Connect with Luis personally
How to accelerate your business growth.
Are you doing business or are you playing business?
What does it take to build a business that thrives? How can you become an ultimate CEO?
Thanks to the one and only, Jerry Macnamara, for sharing his story with which he is inspiring and helping many become the CEO that they envisioned.
Jerry has been an instrumental piece on the journey of building BIZBROS. His knowledge, accountability, and love for seeing other entrepreneurs succeed is unmatched.
Some of these conversation’s favorite #GoldenBoulders were:
🔥 The 3 ”Attributes” To Building Strong Relationships.
🔥 The Biggest Business Sin!
🔥 Defining The Clarity Code.
🔥 And Much More…
Tune in and enjoy!
Today we're bringing back. One of the OG guests of content is profit. Our good friend and mentor. Hey, first came on on episode 27. Can you believe the Francis 27 2 0 5. Just for reference in there right now.
And now it's back to blow your socks away. One more time. Let's go. That is right. Today's guest. We'll help you accelerate your business with. Fewer headaches and you'll probably drop some of the best hashtag golden boulders this show has ever seen. So you better put on your helmet right now. Go ahead and do it.
He also has been in franchise 500 twice in fasts, growing private companies, twice business journal, fast 53 times business Journal's ultimate CEO. That's, that's a cool title to have business journals, 40 under 40 trend magazine, best place to work. And to top it of content is profit. All of favorite. Let's go.
That's definitely the best one. That is the purpose. And I mean, we can tell today's guest is definitely an overachiever, but that is how we love it. Let's go. I'm soap up top, please. Welcome CEO of proven KO's mentor and friend, and your next business coach Jerry, Jerry, Jerry, Jerry. Thanks guys. Woo. Hey, how, how, how awesome.
How does that come from two episode 27? Just gonna put it in. All right. So I wanna be on the real hall of fame, which I wanna be ahead of George Bryant. I know he is been on three times. I know Pablo's been on twice and Katherine Jones has been on twice. So I'm gonna pester you guys until I catch George and then I'm gonna, I'm gonna surpass him.
Yeah. But, uh, it's serious game on. No, let's do it. I love it. Uh, special additions by the way. So we can, you know, we we'll do the, the CEO bundle, you know, and then for our awesome listeners. So if you're interested in the CEO bundle, send us a quick DM, be like I'm interested in the CEO bundle. Uh, and we'll let we'll consider bringing Jerry on a third and maybe a fourth time for that bundle.
Um, I'm just say, no, Jerry you're, the doors are obviously are always welcome. You know, that you have a special, the doors are always welcome. Open, open, you know, I love you guys. And we have a, we have a mutual friend and, and I was saying to them, I said, could you imagine Lu and Louis at 21 at a bar and the shtick that they would have at a bar trying to pick up women.
I just think that would be hysterical to watch. I wish I could be the fly on the wall back. We should have done done. Yeah. We should have done a, a, a reality show back then, you know, I mean, it was so good that I like my, my wife. I met him when I was 21. So I'm just saying that it was that good, Jerry. It was that good.
I'm just gonna say that. Yeah. I'm just saying FCI. What do you have to say? I mean, I'm just, I'm just there for the dance movie area, you know, that that's for that in the beard, the pretty face you're there for the beard. That is right. Jerry. Thank you so much for coming today. I'm very guys, thank you so much for the, um, um, kind.
Words and the introduction I always said, my mom gave me my best introduction and since she's not here anymore. Thank you so much to gimme those kind words. So thank you. Absolutely, man, we, we are like your number one fans. I'm not kidding. Um, and hopefully we're your number one friends too, right? Or right.
Amen. Get me to number four, get me to episode four. We'll talk. That was right, baby. He is gonna start calling you Mr. McNamara. You know when we've talked about this, right. Hey, Hey, okay. Let this be a lesson for publishing, right? Like, uh, a lot of what we talk here on the show is like, you know, obviously we bring, I guess, but we wanna be having a discussion, right?
We don't wanna. But, you know, we don't wanna be like under them or like, and so on. And there's different ways that we can do that if you're interested in knowing those ways, let us know. But there's been a few guests, like, you know, Mr. McNamara over here and you know, some others that are Mr. Mr. McNamara is in West Virginia with my brother.
celebrating his birthday yesterday. And so, um, you're you're Mr. JM, Mr. JM . Uh, but it was funny, I think like the first experience with Todd brown I'm Zi goes like Mr. Brown. Yes, of course. And then my next, Mr. Brown, I said, Mr. Todd, Mr. Todd, not Mr. Brown. Ah, it wasn't a first name basis. I know, but you know, it can be intimidating sometimes when you get this big people big, Mr.
I get the sweaty pits sometimes, you know, but I, I have now from episode 27, we have a few bonus episodes there. So I would say I have over 200 episodes of experience. No more sweaty pigs, Jerry, and I'm ready to take on the golden boulders that you're about to share today. Well, you, you know, to, to that point Fonzi, before we go on , first of all, I, I love what you guys do.
I so appreciate, um, your help and your guidance as I've gone on my journey. And I think we talked about this in 27, you know, I don't believe in levels of people or corporations, you know, we're all just people, we're all loving people, learning. Uh, we've all lost something. We've all hated something. And so for me, It's all about being human and loving your people.
And so when you do that, um, so many things just fall right into place. And so I, I always say that everyone that knows me well knows love, love is my first value. And I always say, love your people and treat them as whole people. So there are no levels at life. I love that. And I think this is like a perfect segueway for the topic.
Number one, topic, number one. we have like, we have like a whole new show here today. no, but actually Jerry, uh, yesterday I was listening to this audio clip from Ben settle. I don't know if you know who he is, but he's like a pretty big name. I don't know him. He's like a huge email marketer. But that that's all he does.
He's been doing it for like decades. Right. Um, and he will start, hold on, hold on, hold on. So Fonzi, you're saying he's very, very focused and very, very successful. Have you ever heard me say that to you? Yes, absolutely many, many times I knew this was gonna be a coaching session for us, and we just wanted to go re record that a full disclosure, by the way, we've been working with Jerry for a few months now.
And like the, the clarity that has come through that, at least on my side, I don't know, FCI FCI sometimes gets a little confused, but , uh, you know, it has been incredible. Uh, and we're super fortunate to, to share that journey with you guys as, as we move along today. So I just wanna mention that out there, because if you see those internal jokes, that's because of that.
So come join in our awesome groups together. Jerry actually has open hours office, you know, open office hours where anybody can come in and ask any questions. So we highly recommend that we're gonna leave all the links right below. So I just wanted to plug that at the beginning of it because. What's about to happen.
