"This Is How I Prosper In LIFE And BUSINESS!" | RANDY GARN | Millionaire Secrets #143

Welcome to the Millionaire Secrets podcast, where the most successful people in the world share their secrets to help you create the awesome life you desire. Welcome, everyone, to another episode of Millionaire Secrets. Your host, Jeff Lerner. Always thrilled to be here with you. So excited today to be having another extraordinary conversation with another extraordinary entrepreneurial human. Today we are joined by Randy Garn. He's a New York Times bestselling author entrepreneur. He's a managing partner at High Performance Institute with Brendan Burchard. He's been awarded entrepreneur of the year by Ernst and young. Top 40 under 40, started tons of businesses. He's something of a cult hero here in Utah, where I live, because he kind of helped define really the direct marketing industry in Utah over the let's call it the 21st century so far. Just a super smart, successful guy who we are thrilled to have on the show. Welcome, Randy.

Hey, it's good to be here, Jeff. I love it. Thanks for having me on.

Of course. Yeah, I'm grateful you're here. And I was telling you right before we hit record that, like, your reputation with me precedes you. I mean, I've heard about you in the media the way and just, you know, in terms of your public visibility the way many, many others have. But I also happen to have employed numerous people who used to work for you up north. And a lot of times when they come down to St. George, they bring that, you know, direct sales, phone sales experience. And I used to have literally right upstairs from here, I had an agency that had about 30 people on the phones. I probably hired 20 people that used to work for you.

So I love it, man. Well, hopefully they were awesome for you.

Oh, yeah. Thank you. You saved me hundreds of thousands of dollars in training. You shouldered that load. And it's funny, most of the direct marketing companies and direct sales companies down in here in St. George pretty much live off of people that were trained in the houses up north, which are some of the best in the world.

It is super fun. I remember those days and I do love, love running into people that used to work with us. And I say work with us because when we were able to grow a company that we started as juniors in college and honestly, like Ethan and I started our first company when we were juniors in college. We won the entrepreneur contest at the business school. And from there it just exploded for the next 15 years. And I think about all of the people and honestly, a lot of the people that we work with there we still work with today. And it was just so fun to be Able to grow that. And Ethan and I are still partners on a lot of things and it is just super fun to hear those success stories. And you know what has been the most exciting, Jeff, is a lot of the guys that used to work with us are now entrepreneurs themselves that are just growing massive businesses and so super fun.

Yeah, it is cool. And Ethan, you mentioned he's currently your writing partner on your new book, right?

Yeah. Oh yeah.

Which I want to, I want to get into and talk about. But actually first, before we get into the present, I'd like to keep revisiting or visiting the past. You start, and I didn't know this, but you started. Was that your first business that you started in college?

So it was probably, you know, I'd actually started other businesses when I was 14 years old, you know, actually when I was 12. And then, you know, I've kind of always been an entrepreneur my whole life. And I've always had that thought that if somebody else can do it, I can do it. And one of the things that my dad told me right when I was heading off to college, he said, randy, if you don't have your own goals, somebody else will use you for theirs. And I'll never forget that when he shared that with me. And so I've always had, in my mind, I want to be self sufficient in my life. I want to be able to make my own money. I'm smart enough. I mean, actually I might not be smart enough, but I can find a way to do it to be self sufficient. And I think that's what I love about entrepreneurship is that you can actually, really, really learn not only to be self sufficient, but to be highly profitable, highly successful and really love what you do because you are creating it with your own two hands. That's what I love about it. And that's really what we did.

So, yeah, amen to that. I'll be honest. I mean, I've been an entrepreneur. I started my first business at 16. So you were a few years ahead of me in your journey, but, you know, failed at 16. I did not succeed in college, for the record. You got it together pretty quick. I didn't even really, I would say I didn't really click. I mean, I was self sufficient as a musician, I played piano. So I, you know, I made that work. But in terms of starting an enterprise that could take on a life of its own, frankly, you know, separate or at least interdependent with me, I didn't even get it until I was like 29 after 10 consecutive failures. So props to you for figuring it out so quickly. But to your point, I've never understood. And maybe it's just a wiring thing, you know, but I've never understood not longing and needing the sense of creating your own life, building it yourself. Not like you said. What was it? What was that line? You said, if you don't have your own goals, someone else will use you.

