Blueprint for Building Compelling Company Cultures & Leading with Purpose with Jerry McNamara’s

[00:00:00] Entertainment, Insights. Don't take life too seriously. Welcome to Brainsky Unleashed.

[00:00:33] I hope you enjoy what he has to say. He's a guy who's run multiple companies and multiple

[00:00:39] different sectors and made lots of money and has learned the hard way how to make sure that

[00:00:45] you live your life instead of letting your life run you into the ground. So I'm so glad to have

[00:00:51] with us Jerry McNamaras. Welcome Jerry to the show. I'm so happy to have you on a Unleashed

[00:00:58] spoken in the past and kind of done some pre-interview stuff. And I kind of love your

[00:01:02] energy and I love where you're going. And I thought we might as well share this with the world.

[00:01:06] We've got to change the world, Jerry. You and me. We can do it.

[00:01:10] I'm in a hurry. Thank you for having me first of all. Let me just let me just cut you off

[00:01:14] for having me off Jerry. I'm gonna do it. You have the greatest last name. And maybe it's

[00:01:20] because I'm a nerd and I wish that was my last name that people would have to refer to me as

[00:01:25] I just think it's fabulous. I would take your last name, Jerry McNamaras by the way is your last

[00:01:31] name right? So I would take that because you can get away with Jerry McNac. See I can pull,

[00:01:37] I could pull a Tommy Mac. You know what I'm saying? But you can't do that. I mean,

[00:01:42] I get like Tommy Brains which you know or you know, Brainsky I find and I've had this conversation

[00:01:50] with some of my other partners in business and stuff. You know they're like, you know what would

[00:01:55] you want to you know brand yourself right? And like you know the problem with Brainsky is that it

[00:01:59] falls off the tongue like like a mouthful of legos. You know what I appreciate the compliment. Thank you.

[00:02:05] I love it. I love it. Let's think again. What are we going to talk about today? So let's talk

[00:02:09] about let's talk about you and we'll start with proven chaos which is your gig. And you say you

[00:02:15] are an admission and it's right there which is awesome to positively impact 5 million people in the next

[00:02:22] four years. Now you could have picked five years, you could have picked eight years but you picked four.

[00:02:26] So I really want to pick this apart. What are you doing Jerry? I love it. So it was five but I'm one

[00:02:32] year into the missions. I changed, I changed the background. Yeah so you know I've been super lucky

[00:02:39] that I've been in the right place at the right time with the right people on the right opportunity

[00:02:43] and companies that I've led up led five companies in five different industries. B2B, B2C

[00:02:48] and we saw products we sold services right? Is this whole notion that you can create a compelling

[00:02:53] company and still be a great place to work? And that's my goal when the second half of my

[00:03:00] career is how do we hold leaders show up in a really authentic way to be really clear about the vision,

[00:03:07] the mission that we're on, the impacting what we want to make, the values that we have which is

[00:03:11] the operating system, the agreements that we have between two of us to create rocket ships that we

[00:03:17] can go on that are super fun and super success. You're all about the culture. Amen. All right. I mean

[00:03:25] it's just way easier to lead when Peter or I. Right? I think about this all the time.

[00:03:30] I think the highest purpose of life is to align your life on your turf. So your vision,

[00:03:37] your values and your actions create alignment. You stand up a little bit traitor and you feel happy.

[00:03:44] Even when it doesn't work out exactly the way you want it, you're at least living your life

[00:03:48] on more terms. And you know Amanda Holmes and I talk about this and it's part of her 13th

[00:03:53] chapter in revised ultimate sales machine edition which is I said a little bit differently than she does.