You're gonna be like, oh my gosh, I need to be there in all those, uh, office hours. Yeah. They're absolutely amazing. And they have a bunch of great entrepreneurs in there, but back to the topic, one, go ahead. One topic one, there we go. Reset, reset. So he was talking about email marketing and he was saying like, you know, with this new, uh, iOS update, people are all concerned with their emails, deliverability, uh, open rates.
And he's like, dude, none of that matter. He's like none of that matter, cuz you're not trying to sell the click. You are selling their relationship, right? Yes. And you said people don't say louder, say louder levels. Right. We are all just people. And I think that translates into marketing so well, because like he mentioned, right, we are here to sell the relationship.
Right. And I think when people start falling into the tactics and hacks and all that stuff, yes. There's strategy. But I think if we can base around how can we connect right. Person to a personal level with a person that we're trying to help that is just gonna, you know, accelerate or business growth. Huh.
Interesting. Right. So I'm curious Jerry, right? Cause you are extremely good at building those relationships with people. I mean, I've noticed it, uh, obviously with us, but at the same time I've been to your office hours a few times. I'm not gonna lie. I wish I, I, I I've been more, not gonna lie, but um, throw myself under the bus right here.
But, but you know, I can tell everybody in there not only respects you, but like you said, they love you too. And they love the whole community that you've built. And it's incredible to see how everybody's cooperating with each other. What are some of the elements to sell these relationships, to build these strong relationships with the per the people that you're trying to help?
Yeah. I, I, it's a great question. So I look at every relationship that you go through. There's, there's what I call the arc. And the arc has three parts likable, right? So what's the energy that this person is putting out when they pick up the phone or they get on a zoom call in today's, um, day and age, you know, what's the energy, do they, are they the sad sack or are they putting the positive energy where you're like, wow, that, that, person's pretty cool.
Mm-hmm the second piece of it is relatable. Do you look and say, huh? I can relate to this person. I can see myself having lunch or dinner with them and talking about things outside of. Whatever it is that the topic might be. And the third is, you know, the payoff and it's competent. Yeah. So you have to be likable, relatable and competent.
And competence is just simply, does this person actually know what they're talking about? Mm. And I don't care if this is a customer relationship. I don't care if this is a personal relationship. I don't care if this is a business relationship. every person goes through the same exact arc. If you're interviewing for a job, when you show up, are you looking the part, do you give the right energy?
Do you connect with the person? And then you get the chance to demonstrate your ability to add value to them as a person, as a company, whatever it may be. But every relationship traces that same, a likable relatable, competent. And so, you know, you guys, and I we've had this conversation a number of times, the more secure, secure you are in who you are and how you wanna show up in life or in my, my place, you know, with my leaders, how do I wanna show up for my people?
The better you will be, and the more effective you will be in building those relationships. So that you're able to create outcomes and impact that make a difference. Mm. I love it. I love it. I'm gonna repeat that one more time. Likable, relatable and competence, right? Yes. So I'm curious, have you had any, do you have any stories from both sides of the spectrum, right.
Like to illustrate with examples, right. What would a person that have this all three elements of the arc and then one person that maybe don't come across and what to do and not to dos in here. So people that are listening are like, okay, maybe I relate to this. Maybe I can improve on my relatability.
Right. For example, or on my competence. Right. I feel like sometimes maybe SP uh, imposter syndrome, right. Comes from not feeling too competent about what you're talking about, even though you could be very experiencing it and, and actually know your thing. Right. You can come across as not that competent because you're feeling, you know, that imposter syndrome, for example, Yep.
Um, a great question. So the first first example I have is I used to run a soccer retail company and one of our store owners, um, the name of the company was soccer post. And he would answer the phone, even though he was the owner, he was super passionate about what he did, but he didn't think about how he showed up.
And so someone calls you that's your tentacle to the outside world. And he would literally answer long soccer, punks . And it's like, who in their right mind is showing up at that store. There is no law of attraction to bring someone in in that. And so we had to constantly remind that store owner, remember someone's calling you because they have a need.
And if you are not excited and positive, then you are not putting out the energy where someone goes. That's where I wanna go. Yeah, no, instead they're gonna go up the street to Dick's or some other competitor. Because you haven't done the work to say, oh, that person's likable. Like I, I want to give them a shot.
Um, I think one of the greatest examples, um, is my friend, Matt Fox hall. And so shows up every single time with tremendous energy. He has that lull of, uh, attraction. Yeah. Matt has, uh, this, this thing that he has chased for many years, 101 life goals. So when you talk about relatable, I mean, this is a guy that is chasing intentionally every year, 101 life goals.
Wow. And it's. Tell me more, I wanna know more about hell is skiing jumping out of a helicopter and skiing down a hill. That's flipping cool. Right? Yeah. And so there's an opportunity because of the epic nature of the way in which he lives his life in an intentional way that you just wanna be around him.
You wanna know more, and then he's very successful. Yeah. And so he has a level of competence that he has, that he has risen to in his career that just connects that arc. He is not only a tremendous business person. He's a tremendous friend. And, uh, he's one that I think nails all three of that arc likable, relatable confidence.
Yeah. Uh, thank you for sharing that. I, I remember one of the first times that I, that I met you or maybe interacted with you, you know, that it was a few years back and, uh, you know, I was running a fitness student. You were a member in that fitness studio. And I remember you coming in. For the 5:00 AM class or the 6:00 AM class, like early morning.
And it was like this massive ball of energy, like crossed like the, the glass doors. Right. And you had these members waiting for the class, like just woke up and just sitting in there and quiet, you had this music, you know, I, I love to have loud music, especially in the morning to kind of, you know, get the thing moving.
Right. So I, I always did my best to, to do that. And remember, one day you're walking out and you're like, and I go like, Hey Jerry, have a good day. And you just stopped. Right. And you turn around, you're like not good, great. Have an amazing day. Right. And then you walk down and to me, like that was such an, like, that just has lasted that impression for like, okay.
He, he came back home and he was like, when I grow up, I wanna be like, Jerry, that's just awesome. A great day. And you have a great day and let's go. And, and that really helped me because every time I personally, you know, feel down, especially right. When, when we have to put out the energy to God and, and publish, right.
Because, you know, we have to. Throw that energy through the camera, through the fun, through whatever that we're doing. Right. Depends obviously on what we're talking about, but at the end of the day, we need to do that. And I think one of the things that differentiate differentiates this show, wow. That's a, that's a big word right now.
Big word for, for, for Louisa. There's no Venezuela in comparison, no Venezuela in comparison at all. Uh it's that people are like, I love your energy guys. Like I am hooked. Right. And we've used that as a hook for the show and the, and the people that come on and the people that invite us to speak somewhere else.
So I wanna say thank you for that, but also how can people, wait, wait, before you ask that question, before you ask that question, I'm gonna chime in here real quick fun fact about what you just said about the energy is I had an, an earlier call today, uh, shameless plug. We are developing a partnership program.
