From Burnout to Breakthrough: Harnessing the Power of Purpose with Gabrielle and Brian Bosché

In this enlightening episode of the Uncommon Freedom Show, Kevin and Bekah Tinter sit down with Gabrielle and Brian Bosché, cofounders of The Purpose Company, to explore the transformative power of living with purpose.

Drawing from their personal experiences and work with individuals and organizations, Gab and Brian share:

• How understanding your purpose can be a powerful decision-making tool
• The difference between purpose, passion, and mission
• Strategies for aligning your purpose with your career and relationships
• The impact of purpose-driven leadership in organizations
• How to experience fulfillment on demand by understanding your purpose

We discuss the challenges of finding purpose in a world of constant distraction, the importance of conviction in achieving success, and practical steps individuals and organizations can take to activate their purpose.

Whether you're a business leader, an entrepreneur, or someone seeking more meaning in life, this episode offers valuable insights on how to unlock your purpose and live a more fulfilling life.

Find more at: www.purposecompany.co www.brianbosche.com
Follow Brian & Gabrielle on IG: @brianbosche @gabriellebosche 

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Episode Transcript

Speaker 1 (00:06):
All right.
Hey friends, welcome to theUncommon Freedom Show.
Today we are really excited tohave new friends of mine, gab
and Brian Beauches.
They are co-founders of thePurpose Company, a training and
consulting firm based in Dallas,texas.
Gab and Brian specialize inhelping individuals and
organizations find and activatetheir purpose.

(00:28):
Hey guys, it's awesome to haveyou.
Thanks for joining us.

Speaker 2 (00:31):
What's up?

Speaker 1 (00:32):
What's up y'all.

Speaker 2 (00:33):
Y'all, there we go.
Now we hear Dallas.

Speaker 3 (00:35):
Some Texas stuff there, dallas in the house A
little bit.

Speaker 2 (00:39):
You know it helps us All, right, so tell us a little
bit more about yourselves, aswell as your journey to founding
the Purpose Company.

Speaker 3 (00:47):
No, it's so fun, isn't it?
I feel like some founderstories, they always start in
positive circumstances and thenthere are founder stories that
start in depression, and thatwas kind of me.
I can't speak for Gab, but thatwas kind of me.
My founder story started indepression and I have to take
you back like 10 years ago whereI was really bottomed out.
I had a dream job when I was 16years old.

(01:08):
I wanted to be a nationaljournalist.
I got to do that right out oflaw school.
I was covering cool storieslike government corruption and
terrorism, and I got to do thatfor about a year and then the
show got cut from theprogramming schedule so I got
laid off and then I got theimmense pleasure to also go
through a divorce at the exactsame time that I got laid off.
And for me, it plunged me intodepression and I always like to

(01:30):
jokingly say that that alsoplunged me into rage researching
, because I had friends andmentors that were saying, brian,
you need to find your purpose,and I'm like that's helpful,
sounds nice, it's like niceadvice to give, but how?
And that's the answer that theycouldn't provide me and that's
where this journey of breakingdown purpose into parts, and I

(01:53):
know we'll get into that beganfor me personally.
Gab's story is, of course, alittle bit different.

Speaker 4 (01:58):
Okay, gab, let's hear your story.
No-transcript.

(02:33):
So that was really where thiskind of identity shift happened
for me in my early 20s and Ijust became I was kind of that
typical, you know, high achieveraddicted to success, because
that was the only thing I couldreally control.
And I kind of woke up andrealized that paradigm that I
thought was helping me makedecisions was actually holding
me back and so my own purposejourney interestingly kind of

(02:54):
dovetailed and actually kind ofmet Brian and I in a very
similar season.
We met on Facebook, of allplaces, both really asking
ourselves the same question whoam I and what am I supposed to
do about it?

Speaker 2 (03:07):
Wow, how early into your relationship did you guys
start having these conversationswhere you realized you were on
the same journey together andkind of looking at almost the
same thing?

Speaker 4 (03:17):
I think it was the first phone call.
Yeah, yeah, for sure, yeah yeah.
We weren't like the typical likehey, you know, how are you,
what are your hopes and dreams,how many siblings do you have?
We're like, you know, you getto a point in your life where we
were both kind of pretty mature, we were in our late twenties,
and so we kind of both knew weweren't casually dating, we're
partner shopping.

(03:37):
And so we're like hey, are youon the same, are you on the same
page, do you have similarvalues?
And so a lot of our first dateconversations were like what's
your childhood trauma?
What are your trigger?
Responses.
We were really very, veryupfront, truthfully, yeah,
because at that point I thinkthat we both knew that if we
were going to fulfill the callin our lives that we needed to

(03:59):
have a person who didn't juststay out of each other's way but
could really partner andsupport each other on this
journey.

Speaker 3 (04:06):
I think that's persisted too, because all the
way up until present day, Ithink it would be fair to say
that Gab and I have likeexistential conversations every
day, like pondering a way of theworld or a problem in the world
, or a deep psychologicaldefinition of something to
produce some other concept oridea.
And so it, where we are today,really reflects where we started

(04:27):
.

Speaker 2 (04:27):
And how long have you guys been together?

Speaker 3 (04:29):
Going on 10 years.
Going on 10 years.
Nine years married soon andthen 10 years together, yeah.

Speaker 2 (04:35):
Okay, that's incredible.
Uh, you been called the nextgeneration of motivational
Titans.
What an incredible title.
What does that mean to you guys?

Speaker 3 (04:49):
That one's a fun one, Um, it's, it's, it has a
humbling one.
Because it's humbling becauseof who it came from.
Um, that that came from, uh,the son of the late Zig Ziglar,
uh, Tom Ziglar, who, um endorsedour, our book, the purpose
factor, and that's what hedecided to craft into his uh
endorsement.
And and that is a superhumbling thing to hear from
somebody like that.
But also too, and I don't know,when you get, just like you

(05:10):
guys, you start to lead like abig organization or you start to
get the opportunity and theprivilege to impact a lot of
people, and then you have tolive up to the responsibility.
And I don't know if you guyscan resonate with that.
It's like this I've got all ofthis responsibility now, and
then there's all theexpectations that are tied up in
the responsibility.
But that was a special thing toget.

