What The Top 1% Do To Build Wealth | Coach Burt

All I did was like a hired gun going into a company. They would say, we're doing 2 billion a year, we want to do 5 billion, they're yours.

Social media can be, oh, I'm marketing, I'm doing my social media. I'm doing it. But is that translating into sales? And a lot of times they can be so busy, but are they making a sale?

There's a difference to me between an impression of somebody seeing your face and monetization.

Well, if you want a good hunting dog, you put them with other dogs. Put them with dogs that know how to hunt, and they pick it up so much faster.

I really became a specialist at what I call inner engineering. People.

Welcome, everybody, to another Main street influencer interview. Someone on Main street making a difference. So excited to be here with Coach Bert, a business coach that is very well written and has a huge following. We're excited to have him here with us. 17 books under his belt. His newest book, Flip the Switch. We got to talk about John Malkovich in red, because that's a funny scene in that movie where he talks about flipping the switch. One of my favorites and former basketball coach that just won championship after championship and translated it into business. A Stephen Covey fan, which I am, too. I love. I've read all of Stephen Covey's books, so we can talk about sharpening the saw all day long.

Yeah.

But I love what you do. Thank you for being with us.

Well, thank you. Thank you for having me, man. You know, I've seen you for. I feel like once I saw you in Texas, I'm like, I've seen him before many times. And then I went back and watched a lot of your interviews, even from 10 years ago, and just followed some of your work. And David has been a good client of mine for several years. And he said, man, Mark is the real deal. That's what he told. Mark is the real deal. I said, that's what I think. So I'm glad to be here with you. Thanks for having me.

Well, thanks for being here. It's an honor. Well, I. We're high fiving as if we're on the basketball court. Which brings us to, you know, so that's one of my first questions. You love. I love that you've branded yourself as coach Burt. This is great. I did you. Instead of going business consultant route, did you feel like, yeah, I've been a coach. I feel like a coach. And you wanted to trend. How. How did you adopt that coach title? Was it because of the basketball? Tell me about how you. What you. If there's a distinction and how you chose that.

Yeah, I had no intention of doing what I do today. My, my trajectory was to win championships in high school, go to college, be the next Geno Aurora. I mean, I coach women's basketball, so I really had no dream or desire to coach business people. And I only started doing that when I was around 25 years old. We were just starting to win a lot of games. I was using a lot of unorthodox methods. I was learning from Covey. I was a deep disciple of Covey from 18 to 25. So, you know, I was teaching my players the seven habits of highly effective people. Principles, principle centered leadership, First Things first, all of these things. Covey was tv and people were like, what are you doing with those players? Like, And I would explain it. I'm coaching the whole person, the body, mind, heart and spirit. And Mark, you would have thought I literally flew in from another planet. They was like, what is he talking about? But people were, people were intrigued and they was like, man, this dude is winning games, he's got to know something. And so I finally just got tired of trying to explain it and I wrote a simple book at 25 years old just. And it was for coaches, but I couldn't get coaches to buy it, so business people bought it. And the next thing you know, I started getting requests and it was big companies, Dell, State Farm Insurance, National Healthcare. And they started saying, will you come over and speak to my people? Because you clearly know how to win. And that's really what got me into this business as a coach to business people.

Well, I love it and you know, all of us, I think I can say this quite broadly. Most people have played an organized sport, whether it was in elementary, junior high school or higher. And even on the weekend, you weekend warriors out there. And it really is interesting how the same concepts of working as a team, there's an objective, there's a goal, there's rules to follow. I mean, I don't know how have you. With 17 books you've probably written. The one book that I have that I got of yours is the Million Dollar Follow Up. I love that one. It's a very sales oriented, which I loved it. But have you been using the sports analogy through most of your teachings is that.