Hey, so if you wanna be a bitch girls partner, let us know, and we'll give you all the details, but you know, we're developing this so you can make a lot of money too, and we can all win in this. But I had a, one of those calls, right? Sharing about the partnership. And I told the guy at first, it's like, okay, well, when you answer to dispose, what do you think of?
What, what is your expectation? And his answer was honestly nothing. I just love your energies. I, I love your ideas. Energies, energies. Yeah. Both of us. Oh, oh wow. Two energies then he's like, and I, and I, and I, I wanna be, you know, involving whatever you guys are gonna do. And I. Thank you. That is such a great compliment, honestly.
Um, so that's the little P I wanted to make. Now you can go ahead and ask a question. Thank you, FCI. okay. Jared, to you. So how, like it, it is pretty challenging, right? When we start like communicating, like whether that's in front of your, you know, board of directors, whether that's your employees, whether that's your audience when publishing, right.
And, and in some sort you've, you've tackled this journey as well in publishing, you know, uh, at some point, but you're also communicating with a lot of stuff throughout your career. So how do somebody, uh, taps into that energy that, that can portray to, to that audience, that person that's listening to you.
So you can create that trust, right? And eventually, right. Create that transaction, whether that's paying attention at results, you know, I sell whatever that is the next step. How do we control that and be, become aware that we need to control that. And how do we, how do we execute. Yeah. Great. Great question.
Thank you. So, um, I'm a big believer that just by virtue of living, we're gonna make an impact on the world. And so my big belief is why not make it a conscious intentional one? I think I'm only gonna be hurt once. And so I wanna try and live my life on my terms and support and love the people around me in ways that help them unlock their very best self to go and conquer whatever goals that they want to go do.
So for me, the way in which that starts is, um, I try and live a life of intention. It starts with my values. I am very, very clear on my values. My values are my operating system. It's every day, how I try and live my life. There are times that I fail miserably. Let me raise my hand. You know, I'm a hundred percent fallible, but by virtue of having my, my, uh, values very clear in my mind, it gets me closer to living a life of intention.
That is closer to the person that I aspire to be. So I'm constantly chasing that person. And so, um, I try and connect my values to my intentions. So every morning, you know, the first intention that I, that I share with myself, cause I say them out loud every day is that I will add an insane amount of joy to the world today.
Now what happens is I train my mind to continue to scan the landscape of life, every opportunity at every time to add joy to the world, you guys know this, I've shared this with you before I, I tell Brooklyn and Briggs my two kids every single day, when I leave them, be kind, be sweet and add joy to the world.
And that to me is the most important thing that I can do to try and instill that positive mindset in them because that's allowing them to go conquer the world the way that they want to go do. Yeah. And so I work really hard on my morning routine. I try and, um, meditate. I try and work out. I try and read.
I try and write all of those things that prime my mind for performance, because if you win the mind, you win the day. Yes. So I make a conscious choice that I am gonna bring an insane amount of positive. Um, uh, just a positive mindset into everything that I'm doing. I mean, one, one of my intentions is I, I will, I will be, I will live, uh, a world where I'm so positive that people will actually think I'm on drugs.
And so I wanna be honest. I, I cannot consider that. Just say, like, that was a thought, like came to mind and you know, some of those members around the, they were like, Hey, is he okay? And we were like, yeah, absolutely. It's like, he's, he's rubbing off on me. And they're like, get away. . But no, but, but, but, but Louis, you know, to your point, and I just posted about this, you know, you talk about, um, content and content generation and sharing your thoughts is at some point in time, someone told you have a good day, then someone else did, then someone else did, then someone else did.
And then you just decided that was, that was okay. That's what I'm supposed to be pursuing in life. And I think that's bullshit. I don't wanna have good days. I'm only gonna be here once. So I'm choosing to have great days. And so I try and put people out of their default state by saying, why do you only want me to have a good day?
I thought we were friends. I thought, I thought you liked me. Don't tell me to have a good day and try and settle. For what life is trying to hand, hand you, you wanna go out and have a great day. You have to go do the work to do it. But yeah, the work is willing is, is worth doing to go achieve a level of success, um, that you're worthy of.
Yeah. Yeah. I'm curious, Jerry, were you always this discipline and you know, whe when did the thought of, okay, I need to have my values, my intentions stick with them, live with them. When did that happen to you? Right. Because obviously not, everybody's just born with that. Like we have experiences. Throughout our life that teaches things to us.
And one of those things is like, okay, well I need to evolve. Right. Um, I think, I don't remember who said this, but it's like the mind that created a problem kind of be the same mind that solves that problem. Right. So we need to be constantly evolving and obviously, you know, I mean, we saw your, uh, uh, accolades right here, all the things that you've, that you've managed to do throughout your career, but I'm sure like it wasn't like that from, from the beginning.
Right. Or maybe it was, you know, maybe I'm wrong, but I'm curious, how did you started developing, uh, this discipline, the values, all this things, and now you're sharing with everybody and teaching them. Um, so I think it's really two pieces. One is my mom, uh, growing up, used to say to. um, smile in the world, smiles with you, cry, cry alone.
And so, uh, it was that whole notion that you have a choice. You have the agency over your life and your decisions and your approach. And so I've articulated that in the, in the book that I've been trying to write for quite some time, don't tell my wife, cuz she'll ask me where it is. Rachel. I promise it's on the way.
Um, it's made public now and content is profit, you know, so it is it's, it's done. That's right. It's almost done. But um, you know, the way in which I say that in the book is, um, you can't always choose your circumstances, but you can always choose your attitude and your approach. Mm. So that was one thing that was very important in guiding me.
And the second piece, um, Fonzi is I've always loved to lead. I don't know what it is inside of me, but I always love having, um, people in my care and I've. Taken that very seriously. Um, I don't know what that is inside of me, but I've always taken it seriously. My senior year in high school, I, my, my senior thesis topic was what is success?
And so this is something that I have always been interested in. How do you create success in your life? What does it look like? How does it happen? And I've been lucky that I've been a lifelong learner. You know, when I think about why organizations, um, succeed over the long term, you know, at the very outside of the business acceleration model is learning is curiosity because companies that invite people into their organiz.
That are high learners that are highly curious, solve problems differently than other organizations. And so, uh, I believe that it is a differentiator. It's a game changer. You should be consciously inviting people into your organization that are reading, watching Ted talks, listening to podcasts, whatever those things are, because if we're trying to solve today's problems with yesterday's thinking it doesn't work.
Right? Yeah. I, I saw some, some ridiculous statistic that was, um, 80% of people. Once they leave high school, never read another book. How many? I think that's like 80%. Never, never read another book. I don't, I don't remember where that statistic was, so don't quote me on it, but it was something ridiculous like that.
