Featuring Kobi Regev, CEO of The Squadron

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Episode Transcript

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The following is a paid podcast.iHeartRadio's hosting of this podcast constitutes neither an
endorsement of the products offered or theideas expressed. It's time for Mind Your

(00:28):
Business on seven ten w R andthe iHeart Radio Network to present the weekly
business radio show produced by the awardwinning marketing firm bottom Line Marketing Group b
LMG, sharing business and marketing strategiesto make you and your business successful.
Now here's your host, the presidentand founder of bottom Line Marketing Group,

(00:49):
Yets Hawks Sapless. What an incredibleshow we have in store for you today.
By the way, those that arewatching on YouTube, you probably want
what an incredible experience you see?I have sixteen sent flight simulators behind me.
What in the world is going onthis incredible show tonight. Well again,
if you're listening to on the radio, no worries. The YouTube episode

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will bring up in short order.This is the Mind Your Business Show coming
to you on seven ten w Rand the powerful iHeart Radio Network. I
gotta get through my intro pretty quicklybecause we have some amazing experience tonight.
Before I do a special shout outto the great team here at bottom Line
Marketing Group. Who plays such animportant support role. Thank you great team

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at seven ten w R. Thankyou Zat Brenner for the shout out and
for all those that stop me allover wherever I go about give me great
feedback about the show and also thebusiness class clips. Of course, there's
gonna be many clips from tonight showbecause tonight's show focuses on great leadership and
how to transplant AT to a greatteam without further Ado. Kobe Reggaev the

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CEO of the Squadron. The squadwas established five years ago, twenty eighteen,
with the mission to help senior managementand business teams unleashed the best version
of themselves. Now they model itafter the Israeli Air Force. Kobe was
Kobe, what was your top titlein the Israeli Air Force? Well,
I'm a retired colonel in the IsraeliAir Force. I commanded the two HAVE

(02:22):
sixteen Squadron, did some cool things, very excited career. And what's amazing
we're gonna get to in tonight showis how you transplanted that you translated your
entire life experience and you're helping somany businesses out there, corporate businesses and
if I might say many fortune fivehundred. I mean, wouldn't get to
it later in the interview, butmy understanding is that, I mean,

(02:45):
among your clients are Google, Microsoft, Amazon, So you're servicing the top
tier of corporate America. Two weeksago, we just celebrated its hawk the
one thousand and three hundred different companiesdoing work show in the squad For example,
Google did thirty one session in theSquadron is or this is one company

(03:06):
after one thousand and three hundreds.So we have a lot, a lot
of experience, and now we're bringingto the ice amazing. So on tonight
show, we're gonna be talking aboutleadership, team building, corporate culture.
Kobe, of course, welcome tomind your business. Tell us a little
bit about your background. Now,again, the whole show is only it's
less than an hour, so Iknow you could talk for an hour about

(03:27):
your experience, but in three tofive minutes, tell us about your background,
starting off point going back to whenyou're eighteen. Yeah, so I
was born and raised in Israel.I'm married to admit, I have three
boys, amazing and my bedground myrelevant breakground. I'm f sixteen pilot in
the Israeli Air Force, and Iserve for thirty two years. And you

(03:52):
know, I serve in the IsraeliAir Force, which operate in a very
dense and very dangerous environment in thein the Middle East. So most of
my career I was commanding positions.I did some cool things in the headquarters.
My last assignment was in Italy.I was a three years Israel Defense

(04:15):
at a ship to Italy, andthen I retired. I retired six years
ago. During my service, Iflew Israel a robotic team, did a
lot of operational mission. I flewF sixteen around four thousand and five hundred
times. Hundreds of them were operationalmissions, and some of them were very

(04:35):
very, very very dangerous. Youknow, in Israel, this is not
a work. This is we serve. We serve our country, We serve
our families. We protect the Stateof Israel. We protect our families.
You know. For example, duringthe Second Lebanese War, I was a

(04:57):
squadron commander and actually I was stoppingsome of the missiles that was fired from
Lebanon toward Haifa, where my motherand father and my sister lives. So
in Israel, this is a veryintimate environment. So it is much more
than just to work. It's aservice to the state of Israel and protecting

(05:19):
all families and friends. Wow.So, now, at what point did
you get the aha moments say,you know what, I'm in the military
here for decades and I'm going tobe moving on. But I'm not hanging
up my cleats, as it said, as the expression goes in America,
you know, you hang up yourbaseball shoes and like, Okay, I'm

(05:40):
done, I'm retiring. No,I'm gonna translate and and bring my life
experience and apply it to the businessworld. When did you get that aha
moment when it like because now we'rehere, we're hearing this amazing experience in
Lower Manhattan. You know it tookvision. Sure, so they are Year
of the Squadron Stars started around fifteenyears ago when I commanded my F sixteen