Yeah, I really became a specialist at what I call inner engineering people or building what I call competitive intelligence in people. So for 10 years I was a women's basketball coach, built a national championship team. That team would go on to win seven of nine championships in the state of Tennessee. And so I really could take, I developed a skill set to take people operating at a level to a much higher level. And so I developed philosophy around that, methodology around that, strategy around that. And then so I went. When I retired at 31 years old, banks hired me to come in and drive performance. Big home builders hired me. Then it was mortgage companies, insurance companies, anywhere where there was highly saturated markets, where there was lots of competition, and the great ones were like, who can help us win? Who can help us beat our competitors? So for the first four years, all I did was like a hired gun going into a company. They would say, we're doing 2 billion a year, we want to do 5 billion, they're yours. And I would develop all the strategy, all the sales systems, all of everything really. And that's what I did for the first four to five years of this company was I would go in and typically sign big contracts. I was heavily incentivized if we hit the sales numbers. And I really studied psychology at that time. How do I get people to perform at a higher level? How do I build teams? How do I build leaders? And that was a, that was a lot of fun, but it was very taxing on me emotionally because I was taking on the burden of these companies. And so I flipped my coaching model about five or six years into it to where I only coach people who pay for it themselves many times. And they, they have a desire to play at a higher frequency.

And I know you've focused on the small business owner for years, as I do love Main Street. That's why we wanted here. I'm not a big fan of corporate America either. And the, and I love that you take this payment and the coaching relationship one on one with a business owner. So as you work with these small business owners, let's get practical for a moment. A lot of my followers, I mean I'm tweaking their tax, they're legal and trying to help build their wealth. And saving money is as important as making it. Just off the top of your head. I know so many different industries can be different. You know they're going to have different challenges. But is there lately, maybe even since post pandemic, Is there something that you're the most small business owners are failing at or you see that they're really. You're like, mark, this is, this is where I'm focused right now. A lot of small business owners struggle in a particular area. Is there one or two that you come to Mind that you're. There seem to be a recurring theme for you.

Recurring theme which shocks me is inability to focus on revenue production. To me, the purpose of the business is to produce a customer, right? Peter Drucker said that it's to create revenue, it's to solve problems in the marketplace. And what I find over and over again in small businesses is they do not have clear customer acquisition strategies. They don't prospect enough to generate revenue. They don't follow up the number of times they need to convert potential leads into business. And then they say they're struggling. So you know, I go into businesses and I'm like, you know, how do you get customers? And they don't know. They don't know their top strategies. How do you follow up on leads they don't know. It's very baffling to me, but it's like they just don't know how to go out and drive revenue. So a percentage of their day is spent on doing I don't know what. But it's not spin on producing new customers. And I see that over and over and over again in the people I coach. And that's one of the reasons I wrote the book Legacy Selling many years ago, because you got to remember, I came from a sports background where everything was a game of probability. We run certain plays, we chart those plays, if they work, we run them again, right? Everything is based on the probability of winning. I knew exactly how many turnovers we needed to have, exactly how many times we need to stop the other team, exactly how much we needed to score. And so then when I got in the business world, I'm like, man, nobody's tracking what they should be tracking. There's no real sense of urgency and there's no real strategy to win. And so I was like, I was, it shocked me when I started coaching. And some of these, Mark were $2 billion banks that didn't have clear, yes, they didn't have clear customer acquisition strategies. Nobody had a follow up system. Nobody was doing seven to 15 touches. So it's easy for me to locate what I call missing structures in a business very quickly because they just didn't have a lot of these structures in place. They were successful because of demand. They, you know, people had to do banking somewhere. They did it because they had some kind of brand. So this is a big missing structure. I focus on every day with people just putting some clear offensive structures in place to go out and produce new revenue.

I hear you. And you know, it's funny, two things. First My dad was a doctor, and the medical industry is kind of funny that way, too. If. If people weren't paying exorbitant fees for medical services and people didn't need them, most doctors would fail. They really would. They don't really know how to market and be a good business owner. My dad was so frustrated by that. He had gone to medical school and all and got his PhD, and then he ran out and he would run medical laboratories. He's like, I'm running a business. I didn't go to school to run a business. And he was so frustrated by that, and he was still successful, and he had to become a business owner. And so it's interesting, a lot of people, they're lucky. And when they get revenue.