For theirs if you don't. Honestly, like that seared. That's actually one of my life mottos, and that's why I'm massive on goal setting, journaling, strategy, that if you don't have your own goals, somebody else will use you for theirs. I want you to think about that. And that's where, like, pure joy comes from, creating things. Even if you fail, you learn so much. Like, it's actually not a failure. It could be. It's just be. You're just continuing to figure things out. You don't really fail until you stop. Right. So that's what I love about it, and I think that's what you love about it, too. Think about, like, what. What drives fulfillment for you.

Yeah, I mean, things that. What is a thing that costs you money and teaches you knowledge? Failure education. So why can't we just call all failures education? They literally have the same characteristics. Right. I'm so grateful I dropped out of high school when I was 17 years old and began this incredible string of failures. And I know a lot more than a lot of people I know that have never failed 100%, you know, so. Okay, so your junior. You said junior year in college. Yeah, and I will say, actually, you know, I've had. I think this is like interview number 140 or something, you know, somewhere around there. You're one of a few, like, I count them on one hand that actually didn't have some, you know, pretty calamitous, tumultuous series of failures into their adult life before they were able to find that upswing. So, you know, props to you. I'm grateful for my struggles, but I won't pretend I wouldn't have accelerated the progress if I could have.

But I can't. But I can't. Honestly, I can't say that there weren't, like, we went. I mean, not a lot of people know this, but we took our company public, like, four years after building it and ended up spending millions of dollars buying it back. Like, a lot of people don't know that.

No, I didn't know that.

It's like, it's. It seriously is Just, it is a battle no matter what you do. And I always love my buddy Trent Shelton. He said, you choose your hard. So being an entrepreneur is like, dude, we had, dude, we fought for our lives. There were times, dude, 2008 hit and we're like, do we have 600 employees? Like, do we lay people off? Like what do we do? We just lost our biggest account which was a massive events based company and we didn't have any new customers coming in. So guess what it did. It taught us how to be the very best direct marketers ever in the world. We said, okay, let's not lay anybody off. Let's figure out how to do our own lead gen. Yeah, let's figure out how to do customer acquisition. So it was through the trials of doing the business because you always have to be innovating. And so I would actually say it wasn't always lollipop and you know, gumballs or whatever during that. But that's what made us so freaking strong and so good. Because the company that we were working with, we weren't self sufficient. We could do really good on sales and fulfillment and training.

Right.

We weren't the very best in the early days at customer acquisition. We were, we were forced to do that so that we could keep everybody busy and without having to lay people off. So it is, it is. And that, that made us so good at it, I mean so good at it because it was for us, we're like, hey, we're finally. And then that's what made it so that our company was so valuable is because we weren't a two legged stool. We actually became a three legged stool, a four legged stool, five legged stool, where all of a sudden we could actually optimize and scale what we would have built to train millions of people. So I think it was through some of the hardest times in business that we got really, really good at our core competency.

Well, you mentioned the three legged stool, kind of the end to end solution. And I'm thinking the three legs, it's kind of like okay, you had sales, you had fulfillment and you were doing a lot of sales and fulfillment for other people with brands or other people with front end offers. But then you added lead generation. So now you have demand creation, demand conversion, and then let's call it demand delivery or fulfillment. And that is, and if anybody's listening, those are three things that you either have in house as a business or you pay, share the pie with to get, I mean, did the business. So 2008, that was crushing for A lot of people. But when it forced you to figure out the lead gen piece, did that detract from the value of the business or did it improve, increase the value of the business once you crack that.

10 times, increased it. And it really, really helped us to scale.

Cause now you're not having to share a huge piece of your revenue. I mean those front end brands, I know who some of them were. They weren't guys that were gonna be like, here, do this for me. I just want 1%. They wanted more than 1% right off the top.

Well, yeah. And you got really good at media, you got really good at marketing, you got really good at dude, what's the customer acquisition? I mean you keep in mind that this was all BG, this was all before Google. I'm talking 99, 2000, 2001, 2002. We were doing direct mail, we were doing radio, we were doing. So those competencies still overlay. We still do a ton on radio with one of the companies and it's phenomenal. And the numbers work. Direct mail still works.

Oh yeah.

