0
SPEAKER_01
This is The Art of Charm.
0
SPEAKER_01
Learn everything you need to know to crush it in business, love, and life.
0
SPEAKER_01
The Art of Charm is where ordinary guys become extraordinary men.
0
SPEAKER_02
Welcome guys and gals to The Art of Charm.
0
SPEAKER_02
I m Jordan Harbinger.
0
SPEAKER_02
The Art of Charm brings together the best thought leaders, teachers, and exceptional individuals to teach you how to be a high performer in life, love, and at work.
0
SPEAKER_02
Imagine having a mix of experienced mentors teaching you their expertise and packing decades of research, testing, and tough lessons into a curriculum.
0
SPEAKER_02
We may not have all the answers, but we certainly have all the questions.
0
SPEAKER_02
Make sure to stay up to date with the Art of Charm and get some great stuff that we don t or can t share on the show by signing up at theartofcharm.com.
0
SPEAKER_02
If you like what you hear on the show, hang out with us on the blog.
0
SPEAKER_02
We get really in-depth on these topics and you can further engage with the AOC team there as well.
0
SPEAKER_02
Or if you re new to the show and you want to find out more about what we teach here at The Art of Charm, you can go to the website and we ll email you our fundamentals toolkit that covers topics like body language and nonverbal communication, dating, attraction, persuasion, business networking, public speaking, negotiation, and a whole lot more.
0
SPEAKER_02
And we ve got our live programs running every single week here in Los Angeles, California.
0
SPEAKER_02
In fact, we ve got guys from all over the world, which shows that no matter where you are,
0
SPEAKER_02
You can make it here if you want to learn and grow.
0
SPEAKER_02
We re sold out a couple months in advance, so if you re even thinking about it a little bit, you should get in touch ASAP by phone or email me, jordan, at theartofcharm.com and get some info from us now so you can plan ahead.
0
SPEAKER_02
Looking forward to meeting you here at AOC.
0
SPEAKER_02
Today we re talking with Jeffrey Hazlitt.
0
SPEAKER_02
He is a corporate superstar and badass.
0
SPEAKER_02
We re gonna talk about failure culture, conditions of satisfaction, why a C-level executive cleans his own bathrooms, and why being irrational as a leader might be a good thing.
0
SPEAKER_02
So enjoy this episode with Jeffrey Hazlitt.
0
SPEAKER_02
So tell us what you do in one sentence.
0
SPEAKER_03
So I work with high growth companies.
0
SPEAKER_03
That s the focus of everything that I do.
0
SPEAKER_02
but you re not like a coach, right?
0
SPEAKER_02
I mean, I want to sort of separate that from you re not some guy online with an ebook who s like, I coach companies because I woke up on my mom s couch and I was unemployed and like you re a real, you ve got a lot of corporate experience.
0
SPEAKER_03
It s a real business and a real, real stuff that we re doing and not that coaching isn t because there s always some aspect of coaching.
0
SPEAKER_03
But what I do and I have done over my career,
0
SPEAKER_03
is i ve been a fortune one hundred officer of a company that ran a seventeen billion dollar budget i bought and sold over two hundred fifty companies in my career twenty five billion dollars in transactions some of those have been great some of them has been real losers which you learn from the experience nothing that s been a bankruptcy but certainly tough times and good times and so i manage businesses in main street sioux falls south dakota where i m from originally and at the same time i run businesses on wall street.
0
SPEAKER_02
Excellent, okay.
0
SPEAKER_02
And you were working with Kodak at one point, a business that everyone s heard of.
0
SPEAKER_03
Yeah, exactly.
0
SPEAKER_03
I d sold a bunch of businesses into Kodak as part of the transaction and transition that they had as a company.
0
SPEAKER_03
You know, they were looking to move away from a B2C company to a B2B company.
0
SPEAKER_03
That s what they are today.
0
SPEAKER_03
And even after their bankruptcy just a couple years ago, I left that company five years, almost six years now.
0
SPEAKER_03
And last year they went bankrupt.
0
SPEAKER_03
But the only company that they have left
0
SPEAKER_03
That wasn t, that part wasn t your fault.
0
SPEAKER_03
Yeah, that wasn t my fault.
0
SPEAKER_03
Well, they actually went bankrupt back in 1975.
0
SPEAKER_03
It just took them that long to realize it.
0
SPEAKER_03
You know, they forgot the business they were in and they were in the business they thought of making film and that s really not the business they were in.
0
SPEAKER_03
They were in the business of capturing emotional moments.
0
SPEAKER_03
I mean, that s what they are, emotional technology.
0
SPEAKER_03
And they forgot that, and the hubris of their own success led to the bankruptcy.
0
SPEAKER_03
I mean, to try to protect margins on a product that no one was using anymore.
0
SPEAKER_03
You know, you gotta move on.
0
SPEAKER_03
You gotta face the facts, you gotta look in the mirror and say, this isn t working, and they didn t do that.
0
SPEAKER_03
Yet they ve still got a great business, about a $9 billion business, $2 billion on the bottom line.
0
SPEAKER_03
You know, you might say, well geez, they were a failure, but I don t know about you, $2 billion is a lot of money.
0
SPEAKER_03
I d take it.
0
SPEAKER_03
And you d take that.
0
SPEAKER_02
Yeah.
0
SPEAKER_02
Absolutely.
0
SPEAKER_02
What do we want to teach?
0
SPEAKER_02
I mean, you ve got a book coming out.
0
SPEAKER_02
There s a lot of really good stuff in there.
0
SPEAKER_02
Jason, producer Jason read the thing and he s like, there s too much in here for one show, which is great.
0
SPEAKER_02
That s a good quality problem.
0
SPEAKER_03
Oh, I love that.
0
SPEAKER_03
Yeah.
0
SPEAKER_03
We ve got a new book.
0
SPEAKER_03
That s a think big, act bigger.
0
SPEAKER_03
The rewards of being relentless.
0
SPEAKER_03
You know, I m sick and tired of all the Sheralds out there.
0
SPEAKER_03
I m sick and tired of people tell me I can t do this or we shouldn t do this or we ve tried that before.
0
SPEAKER_03
And look, I m from a place.
0
SPEAKER_03
where most people only know on a map.
0
SPEAKER_03
I m from South Dakota, but yet I at one time,
0
SPEAKER_03
500 corporate officers of Fortune 100 companies.
0
SPEAKER_03
I ve risen to the very top.
0
SPEAKER_03
I ve hosted, you know, television shows, primetime television shows.
0
SPEAKER_03
I ve got my own podcast on CBS.
0
SPEAKER_03
I ve got two different television shows on today.
0
SPEAKER_03
And yet, you know, I m from South Dakota and if I can do it, anybody can do it.