Yeah.

If I could ask you an example here, too. Tell me what you think. Is this Gen Z and Millennials and some of these younger people that have grown up in social media. Social media can be, oh, I'm marketing, I'm doing my social media. I'm doing it. But is that translating into sales? And a lot of times they can be so busy, but are they making a sale? I don't know. That came to mind when you're talking too.

Well, I think what I see a lot is there's a difference to me between an impression of somebody seeing your face and monetization. Have you been able to convert that into money? Okay, so when you're thinking about this, I see a lot of people that may be known on social media, and I get there's an objective. Right. You know, I saw your interview with Cardone. I know you've done some stuff with him before, and he would tell you, being seen over and over and over and over and over, that that is the objective. The objective is to become known because money follows energy, money follows circulation, and I certainly get that. But my brain focuses on how do I convert being seen into money. If you told me, hey, I put you in front of 73 million people in the last six months, if my sales numbers are not going up, the way my brain works is, man, it's not working. Something's not working here. And so I'm just. I have a, you know, a real focus on monetization of concepts. And I try to create concepts that solve problems for people in the world. You know, David, and a lot of small businesses really like the concept I wrote many years ago called person of interest, which is how you become known. But you want to convert the visibility into monetization.

Well, I. It's interesting you brought that up, it really is learning how to sell close. Talk to someone face to face, ask them for money, tell them your proposition and say, let's do this. That can be very intimidating. And especially for young people that have been in maybe a more technical space and, and they haven't had to go knock on doors or the door to door salesman type issue, you know, situation really does apply. So how do people give me, let's talk a recommendation. Is it really just having a business owner stop and figure out how is my sales cycle working? What are some things you do with folks in your trainings?

Well, typically what I do is I draw the entire sales cycle out. And so I look at it like this. Number one, how do you generate leads? How many strategies, how many core strategies are you using to generate leads? What is your number one strategy? What's your number two strategy? I like four primary strategies, two secondary strategies. Then once those leads come in, how do we initiate? How do we connect? How do we locate their ambition? How do we qualify their commitment? Then how do we explain our value? Okay, then if they're interested, how do we follow up to convert those leads to monetization? And typically somewhere in this cycle we find a missing structure and they'll go, man, I just didn't, I didn't see that. I didn't know that. And so think of it this way. You can't see the picture when you're inside the frame. See, I didn't set out to be a sales trainer, and I'm not a sales trainer. But so many companies hired me to help them drive revenue. So it's like, okay, let's get in and figure out what's going on. Because from the sports world, we would look at the whole system and then we would break the system down into parts and we would say, this part's not working right? Like, it's not working like it should. Then we would work on that one part, and then we'd put it back into the hole, and then we would run it as part of an overall offensive system. And so when I go into a company, I'm like, okay, let's. Every company has to generate leads. They have to follow up on those leads, they have to convert, they have to service or engage with people. Unless you're selling a product and then you're looking to do such a good job that you get referrals. Where in this system are we breaking down? And when I draw it up, they'll be like, oh my gosh, that's exactly where we break down. Right there. So that's the way I look at it. I look at it from. From that perspective. How do I. How do I take it and turn it into a science?

Break down the equation. Where's it? Where's it failing? If you're trying to bake a cake and you're missing a baking soda or the baking powder, let's add it. Let's go. Okay, now, on a fun note, since you're a women's basketball coach, I mean, I got to get your take on Kim Mulkey, you know, LSU's coach. I mean, I just want to watch LSU games to see her coach. I don't know what's your. I mean, she's so exciting.

No, she is. And what I love about her is her remarkable boldness. You know, when she took that job, in the interview, I mean, excuse me, in the press conference where they released her as the head coach, she. She said, look up at the. All the banners that say Final Four. Final Four. Final Four. There are no championship banners here. And. And I am coming here for one reason, and that is to win a championship. And she just said it where most coaches would. Wouldn't be that bold because she set the expectations so high. So I love her confidence. I love her remarkable boldness. I love her. I love her swag. And then she come in there and she turned that around in a very quick period of time.