(05:32):
And it's one of those thingswhere a lot of your friends will
look at you and go, gosh, whata overnight success.

Speaker 2 (05:38):
And it kind of comes back to that yeah, just 10 years
in the making, it's overnight,yeah exactly 10 years, plus all
the work that you probably weredoing, or at least the things
you were observing and goingback to that were from prior to
those 10 years.
Right, it's just the 10 yearsof intentional work that you
were doing, but we don't realizeall the work that we're doing,
as we're gathering informationand going through experiences

(06:00):
that will eventually shape us orthat we're going to use to
shift, I guess, the trajectoryof our lives.

Speaker 1 (06:06):
All right.
So let's move on and talk aboutpurpose and impact.
So you've worked withcelebrities, military officials
and Fortune 50 executives.
It has to be obviously that's avery diverse field of people
that you've worked with.
What are some common challengesthat these groups face when it
comes to finding their purpose?

Speaker 4 (06:25):
Yeah, I think a big thing is whenever you're working
with anyone and you're right,brian and I have had incredible
opportunities to work with justthe elite of the elite I mean
when you're working with ourmilitary officials and leaders,
not only can they kick your butt, so it's super intimidating
talking about, really you know,very intimate personal things.

(06:46):
But more than anything, youlook at each person that's in
front of you, whether they're acelebrity or they're you know,
your next door neighbors.
You realize really all of usare asking the same questions.
We're all asking, number one,do I matter?
And number two, does what I domatter?
And when you realize that everysingle person, no matter what
size of organization they lead,where they're at in their

(07:08):
lifespan, whatever that lookslike, they're all really
starting to ask those twoquestions, I think it's really
such a humbling experience andfor us it creates a tool to
connect with.
Anybody who we come to interactwith is just really getting to
those two core questions.
If we get to those two corequestions and help people
realize, number one, that theymatter and number two, what they
do matters, that's really wherewe see and we've seen this with

(07:30):
organizations that we've workedwith and you know, folks that
we've consulted with andexecutive clients that we've
worked with, is they're allreally trying to figure out an
articulate, personalized answerto those questions, which that's
, of course, what we get to doevery day.

Speaker 3 (07:50):
Yeah, it comes down to, there's this internal
question that must be answeredfor somebody's heart to be in
anything, and they have to beable to answer the question is
what I'm doing worth it?
That's the question.
So, when you like anorganization that is trying to
recruit or retain, the peoplethey're trying to retain need to
be able to say this is worth it.
The people they're trying toretain need to be able to say
this is worth it.
The people they're trying torecruit need to be able to say
this is worth it.
People who are already on yourteam and they can answer that

(08:11):
question in the affirmative,they'll stay for the long term,
they'll increase theirperformance in terms of customer
impact, they'll recruit other Aplayers to your team.
And that's the core question,the existential question.
Because, going back to the twoquestions that Gabrielle was
talking about, which is do Imatter and does my work matter?
And then, ultimately, is thisthing worth it?

(08:31):
Is really the answer everybodyis trying to find an answer to.
I get whether I'm talking tosomebody who's worth nine
figures or somebody who's makingsix figures a year, or somebody
who's just getting started outin their career.
They're all wondering what'snext for me.

(08:52):
Do I matter?
Does my work matter?
Is this thing worth it?
Will it be worth it?
They're all doing it to eithera conscious degree or a
subconscious degree.

Speaker 2 (09:01):
It leads me to ask the question.
You know the term that's gonearound, especially the last few
years, is quietly quitting.
So you know people that kind ofstop doing the work, especially
with business types of things.
Do you feel like for the peoplethat are doing that?
A lot of times it's becausethey don't identify their
purpose in the mission thatyou're on, or that they've never
even asked themselves thatquestion, so they don't even

(09:23):
know.
That's why they're not doingthe work.

Speaker 4 (09:25):
Yeah, I think exactly what Brian said it ties back to
.
They're all trying to answerthat question is what I'm doing
worth it?
And so if you don't think whatyou're doing is worth it, of
course you're going to quietlyquit, which is just a really
nice way of saying slacking onthe job.
It's just we've kind of createda cool term that basically just
says I'm not trying anymore,I'm disengaged, I'm scrolling,

(09:47):
I'm distracted, I'm doing mylaundry in the middle of the day
.
There are key things that I canlook at based off of your
schedule what you're supposed tobe doing that you're not doing.
That means that you're notengaged.
And so we talk a lot of timesabout not having passion, not
having that drive, feelingdisengaged, being distracted,
having imposter syndrome.
There's lots of kind of keywordsthat you hear a lot of people

(10:07):
talking about in this space, butthey're all really saying the
same thing.
They're all saying I don't thinkwhat I'm doing is worth it.
I don't feel motivated to getup in the morning to actually
push through the hard stuff togo to the gym.
I don't feel like pushingthrough that hard conversation
to be able to sell that nextperson.
I don't want to have thatawkward conversation with the
person that I'm leading becauseI don't think it's going to be

(10:29):
worth it.
And so, whether they'reconsciously or subconsciously
doing it, they're asking andanswering that question
thousands of times every singleday, everything from what
they're putting in their mouthsto what they're putting in their
bodies, to where they'respending their time.
If you show me a silent videoof the last 24 hours, I will be
able to determine what have youdetermined is worth it or not,

(10:49):
and I think it's just a kind wayto provide a mirror to the
people in our lives, or partners, the people that we lead to say
what have you determined isworth it?
Because that will actuallydetermine how you spend your
time and where you focus yourenergy.