(06:06):
Squadron Air Force Base and during myservice, and we had a lot of
visitors coming to the squadrons, civiliansthat come to see what we are doing
and how we are doing. Andit's there was they were keep asking me,
Koby, what do you think makethe Israeli Air Force one of the

(06:26):
leading air forces around the world.And I was keep on saying that it's
not the technology, it's not theaircraft, it's the people. The people
make the difference, and what makepeople excellent is the environment that the culture
that they live in that allow mechanismof excellence to flourish. So again,

(06:49):
the Israel Air Force doesn't do everythingperfect, but to take human resources and
to elevate it is doing it veryvery well because everything it's hug depend off
how you work as a team,how you create a continuous mechanism to improve
yourself, how you overcome failure,how you lead, how you plan and

(07:13):
execute. And this is exactly whatmakes the israelis one of the best.
And this is exactly what we havecreated here. So fifteen years ago I
said I need to bring it foryouth. So when I started writing the
business plan we speak about it later. It was focused on youth, but
then I said, no, wecan teach corporates. We can bring also

(07:36):
private customers for personal experience. Sothis is how it evolved. But the
seeds were around fifteen years ago.Now fast forward twenty twenty three. Some
of your top clients include we namedrop of four, Google, Microsoft,
Amazon, What do they see like, how what what's the pain to say

(08:01):
to corporate America? Say, hey, I'm going to apply the experience what
I learned for decades in the IsraeliAir Force, and I could bring it
to an experience to make your companyexcel, to have a great corporate culture,
team building, problem solving. Canyou explain that amazing world that you
opened up? Yes, So thereare many ways to teach corporates to be

(08:26):
better. You can teach management skillsthrough case history and look for the future.
But we believe and I believe thatin order to teach and to learn
critical decision making for top management,you cannot do it the same way.

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You need a different platform. Andthis is exactly what we have created here.
We created the platform which is areal time dynamic fun ting right that
this is a platform for you tolearn methodologies, right to learn habits,

(09:09):
behavior tools that will allow you toexcel to be a better version of themselves.
And this is exactly what we're doinghere. So we have added the
simulation as a part of the learningprocess. This is not theoretical, right,
this is combining theoretical with a realtime We measure your improvement trade and

(09:35):
well, let you see that bydoing and experience in real time. The
methodology allow you really to excel andto do crazy thing And this is a
very challenging and almost impossible situation.This is after the fives. You need
years now, But everything is wedo professionally. We use methodologies and in

(09:58):
the end we give a lot ofvalue. There is a lot of similarity
between flying and after the five ormanaging a squadron and the real businesses outside,
and this is exactly what we dohere. Kobe Reggaev the CEO of
the Squadron. What's the website thatpeople can go to and find that more
information? Well, our website isthis squadron dot com. You can go

(10:24):
in. There's a lot of informationabout our squadron, about our programs,
about our topics, and also forprivate customers, you can book online.
You can come on weekends and theevenings and be a part of this adventure.
We're gonna take a short commercial break. Stay tuned. A defining moment

(10:45):
in your life could be transformational,and when that moment comes, you need
to be compared with emotional intelligence.Hi, I'm Chuck Carcia, author of
Amazon's best seller Acclimb to the Topand My new book called Them Moment That
Defines Your Life is coming out inFebruary twenty twenty four. Learn how to
integrate modern practices of emotional intelligence withclassic stoic philosophies. Pre order on Amazon

(11:11):
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ten w R and a special shoutout to all those watching us on YouTube
tonight shows A. I mean,this is really incredible. Uh. Kobe
Reggaev he led a squadron division inthe Israeli Air Force. He was part
of it for three decades. Learned, I mean learned what you have to

(12:41):
learn to stay alive and to leadand to build. And he took all
his life experience and built a squadrona number of years ago. Squadron,
by the way, has two locations. There's a location in Tel Aviv in
Israel and in downtown Manhattan, NewYork City, the heart of it all.
And I mean, in case youmissed the first part of an interview,

(13:03):
where were you? Okay? Butby Monday morning the podcast is up
and the YouTube will be up inshort order. Kobe Reggaev, welcome back
to mind your Business. Thank you. It's great being here. Thank you.
And by the way, it's reallyspecial for all those watching on YouTube.
We recorded here at the squadron.For such an experience, we had
to come on site and see thisand experience that also special. Shout at

(13:26):
the Kim, thank you for coordinatingeverything. You have a great team.
And I would imagine you do,and we're gonna give to that. I
mean, like you got to yougotta ease it with your own team,
since you're building teams like Google andMicrosoft, ETCETERA. Walk us through the
process of an actual course, please, So we have different courses, a

