doing well.
Everyone wants to know whatthey could be doing better, and
if you're working along aframework which we call values
values based organizations arethe place that you know don't
have trouble attracting talentor retaining talent.
You know people don't joincompanies, they join great
cultures, and you know someone'sgoing to come and work for DB
Constructions because we justfeel like it's a great place to

(11:09):
work.
I'm going to get better, butI'm going to have fun doing it
too.
I think that's half the battle.

Speaker 1 (11:14):
Yeah, values are an important thing, aren't they?
I think a lot of businessesoverlook, like we display our
company values on our site signs.
Everyone company values on oursite signs.
Everyone knows what we standfor, but it's a very powerful
part, like if people haven'ttaken the time to actually
establish what their values are,how can they connect with their
team?

Speaker 2 (11:32):
like the team don't know what they're, what they're
there to, what they stand foryeah, and I think also if
they're not performing well,they didn't realize that was a
standard they had to sort ofperform to.
So the first question I askwhen people say to me, look, our
performance is a little bitspasmodic, it's a little bit
patchy, I go okay, if I come towork with you today, what's my
clear understanding about whatwe value here at dp?

(11:54):
Construct what, what would thatbe?
Just so I'm real clear.
Oh, mate, you just get in andwork hard.
See, now, that's pretty hard tomeasure.
What gets measured gets doneand what gets measured can be
improved.
And they go.
What's an example?
I go pretty simple.
In our organization, if you cameand work with us, you're going
to believe in god.
That was very heavy, theythought, but god was an acronym,

(12:15):
god was.
You're going to come and workwith us and you're going to grow
.
We're going to grow.
You're going to leave betterthan you arrived here if you
stay with us for one day or staywith us for a decade or two.
You will leave better for theexperience because we're going
to grow.
You, you're going to leavebetter than you arrived here If
you stay with us for one day orstay with us for a decade or two
.
You will leave better for theexperience, because we're going
to make you a betterprofessional, but we're also
going to make you a betterperson.
I know it sounds bold, butthat's our goal, because we
figure if you're growing, if wecan give you an experience of

(12:37):
growth, you can't get anywhereelse.
You won't want to go anywhereelse, anywhere else.
So G is for growth and we'regoing to grow you.
But it's a two-way street.
You can't come here, clock onat 8.30 and check out till 4.30.
You've got to help grow us too.
So you've got to bring the bestof you and you've got to give
us your ideas.
And you've got to bring us yourtalent.

(12:58):
You've got to bring us yourenergy.
You've got to bring us the bestversion of you.
You're going to spend most ofyour waking hours here anyway.
Why don't you give us the bestof you?
So G was for growth.
O was for opportunity.
We'll create growthopportunities for you, but
you've got to create growthopportunities for us as
symbiotic.
And D was for discipline.
If you don't have discipline, Ican't coach that to you, I
can't give that to you.
I think you know, dwayne, mostrecruits are very disciplined to

(13:20):
get to the job interview ontime, and for about the first 90
days they show a lot ofdiscipline.
Once they've gone off theirprobation, a funny thing happens
who they ask starts showing up.
So what we want to see is youknow, if there's a daily huddle,
catch-up get-together, whattime does it start?
Well, it starts at a set timeand that's the time it starts.

(13:42):
So you're expected to be enroute before then.
So that's the time it starts,so you're expected to be en
route before then.
So before the start of thisinterview today, I was on with
your world-class producer andshow and we were talking for
probably 15 minutes, like I'drather be a half hour early than
one minute late.
And it's hard to do when you'rechasing planes and you're on
conference stages and you knowyou're in meetings and all that
sort of stuff.
But I've never gone into ameeting yet saying and all that
sort of stuff.

(14:03):
But I've never gone into ameeting yet saying sorry I'm
late because that's code, foryou know, I've just made my time
more valuable than your timewaiting.
So you know when people gosorry, I got here as soon as I
could.
I hear that as you got here assoon as you wanted to, and
that's okay.
You just don't have discipline,but I think I'll put my hand up
, mate.
Yeah, like you know, it's kindof.
Is it important to be on timeand you go?

(14:25):
Maybe, maybe not.
If you're an air trafficcontroller, I'm telling you it
is, you know.
Is it important to dot the I's,cross the T's, put a dot on the
lowercase J, doing your wife'sjob in the business?
Very much is.
If you're siting up now a newbuild, is it important to get
the string line right?
Pretty sure it is Now.
What time do we catch up fordrinks afterwards?

(14:46):
About five-ish, that's okaythen.
What time are we going to catchup for a barbecue?
About two-ish?
That's okay then.
But the ish stuff doesn't cutit in 2025.
We're either on time or we'relate.
There's no in between and we'vegot to get very good at being
on time or good at excuses.
There's really only two optionsthere.

(15:06):
So, anyway, that was themeasurement.
So when we did our one-on-ones,duane, we never said how are
you going.
We said how did you grow thislast 21 days, like, give me some
examples of where you grew,where you won or you learned.
You know you've got latitude tolearn here, especially for the
first six months.
Give me some feedback.
So if I couldn't get them toidentify the growth steps, I

(15:29):
knew they were plateauing.
And if they're plateauing andthey're Gen Zs guess what mate
they're going and they won'ttell you they're going, they'll
just go start somewhere else andthey'll ghost you and you'll go
.
What happened there?
And one of their mates will say, oh no, he just got offered 20
bucks more an hour, but he neverasked me for a raise.
No, he was never going to dothat.
You should have known that.
It's like how am I meant to tuneinto that?

