Your #1 Asset could be a problem.

Okay. Welcome, welcome, welcome, welcome. This is Blair and it's one o', clock, Phoenix, Phoenix on Thursday afternoon. And going live, going live right now on YouTube, Facebook, Twitter, and Please share this with other people. Share and like and, and join into the conversation. Yay. There's the first one. John Ha Chow, I'm not sure where you're from, but I'm suspecting you're from Vietnam or someplace like that. Welcome to the call and titled. And today this call is about your number one asset. Could be a problem. And this is for anybody that has any kind of goal, anything that you have in mind. And again, those of you that have not been to the stream before, every Thursday, one o', clock, I do this live stream. And to answer whatever questions you have on the topic at hand. And just so you know, the topic is pretty simple. For, for me, there's three elements. Okay. Actually, there's four elements. There's the ability to sell. If you're in business, which most of you are of some sort, you got to be able to sell, you got to be able to build a team, and you got to be able to teach people on your team, particularly how to sell and how to master your little voice. So that's what we talk about here. And no holds barred, you can ask anything you want. I'll do my best to support you in whatever way I can. That's. That's the name of the game. So I just kind of start off the topic. Hey, Paul, good to see you. Yeah, yeah, yeah, yeah, yeah. Paul and Shiva Jung Ramana from India. Very good. I have, I seem to have this amazing relationship with India right now, and we do a lot of work there. We've just graduated 150 people into our gold certification there. And I think another, about another 30 of them jumped into our diamond level certification to become great. All of which are people that want to be great trainers, facilitators, leaders, and really make a big difference. So what's today? Today is about your number one asset. Your number one asset. And it doesn't matter if you're in business, doesn't matter if you are not in business, doesn't matter if you're single, married, family, no family, whatever that is, but your number one asset. And this asset, before I tell you what it is, is a requirement if you want to make any kind of difference in the world, and I'm assuming you do, that's what we're talking, is that your number one asset has two arms, two legs, two eyes, two ears, a nose and a mouth. And that's other people. Your number one asset is your team. Your team. Nothing great has ever really been accomplished without a group of people making it happen. It could be one person's idea, but it's a team that makes it happen. And like I said, one of the big one of the things that stops most entrepreneurs from getting the reach, the penetration, the market share, the influence that they want is because they're trying to do it by themselves. And you just. You only have so much you can do. I mean, technology can help you quite a bit, but even that becomes self defeating if you're trying to use technology on your own, which we can explain a little bit. So I want to answer whatever questions you have about teams. Just so you know that the Small Business Administration in the United States formerly announced that the definition of a big business team, which operates in a different tax structure, that then a small business team has to have at least 500 members. So I'm just gonna blow that away right now and say, that's not required. That's old industrial age thinking. Okay? Your team can take lots of different forms, but if you don't have one and you don't understand the rules of how a team can work, the team could become your biggest nightmare or your liability or the frustration of having one that's not functioning well. So I want to address all that. Germany. Kevin. All right. Awesome. From Vietnam. Nice to meet you, Gemma. Excellent. My team is the number one asset. That's right, Kevin. Your team is the number one asset as long as you know how to run a team. And so if you can say that, congratulations to you. Look forward to some tips from you, as a matter of fact. So what do I mean by teams, and why is this such a big deal? Well, it's a big deal for two reasons. First of all, it's a big deal because it's counterintuitive. We are not taught. I'm gonna go my little short rant about school. We are not taught in school about teams unless you played sports, and that's not very many people. Okay? So we're not taught about it, as a matter of fact. We are taught to become great individuals. We're taught to be the top of our class, the smartest, the. The fastest, the brightest. All of that is what we're taught. The focus is on you. Focus is on me to be my best, you know, and you would say, well, what's wrong with that, Blair? I'm just going to say as. As much as that sounds noble, it holds you back because in real life, you bill the. There's over 7 billion people on this planet. I think this, that the evidence is out there that if we were supposed to be on our own, there wouldn't be so many of us out here, quite obviously. So if you step back and look at the bigger picture, that if you're trying to get something for yourself, for your family, for your business, it's going to require other people to help you. And that's a team. And again, they come in lots of different forms and sizes. But what stops people from being able to do that, to have a team, is, is your little voice. Why? Because you're not taught about it. You don't know how to do it. Did you take a teen development program in school? I mean, really in grade school or in high school? Probably not. Did you really learn about how to communicate? Well, probably not, but the emphasis was on you doing it alone. Now, let me just. I'm going to cite. I'm not going to quote it. It's over there on my bookshelf. An author by the name of Sean Acor. Sean Acor. That's a C H O R. A c H O R. He's a Harvard researcher. He wrote a couple books. But one great book that he wrote was called the Big Potential. Big, big Potential. And what he found out is that the big, big potential he's talking about is that most organizations don't understand how to mine that asset of the team. That's what he's talking about. The research he found out. They, he. They did lots of studies and they. Physical studies, mental studies, emotional studies. And isolated. One of the studies, they isolated the best performers in an organization could have been best athletes on a team, on a, On a, On a football team, could have been the smartest guy in the technology group, whatever that is. Okay, got that. So they, they isolated these people and they measured them. They found ways to measure their performance and got them to operate their peak potential. Peak, Peak, Peak abilities. Peak abilities. Then they found, then they, they tried the theory. They said, now that's the ceiling for that person and it's far above everybody else, obviously, because they're the best of the best. But they found, however, is this. If that person could also devote their attention to helping other people on the team get better, their