July 24, 2025 • 33 mins
The central premise of this podcast episode revolves around the profound impact of leadership grounded in core values, as exemplified by the widely acclaimed series, Ted Lasso. Our distinguished guests, Marnie Stockman and Nick Coniglio, elucidate the transformative lessons derived from the series, particularly emphasizing the significance of fostering a culture that prioritizes positivity and personal growth within organizations. Both speakers recount their journey of establishing a successful company rooted in these principles, which ultimately led to their collaboration on the book, "Lead it Like Lasso." This work serves not only as a guide for professional development but also as a testament to the notion that effective leadership transcends traditional business frameworks, encapsulating personal development and authentic relationships. As we engage in this enlightening dialogue, listeners will gain invaluable insights into cultivating a thriving organizational culture that aligns with individual values and fosters collective success.
The primary focus of this podcast episode is the profound impact of embodying core values in leadership, as exemplified by the acclaimed series "Ted Lasso." We engage in a detailed discussion with Marnie Stockman and Nick Coniglio, co-authors of the book "Lead It Like Lasso," who elucidate the principles of fostering an environment of positivity and personal growth within organizations. Throughout our conversation, we explore how the show's ethos resonates with their own experiences in building a successful company without traditional sales tactics, instead emphasizing the cultivation of raving fans through authentic relationships. Moreover, we delve into the essential relationship between confidence, vulnerability, and leadership, highlighting the necessity for leaders to foster psychological safety within their teams. Ultimately, this episode serves as both an exploration of effective leadership practices and an affirmation of the importance of aligning personal values with professional endeavors.
In a compelling dialogue, Jaclyn Strominger engages with Marnie Stockman and Nick Coniglio to explore the intersection of leadership and personal development as exemplified in the celebrated series Ted Lasso and their co-authored work, Lead it Like Lasso. Marnie and Nick recount their initial collaboration within the educational technology sector, which was marked by a series of corporate acquisitions that severely tested their commitment to fostering a customer-first culture. Their experiences highlight the friction that arises when corporate values clash with operational realities, underscoring the necessity of cultivating an authentic organizational culture that prioritizes both employee engagement and customer satisfaction. Their journey culminated in the establishment of a company that emphasizes the importance of core values as a foundational element of business success, demonstrating that a culture of raving fans can be achieved without traditional sales tactics.
The discussion further delves into the pivotal role of values in shaping effective leadership. Marnie and Nick articulate that leadership should extend beyond mere management techniques to encompass a holistic approach that includes personal growth and self-awareness. They draw parallels between the character of Ted Lasso and their own leadership philosophy, emphasizing the significance of storytelling and emotional intelligence in fostering strong relationships within teams. This perspective encourages listeners to re-evaluate their own leadership styles and the values they uphold, ultimately advocating for a more nuanced understanding of what it means to lead.
As the dialogue progresses, the hosts emphasize the importance of confidence and vulnerability in leadership. Marnie and Nick share their insights on how to empower individuals in their professional journeys by helping them recognize their...
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:38):
Hey.
Well, hello everybody, andwelcome to another amazing episode
of Unstoppable Success. I amyour host, Jaclyn Strominger. And
on this, on this podcast, welove to share amazing insights from
leaders and authors and peoplethat you know are going to help you
have that unstoppable successin your life and in your business.
(01:01):
And today I'm so excited.Okay, Because I know you guys all
have. Well, if you haven'twatched the series after this, do
me a favor, like go to your TVand go hit play. And that is the
Ted Lasso series. And I havewith me today Marnie Stockman and
Nick Coniglio. And let me justtell you, okay, I have not read the
(01:26):
whole book. I just have toshare that. But these guys have just
put in, taken what has beenthis amazing series and, and put
it into great applicable wordsand lessons. But let me just give
you a little bit of backgroundon Marnie and Nick just to give you
guys a background. So Marniestarted her career in leadership
(01:47):
with the toughest customersand employees of all high school
math students.
Oh, sorry.
Not my favorite. I mean, Iloved math, but I can't even imagine
working with high schoolstudents because I, I have kids.
Her passion for education andusing data and humor to help others
(02:08):
grow and succeed took her fromthe classroom to senior director
of customer success at aleading edtech company, and now to
co founder and former CEO ofLifecycle Insights, a VCIO customer
success platform for MSPs.That's like a little bit.
That's a lot of mouthful. Alot of head letters.
(02:28):
Yeah, that's a lot of letters.And then Nick is a seasoned technology
veteran with over threedecades of experience in the ever
evolving world world of it.Born with an insatiable passion for
problem solving and a gift forunraveling the mysteries behind technology
hiccups, Nick embarked on histech odyssey in the early 1990s as
(02:49):
a mainframe programmer. Okay,I just can't even imagine doing any
programming myself. Well, letme just say I went to Carnegie Mellon
and we had all had to learnhow to program and, and it was like
the, the class that we, everyfreshman had to take and it was,
it basically ends up beingpass or fail, right?
Yep.
So. And you had to learn towrite Pascal computer like Pascal.
(03:11):
Yeah, yeah, yeah, whatever I remember.
Yeah, well, people rememberit, but like whoever uses it. Right,
right.
Well, used to anyway.
Right, well, but the wholething was it taught you how to think,
but it's, you know, it's allthe top down flossy of thinking.
Anyway, welcome to Unstoppable Success.
Oh, thanks for having us.
(03:32):
We're excited to be here.
All right, so first of all,like, what inspired the two of you
to write this? And I actually,I want to preface this, and as a
coach, I know I should neverask two questions in a row, but how
did the two of you gettogether to do this?
(03:55):
Yeah, yeah. Well, Nick, youwant to start?
Yeah, absolutely. So westarted probably about 15 years ago.
We started working together atwhat is now the largest ed tech company
in the world for educationtechnology. And I was over technology.
Morning came in as thedirector of customer success and
(04:18):
a funny thing kept onhappening, which is we kept on getting
acquired and acquired, acquired.
So you were pimped a lot? Sorry.
Yeah, 100%. 100%. And we wereresponsible, really. At that point,
I had taken over customersupport. Morning was customer experience.
(04:40):
And the. There was such aclash of the stated core values of
the acquiring companiessaying, yes, we believe in customer
first, raving fans, all thesesorts of things. But at the same
time, they kept on taking awayour resources. They would cut our
budgets, they would removeour. Our customer success folks,
(05:03):
our support folks, making usdo more with less. And to know us,
to know both of us, bothMarnie and I, it is all about raving
fans, customer experience. Butthey were completely taking that
away from us. But at the sametime, they're saying, you know what,
this is our. Yeah, this is ournumber one core value.
(05:24):
In one side and out the other.