(15:50):
Well, that's the issue, for youknow, a leader of a team in
2025.
A Gen Z is totally different toa veteran, totally different to
a Gen Xer or a baby boomer, ifyou want to call them that.
You know millennials aredifferent again, so you just
can't broadcast the same way.
One way the way I explain itvery quickly is if there was a
10 cinema complex in your townat the moment it's not playing

(16:11):
the same movie in 10 cinemas.
You know people love differentforms of entertainment, just
like there's not one radiostation.
I don't like jazz.
It's a bunch of notes goingnowhere fast.
I can't handle it.
But you know know, when Shaneand I were just talking before
you came online, before westarted to record, we started
talking about the music we loveFairly eclectic.
But you know we're into rock,we're into, you know, silver

(16:33):
chair, we're into like stufflike that.
So I get that.
You know my first concert thatI kind of remember taking our
kids to was Van Halen.
Remember taking our kids to wasvan halen?
Probably not.
You know much people would wantthe wiggles right, but our kids
love thumping music now becauseI've had that sort of
experience.
So for me it's aboutunderstanding no one way is
going to get the job done.
You'd find that as a lady, findthat as a husband and a father,

(16:55):
more importantly with yourgirls, right?
So?

Speaker 1 (16:57):
yeah, but I love the um analogy of the god.
That's um, that's a cracker.
I'm gonna definitely use that.
So, mate, when it comes to likeyour book was, well, you've got
another book now too, don't you?

Speaker 2 (17:10):
Well, it's actually the same book, believe it or not
.
It's actually.
It was just for the AmericanCanadian Marketplace and they
made a few edits and they askedme to add in a few subtle shifts
, but it's.
I don't know what thepercentage is, but of the pages
I would say, you know, don't getboth, I'd get one or the other.
The power of connection is theone that's on Audible.
So people who love listening tobooks normally get that.

(17:31):
I just tell them to listen toit one and a half times to speak
, because they really made meslow down, like they were making
me talk like this, which mademe want to go to a funeral home
and wait.
I just don't know where you'regoing here, like let's.

(17:51):
So I like to speak with energyand so, um, but people who
listen to it, who know me, go,man, you must have been on decaf
that day.
It's like, yeah, I know right,so, um, but yeah, the power of
connection is the book where wego through a few framework, few
simple frameworks to help youwith that, and, and one of those
is the fact that you need to beaware that everyone evaluates
information differently, sowe've got to be very careful
about how we're broadcasting asa leader.
We can't broadcast on onefrequency and expect that

(18:14):
everyone's getting it, so wehave to be aware of that.
And again, three things I thinkyour modern enterprise needs.
Number one you need to bevalues-based, so everyone knows
what we're being heldaccountable to.
Number two people need to feellike they're valued and
appreciated, and the best way wecan do that is to have great
conversations with them.
They're the three big pillars,I think.

Speaker 1 (18:33):
Yeah, and those three things will make an enormous
difference to any business, butespecially in construction.
I've always I'd love to knowyour opinion on this, rick Like
I've always felt thatconstruction is a very, very
different work environment.
It's not like an office oradmin role where you go to work

(18:53):
and you might mingle for thefirst 10 or 15 minutes, but then
you go, you sit at your desk,you've got your own space and
you do your work, whereas on aconstruction site, nine times
out of 10, you're physicallyworking with other people,
you're leaning over the top ofeach other, you're helping each
other lift things, like.
So you really got to connectwell with your team, like

(19:14):
because you're so, you work, yousmell each other, you're
sweating on each other, you'rehelping each other all day,
every day, and I've always foundit very tricky to have to
manage so many differentpersonalities and people and try
and get them all to worktogether on site.
I think we do a reasonably goodjob of it, but there's always

(19:34):
room for improvement.
What, hey, like what sort oftips have you got for for that
sort of work environment?

Speaker 2 (19:41):
well, I think we all get there at the same time,
don't we?
With a coffee in one hand andmaybe a bacon and egg roll on
the other, and then we um, weget on site.
If that's what we're talkingabout here, I would have a very
quick huddle that would last forabout 90 seconds.
Going all right, team, here'sthe deal.
What are we trying to achievetoday?
If we could be very simplistic,if we could only get three

(20:01):
things done, what would be thethree big outcomes from this day
of production today?
So we identify three things and, in an order of priority, where
one's the most important, threeis the least of the three.
What would that look like?
One would be this, two would bethat, and three, if we had time
for it, would be this one here.
Let's shoot for that.
So away we go.
So at least everyone knows wherethe priority is and where we're

(20:24):
focusing our energy, as opposedto the activities, because on
the job site there's lots ofactivities.
Activities, because on the jobsite there's lots of activities,
but you know, you've got tomake sure that we're not sort of
, you know, getting out of syncwith what's required for the
progress of the job.
So I think the priority is thebig thing.
If we identify the priority andeveryone's aware of it, it's
hard to get that wrong.
If everyone's doing theiractivities, it's like herding

(20:46):
cats.
It's going to be very hard toget that right.
So I think none of us are asgood as all of us.
We're all dependent upon eachother.
Everyone's got a voice of value, but I think these are the
three most important things.
Looking at the weather, if wecan get this section of it done
in this period of time, I thinkthat's going to be the best.
How do we feel about that?
Not what are your thoughts?
How do you feel about that?