individual performance even went higher on their own, wouldn't go higher. But the fact that they were able to help that when they started focusing on helping other people to get better, their individual performance even got better. Now why is that? Why would that happen? Is that magic? Is it a mystery? No. Think about it. If. Just answer me in the comment area, if you've ever had the experience that sometimes you find it easier to help somebody else than to help yourself. Is that true? Or you can see things in other people that they can't see in themselves. And when you say things to other people, all of a sudden you're thinking, wow, that was pretty good. I didn't even realize that myself. Things start coming out of your mouth that are actually more. That sounds smarter than you are, but you are that smart. Does that make sense? So what I'm saying is, without going into all the scientific data, the fact of the matter is, is when we help other people get better, we get better and the whole team gets better. Okay? That's the scientific evidence. However, that's not what's taught in school. So your number one asset is your team. If you know how to mine that asset, how to get them aligned, how to keep them together. I'm in the chapter eight of about a 1212 chapter book that I'm. My fourth book that I'm finishing right now. It's called Summit leadership and how to take your team to the top. And we talk about eight steps to eight steps to being a great leader. And we're gonna cover some of that today if you'd like to, because there is a formula for doing this. Whether you are charismatic or you're shy or whatever that is. It's not a requirement to be charismatic to be a leader. That's an old paradigm. Right. So again, if you've got some comments, just type in there. Blair Bianchi from Mumbai. Can't wait to get the book. All right, very good. I'll let you guys. You guys will probably know first from Mexico. Very good. Javier, good to see you again. So if you have questions about team, just type them in. I'll do my best to support you with it. Okay. But let's kind of start at the top. Let's start at the top. So how do you. What I've explained why. Okay, so because you can't. If you got any size of a goal, there's just no way you can get it done. Well, I got. Technology will give me leverage. Yeah, the technology will give you leverage. But at some level, are you going to be an expert in whatever you're an expert of, or are you going to be an expert in technology? At some point, you're going to have to. You're going to have to choose because I don't know about you. I'M not capable of being an expert in, in sales, marketing, finance, technology, organizational development, all of the things. And again, even if you got a little, Little business, you know, a little business of, you know, maybe two or three people in your company, you still. All these things, accounting and taxes, all these things still have to be done, have to be accomplished, even if it's a little business. Okay. So at some point, you need a team. You need people that are going to be able to work with you. So how do you do this? I can tell you that the reason I learned this is because I screwed it up so badly several times when I thought I knew it and I thought I had it. And so I'm here to tell you that it's not without mistakes. You will make mistakes. One of the reasons people's businesses stay small is it because it's much easier. You have to deal with other people. You just get up in the morning, do your routine, do your. Do your stick, and you're done. But at some point, if you want to play a bigger game, it's going to require that. So the first thing, the first thing in order to get a team to work, as you've heard me talk about this before, is to have a worthwhile, an inspiring mission. Yeah. What do you. With your business, with your life, you know, but, and by the way, I usually talk in business context, but I'm going to tell you that everything I'm talking to you about is true with everything, and you'll see that in a moment. And you have. So if you're married or you have a family or part of a family, that's your team, like it or not, it's your team and how you're going to deal. And again, you may not be able to get all those people on your team because you're kind of stuck with that team. Okay. And I'll address that a little bit, too. You missed your live. Missed. Levy. I love my team to hold me accountable and my little voice to shut up so I could give them more power back and let them leave. Yeah, that's. That's really true. One of the reasons. Thank you. And that is. That was Kevin. Yeah. So, Kevin, I agree with you, Kevin. One of the reasons I have a team and a couple of the other points I'm going to make here is to protect me from me. Because I don't know about you. My little, my, My little voice is my own. Is my own worst enemy. It's my own worst enemy. So start with a mission. What are you trying to do? What do you want to do with your company? What do you want to do with your family? What do you want to do with your kids? What's the mission? Grow. You know, my wife and I is to grow two happy, healthy, successful boys. That's. That's it. That's. That's part of what we want to do. And to nurture each other to be the best we can be, to follow our own purposes in life. So that, that's the mission. The mission of our. My organization, of blairsinger Training Academy is to produce the best teachers, leaders and facilitators in the world. Okay? And I'm still trying to figure out how to do that really well. And the only way I do it is because I get feedback from the team. I just recently sent something out to my team team that said, because I'm doing a marketing study for myself, my marketing team is doing a marketing team marketing survey. And I said, so I now can blank because Blair taught me blank. I now know how to do blank, because Blair taught me blank. And so what came back was not exactly what I expected. I now people say I know how to build a culture, my organization, because Blair taught me how to build a championship team. I wasn't expecting that. Somebody said, I know how to teach because Blair taught me how to facilitate that I expect. But what came back was not necessarily what I thought was my given strength, but according to my best customers, that's my given strength. Why? Because I think we have a mission. We have a mission to create the best teachers, leaders and facilitators in the world. Okay, that's number one. Start with that. What is it you want to do? What gets you up in the. What gets you up in the morning. So number two. Number two is why. Why do you want to do that? I mean, is there a reason I just pick one out of thin air? No, it's got to be. I think that everybody, everybody on this call, and you might type it in if you want to, has something to do here. I think everybody has something to do in life, has something to do in business, has something to do to help other people. Hear me talk about helping other people a lot. And I think that this is my bias. And you don't have to agree with this. I think that the scientific, sociological