Business Sensei ( Mentorship)

Episode Transcript
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(00:17):
EG.
it's your hosts?
Ray Mundo.
Welcome to my show.
Well, we laugh, learn.
Relate.
And find ways to make our livesbetter.
But this is episode 41.
The business sensei.
Shit.
I've been wanting a mental sinceI can remember.
How often for a brief time.

(00:39):
But I didn't take advantage.
And.
The more you learn successfulpeople eventually have somebody
to guide them.
On the way there.
Some cases even cut.
That time in half.
It was worth learning moreabout, but that's.
That's what we do here but let'sget into it Let's go let's go.

(01:04):
And today's quoted a days by apoll.
Soderbergh.
More than mere teachers.
Mentors are often.
Emancipators.
Free and artists from poortechnique.
Clouded vision and personaluncertainty.
That's dope, man.
Cause sometimes it's takessomebody that has the gift.
Of bringing the best out in Foryou to get the best out of you.

(01:27):
I feel like.
Even if you get to a certainlevel, You're going to need
someone to help you level up.
It's like Goku in Virginia whenthey.
When they do that dance and theybecome like super saying, I
forgot the number, but.
It was in one of the movies.
But you think about it?
Um, you know, Michael Jacksondidn't win championships, but he
got with Phil Jackson.

(01:48):
I said, Michael Jackson MichaelJordan didn't win championships
that he got were Phil Jackson.
Tyson, one of the greatestfighters of a.
who comes up kind of often onthe podcast.
He had a trainer.
who helped him become the bestthen you got.
You know, speakers, you gotactors.
You got people that, and all.

(02:10):
Industries.
That need that God is to makethem become their best.
So that's why those managers.
All those people in leadpositions.
Are important.
Cause that's like freementoring.
You know, until you make enoughmoney to hire somebody, to make
you more money.
This is a guy following Myrongolden.
And one of my goals is to getinto his$155,000.
Program.

(02:30):
Cause.
I mean.
You paid at his goal is to getyou to a million dollars.
And if he gets it to a milliondollars, he gets more people.
So it was like a win-winsituation.
Yeah, man.
And.
There's only so much I can sayon this matter.
So, you know, it was only amatter of a time Before i had
somebody help me with this oneLet's get into the episode.
The business sensei.

raymundo-theraymundoshow (02:54):
So on this episode of the Rayo Show,
uh, you know, we talk aboutbusiness, we talk about a little
bit of mentorship, alsomarketing, which no matter how
great you are, if nobody can'tfind you, then sometimes it's
like, what's the point, So onthis episode, I got a serial

(03:15):
entrepreneur, investor,co-founder of Yoku Local, uh,
internet marketing.
he's helped, uh, entrepreneursand companies generate over a
300 million in revenue since2011.
So he's been on fire, like, likeme jam for a while.
and personally he has sixbusinesses, which, uh, You, his

(03:39):
time management gotta beimpeccable.
let's give a warm welcome to Dar

darrell-evans-theraymundo (03:45):
Let's go, let's go, let's go.

loud.
Welcome.
Welcome, brother.

Thank you man.
Thanks for having me.
Thanks for having me.
I appreciate, appreciate thewarm introduction and uh, it
looks like, looks like my camerawants to try to act up a little
bit.

Hey, it's all good, man.
hear you clearly.

darrell-evans-theray (04:04):
Beautiful, beautiful.
Yeah.
So yeah, just a smallcorrection.
I don't have six businessescurrently.
We actually, uh, that sixbusinesses over the journey.
But, uh, in the last 12 year, inthe last 12 years alone, we've
actually helped hundreds andhundreds of companies.
I wish I bought some of thosebusinesses cuz we we helped them
do, we helped them do a chuck ofchange, you know, so, But thank

(04:26):
you for having me on the show.

uh, No problem.
Thank you, man.
Um, I appreciate you bringingyour expertise, uh, and good
energy and, We'll find a way to,uh, help them on those
listeners, especially ifthey're, Oh, well I didn't
realize this still play.
Especially if they're trying toget in, that entrepreneur
mindset and, make entrepreneurmoves

darrell-evans-theraymund (04:47):
That's right.
That's what it's about.
That's what it's about.
Happy to, uh, help the audienceany way I can.
I'm gonna open book, man.
It's been an interesting journeyover the last 30 years, and so I
know what it's like to bestarting.
Uh, I talked to a lot ofentrepreneurs that are just
getting started.
Maybe they jumped fromcorporate.
Maybe they decided to take theside hustle to the main hustle,
whatever that may be.
I'm empathetic to it all.

(05:07):
I ain't never forgot where I waswhen I was sleeping on my
grandmother's couch and, uh,and, and, and took it seriously.
Yep.

man.
You gotta, I mean, it is, yougotta stay humble, man, cuz you
know, it could be going in the,in the blink of an eye.
So,

darrell-evans-theraymundoshow (05:21):
A hundred percent

when I see people like yourself and in,
uh, positions like this and youknow, you still make sure you
never forget.
You make sure you let it beknown, you know?
That's awesome man.
We need to all remember.

That's right.

We don't wanna let you know, we
don't wanna let it get to ourhead.
I've had in the past, like, Ihad success and you know, I've
got, I've lost my little, I'velost my humbleness a little bit,
but, you know, I was young.
I was like 20, I was 24, 25.
Real estate

Yeah.
Yeah.
We all do it.
We all do it.
You all do it.
Think we're a little bigger thanwe are.
Think we're a little better thanwe think we are.
Think we're a little bit moreinvincible.

Yeah.

darrell-evans-theraymun (05:59):
believe me, I, You know, I get

tell you, does somebody tell you, sit
your ass down,

Right, right, right.
Yeah.
Yeah, yeah.
Or someone or something.
One of the two, you know?
Yeah.

Um, so tell, tell my listeners, uh,
where, where you from and whatyou do

Yeah.
Yeah.
Appreciate that man.
Again, super humble to be here,man.
Appreciate the, uh, theopportunity.
So, you know, my name is DarEvans.
I started, uh, as anentrepreneur when I was in
college at the age of 20.
And as, uh, Ramo said, you know,I've had some businesses over
the years and over the last 12years we've been focused on, um,
really helping install mid-sizecompanies, grow and scale their

(06:42):
businesses online.
Everything from professionalservice companies.
I mean, think, think lawyer,doctor, cpa, all the way to home
service companies.
Think air conditioningcompanies, landscape
contractors, pool contractors.
To think software as a servicecompanies to think, um, we've
had a few eCommerce companies aswell.
Um, and people ask me sometimes,uh, how is it that you have such

(07:05):
a broad range of companies thatyou can help?
And maybe we'll get into ittoday, but it really has to do
with a, a six step frameworkthat we apply are a recipe, if
you will.
Just like, I'm a big foodie, soI realize that when I go to
restaurants, there's, there'scertain things that have to go
in certain meals, whether youwanna put'em in there or not.

(07:25):
Like you can get fancy with someof the extras, right?
You could take it to the nextlevel.
But for the vast majority ofpeople, if you want a good,
delicious chocolate cake isgonna have eggs and flour in it,
right?
I mean, you can get, you can getfa you get fancy later on.
But, so that's all we've done isI boiled marketing and sales
down over the last 30 years toframeworks or recipes that apply

(07:48):
to human behavior, not.
The product, not the service.
So where I differ in my strategyis we, we study human behavior
and once we understand humanbehavior as it relates to, uh,
the journey that they may go onto buy a product or service, we
insert our client into thatjourney and then it makes

(08:09):
marketing in sales a little biteasier.

man.
That's, that's a, that's adifferent approach.
That's like really thinkingoutside the box.
Like when I hear people doingthings like, you know, reading
psychology books.
Or, using, uh, personality typesor anything like that.
I'm like, Wow, you really, Ifeel like that's when you really
serious about it, you, youtaking every approach from them.
Cuz everything starts with themind.

(08:34):
And people, start, you know,when they, when they wanna
purchase something, they startwith emotion.
Uh, and if you're able tocapture that,

Yeah.

I can see why.
And then, and then on top ofthat, you have a system, right?
So you can reproduce the, youknow, you can reproduce the same
results and you can have thatbanging ass chocolate cake that
mama used to make.

That's right, that's right.
Yeah.
Yeah.
No, it's facts, right?
I mean, here's the thing.
Once you realize that most of ushumans do the same thing, like,
I'm not sure I, I heard thisfrom, uh, one of my mentors.
He's like, I'm not sure howmartians behave.
We'll figure that out when weget to Mars or whatever.
But as long as we're selling tohumans, human behavior, human

(09:20):
desires are all, they all stemin the same direction.
We all have these basic humanneeds.
And so if you understand ahuman's basic needs and then
understand what would make themwant to move forward towards
that or move away from that,then your job is simply to find

(09:41):
your product or service insideof meeting one of those six
basic human needs.
The funny thing about sales, wetalk about it a little bit.
I think you wanna talk about,you know, a little bit about
that high ticket conversionrecipe.
We'll get to that in a littlebit.
But what I realized years ago isthat we really don't sell
anything to anybody.