Speaker 1 (11:00):
That's great, all right.
So let's shift to talking aboutyour awesome book, the Purpose
Factor.
I am almost done with it andI've talking about purpose.
I'm used to people talkingabout mission and I'm used to

(11:29):
people talking about passion.
What is the key difference whenyou talk about those things
versus what is the keydifference of tapping into your
purpose, and how will thatchange people's lives once they
understand that and once theystart to really embrace that?

Speaker 3 (11:47):
Yeah, all of personal development is about making
better decisions, because makingbetter decisions accelerates
time.
Making poor decisions or baddecisions waste time, and so
when we start from that, then wehave to get to this thing where
we identify what's going to beour decision-making tool in life
.
And if I go back to my 10 yearsago in that depressive state,

(12:08):
it wasn't just that I needed toknow my purpose and live a life
of fulfillment, it was I neededa reliable decision-making tool.
So there's an unappreciatedsecond benefit of knowing your
purpose it's that it becomesyour primary decision-making
tool, because it allows you toask the question is this
relationship, is thisopportunity aligned with my
purpose?
And when you look at some otherthings that people talk about

(12:30):
whether it's why, or passion, ormotivation passion is just a
particularly interesting onebecause the first definition of
passion, according to OxfordDictionary, is a barely
controllable emotion, whichhelps you examine exactly why
it's a lousy decision-makingtool.
We can't make decisions in ourlife just based on barely
controllable emotions.

(12:51):
We need something that is bothqualitative and also
quantitative.
And then you look at purposefrom a 30,000-foot view or a
definitional perspective, andthe basic definition is reason
for being, but it's betterlooked at through the lens of
contribution.
Purpose is the best of what wehave to help others.
It's the best of what we haveto help others.

(13:11):
But you also can't talk aboutpurpose without talking about
fulfillment.
They exist in a loop-likerelationship.
I give the best of what I haveto help other people, and
fulfillment is the feedback loop.
Fulfillment is the result ofgiving people the best of what I
have to help other people, andfulfillment is the feedback loop
.
Fulfillment is the result ofgiving people the best of what I
have, and fulfillment isactually what really people want
.

(13:31):
People, they say they want tofind their purpose, but what
they really desire is to live alife of fulfillment and all the
benefits that come with that,and fulfillment is one of those
things.
That's also misunderstood,because when I ask somebody,
gavin, I love asking thisquestion, which is hey, what's
the most fulfilled day you'veever had in your life or work?
And you'd think most peoplewould have an answer, but most

(13:52):
people don't have an immediateanswer, or they'll say something
like when my first child wasborn or some kind of life
milestone that a lot of peoplecan experience, but they can't
cite something specific relatedto their contribution, and it's
one of two reasons.
One, they don't know theirpurpose, so they don't know what
to consistently give.
That's their best, or theydon't know how to receive
fulfillment, and that issomething that I think is really

(14:14):
important to break down.
Fulfillment comes to us in threeprimary ways.
The first one is gratitudewhere we give our best, maybe we
mentor somebody and their lifetransforms, and they come to us
and they say, hey, thank you somuch, you radically changed my
life.
My income went up by this muchand I got married and my life
circumstances changed.
Every top person that I'veinterviewed or talked to when I

(14:37):
asked them their most fulfilledday and they do have something
like that it's never related tomoney, it's always.
I led an office team throughlosing a colleague to suicide,
or I mentored this person andthey just became a radical rock
star and it was so cool to watchthat.
So that's the first waygratitude.
The second way is giving, orthe opportunity to observe what

(14:59):
happens when you give andtransform somebody's life.
And then the final way isgrowth that you're personally
growing qualitatively but alsoquantitatively.
So it's gratitude, giving andgrowth that are the primary
feedback loops on yourfulfillment, and that's what
we're really after is, if you'regoing to talk about purpose,
you have to talk aboutfulfillment, because I think all

(15:20):
of us in this conversation canrelate that if we only give and
get no feedback loop at all,that is a really great equation
for burnout.
It's a really great equationfor burnout.

Speaker 2 (15:30):
It's like what they're saying.
What you're saying is so simple, but I don't think I've ever
heard anyone break it down likethat.
It's like you know, maybeintuitively, when you feel
fulfilled, but to be able toactually define it in three
different categories is sounique.
And yet when you said it I waslike, well, that sounds like it
makes sense to me.
So it's interesting that youare taking something that seems

(15:51):
like it would be simple, but I'mimagining most people don't go
through the thought process toactually think about it that way
.

Speaker 1 (15:58):
When we work with or when, like you know, I love Dave
Ramsey Entree Leadership brandand he's they're always talking
about.
Okay, what's your company'smission statement Like?
What's the difference for allthe entrepreneurs and just the,
you know, growth minded peoplethat are listening?
What's the difference between amission statement and purpose?

(16:22):
A mission statement and purpose.

Speaker 4 (16:23):
Yeah, one of the things that we love, which and,
as Brian's saying, we're all onthe same page, which is so
stinking fun, and we lovehanging out with other couples
who get to work together too.
It's so fun.
It's like trading war stories.
I'm sure people come up to youlike, how do you guys do this
and stay married?
So we're totally on the samepage, so this is so stinking fun
.
But one of the things thatreally differentiates mission
statements from purpose purposeis the best of what you have to

(16:45):
help other people.
So you as a company have apurpose and you as an individual
have a purpose.
A mission is the direction thatyou're pointing your purpose.
So it's like hey, here's all ofus with our individual purpose.
Our mission is how we cometogether and we're all
directionally moving towardssomething.
So being on mission meanspointing your purpose in a
certain direction.

(17:05):
As a leader, it is your job tonumber one, find out what is the
individual purpose of everyperson on your team.
We've worked with major leadersand one of the top questions
that we will ask and that wewill get asked I should say
they'll say well, what if I helpmy people find their purpose
and they leave.
And it's a huge question thatpeople have is like, hey, what
do I do if I bring you in and Ihelp everybody on my team find

(17:26):
their purpose?
Then they walk out the door.
There's one of two thingshappening.
Number one if they find theirpurpose and they realize it's
not associated with youremployment, it's not us telling
them that they knew that already.
And number two who wants peoplewho are sitting there butts in
seats taking up space, thatthey're not aligned, when you
could find someone who's likeyou couldn't pay them enough
they would absolutely love to todo that.