Kind of like, yeah, that'sthat culture clash that drives people
nuts. So we, we dealt with itpretty well. We optimized our systems,
we optimized our people. Wedid really well. But at some point.
What did I say? Marnie, whatdid I say?
He said we should start acompany so that this never happens
(05:45):
to our employees, so that wenever make anybody feel like this.
We should start a company tosee if we can start a company that
only runs on true raving fans.So we left to do that and.
That'S exactly what we did.And we were tied with non competes,
so we couldn't go back intothat same industry. So we ended up
(06:06):
starting a company in acompletely foreign industry to us,
which is outsourced ITservices, that msp. And as it happens,
we started, scaled and exitedthat company from zero, from nothing.
(06:29):
We invested $16,000 into aneight figure company in the same
three years that Ted Lassoaired. And I'll let Marnie take it
from there in terms of wherewe are now.
So in the midst of thepandemic. Nick was saying that he
was watching this show withhis family and that I should watch
it. And then the third tofifth time that he said it, he said,
(06:52):
no, seriously, you have towatch Ted Lasso because I think you
are Ted Lasso. So I thought,oh, I don't know what that means,
but I should go figure it out.And I in hook, line and sinker. But
so much of what Ted Lasso'sculture was about was what Nick and
I were building in the companythat we grew together, where it was
all about positivity andgrowing each person to be their best
(07:15):
version. And I had alwaysbelieved that as a teacher, my responsibility
was to help each studentbecome the best version of themselves.
So he knew when he heard thatline that I would be drawn in. And
so when we left, when weexited our company, a lot of folks
were asking us how sevenpeople managed to get a company to,
again, an eight figure exitwithout any salespeople. And so lead
(07:41):
it like Lasso was born. So wewrote the book in order to show folks.
And what we realized is thatas we looked historically, where
we were successful in our verydifferent paths to get to where we
were, that it wasn't about abusiness framework as much as it
was about a personaldevelopment, personal leadership
(08:01):
framework. And so that's whatwe wrote about. So the book is Lead
it like Lasso, and thesubtitle is a leadership book for
life. Your life, because it'sreally not about the title. And people
lead in a locker room, aboardroom, a classroom, and their
living room. So that's how wegot from there to here.
All right, so things thatyou've just said, a couple things
I just have to, like, firstsay, you know, it's what you just
(08:25):
said about how you can haveseven people go up to like an eight
figure company.
Yeah.
But it's. And it's obviouslythe. The premise of how he led, but
it's also with the values ofthe, of the people that are in the
company or the people thatyou. That you're surrounding yourself,
surrounding yourselves with.If somebody's not the right fit.
Yeah.
(08:45):
Then we know that it's timefor them to go. I mean, obviously
that even happened in theshow, right?
Yeah, yeah.
Something's not the right fit.They need to move on, and then it's.
Then if it's the right timefor them to come back, they can.
But when you have thatculture, it's amazing what can happen.
Yeah, yeah, yeah.
Culture drives everything100%. And that, that you know, one
(09:07):
of the things that's, youknow, we get asked about quite a
bit in the book is, you know,when people talk about presenting
leadership frameworks, italmost always starts with vision
and strategy. We took adifferent turn on that and twist
on that. And we start withcore values because that is what
our success was 100% rootedin. When we started that business,
(09:28):
we defined the core valuesbefore we knew even what industry
we were going to be in at all.And that drives us through that whole
process of that company. It'severy place we've been successful
prior to that company, therewas alignment every place. Every
time we had anxiety or stress,it was because of the clash of the
(09:49):
core values and the culture,which is how it actually plays out.
So we firmly believe that. Isit Peter Drucker who says culture
eats strategy for breakfastevery day? Yeah, that's one of our
tenants, for sure.
Well, the key thing, and I'msure you guys have heard this a thousand
times too, is that you cannottrain character. You cannot train
(10:12):
that. That is. And I'm so gladthat you said that you start with
values before you get to yourvision and your mission, because
in order to create that visionand your mission, you have to include
the values. You have to knowwhat your values is, and your values
are. Oh, my God, that washorrible English. But you have to
know your values, because if.And if you don't, everything else
(10:36):
is kind of.
So I want to throw the storythat's so aligned with what you're
saying. I interviewed agentleman for customer success because
we had had to let somebody gobecause they just didn't align. And
when I called him or he calledme and said, I don't think I'm a
good fit because I've reallybeen doing these sales trainings,
(10:57):
and I'm looking for a salesposition. And I called him back and
I said, forgive me for beingso bold, but I do think you're a
good fit. I actually don'tthink you're a salesperson. And he
said, wait, what do you mean?I've been training? And I said, all
of the stories that you toldme about your favorite interactions
with customers were when youdid the right thing by the customer
(11:20):
and not necessarily by yourquota. So that tells me that customer
success comes first, and youcan sell for us through customer
success. First we're going towash all those sales language, that
sales language out of yourmouth before I let you talk to anybody.
But he didn't even know hisown. That was part of the problem.
The whole time is that hethought he was a salesperson because
(11:43):
he was outgoing and liketalking to people, but he didn't
realize that he wasn't alignedwith the way a company saw a salesperson.
And he's really been reallysuccessful since then. That's.
I love that story. Iabsolutely love it. So, so I'm curious,
like, you know, when you thinkabout that, you know how. Because
(12:05):
I think we're all salespeople, right?
Yeah.
Agree. How do you think, likethe book and the values and the lessons
in the book can also helppeople almost like, you know, lead
first with customer and thenthe sales come. Like, is that.
(12:26):
Oh, I mean, that is how wegrew the company for sure. One of
our favorite humans andfavorite books to read is Bob Berg
and the Go Giver. And it's thesame strategy that we talk about
in the book. If you alwayshave in mind, first you have to understand
who you are first. And that'scritically important because if you
don't understand the valuethat you and your company bring to
(12:48):
others, you're not going tounderstand how helping someone else
be successful in fact helpsgrow your company. But if you understand
your values and you're in linewith the company, then you are in
fact helping the customer andthey will then want to buy from you
without having. It's then justa matter of like, oh, this is the
(13:09):
obvious answer to my problem.So that's how we've always thought
about it.
I mean, and we're not sayingthat that's the only way to do it.
What we're saying for sure is100% that that model works. And we've
known that. We've proven that.We know that there will be people
who disagree and say, yeah, weneed this sales, this pipeline, all
(13:30):
the. And yeah, we agree all ofthose things are important. But we
could also tell you that thatcustomer first strategy without a
doubt has proven to besuccessful in not only our experiences,
but we also have theopportunity, we've been doing a lot
lately of mentoring evenyounger people. And you know, customer
is. It's not always somethingbuy something. It's somebody, it's
(13:53):
a stakeholder in your lifeand, and providing value pays off
10x15x to when you do thatwith other people because they find
a way to help you. And it justreally is a model.