(10:01):
If we do it right, we areassisting them across a journey
or through a journey from theirdesire to want to solve a
problem and insert our problemor our product or service into
the journey that helps'em solveit.
They are the ones who make thedecision.
You and I talked offline for ahot second about real estate.

(10:21):
How many houses did you reallysell?
You didn't sell nobody a house.
You didn't take somebody to ahouse and get them to decide to
make an offer on that house.
You invited them to see a if, ifyou, I sold real estate 17 years
too, so I know for me, Iselected homes that met their
criteria, guided them to theproperty, let them ex discover

(10:44):
the house as they would've likedto envision themselves living
there.
They decided which one theywanted to live in.
I just handled the negotiationof the paperwork, but I didn't
sell them the house, right?
So it's funny how we say sellingreal estate.
Well, what did you sell?
What you sold was yourrelationship with the individual
buyer or seller in order totrust that you could help get

(11:04):
them to the finish line.
So what I say,

that trust

darrell-evans-theraymundos (11:07):
it's all about trust, right?
So for me, I say your job insales is to sell the idea.
Get them to believe that you arethe pr, the right professional
to get them to the finish line.
But they determined the finishline.

And I, I, you know what I think is
awesome about like, online salesthat you using the formula to
guide them.
like, if you were there andevery step, there's something
that covers a need all the wayto the purchase.
Like,

That's right.

I just find that amazing that you're
able to put, That's what I'msaying, robots can't do, You
know what I'm saying?

Don (11:44):
think again

AI can't do that.
Like that's in depth, you know?

darrell-evans-theraymundosh (11:48):
Not yet.
Not yet.
I mean, it may get there.
Not yet.
You know, the way I look at it,um, the way I look at it, and
I've always looked at it,especially since online, and I
got online in 2003, and that waswhere I was in a different
industry and I wanted to getleverage.
I wanted to stop repeating thesame thing I was saying over and
over again.
But what I really understood wasthe job of an online mechanism

(12:10):
or a process is to replicate thehuman experience, right?
So if someone goes online andthey don't wanna talk to you, or
I, let me give you the bestexample.
I bet you every one of yourlisteners at some point have
either thought.
Or have wanted to go to buy anew car or buy a used car.
And they, of course todayeverything is kind of online,

(12:32):
but they went to a real car lotand they've been through this
really, really bad experience.
And that is the minute they getout of their car to get onto the
car lot, it's like a, a a, apack of vultures, right?
Come chasing them down and it'slike whoever gets to them first,
right?
And then they hug on you becausethey know if you walk off too

(12:54):
far that another salesperson'sgonna get the sale.
And I remember going throughthat in the eighties, late
eighties when I was gettingready to buy a car and it was
the most disgusting thing.
Like, Dude, I just got outta mycar.
You practically in my car, dolet me get out this joint.

(13:14):
Right?
I mean, so.
I just thought about thatexperience and it was horrible.
Then I bought a Toyota laterthat was a Honda.
Then I bought a Toyota later, aFord, I'm sorry.
I bought a Ford Explorer later.
Same process.
This was all before I got intothe digital space, and I just
said, as a consumer, what do Ilike and not like when I walk
into an establishment and thehigh pressured aspect of the

(13:38):
sales.
And I'm like, I just don't likeany of it.
So when I got online, I said,Okay, I needed information about
the product or service.
I needed to understand theoptions.
I needed to understand thefinancing.
I did need to experience or demothe car to see if it was the
right car for me, but I couldleave that person out for a long
time until I need to get to thepaperwork.

(13:59):
And so when I think aboutonline, the consumer today, if
they wanted to talk to us, theywould've booked a meeting.
But if they're on our websiteand they have not converted yet,
it's because they are not readyto engage.
In a dialogue with the salesprocess.
So the way we think about it ishow do we take all of the
questions that they might beasking themselves about the

(14:19):
product or service that led themto our website, and how do we
just get the website to, as bestwe can replicate the human
experience, but be what I call aresourceful, sorry, a helpful
resource versus what I think ofas most salespeople, especially
the them thirsty ones.
They're annoying, they'reannoying paths, right?

(14:40):
So

never wanted to be that one man.
Never.

No, no.
So online, how do we, how do wedo that?
And I think some of that'sgetting lost in some of the
funnel hacking and all thiscrazy words with funnel.
Like it is getting a littleoverblown, right?
I would say let's be a, ahelpful resource and um, and
then we, we'll talk about whenwe get to the conversion
process, but if we understandthe conversion process and what

(15:03):
makes someone buy, not buy, thenyou'll be a helpful resource and
then the sales will take care ofthemselves because, You help
them anyway, Right?
Help them.
They'll decide when it's readyfor them to buy, so hopefully
that helps.

raymundo-theraymundos (15:17):
actually, um, I wouldn't mind getting into
the conversion conversation.

Okay.

yeah, just cause, I don't know.
I feel like, you were able toincorporate, uh, different
methods, you know, like in, in,in the world where like the
versatile and options are solike, you know what I'm saying?
It's so, there's so much, youare able to take all of.
From the personality to the, youknow, to the analytics.

(15:44):
It seems to me like, I feel likeyou incorporated numbers,
everything, so I think that'sthe main, but yeah.

man, Yeah, but I'm super simple
though.
I wanna make sure everybodylistening, uh, understands that
I try to keep things simple.
I'm a minimalist in my life.
Like I, I can't do complexity.
Um, I try to keep things assimple as possible, which I
think is maybe what led me downthis path of what is the
simplest thing I need to do,right?
In order to, uh, build trustwith my prospective customer,

(16:13):
get them the information thatthey need and just get out of
their way.
Right?
Again, if I'm being a helpfulresource, my job is not to
follow them around the store.
Meta, metaphorically speaking,right?
My job's not to follow'em aroundthe car lot, right?
So let, let me give you two bigthings that I think, uh, helped
me think about this.
One of them was a, a frameworkthat I actually learned.

(16:34):
It was apparently created by ibmand I learned it in the nineties
when I was selling real estateand, and, and other face to face
things.
And the framework is called bantB.
A and t right stand.
It stands for budget, authority,need and timing.
And it was used back then as asales qualification, a

(16:56):
prospective, you know, aprospect qualification, uh,
process.
And while I got taught, I gottaught it that way, I also
realized I could apply it tojust general marketing in
general.
So here's what I mean.
It is important that weunderstand if a client or
prospective client has the rightbudget to buy the thing that
they're trying to buy, that wesell.
Number two, we, they have tobelieve that we're the trusted

(17:17):
authority, right?
They, they have to be, This isthe distinction.
We, as a salesperson or, or aswe're selling our goods, we have
to make sure we're talking tothe person who has the authority
to make the purchase.
But the way the flip goes inmarketing is I wanna make sure
they believe that I'm the rightauthority.
They should buy.
I changed those.
I, so it's, it is equallyimportant to make sure they have

(17:38):
the authority to buy it, but Ialso wanna make sure that they
believe I'm the authority theyshould buy it from the N stands
for need.
Obviously we gotta make surethey need our thing, but it's
not us deciding that they needit.
It's not a, I don't think it'ssale, a certain sales script
that we can convince someonethat they need our service.
Going back to that idea ofhelpful resourcing.
And then the last piece istiming.

(18:00):
I don't care, You know, I couldwalk on a car lot today and my
car technically could be busted,but I don't have to buy a car
today because I could take Uberfor a while.
I could take my wife's, I couldtake my wife's car, I could beg,
borrow my daughter's car.
I can go rent something for aminute.
I can go to Touro.
I can, I got options.
So just because my car is brokedown doesn't mean I need to buy

(18:21):
yours.
So timing is where a lot ofsales people mess up.
So here's how I think about it.
I don't control budget.
I don't control need.
I don't control timing.
My job as a marketer and as as asalesperson of goods and
services, my job is to buildtrust and authority and double
and triple down on that, suchthat when their budget gets

(18:42):
right, when they think theirneed is, is appropriate and
their timing is right.
That they

of you first.
Uh,

That's right.
And I first came up with thiswhen I was early in my financial
services days, right.
Outta college and theneventually real estate and, and,
uh, lending.
That's when I figured it out.
I'm like, Oh, got it.
If the person is transferringfrom the military base in Texas
to Vegas, but they get theirorders in July, they may not be

(19:10):
here until March.
There's no real reason to starttalking about exactly what the
house should look like and whatthe financing should look like,
because it, it's gonna lookdifferent.
Right.
So then I, So that's when it allsettled in.
Let's talk about the actualsales call itself, cuz this is
where people get jammed up.
Over the years I've been throughRamono, I'm telling you man,
I've been through more salestraining than most people

(19:31):
probably listen to this call,all the big names, all the
greats, I respect them all.
But over the years, I've kind ofboiled down the sales call to
about six or seven questions.
Now, I'm not suggesting thatthey all happen on one call.
What I'm suggesting is if thesale is gonna happen, we are
gonna answer these sevenquestions.
Here's question number one.