evidence is that when we help each other, we all get better. You know, it's a pretty simple principle. It's not a strategy. This is not a tactic. This is a principle of operating on planet Earth, that when we help each other we get better. And again, sometime when I go deep into our mission statement with you guys, one day I'll show you the evidence of that. I don't want to spend the time with that right now, but, but I think that if you want to help other people, that's a big reason why. Okay? And so hopefully what you're going to do is Dr. Buckminster Fuller said, once he goes, he says if you do what you're supposed to be doing, the universe of the world will take care of you. Now, I don't know how accurate that is, but I do know that you set a goal and, and the ripple effect of what you're doing really gives you evidence as to what if what you're doing is good. And when you're on the right track, money flows in. When you're off track, money disappears almost overnight. Okay? So you can take, kind of, take a look at that as a, as a temperature gauge of where you are. Why are you. Why is this mission, Is it solely to make you rich? Is it solely for your own personal benefit or somehow does it have a benefit to you and to the, to more people? And I would advocate the more people you serve, the more, as he would also say, the more people you serve, the more effective you become. That was his quote. The more people you serve, the more effective you become. Now, it doesn't mean you have to serve seven and a half billion people. You can serve 10. You could serve your community, you can serve your church, you could serve your family, whatever that is. As you serve, you become more effective. So what's your reason why? What gets you up in the morning? And so for me, you know, that's, that's my thing, to create the best teachers, leaders in the world. Why? Because we friggin need it. We need great teachers and leaders. I spent that last week. I spent that whole hour talking about it. I'm not going to do it again. But the whole, we need great teachers and leaders more than ever. What did Kevin say? Yeah. For the tough times. When I don't want to start, then I have to. The best times are times when I didn't want to. This had to start. I'm here to inspire other people. Okay? Our mission is to cast a vision of how far we can go one year from now. Okay? Give, give, give, give. Serve other people. Yes, Kevin, thank you for all that. I would have you add, is that what's the benefit of you guys, of your team getting better a year from now? So take it a step further. It's Good. All good. But I'm just going to challenge you and say, what is the ripple of us getting better as a team a year from now? That's our goal. That's our mission. What is the bigger mission that happens outside of that? Fuller would say that that's a good goal. That's a goal. He says, but the ripple effect, the side effect of that is really the main event. What's happening out here is the main event. We're directed to learn what we learn and do what we do. But the real ripple effect of that is what the real lessons are. Okay, more on that later. Okay, so what's your why number three. What are the values? If you're going to try to pull a group together, what are the values? Now notice. Notice right now, we haven't even. I'm starting from scratch. We have. We don't even. I'm assuming maybe you don't even have a team yet. Okay, so what's the mission? Why do we want to do this? What are their values? What are the five things that are most important to us? Well, maybe family and integrity and personal growth and serving other people. And I said integrity, honesty and goodwill. Whatever they are for you. Okay. Because your company, it's your business, your family. Right? So what are your values? There's lots. I mean, there's probably a hundred different values you could choose from. And not to say that they're exclusive, but what are the top five or ten for you? Okay, so we got the values. So in the book, I talk about going to Kilimanjaro. We're going again July 1st. This will be my 11th 12th expedition to Killy and hopefully my 11th summit. So when we go there, when we go there, what are our values? I created the Mountain leadership Experience. This part of where the book comes from. Because in seven days on that mountain, I learned more about leadership than I learned almost in my life. I think what it did is it crystallized a lot of the things going on in my life while I was there. And one of them was watching our lead guides, Kevin and Kristen, who run an organization called K2 Adventures, watching this, watching them take an average group of people that really never climbed, never did anything like this before, safely to the top of this 19,341 foot, five, almost 5,900 meter mountain, safely up and home. Okay, big task. And with a 95% summit ratio, which is unheard of on Kilimanjaro, typically 40% of the people make it. Right. How did that happen? Why? Because they're not. I'm getting around to values, their number one value. The number one value, can you guess what it was? I think you can guess. The number one value is, was safety and health. Safety and health. Everything else fell second, third, fourth, fifth and on down the line. But health and safety were number one on the list. So everything that we did months prior to going the training on the mountain, top of the mountain, coming down the mountain, going home, everything was about health and safety. So therefore that's why they have such an amazing rate. For some guides, their number one value is getting their clients to the top. Not bad, but it's a very. But you can see the difference. And you know, when we go up on summit day, when we're going up to the summit and other people are coming down, you can see some of those people, they look, they don't look so good. They're coming down, you know, the altitude has gotten to them. They were, they hadn't trained properly. They're being helped down by porters with their legs have stopped working, you know, temporarily. So again it's values. Values, that's 3, 4, number 4. What are your rules? Now that you have values, what are the rules? So if our rule was safety and health, what are the rules are you must drink for a minimum of 4 liters of water every single day that you're on that mountain. You. And you must eat. You must eat three meals a day or you will not make it because you're burning over 2,500 calories a day. The average person doesn't even burn 2000 and you're burning, it doesn't even do like 1500. Sometimes we burn 4000 to 5000 calories in a day. So it's critical that you eat, okay? To your health and your safety. It's critical that you drink so you can Exchange oxygen and CO2 in your body properly. Okay? So you see how this works. These are the rules based on the value. So we had a gentleman who went up there with us. He was a world class interior design, interior designer, architect and designer, mostly commercial, from Kuala Lumpur in Malaysia. Amazing, amazing human being, you know, very dear friend. And when we were discussing on the mountain in one of our debriefs