[00:04:00] But you know that the title of that chapter is how live a mansion full life what I say is if we

[00:04:06] financially wealthy and emotionally bankrupt, we'd lost the game. You don't understand what

[00:04:12] the rules of the game are. And so you know when the cost you're paying to get back the price that

[00:04:18] you're trying to achieve, you're going bankrupt. I don't care what business or industry or

[00:04:22] anything that you're in, you have to understand what that trade is. And so when I see high growth

[00:04:28] companies and I've been lucky enough to be on a couple of them right? Made the franchise 500,

[00:04:33] maybe 500 a couple times with different businesses, if you don't really sit and think about the

[00:04:41] business that you're trying to create, bring conscious intention to it. You can end up on a

[00:04:47] hospital grid. I'll tell you my story at 26. I was running a business to lend some 5.9 million to 15

[00:04:53] million at 18 months. It was a real rocket ship. We were having a great time. I was flying all over the

[00:04:59] country and we were raising venture capital because we wanted to expand what it was to be

[00:05:04] were doing. And I ended up starting to sleep on the couch outside of my office. And in 26, that was

[00:05:11] a badge of water to be like, yeah, I was here all night last night working through it. And now I

[00:05:16] recognized a 48, that was a badge of stupidity, not a badge of water. And on Valentine's Day,

[00:05:23] I thought I was having a part of top. And I remember laying on the hospital learning with the

[00:05:29] electrodes hooked up to me, and I was telling the dots in the ceiling, child, those industrial

[00:05:34] ceiling, and I just thought to myself, what have you done? All of the price of the ego in

[00:05:43] overly exposure came at the cost of my health. And you know what I couldn't do? I couldn't help

[00:05:48] anyone in my business laying on that hospital dirty. And so I think they're right when you look at

[00:05:55] airplanes, and they tell you what are on your own oxygen mask first before you try and go help

[00:06:00] other people. And so that's really the pieces that I think about being, what's a good rich and full

[00:06:08] light? You better have alignment and conscious intention of what it is that you're doing.

[00:06:13] Okay, so number one, because I agree with you completely, number one, I have to ask,

[00:06:20] how many holes did you count in that ceiling? Did you have a number? Do you remember the number

[00:06:25] Jerry? I don't remember the number. But I'm disappointed. But it's because I kept on getting

[00:06:31] distracted looking over at the machine, the EKG or whatever, you see whatever that thing is telling

[00:06:38] you that your life? I'm thinking to myself, it's really getting into the end. I'm going to die

[00:06:43] in because this is crazy. And yeah, I just think and say, I think it's a good reminder. I don't know

[00:06:50] about you but I have been telling so many other street mors that think, oh well if I just work

[00:06:55] 10 more hours, I'll get past this little bit. It's not, it's a lie. It's you can, yeah, you can't

[00:07:03] work scale the only way you can catch scale, at least that I found is three ways. Better systems

[00:07:09] of process, better technology and then once you've optimized sometimes you need more humans. Yes,

[00:07:15] you cannot outwork scale. And so this whole notion of like getting re-grounded

[00:07:21] in your life on your terms, what happens is sometimes people tell us, you need more and you need it

[00:07:29] and then you end up start living your life on other people's terms instead of your own terms.

[00:07:35] You know who gets dissolution in that? And bring one, those you are going to be disappointed

[00:07:41] that you're giving up all these things and give up your hobbies. You don't listen to podcasts.

[00:07:45] You don't go out to dinner with quite. And it's like, is this really the life that I want?

[00:07:49] I don't think so. No only to look at your balance sheet at the end of your year and go, well,

[00:07:54] okay. It's, you know, I agree with you. So based on the fact that and your right,

[00:08:02] there's a lot of, there's a lot of dishonesty frankly with one's self. And, you know,

[00:08:07] the whole team doesn't win. So taking that, let's kind of pull back a little bit and let's just

[00:08:14] play a hypothetical. So what would you tell? Say, what would you tell say an auto

[00:08:23] shop owner as far as, you know, they come to you and they say, listen, you know, you've

[00:08:28] you've impacted X amount of million people in the last year. I want to be on the list.

[00:08:35] How can that guy be impacted? What would advice would you give him? And say, you know,

[00:08:40] what is one thing that he should do right off the bat that just hit pause and make his life better?

[00:08:46] So the first question that I ask any entrepreneur is, what do you want the business to do for

[00:08:53] you? Because we're always taught. You have to be a slave to your business. You have to work

[00:08:58] for the business. You have to all of these things. You true. Right? You are going to work because

[00:09:02] you have invested interest in all of these things. However, if you don't stop and think,

[00:09:08] let's the return. What's the return on investment? If I do these things, capital, time,

[00:09:13] stress, whenever those things are, then you will become disillusioned by your business. You

[00:09:18] will start to resent your business. And so if you want to have a lot of fun and create that

[00:09:23] compelling company, you have to first determine what's the business that I want to go create?