(19:52):
When someone gets on a call withme, whether they booked at our
agency or whether they're work,wanna work with me as a coach or
a consultant, or whatever thecase may be, and any business it
works, the first question youshould do is ask them why are
they here?
Like, why are they on the call?
A lot of sales people, they getcaught.
They get caught up trying to getinto a pitch.
They get caught up trying topresent the product, the

(20:13):
features, the benefits, thethis, the that.
And my job when I first get on acall is to.
I ask, Why are you here?
So I may say it like this.
So Ramono, uh, appreciate youmeeting with, uh, meet me
meeting with me today.
Um, you reached out to us andI'm just curious what's, uh,
what's on your mind?
Why did you, uh, decide to booka meeting with us today?
And my job is to then shut upand let them talk.

(20:35):
And sometimes they'll talk forfive or 10 minutes.
They'll tell you what's wrong,they'll tell you what the
problems they've been runninginto about whatever it is
they're trying to solve.
question number two.

Wait.
Oh wait.
Let me before you get, beforeyou get number two.
Uh, It's so true.
Um, back in, I didn't wanna beone of those pushy salesmen cuz
I personally don't like themmyself.
There's nothing like being ableto buy something without feeling
any pressure.
Like, like it feels likesomebody is actually listening

(21:04):
to you.

darrell-evans-theraymu (21:05):
correct,

that I've ever dealt with.
Made me feel like they, theystill gonna go on with life if
they don't get the sale, that'sthe one that I want to give the
sale to.
Like, you know that likeattracts like, um, and I went to
a seminar, with Tom Hopkins whosold, uh, I think he sold 365
houses in a year.
And he said, the, the way, yeah,the way you bring their guard

(21:29):
down is by asking themquestions.
And the que that questions thatthey answer will lead them to
their reason and from theirreason.
And that, and it actually workfor me, man.
I, I,

Tom Hawkins was, he was about, so,
uh, early, Funny joke, 1992, TomHopkins training.
I went through this.
I went through a training, 1992,Tom Hopkins.
Same

yeah.

Yeah,

Oh, you, oh, you, oh, you went to
it.

yeah, yeah, yeah.
I was in real estate.
I started real estate in 1992.

Oh, you know what, that leads me to
another question be, All right,so what was the job you did
right before you.
Um, got into the, you know,until you kicked in the investor
door.

darrell-evans-theraymundosho (22:04):
So I, so technically I've been an
investor since my, my twenties.
But you talking about, um,before the agency or

Yeah.
Like before you, like I said,before you even got into
investing.
Like

so, the big job was I spent a lot of
years at Taco Bell and I was ageneral manager.
I started as a fry cook, but Iwas 16 years old.
And before you knew it, I was ageneral manager.
Uh, and, and so when I got tocollege, the joke is, I, I was a
fry cook and I just did my jobgood because that's why I was
taught, I was raised to do mybest.
Right?
And before you know it, uh, Itell the joke, I don't know if

(22:36):
this is exactly what happened,but.
They, I had like a four or fivehour window to, to do my work
under the, at the fryer, youknow, hot polyester, hot
polyester thing, sitting at this300 and something degree fryer.
And I used to just get itknocked out in like three hours
and then I didn't have nothingto do for like an hour, hour and
a half of my shift.
So they just started repurposingme through the store.
And before you knew it, theymade me a team lead.

(22:58):
Then you, before you knew it?
They made me an assistantmanager.
Then before you knew it, theysent me to California.
And they were like, Hey, youshould be a general manager.
And I'm like, Uh, nah.
I just was, I was just frying aminute ago, you know what I
mean?

So,

Yeah.
A couple, couple years later.
So I decided to stay home and goto school and, and so they asked
me to take over a store.
So at 20 years old, after aboutthree years with Taco Bell, I
took over a store, uh, doingabout 850,000 a year.
And then I ended up staying atthat, uh, company while I worked
through college, while I hadstarted in real estate, while I
started my business.
I was the guy who was trying tofigure things out quickly.

(23:34):
Uh, so while I was in school toget a degree, I knew
entrepreneurship was in myblood.
So I was trying a bunch ofdifferent things.
but that was what I was doing.

uh, do you still eat Taco Bell or you.

darrell-evans-theraymundoshow (23:45):
I still get, I still shop by every
now and then.
Yeah.
Once in a while.

You ever thought about like getting,
buying a franchise or somethinglike, That'll be like, Yeah.

nah, nah, no.
Let me tell you, let me tellyou, let me tell you what I
respect about, I learned a lotfrom Taco Bell.
I'm gonna be honest, but one ofmy, uh, fraternity brothers is
in the franchising business, andhe said to me, Darrell, you've
been outta the game for 26years, 27 years from the
restaurant industry.
He said, You ought come and buysome franchises.
We need more minority uh,owners.

(24:12):
And so he did perk my interests,but because I had an affinity to
Taco Bell, and I know I don't, Idon't know if I would ever do
it.
Um, but I, I saw his point.
His point was you wouldn't berunning the restaurant, you
would just be owning it.
And I'm like, I, I just, I'm notinterested in, in the restaurant
business, low margins, numberone.
Um, yeah, I I, I'm not sure I'dbe interested.

(24:33):
It's not my, it's not my gig.

yeah, especially like, you know,
something like a pandemic canjust.

Yeah.
It gets, it, it getsinteresting.
I love food.
I'm a foodie, but I, it's justnever been one something I
wanted to invest in.
I.
I, I wanna invest in companiesthat I, um, not just that I like
and understand, but, um, I likehigh profit margins and, uh, I
try to, to invest in things thatI can, um, I can really help
grow and scale restaurants.
To me, they, you know, it's likehaving a bunch of'em.

(25:00):
You gotta have a bunch offranchises that I think to make
'em work or a bunch of locationsto make it work.

you gotta be in your sha shit.
You know what?
We owe

That's right.
Shaq, Yeah, that's, that's,that's what Shack is showing the
blueprint, right?
I mean, magic, I think Magic didhis thing with it.
Shaq is certainly, uh, he'scertainly about it.
Certainly about it.
So,

so speaking, you know, this is a
perfect question to ask nextfor, since we talking about,
we're talking about taco bro.
What was the process like, uh,for you to get out the, like the
employ mentality?
and how do you help others dothe same?

Great question, man.
So listen, so I think over thelast, uh, 12 years specifically,
and I've been actually coachingentrepreneurs for about 17
years, but I.
The mindset of going fromemployee to entrepreneurship, it
really comes down to, internalmotivation, right?

(25:52):
I often say that, I often saythat when you work for a
corporation or a company, theyset the rules of engagement,
tell you the time to come in,time to take a break.
What's your job description looklike?
They give you your assignments,your jobs to do'em, do'em well
consistently over a period oftime.
They review your work, they giveyou some raises, they get you
some time off, they get you somehealth insurance.

(26:12):
When you, when you slip over toentrepreneurship, the first mind
shift that you have to take isthat I have to be con, I have to
be, uh, accountable to me first,not to the company.
And so you gotta the idea thatif it's, this is a slippery
slope when I say this, but it isimportant.