Yeah. Yeah. And I, you know, I look and, you know, I guess it was three or four years. I read 63 books in one year. Wow. Because I loved to read, I loved to learn and I'm trying to assimilate information into a framework that can help people. Yes. And so for me, you know, where, where did that come from? I think it's really those two places.
My mom's very, uh, conscious intention to tell her kids that you have a choice in your life. It's up to you. You wanna cry, cry, you wanna smile, smile, but you're gonna get the output of that. People are gonna be around you. And if you're the crier, you're gonna get wines around you. If you're the sunshine, you're gonna have sunshine around you.
And it's your choice, it's your choice. Absolutely. So, you know, talking about curiosity and learning, I think that's a topic that we're familiar with. Right? Uh, we, we talk a lot about it when, when we jump on our calls and, you know, lately you've been telling me like, Hey, I know you're, you know, a high learner, you love learning things, which I do.
I absolutely love just consuming stuff. Right. And that is in part why I created the challenge, the one to one challenge, right. Which was, uh, consume and created the same ratio, which, uh, I gotta not that work out for you. I've been failing. I've been failing at it. So I need to, to retake it, wait before, before we're gonna be super transparent here the other day.
I remember the, the call, right? And you challenge font. You be like, Hey, for the next 30 days, right. You cannot consume content. Right. There's this task that we gotta do and we're gonna move forward. Right. So come home and I'm like, oh man, what I heard that was so excited. Right. Because this has been a topic of conversation.
Right. And, and this is, you know, on my side, I'm probably completely opposite of fancy, right? Like I consume intensely. If I'm there and then I get, I get very distracted, right. Because I'm like opportunity, opportunity, opportunity. Right. So for me has been like that, that focus. Okay. Let's, let's go back to this and then trying to figure out like those frameworks, how can we apply them into the thing that we're doing?
Right. Um, I mean, I just wanna add this out there. So people don't misinterpret what's happening right now. I don't sit down like a, like a vegetable in front of the computer exactly. And consume and just like stare at the screen. Like I love reading and stuff and I, and honestly I'm like taking notes, thinking, how can I apply this?
And one of the downsides of that is that in my mind it creates a lot of opportunities. Right. I'm like, oh, I can do this. Or I can do that. Or, yeah. And it loses focus. Right. Which you mentioned at the beginning, right when we mentioned Ben settle. Oh, one expertise, one focus, right? Yeah. Like he's been doing it for decades.
So when we were in that conversation, what my brother's mentioning, you said you cannot consume, you need to focus on this task. Right? Action. Mm-hmm . So for those listening right now for the person that is like, okay, I love learning. Um, but at this point of my business, I see so many things that I could do.
How would you tell them to, you know, I mean, besides, Hey, focus on one thing and do it, what is the difference between, you know, curiosity and action, what balance it is? Cause I know it gets to a point where you get to grow your business and maybe you can surround yourself with a right talent that is taking action and you can be that learner and, and, and the visionary, all those things.
But when it is not that many people in your team, you gotta take action. Right. So how do we manage that curiosity for this dis closure is both of us, right? Like, uh, uh, you know, for those listening, like it, we're not perfect, like, and we're been in this journey and we're learning, moving, talk for yourself.
I mean, you do have a, you do have a perfect year voice. I cannot deny that. But, but again, like, and I'm sure like everybody listening that has been in this journey, this is happening a hundred percent. Right. And we talked about the different levels that this happened, so, yep. It's closing apprentices. Oh, you J so, so I say this all the time, the biggest business sin is information without action.
And so a guy that I used to work with Dr. Kyle XCOR, um, a former surgeon who became CEO incredibly, maybe the most impressive guy I've ever met. Um, I love Dr. Kyle and. You know, as a new CEO, he was asking for all of these reports to come out of, you know, his analytics department, cuz he wanted to know this.
He wanted to know that, wanted to know this. And you know, when I shared with him information without action is the business big, biggest business sin because you're just wasting people's time. Right. And the question that I gave him was what action do you expect to take out of gathering this information?
And so what I find with high learners, myself included full disclosure. I am a high learner, right? And so at some point in time, you have to expect to take action out of the information that you're learning. Otherwise you're playing business, you're not doing business. yeah, that's a critical distinction.
We've had this conversation before. Yeah. Right. We're playing business. We're not doing business. And so one of the really critical things, when I look at all of the high achievers that I've had the, the opportunity to work with work alongside, they take action differently than people who do not succeed.
And so there is a willingness that I don't have all of the information, but I have enough information to act and to go make some type of impact. Yeah. And what I find is, like you said, Fonzi you keep on reading and finding this new methodology, and we're gonna change this tool and we're gonna go redirect this way.
And the reality of it is, um, you just need to go do the work. And so when, um, the pursuit of information and learning no longer serves you, or is getting in the way of creating all of these, you know, the SOSS, the shiny object syndrome, I'm gonna go chase this. I'm gonna go chase that. I'm gonna go chase this.
Then it's no longer serving you. And so when I see that inside people that I work with, I ask them, please, for the next 30 days, I just want you to take action as opposed to continuing on the hamster wheel and learning and learning and learning and learning. Because by the time that I talk to you next, you're gonna have seven new ideas, seven more things that we can do.
And at the end of the day, we will not have gained any traction on the objectives that we've set. We need to go accomplish to make the business successful. Yeah. And so, you know, I just ran a strategic plan this week for, uh, seal shield. One of my clients. I love hanging out with those guys. They're so smart.
Um, they're so fun. They're so fun to be a part of, and they're making such an impact. I love being with them, but I say this all the time, because it's a very highly entrepreneurial environment. It's very sales driven. And so I, I have to remind them as Fox chasing two rabbits catches none mm-hmm . And so you have to pick the bets that you're going to make.
And when I look at the course of my career and any success that I've had, it's because I'm willing to focus in on fewer things and make bigger bets. And that scares some people because it's like, oh, I wanna have all of these opportunities available to. Yeah. And the answer is you can't do it all. I can love all the opportunities.
I can't do them. All I have to say, here are the three or four things that I'm going to be great at. I'm gonna put all my time, energy and attention into those three or four things to make the impact. That doesn't mean that I'm saying no to those other things and ideas that I have permanently. It just means that I'm gonna have the discipline to go chase the three or four and truly make the impact on the business.
Yes. So it really comes back to, um, you just have to be in a space to execute, execute, execute, take action. Iterate test. If it doesn't work, try again. It's just forward momentum, constant forward momentum. Absolutely. Um, I love this guys. Just go back a few minutes. I don't know what minute exactly. We started this, but I'm gonna say five minutes ago and welisten to this part minute 30 and then go and take action, obviously.