(21:06):
How do you feel?
Feel if we were to achievethese things today?
Now gives them a measurementand how they feel at the end of
it when they look back and gohappy days, we, we, we tick that
right.
So now you go home with a gain,not a gap, which is you know a
lot of what we do.
We start off a day with anexpectation, with a hope, with a
plan, and then life gets in theway.

(21:29):
Whether Weather on site wouldget in the way Trades, people
don't turn up when they shouldgets in the way the person.
I need to do their role beforeI can do mine.
Hasn't done it, so it gets inthe way.
So I think the most importantthing I'd be doing if I was
leading a team of one, two, 10,200, it wouldn't worry me, I'd
be getting together, going.
Okay, here's what the weather'slike.
It would almost be a bit of adescriptive sort of view on what

(21:53):
the conditions are we'reworking in today.
And, ultimately, if we couldonly achieve three things, what
would they be?
Prioritise them.
Three is better than 33, Ithink, because you can get into
the finality with that and thenyou can look at it at the end
and go how good is that?
But you know, if you can goaway from the day looking at
what you gained, not the gap ofwhat you didn't get done,
because of all the activitiesyou're measuring the gain, never

(22:14):
the gap, you feel fulfilled andmomentum-based, as opposed to
shortfall and feeling behindtrack and off track and not
feeling great.
So you know, I think settingthe rules of engagement up would
be the way I'd go about it.

Speaker 1 (22:27):
Yeah, that's definitely good advice.
That's definitely good advice.
The other really big thing thatI took away from your book was
actually like I'm bad for it.
My wife and well, not just mywife people around me pull me up
or used to pull me up on it alot, but letting the person
speak, stop before I starttalking.

(22:53):
And you, I think you said a lotof times in your book that a lot
of people these days havealready come up with their
response and their answer beforethey've actually even finished
listening to what the person'ssaying, because they're so too
tied up in their own shit.
That's going on, and I've foundthat really powerful.
Uh, in my businesses, in myrelationships, like just to and
and look at for me, it takes mea lot of work, like I'm always
just go, go, go and I want to, Iwant to keep the conversation

(23:15):
going and get it done and andmove on, but so it's actually
taking me a lot and I'mconstantly telling myself just
just let them go, let them go,don't talk yet, don't talk yet.
Um, but just that little tipthat you kept reiterating
through your book has helped meout a huge amount in the last
five years.

Speaker 2 (23:31):
Yeah, I think you know we're a similar personality
to a degree, like the clock'srunning.
Let's get some progress here.
So, you know, three words arebetter than 33.
I'm always a stomp the rightfoot and get going, as opposed
to hold back and just assess.
It's almost like you know.
Should we read the instructions?
Nah, let's just start puttingit together.
We'll go to the instructionswhen we need to.

(23:52):
Probably not the best thing fora building site, but you know,
my message is that you know I'ma doer and a forward-thinking
person, and so when I'm acrosssomeone who really has to think
things through and have it allmapped out get all their ducks
in a row I'm kind of going ifyou've got your ducks in a row,
they're all going to get shot.
Let's speed this whole thing up, right.
But what I have learned is itreally does help me if I just

(24:14):
let people continue through andfinish off.
Then they feel respected.
You know, if you start cuttingthem off or speeding them up,
they realise that you'reprobably more self-centred than
self-interested in helping themget better at what they do.
So therefore, they're not goingto give you the best of what
they've got.
I kind of work out very quickly, who's on the satellite feed

(24:36):
and needs a bit more time, whoneeds all the information before
they can make a decision andwho's like me.
It's like, hey, give me 50% ofit, we'll go work on the 50%,
while the back end you knowproblem-solving people sort out
the other 50%.
So thank God I'm not a bloodybrain surgeon, because I just
start scalping without sort ofknowing what's going on.

(24:56):
But I think you just find peopleout there.
But what I find in thatinstance is this is just me.
But I find the people who arevery methodical, very linear,
want to really map it out intheir mind before they start.
I want them in certain roles inmy organisation.
So you know, I just find for meI'm a point-and-shoot kind of

(25:18):
guy and we'll build it as we go,like we'll launch the rocket
and we'll build anything else weneed in outer space.
But if we wait for everythingto be packed away, stowed away
and done, we'll never launch ismy view.
So I'm always that way.
But the people around metypically they're more
thought-provoking than that andthey're more detailed than that,
which is great.
So they pick up my deficienciesto a degree which I think is

(25:40):
fine as well.
But I think once you know who'swho in your team, you've got to
give them their space to betheir best and for some they
might need a bit more time tothink, a bit more time to think,
a bit more time to consider, abit more time to communicate
with you.
And you just have to catchyourself in those moments where
you go oh, I know where they'regoing, but you just have to get
in your head it's just don't hitthe throttle yet, just wait,

(26:02):
just wait and go Interesting.
Tell me more about that.
What do you mean?
Tell me more.
You know where this is going,just speed it up.
But no, no, tell me more.
Well, this is interesting.
No, my former boss didn't dothat.
Well, I'm thinking this and I'mthinking that I go.
Great, I know where this isgoing, but before I actually get
to the end game here, let'sstay in the moment.
So I think that's been a realrevelation for me across my

(26:23):
whole life.
The truth be known, my wife andI were very opposite attracted
early on right, and my bestfriend I remember clearly saying
mate, I don't know, like Idon't know, she's got an accent,
I don't know what.
She doesn't say anything.
She's got no hope hanging inwith you.
You talk a glass eye to sleep,great, she's like uh, she's the
exact opposite to me.