And, I mean, let's have fun with it for a minute. From a business perspective, too. Sometimes we have to turn around our own business. We can't expect someone to come turn around. We got to read something. We got to go get coaching, which I love what you're doing. And I just was this weekend personally at a coaching retreat and had a couple breakthrough aha. Moments myself. Came back immediately, got on the phone with my chief operations officer this morning at 8am and said, we're going to meet this week and we're going to do X, Y and Z. And I think using that as a parallel, you know, Kim, Mookie comes in as this coach and says, we're going to turn around. She's bold, she sets the goal, she makes it clear, and she freaking goes for it. I don't know, what parallels do you draw, too? I guess you love sports and business. The parallel.

Yeah. I mean, see, it's very easy for us to see how one coach who is highly skilled can come into an organization and very quickly turn their organization around. Like, it's very easy for us to see they have a losing program, they bring In a winning coach, the coach knows new tactic, new strategy, how to build something they have a unique ability. It's hard for me to understand why businesses can't think that way. Right? Like, like Maya Angelou said, when we know better, we do better. The reason we need coaching is because coaches are highly skilled, the great ones. Okay? There's 700,000 coaches in the United States that call themselves a coach. The average income of those coaches is 47,000 a year. So you don't want to get business advice from someone producing 47,000 a year of revenue. Right? You just don't because they don't know how to run a business. And so, but, but so the great coaches, the great coaches know, have, have a skill set to come in and quickly find a missing structure and convert. Now in our world, that's a strategy, it's a mindset, it's a, it's a tactic, it's a new system, it's a, it's a breakthrough in our thinking, which is why we hire coaches. It's why I have coaches. It's why you have coaches because they serve a purpose, to help. Take decades and sometimes turn it into days. They save us decades many times and convert it to days.

I love it and I'll say it now. For those watching and or listening on the podcast here or watching us here on YouTube, please check out www.coachbert.com and see what he's offering. His books are so power packed, so many different variations. They're easy reads, they're consumable, which is so important sometimes books can be just so hard to get through. I like what you're trying to do with so many different tactics with your books and your publications. So get over to coachbert.com. you know what's funny? You might laugh at this too. So I have a certification program and I'm training accountants, enrolled agents, CPAs around the country on tax strategies. We take at least one training a month and just focus on coaching. Just the mindset of, if I'm going to be an accountant, how do I better my business, better myself, help my clients and understand the. Because it's just so much more than transactions in and believing in yourself and what you're trying to do. Okay, what's one of the good things out there? What's something business owners, you're like, you know what? Lately I've been like, impressed. I've had a few clients that are just nailing it in this area. Maybe you've shared some success stories with other clients of yours. Anything Jump out at you, just throwing it out.

Well, I look at the correlation between the habits of the top 1% of performers and. And people that I coach that exhibit those habits. Obviously, David is one of those. If you look at the habits of the top 1% of performers, remarkable boldness, which is something everybody has, that does something big. They have intrinsic motivation, which are what I call deep because goals, big reasons. People do things. They have great connection skills. They know how to build community. They're great at inclusion. They're great at including people into a bigger future. They have grit and resilience, and they have the ability to lock in and see something through to its conclusion. Now, the reason that's important is I said Those the top 1% of performers, not necessarily top 1% of money earners. Although you would see a. Probably a direct correlation between these habits. There could be a top 1% of teachers, top 1% of firefighters, type 1% of police officers. What I study is just the habits of the best people in the world. What do they do? What attributes do they have? And when you show those habits to people, they can go, man, I'm lacking in that area, or I'm not very good in this area, or whatever the case may be. So I look at our top clients, typically anybody earning over 500,000 in personal income. I've been coaching them for, let's just call it three to seven years. So they've reached some level of mastery with the content that I teach. They're not. They don't dabble. They decide. They invest in themselves. They do what they have to do to get in the rooms to play at a much higher frequency. And they're never there, right? Meaning they never get to a point and go, okay, I'm good. I don't need any more coaching. I don't need any more training. They're always looking for what's next. How can I get just a little bit better? Just 1% better every single day?