But this is something that just came to mind as you, as you were sharing Jerry, uh, about five episodes ago, actually episode 200 with Jason Duncan. He was talking about stress, right? And how obviously stress is like one of the main killers of entrepreneurs. And he talked about how you can pretty much get rid of that stress, right.
Open cycles. And I started, I started thinking as soon as I read about it on his website, even before he jumped on the show, I was like, wow, that makes so much sense. Like when I feel a lot of stress. I have a lot of open cycles, a lot of unfinished tasks, right. And now with you, I'm thinking, when do I start those tasks?
And it, a lot of the times is when I am, you know, curiosity driven and I'm learning about things, I'm like, Ooh, we should do this. And I put it on my to-do list, right. Do this right. With a bunch of maybe things to measure. And then I keep reading another idea pops up, Ooh, let me add it to my to-do list. Let me do this.
Right. And it gets to a point where now you have so many things to do that you end up doing none. Right. And it's difficult to focus on the important ones. So I wrote down here is like, what is the downside of ideas? Is it stress maybe? Right. But maybe you're stressing yourself without knowing it because you're opening so many of these cycle.
And then it's gonna take such a massive effort to close these cycles that you're gonna be losing focus in your business and you're, you know, derailing yourself and maybe not accomplishing the objectives that you want. So I appreciate you sharing that because it was kind of like an epiphany epiphany moment, gun moment right there.
I told you guys you should have brought your helmets. Um, but yeah, I, I, I'm curious. Right. How, how do you see stress? Right? I'm gonna be honest since I met you. I don't think I've seen, maybe I've, I've seen you like a few stress out like a few times, and it's maybe because you have to spend like an hour or two in, in a line to pick up your kids from school, but you know, like business wise, you are, you know, like a smooth operator.
My brother loves that word. So smooth. How do we, in, in, in your point of view, right? Maybe, what is that relationship between ideas and stress and how, you know, you, you stayed focused. So I think the clearer you are on your vision and your values, and you can create alignment with your options. Once you have that alignment, you create fulfillment.
And to me, that is the highest, greatest purpose of life. So when I am clear on my vision, the impact that I want to go make on the world, I'm clear on my operating systems, what I celebrate, what I don't tolerate, and my actions are in alignment that I am pursuing my vision in accordance with my values.
I'm on the right road. I have the right guard rails in place, my values. Then you become unstoppable. Yeah. And so the question is there's there's, I. There are bad ideas. I'm not gonna say there's not bad ideas, but really you have to look and be disciplined to say, does this idea, does this objective roll up to support me to be the very best person that I want to go become and make the impact on the world that I want to make.
And so I I've said this a million times, I've made more money in my career saying no than I have saying. Yes mm-hmm and that's because I am so disciplined to say, here's where I'm going and here's how I'm gonna get there. Let me give you an example. I had a soccer retail company. We sold soccer jerseys all across the United States, sometimes into the Caribbean.
And you know, it included a Jersey, short socks, fully customized. We sent it factory direct right to the consumer. And, uh, my sock supplier came to me and said, man, you could sell all of my crazy funky socks. And I have a, I have another, uh, business. That's doing six figures in just socks. I'd love to do that with you because I like you more.
And I trust you more. And um, why don't you do that? And I thought for a while, and I was very flattered that he came to me with that opportunity, but I knew that every time the phone rang, it was $500 on the other end of that line. And we had 40% margins, which meant I made $200 every time. The phone rang.
That was the business that I was in. Yeah. I was not in the business of selling $10 socks. That when someone didn't like them and wanted to send them back because they didn't fit. Right. Or they weren't exactly the color that they thought they might be. I didn't want to be processing $10 socks. I didn't have the infrastructure set up for it.
And so I turned down a six figure opportunity to sell socks because it didn't fit into my business model. Yeah. The, my vendor, he was super kind, but he thought I was crazy. Yeah. And I said, I have to stay disciplined in what makes my business work. What makes my business work is that every time my phone rings, I make $200.
I don't wanna make $5 every time my phone rings. Yeah. And so I stay discipl. Yeah. Yeah. Uh, before phones, before you continue asking the smart questions, I wanna make a comment on the stress side of things, right? Because like, I, I, you know, I I've been through some stressful times in my life. Uh, and uh, I remember going through like, man, like, am I actually always gonna feel this way when I'm tackling these new, these new problems and new things.
Right. And, and to me, a big word in the last couple years has been perspective, right? Like how, how do we change a perspective in different things? You know, we talk about it when we launches a show. And, uh, I remember, I can't, I've been trying to remember who said this, but, um, Stress is an indicator that something is, is that something is there, right?
So we have to reverse engineer and think, okay, why am I feeling this way? Right. Like, is stress is an indicator. I need to find out what is causing that. And then once you identify it, then you can take action on that item. Right. And, you know, recently we've shared about open cycles and different things.
And my personal example was when we move into the new house, right. I was expected from my wife to build some furniture and move different things that were here and the first weekend, right. I, I didn't do it. I was like, man, like, I'm just, I don't wanna do this. Right. Like I can do it next week. But through how that week of, of, of working, I was very unproductive.
Right. Because I kept going back and then at night, Katie was like, why is this not done? And I'm like, well, because I'm gonna do it next weekend. But it was there. Right. And it was causing stress. Right. And this, that was a very small example, but for businesses, the same thing, right. These, these things happen.
And when we don't identify, don't take action. So the next weekend, once I did. I was like everything cleared up and we can move forward because I identify the problem and took action against it. Right. So, you know, we've, we've talked about this, like on sales, on different things. Okay. What are the indicators are costing this?
And as we're revisiting this conversation in my head, I'm like, Hmm, I stayed away from that. Right. Because there's different. The, the staying away from identifying what that indicator is telling me every single time. And that's, what's causing all that buildup. So, you know, wrapping it up with what Faso was saying, what you're saying.
I think this, those are very incredible tools because by identifying that problem and, and then if we need to say no, right, because we have to stay focused with what we do with our values, with our thing, then we remove that open cycle and then we're, we're back fresh into what we really need to do. So I, I, I love this conversation because it allowed me to, to revisit right.
A few things, right. That maybe I lost a little bit of sight in, uh, sight in the last few months. Right. So thank you, Jerry, for, for sharing that experience. All right. Fune. Paul back to you. I was just gonna share with your comment that, you know, I heard it from Mr. Capitalism himself, Jeff Bezos. Uh, he was, he said, I heard him say his one in an interview, stress come from not taking action on something you had control over.
Right on. Sometimes when we say yes to many things or putting too many things on our plate. And even, even though we have control over those over those things, now we're just like overwhelmed and we're not doing them and then causing stress. And I feel like that's just a circle. Cause then you're like, okay, how can I get rid of these things?
