The video blends a candid day‑in‑the‑life vlog with a structured leadership training session led by Jacqueline Elliott. The opening segments feature informal, high‑energy gym and family moments, with participants cheering each other on during workouts and sharing light‑hearted banter. The core of the content shifts to a manager‑to‑leader mindset workshop. Elliott asks viewers to self‑rate on a 1‑10 scale across several leadership dimensions, emphasizing honesty about how others perceive them. She explores key themes: coaching versus closing deals, maintaining consistent standards for all reps, cultivating a positive floor culture, standardizing the buyer experience, deliberately developing specific skills in each team member, and ensuring personal well‑being is driven by genuine energy rather than stress. The training also delves into work‑life balance, urging leaders to be present with family and avoid social‑media distraction. Elliott presents a performance‑score framework (65‑80 strong foundation, 45‑64 mixed results, 25‑44 survival mode) to help leaders identify leaks and shift from fear‑driven decision‑making to an abundance mindset. Throughout, she intersperses personal anecdotes and motivational encouragement, reinforcing that true leadership is lived before titles are earned.
Chapters
We go 0 to 100 real quick. Maybe you only rap to pay the bills, and I don't feel that, not even a little bit. Oh Lord, know yourself.
Let's do this, girls. Are you ready or are you ready? Well, you don't have a choice, do you? Are we gonna get a lot of hate in the Ferrari when it's a 2-passenger, you got 3 people? You can already hear it. I got this from Dramatics. Oh yeah. Oh my God, sent me a video of him sweeping, so I was like, I'm gonna give him a mop with a bucket and then a broom, see how he does. Those border gifts, yeah, and those are the ones that last forever. Let's go! Oh, look at your best friends are over there. They're so scared of the grasshoppers. I dare you to run through and see what they do. Those are all the grasshoppers. Run through and see what they do.
You're good, you're good. Oh my God.
After 1 week, your face is already starting to do this. It's starting to lean down. And so your mom has really good genetics. And so that means you have good genetics. All right, you guys go hard so you can finish up. Uh-huh. You ready? Let's go see how many pull-ups you can do, Fabio.
Let's run it.
You got to do me a favor. I don't want you to start doing them until you tell me you believe in yourself. All right, let's go, baby girl. Okay, you ready? Look here. There you go. Nothing matters. You're strong. I told you. You're so strong. There we go. There we go. There we go. Let's do one more. Let's do one more and make it count. Oh, I think you got one more in you. I don't know why, but I think you got one more. 'Cause I know my baby girl. I got you. I got you. I'm right here. I'm right here. I'm right here. I'm right here.
Good deal. Good job.
That's good. I like it. Okay, I'm gonna grab my bag and I'll meet you right there.
That's my baby girl. She was excited to train today. Hi. Do you know she went to the gym with me this morning?
2 hours, you work your legs and butt.
Yep. She said she don't want to have a tortilla butt like her dad anymore. So I said, we gotta work it, baby. Right, baby? You're so cute. Thank you, you guys kill it. Hey Hassan, good job buddy. Look at that, nothing breaks him, he's just working.
All right guys, I'm going to slide out of here, go grab my book, and then I'm going to the back so I don't stand up here with her because if not I'll literally interrupt her the whole Cyber CEO. Yeah, yeah. So I need to get out of here, but— All right, what's up?
Give it up for Jacqueline Elliott Elliott, guys. Today I'm going to talk to you like if you're a manager or a leader because I want you to think that way. You're going to lead differently if you think that way. And I want to plant scenarios in your head to let you know when it's going to get dangerous and how you need to view what you're doing, because I want you to think like a manager at this point. Okay? So we're looking at it right here. Rate yourself 1 to 10 in each category. 1 is a real problem. 10, this is one of your strengths. I want you to be completely honest. This is not about how you see yourself, really. This is how everybody else sees you. Everybody thinks they work harder than they actually do. That's just the truth. I'm sorry, but I, I see it all the time. Okay? So the area coaching versus closing. Are you coaching deals or closing them for your team? How does it look like if you're a salesperson? Are your managers closing your deals or are they teaching you how to do it better for the next time when you do it? Do you feel like you're getting a little bit further and closer to the close? What does it sound like if you have to close it? If you have to close it, you've built dependence, not a team. Standard consistency is the next one. Does the same standard apply to every rep? Every day. If different rules apply to different reps, you're not building a team, you're playing favorites. And the thing is that the other people are watching. If that person does not have the right culture and he brings cancer to the team, it might be costing those lower-end producers the culture they need to actually grow and do the right thing. You can have both. We have it in our team. We have very high producers that actually have the right culture and they pour into the team. This is what we're talking about building. We want you guys to kick butt but also build the right culture. Don't be that asshole that just takes the wins to themselves. It doesn't work that way. You'll see, you'll make money, you'll lose it right away. You have to have that abundance mindset. Floor culture. Does your floor feel calm and clear or reactive and dependent on you? What happens when you're not there? I mean, even when we're in sales, we had people, we had little teams that we built. Like, honestly, would help close deals for other people, and then they would come in and they would take the ups and bring them to us, and then we would teach them that way. Like, I'm just saying, like, as a salesperson, you can build this stuff too. Before Andy was promoted to manager or anything else, he was creating his little groups of people. Hey, listen, he saw the strengths and the weaknesses. Oh, Carson, Carson's young. Carson can be faster than all these guys. Carson, every time you get a guy, I want you to go talk to him, say hello, and then get me and ask me which vehicle he should you should show them and all that. And then we created this stuff. Like, honestly, that leadership needs to live in you and you have to learn to lead before you get the title. That's the way it works.