(13:48):
one day, a few days,half a day. I want to give
you an example for a full dayworkshop. So there are four parts for
each workshop. The first part isthat we are in contact with the CEO
around two weeks before they come here. We try to understand what is the
reason, what ache we need toanswer right, and we set the objectives

(14:11):
the mission, and we are gettingready for their arrival here. And usually
we are tailoring made the process accordingto the need of the company. So
when a company comes here, theycome very happy. It's in a seven
World trade center. It's a beautifulbuilding, very exciting, and once you

(14:33):
enter the squadron, you register,you put your fly suits, you take
picture, and in a lot ofway, it's one of the peaks of
this experience because it's a lugreate andit's a great souvenir for the future.
And then we have three main parts. So for example, if you are

(14:54):
if the subject is a team building. So the first element is we are
going to put you inside the briefingroom. In twenty five minutes, we
are going to teach you how tosteer and f thirty five. It's a
huge challenge. It's not years.Of course, twenty five minutes. We're
going to teach you how to steerafter the five stick, throttle, speed
and altitude. We give you missionand objectives, and we send you here

(15:18):
to this beautiful simulator hall and weput you inside the simulator. We have
a simulator instructor help you challenge yourmissions. We help you to become better,
and you fly the mission. Missionsare around twenty minutes and after you
finish, the simulator give you ascore depending on your performance, and later

(15:43):
on this course will allow us.This score will allow us to measure your
improvement. Trade from flight to flydepend on the process that we are doing.
So you're going to fly. We'regoing to go back to the briefing
room. Each one has a differentscore. You know, God is giving
us different abilities. So one cando five hundred, one can do one

(16:06):
thousand. This is not the issue. This is the baseline and everything starts
here because Once we go to thebriefly debriefing room, we analyze, we
look at the videos, we lookhow you did. We are structuring the
methodology of the process and we sendyou back here to fly. And once

(16:26):
you fly, we measure how betteryou will becoming comparing to yourself. We
are not comparing, You are notcomparing to each other. You need to
be a better version of yourself.And it enables us to demonstrate to you
if you work according to our methodologies, you improve your performance from flight to

(16:48):
flight. Not in ten twenty percentis three four times more and this is
overwhelming thissachievement. So this is thefirst part. You learn methodologies, practice
your plan, mission, excitement,flights. The second part we go one
floor higher. Okay, we speakabout the culture. The culture need to
be creating your organization to allow thosemechanism of learning of the briefing of teamwork

(17:17):
to flourish. Last phase is theanalysis phase. We try to understand what
we can take from the half dayand what elements we can implement in your
organization. So this is a fullprocess of teaching you. The methodology is
giving you the aspect of the cultureand then the practical tools how you can

(17:40):
do it in your organization. WhatI love about what you said and it's
so important, is that it's evena discovery phase. You have a conversation
with the CEO with seeing your managementbefore and what are the pain points?
What do you want addressed during thisIt's not just Okay, you're renting and
you're coming to a flights and wehave to realize being signing up at the

(18:02):
squadron is we want to understand whatare we looking to solve. What are
the challenges in your particular environment thatwe need to solve. That's that's part
of the engagement. Sure, thisis why we are effective because we are
tailoring the events, the structure ofthe workshop according to your needs. Who
do you want to connect, whattype of X we need to answer?

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And also how is the CEO wantsto interact through the process, whether he
wants to give the lead to otherpersons or not. So there is a
lot of things you need to speakbefore coming here now, Kobe, an
interesting question before you mentioned that youactually dress them up in the proper flight

(18:47):
uniform. Why is that so important? It's a great question. First of
all, it's look great and it'sfrom experience point of view, it's great,
you put top gun jacket, youtake picture, and this is great.
But the idea behind it is thatonce you come to the squadron,
everybody is equal. Because this isa new world, new domain, This

(19:11):
is F thirty five experience. Nobodyhas an advantage. Once you put the
fly suits on it, you arepart of the team. Okay. It
lower your ego and it enables youto create instructure in which to make mistakes.
Here it's okay, nobody will fireyou. It's just a mechanism to

(19:33):
be better and better. So thisis the idea of the fly suits.
It's a great answer. By theway, I mean, so, I
mean it's flight simulators. Can Iimagine you can take off from anywhere in
the world? Is that correct?Yes? You can fly from Israel,
from Jerusalem, from Tel Aviv,from New York, for Hawaii, a

(19:55):
Las Vegas, Yusemite Park, SanFrancisco area, whatever you want. But
remember the experience is just the mean. Okay, it's just the mean,
So it doesn't important if you dothe mission in Israel or New York,
whatever makes you comfortable. It isgreat. Today. Most of our flights