I love it. I was at a training the other day and someone said, don't rate into 10. Give me a 9. Tell me something I can do better. And I just really appreciated that. Like, if you're trying to produce at the best level, there's always something to work on. Ask for it, be open to it. That's a great point. Now you keep. Coach Burt mentions David's name a few times. So I'll just clarify for those out there that don't know. Our common friend here, David Perez, he ran the tax growth con down in Dallas a month or so ago. And that's where Coach Burt and I had a chance to meet. But David Prez is out training accountants, and so some fellow nerds of mine, which I love, so he does a great job with that. What's on the horizon for you? What are you. What's that next book in you or that next project that is pushing you? I know that you're an achiever. You're never going to slow down.

One of the things I'm most excited about is I'm building about a $7 million training complex in downtown Nashville called the Greatness Factory. And this is a unique place where you can work, you can learn, you can grow, you can connect. It has membership levels, you can work there as shared space. There's permanent offices, there's 116 person auditorium, there's podcast studios. It's like a little city that we call the Greatness Factory. And structures of exchange monthly events. When moms and dads would drop their kids off to me at 14 years old, they all said the same thing. My daughter has a lot of potential. She just needs. And they would give a whole list of things she needed. Discipline, focus, accountability, structure. And I would say, thank you for bringing your daughter to the Greatness Factory, because we are going to manufacture her greatness. And that stuck with me for years. In 2016, God gave me a vision to build greatness factories for adults, which are unique places that you can grow, you can go and you can learn, you can grow, you can connect. So think of it this way. Place you go work where. But every member gets access to coaching. There's monthly activation events, so there's no awkward networking. There's auditoriums. I may mix edutainment in there with concerts and, and learning. So it's a really cool place. It's. It's like I said, it's about a $7 million project that I'm doing. But if it goes well, and we think it will, we'll start to scale those around the country as greatness factories everywhere.

Oh, I love it. And, you know, that's how my partner. I would. I don't know, maybe it was years ago we went. We went pheasant hunting up in South Dakota. And when you go out with real hunters, their dogs are amazing. They're just like, they know right where to go. And I'd be like, my dog never does that. I want my dog to do that. And they're like, well, if you want a good hunting dog, you put them with other dogs. Put them with dogs that know how to hunt and they pick it up so much faster and we're like so that stuck with my partner and I for years and, and we realized that when we were training our employees with new trainees whenever possible or we'd want to put them with our experienced employees, the ones that had vision and drive and got what we were trying to accomplish. And so as a small business owner, it can be really lonely. It can be very isolating. You're in your home office, you don't see anybody, but here's where you can go and collab and work and share space and printers and talk. And I think that's a great idea. I just love it. How many business owners could participate in something like that? What's the vision?

There's, you know, there's up to 50 spots for shared space for people to come work there, potentially more. There's 10 full time offices. Like I said, the third level is amenities such as flex area. There's a cool dining, dining area that overlooks fifth Avenue in downtown Nashville. I mean it's really right in the middle of downtown Nashville. So it's a great location. And so we expect that there'll be people in there all the time doing events. People already lined up to rent the auditorium because it's a world class auditorium where you can do education, entertainment. And so it's just a kind of a vision I've had for several years. It's, it's been a good learning capability, learning to build something from scratch. And so there's been some things we've learned along the way. But I think we're probably six months out from, from that thing opening up and that's the next big play for me. The other thing we're doing that's catching some steam is called success school and it is for 10 to 17 year olds. And then we have a 18 to 25 year old division where we teach that age group the habits of the top 1% of performers. Every kid has a coach, they get coaching via zoom. Then they come to a boot camp with me outside of Nashville and we're signing up and enrolling kids like literally every week into that program. And that kind of goes back to my high school coaching days of taking kids who had talent and really manufacturing that talent to their potential. So that's catching steam. I'm excited about that as well.