0
SPEAKER_03
And so this is about saying we re going to do things differently.
0
SPEAKER_03
It s time to, you know, get off your ass and fearlessly go after what it takes to get there.
0
SPEAKER_03
And really truly define where you want to go and care less about the conventional wisdom or, you know, let s go reframe the limitations and let s steamroll the obstacles and get stuff done.
0
SPEAKER_03
And that s what this book is about.
0
SPEAKER_02
What are some of the advice that you hear that s like the mainstream advice that you see is just blatantly wrong that the charlatans, as you put it, are promoting?
0
SPEAKER_03
Well, there s some secret to all of this.
0
SPEAKER_03
There s no secret.
0
SPEAKER_03
I mean, secret.
0
SPEAKER_03
It s called hard work because it s freaking hard, you know?
0
SPEAKER_03
And that s the biggest thing people have to realize is don t be unrealistic in terms of what you re going to be faced.
0
SPEAKER_03
It s hard.
0
SPEAKER_03
You know, most businesses fail.
0
SPEAKER_03
They fail because they ve been
0
SPEAKER_03
you know, didn t think things out, didn t put enough resources behind it, didn t spend enough time, not enough sweat equity, or they just picked a stupid idea to begin with.
0
SPEAKER_03
So, you know, if you re gonna do it right, make sure you do your homework correctly, make sure you put enough money behind it, be realistic, and then work your fricking ass off, because there s nothing better than doing that.
0
SPEAKER_03
And again, it s hard work because it s hard.
0
SPEAKER_03
And so, you know, a lot of people say, well, let me teach you the secret behind door number one.
0
SPEAKER_03
To get behind door number one, there s really a secret behind door number two.
0
SPEAKER_03
You know, and this is really truly about just doing the blocking and tackling and doing the things that you have to do.
0
SPEAKER_03
And so I put some pretty hard and fast rules about how you want to think about that as you move forward.
0
SPEAKER_00
Speaking on the side of failure.
0
SPEAKER_00
Because I was reading your book today, the past couple of days, and the failure aspect, where you just take the failure culture by the throat and just slam it against the wall, was one of my favorite chapters.
0
SPEAKER_00
Because I think that there is such a failure culture out there, especially in Silicon Valley.
0
SPEAKER_00
And I just want to hear what you have to say about the whole failure mindset.
0
SPEAKER_03
Well, I think the biggest thing is that most people are truly afraid to fail.
0
SPEAKER_03
And what I try to do is I like to embrace it.
0
SPEAKER_03
Let s embrace it like you ve never seen it before.
0
SPEAKER_03
And if we re going to fail, let s fail fast.
0
SPEAKER_03
I mean, for the most part, what we learn, and let me give you a great example.
0
SPEAKER_03
When I was the CMO at Kodak, we went after what I call Big Ink.
0
SPEAKER_03
Big Ink, you know, I used to never say the name, but we re talking about, I ll give you their initials, HP.
0
SPEAKER_03
You know, this is a company that makes $9 billion, $9 billion a year in profit.
0
SPEAKER_03
just offering to purchase and we decided to go after we put together a campaign i don t want to go into it really long to take more than a ninety minutes that we re all talking here together in order to get down to some really great great content but we went out and did a campaign in a motion picture theater a mobile campaign.
0
SPEAKER_03
I don t know about you, but a mobile campaign in a motion picture theater, I thought it was going to be great, because we had a captive audience.
0
SPEAKER_03
And yet we went out and did it, and we failed with it.
0
SPEAKER_03
Why did we fail?
0
SPEAKER_03
Because everyone turns off their phones when they walk into a motion picture theater, right?
0
SPEAKER_03
So what idiot came up with that?
0
SPEAKER_03
Well, that was me.
0
SPEAKER_03
And we went out and spent a couple million dollars on this campaign, and we ended up getting two texts back.
0
SPEAKER_03
Wow.
0
SPEAKER_03
Two texts back.
0
SPEAKER_03
And I looked at everybody and I said, what was wrong with this campaign?
0
SPEAKER_03
When they handed me the sheet of paper and it showed we had two texts, I said, what do you mean, like two million?
0
SPEAKER_03
And they go, no, Jeff, it was two.
0
SPEAKER_03
I said, I can tell you right now, two against the money we spent, that s not a good return on investment.
0
SPEAKER_03
So we focused in and I said, what did we do wrong?
0
SPEAKER_03
And finally someone raised their hand and said, Jeff, what do you do when you walk into a motion picture theater with your phone?
0
SPEAKER_03
Well, you turn it off.
0
SPEAKER_03
Well, I said, where the hell were you when we came up with this campaign?
0
SPEAKER_03
And what I did was I turned back to the team and said, jeez, no one died.
0
SPEAKER_03
No one died.
0
SPEAKER_03
But this is a great asset.
0
SPEAKER_03
We had a great commercial.
0
SPEAKER_03
We tested it and had double digit response.
0
SPEAKER_03
But yet we forgot to look at the basics.
0
SPEAKER_03
And the basics was what s the human behavior when you walk into a motion picture theater with your telephone.
0
SPEAKER_03
And so we repurposed that and we grew the business by 1,427% that year.
0
SPEAKER_03
So it s about being able to say every once in a while, yeah, you re going to fail.
0
SPEAKER_03
You re going to fail.
0
SPEAKER_03
When you fail, no one s going to die.
0
SPEAKER_03
Unless you re doing, come on, you re moving heavy equipment or you re a surgeon.
0
SPEAKER_03
Outside of that, no one s going to die.
0
SPEAKER_03
So move on.
0
SPEAKER_02
A lot of the sort of failure culture in Silicon Valley is kind of like fail fast, fail forward.
0
SPEAKER_02
I mean is that something that big corporations just aren t doing?
0
SPEAKER_02
Is that?
0
SPEAKER_03
Big companies never like to do that and what that does is it stifles them and it stifles their growth because everyone s afraid to fail and they re afraid to be the person that sticks up their hand.
0
SPEAKER_03
I mean think about Domino s.
0
SPEAKER_03
So Domino s recently did a big campaign and I m watching the news and I m watching television one night and I m sure you re watching as well and they run a
1
SPEAKER_00
campaign and they say, our pizza sucks.
1
SPEAKER_00
It tastes like cardboard.
1
SPEAKER_00
You remember that one?
1
SPEAKER_00
The commercial that they re running?
1
SPEAKER_00
And I m thinking, who in their right mind at the corporate office raised their hand in the middle of the meeting and said, hey, hey, hey, hey, I know we re talking about how good we are, but no, we suck.
1
SPEAKER_00
We suck so much that we should run an ad.
1
SPEAKER_00
And we should tell people we suck.