That works, you know, So Ijust, I really love this. So I so.
And I love Bob Berg too,because I, and I think he was on
(14:14):
the podcast and actually he'show we connected and he the whole
idea of go givers and like,just, just to be able to give is.
I mean, he. It's so powerfuland there's so many different ways
to give. And so I want toactually just, you know, one of the
(14:36):
things that's coming to mymind is the idea of confidence. And,
you know, right before we werehaving talk, I just shared it and
I'll share this. I mean, theidea, and I'm going to read that
because I just think it's soimportant, is that, you know, and
I'll read this, that Ted waspassionate about the fact that it
wasn't the hope that killsyou, it's the lack of hope. And innovative
(14:56):
filmmaker James Cameron wouldadd, hope is not a strategy. And
then he also said, the firsttime you. As you wrote the first
time Kit Man, Nate had an ideafor a strategic play. He mumbled,
lacking enough confidence tosay the words. And Ted told him,
I have a hard time hearingpeople who don't believe in themselves.
(15:19):
So I'd love to hear, like, howdo you feel like hope and that line,
confidence kind of go together?
Yeah. Well, hope isn't a strategy.
Right.
And if you aren't confident inyourself, you're just hoping for
the outcome as opposed to, ifyou're confident in your preparation
(15:42):
and in your goal setting, inyour plan, then the outcome is way
more a guarantee than justlike, I don't actually know what
I'm doing, so I'm just goingto have to hope for the best as opposed
to, I know what I'm doing, I'mgood at what I'm doing. And so that's
where we're going, and we'regoing to get there. And you might
have to change strategiesalong the way, but hope just isn't
(16:05):
the plan.
Yeah. I would also add to thatbecause I think, you know, as somebody
who lacked confidence,especially early on in my career,
you know, I used to think Iwas what I was what you call an accidental
leader. I. I was really goodat my functional job. And I kept
getting promoted and promotedand promoted, not really wanting
(16:27):
to get promoted and promotedand promoted. And, you know, I didn't.
It took me a while to realizethat. That being in that leadership
position wasn't about havingall the answers. And it wasn't until
I started to embracevulnerability and owning my mistakes
and, you know, started tochoose, I don't know, transparency
(16:50):
over polish, that I started tobecome more and more confident. It's
a weird thing, right? I think,you know, I had a lack of confidence,
but as soon as I startedadmitting mistakes and that I didn't
know everything, I startedgetting more and more confident and.
And I think a big part of thatwas my support network, my mentors,
(17:11):
people who helped me withthat. So I love that line that you
talked about that we have inthe book that was in the show with
Ted talking to Nate about Ihave a hard time hearing people who
don't believe in themselves.That's in part Ted letting Nate know
it's okay to take a risk andspeak for yourself, which I think
(17:31):
is so stinking important.
Yeah, it is. Okay. So I. So inthis same vein, like, because I think
that's. It's also really. It'sa key thing that I think that gets
asked a lot in, in leadershipand in business is how do you as
a leader, you know, you know,as Ted shared, I mean, obviously
(17:55):
it's, you know, letting himknow that you. It's okay to take
that risk. But how do we. Howdoes the leader help that person
in their tribe gain theconfidence so that when they walk
into a room, they're notwalking like. And if your listeners.
(18:15):
You don't know what I just didbecause I sometimes forget. I just,
like, shrugged my shouldersforward, you know, like. So how do
you help that person walk intothe room with the. The feeling of.
Of confidence and empowermentversus the meek person?
Well, I do think it is aboutknowing who they are because when
(18:37):
you understand who you are,you better see how you fit with a
company. A school systeminvited me in to talk to their leadership
program. So we had a bunch ofhigh schoolers. And it was interesting.
There was a one student whoclearly knew who he was and his buddy
who clearly was just going tofollow whatever he did. And one of
(18:58):
the activities we did was allabout understanding their core values.
And the one student reallyknew that communication was a key
part of his life. And when Iasked him why, he could tell me all
kinds of stories about how itfit and how it was his superpower.
So I specifically was asking,how is your core value your superpower?
(19:19):
I talked to the other kid thatI knew for a fact, like, this was
not my first day at thisrodeo. You know, tell me about why
it is your superpower. Becausehe had just guide saw him copy the
core value. He couldn't tellme anything. And you could watch
him slink and like, slump intohis chair because he knew he copied.
(19:39):
He didn't feel authentic andhe was too scared to take a risk.
So I think you need to letthem be vulnerable. But Then help
them understand theirstrengths. Because when you do and
you understand the value youbring to the company and how you're
aligned with the companyvalues and culture, you can walk
into a room with confidencebecause you know why you're there.
(20:02):
Right.
I think it's, I think it's,it's important to know, you know,
even our book, we call it Leadit like Lasso, but we, we don't just
focus in on, on TED Lassospecifically. We talk about the strengths
of Rebecca and Keely and Samand Roy. And you know, even between
ourselves, Marnie is acompletely different leader than
(20:24):
I am. You know, full of life,you know, she's the Ted Lasso type.
I'm more the ask questionsmore the Trent Crim type. And it's
important, you know, when Iworked with people and I was one
of these people that, thatdidn't have that confidence. Like
I said earlier, one of thebiggest points that my mentors always
(20:44):
banged home with me, which isthere are different ways to lead.
Not everybody leads the sameway. And that is absolutely okay.
And I think that's a big part.In addition to the culture you establish
as a leader to make sure thatthere is psychological safety and
you can practice within yourculture to start to develop that
(21:05):
confidence. But also knowingthat you don't have to. I don't need
to be like Marnie to presentwell. I can bring my own strengths.
And that goes back to whatMarty was saying about understanding
what your strengths are.
Yeah. And you know, it's sotrue. And the reason why I bring
this up too is, is that somany people think that a leader is
(21:27):
somebody who is, for lack ofbetter word, loud.
Yeah.
Like a lot of times I think.
It'S very charismatic, superextroverted, that type of thing.
Yeah.
Button.
And there are studies that saythe opposite of that. Not, not the
opposite, but have strongsupport for the, the power of being
an introvert and, and theleadership capabilities of that.
(21:48):
And I think this is a reallything like listeners, I think it's
so important to know like youcan be an amazing leader and take
charge, but take charge quietly.
Yes, I, I would. Jim Collins.Good to Great talks about humility
and force of will are the twokeys to get from a level four to
a level five leader. And thosereally big personalities often lack
(22:12):
one of those, especiallyhumility. And then Susan Keynes quiet
about into like the superpowerof introvert. I think everyone should
read that book as well. Wegive a lot of book recommendations
in our book. So I'm like Awalking recommendations in general.