(26:44):
But now people who meet my wifewill say, my gosh, she's so
engaging.
And she would say it's probablythe benefit of rick allowing me
to find my space in therelationship.
And I would.
She's so engaging and she wouldsay it's probably the benefit
of Rick allowing me to find myspace in the relationship.
And I would say she's given methe gift of listening and really
, because most people like youand I mate, we stop listening
when our lips stop movingbecause we just want to get on
with the job.
But she was very good at makingsure I could really understand

(27:07):
her position in things and wefound it through arguing,
arguing if the truth be known,and we found it through all the
you know.
But again, experience is whatyou get when you don't get the
result you wanted.
So you know I learned somethings that how she processes
information.
I thought to you, for me tohave her in my life and for me
to be the best version of me forher in her life.

(27:27):
I'm going to have to adjustwhat I do, but she picked that
up as well.
So it's like if you take careof me, I'll take care of you in
a business relationship.
No no, I'll take care of me tobe ready to go for you if you
need me, lean in, but I need youto be the best version of you
so I can lean into you if I needit.
Let's go get this thing done.
What's the three big outcomestoday?
Away we.
I think life rolls bestpersonally.

Speaker 1 (27:50):
Yeah, definitely, I liked you.
I didn't get a chance, I wasflat out at my event.
I didn't get a chance to seeyour entire presentation, but I
definitely connected with thebit where you were talking.
Well, you sort of did it inyour own way, but you were
talking about disk profiling.
I'm pretty sure Did you touchon that?

Speaker 2 (28:08):
Yeah, I think there's lots of methodologies out there
myers-briggs, disc there's,there's a lot of them and I
think I'm qualified to delivernlp, myers-briggs and disc.
I think, if the truth be known,if I go looking um through all
my um qualifications, if youwill.
But I just found all thosethings way too complex and way
too deep to work in anenvironment to work out.

(28:30):
If someone is a driver, aninfluencer like it, like it's
kind of too hard.
I just put people into verysimple colour formats.
There's just four of them.
There's just red typepersonalities, there's yellows,
there's aquas and there's blues.
And so red type personalitiesfor me are very fast talkers,
fast movers, very clear on whatthey're trying to do.
You know instant coffee is notfast enough for them.

(28:52):
They want to get to the endreally, really quickly.
If you drive with a red, youknow it because they're changing
lanes to get one car spaceahead of the next set of lights.
You know if the lights havebeen green for a while.
They're speeding up becausethey know the lights are about
to turn sort of like amber andred.
They want to get through onorange, if they can type things
so like amber and red and theywant to get through on orange if

(29:14):
they can type things.
So you know, for me, anyone whodrives like me on a freeway is
awesome.
Anyone who drives faster is anidiot.
Anyone who drives slower shouldjust go again and just get out
of my way.
But what I realised was thatI'm very red when I'm in certain
modalities and so I need topick it up faster.
Talk three words are betterthan 33.
If you authorize me, today,I'll go and sort this all out

(29:36):
for you, rather than give youall the options for you to then
say I don't have time for that.
I knew you didn't have timebecause I'm a red.
You're a red, I can save youtime.
So you know, speed is theircurrency.
Yellows are very opposite toreds.
Yellows are very descriptive,very out there kind of people
you know.
Red will say hi, I'm rick,shake hands, let's get going.
A yellow go.

(29:56):
Hi, twain, I've seen you.
You do a lot of stuff and I'llstart going off on a tangent.
You'll go.
Where's this going like?
You gotta let them roll.
They're like a tuner on theline.
You just gotta let them go.
And you can't land them becausethey're just.
They haven't finished wrigglingaround yet.
They've got so much energy andthen it'll be like, okay, now
what were we doing?
Of course, the quote.
What do I have to do to get aquote from you?

(30:17):
It's like, well, we're 20minutes in.
I would love to have sort offound out what you're trying to
achieve here.
By the way, I don't do freequotes.
This is like you know, likeReds would go.
I respect that.
This guy respects his time.
Yellows go.
I don't want to rush you,though.
It's like yeah, because they'dlove to have a conversation.
Acqua's are very reserved, likemy business manager, very quiet.

(30:39):
Three words are better than 33.
They sit right back.
They don't like being thecenter of attention.
You know, if you can think abouta pot plant, reds are like.
You know, if someone says, lookafter my pot plant, I'm going
away for a month, sure, how do Ilook after it?
Care instructions are there.
It's like full sun, full water,full fertilizer.
Reds, right, yellows are plentyof sun, don't need watering too

(31:04):
much, don't even need muchfertilizer.
They're fine.
Aquas are like leave in fullshade water periodically, if
ever at all, and whatever you do, don't bring them out out in
front of the sunlight and justtry, and, you know, celebrate
them in front of the whole teambecause they will just shrink
like a violet right.
They will just go no way.
So aqua people, very slow, veryreserved, but they're some of

(31:28):
the greatest thought leaders inmodern times.
So if you think about guys likeSteve Jobs, if you think about
you know absolute, you know BillGates, awkward people, all
those reserved personalities,very subtle, took a lot for Jobs
to learn how to present to hiswider team and the wider
marketplace.
And then Blues are like youknow, know, they are just so