1
SPEAKER_00
I mean, that s basically what they did.
1
SPEAKER_00
And so I went in as part of my television show to find out why would they do that?
1
SPEAKER_00
Who was the person that raised their hand in the meeting?
1
SPEAKER_00
And by the way, what was the meeting like?
1
SPEAKER_00
And when he raised his hand, is that person still there?
1
SPEAKER_00
And so I found out not only is the person still there, he s the chief marketing officer.
1
SPEAKER_00
And so here this guy was in the middle of a meeting saying, no, we re not living up to our values.
1
SPEAKER_00
We re not living up to what we make a promise to the customer.
1
SPEAKER_00
Now their brand promise at the time was really around.
1
SPEAKER_00
They cared more about getting you the box than what was in the box.
1
SPEAKER_03
Yeah, of course.
1
SPEAKER_00
Remember what their slogan used to be?
1
SPEAKER_00
It s 30 minutes or it s free, right?
1
SPEAKER_00
Exactly.
1
SPEAKER_00
So all of us used to sit there and call Domino s pizza.
1
SPEAKER_00
You know, in the second we hung up, we started looking at our watch, hoping that they would deliver us, you know, they would be late and we would get a free shitty pizza basically.
1
SPEAKER_00
And so that was what the brand promise was about.
1
SPEAKER_00
So they fundamentally changed that retooled or redid the recipes around their pizza and they decided to focus on quality.
1
SPEAKER_00
And that s so much i m getting it to you fast i still do a pretty good job of that but they really did that and it s changed their business their stock went from like seventy six cents up to you know to seventy or eighty dollars so they almost ran out of pepperoni when they started running the campaigns so here was an example of these guys took their failure and said we re gonna spend it we re gonna change it we re gonna redefine our company
1
SPEAKER_00
Based on the fact that we used to really suck and now we re going to do something a lot better in a different way and of course now what s it like to change their names dominoes pizza anymore it s just dominoes and so in their in their diversifying their menu they re trying to go a little bit more fast casual in some cases in some places they re adding you know a place for you to sit down and be able to come in and eat so and they didn t do that before because they re redefining their business so a lot better way of doing.
1
SPEAKER_03
Good thing it s not real pepperoni or they really would have been in trouble running out.
1
SPEAKER_00
Well, I m not going to get into that.
1
SPEAKER_03
Yeah, no kidding.
1
SPEAKER_03
I grew up on that stuff.
1
SPEAKER_03
I can t say I have a mixed opinion.
1
SPEAKER_03
You talk a lot about thinking big and acting bigger.
1
SPEAKER_03
What does that mean and how can we actually do that if we don t work like in the C suite at Kodak?
1
SPEAKER_00
You don t have to be a C-level exec to make the changes and to make sure that you can impact change in the business.
1
SPEAKER_00
Let me give you a great example.
1
SPEAKER_00
I had a young gal was working for me, brand new.
1
SPEAKER_00
She d only been there for about a week, week and a half.
1
SPEAKER_00
Her name was Caitlin.
1
SPEAKER_00
She came to me because we were about to leave in about five or six minutes to go and meet with a CEO of a company that we re about to take public.
1
SPEAKER_00
So she stops by my desk and she says to me, she goes, Jeff, should we take color copies of the presentation to the meeting?
1
SPEAKER_00
And I said to her, I said, you know, you re new here.
1
SPEAKER_00
And since you ve only since you re so new, I m going to give you 21 questions that you can ask me in any given month.
1
SPEAKER_00
You can ask me about the meaning of life.
1
SPEAKER_00
You can ask me where the best Italian restaurant is.
1
SPEAKER_00
You can ask me, do you think my boyfriend loves me?
1
SPEAKER_00
You can ask me any question that you want to ask me.
1
SPEAKER_00
Is that one of the questions that you want to ask?
1
SPEAKER_00
And she turned to me and said, probably not.
1
SPEAKER_00
I said, well, good career move, because if you have to ask me that question, what do I need you for?
1
SPEAKER_00
Because see, that s what I ve heard.
1
SPEAKER_00
You re a superstar.
1
SPEAKER_00
We only have superstars because we only work with high growth companies and we want the best people.
1
SPEAKER_00
So if you have to answer questions like that, that are seeming to be to me fairly common kinds of questions that you should be able to decide yourself.
1
SPEAKER_00
I don t need you.
1
SPEAKER_00
And I said, by the way, let me ask you a question.
1
SPEAKER_00
If I said, yes, we need color copies.
1
SPEAKER_00
Do you have time to make them?
1
SPEAKER_00
And she said, no.
1
SPEAKER_00
I said, then never ask me another question like that again.
1
SPEAKER_00
It s a totally useless question.
1
SPEAKER_00
Exactly.
1
SPEAKER_00
But, you know, people get caught like caught up in that.
1
SPEAKER_00
Like they ll come to you and say, how many times you ve heard this in a company?
1
SPEAKER_00
It s not in our budget.
1
SPEAKER_00
I can remember once I was working at Kodak and I want to spend like thirty thousand dollars.
1
SPEAKER_00
It was January the third.
1
SPEAKER_00
Our fiscal year began january the first this was january the third i went to the team and i said by the way what s i think it s a great idea we should do it and someone said it s not in the budget i said what are you talking about.
1
SPEAKER_00
You know seventeen billion dollar company and you re telling me we can t find twenty or thirty thousand dollars and this is the third day and oh my gosh it s that program is that restrictive are you kidding me.
1
SPEAKER_00
Leaners make decisions all the time and have to make choices.
1
SPEAKER_00
And so for anybody, whether you re a small in the company or big in the company, it s about making priorities and about taking those priorities and rejuggling them in any given day.
1
SPEAKER_00
I mean, when I walk in in the morning and I look at my calendar, I might decide to change everything that day because whatever s come in is more important than what I had on the schedule that day.
1
SPEAKER_00
And so that s what you need to really sit down and think about.
1
SPEAKER_00
You know, what s the real thing that you do in the business?
1
SPEAKER_00
And that s to lead the business or to have the greatest impact on the business.
1
SPEAKER_00
And that might mean things change everywhere.
1
SPEAKER_01
Over the last 17 years, we have launched our fair share of online courses, coaching programs, and finding the right platform has always been a challenge.
1
SPEAKER_02
They say if you do what you love, you never work a day in your life.
1
SPEAKER_02
But if you re an entrepreneur, you know the hard work that comes with it.
1
SPEAKER_02
That s why you need Kajabi.
1
SPEAKER_02
Kajabi makes it easy to run your entire online business from one platform so you can focus on what you love.
1
SPEAKER_02
Creating.
