In this high‑energy coaching session, the speaker challenges business owners to move beyond blaming external factors and to adopt deep accountability and coachability. He argues that failure, when owned, is the greatest teacher, and that success without understanding the underlying mechanisms is dangerous. The talk stresses the need for faith‑driven vision, a leader’s “heart” that cares for people, and the translation of that vision into culture. Practical diagnostics are presented: stop “renaming” problems, identify recurring leaks, and replace them with systemic fixes. Hiring is reframed as placing the right person in the right seat and measuring heart, not just qualifications. Ownership, responsibility, and honest communication are highlighted as antidotes to a nod‑and‑agree culture. The speaker uses vivid anecdotes (Andy’s leak‑finding, Elon Musk on heart‑leadership, Billy Graham’s “do it now” mantra) and interactive moments (push‑ups, energy drinks) to illustrate the urgency of taking immediate, concrete action to break procrastination and embed lasting standards.
Chapters
Everything that you're doing. I think you should do some push-ups. Come on. Come up here. Let's do some push-ups. Turn down for what? Turn down for what? Turn down for what? All right, all right, all right, all right. Let's see the six-pack. Oh, OK, OK, OK, OK. I forgive you. I forgive him. Forgive her. Nadia, you better get him loaded for me. Okay. Get him an energy drink. Yeah. I think a lot of times we look at failure and we're like, man, you know what? Like, or making mistakes and we're like, we don't wanna do that. I think that the biggest, biggest thing that people experience that's more dangerous than failing is making it in business without accountability. They don't know how they got lucky and made it. And then all of a sudden you're like, you can't really replicate it or you're stuck in a position where you're like, man, you lose it because you don't really know what got you there. We love failure. We have built a relationship with failure. We're the types of people that we fail a lot. We make a ton of mistakes and I'm talking shit ton of mistakes, like a lot of mistakes. Okay? We go and we make a mistake. I'm a mistake digger. Like, honestly, I feel like I have a curse, like, and it's like, I'm going to, I'm going to look for the holes, but then we try to make different and new mistakes all the time. And that's what helps you scale and grow. But failure is going to be your biggest teacher. I've never felt defeated in anything in my life. And I think that that's why we've been able to grow and scale in our business because defeated, defeated becomes a part of your identity. So the reason why we're here is because we're going to look at these holes. We're going to look at these weaknesses. We're going to go and become better leaders and we're going to look in the mirror and see where we can get better. Most business owners think that they need more, more leads, more marketing, better people, better tools. No, you don't need more. You need to stop with breaking everything you already have. Okay? Because your business is not a reflection of your goals. It's a reflection of your standards, your structure, and the courage to enforce both. And before we go any further, understand this. It doesn't matter how much money you made last year. It doesn't matter what you've tried before. We're wiping that clean because if you bring old thinking into this, you will create the same problems at a higher level. This requires you to show up coachable, to see your business with a new set of eyes, to be willing to challenge what you've been certain about. Now ask yourself, if we walked into your business unannounced, would we see discipline or personality holding it together? So if we need energy drinks or whatever it is, hey, you need to text your coach, go right ahead. Tell them to bring you whatever it is you need so you can pay attention and be present with your team, with trust, with faith in everything. As a business owner, you have to have faith. You really do. You know, that's what we've been talking a lot about, God, lately, because I really feel like faith is needed in everything that we do. Like, as a business owner, you have to have that vision. You have to have that faith that something big is going to happen. You have something in your heart telling you, hey, I can build this, I can do this. And you have to translate that faith for everybody else to understand before they even see the results. There is nothing that shows, there's no evidence to show that your business was going to make it. Like you had to believe in yourself. You had to have the faith. So if you think about that, if you carry that in everything that you do, every meeting and you plant that vision, it's so important. It's the most important. I was watching something that I think Fabio sent me from Simon Sinek. He said something. Was it Simon Sinek? No, it was Elon Musk. Elon Musk. Anyway, it was Elon Musk. You know, he's built tons of businesses. He's very successful. He's dealt with so many people. He's done all of this stuff. And Elon Musk is like, hey, the most important I've learned about leading people is not necessarily getting the most qualified and doing all this stuff, but hey, good leaders have to have that heart because people follow people that have the heart, that care, and that will drive your people more than anything else out there. And he actually said this after years and years of being in business. Like, I finally got it. And that is the secret to success. So as we're going through these exercises today, I'm going to teach you a lot of different things. I'm going to talk about like how you get people, like maybe you might think that you have the wrong person in the wrong seats and maybe you need to train them a certain way, or when it's time to actually say goodbye to somebody and let them go, or when you need to actually replace, you know, or maybe like, you know, give them a certain amount of time. We're going to talk about all of these different things and having the right person, wrong seat, the wrong person in the right seat, all of this stuff, right? But at the same time, it's like you don't, you don't really get to measure that unless you can measure their heart and how they believe. And that's going to come from you being that leader. So if you care about your people, you're gonna get more results than anything I'm gonna teach you today. Like, honestly, like really, you have to have that heart to care. A lot of people think they're winning because revenue moved, the room was full, people were excited, leads came in, or the team had a hot month. But let me ask you this, do you actually know why it worked? Like, really? This is why I'm talking about that success. It's actually more dangerous to actually make it and not know how it worked than actually failing. 