And then you put more activities on your plate to get rid of those things. and it, it, it becomes a, a total mess over there. Um, guys, I think, I think I've shared this story with you. Let's talk about stress just for half a second, cause yeah. Um, it is a real thing, right? I, I work with multiple CEOs. It is a real thing.
Um, when I was 26, We were running a company that company had gone from 5.9 million to 15 million in 18 months. So high growth, the way I used to explain that is every day I used to come in and wrap my lips around a fire hydrant, and someone would turn the fire hydrant on full blast. We raising venture capital, um, traveling around the country, opening stores.
Um, I wasn't taking care of myself. Uh, I would work a hundred hour weeks on a regular basis. Uh, it used to be a bio of honor for me to send emails at three o'clock in the morning, or to sleep on the couch that was outside of my office. And people would come in the next day. And they would say you were in the same clothes as yesterday?
Yeah, it was big. It was big night, you know, I had to get all the work done and, um, on Valentine's day I thought I was having a heart attack. Not because I didn't have a date, but I didn't have a date. Um, Are you gonna working Jerry? You know, I remember, um, I remember having electrodes on my chest and I was literally looking up to the ceiling on the hospital, gurney thinking to myself, what have you done?
What did you do to yourself? And so, um, Yeah. I mean, stress is a real thing. It was a result of trying to do too much, not building a team around me, not giving up, um, uh, things that were clearly in my control that I could have handed off to other people who were certainly capable to do. And that was the tax that I paid.
I paid the tax with my health. Yeah. And, uh, thank goodness. It wasn't my heart. It was just my stress, but my blood pressure was beyond through the roof. And, um, those can be the end results. And, you know, it's part of, you know, the nine principles of personal performance, which is, you know, the book about, um, personal performance, which is the foundation of life is health.
And your health is your diet, your exercise and your sleep. And so if you were taking on so much stress, I certainly cannot be effective from a hospital gurney in a hospital. Yeah. And so when you start to think about those things, you say, what am I doing to myself, to what end these things are not serving me.
I can't serve my people. I can't serve my customers. Yeah. And so therefore I have to reset. And so, um, again, stress is a, is a big deal. It's a real deal. And if you're feeling it, especially in COVID, I have a number of people that I work with that are all facing, um, significant burnout. Right. We made it, we made it through a pandemic.
We, our business is still, is still running. Right. And now we're bringing people back to work. Maybe we're not bringing them back to work. The Delta variant. I had a conversation with a client earlier today. One of their employees, um, who is UN vaccinated is in the ICU on a ventilator and not doing well.
Wow. And so these are very specific, stressful things that we are facing as leaders. Yeah. And so we have to be very mindful about, um, making sure that we take care of the stress. Uh that's on us. Absolutely. Thank you for sharing. I think that's a, a great reminder right there and you know, something that I keep listening that it kinda has been mentioned a little bit is simplify, right?
I mean, moving on from stress to the business, uh, per se specifically, I hear simplify stay in your lane focus. Right. And I know that's obviously a lot of what you talk a lot of what we talk on the calls. I'm gonna say, like, every time we jump on the call, you're just making sure I'm, I'm staying focused and I'm like, ah, yeah, thank you, Jerry.
I appreciate it. um, I feel as, as a week goes by, I start like deviating. So I need to pull myself back together, but you know, maybe how can we help the listener right now that might have a few tasks on their plate and they're trying to simplify and they're trying to see, okay, which one is the task or what is the thing that I need to do?
That maybe has the best upside for my company. Right. Mm-hmm um, but you, you mentioned, and you mentioned this at the beginning, right. Is a, is a risk that we're taking, but we need to pick something and go with it. How can we help them make the right decision? Yeah. Great, great question. It depends on where you are in your business stage.
So, um, if you're early on in your business stage, you know, you have to make more short term bets than long term bets because we need to generate some cash flow and, uh, some opportunities and iterate faster and faster and faster as your company continues to grow. And you get into that stage to, you know, 30, 50, a hundred million, then you're making more longer term bets.
Yeah. And you're equaling those, those things out. And so I, I think it just depends on where you are in your business stage. To look and say, um, what makes me closest to the dollar? Cuz we obviously have to stay in business. We have to generate the cash flow. But at the same time you get to a point that what, what got me here to success is not gonna get me there in success.
And so one of the things that I always look at when I'm working with companies is we have this great idea. Okay. We try and make it an evaluation of risk and reward. So business, all of business is this trade of risk and reward. I'm willing to take on more risk, cuz there's more reward. I'm gonna take on less risk earlier stage and take less reward, but I'm gonna get more of those turned over.
Yeah. The key is looking and saying, do I have the resources to execute on the opportunity? Yeah. I, I say this all the time. The key to business is figuring out what resources to put on what opportunities. That's it. If you put the right resources on the right opportunities, you'll unlock success. The trick is figuring out what opportunities you should be pursuing and you have to be disciplined on.
Here are the resources that I have. Yeah. So what, where people get in trouble is they try and pursue too many opportunities and have too few resources, which is why I'm constantly telling people to focus, focus, focus. Cause we think we can do more than we can do. Right. The research here is clear. We think we can do more in 90 days.
right then we can over a whole year. And the reality of it is we can get way more done in a whole year, cuz our view, our mind doesn't work in, in a longitudinal path like that. Then we can in 90 days. So we get less done in 90 days than we think we can and we get more done in a year than we think we can.
Yeah. Yeah. And so, you know, do, when you're picking your opportunities and this is one of the exercises that I go through when we, when we look at, um, strategic plans, what are the resources that are required to go execute against this objective? Because if we don't have the resources or those resources are tied up into other company objectives, it's still a great idea.
We just put it in the parking lot for the next quarter to review. Yeah. Yeah. And so it's the discipline of looking and saying what is going to roll up. I think you guys have seen this before the clarity code, right? So we have our vision. That's where we're going, our values, our operating system, that's the corporate side of this.
And then when we start to do our strategic plan, then you have 90 day objectives, those roll up to achieve our vision. And then we have projects. There's gonna be multiple projects to achieve that objective. And then there are, um, tasks. So those are the two due items that you're literally assigning someone to have do this thing by this date and make sure it's executed and they all roll up together.
They're all complimentary. Yeah, but if we try and put too many, too many objectives on the board, too many projects under the objectives that we can reasonably achieve. then we can't get the right resources on the right opportunities. And that's where companies fail. That's where people miss. It's not that it's not a talent issue.
It's not a capability issue. Sometimes it is. But at the end of the day, it's usually we're not disciplined enough to look at the objectives and the resources that we need to achieve them to then unlock what is possible. Yeah. Yeah. Love it. I, I, I've heard that phrase of, we overestimate what we can do in the short term and we underestimate what we can do on the long term.