1
SPEAKER_01
Kajabi is the ultimate all-in-one platform that helps creators and entrepreneurs build successful online businesses by unlocking predictable recurring revenue.
1
SPEAKER_02
No matter your niche, Kajabi makes it easy to turn your skills, passions, and experiences into enriching online courses, exclusive membership sites, subscription podcasts, thriving communities, personalized coaching, and more.
1
SPEAKER_01
The best part?
1
SPEAKER_01
Kajabi doesn t cut into your revenue because everything is owned and controlled by you.
1
SPEAKER_01
So keep 100% of what you earn.
1
SPEAKER_02
And with Kajabi, you also get robust analytics, easy payment options, email marketing tools, and customizable website templates, all built in.
1
SPEAKER_01
You don t even need a huge audience to make sustainable income.
1
SPEAKER_01
There are thousands of creators on Kajabi making six and seven figures with less than 50,000 followers.
1
SPEAKER_02
Right now, Kajabi is offering a free 30-day trial to start your business if you go to kajabi.com slash charm.
1
SPEAKER_02
That s K-A-J-A-B-I dot com slash charm.
1
SPEAKER_01
Go to Kajabi.com slash charm and join the creators and entrepreneurs who have made over seven billion dollars.
1
SPEAKER_02
Hey Art of Charm listeners, I m excited to share a new podcast I ve been absolutely binging.
1
SPEAKER_02
Winning is an everyday mindset and Craig Robinson and John Calipari are here to help.
1
SPEAKER_02
On Ways to Win podcast, Craig and Coach Cal use their on-court wisdom to solve your off-court problems.
1
SPEAKER_02
Whether it s trouble at home or a workplace dilemma, the coaches will help you find a winning formula for success.
1
SPEAKER_02
You ll hear from prominent athletes, business leaders, and celebrities who reveal insights that made them into the leaders they are today.
1
SPEAKER_02
And don t miss President Obama sharing how he deals with pressure by projecting confidence, believing in your team, and taking criticism.
1
SPEAKER_02
Listen to Ways to Win wherever you get your podcasts.
1
SPEAKER_02
Now, back to the show.
1
SPEAKER_03
How do we sort of practically apply that?
1
SPEAKER_03
How do we sort of watch out for those pitfalls?
1
SPEAKER_03
If we re in a small business or even if we just work for a company and we re kind of in the middle management phase, how do we utilize that concept?
1
SPEAKER_03
Because I feel like a lot of folks think, well, I just work here or I m stuck here in the middle and it s not really something that I can do.
1
SPEAKER_03
I don t have direct access to the boss, for example.
1
SPEAKER_00
Yeah but what are your conditions of satisfaction when you got into that job there were some conditions of satisfaction that you did certain things you were empowered to do certain things are you meeting those promises that you set for the business and separate yourself you know in in for me personally i have three rules or three things conditions of satisfaction one i want to build well.
1
SPEAKER_00
Cause that s how we keep score.
1
SPEAKER_00
So, you know, I, I ve been able to make a lot of money, but I still want to make more because that s the way we keep score.
1
SPEAKER_00
I mean, I love selling things.
1
SPEAKER_00
I love, you know, making business successful.
1
SPEAKER_00
Second is I want to learn new things.
1
SPEAKER_00
I want to be challenged, you know, so I want to learn new things.
1
SPEAKER_00
And then the third piece of it is I want to have fun.
1
SPEAKER_00
Now, if I can t have all three of those things, I don t want to work with you.
1
SPEAKER_00
I don t want to do it.
1
SPEAKER_00
because it just doesn t meet my condition of satisfaction.
1
SPEAKER_00
So inside your own business, there s certain promises that you make to the person above you.
1
SPEAKER_00
And by the way, that we always have somebody above you, no matter how big you think you are, there s always someone bigger.
1
SPEAKER_00
I mean, I can remember when I was a big Fortune 100 company, and I m sitting there thinking, geez, well, $17 billion budget, wow, wow, wow.
1
SPEAKER_00
And then I was sitting next to this guy, Dan Nelson at the time was his name,
1
SPEAKER_00
And Dan was the CMO of GE at the time.
1
SPEAKER_00
He s now the president of their, I think their GE Capital Division, or General Manager, President, CEO of that division.
1
SPEAKER_00
And I remember asking him that day at a luncheon, well, how much do you, what are your growth goals for the year?
1
SPEAKER_00
And he said about $15 billion.
1
SPEAKER_00
That means their company had to grow 15 billion, that was about the size of our company, in order for him to make his bonus numbers, for instance.
1
SPEAKER_00
So no matter how big you think you are,
2
SPEAKER_01
there s always someone bigger.
2
SPEAKER_01
That s nuts.
2
SPEAKER_01
That must be so daunting.
2
SPEAKER_00
It s crazy when you think about something like that.
2
SPEAKER_00
It s just the scope.
2
SPEAKER_00
But you know what?
2
SPEAKER_00
The other thing I ve always said with that, guys, is that it s just zeros.
2
SPEAKER_00
It s just zeros.
2
SPEAKER_00
And I kind of liken it.
2
SPEAKER_00
You run your business the way you run your business on Main Street.
2
SPEAKER_00
You run it on Wall Street the same way.
2
SPEAKER_00
It s just zeros.
2
SPEAKER_00
It s the same people, same problem, same issues, same opportunities, same restrictions, same jerks, same great people.
2
SPEAKER_00
All the things that you have in a small business, you have in a big business just with more of them.
2
SPEAKER_00
That s all.
2
SPEAKER_01
Okay.
2
SPEAKER_01
Yeah, I can see that.
2
SPEAKER_01
I mean, then why not just be a small businessman?
2
SPEAKER_00
Well, because what would be the fun of all that?
2
SPEAKER_00
I mean, sometimes it s to grow and be big.
2
SPEAKER_00
It s okay if that s what you want to do.
2
SPEAKER_00
And I m back to being a small business person myself.
2
SPEAKER_00
If you define small business person as being under a billion dollars, which is where I define most small businesses.
2
SPEAKER_00
There s 28 million businesses in North America.
2
SPEAKER_00
27, or excuse me, 20 million are less than a million dollars in revenue.
2
SPEAKER_00
7.5 businesses in North America are between one million and 10 million.
2
SPEAKER_00
There s 585,000 businesses between 10 million and 100 million.
2
SPEAKER_00
15,000 businesses between 100 million and a billion, and only 7,500 businesses greater than a billion.
2
SPEAKER_00
Most people think that the numbers are a lot higher than that.
2
SPEAKER_01
Yeah, I definitely did.
2
SPEAKER_01
I was like, wow, this is a pretty small number of business.
2
SPEAKER_00
When you look at above, and by the way, 600,000 businesses roughly that are above 10 million in size, in revenue, control about 95% of the spend.