(26:33):
It's a slippery slope to say ifit's going to be, it's up to me.
Right?
See, in corporate America, I domy job.
Somebody does their job,somebody does their job, someone
does their job, and it bringstogether the outcome, right?
And a lot of mentality, a lot ofpeople that come into the
entrepreneurship space, they, ththey're, they're good at this
one thing, but they don'trealize that entrepreneurship is

(26:56):
a whole number of things thathave to come together.
And so, but the mentality of howdo you shift the mindset is, is,
are you willing to keepcommitments to yourself?
What kind of commitments am Italking about?
Are you willing to say no tohanging out on Friday and
Saturday?
Are you willing to say that myhours for working on my
business, even if it's apart-time business, my hours for

(27:17):
working on my business?
Look, when I started my digitalmarketing agency, or started
down the path to digitalmarketing and realized I knew I
could help people, I was stillthe owner of a mortgage company.
right.
So I'm the owner of a mortgagecompany during the day running
operations at a mortgagecompany, and I'm working on
digital marketing and my skillsin digital marketing, I'm
doubling and tripling down onthem between eight o'clock at

(27:39):
night and midnight.
My mom used to come by the houseand my daughter at the time,
who's getting ready to go tocollege right now.
Yeah, my daughter would swing,My mom was swinging through the
house.
My daughter would be watchingDisney movies and my mom would
see me at the computer and she'dbe like, What are you doing?
And I like, I'm, I'm gettingready to change careers, is what
I'm about to do.
And she says, Well, what areyou, Why are you always at the

(28:00):
computer when I come, comethrough?
And I said, Because thislearning and developing this
skill is better than me going toback to school and getting an
MBA or what have you.
I said, This is, this is school.
This is my school.
Right.
So if I'm studying to get it, Imean, no, no knock to an mba.
I, I thought about going back toget it and then I was like, It
ain't gonna get me none causeI'm an entrepreneur.

(28:21):
So I think those twodistinctions is, are you willing
to put in the work?
Are you willing to keepcommitments to yourself?
Are you willing to say no tothe, to the, to the, um, Look,
if you're serious aboutentrepreneurship, you're gonna
say no to life in a lot of ways.
You're gonna say no to theparties.
Uh, you're gonna say no to allthe hangouts, all the birthday
parties, all the movies.
You're gonna do that for aseason.
And I remember one of my mentorstaught me, and not that I, I had

(28:43):
to be taught this, but I hadalready been doubling and
tripling down on this sort ofentrepreneurial, entrepreneurial
drive.
But I started to feel guilty.
Like, you know, I remember oneof my friends and I, we got, we
have words, and he was like,Man, you don't come around no
more.
You know, Uh, it's like, youdon't got, you know, like, you
ain't, you ain't cool with us.
You don't hang out with thefellows no more, this and that.

(29:04):
And I'm like, Man, I'm justtrying to, I'm just trying to
work on me, man.
I'm just trying to work on me.
And so, uh, it's not because Idon't, Yeah.

but I'm sorry if if you, if the
person's not there, I'm so, theylike, they really don't
understand, like, I had the sameconversation with, with certain
friends and I'm like, Yo, I'mnot like, you think I don't
wanna be playing video games or,or, or talking to you or listen
to some what?
Like, like I, I wanna do that,but uh, I felt like I had a lot

(29:36):
of time to do that.
Now I gotta do this so I couldenjoy the time when I do that.

That's right.
That's right.
No, it's so I think that's thebig, That's the big thing.
Right?
And I think the other big thingwhen you're leaving corporate to
come into the world ofentrepreneurship is getting some
mentorship early on.
And I tell people all the time,everybody wants to go online and
read blogs, YouTube videos,follow influencers.
That's not mentorship.
Your job is to find somebodywho's done what you're trying to

(30:02):
do and get as close to them aspossible and pay as much as you
can afford to pay.
Let them help you cut yourlearning curve.
Right.
And so to me, I've always paidfor coaching and me.
and it was because I was veryclearly able to say, I don't
understand all this stuff and Iain't got time to go figure it
all out.
This cat here undone something,how much it costs to get close.

(30:26):
I never forget this call I made,I made this, I made a call to
this cat named Bill.
Uh, I made a call to him.
I met him and I found out whathe was doing and I'm like, Man,
I need to get around this cat.
So I see him at the gym one dayrandomly, and I'm like, Man, I
should see, can I take him tolunch?
So I walk up to him being allhumble.

(30:48):
Uh, hey, excuse me.
Uh, you know, we met, uh,couple, three months ago,
whatever.
I don't know if you remember me,but can I buy you lunch?
And by the way, when you ask areally successful people to go
buy them lunch, it's, it's notthe best, uh, use of their time,
but.

You know, they don't need you to.

That's correct.
That's correct.
So here's what he did.
So he said, yes, we scheduledlunch and, and Ramono, I'm gonna
tell you man, he picked a lunchjoint, right?
And I'm, I'm embarrassed to saynow, but it is one of them funny
things.
I remember not knowing where itwas, although it was in my city.
And I remember he told me how toget there and I pull up and he
says, Pull up at the v i p andhe goes, And I gotta pass for

(31:35):
you.
And I'm like, Cool, cool.
So we get to the restaurant andI'll never, I can't remember the
name of the restaurant, but itwas in one of the hotel resorts.
This place was lit.
We, we sat down, we sat down.
It, it is funny now, it wasn'tfunny.
Then we sat down and we lookedat the, the menu people come
over hand.
The menu, the menu opened up.
And, and yo man, I don't thinkthere was no dish under 30

(31:58):
bucks.
And I'm, I'm like, know, I, Iprobably got 60 bucks for the
lunch.
You know what I mean?
You know, I'm used to Applebee'sor some stuff.

Hurt felt.

Wait, hey my man, my man, to this day,
I now never forget to look onhis face.
He, he, he had no intention onlet me pay for lunch, otherwise
he wouldn't have, I mean, heknew I was just getting started
in a career and so he, he had nointention.
Now, I didn't know it, but I'mfreaking to, I'm like, Okay, he
gets to eat.
I'm just gonna sit there andhave some water.
Right?
You take some notes.

(32:36):
He saw the look on my face andMaddie, I'm literally like, just
about, for lack of a betterphrase, you know, wasn't in my
pants.
Right.
Uh, you know, and so he, he, uh,we get the conversation started,
this and that, this and that.
And, and he indicated to me,Hey, I got this, I got this.
And I was like, So now I'veinvited this really top

(32:57):
producing, high successful dude.
And then he granted me thefavor.
He was like, I know this catcan't afford this restaurant,
but he already had.
So what happened was, thepunchline was he had another
meeting at the restaurant aftermy meeting, which is why he
booked, he, he told me to cometo that restaurant.
So it was a lesson learned.
But what it was, one of the mostvaluable lessons for me that day

(33:18):
was I was, I stepped outta mycomfort zone, and I was willing
to sit down with somebody and,and we became friends.
We still, we haven't talked in afew years, but, uh, it, it was
just one of the best things youcould do.
So my point is, as anentrepreneur, do what you can to
get around successful people andbe willing to invest.
See, I didn't even, I didn'thave much money at the time, but
I was willing to invest.
Too many people say, Hey, and Iget this all the time, and it

(33:40):
drives me crazy.
Hey, can I get on a call withyou so I can pick your brain?
What?
Wait.
Mean you ain't offering menothing, You know, you ain't
offer me none.
You didn't even wanna buy me acup of coffee?
None.

Almost lost my life savings in the v p
room.
You understand what I wentthrough

You know what I'm saying?
You ain't offered me nothing.
You're just like, Oh, I seen youpopping online and this and
that.
Can I just get on a call?
Pick your brain.
So, um, but I really mean thatthough.
Seriously.
Find, find a mentor, find acoach, find a guide.
There's no, there's a phrase, Idon't know where it came from.
And I think it goes the besttime, The best time to get a map
is before you enter the forest.

that's that's a sense, that's a, that's
a line

even know who, I don't even know who
came up with it, but I heard itsomewhere along the line.
Don't get a map.
Don't wait until you're lost inthe forest before you start
asking for directions.
So I just learned that earlydays and I've stuck to it.
And even to this day, I have acoach.
Even to this day, I'm in amastermind.
Even to this day, I still.
Even though I have a level ofsuccess and people look to me

(34:44):
for advice, and I, I, I don'tassume that I got it all figured
out.
And that is why I wake up everyday and I keep working on me.
I keep working on my craft.
I keep working on my mindsetbecause I don't have it all
figured out.
I get hit with the same economicstorms, the same pandemic that
hit everybody.
Listen to this, hit my companytoo, right.
I'm not immune to that.
That's, that's, uh, that's likethe blowing of the wind.

(35:05):
We all get, we all get blown up.

Man, I'm, I'm glad you really, I'm
delighted that you shared thatbecause
The equity.
More Mundo after this commercialbreak.
Was good.
Yeah.
I'm proud and happy to announcethat.
All three Patrion tears is up.
Each with its own.
Per can benefit.
You want more moon?

(35:27):
No, you get more mono.
virtual version.
I tried to be a little bitreserved.
You know, on the regularplatforms.
But each.
T it puts you more in depth.
With who I am and where I'm atto go.
So.
Sign up to the show.
Go to www.patrion.com.
A forward slash the Raimundoshow.
Sign up is pretty easy.