[00:09:30] And I did be an example. I worked with a construction business. So husband and wife team,

[00:09:34] extraordinary people. One of the things that they said to me was, we don't want to become the biggest

[00:09:40] and best construction business out there. What we want to be is operationally excellent

[00:09:45] in a stress free environment where customers love us. And so that's what we've done. We've

[00:09:52] created that over the last 18 months where we have that alignment. And you know what? The customers

[00:09:57] love them. They've never been less stressed in their own life. And we focus in on their systems.

[00:10:04] And so they're peeping or running their business. They are running the business for the people.

[00:10:11] And it's amazing to watch when you do that, but it's just when you get that clarity,

[00:10:16] when you get those intentions in place, then you have a shot at really having a positive impact,

[00:10:24] not only for yourself, for your family, but for those people around you. So what you're saying is

[00:10:28] you want to set the vision for what you want to accomplish versus going to work every day and

[00:10:34] seeing what happens. That's right. If you go spend the plates, you're going to listen plates along the way.

[00:10:42] And I've developed over time when I think about rape businesses, there's three parts of

[00:10:47] every rape business. One is we need great people. So I've built a framework around the nine principles

[00:10:53] of personal performance. It's how someone lives a rape that's filled for form and driven life.

[00:10:58] So that's the foundation, nine, nine feet break. And then we have to operate our business on a

[00:11:03] model. And so when I've learned in running my own businesses and now helping and advising over

[00:11:08] 100 other ones is I have the business acceleration model. And so the foundation of that model

[00:11:14] is your vision, your values, and your resources. Right? Because your resources aren't just

[00:11:21] your intellectual capital, and your financial is everything. It's your network. It's everything that's

[00:11:26] a realm. And so you have to literally start with where are we going and how am I going to

[00:11:32] feel good that when I get there, I didn't act and mostly in the values of how I want to feel

[00:11:39] at the end of us because I don't know about you if you've ever made a decision and you've been

[00:11:45] sharp. That's not how I want to show up. Right? I'm bad that you leave a little pit in your

[00:11:51] stomach. Well, that's because your values, you've done something that are against your values.

[00:11:56] And so when we're really explicit on here is the impact, you're the values that we

[00:12:00] in a liner actions to it. It's way more fun. So yes, I am culture driven and that's because of

[00:12:06] it. That's the foundation of every great business. Because if I want to invite you in

[00:12:11] to my company, I don't hire people and bite people in. Right? I think about that there's only

[00:12:16] three ways to create a compelling culture. One is someone who lines with the vision of the company.

[00:12:22] Yes, that's the impact that I want to do with it. The second is they align with your

[00:12:27] values. That's how I want to treat people and how I want to be treated. And the third is

[00:12:32] they love their position inside the company. So they may say, I love sales but I really love

[00:12:38] be to be SaaS and here's the magic. If you align on those three things, if you get all three

[00:12:44] of the right in every position, that's how you create rocket ships. And that old comes back

[00:12:50] to alignment and culture. So I'm going to go a different direction. And that is let's say

[00:12:58] imagine because I know I've certainly experienced this in my life. You need those three things,

[00:13:03] right? Those three things that need to align. What should a business owner do if only maybe one

[00:13:11] or none of those align after the employee's been hired? How quickly will you excise that employee?

[00:13:18] I think we look and say what is the problem this person has been brought into salt for us?

[00:13:25] Because when you look and say, oh, we need someone. You're saying I have a problem that I need

[00:13:30] everyone else to solve for me. And so I would say in any case, we hire for confidence but we

[00:13:38] fire for values misalign. And so that's the first place that it's going to show up is values

[00:13:44] misalignment because someone who makes mistakes, we're going to train them. We're going to give some

[00:13:52] just a prudence in the ability for them to get forward because again, we hired for competence.

[00:13:58] So we think they can do it. We just may have not trained them. And as far as someone's exact

[00:14:05] joy in their position, that's a personal thing for you. As long as they're in sales,

[00:14:11] they may say, okay, I'd prefer to be in B to B size sales. But my experience is that if that's

[00:14:16] where they really want to be, that you will lose them over time. And so you can be a compelling company

[00:14:24] for an individual for an employee. If you hit any one of those three things or the individual,

[00:14:31] because they'll be like, I'm here, you know, how we act. I'm so compelled by the mission

[00:14:35] that we're on. I don't care what role I feel. I'm so compelled by the mission for vice versa.