I love it and I'm those that are followers here that are catching my regular podcast know I just love small business and Main street and I love that you're cultivated. Our Kids need to know it's not just go to school, get a job. And so many kids are burned out on that, they don't know where to go. And having that dream of building a small business is so, so exciting, so powerful. So do you still play basketball at all? Do you coach at all?

The only time I coach. Listen, Mark, I went so hard, you got to think I was coaching at the second largest high school in Tennessee at 19 years old while I was in college. And so I was the head coach at 22. I was the youngest head coach in the state of Tennessee at the second largest high school. So I went really hard from 19 to 31. And when I walked away and started the business, I was just exhausted and I just had so much of it that I was like, man, you know what? I love sports. I love my daughter play sports. I have three kids. I have a nine month old daughter, a three year old son and a ten year old daughter. And so I do get roped in to coaching my kids. So I typically go as a dad. This is how this works. I go as a dad, I'm sitting in the stands and then they almost always say we're so glad that coach Burt wants to help coach our teams. The next thing you know, I'm, I'm coaching junior pro basketball. But, but I do, I do some consulting in the collegiate level. One of the teams I coach made it to the NCAA tournament for the first time this year. So I do coach some head coaches at the collegiate level. I've worked with Vanderbilt, I've worked with Ole Miss, I've done some work with the former head coach at Kentucky. So I do kind of dabble just mainly on the consulting side with those people in my specialty which is building competitive intelligence in people.

I love it. Well, final tip and which book, like I've, you know, I've got four or five books myself that I got to catch up to you and I kind of have my favorite and what's good for a business owner and or new business owner investor. What's your favorite book like you'd recommend? If everybody, if there's one book you like, this is a gateway drug to everything I teach. That book that you're like, this is where I need to send people.

I think the new book Flip the Switch is my life's work of activating a drive inside of people. It does go into selling, it goes into the psychology of how I activate the drive inside of people. That book has sold more copies for me. It actually was a Wall Street Journal bestseller. It's my first Wall Street Journal bestseller that I've ever had. You know, I write small books like the ones you talked about. So in between my publishing deals, what I do is I write small, very practical books while I'm writing another major published book. So my next published book will probably come out, you know, the next year to two years. But in between that, I like writing small, practical books. Person of interest was a game changer. Million dollar follow up. You would be shocked how a simple book like Million Dollar Follow up could change your revenue. Just thinking about follow up differently. So a lot of people, you know, buy these small books and it really helps them. But the new one, Flip the Switch, which is out in all the bookstores and on Amazon, is really a very thorough book that I wrote and one I'm very proud of.

Oh, I love it. I'm going to order it right away. Like I said, I had million dollar follow up already. And so John Malkovich in Red, that had no impact on the title of your book? I mean, did you laugh when you saw that and were like, what?

Well, the book, the book talks about prey drive. I trademarked the two words prey drive in humans. And prey drive is prevalent in an animal. An animal has a prey drive like your dogs has a prey drive which is the animals ability to stalk, capture and kill prey. I associated that in humans. And I said, and I kind of created my own motivational theory based on that concept that a human has a prey drive, but it's the human's ability to see something with the eyes or, or in the mind, in the imagination, and to have the persistence and intensity to pursue it. Okay. And then I created this theory of motivation based on this drive. And I wanted to call the book Prey Drive. The publishers did not. So they said what happens when the prey drive is activated? And I said, it's like flipping a switch inside of a person. And once the switch is on, boom. And that's why we titled it Flip the Switch.

I like it.

That's good.

That's good. And it is interesting. For those that haven't written a book, you think you could title your own book. You can't. I, I've gotten turned around so many times. And then also I had to audition on your audiobooks. Do you get to do your own audiobook or. I've had to audition and got rejected twice.