2
SPEAKER_00
We re involved with the C-suite network.
2
SPEAKER_00
That s what I m chairman of.
2
SPEAKER_00
The C-suite network focuses in on those 600,000 businesses, or roughly if you take five leaders times each of those businesses, about 3 million executives, 3 to 5 million total.
2
SPEAKER_00
Because I would go to anybody that s in a VP or higher is what I would consider in the C-suite.
2
SPEAKER_00
especially at businesses that are above that $10 million range.
2
SPEAKER_00
You know, every time you add a zero to a business, you change the complexity of the business.
2
SPEAKER_00
You know, when you re under a million, it operates a certain way.
2
SPEAKER_00
When you get to be a million dollars, well then, you start to take on different characteristics of scale.
2
SPEAKER_00
When you get to 10 million, then it changes, now you gotta start thinking about having somebody from HR, you probably gotta have a good legal team to start with.
2
SPEAKER_00
If you get to 100 million, you gotta have all those plus something, you want a real good CFO, you want a good,
2
SPEAKER_00
Good cmo at that level you want real great great technicians and professional so so you look at those of the scale of businesses it just changes things.
2
SPEAKER_01
Yeah that totally puts things in perspective to can humble you are or exciting depending on where you re at right.
2
SPEAKER_00
No, it s scary.
2
SPEAKER_00
Sometimes, you know, I was in a three person public relations firm when I stepped in to the role at, um, at Kodak, I had never managed a budget that big.
2
SPEAKER_00
I had, I d come from, you know, a couple of years before that I was with a billion dollar company.
2
SPEAKER_00
Um, actually we did 2 billion and it was a major printing company that we did a roll up and I was leading sales and marketing at that company.
2
SPEAKER_00
And that was big.
2
SPEAKER_00
And I thought that was really big.
2
SPEAKER_00
I thought it was hot stuff then.
2
SPEAKER_00
And then I got the call for the other job.
2
SPEAKER_00
And then you re sitting in these meetings going, you know, somebody should do something about this when you re hearing all these problems.
2
SPEAKER_00
Right.
2
SPEAKER_00
And then you realize, well, it s you, you know, that s when it becomes a little scary.
2
SPEAKER_00
Sometimes you re the one responsible for it.
2
SPEAKER_01
And now, speaking of responsibility and personal responsibility, you have a phrase that I love, which is clean your own bathroom.
2
SPEAKER_01
And I d love to talk about that, because I feel like there s a trend in the entrepreneur, or even just the small business community, where it s like, outsource this, outsource that, hire this, and then you ll just be on the beach hanging out.
2
SPEAKER_01
And it s like this weird myth.
2
SPEAKER_00
It s a different thing.
2
SPEAKER_00
I don t want to be bothered with it.
2
SPEAKER_00
But there s two things.
2
SPEAKER_00
I cleaned the bathrooms in our office today.
2
SPEAKER_00
And people say, what do you mean you do that?
2
SPEAKER_00
I said, well, I want people to know there s no job that s beneath any of us.
2
SPEAKER_00
That s one.
2
SPEAKER_00
Two, if I m cleaning the bathrooms, if I ask you to help take out the trash or or to pick up around your desk, you really can t complain much.
2
SPEAKER_00
And really, it s an analogy, not so much for about cleaning the bathrooms.
2
SPEAKER_00
You got clean toilets, but never lose sight of what s happening within your business.
2
SPEAKER_00
And by the way, if you ve ever walked into any business, into a bathroom of a business, and you see a really sloppily looking, you know, bathroom, like a restaurant, you really want to eat there.
2
SPEAKER_00
And if the bathroom is really bad, then what s the kitchen look like?
2
SPEAKER_00
Oh, God.
2
SPEAKER_00
Exactly.
2
SPEAKER_00
But, but you got to think about things like that, not as a business owner.
2
SPEAKER_00
You know, I kind of think that way.
2
SPEAKER_00
And, and so when I m walking into a bathroom in a franchise operation or, you know, a restaurant, I m going, man,
2
SPEAKER_00
Oh, this looks terrible.
2
SPEAKER_00
What s the rest of the operation look like?
2
SPEAKER_00
If they can t clean the bathroom, which you know they re going into multiple times during the day themselves, is the rest of it just a front for the rest of it for me as a customer?
2
SPEAKER_00
And so that s what I mean by never lose sight of what s happening with your business.
2
SPEAKER_00
Even if you re the CEO,
2
SPEAKER_00
It s real important for you to occasionally check in on your employees and don t let your ego get in the way of running the business.
2
SPEAKER_01
I totally get that actually, yeah.
2
SPEAKER_01
One of the things we did back at the Art of Charm like six years ago, we had a bunch of young millennial types and I ll include myself in there too.
2
SPEAKER_01
We were making a lot of money really quickly and everybody got kind of cocky and people started, their performance started to really bite.
2
SPEAKER_01
They would start drinking at like 2 p.m.
2
SPEAKER_01
and they d be like, I can do this with my eyes closed and they d show up late or they would,
2
SPEAKER_01
you know, come unprepared.
2
SPEAKER_01
So what we did is we went to, our CEO at the time, he called this local movie theater.
2
SPEAKER_01
He woke up everyone at like 7.30 a.m.
2
SPEAKER_01
on like a Saturday and everyone was like, F you, what are we doing here?
2
SPEAKER_01
And he dragged us out to this movie theater and we all cleaned the bathrooms and the toilets as sort of a humbling experience.
2
SPEAKER_01
And we did a bunch of other stuff that day as like team building.
2
SPEAKER_01
And had a lot of sort of reality checks until, you know, there were a lot of stories about other companies that were doing much better than we were in like a similar space and all that stuff to sort of illustrate the potential of where we could be if we took our heads out of our butts kind of deal.
2
SPEAKER_01
And it was, I don t want to say it was super effective, but it definitely did the trick here and there for a few people.
2
SPEAKER_00
Well, you know, I even tell people one of the biggest things you can do in a business is take a servant mentality.
2
SPEAKER_00
And I think if you have a servant mentality that you re there to service your customer, you re there to do whatever they need and that they have something that you want, which is called money, that you actually do a pretty good job of it.
2
SPEAKER_00
And so I ve just learned over the years, that s what I try to do.
2
SPEAKER_00
And it s a lot of yes sir and no sirs and a lot of yes ma ams and no ma ams.
2
SPEAKER_00
And does that mean that someone s above me now?
2
SPEAKER_00
It just means I want to treat you with great respect.
2
SPEAKER_00
And you know, again, cleaning the bathrooms or, and we do this, but when people see me cleaning up,
2
SPEAKER_00
every day and wiping off my desk, you know, and my desk is in the middle of everybody else s desk.