(31:52):
linear, so logical.
They love process, they loveprocedure.
If they can show, if you canshow them the process, they can
already bank the result here.
Because because they know howto follow it, one plus one
equals two.
A red goes one plus one.
How do we make it equal 11?
Uh, yellows aren't doing mathbecause it's not fun and aquas
are going to be very, veryconsidered before they'll think

(32:14):
of every answer possible, beforethey actually come in with that
.
So if you can think about thosemodalities, you pick it up
pretty quickly that you knowwhen you're talking to uh, like
a guy like I was yesterday hewas trying to book me for an
accounting conference and I said, the challenge I've got is you
probably love excel spreadsheet,right, right?
He goes yeah, I've got it openright now.
I said I don't even know how toopen it.
I don't want to know how toopen it, I can't stand Excel

(32:35):
spreadsheet.
But give me keynote and threeconcepts and I'll get back a
slideshow for you in threeminutes.
I'm very creative.
So you know, for me, when Itravel I'm very red.
I want to be on time, ahead ofschedule, ready to go.
When I'm at home on a weekendafter a long road tour and I've
hung out with my family, paid abit of respect, I'm probably an

(32:57):
aqua on the couch, just in in atracky and moccasins just
channel surfing, just notwanting to think too much.
So I think we're all of thosemodalities, but we're a
predominant one.
So you, you're actually quiteenergized and quite red, but
you're not really red and you'renot really yellow and you're
not really even orange, becauseyou've got a bit more detail
about you too.
So I kind of put you in morelike purple, you know, which I

(33:19):
think is an issue.
So you'll speed up when youneed to, but you're okay to give
someone else the spotlight aswell, like you're not someone
who needs to have the sun shinedon them 24-7 like most Reds,
right?
So Reds want to be regaled.
Aquas want to be left alone andjust do my job and just
acknowledge I'm doing a good job, but they don't need fanfare.

(33:39):
I guess is kind of themodalities.

Speaker 1 (33:43):
The reason I brought that up, rick, is I think it's
really important and I reallyfeel like I spend a lot of time,
I guess, figuring out who I am,and that led me into
understanding more about otherpeople and I really feel like,
uh, it'd be massive.
Like most 99 of people on thisplanet, I don't think really

(34:03):
understand who they are, whattype of persona, personality,
all those things in there.
They're just living with oldbeliefs and religions and
concepts and whatever you wantto call it, from the way they've
been brought up.
But I think knowing more aboutyourself and I like the way that
you, that's why I've sort of itcaught my ear when you're on
stage and I was trying to keepthings organized and I thought,

(34:24):
shit, I'm gonna sit down forfive minutes and listen to this
part.
But because I think it's reallyhelped me in my businesses
understanding more about thesonas of other people, because
it does allow me to changedepending on who I'm dealing
with.
I definitely know, like my teamin my building business and
there I have a few of everythingthere is guys that are like me,

(34:47):
just head down, bum up, get itdone, and then there's guys that
are just completely reserved.
You can hardly get a word outof them.
But if you take the time toconnect with them and explain it
in a way that connects withthem, they do a really good job.
But if you come in on fire, go,go, go, do this, do this, do
this, do this it goes in one earand out the other and you come

(35:09):
back a day later and they'veachieved nothing.
So I think it's something thatneeds to be discussed more in
the business world and it'ssomething that business owners,
I do believe, need to know moreabout.

Speaker 2 (35:22):
Yeah, I think if you give an acqua person a bit of
space, like you just said there,they'll share something with
you that you go.
Gee, that's pretty insightful,like I didn't think about that.
But if we did that in ourbusiness, we'd be now in my red
modality.
I'm thinking.

Speaker 1 (35:35):
I'm bringing that to life.

Speaker 2 (35:36):
That's a great idea.
But that aqua person, dwayne,would never have shared that
with you if you didn't give themthe space to step into it.
So that's the beauty of that.
If we come in as a red and go,okay, this is what I need from
you, this is what I need fromyou, this is what I need from
you, let's go well, you've gottheir skin but you haven't got
their heart.
Like you've got their paycheckbut you haven't got their

(35:58):
innovation and creativity andeverything else that they could
potentially bring to theorganisation.
So again, if, if one of ourvalues is growth, I want to give
you this.
You tell me how, because peopledon't come with care
instructions.
Like it's pretty, it's a prettycool analogy when you think
about it.
If someone said, could you lookafter my dog?
Okay, give me.
Like, what's your dog like?

(36:18):
Oh, just got to be walkedmorning and night.
Has to be exercised chasingballs.
If you did that, for, like theygive, here's what he eats,
here's what he loves.
Okay, next person, could youlook after my dog?
Yep, I'm going to walk it early.
Oh God, don't walk it early.
No, no, no, its walk will begetting up off its dog bed
stretching outside to do whatcomes.

(36:39):
Naturally it will come backinside and fall asleep again by
the fire.
Really, I just looked after adog last week.
It was totally different.
Yeah, because not all dogs arethe same, right.
So what we've got to be awareof is dogs come with care
instructions from the owners.
Plants come with careinstructions from the little you
know water periodically,leaving shade, no, putting full

(37:00):
sun water.
Often it gives you instructionson how to look after it.
Humans don't, and we thinktheir care instructions are
their resume.
It's not even close, I think.
At a job interview, two of thebiggest lies are told the
prospect tells the biggest lieabout their skill set and the
company tells the biggest lieabout the offering.
I think in between there'sreality, right, and we find out

(37:20):
typically after the probationaryperiod where it's really at.
So my message is what attractedyou to our role here in our
team?
What was it that alerted you toit?
How did you find us, by the way?
What alerted you to it?
What attracted you?
What would you need from us foryou to be successful here?