(20:18):
we are doing here from the USbecause this is what our customers were.
But we can fly all over theworld. And by the way, does
have an impact on the actual learningexperience or like you mentioned, it's just
it's a mechanism. Fly where youwant to fly because that's your emotional makeup.
But at the end of the day, the result, you know,

(20:40):
the way you score people will ultimatelybe the same, whether you're flying over
the Middle East, you're flying overAmerica, because the only issue that matter
is not the terrain, it's themission. How you create mission, and
we create a peaceful mission. Thisis not a military engagement whatsoever. And
the same mission can happen over Nevada, Jerusalem or Europe. Now, Kobe,

(21:07):
I'm so curious, is there anydifference in the learning experience for Israelis
I mean, because you have acenter in Tel Aviv and you have a
center here in New York City,is there any difference in terms of you
know, I mean you service,you know, corporate corporate America and corporations
around the world. Any difference.Look, we are quite similar. We
are We are sharing the same values, the same behaviors, we like the

(21:32):
same things. And in Israel weare doing a lot of activity for corporates
that bring their peers from abroad,so we have a lot of experience with
working with Americans. So in generalwe are like the niche in the end
that, for example Israeli, weare highly acceptable for if people make comments

(21:55):
to us or criticize us. It'sit's a part of who we are.
We like it. It's for us. It's a great it's a mechanism to
be better. Yeah, the Israelithing I noticed here in the US it's
a little bit more challenging and youhave to be a very accurate on how

(22:15):
you phrase a criticism or lesser learnedto America because some of them can maybe
think that it created disadvantage for you. Somebody can fire you if you do
your mistakes or see you or whatever. But this is why the squadron is

(22:36):
also relevant here because again we arecreating a situation in me in the sense
that it's okay to make mistakes.Don't do the mistake that you did before.
You can do new ones, notthe one that you make before.
Create points, but a mistake,it's a part of the learning process and

(22:56):
the drive to be better and better. You know, the people ask me
what is excellence. Excellence is notthe description of a situation you are excellence.
No, the excellence is the drive, the motivation, the urge to
be better. If your company isgood, you want to be very good.

(23:21):
If your company is very good,you want to be excellent. You
want to be excellent plus, Soexcellent is the drive, is the passion,
and this is exactly what we teacher. It's a continuous improvement. You
know, in today's challenge markets,the challenges in the markets, it's not
enough to be the best. Youneed to be better and better otherwise your

(23:44):
competitor will eat you alive and byit. Just before we go to a
commercial break, what does the squadronrepresent in terms of Israel, Well,
we see ourselves as the beautiful faceof Israel. Personally spent some time abroad
as a Israel delegation, and youknow, Israel, it's a hard state

(24:07):
to explain what is going on inthe Middle East. You know, you'll
hear the news and you can thinkthat the terrible things happened. But Israel
is a wonderful place to live,a lot of innovation and this is exactly
what we do. In my eye. We build that embassy of Israel.
We bring the innovation, we bringthe beautiful face of Israel and what we

(24:33):
call all a going lights through everybodyelse very beautiful. Before we go to
a commercial break, how can peoplefind out more about the amazing experience the
Squadron. Sure, so go toour website. It's ww debl dot the
Squadron dot com. You can findall of the information and you can book

(24:57):
online. Also for private customers,there is a phone and email. All
the rest is on our website,So go and check it out. Amazing.
I'm here with Kobe Regge. We'regoing to be a right back after
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(27:14):
Amazon today. And we're back MindYour Business with the Susaphlis right here on
seven ten WR and we're recording livefrom the headquarters of the Squadron in America,
Lower Manhattan, the Squadron, andI'm here with the CEO, Kobe

(27:34):
Regev. What an incredible experience thisshow is, and we're talking about I
mean, every single week we provideincredible business content, but this week is
just like you know, soaring,no pun intended, but it's you know,
we're talking about team or corporate culture, excellence, leadership. And Kobe
could speak to that. He wasa i Israeli Air Force Squadron commander,

(28:00):
sure, and I mean and hewas there for over three decades, so
and he then translated, he transferred, transferred that experience into something and applied
it to Fortune five hundred companies.Among the clients that are the Squadron services

(28:21):
is Google, Microsoft, Amazon,and of course so many others and small
businesses as well. Someone out there'sthings, and I'm like, oh,
it's only for Fortune five hundred companies. No visit the Squadron dot com and
tonight show brought to you in partby this Squadron dot com and you could
see that they service small businesses.You want to go like like Kobe said
before the break from good to Great, this is the way. This is