(17:47):
So alignment is super, superimportant.
So, number one as a leader, youhave to help every person on
your team find their purpose.
Number two it's your job toconnect that purpose to the
mission of the organization.
So we say all the time thatpurpose personalizes the mission
, purpose personalizes themission.
You, as an organization, youhave a mission, you have a
mission.
You have a mission to be ableto grow your impact, grow your

(18:08):
revenues, grow your influence inwhatever industry that you're
in.
But you, as a leader ofwhatever size organization,
whether it's you and your dog,or you and 10,000 people, or you
and 10 million people.
It's your job to be able tomake sure every person can know
that.
They know that they can fulfilltheir purpose inside of your
organization.
And that's what I think greatleaders do today is be able to

(18:28):
make that connection, givepeople permission to say, hey,
we recognize you have a purpose,because it used to be
everybody's like come join us.
It was like, hey, I'm going todo the billboard, you come join
us.
Forget your passions, yourpurpose, your whatever art.
We're big enough for you.
But I think that, in particular, the pandemic really did change
things, where people are nowshopping around to say, hey, is

(18:50):
this a good fit for me?
Does this resonate with me?
Can I be my authentic self?

Speaker 1 (18:54):
They're all using different words, but at the end
of the day, I think individualswhenever they join an
organization are all asking canI find my purpose and use my

(19:14):
purpose while working with you?
That's so good.
Do you think our purposechanges through life?
Or do we end up burnt out anddissatisfied in careers that we
thought we were going to lovebecause it really didn't check
the box for purpose?
So, like just me, as an example, I was a police officer.
It was the job that I dreamedof as a little kid.
I absolutely loved it for aboutfive years, and even Becca had
a similar experience as ateacher, but we both got burned

(19:35):
out.
At about the five-year mark Iwas done, and so do you think
it's a like a shift in purpose?
Or maybe it was checking someof the boxes, but I didn't quite
fully understand what my truepurpose was, and because it
wasn't checking all of thoseboxes, that's where the burnout
came from.

Speaker 3 (19:56):
The way that I look at this is that purpose sharpens
over time, purpose sharpensover time.
It's not that it shifts orchanges, because you have your
natural advantage, which is therole you tend to play in life
and work, and that is a resultof what was nurtured and it's
actually the result of yournature when you were growing up.
And then the second piece isyour acquired skills and that,

(20:16):
what was nurtured in yourexperience, your education, your
life experience.
And then you get into thatpassion set, that pull passion
set.
We talk about it as the.
It's not passion as in barelycontrollable emotion.
It's passion as the, as thetypes of problems in the world
you want to solve.
It's a very entrepreneurial orentrepreneurial mindset to have
around the idea of passion.

(20:37):
And then, of course, there'syour, your origin story, which
is the primary perspective ordecision-making tool that you
got from your developmentalyears.
So as you go through life,especially if you're intentional
about it, you're going to get asharper clarity on what your
natural advantages, youracquired skills are, your pull
passion is, your origin story is, and the value that it has to

(20:57):
offer in terms of perspectiveand wisdom.
And you've probably seen ustalk about this before, but it's
this idea that purpose is notrole-specific, it's actually job
agnostic.
It's really the tool set thatyou have to take to each thing
you do.
Some of the skills that youacquired in being a police
officer and some of the skillsyou acquired in being a teacher

(21:18):
actually informed the style inwhich you grow your business
today from a skill setperspective.
Then there's the parts of youthat are of your nature, the
things that you really had bythe time you turned 18, and the
things that drove you in a very,very basic sense.

Speaker 2 (21:36):
It makes a lot of sense.
That's really interesting.
Good question, babe.

Speaker 4 (21:40):
And I would say too, just to jump in there with what
Brian was saying I would saythose moments that both of you
felt most fulfilled at yourprevious jobs are things that
probably bring you the mostfulfillment now.
And so, kevin, for you being apolice officer, a big part of
probably what was mostfulfilling was protecting people
, was being able to know thatyou could be strong enough to
prevent something bad fromhappening or to help someone out

(22:02):
of a bad situation, and you getto do that every day.
Becca, for you, I'm sure a bigpart of what you love about
being a teacher was seeingpeople's eyes light up, being
able to say, oh, I had no ideamaking connections that didn't
already exist.
So that's the fun part aboutbeing able to see how your
purpose progresses over time isbecause those key moments and
just as you were talking aboutbefore, becca, it's like, of

(22:22):
course, of course, we should beable to find fulfillment on
demand.
That's what Brian and I are ona mission to do is to help 1
billion people be able to findpurpose so that they can
experience fulfillment on demand, being able to just pull apart
those moments to say, oh my gosh, this is what fulfills me, so
that way you can experience iton demand in any situation, in
any experience, because I thinkthat's where a lot of people get

(22:43):
frustrated, depressed, feelbitter with the situation or
relationships that they're in,as they haven't been able to be
their own engine of fulfillment.
They're looking around tosociety and bosses and economies
and all these other things tofind fulfillment.
If they only knew that they hadall the ingredients inside of
them all along.

Speaker 2 (23:01):
I can't imagine the shift that would happen in
relationships if every personunderstood what you guys are
explaining right.
Think about marriagerelationships, parenting,
business relationships and ifeach of us was figuring out the
fulfillment piece individuallyand not having someone else that
we had to rely on to providethat, it seems like it would be
such a more rich and fulfillingrelationship in general, not

(23:23):
just an individual experience.

Speaker 1 (23:31):
So, and you know when you, when you talk about the
like, oh well, if they findtheir purpose and they leave,
you know that's a, that's apoverty mindset.
Like imagine if everyone, oreven if I don't know what
percentage of people walkingaround I imagine it's very low
truly know their purpose.
But if we got that to 75% or90%, okay, yeah, we might lose
some people from ourorganizations.