Speaker 1 (37:40):
Where do you?

Speaker 2 (37:40):
see the growth opportunities for you if you
were to join our team.
Do you have any questions of us, like I'd be asking?
Tell me what it's going to takefor you to have the right
environment to be your best.
Your best is good enough.
You can make us better.
You know, if you're hiringsomeone at JB Hi-Fi, you're not
worried about whether they'vegot an ear pierce, a nose pierce

(38:01):
, a nipple pierce.
They can look like a fishinglure so long as they've got tech
knowledge right.
If they've got technologyknowledge, they're going to be
okay and they've got a serviceorientation.
They want to help people.
They're your people.
But you're not going to rockout to KPMG and see someone who
would ordinarily be walking thefloors and the aisles at JB
Hi-Fi greeting you.
So we've got to pick our mark.

(38:21):
I get that, but I think peoplecome into our organizations with
gifts and talents.
My question to everybody who's astakeholder in this podcast
today, dwayne, would be I'masking a question do you have
the environment that allows yourpeople to be their best?
If the answer is no, that's onyou as the leader.
If that's if that and, by theway, if you're a sole operator,

(38:42):
that's on you to say am Ibringing my best?
Are the people who value megetting the best of me every day
?
Because if they're not, that'son me.
I've got, I'm in control ofthat.
I mean, if you've woken up,taking a breath, the first thing
you got to do is realize, as Itook my first inhale tonight,
someone's taking the last exhaleovernight.
I've got what a great gifttoday's a gift, not a given.

(39:03):
So am I bringing the best of meto DP constructions?
And if I'm not, then I need togive myself a stiff uppercut.
That's kind of what a leaderdoes.
But even our team members, ourAqua members, who are just a
paycheck player, potentially canwe get more of that from them?
And I think if we give them,dwayne, the space to bring their
best talents, their best isgood enough and we reinforce

(39:25):
that and we show them wherethey're winning and we give them
some feedback on where theycould learn so that, given the
same set of circumstances,they'll be better for it next
time, then we're progressing.
Now, if we're having the sameconversation week after week,
we've got to ask the question dowe have the right person and do
they have the right skill set?
Maybe they need to go back totrade school.
Right, I get all that, but Ithink for the majority of the
people involved in today'soffering, I think they can

(39:47):
understand what we're talkingabout here.
You've just got to create anenvironment where the people's
best comes and they're givingyou more than what they're paid
to do, because that's what I wastaught to do growing up.
Bring more value than whatyou're paid to do and leave it
better than you found it,because that's your investment
in your own personal development.
If you get that done, you'regoing to be a person of value

(40:08):
moving forward.
Always add more in value thanwhat you paid for economically
and there will always beabundance and opportunity for
you moving forward.
I found that's kind of workedfor me for the best part of my
professional career, which datesback now, coming up in only 50
years, which is scary, butanyway.
So hopefully that answers thatone.

Speaker 1 (40:24):
Yeah, no, look, I think you had an enormous amount
of value.
But on the wall there behindyou it says master your beliefs
and you'll become mastercommunicator.
Tell us a little bit about that.

Speaker 2 (40:35):
Well, I think all communication is belief-driven.
If I believe I'm a chance, I'mgoing to speak optimistically.
If I believe I'm no chance, I'mgoing to be very reserved and
I'm going to be laid back.
If I don't believe I've got anyvalue to add, I'm going to sit
there and be very quiet.
If I believe I've got a voiceof value, I'm going to create
the value around that and createthe space to do that.

(40:56):
So all behaviour isbelief-driven.
If you're behind atthree-quarter time in an AFL
sense, kicking against thefive-goal breeze, and you're 10
goals down, you probably believethe game is busted and you're
not going to go out there andgive your best effort.
But if you believe that you'renot looking to beat your
opponent, you're just trying tobeat the previous three quarters
of effort and give yourself ameasurable game that you can win

(41:19):
.
I might not be able to get thescoreboard right, but I'm not
going to lose the next twoone-on-ones I go to as an
example, but I'm not going tolose the next two one-on-ones.
I go to as an example.
Now you're setting up the gameto win.
So all behaviour isbelief-driven.
You've got to set it up so thatyou can give your best
performance.
And for me, I just believe thattoday is going to be a great
day.
And because I believe it to bea great day, my mind is wired

(41:40):
for that.
Let's go looking for the thingsthat are great.
I wake up every day with thegift of gratitude.
I think back to earlier thisyear, around Easter, if you
think about this one, dwayne,I'm not really religious at all,
but on Easter Sunday the Popegave Easter communion.
He went to sleep on Sundaynight.
He didn't wake up Mondaymorning.
Now, all I believe was that ifhe was given that choice, that's

(42:01):
exactly how he would havewanted it to go.
I would have thought because ofa life of service, no greater
time in his calendar than to doit than on that Sunday.
And what a perfect time to sortof check out right.
So all behaviour isbelief-driven.
If you believe you can, you can.
That's the old saying.
If you believe you can't, youmost assuredly won't.
But it's more than just sayingI believe I can, I believe I can

(42:24):
, but I'm not going to doanything with it.
So now the belief locks in.
I'm a chance here and I'm goingto win or I'm going to lose,
and experience is what I'm goingto get if I don't get the
result I wanted, but I'm goingto go for it.
Now, what's the worst thingthat happens?
I get an experience.
Well, there's a lesson, that'sokay.
What's possible I could win?