(28:44):
the way to do it. Andby the way, it also is an
incredible opportunity for families. Let's saya family wants to go into adding ten
members of the family twenty members,and I know the obvious question is,
Okay, how young is the youngest? Again, you service the child and
all of us, but how youngis the youngest individual that you would say
could really appreciate this experience. Sure, so the age limit is twelve and

(29:08):
above. Lower than that. Childrenare coming here just to play with the
thirty five. And this is notan arcade because everything is quite serious.
So because you have to understand,this is a real military grade simulators.
This is operated by Lockheed Martin Software. So this is the real thing,

(29:29):
and you need to know what todo. And we always a part of
our activity, we are going todo debriefing sessions. So for lower the
twelve. It's a little bit toomuch from the age of but Bob mitzvah,
it's the perfect we give them forthe first time to do things as
a grown up. So this isa great experience. And by the way,

(29:53):
it's hard. I don't know ifyou know. This is today the
biggest simulatest center in the world.We have a twenty two F thirty five
simulators, full military simulators. Justfor you to understand the magnitude of this
number is if you take all ofthe simulators, afterty five simulators around the

(30:17):
world, we have doubled this amount. Wow. And like you said,
Lucky Martin, there this is thereal thing, the real thing, the
real the real software. When youfly here. This is the real engine
of F thirty five, which isyou know, before the squadron, it
was almost impossible to even understand andknow how a cockpit of thirty five look

(30:41):
like. Okay, this is youcan do it only on the squadron at
seven World Trade Center. Now,this is an interesting question. I hope
it's not a delicate question. Andthat is, you know, there are
companies out there, There are manycompanies that still have a remote workforce and
We're not going to get into theyou know, the benefits and people working

(31:03):
in the office aided office. Butthe fact is there are many companies that
still have a portion of the workforceworld mouth. How does the Squadron service
that does everyone need to be here? Can some individuals log in and then
still be part of the experience,do you offer them? Yes, Because
we are now running for five years, we have seen companies before pre and

(31:29):
post COVID, post COVID, youknow today it has its own challenges.
People are still in their houses,not coming to the office. And the
main challenge of this it's huck isusually for the executive and top executive to
influence the workers, to lead theworkers because they are not physically in the

(31:55):
offices, very difficult to interact andreally to influence and your workers through two
dimension media like zoom or emails orwhatever. So after we recognize this child,
we've decided to really extend our reachand today we can reach workers all

(32:17):
around the world. So today thefacility that you see here that this is
where we are broadcasting from, hasno physical borders, okay, and we
have created technologies that allow us tocommunicate with people all around the world.
We use Amazon Web Service in orderto create a simulator just near your house,

(32:43):
near your office, even if you'reon the West Coast, in the
Far East or the Middle East.So and we can interact as is you
are in the squadron. So we'redoing a lot of blended training. It's
me is that part of the companyand you physically come here, part of
the company joined through the online becausethey are they cannot come here, and

(33:07):
we create an atmosphere learning experience thatyou and them can feel that you are
in the same mission, the sameenvironment, and it enables executive to speak
with workers on different levels, notjust about work and what you need to
be created, but how to workwork better as a team, may sometime,

(33:32):
how we need how we can overcomefailures about other issues that is not
just relevant for the daily work.And this is a huge experience and advantage
that we have right now in thesquadron. Now this this this particular question
I think you touched on earlier,the fact that even before a company comes

(33:54):
down, you have meaningful conversations withthe CEO, senior management. My question
is certain workplace environments in the environment, in certain workplaces, they tend to
shift, they tend to change.There are different challenges that come up.
Does your corporate solution avail and adapt? Like, that's the question I'm looking

(34:21):
at, That's the word I'm lookingfor. Can you easily adapt to solve
the particular challenges of a of anygiven company? Sure? So, there
are two main reasons why company comeshere. The first one is that there
is some issue, there's a challenge, a problem in the company. They
recognize it and they want to takecare of it. Okay. Sometimes it

(34:45):
can happen that they have some kindof failure and they see, okay,
let's see how we can professionally,emotionally go forward and move quickly. So
they come to the squadron for aspecific need. Sometimes they have a problem
with the teamwork between departments inside thedepartment in different versions, so they say,

(35:07):
okay, this is our challenge.Let's come to the squadron and reunite
and learn some issues that help usbe better. And you know, the
other reason is that people say,look, we heard that you have a
great mechanism to continuous improvement, andwe want to learn about it. Right,
Okay, we heard that you havea great process of planning and execution.