(35:48):
yeah.
And I'll see you there don'tjust meet me there.
Greet me So Snoop dog But anywayback to the show
like, you never stop learning.
Like, school just didn't make, Ifeel like reading or learning as
fun as it, as it as it could be.
And then you become an adult andthen just whole world of things

(36:10):
you can learn to make you almostfeel like you, like you got,
like you got a superpower.
Uh, you know what I'm saying?
So, you know, some people had a,in, in comics, either they
touched a media or alien gavethem powers, or they came from
another planet.
But now when you read, You'retaking a little bit of a whole
bunch of experiences

Come on, come on.

and utilizing it and making it your
own to develop your own story.
That's, That's, what I loveabout That's and the thing that
you're still doing that andyou're successful.
That's the point that I'm tryingto make

you just nailed it.

Malcom (36:45):
Like the construction noise in the backgroud Right?
When I say coach, mentor guide,look man, everybody listened to
this, can afford a book, right?
And everybody, if you pick up abook and get one thing outta the
book for$17 or whatever it is,you won.
won because if you worked one onone with the person who wrote

(37:05):
that book, it's gonna cost youthousands.
So, so when I pick up a booksometimes, and I do this all the
time, I will hear about a book.
Matter of fact, let me tell youthis funny story.
I heard about a book, I'm gonnacall it 2014, and it meant
nothing to me.
Even though it was being highpraised and all this stuff, it
meant nothing to me at that ButI bought, or I didn't it, I

(37:29):
remembered it.
2016, I'm running into a probleminside my agency operations and
I need to figure to solve And asI do, I, I spend plenty of time
thinking.
And so I said, Why do I thinkI've come across a book that I
think has the answer to myproblem?
And I couldn't put my finger onit.

(37:50):
I leave.
It had been a couple of days.
I get in my car on a Friday,I'll this.
Get in the car on Friday.
I'm about halfway home.
I'm at a stop light on Las VegasBoulevard to the south side of
the city.
And it hit me the name of thatbook.
I went home.
I, it was called, it was calledScrum by Jeff Sutherland.
it's, uh, it has to do withsoftware development and things

(38:12):
like that.
Now, why in the world would abook about software development
have anything to do with adigital marketing agency?
And maybe we could save that foranother call.
But we had an operationalefficiency problem, and I was
remembering what I heard on thepodcast or the video about the
scrum methodology.
Anybody listening to this showright now can Google the scrum

(38:34):
methodology and find this, uh,conversation around, uh, by Jeff
Sutherland.
And I said, I wonder if Scrumcould help me with operational
efficiency in my agency.
That's what led me get the Iread it that weekend.
I came in and talked to my teamabout it.
A matter of fact, I didn't orderit on Amazon.
I went down to the borders orthe best, uh, Barnes and Noble

(38:56):
and picked it up at the, on theshelf.
Because I needed to get it done.
That's how pressing the problemwas.
when you got a pressing problem,you know, don't wait.
Right.
When you get inspiration, don'twait.
Right.
That book showed up two yearsearlier, and I didn't need it at
that time, but when the timecame, my mind recalled it and I
was like, You know what?

(39:17):
I think there's a book about II, have time to call and look
for this guy, Jeff, and probablymaybe not even afford what his
services were.
Maybe he wasn't even doingcoaching.
that$17 book, uh, changedoperations over the last seven
years.

that's also, it looked like every time
you went through an experience,you made sure that you got
something from it and you, andyou made it part of something
else.
You know, whether it was tacoHell, whether it's, uh, real
estate.

Yeah.

raymundo-theraymundosho (39:46):
Whether it was, uh, you just mentioned
the, the method, the need, theauthority, the

bat,

bad, bad.
Yeah.
So, yeah.
You know, sometimes I have thosewhere like, I, I learned
something from this book and I'mlike, Wow, I wonder if I could
take this part from this bookand think from here and then
make my own course

Yeah.

would work for me.

Yeah.
There's no blueprints, man, thatjust work for everybody across
the board.
And when I share my frameworks,it's a piece of my journey over
30 years that I've eitherlearned and or adapted somebody
else's teaching.
Right?
Scrum was meant for, forexample, Scrum was meant for the
software development world.
I'm using it in my agency,right?
So to your point, it wasn'tabout, It was the mentality of

(40:32):
the process that I brought intomy world.
The functionality of it can'twork in the same way it works in
a software company as it does inan agency, cuz we're, we do
different things.
But it was, I needed a betterprocess for efficiency and
better output and a way tocompress time.
Again, not not getting into theweeds here.

Mm-hmm.

darrell-evans-theraymun (40:53):
That's, to your point, I think that's
part of the journey of life,right?
We are in, we, we are alwaysgrowing from something into
something else, right?
We're never static.
Nothing ever is static.
Even the, the, the, the deskthat I'm sitting at is not
static.
It's energy that is in motion.
It's just not moving at a placewhere I can see it, right?

(41:14):
Everything is energy.
And so to me, there is no suchthing as steady state.
Like, we're always moving.
Our bodies are always moving.
Our businesses are alwaysmoving.
Our relationships are alwaysmoving.

The

either moving in a, the world is moving
there.
It's either moving in adirection you like or a
direction you don't like.
But, you know, I think, uh, oneof my mentors was calls at the
law of polarity.
There is no one side ofanything, right?
There's a positive and anegative.
There's a, never a one sidedpiece of bread.
There's never a

Or one side of piece of paper.
Yeah, we said at the,

know what I'm talking about, right?
Yeah.
Yeah.
There's no one side of anything.
Yeah.
A shout out to, to Myron Golden.
Uh, who, who, who,

I think that's what I heard that

That's who I heard it from.
I mean, I never heard it thatway, but when he said it, it's
like there is no one side ofanything.
Like, there's two sides ofeverything.
So if things ain't going right,there's a better, there's a
right way on the other side.
You just gotta go to the otherside.

focus on that side.
Yo,

Yeah.

that should have like, yeah, like, I
don't know that that should beall over social media, but of
course only negativity for, youknow, or negativity or, or
showing off, you know, blows up.
But, uh,

Yeah.
man.

um, I want to ask you, uh, how, how
could someone, I mean, I don'tknow if it's like the same
question, but how does someonedevelop like that entrepreneur,
that entrepreneur DNA.
How did it, how did they, uh,like what's something that can
start them on that journey?

So I think it's interesting, right?
I think it's easier to look atsomeone's history and find the
entrepreneur dna because I thinkentrepreneurship can be learned.
However, I think a lot of peopleare entrepreneurs wrapped up in
something else that they've beendoing.
For example, I talked to ateacher who left her teaching

(43:00):
job after 18 years, who's now anentrepreneur, and I, I listened
to her and we were on a coachingsession.
I listened to her, sort ofknocked down that I'm, I'm not
an entrepreneur, I don't haveentrepreneurial traits.
And I said, Well, a minute,let's talk about something.
So you mean to tell me that whenyou led and taught students over
the last 19 years, you didn'tknow how to build a vision for

(43:23):
your students'?
And she said, Well, yeah, youdidn't know how to, you didn't
teach them a step by stepprocess to get them successful
in learning and passing testsand succeeding.
Well, of course you weren'tconsistently showing up for
yourself at that job every dayfor, you know, 18 years beating
on that craft.
I, I said, so what we have to becareful of, and this is an

(43:43):
exercise I remember goingthrough myself in 2008, is when
we pivot away from one thinginto this world of
entrepreneurship, we, we don'tleave the skills that we
developed working for someoneelse.
Right.
And being good as a leader or aprofessional somewhere else.
And it's not like we gotta learnthese new things.
We gotta learn p and ls that wemay not have had to deal with.

(44:04):
We may have to learn productsand shipping and fulfillment and
whatever, whatever the businesslooks like.
But what I often say is thatpeople that succeed in
entrepreneurship and how do youbuild the DNA of it all is a,
uh, my, It's funny you mentionedthe word DNA because I use a
phrase called superstar dna, andI think every human has one.
And that is some sort of skillthat you are, you'd be willing

(44:28):
to say you're the best in theworld at.
Right.
So there's a process that, thatI use or that I, uh, uh, an
assessment that I use with, withmy team and my students where we
figure out what that is andwhen, when we find out what it
is, we want you doing as much ofthat as possible.
And then we want you outsourcingeverything that isn't that much

(44:50):
as possible.

the 12 work week that's all I learned
that

right?
It's not, Yeah, in the fourhour, week break is great, but
more so I don't want people to,I know for me, there are certain
things that I have to do in theentrepreneurial journey in the
last 20 something years thatevery time I had to do them, if
they were on my to-do list, ifthey were on my project system,
if they were on my calendar, theminute I saw them, they drained
my energy.

(45:15):
Right.
For me, it's graphic design.
If I have to involve myself ingraphic design, anywhere in my
business, anywhere for myclients, I'd rather go to the
dentist and have some teethpulled.
I'm just I'm just saying, I, Ijust don't want to be involved.
I don't, I'm just telling you.