about values and rules, I mean it suddenly dawned on him in his organization, obviously safety and health is not the value. But for him it's precision and excellence. Not bad. But if you watch the way he operates, you look at his car, you look at his office, you look at everything he does, everything. And the rules of his Organization, follow in lockstep to those, to those things. And if you're not the type of person who shares that value, you're not going to like working there. You're not going to go there. Yeah, I want to be, I want to work for a world class interior design architect. Yeah, but if you, but if excellence and precision is not one of your core values, you're going to be miserable. Go somewhere else. Okay, so now that we've got all that, we got the rules. And by the way, we call those rules a code of honor. Code meaning a specific set of messages for a specific group of people. And honor. What does honor mean? Honor means mutual. We honor each other. It's a mutual exchange. A mutual exchange. So the code of honor is a set of rules that protect the values that hold us together. Right. So that's what comes next. Code of honor. Now that's. What was that mission? What? The mission, the why, the values and the code. And the code is four. What's five? Five. Now you recruit. Now you go looking for a team. Now I'm going to show you how you use this in marketing. This is how you get a team. You start with this, you say, ah, you know, this is what we're doing. Everybody come around. Okay. People that have been with me for a long time know exactly where I stand. And anybody that meets anybody on our team knows exactly where we are at with our values and our rules. So now you recruit and you say, this is our mission and these are our rules. And if that's something you'd like to be a part of, let me know, give me some feedback. And you know, some people go look at you like, what are you a wacko or what? And they'll walk away. That's fine. Other people say, yeah, yeah, yeah, that's good. But how much do you pay if it's a. Pay if it, if the team position is a paid position. And then there'll be other people that'll say, wow, you know, that's, that's, that's interesting. I'd like to. It sounds to me like my work with you guys, I, I would grow then right now in this stage of my life. I'm, look, I'm looking to grow myself as best I can. Okay, so which of those three, four people would you want to be on your team? Obviously, obviously the last one. Obviously the last one. What path are you choosing when claiming what path? We use the Mikami Trail. If somebody knows, obviously you know what that, where that is. We use the Mikami Trail, it's a little longer, but it's also, I think, much more beautiful. Money is energy currency, and it reaches to the one stays with the flow. Yeah, that's true about the Kelly. I think there could be importance of second objectives instead of primary. Yes. Well, there's always second objectives. There's always second objectives, third, fourth and fifth objectives. In other words, you create a goal, that. Which is your mission. And I talk about PERT charts. Okay, so per chart stands for Project Evaluation Review Technique. I use this with elite groups that really want to. That have a major project. They want to. They want to really get the whole. It's probably one of the most powerful alignments I've ever seen. Okay. It was developed by the United States Navy back in the 50s and 60s. Anyway, you start with the goal over here, right? Your mission. And then it's an idea is what happened just before that, before that, before that, before that, before that. And what you, what you pull out is a series of events, each of which, as you said, is a secondary objective that get you to the primary objective. Okay, so, yes, that's absolutely. There's secondary objectives, tertiary objectives. Some are major events, some are minor events. I'm not going to get into all that right now, but in fact, yeah, I mean, if you want to. If we want to create the best teachers, leaders and facilitators in the world, that's the primary goal. But what's the marketing goal? What's the selling goal? What. What's the training goals? You know, so there's a whole bunch of other objectives that are also in there as well, which you're. Which you're right. But the, the guiding light out there. What is the guiding light? So now you. And so again, so now I recruit. I think I. I may have mentioned it before. One of Robert's dear friends, when he was. When he was in the Marine Corps in Vietnam, fell by name of General Bergman. Bergman is now as a United States senator from the state of Michigan. And I asked him directly once, how do you recruit in the Marine Corps? Because really easy. I go easy. How is it easy? You shoot. These people have to risk their lives. You don't pay them hard living. They got to work their butts off. How do you get them in? He goes, easy. He goes. Because what you fail to understand, Blair, is that this is the millennial generation. And, and a lot of the youthful generation are looking. Are always. Are a segment of those people are looking for something bigger than themselves, something that is. That motivates them to become Somebody better. So they join the Marine Corps not for the pay and certainly not to put. Maybe not maybe, or maybe not to put their life in harm's way, but they know they're going to become somebody better than who they are today or they're going to reveal the best part of themselves by doing that. And he said that's, that's how we do it. Because there's no way we could ever pay these people to. How much. How can you. How much would you pay a person to, to, to. To pick up a weapon and to defend their country or to defend their families? I mean, I mean, that's, there's no price. It's priceless. So to put a price tag on and how much I'm going to pay you to do that makes no sense. It's got to be more. It's got to be something that's more spiritual, something that's more from the heart. Okay, so I'm just going to pause right there for a second. That's how you recruit. Now, one more piece of this and then I'm going to start addressing some of these questions. Is that what does today's team look like? Well, today's team doesn't mean you have to hire 10 people and pay them all minimum wage and all that other stuff, although you could, and maybe you need to for your business, or maybe some of you have businesses that have several hundred or a thousand employees, but it doesn't have to. But depending on the type of business will determine the type of team. But even if you are a solopreneur right now or considering to be an entrepreneur, where do you get your team from? Well, you get your team from people that like your share your vision. You go out. You go out and you do some live streaming with video and tell people what you do and why you do it. And if you people are interested in supporting or interested in becoming a part of it or learning more to comment back, and of all the people, if that stream hits 100 people and three people respond to you, that's good. That's three people that are inspired. Now, if nobody