And so you just. So if you're also just thinking about your customer acquisition, are you just doing Facebook all of a sudden or pay per click or Google, what if that, what if they change? What do you do? So you've got to be super strong in all areas of it. And I think that's. That that was really one of the things we said, hey, we're gonna really understand this stuff upside down, forwards and backwards. So that we always have ever flowing like you think about sustainability. I always, whenever I come in and I work with a company now, I'm like, is it sustainable? Like you know, we've got, we've. I do a lot, I sit on some advisory boards and we sit on, you know, one advisory board. We're acquiring businesses, we're acquiring companies. And I always look at the entrepreneurs and I was like, does this pass the bus test? Does this pass? If you were to get hit by a bus or you were to get ran over, will your business survive? If the answer is no, it's not a great investment. So if you're an entrepreneur and you're thinking about this, how do you set your business up so it makes it so you no longer need to be there, that is when you really know that you're a true entrepreneur and actually not a true entrepreneur. But honestly then you've moved to that level of a sustainable business leader. If you can get yourself to be on the advisory board and if you can get yourself to the chairman of the board and build an amazing team that you can scale. That's what I do really well when I work with companies and business. I help that leadership team. And that's what we do at High Performance Institute. We help everybody get really, really dialed in with how do I get my high performing culture, high performing teams and high performing leadership. And that's where you know you have a real legit business. You have to look at yourself in the mirror and be like, dude, if I left, would my business survive? And everyone can get there. You just have to think and you have to think about the strategy in which to do it.

So I feel like, I feel like I just have to share a win with you that literally yesterday we announced to my company that I am officially stepping aside as CEO. I'm the founder and I'm stepping aside from the day to day and I'm going to. I'm the CVO Chief Vision Officer, which is a glorified way of saying I get to go out to market and talk about my business, but I don't actually have to run it. And it's kind of what you're describing, and it's not for lack of care or love. It's knowing. Yeah. It's knowing my value in the market. Right. I can go have conversations like this with you. And we have really smart people and really great systems that, you know, it took us two and a half years to get here that will frankly execute the better, execute the business better than I would when I'm running around trying to put my hands in everything. Because in a way, I almost care too much, you know?

Well, and you, you think about it like you really, really great leaders understand that they want to hire on people and put them in the right places that are better than them.

Yes.

And that a really good leader is not one that Matt cares about the credit. And that's why, I mean, you don't really hear about me much. I'm, I'm really am. I'm an operator. I really am an integrator and I don't really care to get, you know, the credit for something in such a way. Although we've been hugely successful about building out some of the biggest brands you've heard of and growing some really, really amazing people. Even, even today, some of the companies that I work with today are household brands and just, just crushing it. So you are doing the right thing. And here's what's exciting. Guess what else you've got. You've got engagement of your people. Mm. People Love to be able to have opportunity and grow and a real business leader and a real entrepreneur. Like, one of the things we love is you creating jobs and creating opportunity for people. You know, that's what's exciting. That's what actually gets me pumped up, is like, how many jobs can we create? How many opportunities can we create that'll put smoke up other people's chimneys? Because if you want to just be a solopreneur and just build a small, highly profitable business, like. But it sounds like, you know, some of the people listening on here, how do you do exactly what you've done, Jeff? I mean, that's amazing. Amazing. Hats off to you.

Well, I appreciate it. You mentioned you used the term integrator, so I'm assuming that you have some, you know, context with eos. Six months ago, we began implementing our, you know, a slightly varied version. I mean, as you evolve into an EOS implementation and you figure out what to tweak and adjust. But that's. That was the first step towards what culminated yesterday, right. Was like, okay, Jeff can literally take his hands off the wheel and just go out in front of the car and start yelling, hey, we're coming. We're coming. Right? And it's a completely different dynamic, and it's much more my lane of strength. But anyway, yes, thank you. And I do. I'm glad you addressed the audience. This is the dream. The dream is not to work 80 hours a week so that you don't have to work 40 hours a week at a job. That might be the means to the end, but that is not the end. The end is to get to Randy. You're sitting on boards and you got your own businesses. I assume you have people that run. You know, for me, I get to have this fancy C level title that basically means I get to do, you know, what I'm doing right now. That's the dream, and it is doable, and I think it's so cool. A lot of times these conversations on this show center around, okay, this is the business I started. This is the money I made. This is how my life changed as a result. But we're going one step further to this was my sort of transition into really just a much more passive way of being an entrepreneur, and you're going.

To watch how it's going to actually allow you. And here's the thing which a lot of CEOs, a lot of entrepreneurs, a lot of people that are in your position and even bigger is if you look at the really, really good CEOs, they plan time for quiet time and for strategy. They plan time to seek clarity. Our number one high performing habit that Brendon has spent millions of dollars on research and the number one habit for high performing CEOs and high performing entrepreneurs is they do spend time to seek clarity and have a really, really, really good direction of where they want to go. Now you can spend more time on strategy. It's like I always say, what's the difference between a $4 million company and a $40 million company and a 400 million dollar company and a $4 billion company. I have friends that have done all of it. It's actually strategy and it's clarity and it's your ability. If you don't know where you're going as a leader, I promise you, neither does anybody else in your team know where they're going. Real clarity and simplifying the process and less complication is what makes a $400 million company and a $4 billion company.