But that book I think everyoneshould read. Extroverts need to read
(22:34):
it so they understand why theyshould be more introverted. And introverts
should read it so theyunderstand how it's a superpower
and how they're powerful.
Yeah, yeah, yeah. I think. Ithink the most. One of the most effective
leadership strategies that youcan have to help drive growth and
innovation is leading withquestions instead of answers. And
(22:55):
I think introverts, that istheir superpower, they lead with
questions, and it may be intheir head for a while, but that.
That is how they. How theyprocess things, or at least that's
how I process things, and I amvery much of that introverted, you
know, nature.
Yeah.
So do both of you have, like,a favorite scene from.
(23:18):
Oh, yeah, yeah, yeah, yeah, yeah.
So.
Yeah. You want us to hit them?
Yeah, I want to know what theyare with me and tell me the why.
So I will say when Ted says, Ihave. We have some gifts for you
all up in your lockers. And hehands out books to every character.
(23:38):
It's the third episode. Iliterally just got goosebumps right
now. And I've watched theshow. I can't tell you how many times
the teacher in me thought,look at this. He understands not
just who the players are, butwho they can become. And he's going
to teach them not by givingthem a lecture, but by storytelling.
(23:58):
And storytelling is sopowerful that that one just gives
me all the goosebumps. Sothat's. That's my favorite. Nick,
what's yours?
I'm gonna. I'm gonna go chalkhere for steal a basketball term
and. And choose the scene thatI think everybody thinks of, which
is the dartboard scene.
Yes.
You know, where. Where Rupertis. Is. Is. Is they had some sort
(24:22):
of bet for the ownership stakeor something about control of the.
The team, and he thinks he canjust beat up on Ted in a game of
darts because Rupert broughthis own darts. He plays it all the
time. And Ted comes across,and little do we know that he has
been playing darts with hisdad growing up. And he drops the
(24:45):
line that we should all bemore curious and not judgmental,
and Rupert should have askedthe questions about if Ted had ever
thrown darts.
Right, right, right. Yeah. Right.
Yeah.
You know, I think it's sotrue. It's. It is. It's asking those
questions, and it's like.It's. It's understanding that everybody
(25:08):
on your team has had someother past experience, and. And you
need to be able to. I mean,Obviously they were not on the same
team but. But everybody hassomething that, that maybe you don't
know about them. So you doneed to be inquisitive and to ask
about the people on your teamand also the people that either you're
(25:32):
selling against or to. To andyour competition.
Yeah.
Yes, a hundred percent.
Right. So. So I'm, I'm alsokind of surprised that neither of
you thought that of yourfavorite scene as when you put up
the belief side.
(25:53):
Well, fair. I mean honestly,we could speak favorite scenes for
days. Like if you just so youknow, this is a six hour episode,
we would have said fine, likelet's go. You know, I can come up
with the top 25. So of courseyou love the belief. But I think,
you know, it's interestingthat I did pick a scene that I felt
(26:15):
as a teacher which at the coreof me is a teacher. I do it in a
different way. And the scenethat Nick picked is about questions
and curiosity which is at thecore of his superpower. So it kind
of doesn't surprise me becausethere's, you know, there are all
of these. I mean the wholeshow was full of so much goodness.
(26:38):
You want all of them to belike be a goldfish would pop up.
Don't you dare settle for. Imean literally could go on for days.
And the believe was sopowerful. But I think that's almost
more global that what reallytouched is when we made it. When
it made it personal. And Ithink when you look at the 100,000
(26:58):
people in the TED LassoFacebook community, everybody's got
a piece that felt like kind ofthey were talking to them and that's
what makes everybody special,is their uniqueness.
Yeah. And that's so true andI'm so glad that you said that because
it is, it's. We all, we allhave a superpower. And I think one
of the key things is that youknow whether, whether you're reading
(27:21):
the book, you know, lead it,you know lead it like Lasso or these
are these all help you reallyhelp you know who you are and define
and to figure out what yoursuperpower is. And if you haven't
like really spend some timelike do that work. Do the work. Know
your superpower because it'sgoing to come out and when you know
(27:43):
it, it just, it's amazing allthe. What you can do with it.
Yeah.
Has one a good one.
Y. Agreed.
So. All right, so here's the.The for me, One of the $6 million
questions. Another season.
Yeah. It's Coming.
Yeah, we're super excited.
Yeah. So what, where does thatfit in with what you guys are going
(28:07):
to be doing? And what are youdoing next? Or now? Like, you know,
is it, Is it, is it summits?Is it courses? Is it.
Yeah, it's unexpected. Goahead, Nick.
So we did something that, sothis was really like glass was really
our entrance into beingauthors, and we swore we would never
(28:30):
do that again. And we crossthe line. Yeah. So we have, we have
another book coming outshortly called the Business of you,
which talks about treatingyour life like a business, being
(28:53):
the CEO of you. Jaclyn, youmentioned that earlier.
I have a whole topic, I do awhole website webinar on being the
CEO of you.
Absolutely. So we visit eachdepartment, whether it's the marketing
department to work on yourbrand, whether it's the product department
to ask the right questions. Wetalk about the board of Advisors
in terms of surroundingyourself with the Challenge Network.
(29:14):
But what's a little uniqueabout it was that was in our end
game. It's a fable. So itfollows the story of Sydney, who
is struggling to stand out,and she meets this magical mentor
who kind of guides her alongthe way and introduces her to the
Company of Blue. But at theheart of it is an app that Sydney,
(29:35):
the lead character, is usingthat helps her identify her core
values, has some interviewsimulations, helps her develop her
brand and strategy and connectwith the board of advisors. But we're
actually building that app, sowe're super excited about that.
Oh, I, I, I see a second, asecond appearance coming up.
(29:58):
Excellent. We'd love to. Yeah.
Like the book, then the app.
We're all in. We're veryexcited about it. The book will be
out within the month and theapp will be later this year.
Oh, that is so fantastic. Iabsolutely love that. It is. You
know, obviously, as we weresharing before, it's like I, I truly
(30:18):
believe in each, that each andevery one of us does need to be the
CEO of ourselves in order tolive, you know, to be unstoppable
and to have that unstoppablesuccess. So I absolutely love that,
and I can't wait for the, thatapp to come out. Okay, so Nick and
Marty, how can everybodyconnect with you?
(30:39):
We are easy to find online onLinkedIn. Marnie Stockman and Nick
Coniglio, thankfully,thankfully, fairly easy to find us.
But we are also Lead it likeLasso, so. Or lead it like lasso.com.
all of our social mediahandles are Lead it like Lasso. The
book is on Amazon, so that'sthe easiest way to find it there.
And we just released ouraudiobook, which is super exciting.