(23:51):
But what do we gain as asociety if everyone we, or
almost everyone we come incontact with, is living in their
purpose?
Right, I mean, we've all hadthe server whose clearly purpose
was not serving food at arestaurant, at the server whose
clearly purpose was not servingfood at a restaurant.
Right, I was taking a shuttle,the rental car shuttle, on

(24:11):
Monday, coming home from a trip,and the lady there was a guy
that picked us up, super helpful, friendly, you know gave him a
few bucks.
The lady was just like the ladysitting.
The lady the driving the bus onthe trip back to the airport
was just downright scary.
And the lady sitting acrossfrom me, like she just looked

(24:34):
petrified.
She's like I am scared to deathof her and it was just like she
didn't want the help and it waslike you weren't motivated to
tip her at all and you justrealized like clearly she was
finding no purpose whatsoeverand doing this job.
So okay, she moves on tosomething else.
But the whole world is going tobe in a better place when
people work in their purpose andlive in their purpose.

Speaker 4 (24:54):
Yeah, and a big part of that is because that person
was not solving the types ofproblems that they're designed
to solve.
So a big part of fulfillment issolving problems, and so a lot
of times we think whether it'sfrom the parenting perspective,
employment, leadershipperspective is we want to make
things easy for people, we wantto eliminate the hard, we want
to protect from the failure.

(25:14):
But the truth is, the mostfulfilled day that either of you
have had in your lives the samewith me and Brian are the days
that were really hard, the daysthat we were like I don't know
if we're going to make it.
I are the days that were reallyhard, the days that we were
like I don't know if we're goingto make it, I don't know.
We got to put our headstogether and figure this thing
out and then, at the end of theday, you're like oh my gosh, I
can't believe we did it.
That sense of accomplishment isthe reward that goes on in our

(25:35):
brain because of pushing throughthe hard stuff.
And so when people are insituations where, that's where a
lot of people get bored, that'swhere a lot of people start to
have FOMOs, because they're justnot excited about the problems
that they're solving.
Why is it?
In the first six months ofemployment you have the most
amount of satisfaction?
It's because you're having tosolve a problem every day.
You're like I don't know howthis thing works, I don't know

(25:56):
who to talk to, I don't knowwhere to go out to lunch, I
don't know how to get my payroll, whatever it is.
You're constantly solvingproblems, and so if you as a
leader, and you as a parent, asyou as a friend, can introduce
problems that are aligned withsomeone's purpose, you're
obviously going to experiencemore fulfillment for them, but
you're going to experience morefulfillment for yourself.

Speaker 2 (26:15):
So good.
The world really needs thismessage.
So I'm really excited for youguys and, to that point, you've
both spoken on TEDx and havebeen featured in many
prestigious publications.
What is one key message, andmaybe you've already shared on
TEDx and have been featured inmany prestigious publications?
What is one key message andmaybe you've already shared it
or idea that you always try toconvey in your talks?

Speaker 3 (26:32):
This is like especially recently is that
motivation is a fleeting feeling.
Passion is an unreliableemotion.
But when you look at the top 1%performers in anything, the one
word I would use to describethem is conviction.
Conviction they're the type ofindividual that would crawl over
broken glass to serve people inneed.

(26:54):
If that's what they're supposedto do.
They're the type of person thatwould crawl over broken glass
to achieve their goals.
They're willing to do what ittakes.
And then how do you break downconviction?
Conviction is fascinating to me, because when I look at
somebody like an Elon Musk, Iwould say he's unreasonable in
the face of the reasonable.
When I look at somebody likeElon Musk, I would say he's

(27:16):
certain in the face ofuncertainty.
And so the way that we craftthe understanding of conviction
is it's the unreasonablecertainty that what I'm doing is
right and what I'm doing isworth it.
If we can convey anything, ifyou can create conviction, you
can achieve anything.
Because if you look at the pathto entrepreneurship, you guys
know this full well, thatthere's actually three phases.

(27:38):
There's the phase where you'reunseen.
There's the phase when you'reseen and then, after you've been
seen for a while and you'vegotten really good.
Then there's the phase whereyou are sought after.
But in the beginning you've gotto have enough conviction to go
from not being seen at all,having no clients, to when you
get the first client and helpthe first client.
And it's kind of this analogytoo, where, if you think about

(27:59):
the water cycle, if we were allin a collective drought, rain
would be sought after.
If we were all in a collectivedrought, rain would be sought
after.
The clouds that produce therain are seen and the
evaporation process is unseen.
But just because something isunseen doesn't mean that
something isn't happening orsomething is first required
before something can be seen forthe first time.
The point I'm trying to make isthat I think if this generation

(28:21):
if I could make a collectivestatement this generation lacks
conviction and the source ofconviction, if people want to
know why can't I get this thingover the line?
Why can't I sell the firstclient?
Why can't I recruit the firstperson?
Why can't I do it?
It's because there's not enoughcertainty on the front end.
And you've got to have certaintyin your life in three major

(28:42):
categories.
The first one is I've got tohave certainty unreasonable
certainty in who I am.
I got to know my purpose, thenI've got to have unreasonable
certainty as to my target.
What am I shooting after?
What's that mission?
As Gab was saying, what's thatmission?
I'm pointing my purpose at,what's the target?
And then you don't need to knowall the steps, because that's
impossible to perfectly know allthe steps to be successful

(29:02):
right now, at the very beginning.
But you've got to have thatunreasonable certainty about the
first one to three steps tocreate momentum, because the
moments create momentum andmomentum creates movements.
So if there's like one thingand this might be personal to me
, gabrielle might have adifferent answer, but the one

(29:22):
thing I like to communicate isyou've got to have conviction.
And then the second thing Ilike to communicate is how to
create it.

Speaker 1 (29:29):
Great, Gab, do you have anything to add to that?