(45:36):
But, but I'm, you know, as muchas I'm joking about that though,
everyone listening to this knowswhat that is for them, right?
If you hate sales, gosh darn it,don't do it.
Find somebody else who does it.
If you don't like the marketing,then you've got to find someone

(45:56):
else to do it.
You can't stay up until 4:00 AMevery night because you've
signed up for some, not stupidcourse, but you signed up for a
course and you're trying tofigure out all the steps.
No, no, no.
You're wasting your time.
What is your gift?
Find out what your gift is andthen delegate the other things
and, okay, well, Darrell, whatif I'm just getting started and
I don't have any money todelegate?

(46:18):
Okay, well, I'd like to, uh,kind of agree, but there's
places like Fiber Up work.
There's children.
I remember my daughter helping,helping me with one of my
business when she was, she justdid stuff because she was just
good with technology.
I had her editing videos atprobably age 13.
Right.
Not because I expected her to bea good video editor, but because
she had the skill enough tofollow the process.

(46:40):
Right.
And for me, the process isarduous and, and I under, I
understand it.
So I guess the thing is, is thatDNA comes from really
understanding who you are inyour natural mode of operation
and for your listing audience.
I'm a big fan of the Colby AIndex.
It is, It has been a part of mytoolkit since 2003 or four,

(47:02):
probably 2004.
And I mean, there's, there'sdisk and there's Myers Briggs
and there's all these otherassessments, but they all look
at your personality type orwhatever.
I'd like the Colby because the,uh, psychologists who put it
together, Kathy Colby, she saysthat when you take her
assessment, you're gonnaunderstand your natural mode of
operation, how instinctuallyyou're gonna behave in the

(47:28):
environment that you're workingin.
And for me, I'd rather know howI'm going to behave.
And so, for example, for me, Ispend the majority of my time
envisioning things in thefuture, meaning I'm a visionary,
which is obviously, you know,what I do as a ceo and being
able to see results for peoplethat, uh, call on me for help.
But the second best thing for meto do is assessing the facts,

(47:50):
which.
I, I'm a person who knows how todiagnose very well so that I can
prescribe solutions very well.
The last thing you want me doingis the technical.
you know, you don't want mebuilding all the widgets or you
don't want me doing all that.
It's not that I can't, butthat's where my energy's going
to get drained.
So when we're doing, when we'reoperating in our dna, we are

(48:13):
getting the most out ofourselves, most out of our
businesses, and the most out ofour team.
And here's the key.
If you hire other people to do ajob in your company that fits
their dna, they will stay withyou for a long time because they
don't view themselves as workingin a job.
They view themselves asexecuting on their gift.

Yeah.

And it's a big distinction.
A lot of people hire people todo a job.
Then they give them training andtools and resources.
But if the person has no naturalinstinct to do it, it doesn't
matter how many trainingresources because it's outside
of their natural mode ofoperation, right?
So for me, again, graphic designis one of them.

(48:59):
Accounting is another one.
Um, Excel spreadsheets isanother one.
Now I can analyze thespreadsheet all day long.
Don't ask me to build one.
These are just things that ifthose come up in my world, I've
gotta get those to someone elseand then let them bring back the
data, because then my mind worksbetter in the analyzing of the
data, not building the data set.
Does that make sense?

Yeah, of course.
When, when you mention Kobe, Ithought you were gonna say, Oh,
the mama mentality.
I wanna say, Yeah,

Oh, I'm a co so, hey, I'm a, I'm a
Laker for life, So Kobe

that's,

darrell-evans-theraym (49:29):
mentality for, for sure.
But no, Colby, k o l b e k o l b

Yeah.
Uh, that, that's hilarious.
Cause the mentality speakingabout the, Oh.
So I think that's dope cuz ittakes pressure off people.
Cuz people feel like when theybecome an entrepreneur, they
gotta do everything.
Like it's, it's almostimpossible to do everything,
especially things are changing.
The world's always moving andyou're not, you're not gonna be,

(49:58):
I mean, don't get me wrong, Idon't know if you heard the
saying, uh, I saw, I saw it onone of those Instagram videos.
I'm, I'm gonna use it on theshow one day.
The jack of all trades is themaster of none, but still better
than the master of one

Ah, Ah.
Didn't hear the, I've neverheard the last hook of that.
Yeah, yeah.

out to social media

Carla (50:19):
HI Raymundo

Hey, there you go.
There you go.

No, but it's dope to, to get
everybody's strengths together,you know?
And next thing you know, yousummon in, uh, Captain Planet
Everybody got strengths.
Ah, you know,

So look, if you wanna, if you wanna
build a big business, you wannabuild a good business, right?
Um, you know, I'm a, I'm a moviefan.
I like the Avengers, I'm a bigfan of the Avengers and all that
stuff, right?
And, and so you gotta thinkabout it, right?
Each of them are superheroes intheir own right?
See, but in order to, you know,and, and look man, let's keep it
a hundred.
They had a, they had to go therecuz my man, right?

(51:02):
right.
You know, uh, it was a battleand it took all of their
strength, all of their uniquegifts.
And I, I, I love the analogybecause in business you have to
have.
People with different strengths.
It's not about who's better thananother, Right?
I mean, sure.
You could look at, at, um, the,the little friction that, what's

(51:24):
the name, you know, Ironman andCaptain America had, that had
nothing to do with who wasbetter as a superhero.
It had to do with an ideology ofan issue when they did civil
War.
Right.
The bottom line was it takeseverybody's strength to come
together and build something.
And when you have a company,small or large, you have to keep
doubling down on making sure,and this was something I learned

(51:45):
back in 20 oh 2005.
I read the book Good To Great byJim Collins, and one of the main
principles I pulled outta thatbook that sticks with me still
to this day is my job as anentrepreneur, as an investor,
whenever I'm working withcompanies, an advisor, whatever,
is to evaluate, do we have theright people on the bus for the.

(52:05):
Like, do we have the rightpeople on the bus?
Number two are, whoever's wrongfor this trip, for this journey,
for this stage where we're at,we've gotta get them off the
bus.
So get the right people on thebus, get the wrong people off
the bus.
And then here's where the workcomes in, around this idea of
superpower dna, Colby Index, etcetera.
And that is get the right butsin the right seat.

Uhhuh.

Right.
And you, your work as anentrepreneur to do that, and
that includes you as anentrepreneur.
What seat do you belong in onthe bus?
And let me be clear, I've hadentrepreneurs who were in the
front and should have been inthe back because they were in
the front, because they think,Well, I'm the, I'm the
entrepreneur.
I'm the owner, I'm the CEO ofthe founder, so I should lead

(52:50):
the bus.
No, no, no.
Your job might be a differentrole in the back of the bus.
Right?
Just take your role and do that.
Well, it doesn't mean you'vegotta be upfront.
You know, one of the companies Iwork with, there's a co-founder
and, uh, there's just twoco-founders that funded, founded
this company.
They're now a 20 billion, Ithink they're a 20 billion

(53:10):
company, 28 billion company,depending on the valuation.
And one of them you've neverheard of, you never heard of
him.

Yeah.

You only hear about the, the one
founder who's out front.
The other one is, is the productspecialist in the back.
You, you never hear from him,right?
So everybody don't have to havea mic.
Like, I love hip hop and stuff.
Yeah, I love, I love rapconcerts and whatnot, but
everybody don't gotta have amic, right?

(53:40):
So, so, so, you know, so thething is, is what is your
superpower?
What is your strength?
And are you executing on that?
Because any minute you're not,you're actually just slowing
down the process.
You're slowing down the car.
Uh, even if you mean well, We'rebeating on this mindset thing.
But even if you mean well, likeI'm gonna learn this, I'm gonna
figure this out.
Well, maybe you shouldn't figureit out.

(54:01):
Maybe you shouldn't.

Yeah, maybe you should.

knows how to do it.

Yeah, maybe you should figure out how
to find somebody else, right?

Right.
And again, a lot of times it'sall over.
Well, you think we're gonna haveto invest a ton of money there?
There's resources all over theworld today.
All over the world, right?
So,

You gotta, be resourceful.

Yeah.
Gotta be open.

raymundo-theraymundosh (54:21):
speaking about team, what type of
environment do you.
Have in place for them to excelin their positions.