[00:14:41] But when you get all three, that's when you have magic. That's when the rocket shook up and

[00:14:47] then that. But you can't from that if I haven't clearly defined my vision,

[00:14:51] I mean, clearly defined my values. And you know, position, we, I know people to be in their

[00:14:57] unique zone of genius. Don't believe that people can be world-class if they don't love the work

[00:15:02] that they're doing. And that's something where I call back to. I agree. And, you know,

[00:15:09] having, having been in a position where I've, I've had fires where I was not clear or hired people

[00:15:17] who did not necessarily agree with the mission. I didn't even know what the mission was at times.

[00:15:23] That's a, that's a fun one. More and more come in the thing. No, no, it's, it's, it's a really thing.

[00:15:29] I mean, imagine, it's like, imagine if I asked you, hey, I'm going to go on this

[00:15:35] rated venture. Thomas, come on, you're going to, this is going to be amazing. And for me,

[00:15:40] I love the beach. So we're going to go to the beach. And you might be a skier. And so your

[00:15:46] super disappointed, because you thought we were going in the mountains. That's what a big adventure

[00:15:50] means to you. So if we don't create that clarity for people, you're going to have mismatched

[00:15:56] expectations. And the genesis of all conflict is a disjoining expectations. That's why you need to be

[00:16:04] clear. We can just come back, read a little low song and say, I've been clear. So before we get

[00:16:12] frustrated with employees, I always say this, no one shows up to work. They can, you know what?

[00:16:18] I really want to suck today. And yet there's plenty of people that are ineffective. It's not

[00:16:23] therefore, and far flowed as the senior leaders, we thought it created that level of clarity that

[00:16:28] we need for people across our organization, because I think at the start of parts, the number one

[00:16:34] thing that we need to do as a leader inside our organizations is to create a predictable and fertile

[00:16:40] environment for people to make engaged, agile and autonomous decisions in pursuit of the companies

[00:16:47] of justice. Only way we can do that is if we're clear on our vision, work clear on our values,

[00:16:51] we're telling our quarterly objectives. Then we can drive decision making down to the friendlines

[00:16:56] where the people who actually do the work and can make an impact can go do their work and make an

[00:17:01] impact. And you know what our gift this senior leaders is? It's when you're laid. It's way easier to lead.

[00:17:07] Oh, and then that's way more fun. He meant to that. You know, I have a get a very close friend of mine

[00:17:12] who's currently suffering in corporate America. You know, he's lacking the support lacking the

[00:17:18] autonomous. I love the fact that he's at word. He's lacking autonomy. He's just go getter. I mean,

[00:17:23] the guy is an absolute go getter. He knows how to get things done. And you know, he's under

[00:17:26] leadership, which is I think just absolute garbage. And I see this a lot in its unfortunate

[00:17:33] that a lot of business owners and or corporate leaders for that matter have this in just

[00:17:43] incomprehensible ability to stifle people. And not give up some control. Now, I do like what you said

[00:17:51] about making sure that everything is clearly spelled out where the mission is spelled out,

[00:17:57] spelled out, and the direction is set. And so you can follow that along with the processes to do it.

[00:18:05] So everything is clean and cutting dry. And then you can release basically release the howms

[00:18:11] they're going to go get it. I think a major weakness with most businesses and large corporations for

[00:18:16] that matter is that's not there. Not all the components are there. So you've at least identified

[00:18:24] one thing that any business owner should do and that's figure out where do you want to go? What is

[00:18:29] what is this supposed to do for you? What is the next thing that one should figure out and be able

[00:18:34] to clearly define in order to make sure that this is possible? I think where a leadership goes

[00:18:41] wrong. And when you really think about who gets through it, it's people who are right at doing the

[00:18:46] doing. Doesn't mean that they're great leading people. And so, you know, when I think about the gap between

[00:18:52] high performers and the business model, it's the leadership gap. It's us. And so we need to do

[00:18:58] the work, the internal, the deep internal reflections of how am I going to show up to my people?