Speaker 4 (29:32):
Great job, brian.
Isn't it so fun when you get towork with your partner?
You're so hot when you're beingsmart.
I love you.
Great job, honey.
No, I totally agree.
I think the perspective that Ialways and Bren and I get to
speak together a lot like wewrite our books together, we've
got TED Talk together like we doa lot of things together we do
things separately but we do alot of things together.
But I think what I really loveto see people understand is that

(29:56):
they have permission, perfecttime that purpose should become
available.
It's when the kids leave thehouse, it's when things slow
down, it's during spring break.
We try to create this perfectmicrocosm of when we think we
finally have permission topursue our purpose, until

(30:16):
sometimes those decisions aremade for us, and so we really
want to empower people to firstof all, be able to understand
that they are worth it, thatthey're worth taking the time to
discover their purpose.
It is not selfish to find yourpurpose.
We tell people all the time beselfish enough to find your
purpose and selfless enough touse your purpose.

(30:36):
And if you don't find yourpurpose, then you're going to
wake up days or decades laterand realize that there was
something you were supposed todo on the planet and you didn't
do it.
So that's just a big part forus is we want to just introduce
permission and urgency into theconversation around purpose,
because we're not guaranteedtomorrow, and we want to just

(30:57):
provide people a platform to beable to say you know what?
I think now is the time.
I don't need to wait till nextyear, I don't need to wait till
next month, I don't need to waittill my next, you know, retreat
or conference or event.
I need to start really askingmyself some of these very simple
but profound questions so thatway I can have directional
clarity and more confidence inwhere I'm going.

Speaker 1 (31:19):
Um, can you give an example?
Do you help people as part ofyour process, helping people
actually create like a purposestatement similar to a mission
statement?
Can you give me an example ofwhat a good purpose statement
looks like, whether it's yoursor one you've helped someone
kind of identify, just so peoplecan kind of understand?
Cause, since I've beenlistening to your book, I've

(31:41):
kind of identified what I thinkis my purpose, but I would love
to hear from you guys as theexperts what is an example of a
good purpose statement?

Speaker 3 (31:52):
So when you go into our book, we've got the four
elements natural advantage,acquired skills, pull passion,
origin story and a great purposefactor statement is one that
articulates both your naturaladvantage and your profession,
because your purpose statementspeaks to your nature.
Then there's also a fulfillmentstatement, meaning when I'm

(32:13):
doing these things I'm mostfulfilled, and that's an
articulation of a combination ofyour skills and really the
strength that came from yourorigin story.
But a great example.
I was just working with anamazing executive who just
exited from a company and hispurpose factor statement was
this my purpose factor is toinspire excitement around a
cause, to create sharedexperiences.

(32:33):
The inspire excitement around acause speaks to his natural
advantage as a recruiter.
Now, all of us know goodrecruiters.
These are what marketingconsultants call evangelists.
These are the people that aregoing to move people around a
product or cause or movement.
And then the second part of hisstatement is to create shared

(32:54):
experiences.
Now, this speaks to hisdesire-fulfiller pull passion.
And I could give you an exampleof a desire-fulfiller.
A desire-fulfiller is somebodylike Dwayne the Rock Johnson

(33:24):
no-transcript.
I'm most fulfilled acting withconfidence to effectively
communicate and inspire.
The acting with confidence partspeaks to his adaptive strength
that came from his childhoodorigin story of rejection.
And then the second part, toeffectively communicate and
inspire, speaks to a gathered,acquired skill, set over time,

(33:47):
of him being a messenger, acommunicator.
So there really is, and ourupcoming Purpose Factor
Assessment that's soon torelease actually is going to
automatically produce thesestatements.
This is kind of unheard of inthe assessment space and, for
example, like the two statementsthat I was just talking about,

(34:11):
we actually have the ability toproduce 625 combinations of
those two statements in yourpurpose factor.
So it's a ton of fun, but Ithink it serves as a great
example of how to break downwhat makes a great purpose
statement.
So thank you.

Speaker 2 (34:19):
I'm excited for us to use that tool.
I think that would be reallyhelpful for us.
So working together as a coupleco-founders, you know, tell us
a little bit about what that'slike for you guys, Any unique
challenges or advantages withblending your personal and
professional lives so simple.

Speaker 4 (34:46):
But it's who's sitting in what seat.
Because when you first cometogether, sometimes the seats
that you play in your personallives and your partnership is
different than what you do andwork, and so we had to really
learn what that looked like.
Because on the personal front Iwant to be a wife and nurturing
and kind and all of that, buton the business front I tend to
be more of the the sales person,the closer all of that.
So we kind of tend to be moreof the salesperson, the closer
all of that.
So we kind of had to learn kindof balancing those two

(35:08):
iterations, which was really forthe first few years.
Truthfully, we did not do itperfectly.
There was a lot of looking ateach other like I thought you
were going to do that.
No, I thought you were going todo that.
We also do have a lot ofsimilar strengths.
Many people say oppositesattract.
Every personality test Brianand I have taken we're.
People say opposites attractevery personality test, brian
and I have taken we're basicallythe same person.
So we had the same, yeah, prettymuch.
So we we had to learn how tobalance strength with strength

(35:31):
and say, hey, this is somethingmaybe I enjoy doing, or this is
a season I want to focus more ongrowing in this, in this
direction.
So so we've kind of learned tobalance both of that.
But but for us, I think thebiggest lesson that we've
learned is just to be for theother person.
Like I'm for Brian no matterwhat, like I'm for him when he's
winning, when he's speaking,when you know, maybe we had a

(35:54):
tough week or a tough day or anyof those things.
Like no matter what, at the endof the day, it's like I want
him to know and I want my teamto know that we are for the
other person.
One of the kind of funnyelements of co-leading a company
, which you guys probablyexperience is, is sometimes with
a team.
It's like, you know, do we goto Gab or do we go to Brian, and
so we'll joke around.