Right. And I think, yeah, shifting that mindset, let think, start thinking, okay, why can I accomplish here? But at the same time, having the vision, the values of strategic plan projects and tasks, uh, set up in the correct way. So you stay aligned with there. I think it, it makes a lot of sense. And I'm seeing just finish, just finish that.
Sorry to jump back in. I don't believe in a year long strategic. I think the world is moving too fast. Digital has changed the whole dynamic of how we plan. I mean, think about if you had done a strategic plan on January 1, 20, 20, and the world changed on March 19th or March 15th. Whenever it was. Yeah. I mean, it doesn't work scrap it.
I find the, I find the best companies manage their resources and their opportunities in 90 day sprints. Cuz now we're close enough to exactly what it is that we should be doing. We have that sprint, the world changes a little bit. We readjust the sales. We look at it in 90 days. We haven't gotten so far away from the objectives that the course correction is massive.
And the lack of ability to achieve our goals as a company is no longer within our reach. Yeah, the best companies do 90. They are very disciplined about doing 90 day strategic planning session. Yeah, I love it. Sorry. Real quick. Go, go. Lemme talk. Fussy. Lemme talk. Okay. Sorry. Fosse has been like hugging, like the, the podcast lately.
I don't like that. You know, I feel like we're in one of our calls where my brothers not there
just threw the bus in an near future. We'll reveal. Why? Okay. Um, I love this, right, because we've actually sat last Thursday. We had this conversation FCI and I, right. Thursdays is our meetings for the next week. Right. They wonderful advice from, from Jerry. And, uh, I'm like, we actually did an exercise a few months ago.
Right. And we, we talked about the whole, the whole year. Right. And it's like, it's this? Like, this is the focus. Right. Last Thursday, we sat down and we're like, man, lesson learned, right. Maybe right. That's one of the things that maybe slow us down, we need to pivot. Right. We are at the stage where we need to like, pivot, like slightly, like those 90 days, sprints there's opportunity, right.
In different within our niche, within what we do. But there's things that we gotta chase and sometimes we're neglecting those. Right. Uh, because of that, one example is at the beginning of the service, right? When we started offering content, momentum was just one thing, one price with one thing. Right. And then we were so close to diversify at a tiny bit like that, that, uh, that opportunity for other people.
To add resources to those opportunities, that right. That we had available that we're closing, like, uh, we were closing on opportunities and we, we struggled for a little bit and then we decided to open it up and we have a new perspective. And then we offer a workshop and different things start to move forward.
And we're like, man, that's good. And right now, right. We're in a moment like that again. Right. We're like, ha, and guess what? It was about 90 days, I was like doing my math in my head and I'm like, hi, it's about 90 days. And, uh, so big lesson. Right. And let this be like a lesson for, for you listening. Right?
Like if you are running on those like long periods, right. Shrinking out a little bit and then show up to, to Jerry's open hours on, on Thursdays. Yeah. Is the Thursdays? No, I miss the days, Thursdays, Thursday, Thursdays at 2:00 PM. Easter done. Oh, Thursday, let's go. So let, let's just, just one quick, uh, distinction there.
It's not that you can't look a year. Right. Yeah. You can use that as your guiding light. Like here's the thing that by the end of the year, we, we, we hope we achieve. It's just that the best, um, way to plan is in 90 day sprints. Yeah. Yes, because the world may change and if we're still driving to that year long thing, or, um, what I find is more appropriate is that people build a plan, build a plan, and they literally put it up on their bookshelf and they never look at it.
Yeah. It's like if, if you were driving every 90 days to doing that, and you know, another thing that I'm super passionate about as part of doing a 90 day plan is you have to have a platform to make it visible. So there's transparency, accountability, and execution. So I don't care if you use Trello. I don't care if you use Smartsheets, you have to have something and revisit it, whether it's weekly or every other week, depending on the size of your company, where you come and report, here's, what's going on on the objectives.
I'm highly accountable to making these things happen. And so, um, that's kind of the last piece of the strategic plan that I think is critically. I. Yeah. Awesome. I, I love this and I know we're getting here close to just so you know, you earned the right to be here on a third time because we're like, we just wanna continue talking, but you know, Lucas's waiting for me over there and I gotta go, go pick him up so that the full strategy of episode today's episode, I think this is the, yes, it worked, it worked to my rescue.
I, I think this is the, the hook for next time you come here, Jerry. And it is, I'm seeing this 90 day sprints for content as well. Right. Because I see so many I've seen in so many places, people that are like, oh, plan your yearly content and have it already. And I'm like, dude, by month two, your audience might be asking for solely to something totally different that that's right.
You know, that you already planned for for the whole year. So instead of making the massive effort of, you know, producing content for 12 months, why don't we. Focus and do it for maybe create a strategy for 90 days, get feedback from people and then iterate. Right? So I'm gonna leave it like that because I know you are now like an influencer in the world.
You know, you're doing all these videos, you're going guesting on podcast, which if you want Jerry as a guest in your podcast, you just heard how amazing is. So make sure you reach out to him. We're gonna ask him how to connect with him in just a second. But Jerry, next time we're gonna talk all about content.
I'm extremely curious about the transition between, you know, owning those companies, pre social media, I'm guessing right. To now what those content means and you know, how does it feel? What, what does that transition look like for somebody like you? So we're gonna leave all those topics for next time, but Jerry, before we go, um, we always have two questions.
Um, okay. So I think. I totally thought that you were already asking, which was, you know, what is the advice for that business owner? So we talking about the early stage to the late stage and what, what makes what's closer to the dollar. Right. So, so we'll ask the other one. Yeah. So that's a minute 48, by the way.
So if you're listening, if you kind of missed it, you know, like think concept. Yeah. We didn't brand it as the action point, but that is gonna be the action point for today point. Now, Jerry, what has been, especially like in the last couple months, right? You were part of our 45 live challenge, right? Mm-hmm what has been that, that golden Boulder or like what's the result of you publishing, right?
It could be internal. It could be external. It could be related to the business. Right. We've seen many benefits to publishing, but I'm curious to see like, what's that for you and uh, where will you be right at this point in time, if you are not publish. Yeah, I think that's a, a great question. I'm going to just diverge just a little bit back to Fonzis, um, point about planning for a whole year.
And so, because I talked about resources, I have gotten myself an executive assistant. Why? Because I need someone to help me with the resources inside of the company. Yeah. Um, she and I have been planning exactly what our, uh, social, uh, calendar looks like, how often we're posting, who's doing what, and then what are the content pillars behind that?
And so, you know, for me, it's all about family. The reason that I do all of the things that I do, my output is my family. I want to love Rachel. I want be an active part of Briggs and Brooklyn's life. Those are the things that are most important to me. When I look at, um, businesses and helping businesses, which is a passion, you know, how do you help create compelling companies, um, that outperform and still make it home for dinner?