[00:19:06] And so you know, you can take people through and exercise up what are the ring personal values?

[00:19:10] The other is the company values, but what are my own personal values? And if you are the founder

[00:19:15] entrepreneur, it is way easier for you to install the values at the death go of the company

[00:19:21] nurses at employee 20. Because at employee 20 we already have a personality and an ultra-inside

[00:19:28] the business. Now it can't just be your total alignment. It's got to be the group. So well,

[00:19:32] you've got to work backwards at that point to clean up that mess. I've done that. I've been that guy.

[00:19:36] I get that. So it's very difficult. Absolutely. And so when we start thinking about how we're going

[00:19:43] to show up, where our people, if that takes deep reflection and there are times in my career,

[00:19:53] we're doing that. That's the way that I want to show for my people. And you sometimes have to look

[00:19:58] back into your life and say, oh, that thing happened to me and I call it giving little jury

[00:20:04] jere hud. Hey, we acknowledge that thing's happened, but it's not serving you and that's not how

[00:20:09] you want to show up today. And so when your thoughts or feelings or your actions are serving you,

[00:20:15] you have to change it because you're the only one that can't. And so walking through that process of

[00:20:21] deep self-reslection of understanding man, this trauma is creating a person where I have to be

[00:20:29] dictatorial in my approach. And so I just have to be into a spot of saying, here's how long

[00:20:36] to show up. I even take people through a process, Thomas, where you think about stones and

[00:20:41] computers and televisions, we use real skills for killing them. And yet we don't try to use

[00:20:47] your manuals as human beings. So imagine the process of day-willing instead of you trying to figure

[00:20:53] out what our relationship is going to look like, the things that make me tick the best times

[00:20:56] to talk to me about creative ideas. I can send you a two page document that says, here's a quick

[00:21:06] meal of, and we get people who use our manual. Instead of giving them 90 days to continue to

[00:21:12] get the test, we give them the answers on day one, what could be way easier? I just think that's,

[00:21:18] I think that's way more fun and you're going to accelerate your performance way faster.

[00:21:25] So when you say you're giving the user manual, is that the user manual for yourself personally,

[00:21:31] as far as meeting Jerry's expectations, as Jerry is the owner of the company, right?

[00:21:37] Am I getting that correct or am I missing that? No, you have that correct. Now imagine

[00:21:43] you have your whole leadership team here. You have all of your employees too. And imagine that

[00:21:49] when they walk in with their team, they get 12 user personal user methods to know, I don't know,

[00:22:01] great at second stage ideas. I want you to kick the tires and think about something. I'm not your

[00:22:08] first line of original thought, like banging away on an idea. Why? Because I want to save my

[00:22:15] creative energy for ideas that are real. And so I tell people, I'm your second stage idea,

[00:22:22] I got, I'm not your first stage, check the tired. And so I told people, have you already thought

[00:22:27] about this? No, I haven't. Go back and think about it. Do some work on your side because

[00:22:32] I can't have you steal my creative energy when I'm going to need it down in the future.

[00:22:39] You know, I'm glad you said that because creative energy is a thing. And I don't think

[00:22:45] enough people recognize the importance of it or how there may seem like an abundance of it. But

[00:22:51] that energy can burn down very quickly. And so it should be, it should be rationed frankly

[00:22:59] because you can have limits to that creative energy. And once that energy is spent in creativity

[00:23:05] drops, that's not a good thing at all. So I kind of like what you've said even just in terms of how

[00:23:11] people should at least approach you. I think it's a really good piece of advice. So if,

[00:23:15] if a business owner is listening to this as they should, because why wouldn't they listen to my podcast?

[00:23:21] I mean, hello. That's a no bad. You're on for goodness sake. I mean, this is what quality is all about.

[00:23:28] So as long as as very intelligent business owners are listening to this,

[00:23:34] what would you say would be like five data points about oneself that you should be able to put

[00:23:40] into that manual to be highly effective for the rest of the team? Really, really good.