2
SPEAKER_00
And when they see me cleaning up in the kitchen and doing other little things like that, what do they do?
2
SPEAKER_00
They tend to take notice of that.
2
SPEAKER_00
Or when I do that, and then I can go by your desk and say, you know, this is, you look like a slob, you know, you really need to clean this up, which I do.
2
SPEAKER_00
I mean, this is a big style, you know, hey Gene, you need to pick this up.
2
SPEAKER_00
They can t, they can t get too mad at me about that.
2
SPEAKER_00
Because they see me doing the other things.
2
SPEAKER_00
And by the way, we all take turns with chores around the office.
2
SPEAKER_00
I mean, you know, today I only have about 50 employees that are, you know, supporting me and doing the things that we do.
2
SPEAKER_00
But when they see me doing that and they re doing it, it didn t take care of it.
2
SPEAKER_00
When I ve always gone into a business and I bought the business, the first thing I do is clean.
2
SPEAKER_00
because i think it s refreshing for the business so i mean i literally go in and i have everybody help and we take part of the day and we start cleaning out files we get rid of trash we get rid of the stuff that s there we refresh everything you know i remember one time in one business we went in the kitchen and we started cleaning the floor and we found out the floor was white and everybody said you know was kept saying oh my god i thought this was gray tile
2
SPEAKER_00
and it was actually white by the time we got done.
2
SPEAKER_00
So it s refreshing for people and it gives them a whole different atmosphere of taking care of the place, which I think there s an analogy around that.
2
SPEAKER_01
Well, I definitely can see that.
2
SPEAKER_01
I gotta ask though, what s the key to thinking bigger and acting bigger?
2
SPEAKER_01
Because a lot of people are like, yeah, yeah, think big, act bigger.
2
SPEAKER_01
What does that mean though?
2
SPEAKER_01
And how did you get there?
2
SPEAKER_01
How can we get there?
2
SPEAKER_01
Because it seems easy to say that and tougher to actually do it.
2
SPEAKER_00
It s always tough to do.
2
SPEAKER_00
Again, like I said, it s hard.
2
SPEAKER_00
Look, I came from South Dakota, and there were a lot of people that were around me that thought, well, importing or exporting is something we do to Iowa.
2
SPEAKER_00
I m going like, whoa, whoa, whoa, there s a bigger world out there.
2
SPEAKER_00
And so when I was sitting in South Dakota, and I remember when I first realized this, I was a lobbyist for years.
2
SPEAKER_00
And so I lobbied at a state level, and I worked in government.
2
SPEAKER_00
And I was doing all this work, and then I realized, geez, I could go do this in Washington, D.C.
2
SPEAKER_00
So I just picked up and I did it.
2
SPEAKER_00
I found out.
3
SPEAKER_00
wasn t that tough.
3
SPEAKER_00
You know, and then as I started working with buying and selling companies, I figured out I could do them with bigger companies and it wasn t that much different.
3
SPEAKER_00
And so it s just, it s first saying in your mind you re going to do it and then really truly doing it.
3
SPEAKER_00
All right.
3
SPEAKER_00
And so I have written above my door in Sioux Falls and this is on our, even our website because people say, you know, Hey, we got offices in New York, LA, San Francisco and Sioux Falls.
3
SPEAKER_00
When I say Sioux Falls, you know what the next question is?
3
SPEAKER_00
Where s that?
3
SPEAKER_00
Well, where s that, or why do you have an office in Sioux Falls?
3
SPEAKER_00
And my next answer is because I can.
3
SPEAKER_00
Because I can.
3
SPEAKER_00
And I started putting that on our website.
3
SPEAKER_00
Now I even put it over the door of our business.
3
SPEAKER_00
And I get everybody to understand, why are we doing this?
3
SPEAKER_00
We can do it one way, or we can do it the other.
3
SPEAKER_00
And this other way seems a lot more fun, and a lot bigger, and has bigger rewards, and has a bigger impact, if you think big.
3
SPEAKER_00
but not just beyond thinking big.
3
SPEAKER_00
If you act big, you know, it s one thing to say, you can go in and get in the front page of the wall street journal.
3
SPEAKER_00
The next thing is to go do it.
3
SPEAKER_00
And once you do it, you find out it s pretty good and it wasn t that tough.
3
SPEAKER_00
And so what s to go do it again and do it again and do it again.
3
SPEAKER_00
Don t let other people set the limitations on you.
3
SPEAKER_00
We get in stories.
3
SPEAKER_00
In fact, I ve had a couple of pages.
3
SPEAKER_00
I m sure Jason remembers this, that we had a couple of pages in there.
3
SPEAKER_00
I have people just give me your excuses.
3
SPEAKER_00
Give me the best excuses you ve ever heard.
3
SPEAKER_00
And it s amazing, you know, it s not in the budget.
3
SPEAKER_00
We tried that once before.
3
SPEAKER_00
We can go on down.
3
SPEAKER_00
So let s try it again.
3
SPEAKER_00
You know, I used to play football.
3
SPEAKER_00
I can remember when, you know, I get blocked and I get hit and get knocked down.
3
SPEAKER_00
What did I do?
3
SPEAKER_00
I got up again.
3
SPEAKER_00
And if I got knocked down again, I got up again.
3
SPEAKER_00
And that s what you have to start to learn about thinking big for any person or company, any age or size is to own who you are because you can t.
3
SPEAKER_00
There s no difference between you and Steve Jobs or you and some of the greatest companies and leaders in the world.
3
SPEAKER_00
Look, I ve sat in the rooms with these people.
3
SPEAKER_00
They put on their pants the same as you or I, and I haven t found any of them to be really, truly much smarter than the average person that lives down the street.
3
SPEAKER_00
It s just that they did it.
3
SPEAKER_00
That s the difference.
3
SPEAKER_01
What happens when other people try to set limits for you?
3
SPEAKER_01
I mean, how can we sort of protect our mind and protect ourselves from when that happens?
3
SPEAKER_00
I think you have to have a real good sense of who you are.
3
SPEAKER_00
You know, if you have a real good sense of who you are and try not to be the things you think you should be, but to truly be who you are, own it.
3
SPEAKER_00
To really be comfortable in your own skin is the first thing that s very, very important.
3
SPEAKER_00
And that s why I work a lot with young women because I just, I m so mad at the way we ve treated young women.
3
SPEAKER_00
to get them to believe that they re not as good as they should be when they re so great at everything they do, the way they look, the way they talk, the way they carry themselves, the way they position themselves.
3
SPEAKER_00
I mean, it s unbelievable.
3
SPEAKER_00
But, you know, look, I am who I am.
3
SPEAKER_00
You know, I m six foot three, 250 odd pounds right now.