They're like, this is, this is funny. On my last book, on my, on my, this major published book flipped a switch. Switch. I did that through McGraw Hill and about three months before the book came out, Mark, I said, okay, guys, I'm ready to go into the studio and cut the book on audio. And they said, it's already done. And I'm like, what do you mean it's already done? And. And. And no offense to the guy who did it, but. But he's totally opposite of me, okay? I have a. A strong Southern accent. I live in Nashville. I have a certain cadence and rhythm and how I speak and coach. And so when people listen to the audiobook, they were like, oh, my God, like, why didn't Coach Burt do this? And I'm like, it was a. It was a very sore subject with me. So I told my agent, I said, look, next book deal I do, it will be mandatory to sign that deal that I read that I do my own audio on the book, okay? And so, you know, it is what it is. But. But that was a sore spot for me.

You know, it's interesting for those listening, you would think publishers would want the author to read the book because there's the cadence, the emphasis, the energy. And so on my two books ago, when I didn't get to do the audio, I had the same battle because I was like, hold it. You don't want me to do the audio. And so it was really surprising me. But there are some great audiobook readers out there. That's for sure. It is a talent, and so it's not to take away from them. But I don't know your blood, sweat and tears in a book, you want

to read it well, and, you know, you're. You're. You're a brand. You speak, you have your podcast. And if people are trained to listen to you and watch you and they see you speak, they would. They would naturally want to hear you do the book. So I think it is appropriate for maybe authors that don't speak or they don't have a brand where they're out in front of people a lot. But I do think there's some great. Some obviously great narrators, but, you know, I'm going to make sure that we do. We change that in the next book deal.

Well, I wish you the best. This has been wonderful, Coach Burt. Thank you so much. Everybody get over to coachbert.com. i'm going to pick up Flip the switch. Any final word of wisdom that charge tell us to go out and flip the switch. What do we do?

Well, nothing happens until the prey drive is activated. And the truth is it can be dormant, latent, undeveloped. I find, you know, high Percentages of people have never activated that drive. They've never had a coach. My wife, until she came to a workshop at 30 years old, had never had a coach in her life. And she had all talent and potential. And sometimes it just takes a skilled person. And so if you're stuck at a ceiling of complexity, if you've hit a wall, if you plateaued out, maybe a good time for you to say, look, man, I need somebody in my life who can help me get to the next level. And that goes for all of us. Me, you, everybody who's out there. We've all been there. I do the same thing in my businesses where I hit ceilings of complexity that I just can't break through, man. And I need somebody to help me. And a good coach can literally take decades and convert it to days if you just know the right people. Okay, so thank you for having me, man. You're doing big, big things. You've been doing big things for a long time. Because I went back over the last 10 years and watched your interviews and what you're doing, and David was right. You're the real deal, man.

Well, thank you. I don't know about that. And I echo your. Thank you for saying that. And I echo your admonition on coaching. And there's different types of coaches. I literally have three coaches right now. Three coaches that I'm paying to help me in different ways. Because you need brain on brain, people. We get in the weeds, we don't see what we don't see. And having a coach say, nope, you got to dribble that way. Oh, I do. And whatever, you know, and so. But most importantly, good luck to your 10 year old. I hope she, you know, breaks in the wnba, pays off all that hard work you did.

Yes. You know, I don't think she loves basketball. I wish she did. It's. My wife asked me all the time. She loves gymnastics and I'm like, okay. You know, and my wife's like, you're not gonna make her play basketball. She don't want to play basketball. And I really don't. As long as she's going to something where somebody is pushing her, she has a demand on her to really be disciplined and learn how to show up even when she doesn't feel. Feel like it. How to be part of a team dynamic, how to not be selfish. You know, as long as she's doing something that teaches her those things, I'm fine with it.

Yeah, I love it. I love it. Well, thank you. I could hang out here talking with you for hours. So thank you, Coach, Bert and everyone. Thanks for listening. We will have you back. I appreciate it. Thank you so much.

Thank you, sir.

Thank you.