(36:15):
It's like you know, sometimesthey'll be like I'm going to ask
mom something and then if momdoesn't get it, then they'll ask
Brian, and that's been kind offunny and so our team's amazing
we're, so we have the best teamin the world, and so we've
brought them into kind of thefold of kind of teaching them
here's how we make decisions,like we walk them through
everything, like, hey, here'sthe conversation we were having

(36:37):
last night, because as a couple,you're constantly talking about
business and they're not privyto those conversations.
So, you know, we could havemade a decision on Tuesday.
Brian and I talked about it for12 hours and then on Wednesday
we come back to the team and say, actually we're going to go
this direction.
Well, for them it could feellike you know, whiplash, like we
just talked about somethingyesterday, now we're doing
something else.
They don't know the logic, theconversations, the walk, the

(37:09):
prayer, all of that that wentinto it.
And so I think that's one ofthe things that I'm really proud
of, that I think we've growninto that.
I think communicating how wemake decisions as a couple is
really important, so that waythey know it's not go to mom for
something or Brian forsomething, or, you know, dad,
brian for something.
It really is.
They're a united front, thatthey support each other no
matter what, even if they wouldhave made different decisions,
and ultimately they know thatwe're for each other.

Speaker 1 (37:26):
That's great.
So let's move on to yourcompany.
It's called the Purpose Company.
Very simple, very explicit.

Speaker 3 (37:33):
I love it.
We just, we, just, we don't.
We can't be cryptic, we're justgoing to say it is.

Speaker 4 (37:37):
We're going to say who we are.
This is the place.

Speaker 3 (37:40):
This is the place.

Speaker 1 (37:41):
So what kind of training and consulting do you
provide, and who are the typesof people that can benefit from
your services and your coaching?

Speaker 3 (37:48):
Yeah, so we have the individual side of our business
where people can come to us forthings like our forthcoming
purpose factor and learn exactlyhow to find their purpose.
I mean, I don't think there's abetter offer.
Right, it's find your purposein less than 30 minutes for $49.
I think that's a super fairoffer.
But then the other side of itis helping massive organizations
and even smaller organizationshelp their people find their

(38:10):
purpose and then theorganization find its purpose,
so that those two things can bealigned.
If I were to use one word todescribe what we do, I would use
the word alignment when Italked about the definition of
purpose.
Purpose is the best of what youhave to help others.
If I could leave anybody withone question which would
increase their ability to makegood decisions, it's to when

(38:30):
they're thinking about a newrelationship or a new
opportunity to ask the questionwill this opportunity or
relationship allow me to givethe best of what I have?
If I can answer that in theaffirmative, if I can say yes,
that means I have a much higherlikelihood of being fulfilled
when I do the work.
If I'm fulfilled, fulfillmentdrives increase in conviction.

(38:52):
Your success can only climb tothe level of your conviction,
which means if your conviction'slow, your success will fall to
the level of your conviction andfulfillment feeds that over
time.
Level of your conviction andfulfillment feeds that over time
.
Conviction starts with certainty, but it's fed with fulfillment.
Fulfillment is the fuel to keepit going.
So that's really special for meto be able to equip people with

(39:15):
a decision-making tool, becausethat's what we're really trying
to figure out when people askwhat's next.
For me it's a function ofwhat's the right decision here.
That's great.

Speaker 2 (39:22):
Can you imagine leading an organization where
everyone had that figured out?
That sounds amazing.
I can imagine it.

Speaker 1 (39:28):
Yeah, I don't feel like we're there yet no but what
a gift.
Got some work to do.
That's awesome.
What is one thing you wishpeople understood about finding
their purpose?
Maybe?

Speaker 3 (39:37):
what's a common?

Speaker 1 (39:39):
misunderstanding or misconception that people have
that you'd like to set straight.

Speaker 3 (39:43):
First of all, they need to, and I think it would be
fair to say that we're anunearned dopamine addicted
generation suffering from hypercomparison.
That's where we're at, and wewere talking about this earlier.
We were talking about serversand people that get to help us
every day, and we get to helpthem, guys.

(40:04):
We were in the line atStarbucks at the airport.
The line, gab, you rememberthis.
We were standing together.
The line was 40 people deep,all right.
Now this is one of those lineswhere I look at Gab and go I
don't think I need coffee, right.
And Gab's like no, we can wait,we got time.
I'm like okay, so we went.

Speaker 4 (40:20):
I'm the kind of person I come to the airport
like 45 minutes before the planeis going to take off and I have
bags and Brian is like this ishigh stress situation.
Why are you doing this?
I'm like nothing bad's going tohappen.

Speaker 3 (40:33):
It's totally fine, that's me, I want a peaceful
airport.

Speaker 2 (40:37):
It's not going to take very long.

Speaker 4 (40:39):
Absolutely.
I was like it's everything'sgoing to be great Even if I miss
my flight.
It's a great story.
I've been like heck, no.
So yeah, exactly, I know it's.
Brian is like.
Brian's like I love you, butthis is not working.
He'll be like I'm not holdingthe plane, I'm going to wherever
it is that we're going.
So yeah, he's looking at melike you're committed.
I'm like oh, I'm committed.

Speaker 3 (40:58):
I need caffeine?
Yeah.
So we zigzag through the cattleguards or whatever those things
are and we get up there to thefront of the line.
No joke, y'all.
No joke.
The person running the register, with a line 40 people deep, is
one hand typing in orders andthe other hand scrolling TikTok
on her phone.
Just little 15-second hits ofdopamine.

(41:22):
Little 15-second hits of hypercomparison.
And this is why it's soimportant to know your purpose.
In a digital age where we'reessentially amusing ourselves to
death, we are killing ourfulfillment and motivation with
hyper comparison.
And why do I keep using thatword?
Because pre-digital age it wasjust comparison.
Jones has got a pool, we got toget a pool.

(41:43):
Today it's 15 second hit ofKylie Jenner's got a jet.
I should have that by 23.
Then another 15 second hit ofoh, my friend's gone to Italy
for the third time.
I wish I could go to Italy.
Then another hit is somebodyjust built a mansion.
I got to have a mansion andit's just in 90 seconds.
I mean, how many hits is that?
How many hits is that?
That's six hits of hypercomparison in 90 seconds.