3
SPEAKER_00
And, you know, as my wife, the first time I met my wife s great grandmother, my wife is five foot one, about 105 pounds, and Grandma Agnes was even smaller than her.
3
SPEAKER_00
And the first time Grandma Agnes met me, she looked way up at my wife and she looked way up at me.
3
SPEAKER_00
She turned to my wife, she looked way up at me.
3
SPEAKER_00
She turned back to my wife and said, isn t he bigger than necessary?
3
SPEAKER_01
Nice.
3
SPEAKER_00
And it was finally one time in my life, I was playing rugby and I had a picture that was taken of me and I was with the team and I realized, hey, I m bigger than these guys.
3
SPEAKER_00
And it was the first time I realized I was a big guy.
3
SPEAKER_00
And there are certain attributes around that, that I just say, geez, I might as well own them.
3
SPEAKER_00
You know, if I m from South Dakota and I am a cowboy cause I wear cowboy boots and I ride horses and I do, I am who I am and I m outspoken and I m in half the time when I m on television or, or somewhere, someone will say, did he just say that?
3
SPEAKER_00
You know, I was figured, you know, what the heck own that.
3
SPEAKER_00
So for me, that works well.
3
SPEAKER_00
It doesn t work well for everybody.
3
SPEAKER_00
So whatever you are, own that and be that.
3
SPEAKER_00
And once you are that, then understand that.
3
SPEAKER_00
and deliver on that brand, whether it s your own personal brand or the company s brand, deliver on the brand, because that s what a brand is.
3
SPEAKER_01
Now, why do you hate TED Talks, I gotta ask?
3
SPEAKER_00
Oh gosh, I can remember when I first made this comment, and I decided to go ahead and put it in the book, was I got through talking about just what I just mentioned to you about, about being who you are and owning it, and that a brand is nothing but a promise delivered.
3
SPEAKER_00
So what is it that you re promising to deliver?
3
SPEAKER_00
So for instance, I mentioned to you earlier, I only work with high growth companies.
3
SPEAKER_00
I don t want to work with companies that are high growth.
3
SPEAKER_00
It s no fun.
3
SPEAKER_00
They don t act like high growth companies.
3
SPEAKER_00
High growth companies want to deliver high growth.
3
SPEAKER_00
And that s how we determine with people.
3
SPEAKER_00
We sit down with them and we say, hey, what kind of clients do you work with?
3
SPEAKER_00
And we only work with high growth clients.
3
SPEAKER_00
And then we shut up.
3
SPEAKER_00
They ask us, well, what s a high growth company?
3
SPEAKER_00
Well, obviously you re not one because you had to ask us.
3
SPEAKER_00
So we re not interested in working with you.
3
SPEAKER_00
So that s one way we weed you out.
3
SPEAKER_00
And the other is they usually spend about the next 30, 40 minutes trying to convince us they re high growth, which is trying to convince us to do business with them.
3
SPEAKER_00
The reason I don t like TED talks is I just got through explaining what a brand was to a group of speakers.
3
SPEAKER_00
And then right after I got through talking about being original, be who you are, and the fact that I speak to corporate audiences, I work with businesses, and then someone said, well, when are you going to do your first TED talk?
3
SPEAKER_00
And I said, please be advised, I will never do a TED Talk.
3
SPEAKER_00
I think I ll use a much stronger language than that.
3
SPEAKER_00
And the reason is, that s not my audience.
3
SPEAKER_00
I don t think TED Talks, TED, is aimed at that business.
3
SPEAKER_00
Now, if you wanna change the world, you know, hug a tree, you know, pet a kitten, by all means, go to a TED Talk.
3
SPEAKER_00
Because I think that s where their focus is at.
3
SPEAKER_00
You don t see big corporate people.
3
SPEAKER_00
You don t see the target market.
3
SPEAKER_00
You don t see the high growth types of businesses that we work with at those kinds of talks.
3
SPEAKER_00
So it s not my audience.
3
SPEAKER_00
Doesn t mean I don t like them.
3
SPEAKER_00
I mean, the people that go or the fact that, you know, I do find some TED talks to be interesting, but by and large, people are doing them just to pad their resume or they re doing them just to be somebody they think they should be rather than be who they are.
3
SPEAKER_01
Well, what advice do you have for somebody who feels stuck in their business or stuck at work?
3
SPEAKER_01
And something very practical, because it s easy to say like, hey, think bigger, act bigger.
3
SPEAKER_01
But what if we feel like, well, I m already kind of big for where I m at, but I m still not satisfied?
3
SPEAKER_01
This might even be the same advice you would have given to 21-year-old you at the time thinking, well, I m not going to be able to be that person.
3
SPEAKER_01
And even if you always thought that you would, there s a lot of people listening that think, well, you know, you re, you were working in the C-suite at Kodak.
3
SPEAKER_01
I m just not cut out for that.
3
SPEAKER_01
Or I don t know how to get there from here.
3
SPEAKER_00
I think you are.
3
SPEAKER_00
I think everybody s cut out for it.
3
SPEAKER_00
If they really want to do it, it s just a matter of making up your mind that you want to do it first.
3
SPEAKER_00
And I m not trying to be flippant about that.
3
SPEAKER_00
Look, there s a lot of stupid people that are in the C-suite.
3
SPEAKER_00
Trust me.
3
SPEAKER_00
There are a lot of, you know, there s a lot of smart people there too.
3
SPEAKER_00
Anything that you find in normal society, you will find at those levels.
3
SPEAKER_00
People who are insecure, people who are cocky, people who are full of it, people who have no business being there, all the above.
3
SPEAKER_00
In terms of that, the key thing is to decide what it is you want to do.
3
SPEAKER_00
And then I get back to these conditions of satisfaction.
3
SPEAKER_00
What are the promises that you want to make to yourself?
3
SPEAKER_00
And then how do you apply everything that you do against those promises?
3
SPEAKER_00
Most people don t hold themselves accountable.
3
SPEAKER_00
in terms of making those determinations of the things that are going to drive.
3
SPEAKER_00
If I was with a group, again, I was with a group of speakers, Million Dollar Speakers, because I just got put into the Speakers Hall of Fame.
3
SPEAKER_00
I m in the Speakers Hall of Fame with Ronald Reagan and Colin Powell and Zig Ziglar and Norman Vincent Peale.
3
SPEAKER_00
And so I was speaking to a group of Million Dollar Speakers.
3
SPEAKER_00
And one of the guys, there were two guys in this group of five or six people I was sitting at a table visiting with, and they were complaining about this particular CRM software.
3
SPEAKER_00
And they said it was holding them back.
3
SPEAKER_00
And they kept holding them back.