(31:01):
So all those dog walks with Audible.
Books I was sharing with thembefore, I walk and I walk and listen,
I'm a big, you know, I have aPortuguese water dog and so she's
a little high energy.
Let's go burn some energy.
Yeah, so she needs to getwalked. So I'm a, I'm a big audible
a lot. Yeah. So I love that.Awesome, awesome, awesome. Well,
(31:24):
guys, I totally loved havingyou on. Listeners in the show notes,
there will be a direct link tothe book on Amazon. So you can just
click in the show notes andgrab a copy of that book of the book.
And I will also have theirlinks to their social media profiles
(31:45):
also for you guys to all clickon and websites and social medias.
So please do me the favor ofreach out and connect with both Nick
and Marnie and then do me thenext favor too of hitting subscribe.
And third, please share thisepisode with your friends, your families,
your colleagues, your businessassociates because this is so important
(32:05):
and there are a lot of greatlessons that I know that we have
shared today. So thank youguys for being here and thank you
listeners for, for listeningagain. I'm Jaclyn Stinger, the host
and I hope that we get to seeyou again soon.
Thanks so much for having somuch, Jaclyn.
Thanks.
Hey.
Well, hello everybody, andwelcome to another amazing episode
of Unstoppable Success. I amyour host, Jaclyn Strominger. And
on this, on this podcast, welove to share amazing insights from
leaders and authors and peoplethat you know are going to help you
have that unstoppable successin your life and in your business.
(01:01):
And today I'm so excited.Okay, Because I know you guys all
have. Well, if you haven'twatched the series after this, do
me a favor, like go to your TVand go hit play. And that is the
Ted Lasso series. And I havewith me today Marnie Stockman and
Nick Coniglio. And let me justtell you, okay, I have not read the
(01:26):
whole book. I just have toshare that. But these guys have just
put in, taken what has beenthis amazing series and, and put
it into great applicable wordsand lessons. But let me just give
you a little bit of backgroundon Marnie and Nick just to give you
guys a background. So Marniestarted her career in leadership
(01:47):
with the toughest customersand employees of all high school
math students.
Oh, sorry.
Not my favorite. I mean, Iloved math, but I can't even imagine
working with high schoolstudents because I, I have kids.
Her passion for education andusing data and humor to help others
(02:08):
grow and succeed took her fromthe classroom to senior director
of customer success at aleading edtech company, and now to
co founder and former CEO ofLifecycle Insights, a VCIO customer
success platform for MSPs.That's like a little bit.
That's a lot of mouthful. Alot of head letters.
(02:28):
Yeah, that's a lot of letters.And then Nick is a seasoned technology
veteran with over threedecades of experience in the ever
evolving world world of it.Born with an insatiable passion for
problem solving and a gift forunraveling the mysteries behind technology
hiccups, Nick embarked on histech odyssey in the early 1990s as
(02:49):
a mainframe programmer. Okay,I just can't even imagine doing any
programming myself. Well, letme just say I went to Carnegie Mellon
and we had all had to learnhow to program and, and it was like
the, the class that we, everyfreshman had to take and it was,
it basically ends up beingpass or fail, right?
Yep.
So. And you had to learn towrite Pascal computer like Pascal.
(03:11):
Yeah, yeah, yeah, whatever I remember.
Yeah, well, people rememberit, but like whoever uses it. Right,
right.
Well, used to anyway.
Right, well, but the wholething was it taught you how to think,
but it's, you know, it's allthe top down flossy of thinking.
Anyway, welcome to Unstoppable Success.
Oh, thanks for having us.
(03:32):
We're excited to be here.
All right, so first of all,like, what inspired the two of you
to write this? And I actually,I want to preface this, and as a
coach, I know I should neverask two questions in a row, but how
did the two of you gettogether to do this?
(03:55):
Yeah, yeah. Well, Nick, youwant to start?
Yeah, absolutely. So westarted probably about 15 years ago.
We started working together atwhat is now the largest ed tech company
in the world for educationtechnology. And I was over technology.
Morning came in as thedirector of customer success and
(04:18):
a funny thing kept onhappening, which is we kept on getting
acquired and acquired, acquired.
So you were pimped a lot? Sorry.
Yeah, 100%. 100%. And we wereresponsible, really. At that point,
I had taken over customersupport. Morning was customer experience.
(04:40):
And the. There was such aclash of the stated core values of
the acquiring companiessaying, yes, we believe in customer
first, raving fans, all thesesorts of things. But at the same
time, they kept on taking awayour resources. They would cut our
budgets, they would removeour. Our customer success folks,
(05:03):
our support folks, making usdo more with less. And to know us,
to know both of us, bothMarnie and I, it is all about raving
fans, customer experience. Butthey were completely taking that
away from us. But at the sametime, they're saying, you know what,
this is our. Yeah, this is ournumber one core value.
(05:24):
In one side and out the other.
Kind of like, yeah, that'sthat culture clash that drives people
nuts. So we, we dealt with itpretty well. We optimized our systems,
we optimized our people. Wedid really well. But at some point.
What did I say? Marnie, whatdid I say?
He said we should start acompany so that this never happens
(05:45):
to our employees, so that wenever make anybody feel like this.
We should start a company tosee if we can start a company that
only runs on true raving fans.So we left to do that and.
That'S exactly what we did.And we were tied with non competes,
so we couldn't go back intothat same industry. So we ended up
(06:06):
starting a company in acompletely foreign industry to us,
which is outsourced ITservices, that msp. And as it happens,
we started, scaled and exitedthat company from zero, from nothing.
(06:29):
We invested $16,000 into aneight figure company in the same
three years that Ted Lassoaired. And I'll let Marnie take it
from there in terms of wherewe are now.
So in the midst of thepandemic. Nick was saying that he
was watching this show withhis family and that I should watch
it. And then the third tofifth time that he said it, he said,
(06:52):
no, seriously, you have towatch Ted Lasso because I think you
are Ted Lasso. So I thought,oh, I don't know what that means,
but I should go figure it out.And I in hook, line and sinker. But
so much of what Ted Lasso'sculture was about was what Nick and
I were building in the companythat we grew together, where it was
all about positivity andgrowing each person to be their best
(07:15):
version. And I had alwaysbelieved that as a teacher, my responsibility
was to help each studentbecome the best version of themselves.
So he knew when he heard thatline that I would be drawn in. And
so when we left, when weexited our company, a lot of folks
were asking us how sevenpeople managed to get a company to,
again, an eight figure exitwithout any salespeople. And so lead
(07:41):
it like Lasso was born. So wewrote the book in order to show folks.