(42:46):
So what a loser does?
Playing golf as an example andI've worked with some really
good golfers getting theirmindset right they can all hit
the ball.
Golf's an interesting game.
Dwayne, the ball doesn't move,it sits on the tee.
Hit me anyway.
But golfers get the yipsbecause their mind starts racing
.
But what a loser does on thegolf field is they go.

(43:07):
Okay, I'm on the course.
I'm a casual golfer.
I'm playing with some mates,but coming up to a water hole,
I've got a brand new ball that'sworth 30 bucks.
I don't want to waste it here.
I'm going to go with a very oldone that's been sitting in my
bag since I was a boy, probably.
So the first thing we do is weput an old ball on the tee just

(43:30):
in, not expecting to, but justin case we hit it into the water
.
So we've already set ourselvesup with a pre-frame for water,
right?
So what an average golfer seesis water trap around every green
.
What a great golfer sees is agreen around every water.
So set yourself up with beliefaround what's going on here so
you know, see the line, know theline, hit the line, see it in
your mind, believe that you canhit it.

(43:50):
Go and execute.
See the goal, know the goal,hit the goal.
See it, know it, believe it,execute Now.
If you don't, you can correct.
You get some feedback, you getan experience and same set of
circumstances going forward.
I'll know how to do that betternow.
So I'm winning or I'm learning.
Experience is what I get when Idon't get the result I wanted.

(44:11):
I wake up with gratitude.
Today is a gift, not a given.
They're my beliefs.
I can give you more, but Ithink they're the ones that kind
of you know dovetail into thissection.
Dovetail.
Look at me.
I'm sounding like when you knowwhat?
cantilever was I go, mate, letget in the choice to go over
1,100 so you can have a littlebalcony there.
But he's looking.
How do you know all this stuff?
I go because I really studiedfor it.
Level up, I want to be all overit.

Speaker 1 (44:34):
You're getting on to it, but, mate, so many builders
and tradies set themselves upfor failure.
With exactly what you'retalking about and I know I did
it for a long time like youyou're working at a proposal or
a cost for somebody and in yourmind you're telling yourself, oh
, this is going to be tooexpensive, they're not going to
accept this, and you've alreadytalked yourself out of losing

(44:54):
the job before you've evenpresented the proposal.

Speaker 2 (44:57):
um, how often?
How often does that happen?
I mean some people smell theflowers and say where's the
funeral.
Others smell the flowers, saywhere's the funeral.
Others smell the flowers and saywhere's the wedding?
Same flowers, but one'spredetermined to the negative.
One's predetermined.
I don't even know why I'mwasting my time here.
I could tell over the phone.
They got me chips.
I had to fight them just to getthem to pay for the quote.

(45:18):
If they're not going to pay forthe quote, heaven help me for
all the extras that I know I'vegot to it like no, no, hey,
they're inviting me into this isa gift to you.
I've got a chance here.
I'd rather be pitching forbusiness than, you know, not
pitching at all.
Is there a guarantee I'm goingto get this business?
No, I'll give you the onlyguarantee there is If you don't
pitch, you can't get it.

(45:39):
So now I'm in the game, now Ibring the best of me.
What can I do here?
What am I thinking?
Can I get out the one unaskedquestion that the client has
that the others won't get out?
And if I can get that out ofthem and I can show them a
solution, does that put me aheadof the game?
Of course it does.
So I'm not going to be thebudget motel here, but I'm not

(46:00):
going to be crown towers either.
I'm probably going to be valuefor money.
That's me.
I'm value for money, so myquote probably going to be value
for money.
That's me.
I'm value for money, so myquote's going to be.
Now I've just got to displaythe value.
The three most important thingsto the client are this, this
and this.
The most important was timeline.
They need to be in their newhome by this date.
If I can show them a processthat can guarantee that date, no

(46:22):
matter what the fee is, I'm inthe game away we go.
So how we talk to ourselveswhich we start off this whole
podcast about.
The most importantconversations, mate, we're ever
going to have are the ones wehave to ourselves when we're by
ourselves, when no one else islistening, and the way we talk
to ourselves is so stupid.
If we really thought, if wewere parenting ourselves, we

(46:44):
would go.
Do not talk to my child likethat.
That's how we talk to ourselves.
You absolute idiot, you bloodydickhead, you loser, would you
tolerate anyone talking to yourgirls like that?
The answer is no, of course youwouldn't.
My message is well, don't talkto yourself like that too.
You know it's a yeah, you go.

Speaker 1 (47:04):
It's a hard oneick in there like that.
I I definitely think a lot ofmy success has come from that,
changing my mindset and the waythat I talk to myself and I am.
I talk about it a bit like II'd love for someone to randomly
bloody stick a camera in mytruck or something recall me.
But like I will do myself up onthe way to some meetings, like
because no one else is going todo me up, so I'll fist pump and

(47:26):
I'll sing and I'll like screamand do whatever it takes.
And uh, even after somemeetings, like if I've had a had
or I've left a site, likewhatever it is, but if I don't
support myself the best, I can't.
I believe I can't show up thebest.
So, um, my saying is like ifI'm not looking after me, I
can't look after like no oneelse can be right.