[00:23:46] I will as a gift to you, Thomas. Oh boy, here we go. I will share with your audience the

[00:23:52] person, personal user manual worksheet that takes them through everything from here's the best

[00:23:59] way to communicate with me. Or instance, I get up at four o'clock. If you want to start texting me

[00:24:04] at four o'clock, feel free. I'm going to respond. But if he texts me after eight o'clock,

[00:24:09] you're not going to get a response until four a. Yeah. Right. So I just let people know that right off

[00:24:14] the bat. I don't know about you, but I have never built a world-fast relationship yelling at someone.

[00:24:21] So guess what? I don't do. I don't yell even when I'm upset. I'm not going to yell.

[00:24:27] I'm going to ask lots of questions. And so there are sections of it like when is the best time

[00:24:33] to approach me? How do I think about problems? What's my communication style? Here are my values.

[00:24:39] Here are things that I value. We're in sense. I don't know. My favorite song.

[00:24:47] That's a crazy game of paper by O.A.R. I listen to it every morning on the way to the gym.

[00:24:52] Are you kidding me? I do. Every morning, every morning. And so I'm a guy of routine. I'm a big

[00:24:59] believer in the morning routine. To your point, creativity is a finite resource. So is decision-making

[00:25:05] which is why if we all operate organizations with vision, values and frameworks?

[00:25:12] I don't know. Do you have a frame of how you guys make decisions? Do you have a hiring

[00:25:19] framework? Do you have a compensation philosophy? Like all of those things are one-time left

[00:25:25] yes that allow other people to operate in their unique ability without orwing your brain.

[00:25:33] So is it have you left that? Absolutely. But I'm a big believer in routine. Specifically,

[00:25:39] the morning routine because it thrives the child's performance for me to walk into the day,

[00:25:44] knowing that I've already done the work to set my people up for success, that they have the

[00:25:48] full-time and training to be successful, that I've hired talented people who are tenacious

[00:25:52] and are going to get things to the finish look. So I have to make sure that I've done my work

[00:25:59] in the morning, which is getting up early, drinking water, exercising, reading, writing, thinking,

[00:26:06] praying, meditating, all those things. Some people are like, oh that sounds, you know,

[00:26:11] sounds like a lot. Well no, it doesn't have to be a long time but that's how I get my mind.

[00:26:17] That's how I'd grind them up so that when I walk in to serve my people, I am ready to perform.

[00:26:25] And my creativity is at an all-time drive and my decision making capacity as a,

[00:26:31] is that an all-time drive? And that's my sort of my people. So I'm going to switch gears from

[00:26:38] because you've spent a lot of time focusing more on the leader, right, on, you know, when it

[00:26:44] takes leadership roles, you know, top down how to be highly effective and I think you've actually

[00:26:49] produced excellent content on this podcast. And I thank you for that. But now I want to ask you

[00:26:56] what advice would you give to the overachiever who's currently new in the career

[00:27:03] wants to grow, wants to be the best that they can be? What would you tell them? Because obviously

[00:27:09] they're, they're not at the top of the chain yet but they really want to, they want to get up there.

[00:27:13] What would you tell them? I would tell you, I think sure, y'all city is the most important aspect

[00:27:20] of success. Once we have a belief we stop learning because we have a belief. And so when I think

[00:27:29] about my career in fact, the first working title for the nine principles of personal performance

[00:27:35] was the period of opportunists. Because if you look at my career, I've been in five industries,

[00:27:40] five different businesses, I've never been the technical leader. You know what I've learned?

[00:27:45] I lead people. I don't have to be the technical leader. But I also, you can't see it but there

[00:27:52] are a hundred books around me, Thomas. I am a lifelong learner and I believe that you can

[00:28:00] accelerate your business past everyone and studying your co-workers. So if you want to get the

[00:28:06] you have to build and grow your skills at a faster rate than everyone else, then you can solve

[00:28:12] bigger problems. And when I think about business is, businesses can grow exponentially.

[00:28:19] You can go exponential growth. But when you think about people's skills, they grow linear because

[00:28:26] I can only watch one video at a time, read a book in a time, do you know I try to read like five or six

[00:28:32] but you're going to grow your skills linearly. The only way you can continue to level

[00:28:37] up your baseline of skills is by borrowing other people's perspectives, by doing the learning,

[00:28:43] by having conversations like this, by networking, going to conferences, presented conferences,

[00:28:50] be the thought leader, put yourself out there and so be number one thing that I will tell you

[00:28:55] as be intellectually curious in a lifelong learner. It will never let you down. And I'm going to

[00:29:02] I'm going to kind of piggyback on that by giving that particular advice a do not do.