And what we realized is thatas we looked historically, where
we were successful in our verydifferent paths to get to where we
were, that it wasn't about abusiness framework as much as it
was about a personaldevelopment, personal leadership
(08:01):
framework. And so that's whatwe wrote about. So the book is Lead
it like Lasso, and thesubtitle is a leadership book for
life. Your life, because it'sreally not about the title. And people
lead in a locker room, aboardroom, a classroom, and their
living room. So that's how wegot from there to here.
All right, so things thatyou've just said, a couple things
I just have to, like, firstsay, you know, it's what you just
(08:25):
said about how you can haveseven people go up to like an eight
figure company.
Yeah.
But it's. And it's obviouslythe. The premise of how he led, but
it's also with the values ofthe, of the people that are in the
company or the people thatyou. That you're surrounding yourself,
surrounding yourselves with.If somebody's not the right fit.
Yeah.
(08:45):
Then we know that it's timefor them to go. I mean, obviously
that even happened in theshow, right?
Yeah, yeah.
Something's not the right fit.They need to move on, and then it's.
Then if it's the right timefor them to come back, they can.
But when you have thatculture, it's amazing what can happen.
Yeah, yeah, yeah.
Culture drives everything100%. And that, that you know, one
(09:07):
of the things that's, youknow, we get asked about quite a
bit in the book is, you know,when people talk about presenting
leadership frameworks, italmost always starts with vision
and strategy. We took adifferent turn on that and twist
on that. And we start withcore values because that is what
our success was 100% rootedin. When we started that business,
(09:28):
we defined the core valuesbefore we knew even what industry
we were going to be in at all.And that drives us through that whole
process of that company. It'severy place we've been successful
prior to that company, therewas alignment every place. Every
time we had anxiety or stress,it was because of the clash of the
(09:49):
core values and the culture,which is how it actually plays out.
So we firmly believe that. Isit Peter Drucker who says culture
eats strategy for breakfastevery day? Yeah, that's one of our
tenants, for sure.
Well, the key thing, and I'msure you guys have heard this a thousand
times too, is that you cannottrain character. You cannot train
(10:12):
that. That is. And I'm so gladthat you said that you start with
values before you get to yourvision and your mission, because
in order to create that visionand your mission, you have to include
the values. You have to knowwhat your values is, and your values
are. Oh, my God, that washorrible English. But you have to
know your values, because if.And if you don't, everything else
(10:36):
is kind of.
So I want to throw the storythat's so aligned with what you're
saying. I interviewed agentleman for customer success because
we had had to let somebody gobecause they just didn't align. And
when I called him or he calledme and said, I don't think I'm a
good fit because I've reallybeen doing these sales trainings,
(10:57):
and I'm looking for a salesposition. And I called him back and
I said, forgive me for beingso bold, but I do think you're a
good fit. I actually don'tthink you're a salesperson. And he
said, wait, what do you mean?I've been training? And I said, all
of the stories that you toldme about your favorite interactions
with customers were when youdid the right thing by the customer
(11:20):
and not necessarily by yourquota. So that tells me that customer
success comes first, and youcan sell for us through customer
success. First we're going towash all those sales language, that
sales language out of yourmouth before I let you talk to anybody.
But he didn't even know hisown. That was part of the problem.
The whole time is that hethought he was a salesperson because
(11:43):
he was outgoing and liketalking to people, but he didn't
realize that he wasn't alignedwith the way a company saw a salesperson.
And he's really been reallysuccessful since then. That's.
I love that story. Iabsolutely love it. So, so I'm curious,
like, you know, when you thinkabout that, you know how. Because
(12:05):
I think we're all salespeople, right?
Yeah.
Agree. How do you think, likethe book and the values and the lessons
in the book can also helppeople almost like, you know, lead
first with customer and thenthe sales come. Like, is that.
(12:26):
Oh, I mean, that is how wegrew the company for sure. One of
our favorite humans andfavorite books to read is Bob Berg
and the Go Giver. And it's thesame strategy that we talk about
in the book. If you alwayshave in mind, first you have to understand
who you are first. And that'scritically important because if you
don't understand the valuethat you and your company bring to
(12:48):
others, you're not going tounderstand how helping someone else
be successful in fact helpsgrow your company. But if you understand
your values and you're in linewith the company, then you are in
fact helping the customer andthey will then want to buy from you
without having. It's then justa matter of like, oh, this is the
(13:09):
obvious answer to my problem.So that's how we've always thought
about it.
I mean, and we're not sayingthat that's the only way to do it.
What we're saying for sure is100% that that model works. And we've
known that. We've proven that.We know that there will be people
who disagree and say, yeah, weneed this sales, this pipeline, all
(13:30):
the. And yeah, we agree all ofthose things are important. But we
could also tell you that thatcustomer first strategy without a
doubt has proven to besuccessful in not only our experiences,
but we also have theopportunity, we've been doing a lot
lately of mentoring evenyounger people. And you know, customer
is. It's not always somethingbuy something. It's somebody, it's
(13:53):
a stakeholder in your lifeand, and providing value pays off
10x15x to when you do thatwith other people because they find
a way to help you. And it justreally is a model.
That works, you know, So Ijust, I really love this. So I so.
And I love Bob Berg too,because I, and I think he was on
(14:14):
the podcast and actually he'show we connected and he the whole
idea of go givers and like,just, just to be able to give is.
I mean, he. It's so powerfuland there's so many different ways
to give. And so I want toactually just, you know, one of the
(14:36):
things that's coming to mymind is the idea of confidence. And,
you know, right before we werehaving talk, I just shared it and
I'll share this. I mean, theidea, and I'm going to read that
because I just think it's soimportant, is that, you know, and
I'll read this, that Ted waspassionate about the fact that it
wasn't the hope that killsyou, it's the lack of hope. And innovative
(14:56):
filmmaker James Cameron wouldadd, hope is not a strategy. And
then he also said, the firsttime you. As you wrote the first
time Kit Man, Nate had an ideafor a strategic play. He mumbled,
lacking enough confidence tosay the words. And Ted told him,
I have a hard time hearingpeople who don't believe in themselves.
(15:19):
So I'd love to hear, like, howdo you feel like hope and that line,
confidence kind of go together?
Yeah. Well, hope isn't a strategy.
Right.
And if you aren't confident inyourself, you're just hoping for
the outcome as opposed to, ifyou're confident in your preparation
(15:42):
and in your goal setting, inyour plan, then the outcome is way
more a guarantee than justlike, I don't actually know what
I'm doing, so I'm just goingto have to hope for the best as opposed
to, I know what I'm doing, I'mgood at what I'm doing. And so that's
where we're going, and we'regoing to get there. And you might
have to change strategiesalong the way, but hope just isn't
(16:05):
the plan.