ever responds, then you have to take a look at. Is your mission something that other people aspire to or is it just important to you? That's another thing to consider when you're considering marketing. Right? So I think that in this day and age, what I learned, particularly over the last year with all the quarantine, is when it comes to teams, here's what a team for a trainer or coach. Okay, that's the industry I'm in right now. So as a trainer or coach, here's what a team can look like. You go out onto social media and you try and you're looking for people who share your point of view or share the idea. And you're creating what we call a community. Create a community at that, right? Everyone is to create a community. Now that community can ultimately become. Some of the people in that community can become customers because if you have something to offer them along the lines of your mission, right? So for us, I talk about education, we talk about creating the best teachers and leaders in the world. The failure of the education system and what the solutions are and how to fix it, turn it around. And so people then kind of show up and they go to like, like right here, blairsinger.com to get started, to find out a little bit more about it. You know, watch some of the videos and how do I. How would I set up a business and how would I teach and how could I do that? So now they become customers, right? Now those customers become part of your. Some of those customers can become part of your team. Not all of them. We have a volunteer sales team of people from probably about six or seven different countries that they sell for us full time, but they sell for us part time as affiliates and directly on commission, some of them. And they sell, okay? So you start with the community, some become customers, some of them. And then that team helps you continue to build your community. That's called a movement. It's called a movement and everybody involved with it, I just call it, for want of a better word, I call them a tribe, okay? It's a movement. It's a tribe of people. I call it our leadership tribe. Our leadership tribe because of all the things that they are. They're trainers, they're coaches, but they're mostly leaders. Some of them don't even go in front of rooms to teach, but they have their own organizations. So that's a team. So if I were to take a look at that team, my team of people that were act. Not all of them, okay, but the people I would consider part of the team, part, which is kind of further down that funnel. We have several hundred, several hundred and over 35, 40 countries around the world. Now let me ask you something. If I would have to make a tremendous sum of money to be able to pay all those people to be employees part time or full time, Couldn't do it. Couldn't do it. But in this day and age with technology, doing more with less, the Framework of what a team looks like has changed dramatically. The Small Business Administration that I mentioned before is still operating out of a paradigm of the 60s and 70s that was a layover, a throwback from the industrial age. Now, in production and manufacturing and certain parts of technology, that's true. But for many of us, that's not true anymore. So you, everybody, you have the opportunity to build a great team. And we operate by the same mission, same code of honor. Now, everybody may have their own businesses and their own missions and their own code of honors, but as we come to get, when we come together, we come together under one umbrella. And as Kevin said, as Kevin said, I have a code of honor for myself. I have a code of honor for my business. I have a code of honor in my family with my wife. And, you know. And why do I have a code of honor? Real simple. Because I have a code of honor to protect me from me. I know that I am my own worst enemy. It's one of the things I've learned over all these years that whenever I get into trouble or I create problems, whenever there's problems in my space and around me, it's usually because somehow I created it. Now, I'm not asking you to adopt that point of view, but everybody on my team adopts that point of view for themselves, okay? And because of that, everybody's 100% responsible. No blame, no justification. And we get. We get to the heart of the matter quickly and make corrections. So I hope this helps. I hope this helps. You don't think that you have to build for those of you that are newbies or just, you know, maybe struggling a little bit, don't think you've got to hire all these people and bring all these people in. Think about what you're trying to do. The elements that create yourself, a pie chart. What are the elements that I really need to take my message to the world and then start seeking people out. Share your mission with them. Maybe they can help you, maybe they can't. Maybe they can refer you to somebody else. But what you just did, if they're willing to engage with you, you've just built your tribe. You've just, at the minimum, you built your community. And you know what? I'm. I'm a big believer. Like I said in the beginning, your number one asset could be an asset or it could be a problem. It's an asset, a priceless asset. If you can keep them aligned, hold them together, learn how to communicate, and all those other kinds of things. Okay, so let me Just address a few things here. What if your business partners are not as conscious about believing the code of honor and values? Tons of people. Daniel asked tons of people out there busy doing nothing. Yeah. This is volunteering organization, but I believe what's possible to do. Okay, just like a train. Pick someone up and someone else will leave at the next station. But your trains. Okay, so how do I summarize that? I. Let me address the partner issue first, because I've had some big learning experiences around partnerships and. Yeah, some big ones. And so what I want to say about that is this, is that as you have your core team, right. And then you have the immediate people that you work with and people around that and around that, around that. And as the circles grow. Okay. But at the core, it's gotta be very, very tight. So if you have a partner that is not conscious, doesn't believe in code of honor and values, and you do, then you need to sit down and talk it through, get it handled. Because I'm gonna tell you that the more successful you become, if you become more successful, the bigger that problem is gonna become. And I can speak. I had. We had. My partner and I at one time, we had a multimillion dollar global franchise. It was an amazing business. Amazing business. And because we were not completely aligned at one core little issue, it went away. It had to go away because I couldn't reconcile. He couldn't reconcile. We had to be our own people. I'm. He's not to blame. I'm not to blame. We're both to blame. If anybody's to blame. I don't think that. It's just that people think that partnership issues will get better if you just add more money to it. But we're all making more money. And that could be nothing farther from the truth. The more money you add to it, the