(47:46):
So I've got to turn up to mysights positive.
I've got to turn up to my teampositive.
And look, I'm not saying I'mperfect, like there's days that
are not the best days, but, asyou say, I do the same thing you
do Every day.
I get up, mate.
I just feel so grateful thatI've been able to take a breath,
step out of my bed, walkoutside, play with the dog

(48:08):
because, yeah, someone thatnight hasn't been able to do
that.
So, um and so, starting everyday with that positive note and
setting up your mindset for theentire day, and, like you see it
so many times, I remember backin the day when you'd I'd get
into, uh, like it just snowballs, like you start having those

(48:29):
bad, or someone might not payyou, and so all of a sudden,
everything's a drama, yeah, andthen all of a sudden you're
getting every red light and thenyou're getting cut off by
people, and and then somethingyou get up to the next site and
something's not done correctly.
But it's purely because that'swhat you're focusing on, whereas
if you just focus on all thegetting the green lights,
showing up to site, the teamdoing well, like all this stuff

(48:53):
is really well, mate, and Ireally appreciate you jumping on
this afternoon and having achat.
I definitely feel you've got anenormous amount of value to add
.
That's why I keep getting youback to have talks, but I'm
looking forward to coming downto Melbourne in whatever it is
nearly two months' time andcatching up with you again down
there.
I've seen your run sheet forthat, mate.

(49:13):
It's going to be anothercracking presentation.
So, mate, is there anythingelse you'd like to add before we
wrap it up?

Speaker 2 (49:21):
Oh no, I just think, mate, everything you're saying,
you know, is a conversation youand I could talk for another two
hours and we'd only scratch thesurface to a degree.
But I think you know I do.
I do believe in settingyourself up for success.
If you've ever flown, you getthrough that boring safety
demonstration where they showyou how to buckle up a seat belt
, just in case you've never beenin a car since the 1960s, right
?
But the one that always gets meevery time when I fly and I fly

(49:43):
probably once a week is theoxygen mask.
The first question, they say,is, if you're traveling with
others is, put your own mask onfirst before helping others.
I think that's a guide for allof us, right?
You can't help others if you'renot the best version of
yourself, so let's get that oneright first.
And the simple framework I'dleave everybody with is just
think of these words here.
Right, think of these fourwords here After I, I will.

(50:05):
After I wake up, I, I will.
After I wake up, I will thinkabout four things F-O-U-R.
I'm grateful for, f-o-r.
Just think of four thingsyou're grateful for.
After I brush my teeth, I willthink about my three big
outcomes today, after I getdressed, I will say to myself or
ask myself a very leadingquestion am I ready to add value
today after I have my first cupof coffee?

(50:25):
Or my morning routine ofbreakfast, whatever that looks
like, I will.
What can you add after?
I will, after I, I will.
If you think about the routinesyou do every day, I just gave
you three or four simple onesthere.
You can add anything you likethere to set yourself up for
success.
Just like if you go and Googlesomething online right now, the
minute you go back online again,algorithms are pushing all that

(50:47):
stuff to you.
You decide to buy a new tradieute.
Once you start researching thenew tradie ute, you start seeing
it on roads everywhereincluding no through roads and
you go.
What's going on there?
It's your mind's way ofreinforcing a thought you've had
.
So if the mind reinforcesthoughts you had, if you're
going to describe a horror story, get ready to act in that.

(51:09):
But I say, act in your own sortof life story about you know
you're planting a flag inEverest, whatever that looks
like, that's on you.
So if you can get aroundpodcasts like this, you know.
What are you putting into yourdiet physically and mentally,
you know so I think that'simportant too.
So getting on something likethis, mate is a pleasure.
Getting in a room with you andyour crew is wonderful.

(51:32):
The level-up experience for mewas just something that I was
always looking forward to.
I was so glad that it wentbigger and better than you
thought, but what I know isbecause it was the best is yet
to come from that, so that'll beexciting and any chance I have
to share with you and your crewand your tribe, your community,

(51:52):
is a pleasure, mate, so it'sbeen my pleasure to be with you
today.

Speaker 1 (51:54):
I appreciate it, mate .
You always just absolutelysmash the value out of the park.
So, um, keep doing what you do,mate.
No, yeah, I appreciate yourtime.
We'll uh catch up with you whenwe're down in melbourne thank
you, buddy, appreciate it guys,uh, thanks for listening, as
always.
Uh like, comment, subscribe allthose things so that we can
continue to make thisaustralia's number one
construction podcast.
Look forward to seeing you onthe next one.
Make sure you go to theduanepeircecom website and grab

(52:16):
your merch and stay tuned on oursocial medias, mainly instagram
, to see what we're up to.

Speaker 2 (52:22):
See you on the next one are you ready to build
smarter, live better and enjoylife?

Speaker 1 (52:27):
then head over to live like buildcom forward,
slash, elevate to get startedeverything discussed during the
level up podcast with me, duanepierce, is based solely on my
own personal experiences andthose experiences of my guests.

(52:49):
The information, opinions andrecommendations presented in
this podcast are for generalinformation only, and any
reliance on the informationprovided in this podcast is done
at your own risk.
We recommend that you obtainyour own professional advice in
respect to the topics discussedduring this podcast.