Yeah. I would also add to thatbecause I think, you know, as somebody
who lacked confidence,especially early on in my career,
you know, I used to think Iwas what I was what you call an accidental
leader. I. I was really goodat my functional job. And I kept
getting promoted and promotedand promoted, not really wanting
(16:27):
to get promoted and promotedand promoted. And, you know, I didn't.
It took me a while to realizethat. That being in that leadership
position wasn't about havingall the answers. And it wasn't until
I started to embracevulnerability and owning my mistakes
and, you know, started tochoose, I don't know, transparency
(16:50):
over polish, that I started tobecome more and more confident. It's
a weird thing, right? I think,you know, I had a lack of confidence,
but as soon as I startedadmitting mistakes and that I didn't
know everything, I startedgetting more and more confident and.
And I think a big part of thatwas my support network, my mentors,
(17:11):
people who helped me withthat. So I love that line that you
talked about that we have inthe book that was in the show with
Ted talking to Nate about Ihave a hard time hearing people who
don't believe in themselves.That's in part Ted letting Nate know
it's okay to take a risk andspeak for yourself, which I think
(17:31):
is so stinking important.
Yeah, it is. Okay. So I. So inthis same vein, like, because I think
that's. It's also really. It'sa key thing that I think that gets
asked a lot in, in leadershipand in business is how do you as
a leader, you know, you know,as Ted shared, I mean, obviously
(17:55):
it's, you know, letting himknow that you. It's okay to take
that risk. But how do we. Howdoes the leader help that person
in their tribe gain theconfidence so that when they walk
into a room, they're notwalking like. And if your listeners.
(18:15):
You don't know what I just didbecause I sometimes forget. I just,
like, shrugged my shouldersforward, you know, like. So how do
you help that person walk intothe room with the. The feeling of.
Of confidence and empowermentversus the meek person?
Well, I do think it is aboutknowing who they are because when
(18:37):
you understand who you are,you better see how you fit with a
company. A school systeminvited me in to talk to their leadership
program. So we had a bunch ofhigh schoolers. And it was interesting.
There was a one student whoclearly knew who he was and his buddy
who clearly was just going tofollow whatever he did. And one of
(18:58):
the activities we did was allabout understanding their core values.
And the one student reallyknew that communication was a key
part of his life. And when Iasked him why, he could tell me all
kinds of stories about how itfit and how it was his superpower.
So I specifically was asking,how is your core value your superpower?
(19:19):
I talked to the other kid thatI knew for a fact, like, this was
not my first day at thisrodeo. You know, tell me about why
it is your superpower. Becausehe had just guide saw him copy the
core value. He couldn't tellme anything. And you could watch
him slink and like, slump intohis chair because he knew he copied.
(19:39):
He didn't feel authentic andhe was too scared to take a risk.
So I think you need to letthem be vulnerable. But Then help
them understand theirstrengths. Because when you do and
you understand the value youbring to the company and how you're
aligned with the companyvalues and culture, you can walk
into a room with confidencebecause you know why you're there.
(20:02):
Right.
I think it's, I think it's,it's important to know, you know,
even our book, we call it Leadit like Lasso, but we, we don't just
focus in on, on TED Lassospecifically. We talk about the strengths
of Rebecca and Keely and Samand Roy. And you know, even between
ourselves, Marnie is acompletely different leader than
(20:24):
I am. You know, full of life,you know, she's the Ted Lasso type.
I'm more the ask questionsmore the Trent Crim type. And it's
important, you know, when Iworked with people and I was one
of these people that, thatdidn't have that confidence. Like
I said earlier, one of thebiggest points that my mentors always
(20:44):
banged home with me, which isthere are different ways to lead.
Not everybody leads the sameway. And that is absolutely okay.
And I think that's a big part.In addition to the culture you establish
as a leader to make sure thatthere is psychological safety and
you can practice within yourculture to start to develop that
(21:05):
confidence. But also knowingthat you don't have to. I don't need
to be like Marnie to presentwell. I can bring my own strengths.
And that goes back to whatMarty was saying about understanding
what your strengths are.
Yeah. And you know, it's sotrue. And the reason why I bring
this up too is, is that somany people think that a leader is
(21:27):
somebody who is, for lack ofbetter word, loud.
Yeah.
Like a lot of times I think.
It'S very charismatic, superextroverted, that type of thing.
Yeah.
Button.
And there are studies that saythe opposite of that. Not, not the
opposite, but have strongsupport for the, the power of being
an introvert and, and theleadership capabilities of that.
(21:48):
And I think this is a reallything like listeners, I think it's
so important to know like youcan be an amazing leader and take
charge, but take charge quietly.
Yes, I, I would. Jim Collins.Good to Great talks about humility
and force of will are the twokeys to get from a level four to
a level five leader. And thosereally big personalities often lack
(22:12):
one of those, especiallyhumility. And then Susan Keynes quiet
about into like the superpowerof introvert. I think everyone should
read that book as well. Wegive a lot of book recommendations
in our book. So I'm like Awalking recommendations in general.
But that book I think everyoneshould read. Extroverts need to read
(22:34):
it so they understand why theyshould be more introverted. And introverts
should read it so theyunderstand how it's a superpower
and how they're powerful.
Yeah, yeah, yeah. I think. Ithink the most. One of the most effective
leadership strategies that youcan have to help drive growth and
innovation is leading withquestions instead of answers. And
(22:55):
I think introverts, that istheir superpower, they lead with
questions, and it may be intheir head for a while, but that.
That is how they. How theyprocess things, or at least that's
how I process things, and I amvery much of that introverted, you
know, nature.
Yeah.
So do both of you have, like,a favorite scene from.
(23:18):
Oh, yeah, yeah, yeah, yeah, yeah.
So.
Yeah. You want us to hit them?
Yeah, I want to know what theyare with me and tell me the why.
So I will say when Ted says, Ihave. We have some gifts for you
all up in your lockers. And hehands out books to every character.
(23:38):
It's the third episode. Iliterally just got goosebumps right
now. And I've watched theshow. I can't tell you how many times
the teacher in me thought,look at this. He understands not
just who the players are, butwho they can become. And he's going
to teach them not by givingthem a lecture, but by storytelling.
(23:58):
And storytelling is sopowerful that that one just gives
me all the goosebumps. Sothat's. That's my favorite. Nick,
what's yours?
I'm gonna. I'm gonna go chalkhere for steal a basketball term
and. And choose the scene thatI think everybody thinks of, which
is the dartboard scene.
Yes.
You know, where. Where Rupertis. Is. Is. Is they had some sort
(24:22):
of bet for the ownership stakeor something about control of the.