more that hole gets exposed. So I would do my best right now to get it resolved. And hopefully you can resolve it. Doesn't mean it's not resolvable. Just means you need to be able to sit down, talk it through. And if it becomes an impasse, then you need to make some definitive decisions. So, yeah, if you have a partner like that, I wouldn't. I would waste no time. I would organize a meeting to sit down tomorrow, tonight, tomorrow, the next day, and say, look, we just need to talk some things out and see where we stand here before this goes. Before this goes any further. Because if you've got an organization that's growing and one partner's going this way, and the other partner is kind of going this way. It doesn't take long to figure out what's going to happen there. Okay. One person wants to be conscious and code of honor and all that stuff. Somebody. Well, we just. Yeah, we don't need to worry about those rules. And who cares about personal development, all that other stuff. And like I said with my old partnership, I've had several of them with my old partnership. I can. The one thing I can say is we were both very, very clear about the code of honor and both equally committed to it, and everybody around us was, too. So it wasn't the code that was the issue. It was a fundamental philosophy about personal development. And these days, I totally get it, but I totally get the other side, too. And you gotta be able to live your life. And if we're driving an organization of people whose training was based on business and personal development, this has got to be. We got to be clear what this means. And. And we weren't. And so we just kind of let it go. And I created the Blair Center Training Academy, where I. The partners I have are not the same kind of partners. My. My community became a large part of. My community became customers, and they became part of my team. And a few members of those teams are not financial partners, but I consult with them and we consult with each other as if we were. And very, very tight. So again, get it handled. Get it handled, because it's not. I guarantee you, on its own, it will not get better. You can hear it from me. It will not get better unless you address it. And even then, it may even get even worse before it gets better. But if you don't, it'll rip up your dream. You have, you have, you have. I'm going to tell you that in that situation, you have zero chance, zero chance of obtaining your mission long term. Okay? So I hate to be the bearer of bad tidings, but anybody that's been an entrepreneur knows that that's absolutely true. Okay. Okay. Let's see, what else. What was another question? Yeah. So if you have it. Yeah. If you have people that aren't with it, first thing I would ask you is why? Okay, so up till now, you got an excuse. Up to now, going forward, you have no excuse. What I mean by that, up till now, before you knew what I just told you, if you didn't know it, some of you have been with me before, so you do know it. But if you didn't know this, I understand. Now, what do you do? You got some people that Play by rules of people who don't. Step one, what's the mission? And create your code of honor. Sit down with your key members. You don't have to deal with everybody. Or if you. If you're on your own, sit down. What are the rules? Example, if you get my book, Team Code of Honor, or even in the new book coming out, I'll be in another. Another advanced piece on that. Create a code. Create a set of rules. You only need five rules. You don't need 50 rules. 10 at the most. Okay? Rules, like, for us, never abandon a teammate in need. Number two. Be on time. Simple rules, right? Take personal responsibility. No blaming, no justifying, and no lying or denying. Excuse. Just leave that out. Even if you're. Even if you have something, even if you have an excuse. No excuses. We go to a solution right now. So whatever it is for you, okay? And you. How. Well, how do I create rules, Blair? Okay, just look at all the mistakes you made in your life, in business, and if there was a rule that would help clear that one up, that's a responsible rule, then that will help you. Okay, look, look, look. To old learning experiences. So create a code. Create the code and have a. And I'm sure you have a mission or you have a goal in mind. Share that. And then once you have that, you sit down with your team and you say, look, going forward, how many of you. This is how you sell it. Okay? Going forward, how many of you would love to be part of an organization that crushes the market? Awesome. How many of you would like to. How many of you would actually like to become the best version of yourself working here, the best version of yourself in all parts of your life by working here? Okay, good. How many of you would like whatever. Whatever you want to do? So how many would like again, what's in it for them to be the best version of themselves, to be more capable, to become a better leader? Would you like to. How many like to become better leaders? How many of you. I have no delusions that you're going to work with. With me forever. If you. At some point when you want to go off on your own, how many would like to have all the secrets to success for your own business someday? Good. Awesome. All right, so if we're gonna do that, we're gonna do that. It was brought to my attention that we need to all be pulling the oars in the same direction. How many would agree with that? Now who's. Who's not gonna agree? Everybody's gonna agree. I'm selling, right? I'm selling the process, okay? And this is the truth. This is how I do it. And it's not. I'm trying to manipulate. I'm trying to tell them the truth, okay? So it's important that we're all pulling together. So here's our mission. This is what we're trying to do. Everybody. And by the way, at any point in time, if you're not interested in this or it's like too hard, I don't get it, okay? Come to me. Tell me now. Tell me privately. It's okay. It doesn't mean there's anything wrong with you. Just may mean it's not the right place for you. That's okay. Okay, Go through the code. Explain what those mean. Back in the day, when I had a trucking operation, we had a code of honor about 10 rules. And our assistant warehouse supervisor would read the rules to the warehouse people before they would come. And some of them only would come, like two nights a week. They weren't even full time. But they had to play by these rules. Code of honor, okay? And our warehouse guys would say, don't let this guy come. He's not gonna. He's. He blew it off. He didn't want to do it, so we wouldn't. We wouldn't bring him in. And we're only paying minimum wage, okay? So give them a chance to choose. You cannot enforce rules that people don't know about. You can't enforce rules if somebody didn't agree to. Okay, so give them a chance. Here are the rules that we came up with. You and your partner, whoever or myself. These are the rules that came up with. And I'd like you to take a look at them. Let's discuss them and let's debate them, okay? I'm not changing them. But what I'm going to do is I'm willing to