[00:29:10] And so I think that you're absolutely right, I know you're absolutely right,

[00:29:17] in that respect but if I was to offer advice to someone piggyback on for that it would be

[00:29:25] do not wait and expect for your employer to make you better. Orally, you have to be a

[00:29:33] student. Do many people do that. Do many people do that. And to me I think they get stuck in a

[00:29:38] rut. I've seen highly talented, highly intelligent people who don't go home and break out of

[00:29:44] book or listen to a podcast or do things and it becomes tragic because you see beautiful minds

[00:29:50] wasted because well they're not being compensated for their time and educating themselves.

[00:29:56] And I think that is such a mistake and I see too many people making that mistake. It's horrible

[00:30:01] mistake. I'll give you an example because I love frameworks. So I have another one that I use.

[00:30:06] It's called the next step. And it charts where we are and where we want to go. And then it says,

[00:30:12] okay, what books do we need to read? What podcasts do we need to listen to? What certifications

[00:30:18] might we need? What tree shows are all princesses? Are we going to go to? Where are we going to

[00:30:22] present? And it's that out in a 12 month schedule. And we are going to build specific skills

[00:30:30] whether you're an operations officer because I use this when someone I work with wanted to make

[00:30:38] the jump from BP to COO and the only person I thought they weren't ready was him, but we we

[00:30:45] are not this out so that he would get to a place of competent competence. But it's not art.

[00:30:52] Here's where I am today. Let's ruthlessly assess my skills and here's the position that

[00:30:56] I want to get to what's my journey to do that? And I just would never leave, I don't leave

[00:31:03] success to chance in anything that I do particularly in business. So if I want to create this

[00:31:09] outcome then I just map the backwards. What are all the things that I need to implement inside my

[00:31:14] inside of my people to make sure that we are executing and someone at the end of this says.

[00:31:21] Man Thomas, I have the greatest experience with your company. I can't imagine working with anyone else.

[00:31:27] And I'd like to refer you to ten other people who can benefit from what it is that you're doing.

[00:31:33] That's when the magic happens. Yeah, think about this all the time that I say this all the time.

[00:31:39] The most successful people I know they take action differently.

[00:31:44] Wait to me is the only four letter word in business. I don't give a

[00:31:49] clue about all the got to send asses and all of that. Give me the W that's the problem.

[00:31:55] When you say, oh, I'm waiting for this. Oh, I have to wait. Now you know, go create what you want

[00:32:01] to do create otherwise you're going to be 75 way in on your hospital death bed and think

[00:32:07] yeah, I wish that to me is the regret. To me is the place where I don't ever want to get to.

[00:32:14] I want to take my swings and life. I think I'm only here once and that's what I owe to myself.

[00:32:19] That's what I owe to my family, my kids, to the community and it's why I'm on a mission

[00:32:25] to possibly impact five million people because I believe in my four reports that's what I'm supposed

[00:32:30] to do here on this. And I hope that you have impacted more than just me today. I couldn't agree

[00:32:40] with you more. I've never looked at the word wait as a four letter word albeit it does contain four letters.

[00:32:48] But I think that you're right. I think far too many people do they wait for circumstances to be

[00:32:55] that may never be and they miss out on everything that is possible. It doesn't necessarily mean

[00:33:03] that whatever action you take is going to end up fantastic. A lot of times you may be jumping right

[00:33:08] from one fire into another but at least you've made the jump and you can see that there may be

[00:33:13] circumstances now that may open up another door for you that you couldn't have seen before.

[00:33:19] Even before our call we were talking about some of that and I like the way that you put

[00:33:27] that Jerry. I think that waiting is a sin and I think that's a really excellent take away.