The team, and he thinks he canjust beat up on Ted in a game of
darts because Rupert broughthis own darts. He plays it all the
time. And Ted comes across,and little do we know that he has
been playing darts with hisdad growing up. And he drops the
(24:45):
line that we should all bemore curious and not judgmental,
and Rupert should have askedthe questions about if Ted had ever
thrown darts.
Right, right, right. Yeah. Right.
Yeah.
You know, I think it's sotrue. It's. It is. It's asking those
questions, and it's like.It's. It's understanding that everybody
(25:08):
on your team has had someother past experience, and. And you
need to be able to. I mean,Obviously they were not on the same
team but. But everybody hassomething that, that maybe you don't
know about them. So you doneed to be inquisitive and to ask
about the people on your teamand also the people that either you're
(25:32):
selling against or to. To andyour competition.
Yeah.
Yes, a hundred percent.
Right. So. So I'm, I'm alsokind of surprised that neither of
you thought that of yourfavorite scene as when you put up
the belief side.
(25:53):
Well, fair. I mean honestly,we could speak favorite scenes for
days. Like if you just so youknow, this is a six hour episode,
we would have said fine, likelet's go. You know, I can come up
with the top 25. So of courseyou love the belief. But I think,
you know, it's interestingthat I did pick a scene that I felt
(26:15):
as a teacher which at the coreof me is a teacher. I do it in a
different way. And the scenethat Nick picked is about questions
and curiosity which is at thecore of his superpower. So it kind
of doesn't surprise me becausethere's, you know, there are all
of these. I mean the wholeshow was full of so much goodness.
(26:38):
You want all of them to belike be a goldfish would pop up.
Don't you dare settle for. Imean literally could go on for days.
And the believe was sopowerful. But I think that's almost
more global that what reallytouched is when we made it. When
it made it personal. And Ithink when you look at the 100,000
(26:58):
people in the TED LassoFacebook community, everybody's got
a piece that felt like kind ofthey were talking to them and that's
what makes everybody special,is their uniqueness.
Yeah. And that's so true andI'm so glad that you said that because
it is, it's. We all, we allhave a superpower. And I think one
of the key things is that youknow whether, whether you're reading
(27:21):
the book, you know, lead it,you know lead it like Lasso or these
are these all help you reallyhelp you know who you are and define
and to figure out what yoursuperpower is. And if you haven't
like really spend some timelike do that work. Do the work. Know
your superpower because it'sgoing to come out and when you know
(27:43):
it, it just, it's amazing allthe. What you can do with it.
Yeah.
Has one a good one.
Y. Agreed.
So. All right, so here's the.The for me, One of the $6 million
questions. Another season.
Yeah. It's Coming.
Yeah, we're super excited.
Yeah. So what, where does thatfit in with what you guys are going
(28:07):
to be doing? And what are youdoing next? Or now? Like, you know,
is it, Is it, is it summits?Is it courses? Is it.
Yeah, it's unexpected. Goahead, Nick.
So we did something that, sothis was really like glass was really
our entrance into beingauthors, and we swore we would never
(28:30):
do that again. And we crossthe line. Yeah. So we have, we have
another book coming outshortly called the Business of you,
which talks about treatingyour life like a business, being
(28:53):
the CEO of you. Jaclyn, youmentioned that earlier.
I have a whole topic, I do awhole website webinar on being the
CEO of you.
Absolutely. So we visit eachdepartment, whether it's the marketing
department to work on yourbrand, whether it's the product department
to ask the right questions. Wetalk about the board of Advisors
in terms of surroundingyourself with the Challenge Network.
(29:14):
But what's a little uniqueabout it was that was in our end
game. It's a fable. So itfollows the story of Sydney, who
is struggling to stand out,and she meets this magical mentor
who kind of guides her alongthe way and introduces her to the
Company of Blue. But at theheart of it is an app that Sydney,
(29:35):
the lead character, is usingthat helps her identify her core
values, has some interviewsimulations, helps her develop her
brand and strategy and connectwith the board of advisors. But we're
actually building that app, sowe're super excited about that.
Oh, I, I, I see a second, asecond appearance coming up.
(29:58):
Excellent. We'd love to. Yeah.
Like the book, then the app.
We're all in. We're veryexcited about it. The book will be
out within the month and theapp will be later this year.
Oh, that is so fantastic. Iabsolutely love that. It is. You
know, obviously, as we weresharing before, it's like I, I truly
(30:18):
believe in each, that each andevery one of us does need to be the
CEO of ourselves in order tolive, you know, to be unstoppable
and to have that unstoppablesuccess. So I absolutely love that,
and I can't wait for the, thatapp to come out. Okay, so Nick and
Marty, how can everybodyconnect with you?
(30:39):
We are easy to find online onLinkedIn. Marnie Stockman and Nick
Coniglio, thankfully,thankfully, fairly easy to find us.
But we are also Lead it likeLasso, so. Or lead it like lasso.com.
all of our social mediahandles are Lead it like Lasso. The
book is on Amazon, so that'sthe easiest way to find it there.
And we just released ouraudiobook, which is super exciting.
(31:01):
So all those dog walks with Audible.
Books I was sharing with thembefore, I walk and I walk and listen,
I'm a big, you know, I have aPortuguese water dog and so she's
a little high energy.
Let's go burn some energy.
Yeah, so she needs to getwalked. So I'm a, I'm a big audible
a lot. Yeah. So I love that.Awesome, awesome, awesome. Well,
(31:24):
guys, I totally loved havingyou on. Listeners in the show notes,
there will be a direct link tothe book on Amazon. So you can just
click in the show notes andgrab a copy of that book of the book.
And I will also have theirlinks to their social media profiles
(31:45):
also for you guys to all clickon and websites and social medias.
So please do me the favor ofreach out and connect with both Nick
and Marnie and then do me thenext favor too of hitting subscribe.
And third, please share thisepisode with your friends, your families,
your colleagues, your businessassociates because this is so important
(32:05):
and there are a lot of greatlessons that I know that we have
shared today. So thank youguys for being here and thank you
listeners for, for listeningagain. I'm Jaclyn Stinger, the host
and I hope that we get to seeyou again soon.
Thanks so much for having somuch, Jaclyn.
Thanks.
Popular Podcasts
Fudd Around And Find Out
UConn basketball star Azzi Fudd brings her championship swag to iHeart Women’s Sports with Fudd Around and Find Out, a weekly podcast that takes fans along for the ride as Azzi spends her final year of college trying to reclaim the National Championship and prepare to be a first round WNBA draft pick. Ever wonder what it’s like to be a world-class athlete in the public spotlight while still managing schoolwork, friendships and family time? It’s time to Fudd Around and Find Out!
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
The Breakfast Club
The World's Most Dangerous Morning Show, The Breakfast Club, With DJ Envy, Jess Hilarious, And Charlamagne Tha God!