discuss it and explain it and understand where you're coming from on all this stuff, okay? And how does this apply? You know, I had a mentor once who told me that sometimes a code of honor may take months and months and months to get everybody to buy into it. He goes, and that's good, because that discussion, that discussion. Listen to me. That discussion alone will raise the performance of your team, because now something that was unconscious is now conscious to them, okay? And I've been had many examples of that. So that's how you get it going. And if people don't want to play, as Kevin says, at the next station, let them get off. They don't want to play because there are other people that will. There are other people that do want that, do want to do that. And there may be some people that are with you right now. They're looking for an excuse to get out anyway. Do you want that kind of person around? Of course not. So again, it's nothing that happens overnight. Growing a team is growing a family. Growing our global BSTA team has been one of the most rewarding experiences of my life. When the pandemic hit in April of 2020 here, anyway, the first thing is like, all the business went away. We had hundreds of thousands of dollars of business on the books that disappeared. We had hundreds of thousands of dollars of business that we'd already done that, that we hadn't been paid for yet. That money disappeared. What was my first priority? My first priority is like, okay, so the team. And I don't know why, but before, even before preservation of the business was the team, because the team is part of that business. And so immediately, the very first week, we called a global meeting. I had Robert Kiyosaki talk to everybody about being about don't be a snowflake, be anti fragile, and now's the time for us all to step up. It was very inspiring. And I think that that single decision was one of the defining moments of our organization. And we haven't stopped doing that, by the way. We were doing it once a week. Now we do it once a month. So I think that it is your number one asset. And if it's your number one asset, treat it like that. I mean, if, if, if gold is an asset, you wouldn't leave it laying out on the street, would you? What are you putting behind a safe? You're gonna lock it up. You want to make sure it's safe, that it's secure. Nobody's gonna attack it, steal it, Right? Same thing with your team. I mean, you don't have to lock them up, but you understand what I'm saying? Okay, let's see. Daniel said I had my problem a few years ago, realize may become my biggest asset at a time what to do when resources are limited and feel that the mission is huge. How can one go faster in that case? That's a great question. That's a great question, Daniel. Okay, let me address that. Because it's happened. As an entrepreneur, if that's happened to you, I'm assuming it is. That's why you're asking. It may happen to you more than once. It's happened to me more than once. It's every Entrepreneur. Entrepreneur. That I know that has happened. Absolutely happen to them more than once. That's the game. And so that's why entrepreneurship is no joke. You have got to you. You will deal with those situations from time to time. And I think that that's why you have a mission. I remember in our trucking business, we were. We were upside down, and we had some huge financial issues, and I was going to close the company. And the. My accounting manager, which was very big, big in stature. I mean, not fat, but she was just a big woman because she was Samoan, right? And her husband was Samoan. So these are big people, really big people. I remember her saying, and I'm going, you know what? We just need to close. There's no way out of this. And she said. She goes, blair, don't close the company. We'll work for free if we have to. What'd you say? We'll work for free. A couple weeks, we'll turn. We'll figure this out. But don't close the company. I mean, look at all those drivers out there. Look at all these people. Look at all these families. You can't just abandon them. It says, our code of honor says never abandon a teammate in need. Right? I go, that's right. Code of honor is there to protect me from myself. And we turned it around. I mean, long story short, not without telling the story. We turned it around, but my natural inclination, honestly, was to quit. So my question to you, Daniel, is this. How inspiring are you? How strong is your mission, and how well have you motivated people to keep going? Is the mission important enough? Yeah, I know that resources are scarce, so. So how do you get your team together to allocate more resources? Or maybe you may need to take a diversion or something like that, and I don't have an answer, just like I didn't have an answer that day. And I've had other situations that were similar to that. That was the most dire one, but I've had other situations similar to that where people stepped up. Look, if you've got players that are playing by a code of honor and a set of values and a mission that. And problems come up, how do you think they're going to respond? The rats will jump ship. Why? Because they have no direction. They have no leadership. They have no inspiration. They have nothing. There's nothing in it for them anymore. Their paycheck's gone. But if. But if there's something that you're offering that's greater than a paycheck, which is. Which almost becomes Spiritual. We're going to change the freaking education system. A friend of mine, Greg Evans, he's got a company you can look him up called the Seeds. Seeds? Y' all like planting seeds? 1993, I met him and he was a kid then. He was, he started his company then. He's an entrepreneur now. He's got trainers all over the world as well. His mission was to change the education system. That wasn't mine. Mine is to create the best teachers and leaders. His change the education system. And he's doing great. I mean, through, through Pandemic, his business doubled. That should tell you something that's kind of a sign from someplace, right? It's like I was talking about last week. It's the biggest economic, financial or career boom on the planet, okay? But for him, because he had a mission and because he was driving for something much bigger, people say, look, it's okay, I'll work part time, you pay me half, pay me half, or whatever that is. I just, we don't want to, we don't want to let this thing die. Let's just, let's keep going. We'll find a way. We'll find a way. We'll find a way. When I was with my wife, I wanted, at that same time, when we were so broke in our, in our trucking company, we were in, we were dating. I wasn't even married then. And I said to her, long story made very short, went out to dinner. When I had basically told her to get out of my life, she told me to get out of her life. And I called her back up, I said, I really need to talk to you. And we went to dinner and I asked her to marry me at dinner. And she said, are you serious? I go, I've never been so serious because I got very clear what I wanted in my life. You know, it's funny, when you're at rock bottom, you