(35:31):
So now we are starting planning fornext year. So before we start
our long term work plan, let'scome to the squadron, see how you
do it and maybe it will helpus on the future. And of course,
as I said before, in theend of the day, each squadron,

(35:52):
you know it's hark. We didten thousand workshops. Each workshop look
different, a little bit different.Wow, the program, the length,
the topics, the way we structurethe flight, the way we structure the
teams that are planning. We havemany, many elements that we can influence

(36:14):
to better tailor made the workshop justfor your need. I I am afraid
to ask how many corporate executives areasking I gotta deal with workplace burnouts.
That's just you know, it's it'sunfortunate, but it is something that needs
to be addressed. Can I ask, how does your experience when a company

(36:38):
comes to the squadron, what's yourmethod for addressing workplace burnout? It's a
very good, very good the question. You know, the average work time
for a worker today is between oneand one and a half years. Many

(36:59):
reasons of them you just touch andI believe that in order for a worker
to maintain for longer period in theworkplace and not to feel burnout. Is

(37:20):
the feeling that you are important forthe company. You are part of something
big and you want to see thatthe company invest a lot of resources for
you. You give to the companya lot, but the company give you

(37:43):
much more. And I'm not speakingabout money, and then speaking about the
investing in the human capital. Youwant to feel that the company really sends
you for top courses that allow younot just to be a better marketing manager
or a profession because the company looksin a higher level. They want to

(38:07):
give you tools for you better versionof yourself, to gain some soft skills,
for you to be more robust,more agile. It can help you
on the workplace, but it canhelp you also in your private life.
And this is exactly what the squadronoffers. Once the team comes into the

(38:29):
squadron, they say, wow,my company paid a lot of money.
They send me for a full day, so it means that I am important
and max and different for this company. And then people usually are giving more
than they get. So this isthe idea of what the squadron can contribute

(38:53):
to those challenges that you just mentioned. Amazing amazing, It's so true.
It's true. Wow, companies needto companies realize is obviously the best companies
out there. Realize this and investin their team. Wow. And by
the way, just to hold onto this, the cost for holding onto

(39:15):
an employee retention, it's so muchless than going through and train. Sof
a company says, oh well,I'll just have turnover, I'll deal with
it, how much does that costthe company in terms of money and headache?
Completely agree, completely agree. Beforewe go to a commercial break,
how could people find out more aboutthis incredible experience that you service small businesses

(39:39):
and all the way up to companieslike Microsoft, Google and Amazon. Sure,
so www, dot this Squadron,dot com, go there, all
the all of the information is justwill be in front of you. You
can book online and come to theSquadron for a great experience. And by

(40:00):
the way, your location, Imean, if someone's coming with mass transit,
it's like everything almost every train linehere in Manhattan coming and it's successible
or amazing. We're gonna take ashort commercial break. Stay tune Finally,
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(41:12):
brands paycheck dot com. To besuccessful, you need to understand what you
do best and do more of it. One of the gifts I believe that
we have as entrepreneurs to be bluesky visionaries. Come up with amazing ideas,
Yet you're only as good as yourexecution I've always had coaches my entire
life. Once I got into business, coaching for me was a natural must

(41:35):
have. When I found in thepast was most coaching programs were more focused
around me earning a certain amount ofincome or taking a certain amount of time
off, versus me building a businessthat has value far beyond me. As
soon as I engaged the Covenant Group, I could distinctly see that difference.
Working with the Covenant Group, I'vegotten away from being controlling about so many
of the facets of our business.It has given the people that are in

(41:59):
my organization and freedom to be creative, freedom to actually develop better ways to
do things. I need a coachto help evaluate those things I'm blind to.
If you have a blind spot,you don't see it without the coach.
The process in and of itself ispowerful, but the coach makes it
work for a guy like me,and I think, frankly, for most
people. One of the greatest benefitsof working with the Covenant Group it's helping

(42:22):
to identify what is it I dobest. My name is Keith Deming.
I'm norm trainer. We edutain andcourt entrepreneurs to build a high performance business.
Learn more by visiting www. DotCovenant Group dot com. A defining
moment in your life could be transformational, and when that moment comes, you

(42:45):
need to be prepared with emotional intelligence. Hi. I'm Chuck Garcia, author
of Amazon's best seller Acclimb to theTop, and my new book called The
Moment That Definds Groom Life is comingout in February two thousand twenty four.
Learned how to integrate modern practices ofemotional intelligence with classic stoic philosophies. Pre

(43:07):
order on Amazon today. And we'reback Mind your Business here on seven ten
w R the Voice of New Yorkand a special shout out to all those
watching on YouTube my guest Kobe Reggaev, this CEO of the Squadron. What
an incredible story he's sharing and howhe took his life experience in Israeli Air