That's the business piece. And then, you know, um, how do you have personal productivity? What are the tips that I've learned over the course of working with, um, high achievers? That's another, um, content pillar, and then strategic planning is, is the last piece. And so we're able to create that framework where she can, um, start generating content on my behalf, cuz she knows.
I, and we, we do this, I, I capture quotes of mine. She has a document that she works off and, you know, by being in sync and resourcing that and having a plan, not a whole year plan, here's the next month. Right. And so she's building out air table for me with all my quote cards. And, you know, I have a piece in that of, of doing the videos, but you know, for me, and I've shared this with you guys, my personal goal in the second half of my career is to positively impact 5 million people for the next five years.
Right. And so, um, God has given me the ability to, um, see lots of different businesses to help businesses, to serve businesses. And my big bet, because I hate that 80% of people show up to work every day and they hate what they do. That doesn't make any sense to me, cuz I've always loved what I've the work that I'm doing.
Yeah. And so I believe that if I can help CEOs and senior leaders create compelling out companies that outperform that everyone goes home, feeling like my CEO, my manager has helped me create clarity. I know my expectations. I know how I'm winning. I know how I'm contributing the organization. That person goes home.
They're happier. They're more excited to see their spouse, their kids, their friends, their family, all of that just explodes into a place of the world being more positive. And that's, that's my calling. And so I am trying to positively influence as many CEOs, as many senior leaders to give them the clarity of how they wanna show up for their people so that we can go make that impact.
And for me, publishing doing things like this, um, getting on podcasts and sharing. What my experience is, I'm not saying it's the best experience. I'm not saying it's all right. It's right. For me, it's right. For the people that I serve. And so, um, that's really where content fits in for me and publishing, because if you want to go impact 5 million people, you don't do it sitting on your couch.
Yes. I love it. I love it. Jerry in studio clapping too in studio. Yep. Yep. Standing ovation from the crowd. People's going wild over here. I, I was driving the other, I was like, host clap. This is the host golf club golf. No, I love Jerry. And, and we can't wait to see this. Right. Like we're, we're right there with you.
Like we're in the trenches and, and, uh, we, we, we want to see you do that, right? Like, and we're like, oh, let's do this. And we were like, okay. We were the first two. Uh . We're just claiming those two spots. Um, where, where can people find you, Jerry? Where can people connect with you? We've also obviously mentioned your office hours, where else.
Yeah. So, um, uh, you can come [email protected] That's a good, uh, website to come visit at. Um, I do most of my work at LinkedIn. And so you can find me by Googling my name, Jerry MCARA. Um, I should show up one of my life goals is there was a basketball player for Syracuse. His name was Jerry MK with a G and an MC.
And every, every time I put in my name, which is spelled differently, his name comes up and it pisses me off . So my goal is over the next couple of years that I will actually own my name and you know where to come visit me. I would tell you, office hours is a great place. Every Thursday at two o'clock Eastern time, it's a free.
We're not pitching anything. It's not lead generation. It's an opportunity for senior leaders and CEOs to come together to solve problems together, to share their experiences. We have an amazing group that shows up, um, generally every week. And I'd love to continue to serve people who have a question or stuck in a business problem.
Or man, I just don't know how to do that. Um, it's not just me there. Um, it's a handful of other entrepreneurs and senior leaders who will say, Hey, based around my experience. Here's what I found. And, um, it's a super caring community, super open community. And I love doing that every Thursday. I love it. And I, and I, and I don't know, we, we won't share any names.
Right. But there's a big range, right. From, you know, starting entrepreneurs all the way to multimillion dollar companies. Right. So the, the, the extent and the scope of like different opinions and experiences is incredible. And there's always a lesson to that we can take from, from those, from those comments and is everybody collaborating.
So yeah. Thank you for putting something like that. I just wanna say that Jerry's office hours has a BI bros seal of approval. let's steal Jerry. We, we need to create like a, like a jingle, like Jerry office hours, beer one, then like, uh, like a guitar. I'll let you take that one Fonzy, Hey, it'll be so much fun.
And then just make like little clips about it. That'll be amazing. Like you can, you can make a little clip Jerry office hours, and then it's like, come join us. Bam, bam. Ooh, that be, you know, I, I, I think the fun part about it is, is the community that's developed. And so I've been doing this since November of 2019.
Way way before even COVID and people had this idea of like, we're gonna get gather online. So I've been doing it for, for rev for relatively forever. You're pioneer area. For me, it's all about the community. Like I'm incidental to showing up. In fact, um, this next week I'm gonna be in Denver, running another strategic plan.
And one of our community members, uh, I sent a text out and said, who can run next? Week's um, you know, office hours, cause I'm, I'm gonna be traveling and everyone knows Timmy, Tim, Gallagher's gonna run the call next week. And I love that because it's not Jerry's office hours, it's the community office hours that people can come and gather and, and, um, and share community.
And that to me is so much fun community office hours.
Uh, I just wanna say we went full circle. I know, right. We ended in community and we started all about relationships, baby. Let's go now, you know, you know how important it is to be building those relationships? Thank you, Jerry. It was such an, it was such an honor having, did you hear for the second time, anything you, you wanna add Jerry?
It, it can be like a, a nice word for the business sisters. well, you know, I can't thank you guys enough. Right? So you've been incredibly kind to me and generous, but the reality of it is, you know, figuring out how to publish online and to watch what your organization is doing to help people figure out what I like to call the spaghetti of, uh, of content.
You know, you don't know where one platform begins and where it ends and what your message is gonna be and who the audience is that you serve. And you guys have been incredibly helpful for me personally. And, you know, I like to say, you know, I'm like the Shoemaker, I can look at other people's businesses and I can figure it out, but I'm the guy walking around with bare feet.
And so, um, I think, uh, you know, if anyone's looking. To try and clarify their message to amplify their message, to do any of the things that you guys are in the space to do. I absolutely would recommend them to speak to you guys because you guys are brilliant and have been absolutely brilliant for me. So I'm grateful.
Thank you. Thank you, Jerry. That, those words may not, uh, yeah, I'm, I'm emotional man. Like, uh, it is been a journey and I really appreciate you also being there for us and, uh, and, uh, yeah, I. We're gonna, we're both gonna go very, very far. And, uh, I can't wait for the people you listening, coming, hang out, you know, with the Jerry come hang out with the biz bros, Jerry office hours.
record that for me. Fonzi I'm gonna put it up. I will. And I'm gonna go to fiber. I'm gonna be like, who can add some guitar on this thing, Jerry? Yeah, I'm gonna do that. I'm actually gonna do that. Awesome. Alright. Well, Jerry, thank you so much with that said thank you for coming to content's profit podcast.
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