Yeah, clarity, man, that word, you know, I had a partner three or four years ago that was obsessed with that word. He talked about it, seemed like it was at times the only thing he was clear on was that you need clarity. Like, he just was so obsessed with it and it started to really rub off. And in our mastermind, now that I run, I would say that's literally 75% of the work we do is helping entrepreneurs and business owners get more clear. And I can say for myself, as just kind of a quick illustration, you know, I have an online education company. We, you know, I was talking about, here's, you know, how to thrive in the new digital economy. Here's alternative business models. Here's, you know, I was kind of like dancing around the core with different, you know, pieces of language and wordings. When I finally got clear about six months ago that what I'm doing, who I am is I'm an education reformer. I'm disrupting establishment education. That clarity has opened so many doors. It's inflected our messaging, it's furthered our cultural growth. It's just that just like two words, reforming education or disrupting education. That clarity has, like, literally, I would say, multiplied the power of our business financially and in many other ways by at least 10x like that word. So how do you take people who don't have clarity? I mean, clarity is easy to talk about in hindsight. How do you help people navigate through the fog? Is there a process you can kind of quickly describe?

Oh, yeah, there is a tremendous process and it's really what we call, you know, finding. Finding your Polaris point. And here's some things that I do just tactically. Would you. Would that be good for your listeners who actually.

Yes, 100%.

Really good tactics on what we do. You know, we do have some amazing. The book High Performing Habits by Brandon Burchard is a must read if you're an entrepreneur. If you're a solopreneur, you're doing it. If that book is off the charts.

So good, I'm listening and I'm looking around for my copy. That's why I'm moving around.

So, yeah, so I mean, I've got one right here too.

There it is. I got mine.

That's it. So let me tell you why it's so good, is it really talks about six habits. And the very first habit is to seek clarity. The next one is to generate energy. So nobody, nobody. I mean, what is it when you show up in a room? Do people like when you call or when somebody is calling you? What is it negative energy or is that powerful? Like really good business leaders, like, people thrive and want to be around them. And I bet you some of the guys that used to work with me knew, like, they'll say, dude, Randy, you know, always. And I always try to do that. Like, what kind of energy do you bring to the world? Yeah, and then, and then the other one is like, how do you raise necessity? Like, how do you. Like, for example, if you have a goal, there's a real strategy around raising necessity. So those are kind of the three first habits. And there's three more that you can get when you read the book. But the very, very first one is like, what I do is I journal every single night. And for me, I used to. I mean, we got a lot of stuff happening. I mean, so much opportunity. But if you're overwhelmed, then you're under, into, under delivering. So if you want to get really, really, really dialed in and focused, what works for me is I actually journal every. I go through like so many of these. I. I journal every single night. I know exactly what I am doing today. I don't waste a second. I don't even waste a minute of my life. And then I review it at the end of the night and say, did I do. How did I score myself on a scale of 1 to 10, did I hit 80% of my goal? Did I hit, you know, what can I improve both physically, mentally, spiritually, emotionally, revenue wise? What I mean, did I bring in the amount of revenue I wanted to bring in for the day, but that's what I do daily. So those daily habits, that helps me to stay on track with my energy. Most of the time people are like distracted or whatever because they don't know what they're doing and they're waiting for somebody to tell them what to do. Take charge of your freaking life and get really clear on what you're going to do. So you learn how to also say no. And then you also raise necessity because you have certain things you have to do at a certain time frame, right? Yeah. So you're increasing your ability to execute just by journaling will increase your revenue and will increase the profitability for you and your family tenfold. I mean, it's. I could go over statistics after statistics, but I will once a quarter spend a couple of days up in a cabin and I'll say, am I on course? And I always say, like, if I'm doing something that not driving excitement and energy in my life, then I'm probably on the wrong path. So I spend a really, really good time each quarter reviewing my quarterly goals. And I've made this a habit over the last five years. I've been judicious about it for my life and the businesses that I own. And so I'm. I love life. I love every set. I mean, I've never been in a space and maybe being in my mid-40s now and all the battles and like, I'm actually a lot more patient with myself too. And knowing that things will come and now I love educating and training people. That's what fills me. I was like, dude, how many? How many, Jeff? Learn. Who else could I take my skillset to and help them explode their business? That's what actually gets me excited more than anything in this world. So I'll work with a certain group of people to help them to do that. And. And that's what High Performance Institute is all about. We're working with huge corporations, teaching them these simple skills to help all of their employee base get even more productive in life.