Yeah, it's a great question.
No, it's a, it is a greatquestion.
So it's funny, right?
Uh, so we have an environment offailure.
we have an environment thatrewards people for taking action
based on their bestunderstanding of the problem
that needs to be solved.
Getting data on the output oftheir action such that it opens

(54:54):
up a feedback loop to say, Didwe do it right?
Did we do it wrong?
Did we get the result?
Or did we not get the result?
Did we get part of the result?
But not all the result?
What do we need to do next?
And so we have this feedbackloop that is constantly
improving.
So in digital marketingespecially, there isn't any such
thing.
It was a winning campaignbecause the campaign, while it
may have come to an end, there'salways another campaign.

(55:16):
There's always another product.
There's always another sale.
There's always anotherinitiative.
There's still a company, youknow, lawyers don't hire us to
help them get clients in July,August and September, and then
they go hibernate for thewinter, right?
They need customers every month,right?
So we're always on this feedbackloop.
And so our, our environment isone of training, coaching, and

(55:38):
one of supportive, um, actiontaking.
And so when people make mistakesin our organization, like the,
you can get in trouble in myorganization by doing nothing.
Like if you take action andfail, your job is to show up in
what we call our sprint meetingsand talk about what you did and
ask for where you need someassistance or where you need
some help.
and that's kind of what we do.

(55:58):
And then we just coach tosuccess.
That's kind of the way we dothings at our agency.
We give our team a lot of tools,a lot of training.
Lot of, uh, uh, room to growinto different, uh, areas of the
business or areas of skill set.
Um, but more importantly, wehave a 15, 20 minute meeting in
the morning, sometimes 30, uh,we call it a sta a kickoff for
the day.
Then we have a wrap up at 1230in the afternoon and in between,

(56:21):
I'll talk to'em, right?
We have a chat system, we have aproject management system, but
we start the day, here's theobjectives for the day.
What are you doing?
What are you doing?
What are you doing?
What are you doing?
Great report back at midday,1230, what did you get done?
What did you get done?
What did you get done?
What's continuation for theafternoon or tomorrow?
We repeat that cycle week byweek on what we call our sprint

(56:41):
process, which is also somethingthat I pulled out of that book
Scrum from, from years ago.
And I give my, Yeah, so I, so Igive my team, So first of all, I
gotta hire the right people.
Number two, I've gotta coachthem to our expectation.
Make sure they understand theobjective that they're trying to
reach.
And then if they go off left ora little off, right.
My job is just to come up andput the, you know, like bowling,

(57:03):
you know, when kids, you gotnine months old now, but when
you take them bowling, you cango to the bowling alley and ask
them to put up the

Yeah,

Right?
So in the,

for me,

so, so in business, our job is to
make sure they have the bumpers,uh, if they drift off to left or
right, but your job's not to tryto keep them from drifting.
That's just not human nature.
So that's the kind ofenvironment we try to work in.
And, um, we focus on clientresults and, and we coach to the
result.
We don't coach, we don't coach,um, uh, we don't critique.

(57:38):
We coach is probably the bestway to sum it up.

that's awesome, man.
Like, I'm about to, I'm about tosign the application, man.
Send me one on the send me, sendme one on the email.
But that, That's the true leaderman.
Like, not not the title, butmaking you wanna work for the
making you wanna follow the paththat they let, that they, that

(58:02):
they set out.
Um, that's why I

Let me say this last, Let me say
this last piece.
I've said this a number of timesand it's, it's landed a few
other places, so let me see ifit lands here.
Our job, when you start hiring ateam, building a team, your job
when you hire people is to get,is to explain your vision clear
enough in a clear enough way sothat they can see that their
superpower aligns with theoutcome of that journey.

(58:25):
Right?
So articulating a vision, a lotof times those entrepreneurs, we
say what we wanna do, but wedon't say why we wanna do it,
why it's important that we doit, the problems that we're
gonna have.
Like nobody, nobody has aproblem when trouble happens
until they were promised ajourney with no.

that's so, That's so true.
Yeah.

See, Right?
I mean, we have, we havethunderstorms here in Vegas
during the summer because of themonsoon that comes through and
they come through and just,they, they just drop, I don't
know, if you look back on thenews a couple, couple weeks ago,
you'll see that some of thecasinos were flooded.
I mean, we have some prettyheavy ones.
Uh, and again, this ain't no bigdeal cause we don't have
hurricanes and all that.
But the point is, they come inout of nowhere, they drop a

(59:09):
bucket of water and it floods inour valley in different,
different places.
The reality is, our job duringthe storm is not to try to stop
the storm.
Our job to calm ourself throughthe storm, right?
Knowing that the storm willpass.
Entrepreneurship is nothing butstorm after storm after storm.

(59:30):
If you keep it a hundred, ifyou're really honest with
yourself, you're in a stormcontinually.
Even if that storm is a microstorm or if it's a major storm
pandemic major.
2008, if you were around inbusiness eight, nine, and 10.
Major small things.
You know, other, other types ofstorms could be supply chain.
If you're in that caught upright now, supply chain for some

(59:52):
companies, you know, could bemajor, could be minor.
Your job is, is to make surepeople understand that this is
where we're going, this is wherewe're going there, these are
some things we might run intoand this is how I think you can
help us get there.
Um, I'm always a big believerthat I don't have, none of the
success our agency has is, isbecause of me.

(01:00:14):
Right.
It's because of the team.
Right.
How I participated.
Yes.
But we are a team even thoughI'm one of the owners team.
Right.
So it's our job.
Do I have specific things that Ican do that are my supervisor?
Yes.
But as a team, we have helpedcompanies do over 300 million as
a team.
And that that's teams plural.
Because I've had differentpeople working with us over the

(01:00:35):
last 12 years, so none of it'sall me.
I've got a unique perspectivethat I, that is my superpower
and I'll never let that be, uh,sideline.
But the reality is it's aboutteam.
We can't get there withouteverybody else.

raymundo-theraymundoshow (01:00:48):
That's awesome, man.
You just, you just sounded likeLeBron after he had a, a
quadruple double talking abouthis a team, you know,

darrell-evans-theraymundo (01:00:56):
yeah, yeah, yeah,

No, but I, I love that.
Cause like even if you get themvp, I love when they win
something like that and they'dbe like, Yo, you know, I think
Steph Curry did it.
Like, yo, this is for all of us.

yeah.

I think that's important cuz you
can't

darrell-evans-theraymundosho (01:01:09):
He went off, he went off on
somebody.
He went off.
They were like, Hey, what about,what about this, uh, MVP award?
He was like, What are youtalking about?
We just won the fourthchampionship.
Like, you wanna talk about myMVP award?
He went off on her.
I remember seeing.

No, but that, Yeah, man, that's, I I
just think that's awesome causelike that's just like your, your
humbleness reminding you like,yo, yeah, you, you did your
thing, but you had helped doingyour thing and y'all did y think
together and look at, with, lookat the results.
You pop in champagne, you know,you, you at a parade.

darrell-evans-theraymundos (01:01:40):
days it don't feel like we're popping
bottles.
But I, I'll tell you, and it'sthe interesting part about
digital marketing, I was justtalking to somebody earlier
about this, is thatunfortunately, unlike a sports
analogy where there's a start ofthe season and end of the
season, our clients always wantmore.
And sometimes that does gettiring,

Yeah.
Yeah.

They always want more.
Like, so we can succeed, we canbe winning, but they're always,
you know, we're always onemeeting away from them saying,
What's next?
What else can we do?
So sometimes we don't get achance to breathe, right?
Sometimes we don't get a chanceto breathe.
But anyway, it's, it's, it ispart of the, the process of
growing a business and growingcompanies.
Like, uh, you're always on,right?

(01:02:18):
You're always on.

This is my, my signature question I
didn't get back to on the lastone, but, what role does fear
play in your.

I'm, I'm afraid more than I'm
confident.
fear for me is something I dobattle with on a regular basis.
Uh, I'm afraid we're not doingenough for our clients.
I'm afraid that I'm not doingenough for my team.
I'm afraid that I'm not payingenough.
I'm afraid that my best person'sbeing recruited by somebody.
I don't know.
Uh, I'm afraid that whatever,right now the problem is, or, or

(01:02:49):
not the problem, but what my,what I, my muscle, the muscle,
the muscle I've developed is notto sit.
because those are just naturalthoughts, right?
Um, my, you know, right nowcurrent times, like inflation's
going up, consumer goods arehigh.
Supply chain is kind of wackyfor a lot of my clients.

(01:03:10):
Um, you just don't know.
So I say that fear is, issomething that I spend some time
with, but I'm also, I've doneenough work mentally to let it
come and go, right to, to sortof like self talk, right?
When something happens bad oryou run into a tight situation,
you, it's easy to drop back andforget how you've made it

(01:03:34):
through all the other part, youknow, crap, right?
So if you've made it through allthe crap in your life to get to
here, then why are you afraid togo to the next step, right?
So everybody's been throughsomething and we were afraid of
it, right?
Uh, one funny story.
I used to, um, I'm not the bestswimmer on the planet and I
never was taught to swim.