get really clear what you really want. And I said, excuse me. I said, I really want this relationship. I want, I want it to work. And. And she says, and that was the reason she. I had to go away because she was trying to pressure me. Were we going to make a long term commitment? I go, leave me alone. And so finally, when I saw the light a few weeks later, we had dinner and I said, will you marry me? She says, yeah, of course. She goes, are you okay? And I go, no, I'm not okay at one level, and I'm the best I've ever been in my life, because I am crystal clear. And she Says, yes, of course. And I said, are you sure? She goes, yeah. I says, okay, let me tell you the rest of the story. Because she didn't know I was broke. She didn't know how all this other stuff had come down. And I told her all the gory details, and she looked at me and she smiled and she said these words which I'll never forget. She goes, worry, Blair. We will make it work. We will make it work. Keyword we. When it was that accounting manager that said, we will make it work, the same words she said other times. We will make it work. Where'd that come from? That wasn't me. That was somebody on the team that said, we will make it work. The love of my life said, we will make it work. And if there are people around you that'll say that, you know, you got great team players. You could give them any game to play, and they'll crush it. We will make it work. And we've been married 33 years, so we made it work. And we have two amazing boys. So again, that's a little bit more than you asked for. But then I would ask you, is, how inspiring are you as a leader? Okay. How inspiring are you? There are some people that are autocratic, and we're gonna do it this way. And there are people that are democratic. I want everybody's vote on this. I'm neither of those. Okay. I'm neither of those. There are some people that are kind of like just laissez faire. Yeah, well, you know, let's do whatever. I'm not one of those either, but I think there's a fourth category called transformational leaders, which I suspect all of you are. You wouldn't be listening to me. And our job as leaders is to transform our businesses and transform people's lives in the process. Not only our customers lives, but the people that we trust to deliver what we do. If you do that actively, actively, with passion, with heart, nobody will stop you. Nobody will stop you. No pandemic will stop you. So hopefully that helps. What else we got? What time is it? Oh, yeah, we're coming close to the end of the hour. Okay, so these are great questions, Daniel. I would say learn from people who are there. Want to get inspired, get a mentor. Yeah, that's a good one, Kevin. Yeah, that. I've been very just like. Kevin. Kevin. Giving great advice today. Thank you, my friend. I said I would say that. One of the things has worked for me over the years is I've had great, great mentors. They're all of a similar type though they some somehow seem to love kicking my butt. You know what I'm saying? They just like that. I mean Mac Newton is my mental and, and health fitness coach. I mean super bowl ring, World Series ring. I mean he's probably one of the premier physical athletic coaches in the world. My coach Kiyosaki had been a coach of mine times and all these and, and other people you would not know but, but these were people that challenged me hard, never gave me straight answers, always asked me lots of questions and challenged me hard and almost would put tasks in front of me. I'm going, why are you making me do this right now? You go, you need this right now. And I just trusted it. And to Kevin's point, if you're going to get a mentor, one word, surrender. Surrender to the mentor. That doesn't mean surrender like give up the fight. I say surrender to what they tell you to do. Okay. And just do it. Don't try to get creative with it. Mentorship is huge and it's powerful. But people you know, well I'm going to go, I'm going to go to this workshop, have so and so mentor me. That's not mentorship. I'm talking about somebody that you can meet with day in and day out. I have several. A couple of the rich dad advisors are mentors of mine, I'm mentors of theirs. And you know, what we talk about is nobody's business. But ours is very private and sometimes very emotional but always high quality because they're amazing people. So surround yourself with the right people. Remember, your number one asset is your team. Your number one asset is your team. And if you want to, if you want to, if you want to be. I'll just end by saying this. If you want, I said before, if you want to accomplish anything of any size, you need to have a team. And I gave you several dynamics of what a team could look like. Doesn't need to be all employees, okay? But the other thing is this that just occurred to me and I may have said it is it. If you want to be the best version of you, just very self serving. If you want to be the best version of you, get yourself a team. A team that hold as Kevin and I think said earlier, that holds you accountable. That holds you see because if you're by yourself, there's nobody that holds you accountable except you to you and that. And you'll lie to yourself, you'll make excuses yourself and you'll know that you do it. But you'll do it anyway, as opposed to having a team of people that will call you out when you breach your own rules. So make sure you have your own code of honor instead of rules for you, for your family, and for your organization. They may overlap a little bit, but they may be. And they may be different rules. But I do it for self preservation so that I can live to fight a bat. Fight the battle yet another day. Because I. Because of most of the battles that I have are battles that somehow crazily, I created. And the more I work on me, the easier that all becomes. Okay, all right, so thanks, you guys. Have a great week. Next week. Next week. Next week is for. On Thursday. Yeah. So next week, just so you know, not everybody's gonna know this. I'm gonna do this live stream on Thursday, probably on Friday, because I'm going to be in a program all next week. I'll let you know. Or somebody else will hop on, will hop on the call. Otherwise, I'll see you the following in two weeks. Okay, thank you. Thank you so much. Thank you for all your comments. I love the code of honor. Good. Martina, how do you build trust as a new service? Okay, well, that's. That's a whole topic for another time. Make sure you bring that one to the next one. Okay, thanks, you guys. Be amazing. Go to blairsinger.com and check out. There's a lot of these questions. We have videos that handle that talk that in a lot of detail and on YouTube. So go to my channel, YouTube. Subscribe, share. Subscribe to our website. Every week I'm putting up a new video. Sometimes like this week, I think we would put up four new videos. Okay, so new videos are short, they're succinct, but there's always a gold nugget in there if, if you're looking for it. Okay, so check it out. Go to BlairCenter.com thank you so much for engaging and have an amazing week. Have an amazing week.