(42:08):
If you're talking about 15second reels.
And the reason one needs to knowtheir purpose is because you
have to be certain.
In a world that's uncertain,you have to be, and you have to
be certain long enough to makesomething successful.
Because the one thing thatdidn't change, I don't know.
I'm getting on a rant here,gab's like.
Here he goes, I'm getting on arant here.
But the one thing that is stilltrue is that even in this

(42:29):
fast-paced digital world, to besuccessful requires consistency
over time, meaning years.
That part hasn't changed.
Delayed gratification is anunavoidable law of success, and
if you find your purpose and youfind your purpose and create
conviction by finding yourpurpose you stand a better
chance to put in the necessarywork to be successful and

(42:51):
achieve the dreams that you want.

Speaker 2 (42:53):
I feel like this message needs to be in every
high school, because we have,you know, three teenage boys in
our house right now and onethat's about to launch.
You know, he's in his senioryear and it's like these are the
things we battle as parents.
You know the electronics, thetechnology, the comparison, and
the world is telling them verydifferent things than we want
for them.
You know it's a constantmessaging, mentoring, guiding

(43:15):
disciplining.

Speaker 1 (43:16):
Our oldest got to spend time with writing on the
trip.
Yeah, Awesome.

Speaker 2 (43:22):
Another little chat, so okay.
So we want to know what's nextfor you guys.
What project are you excitedabout?
I'm assuming it maybe hassomething to do with the
assessment, but if not, whatelse?
Um, what are you excited?
That's around the corner.

Speaker 4 (43:33):
Yeah, I think that's a big part of it.
For us is, you know, we'rereally on a mission to
democratize purpose.
We get really frustrated thatwe think that a lot of times
people talk like purpose is aseason of your life or you're
lucky enough to be able to takeoff time to find your purpose,
like we almost think thatthere's like this echelon of
humanity that is lucky enough tofind their purpose and that

(43:54):
just doesn't sit right with us.
We believe that every singleperson, no matter who they are,
where they come from, deservesto find their purpose.
So that's why we developed thisassessment is if you can't tell
we just nerd out around thisstuff because we really wanted
to be able to answer thatquestion for ourselves is how do
we find our purpose on demand?
How do we experiencefulfillment on demand?
We didn't want to just crossour fingers and hope that we

(44:17):
bumped into it in the 78 yearsmost people spent on this earth.
We wanted to make sure that weknew that.
We knew that we were going inthe right direction, doing the
right thing, serving the rightpeople.
So I think that's what we'remost excited about and being
able to make it as affordable aspossible, as accessible as
possible, I think is a big partof it.
So, yeah, the purpose factor,assessment for sure, getting

(44:38):
that in the hands of students,of leaders, of CEOs, of
executives, of parents, I meanall of those things.
So, for us, we want to makepurpose popular.
We want to make purpose thething that you talk about on
your first date.
We want to make purpose thething that you talk about over
the dinner table and when you'regetting your first job and
retiring and figuring out what'snext.
We just think purpose deservesto have a seat at the table in

(45:01):
the conversation, not justpassion, but purpose, and so
that's really what I think we'reprobably most excited about.

Speaker 2 (45:09):
So powerful?
Okay, so how can listeners getinvolved with the purpose
company or support your mission,any specific programs or events
they need to know about?

Speaker 4 (45:18):
Yeah, that's awesome.
Well, we have a step into yourpurpose checklist actually for
your listeners.
So if they're interested, theycan just text the word purpose
to 33777.
And there's a full checklistthat's very easy and accessible
that they can go ahead and gothrough.
So it's just text purpose to33777.
And they want to pick up a copyof the purpose factor, they can
do what Kevin's doing andlisten to Brian's sweet, sweet

(45:40):
voice.

Speaker 3 (45:40):
Talk to them For four hours and, I believe, 57
minutes, chapter by chapter.

Speaker 4 (45:47):
Yeah, it's a great tool and we really want to get
into the hands of many people aspossible, so thanks for helping
us do that.

Speaker 1 (45:54):
Awesome.
And social media.
Brian, I know you're all overit.
You love TikTok and you spendhours a day on TikTok.
I've been scrolling.

Speaker 3 (46:01):
The entire time we've been chatting, I've been
getting 15 second hits ofdopamine from TikTok, the
dopamine casino as I call it.
That's what it is.

Speaker 1 (46:10):
How can people follow you?

Speaker 4 (46:12):
guys, not ironically.

Speaker 3 (46:15):
Instagram at officialboshe is a great way to
follow us all and also for yourleader executive types out there
.
We're on, both of us are onLinkedIn and we post a lot of
great content value over theretoo.
Awesome.

Speaker 1 (46:27):
Well, hey guys, thank you so much for joining us.
It's been a pleasure.
It was really fun spending timewith you guys and all the crew
on the John Maxwell trip toGreece and it was just such a
great reminder of why you wantto hang out with abundant minded
people.
I told so many people when Icame home from that trip.
I felt like a minnow in a hugepond.

(46:49):
You know, you think you'refiguring things out and then you
go and hang out with all thesemajor, major shakers and movers
and you guys are two of them soexcited to check out the
assessment once it's available,excited to check out the
assessment once it's availableand just grateful for the impact
you've had in my life and justkind of redefining things and
really reexamining my purpose,not just thinking about mission

(47:10):
but really digging into mypurpose and utilizing it in our
marriage with our team, with ourkids and everything else.
So thank you for everything andit's great spending some time
with you.
Thank you friends.

Speaker 2 (47:22):
Nice to meet you.
Thank you, friends, nice tomeet you.

Speaker 1 (47:26):
All right, friends, please subscribe to the podcast
for more insights on blendingentrepreneurship and the
entrepreneurial mindset withintentional living.
You can follow us on socialmedia.
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(47:50):
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