(01:03:54):
I just kind of learned by beingin the pool and whatever.
I wasn't the big swimmer and wedidn't spend a lot of time in
the pool.
As I got older, I startedtraveling and I started taking
cruises and I used to go, I seepeople going snorkeling, and I
used to hear it.
I see it on tv and man, my fearfor swimming, it really wasn't
my fear of swimming.
It was my fear of drowning thatused to keep me from doing it.

(01:04:14):
And I had associated, Anytime Isaw the people with the mask on
and the things sticking outtathe water, my association was
water automatically was comingdown my mouth.
And I believed that for a longtime.
Like, it won't work for mebecause blah, blah, blah.
Well, I finally went snorkelingfor the first time 2007, and I

(01:04:35):
struggled because I was in myhead because of preconceived
ideas that were false, right?
We say f fear is false.
Evidence appearing real.
You can talk yourself into itand you can talk to yourself is
easily out of it.
On that trip, I, uh, I let fearget to me the first day out,
fear got to me a little bit lessthe next day out.

(01:04:57):
And what I began telling myselfwas, You are not going to not
experience this.
And you were hurting yourself bytelling yourself this bull,

Yeah.

darrell-evans-theraymundosh (01:05:09):
all these people in the water ain't
drowning, all these people inthe water got the same
contraption on their head withthe same life belt or whatever
it is, and they ain't drowning.
Get over it.
So I, I joke about that becauseI just got back from going
snorkeling, uh, on my son'sbirthday cruise.

(01:05:30):
And it's, it's now second natureto me.
But I think fear is, issomething that, um, it comes and
goes with all of us, but at theend of the day, it's all self
talk.
Right?
And the last thing I'll sayabout fear is this is the vast
majority of things we're afraidof.
Will never happen.
So even if they did, why live ittwice?

(01:05:50):
And I got that from Will Smith.
I got that from Will Smith andWill Smith made a comment about
skydiving and it was a videosomewhere on, I probably with
social media, maybe you two.
And a lot of times we worry andget afraid of things because of
our own self talk.
And the funny thing is, 90, 95%even studies say that that 95%

(01:06:12):
of what we are worried aboutnever happens.
And so why live it twice?
Cuz if it happens, you're gonnahave to live it again.

Yeah, that's true.

So why live it earlier?
Why live it in advance?
And so I've just developed, andit's been years, I make it sound
easy here, but it's years ofmeditation, years of of, of, uh,
self talk development, personaldevelopment, really just beating
on my own personal develop.
But to say that I don't getafraid.
I'd be a lie.
I'd be a liar.
I mean, I ain't gonna lie toyou.
I didn't know what was gonnahappen when the pandemic hit.

(01:06:42):
We lost 57% of our business in14 days at the agency.
You got to be super careful whatyou start saying to yourself in
that little short day, in thatlittle short window, Right?
So, you know, we're still here,we recovered, all that good
stuff.
But you gotta be very carefulwith your story that you tell

(01:07:02):
yourself.
Because a lot of times you'llmake, you'll make up a story
that isn't real and it'll bereal to your brain because of
the way that you, uh, support itwith external and sometimes
internal, um,

is internal

darrell-evans-theraymund (01:07:18):
Right.
Mostly internal or you couldlook externally.
Right.
So let's be clear about what'shappening externally.
Yeah.
Inflation is going up.
Gas prices are high.
Uh, my bag of Doritos that Ilove.
Cool Ranch.
My bag of Doritos used to be abuck.
97 is 4 49.
That's true.
That's just what in my area,that's just what it is.
It's not 8%.
I can assure you that they said8% is inflation.

(01:07:40):
Eight, eight and half percent isall time high.
Well, let's see, 1 97 to 4 49 isnot 8%.
For anybody who's not reallygood at math, that's way more
than 8%.
So the reality is those areexternal truths.
But that doesn't, that doesn'tmean I have to internalize that,
right?
Things aren't necessarilyunaffordable, It just means

(01:08:00):
today they're higher than theyused to be.
And that comes back to my mindshift method, the way I process
things.
So, but fear, I think it's, it'ssomething we all can't get
around.
It's just something we gottalearn to, to navigate, uh,
effectively.

I always ask that question just
because every time I do aninterview, every time I do
public speaking, I'm facing it.
Cuz there was a time that I wasso unsure of myself and to the
point that if someone told me totie my sneaker on the spot, I
would be like, uh, you know, I,I almost like forgot how to do
it just cause I'm on the spot.

(01:08:34):
So like, I've come a long way infacing my fears and I'm continue
to do, I just had, I told you Ihad, uh, two, uh, high profile
and that was Nervewracking, butI got through it and the
episodes came out great.
And I, um, you know, I just,it's just the beginning man.
But, uh, I wanna thank you, man.
Like, this was, this was anawesome episode.

(01:08:54):
Like, honestly in, in the, Ithink I feel like.
30 minutes in.
I feel like you nailed, you knowwhat I wanted you on the show
for?
I was like, yo, he got it.
And then we got like, like 40more minutes of bonus.
But, um, I appreciate you makingpeople like you going out there
staying humble, helping otherbusinesses.

(01:09:15):
the way you build your team, theway you use your life
experience, the way you look atthings.
shit.
I can see you, I can see thatgoing from 300 to like a billion
in like 10.
Yeah.
I know.
You, already, you already met,you already.
You already visualizing it,you're seeing it, you're
smelling it.
You know that that's the lifewhen you use that method.

(01:09:38):
That's the lifestyle you live.
But I know you gotta go.
So just let the people knowwhere they can find you, where
they can talk to you, where theycan get coaching from.
You

Yeah.
I appreciate it, man.
First of all, just thank you,uh, for, for being a host and,
and having, uh, the space toallow for the conversation.
And, uh, congratulations on, onyour big name guest that you had
the big, big high profile.
Um, you know, keep doing yourthing because listen, people
don't understand podcasting is alittle bit more challenging than
it appears to, to, to thelistener, right?

(01:10:07):
I mean, there's a lot that goesinto it.
A lot of work.
I know it's probably somethingin the neighborhood of five
hours a week just to produce,you know, a couple good
episodes.
So, uh, thank you for doing thework, but people can find me.
Listen, if you're enjoying theRamono show, Um, you can listen
to my show.
I've got a show called The MindShift Podcast.
Wherever you're listening toRaymundo show, uh, you can just
open up the directory and lookfor the Mind Shift podcast with

(01:10:30):
Darrell Lemons.
And if you've liked anythingI've had to say today, uh,
today, uh, you can just kind offollow my show.
Let's do a few episodes andconnect with me there.
It's got kind of all the, allthe places you can hook up with
me, ig, you know, my website,whatever's good.
But, uh, if you, if you listento other shows, love for you to
listen to mine.
Appreciate it.

Well, I appreciate that, man.
I'm definitely a listener.
I'll definitely be tuning in cuzI'm trying to shift my mind on a
whole nother level, man.
But we wish you nothing forsuccess and more success and
more love and great energy, allthat you take care of.

to you.
Same to you, brother.
Thank you so

All right.
You got it buddy.

(01:12:05):
Wisdom takes time.
A mentor can help shorten thegap.
They could show you the way.
Even let you know where you at.
Damn, that sounds like a GPS.
But all they want is the bestfor you.
The ability to bring out thebest in you.
Paid him to make you better.
It's a way to invest in you.
Your study guide, because lifeis constantly testing.
You.
They blessing With experience tomake sure that you're serious

(01:12:29):
about taking things to anotherlevel.
A lot of greats had a mental assome Because they know
accountability is part of themath.
Some still don't understand,even though it was written in
plain English.
Personal chain of, for the body.
Meditation coped for the mine.
Sensei and martial arts.
financial planner for yourfinances.
They can take your learningcurve.

(01:12:50):
And hit it out the park.
Yo Massachusetts got me B.
And make sure you always finishwhat you start.
Get you a business sensei likeDaniel son in Colbert car.
Or Darryl Evans, whoseinformation is in the show
notes.
So give them a try, but I wantto thank you for joining me.
On the Raimundo show.
This was a great episode.

(01:13:10):
I'd like to thank Darrell.
For dropping all that info.
Well, I apologize for the, forthe sound.
Even the video was kind of I gotso much information that I'm
already applying.
And he's a great guy, man.
I honestly want him to be mymentor.
But I hope this helps you out.
On eventually getting a mental.
some people will do it for free.

(01:13:31):
they out there, man, just.
You got to show them that youreally bout it.
But stay safe.
Yeah.
Till next time.
Peace.
Love.
out.

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