'Cause then we get used to it, and then all of a sudden everything just goes to poop. I'm trying not to— I'm trying to get my language better. I'm a work in progress too. Sorry. Yeah, I'm doing good. I'm doing good. I used to cuss and then I got better at cussing. Yes, I didn't cuss at all. And then I started turning into a potty mouth like him. Like, you talk about being coachable, right? It's like, don't be around people that cuss because then you'll start cussing. So anyway, poop is not a bad word. Okay. How many times are you renaming problems? You call it bad timing. You call it the market. You call it the wrong hire. You call it a weird month. You call it bad luck. You keep saying the same things over and over and over. It's the same problem over and over. It's the same meeting over and over. It's your team not doing the same thing over and over and over and over. That's what it is. But it keeps happening. It repeats. It's not external, it's embedded. And I put some examples here. Same hiring mistakes. You keep hiring for hope. You don't have any standards when you're hiring. You don't even know what you're doing. You don't have a process to do your hiring. What does that look like? Same lead issues. You blame the volume, but you're not really fixing the conversion. Of that. You're not even looking at that. You have an ad that you put out on Facebook 2 years ago that did good 2 years ago, and then all of a sudden you're like, oh, it's not working. And you're like, well, you never even looked to see what, why, or what type of audience is looking at, or what, what's converting. You don't even know. The same conversion problems. You keep changing offers but never fix the skill. It's all the same all the time. Same breakdowns, same breakdowns. You're patching leaks, patching leaks. What happens after a piece? What happens after you patch a leak? How long does the patch last? You didn't fix the system. It's going to leak again. That's, that's just temporary. Same drama. You tolerate it once. What happens? It happens again. It becomes a part of your culture. That's what it looks like. Same lack of ownership. Same lack of ownership. You keep telling your team to do certain things and you're not naming one specific person to handle it. Well, they give that responsibility away and they blame each other for it. Nobody's taking that responsibility. You step, or maybe, maybe you as a, as a business owner, you're stepping in too fast. So no one ever has to step up. And then you wonder why they don't look at the business and care like you care. You're doing this. That's the difference. Okay? But it keeps happening because you keep renaming it instead of solving. That's the problem. That was number 2. Okay? If it repeats, it's not external. The problem isn't out there. It's embedded. It's in what you allow, ignore, or fail to fix. It's not bad luck. It's uncorrected leadership. What problem in your business keeps coming back no matter how times you address it? And what's its real name? Why does it keep surfacing again? You know, I talk about it all the time. If you keep having the same meeting using the same language, maybe it's not just your people that aren't getting it. Maybe you need to change your language. If you keep telling your kids not to do something, you keep saying it the same way, you feel like you— they don't— they're not really listening, maybe it's time for you to change your approach and your language, and then they get it. You have a lot of people in your company during your meetings that they shake their heads and they say yes and they nod to everything, don't you? Yes. And you believe that they understand what they need to do and they agree because they're not asking questions. That's not true. Sometimes they just nod to nod. In fact, I was talking yesterday that most of the people that nod are your lowest producers and the ones that aren't going to do anything. That's what happens. Okay. So same problems keep arising, same mistakes. So think about it. Are you a mistake digger? Are you willing to search for mistakes and learn from the mistakes and look for new ones every single time? You have to In order to grow and evolve in your business, you're going to have to look for leaks. One of the things that Andy is a master at is going into businesses and looking at leaks that people need and never even saw that were there. Like, honestly, but that has to be your job. Okay? But you also have to be calm under pressure and fix. And there was a time where I started listening to calls and I was like, oh my gosh, I can't believe I, and I'm like, I'm never gonna do it again. Well, that was the stupidest thing ever, right? What do we need to do? We just need to get better. We need to learn from it. We need to know exactly what's going on and we get better at coaching and doing it. Get better systems, you know. But sometimes we get very reactive with things. We get very reactive when somebody tells us something is wrong. We flip out. We flip out and we're like, oh my gosh, I can't believe— whose fault was this? And you go and grind that person down when that person could have came to you with a problem. Next time, what are they going to do? They're going to be like, oh my gosh, I can't tell them anything because they're just going to freak out. And then they're hiding things under the rug, under the rug, under the rug. And then all of a sudden you're stuck with a bigger problem. Client wants a giant refund, or you get a lawsuit, or something happens and you're just like, why did this happen? Well, You just became unapproachable. They just hid it because you made them feel bad, because you blame them for even telling you. That's a problem. Okay, so that's just the thing. So, you know, Andy's been listening to Billy Graham non-stop, like on repeat, and he was talking about do it now, do it now, do it now, do it now, do it now. And I'm like, okay, do it now. So what we're trying to do now is everything that we've been procrastinating, everything that you're doing Give him a little knock right there. Give him a little knock. Bring him an energy drink. Okay, I'm gonna make you do some push-ups with me. I think you should do some push-ups. Come on, come up here. Let's do some push-ups. Maybe I'm just too boring. Come on. All right, let's do some push-ups. 20. I'll do them with them. All right, all right, all right, all right, let's see the six-pack. Oh, okay, okay, okay.