3
SPEAKER_00
And they went on and they were bitching about it for like 45 minutes.
3
SPEAKER_00
And I said, at the end, I said, you know, you re never gonna change.
3
SPEAKER_00
And they said, what do you mean?
3
SPEAKER_00
I said, it s painful to change.
3
SPEAKER_00
And yet you want that, but you re not going to do the things you need to do to change.
3
SPEAKER_00
If it were easy, everyone would do it.
3
SPEAKER_00
It s difficult.
3
SPEAKER_00
And I said, a year from now, you re gonna be in the same room bitching about the same things.
3
SPEAKER_00
And you just help me make up my mind that I m not gonna do that.
3
SPEAKER_00
because I m about to go out and get scale on one of my businesses.
3
SPEAKER_00
And I ve been putting off going out and raising three or $4 million to do it because I ve been able to fund it myself.
3
SPEAKER_00
But yet, if I had that money, I could be able to impact my business dramatically.
3
SPEAKER_00
And finally, by listening to them, put me in the mindset of what s holding me back.
3
SPEAKER_00
from making and doing the same thing.
3
SPEAKER_00
And to go through the pain of having to sit down and make a list of the 80 investors, to solicit them, to go to them directly, and spend the time and put off the other things that are less important than the things that are more important.
3
SPEAKER_00
And that s just, it s just making simple choices in life, and you just gotta be willing to say, I can make that choice.
3
SPEAKER_01
What about risk tolerance?
3
SPEAKER_01
I mean, a lot of people, they jump into a business, or they re afraid
4
SPEAKER_02
to jump into a business, which I m not saying like, ah, you re afraid, you wimp.
4
SPEAKER_02
I think there s just risk tolerance levels.
4
SPEAKER_02
I don t know, is it genetic?
4
SPEAKER_02
Is it something you build over time?
4
SPEAKER_00
Well, I think it s something that s actually ingrained in us a little bit, but it s a little bit in our personalities, but it s more around the things that we did when we were little and we got in trouble for, and we re afraid to get past that because somebody might be looking.
4
SPEAKER_00
So it gets back to that question we talked about earlier about driving into failure.
4
SPEAKER_00
And the biggest thing I want to leave with people,
4
SPEAKER_00
No matter what you do, no matter what changes you make, and let s just say you do make a mistake, no one s going to die.
4
SPEAKER_00
And that s gotta be a mantra for you.
4
SPEAKER_00
If you wanna think big and act bigger, you have to realize, by and large, for what we re doing in our businesses every day, no one s going to die.
4
SPEAKER_00
So what happens if you fail?
4
SPEAKER_00
Okay, get over it, move on.
4
SPEAKER_00
It cost you more money, move on.
4
SPEAKER_00
It took you more time, move on.
4
SPEAKER_00
You gotta redo it, move on.
4
SPEAKER_00
and just get it done.
4
SPEAKER_00
And there s gonna be a million things that are gonna get in the way of you doing it.
4
SPEAKER_00
It doesn t get done until you start with the first one.
4
SPEAKER_00
So just keep pushing, be relentless, and just steamroll through those things, because there s a pony in there on the other side, and that s what you have to go fight for.
4
SPEAKER_02
Excellent, thank you so much, man.
4
SPEAKER_02
Really appreciate your time.
4
SPEAKER_02
I know you ve got a lot of stuff going on, so I appreciate you spending time with us today.
4
SPEAKER_00
All right, guys, appreciate it.
4
SPEAKER_00
Thanks so much, cheers.
4
SPEAKER_00
You got it, bye-bye.
4
SPEAKER_02
Really interesting, the clean your own bathroom thing.
4
SPEAKER_02
I mean, he s just one of those guys, Jason, where I feel like he s not just saying that.
4
SPEAKER_02
Like, I really think he did clean his own bathroom.
4
SPEAKER_02
Oh, absolutely, man.
4
SPEAKER_02
He talks the talk and he walks the walk.
4
SPEAKER_02
Yeah, his book is, you read the book.
4
SPEAKER_02
You liked it, right?
4
SPEAKER_02
Oh, I liked it a lot.
4
SPEAKER_02
Yeah, it s a fantastic book.
4
SPEAKER_02
And I love the irrational thing, the sort of stubbornness, irrationality as a leader in doses is a good thing.
4
SPEAKER_02
And the conditions of satisfaction not only applies to business, but you can extrapolate that to the rest of your life as well.
4
SPEAKER_02
Are you having fun doing it?
4
SPEAKER_02
Are you making money?
4
SPEAKER_02
Are you learning?
4
SPEAKER_02
I mean, these are basic principles that I think once you lose sight of that, you can run into trouble.
4
SPEAKER_02
So I hope people dug that.
4
SPEAKER_02
Show feedback and guest suggestions.
4
SPEAKER_02
This show s a fanarchy.
4
SPEAKER_02
It s run by you.
4
SPEAKER_02
We rely on you to help keep our finger on the pulse, so if you know someone who s a good fit for the show, let me know, jordanattheartofcharm.com.
4
SPEAKER_02
If you enjoyed this one, don t forget to thank Jeffrey on Twitter.
4
SPEAKER_02
We ll have that linked in the show notes as well as the other resources and of course the book mentioned on the show.
4
SPEAKER_02
I m also on Twitter.
4
SPEAKER_02
I post a lot of stuff that, frankly, either doesn t deserve to be on the show, or just doesn t make the cut, or is too scandalous for the show, at the Art of Charm, at the Art of Charm on Twitter.
4
SPEAKER_02
Bootcamp details for our live programs, remember, sold out a few months in advance, so if you re looking at it now, get in touch ASAP, plan ahead, bootcamp.theartofcharm.com.
4
SPEAKER_02
Also on the website, we ve got the blog where we dig deep on these topics, and you can engage with the AOC team there as well.
4
SPEAKER_02
Subscribe at iTunes, write us a review.
4
SPEAKER_02
If you re not an iTunes guy, we ve got our iPhone and Android apps available as well at theartofcharm.com slash iPhone or slash Android.
4
SPEAKER_02
Write us a review in iTunes, we ll love you forever.
4
SPEAKER_02
And it s the best way to support the show other than buying products or training from us.
4
SPEAKER_02
Special thanks to the Jasons for their help in production of the Art of Charm podcast.
4
SPEAKER_02
Go ahead and tell your friends because the greatest compliment you can give us is a referral to someone else either in person or shared on the web.
4
SPEAKER_02
Now have a great week and leave everything and everyone better than you found them.
4
SPEAKER_01
Thanks for listening to The Art of Charm.
4
SPEAKER_01
Get more confidence, relationship skills, life hacks, and everything for the extraordinary man at theartofcharmpodcast.com.