[00:33:37] Now as far as your ability to impact people, you've made it a mission. You have stated that mission

[00:33:47] hopefully you have done that today. Hopefully there are more people that are on the list and

[00:33:53] I thank you for giving us this gift and it will be posted with the podcast as far as the

[00:33:58] ability to download and use that gift. We'll be one thing that you wish most people would take away

[00:34:08] from just hearing you speak today. What is that one lesson that you would just be able to just

[00:34:12] you want them to get and get really good. Live your life on your terms. That's the greatest gift

[00:34:19] that you can get yourself. I think so many people because of social media and all the noise

[00:34:24] that we have out there, we feel like we're less than or what those things are, the imposter

[00:34:30] syndrome that shows up for some people but at the end of the day when I am super clear about

[00:34:37] my vision for the world and my values then everything can just be noise. It's like static that

[00:34:43] it's out there. It's not that I don't hear it, it's that I don't give it value you,

[00:34:48] credence in my life and so when you do that I think you're going to be able to lay your head on

[00:34:52] your pillow whenever that makes your fall zone to go, sounds a good life. Right? And so I just

[00:34:59] don't want people to have the regret at the end of their life to say, couldn't done more.

[00:35:06] That at least for me is the greatest perennial. Your failure. I don't have imposter sound.

[00:35:11] My theory is I could have done more and left it all. Not to be a better one than trying to do

[00:35:17] people. Go live your life on your terms, just get real clear on it first which means you

[00:35:21] have to be reflective and you have to be authentic and vulnerable to be able to do that.

[00:35:26] Not just like shuffling, ever. Not just half vulnerable. Boom. Owing your life.

[00:35:33] And your life will come back to you in space. Yeah, amen to that now. They do have a request.

[00:35:39] Do it land you are, I don't know. We'll give you more time. When you were 95

[00:35:44] and you are laying in that hospital bit and you do decide to count the holes in the tile.

[00:35:52] Could you track the number and let us know? I'm at, okay. Is that's overachieving right there? That

[00:35:59] is that is going for all the way to the end. So I should have kept track. How would people

[00:36:06] be able to track you down? You know, if there's a lot of noise and they want to tune out the noise,

[00:36:12] but maybe they want to hear from Jerry and get Jerry Max noise. How do they

[00:36:18] turn up the noise on you? How do they find you? Let's do it. Three really good places to find.

[00:36:23] We want his proven chaos.com. That's the corporate website. I also have my own live show

[00:36:30] best places to lead and Thomas is going to come join us next month.

[00:36:36] Yeah. You're so busy. I mean, getting on your schedule, it's virtually impossible. It's

[00:36:41] managed to get busy. It is probably Thomas. I will tell you that. It is super online. So best places to

[00:36:47] lead.com is another place where you can see all of our previous episodes. You know, I would tell

[00:36:53] you if you go back to the beginning of the show, being able to listen to the nine principles of

[00:36:57] personal performance and business acceleration models. Those are two really great places to start.

[00:37:02] It's kind of amazing, yes, as well. I'm sure you will be on that show too. And then we're

[00:37:08] super active on LinkedIn. So you can find me Jerry Max, Mara on LinkedIn. That's where I put a lot

[00:37:13] of our micro content and then my own thought leadership that I can just speak with CEOs every week.

[00:37:20] And so I put insights that I've learned that week and things that I'm thinking about to get people

[00:37:25] go like interesting. I've never thought about that before because if I'm the only one that learns,

[00:37:31] oh, wait. That's not a good way to scale. No, it's not. And the fact is you are bringing

[00:37:39] proven techniques to market. You're bringing the ability to get out of the ruts and, you know, as a

[00:37:46] business owner who has had to survive his own ruts, it's never fun. And many of the principles that

[00:37:52] you've talked about are just spot on, you know, you may not see it because you're in a rut.

[00:37:59] You may not see it because you've been in the business for so long and you just can't see beyond,

[00:38:03] you know, you can't see beyond the weeds that you're hanging out in. But Jerry, you've really

[00:38:07] brought it. I thank you so much for joining us today. I think that you've done an excellent job

[00:38:12] bringing the noise, turn it up, bring the noise. And I look forward to being on your show. And if anyone

[00:38:20] is interested in meeting with Jerry, hearing from Jerry working with Jerry as you should,

[00:38:26] taking your business or your life to a new level, please don't hesitate to reach out because waiting is

[00:38:33] a sin. Hey, Matt. How much did you have at me? That's what's super fun. Absolutely. Thank you again.