Okay?
Buyer experience. Does your process look the same regardless of who's working? Okay? We talked about this. If every deal feels different, you're running off of emotions, not a business. Team development. Can you name the specific skill you're building in each rep right now? Where are they failing? If you're not improving, you're just collecting paychecks. That's just the truth. Or people— you're not building people. You call yourself a leader, but you're not. Personal well-being— are you running off of real energy or adrenaline and avoidance? Real energy. What does that look like? That means you show up to work excited. You're like, I'm going to build these people. I'm excited to get to work. Or are you dragging? Another day. Just went by. And let's see what we get done. What does it look like for you? Like, seriously, if you're running off stress, your leadership is already breaking. Family presence. When you're home, are you actually home? That's that question that was very difficult, that broke Andy. If your family competes with your phone, have you thought about that? You're already losing at home. Some of you guys are addicted to social media. Scroll, scroll, scroll, and you're like, oh my gosh, I'm spending an hour with my kids after work, and your kids are just playing with themselves. Like, they're not there. They don't even have you at home. Some people ask me, and I get a lot of criticism from people, and I, we spend a lot of time with our kids now, but there was a time when we were building and I was like, man, I, I didn't spend a lot of time with my kids, but when I did, I was very intentional with the time that I had. They knew they were the most important kids in the world. I got a lot of hate because I said, I don't— all I need is 20 minutes with my kids and I'll show them that they're the most special kids in the world. And they'll have my undivided attention for 20 minutes. I don't need 2 hours because they know they're going to have a mom that's going to show them that they're the most important thing in the world and I love them more than anything. And I did do that. I did do that. They did feel important. But when you get home, how do you— how do your kids feel if you have kids? You make it worth it, that time that you're spending when you kiss your kids and your wife in the morning, you say goodbye and you go to work. If they watch you all day, how you work, would they be proud of mom or dad? Or we're spending too much time by the coffee machine or waiting for ups, but really, like, you don't really care if somebody takes another one. You're just kind of talking and then, oh, this other guy took it. Oh, I'll get the next one. Casually? How does it seem? How is it really happening? You didn't kiss your wife and kids and go to work just to be in a country club. You want to kick ass, I'm hoping. But the thing is that most people don't do that. That's the competitive edge. Get there, take it on, make a difference, learn leadership clarity. Do you lead from conviction or fear from losing numbers?
Wow.
What happens close to the end of the month? Huh? Those deals. You got to end up with those numbers. You got to end up with those numbers. It's like the race to it, right? How are you leading though? How are you handling that through the whole month? Are you waiting till the end to just try to see what you can close? If numbers make your decisions, fear owns you. Are you going to get crucified for not hitting your numbers? What's going to happen right there? So if you look at your total score right there, many of you probably scored lower than you were expecting. There's a score range right here, but that's good. That's, that's room for growth. 65 to 80, strong foundation. You're leading, not just managing. So this workbook should sharpen what you're, what you're working, what's working. Okay, so you might be leading there. But don't get too comfortable. Complacency kills. 45 to 64, mixed results. Some areas are solid, others quietly costing you. Most common zone is in this area right here. Those leaks that we're talking about cost you more than you think. 25 to 44, survival mode. Unfortunately, this is where most people go. The floor needs you more than it should. Time for a real shift. And the business is running you. How many of you guys can identify with Isaac? Like, honestly? And you feel like you're probably winning in some areas, but you're sacrificing more than you really want to. Like, raise your hand. Be honest. That's it. You've been there.
Been there. Not now, but I know what Isaac feels like.
You know what it feels like. Okay, so you can feel the little gut punch right here because you've been there and you had to make some real shifts. And you probably wasted a lot of years, Scott, getting there.
Funny thing that you mentioned, this is actually my son. And he should know how it feels. Yeah, because, you know, the same thing you're describing and, you know, when the car business owns you and you don't own your life and you become a— you serve the wrong master instead of the big guy upstairs.
It's true. You serve the wrong master. That master looks very attractive. And that's the thing. Thank you for sharing that. That's great.