(43:31):
Force and applied it to corporate Americaand companies worldwide. By the way,
Kobe, I hope it's okay ifI ask you a little bit of a
personal question. I mean, youservice you know, you had mentioned Amazon,
Microsoft, Google and small businesses,and so how do you apply these

(43:52):
skills in your own company? Imean, this is an amazing space that
you have here in seven World TradeCenter. Is it okay that I put
you on spot like this shore?Sure? So this is just a matter
of how I applied in my organizationbut also my personal life. So I
think the Air Force has created inme a culture that I always ask myself

(44:17):
questions, a debriefing question. Forexample, if I go with my son
and we hike in the north,when we come back home, we are
doing a very short debriefing. Okay, okay, sometimes it's a little bit
too much, but we always wantto be better on the next stage.
You know, when we created thesquadron, we established the squadron when the

(44:37):
constructions side began in Israel again everythingwas new, so we brought the constructions
and the team, and you knowwhat we did. Each morning we did
a briefing for the workers that arenot used to these kinds of mentality.
So for the first two weeks,it's they told me, Kobe, you

(45:01):
are crazy, what are we doing. You know what happened After two weeks
we cannot start a day because therewas not a briefing, and each day
in the evening we did a veryshort it's a five ten minutes debriefing session
and we try to learn one thingthat we're going to do better for the

(45:22):
next day morning. So this isthe only way that you can create such
a complex, an incredible project,high with a lot of technology and content
and finish on time and on budget. And you know what, it's hert

(45:43):
personally. When we finished this interview, I will go with Kim and we
will debrief ourselves. I will tryto understand how I can be better,
because for sure I met at leastfive mistakes during this interview. But later
on I will reflect with the keymanbecause I want to be better on my
next interview. By the way,something you shared earlier an interview which made

(46:07):
a great impact. It's okay tomake a mistake, but not to make
the same mistake again. Yes,and this is quite stressful. You know.
Today I'm an instructor in the Israeliacademic course and I see and you
know, sometimes I go back froma day that I instruct in Hazim Air
Force Base and a tameside. Idon't believe that they made it. Not

(46:29):
because it's hard physically, because theidea that if you make the same mistake
twice, you go out very andhighly stressful. You make a mistake,
you degree with yourself, don't dothe same mistake. It's it's a lot,
a lot, a lot of pressure, but it's the only way to

(46:52):
continue progress and be better in time. Now, Kobe, I mean earlier
in the show, I think youhad shared that you're fifty five. You
started the Squadron five years ago.That means now, quite again, some
of the thinking behind it started fifteenyears ago. But you know, putting

(47:14):
shovel in the ground, as theexpression goes, happened five six years ago.
You know, it's a bit daunting. I'm not listen, it's not
old to start at fifty, butlike that's pretty uh, you know,
susy, Yeah, it's very gutsy. Yes. Look, there are advantages
and disadvantages for everything in life.The advantages is that now you are a

(47:37):
part of a group of founders groupsthat most of them are in the age
of twenty thirty five. So weare going to a lot of events together
and I always feel young. It'sgreat and it keeps me motivated, and
you know, we are even theand the challenges are the same. They

(48:00):
challenge that they face and I faceare quite the same. How to build.
What courage do you need? Raisingcapital, how to how to expand
and those kinds of element are veryvery in the other end. Today,
I'm much more having different experience.I'm much cooler. I have a lot

(48:24):
of senior friends that can give mesome good ideas and good suggestions. But
you know the but in this age, the most challenging issue is go through
one career that I finished six yearsago as a military guy. The military

(48:47):
is commands, structures, regulations.You are not touching money, You're touching
budget. Your end game is tocreate security, right, very very differ
from the civil domain and how youtranslate everything to the civil domain. And

(49:08):
this was a great challenge to meand I'm happy that I did it very
very quickly easy. Wow. Youknow, going back to your military career,
you worked in an environment, whetherit was zero room for error,
you had to be perfect. Yes, you're now bringing that to corporate America.

(49:32):
Perhaps you could talk about and justreally you know, to hold on
to that, like, okay,in most cases of a person makes a
mistake in the corporate environment, nobody'sgoing to die as a result. You
were in an environment where people wouldGod forbid die as a result, can
you perhaps talk about, you know, translating that from you know that that

(49:55):
real liberal you know, life anddeath situation, and train again bringing it
alive in the work in the workplaceenvironment. I think that die can happen
in the military, but it canhappen also in business. The business can
die. So F thirty five Fsixteen fly six hundred knots three hundred meters

(50:24):
per seconds. It doesn't stop.You're continuousing flying. You have to take
decision. It doesn't stop. Youhave to take decisions in very dynamic.
You have to change the plan,be reactive, be robust. And this
is exactly how I see businesses today, especially with the markets are unstable.

(50:47):
Everything is dynamic, and this isexactly how business should run. It never
stops, can always be better.And and this is the similarity of what
I did in F sixteen And whatis a business? And if you are

(51:10):
not moving forward dynamic as flying Fthirty five, your business will decline.
Okay, So this is the messagein this topic, Kobe. As we
approached the clothes, perhaps you canexplain and just you know, jumping in

(51:30):
took a tremendous amount of courage.And as we said, gutsiness and determination.
What what what is like a benchmarkfor you and a day again you
said you do. We call ita post mortem, a debriefing at the
end of the day, as youraise the bar for for corporations, corporate

(51:51):
America, small businesses. What's somethingthat like you woke home at the end
of the day say, you know, we aced it. We were successful
today. What a success look likefor you, for your clients at the
end of every single day. Thisis a great question. So we have
two objectives for me for a success. First of all, if people go

(52:13):
happy, okay, I am happyto bring joy, excitement, the ability
that you can fly ftery five.If I flew fly five, I can
do everything. Wow. So thisexperience is great. And my second objective
is to bring values values to bringan added value to private customers or for

(52:38):
a company. That he learns somethingabout himself, he say he learned a
tool that allow him to do anincredible, unbelievable way from the beginning when
he came here until the end ofthe day. And if he say,
look this tool, I need todo something with this in my life.

(53:00):
This is a great achievement for oneday and this is exactly what happened.
We see people going out happy,much more united, with more self confidence
because it brings you I did it, I flew Wow, I was successful
and we learned something with value forme. This is exact exactly what I

(53:24):
dreamed when I established the squadron.You know, it's amazing that even aside
from let's say the scores from flightto flight, and but you could actually
see it, like you see peoplesometimes coming in there may be a little
stiff, and like you see itright away with your experience, and they're
walking out, you know, they'reloose, they're excited. You could see

(53:45):
it, sure, aside from fromscores on on a screen. Sure,
And this makes me happy. Itmeans and remember this is in huge numbers.
In is ten thousand workshop. Eachworkshop, it's twenty fourty sixty people.

(54:07):
They go up out, they're happy, they learn something about themselves.
You know, this is a centerthat does good for people, right,
and we want to change the needlein the sense that we want to bring
a culture of excellence for companies.I don't know, it's hard an organization

(54:30):
around the world. They did tenthousand workshop in the period of four and
a half years, no way.In Israel. Each day we have ten
companies. So it allows us,if you ask me, it allow us
to change the needle, not alittle bit, maybe more on bringing true

(54:52):
value for companies to be better versionof themselves, better worker, better team,
better company. And of course thattranslates tremendously into the into the bottom
line, into the financial results ofa company. Sure, lower turnover,
more productivity. I mean, it'sit's priceless. Sure, before I let

(55:15):
you go, how can people findthat more about the Squadron? Sure go
online at this squadron dot com.We are located in seven World Trade Center,
tenth floor. You can see ofall of the information on our website.
You can also book as a privatecustomers. We are looking forward seeing

(55:37):
you here expressing joy, learning thingsabout yourself and be a part of the
excitement of this Squadron that within afew years is going to be all around
the US and maybe around the world. Thank you very much, it's wow.
What an incredible show. This wrapsup and another great edition of Mind
Your Business here on seven ten wR I okay again, by Monday morning,

(56:04):
this will be up on the podcastchannel and around a week or so,
this will be up on YouTube andyou can experience this incredible show that
we talked about leadership, team building, corporate culture and how Kobe Regev and
the Squadron applies it to companies likeMicrosoft, Google, Amazon, and so
many other small businesses around the world. That's wraps up great addition of Mind

(56:27):
Your Business. To it again nextSunday night for another great edition of Mind
your Business. Right here on theVoice of New York seven ten WR have
a successful week seven ten War andthe iHeartRadio Network present Mind Your Business,
hosted by the president of bottom LineMarketing Group jetsaksaplis founded in nineteen ninety two.

(56:49):
Bottom Line Marketing Group is a strategic, creative and execution driven marketing agency
helping businesses by clarifying and promoting theirvision, mission and purpose to support its
lead generation and customer retention initiatives togain market share in their industry. Mind
Your Business focuses on business and marketingstrategies for success. Tune in every Sunday
evening at ten PM for this intriguingradio show. Is jitsok interviews fortune five

(57:13):
hundred executives, business leaders and marketinggurus from a wide variety of business industries.
Now, Jetsok and his guests offertheir knowledge and expertise to help you
be successful every Sunday night on MindYour Business. The proceeding was a paid

(57:35):
podcast. iHeartRadio's hosting of this podcastconstitutes neither an endorsement of the products offered
or the ideas expressed