I can totally resonate with the joy of teaching and sharing accumulated knowledge. I mean, it literally is my life's work at this point is just do that until I'm too tired to do anything. You know, I've got to several decades left, I imagine, and it is the most rewarding thing I've ever done in my life is just to take what I learned up to that point and turn around and start sharing while continuing to learn and sharing that too. So I totally get that. So I'm curious because, you know, I know I have a lot of young people in my audience too. So when they hear, hey, wait, this guy started a business in college. And I mean, that business, that's the one that ended up going public later.

Right? Right.

So, yeah, this guy started this big business when he was still in college. How did you get that started? While, first of all, how did you have the vision for it to go? Oh, there's an opportunity that I should invest as much time and energy into as it's going to take, even while I'm still in college. And then how did you actually juggle and balance that investment of time and energy, given that you were still in college?

You know, it's a. So, I mean, it's a really good question. I have a couple of. I mean, I actually teach the entrepreneur class at the EVU right now and I love it. I'm right there with them. And it's the innovation class. It's a high, I mean, it's really, really just high achieving, high achieving students. And all of them are wanting to start their own business. And literally you just have to think about your business model and your economic engine. Are you passionate about it? For me, I don't, I didn't want to and I still don't want to. I love coaching and training people. I love working with companies and CEOs to help them reach higher levels of thought. So my, I'd always wanted to, I'd always wanted to build my own coaching and training company. And we actually were one. That, we were one of the largest. And, and I mean, I can think about it. My dad was. When I dropped this in my office, this is, this is right here. This right here is one of my best memorabilia pieces. My dad gave me this for Christmas and he was my high school football coach for 32 years. He was a high school football coach for 32 years, but he was my high school football coach as well. And it's like I always wanted to build something up that made an impact and made a difference. And so when I was a junior in college, I can't think of anything else I'd want to do. Yeah, so if you're thinking about that and starting your own business, make sure that it aligns with, make sure that aligns with your Polaris point. And what I'm talking about, if you want to create the life you really want, that it has to be one, earn the kind of money you want, two, drive happiness and three, sustainable over long periods of time. So in our book, Prosper we talk about an attorney that for 20 years was making millions of dollars a year, crushing it and just doing amazing financially, but at the cost of his family. And that for me is not happiness for me generating all kinds of money and wealth, but at the destruction of the relationships that are most important to you is what I always in my heart, never wanted to subscribe to. It's also not sustainable. And so you have to think about those three things. Money plus happiness plus sustainability are what's going to equal the kind of life you want to create. And so when you're planning out what kind of business you want, what do you love? But I know it seems so, like, it seems so Pollyannish, if you will. It's like do what you love. I mean, I mean, Steve Jobs said that. But there is a process that we have in our book on how to do that. You got to stay in your prosper zone. Start with, earn from your core. Earn from your core competencies. You do the very, very best in the world. And so really design it around what you love. If you're super, super wicked good at marketing and love customer acquisition, then be the best in the world at it and you'll grow a massive agency or you'll be highly successful and you'll continue to learn and go deep with that. Don't just snorkel with your career. Scuba dive, scuba dive with the things that you love. Don't just snorkel on things. Get really, really competent at things you love and you'll always have a job or you'll be an amazing, amazing entrepreneur. And it's not that you always have to be an entrepreneur. And I want to be clear on this. You can actually drive the same satisfaction, be an intrapreneur. And that means working in a company, helping them grow and scale. Not everybody's, I don't say everybody's set to be an entrepreneur, but to be an entrepreneur, yes, everybody should be an intrapreneur, hands down, because you'll become invaluable in those companies. And so I think, you know, for us, I did what I loved and I built what I loved. And I've just been so fortunate to be able to do that. So that I hope that helps.

Yeah, it does. And I, you know, I mean, I have an entrepreneurial company and it's funny, we were joking on a meeting the other day because we teach people to become entrepreneurs and somebody asked on a call the other day at one of our group meetings, just kind of like, let's call out the elephant in the room you have, you know, we just, we basically just arrived at around 100 employees in our company. And it's like, Jeff, you have 100 employees and yet what you sell is training on how to not be an employee. So how do you reconcile that with all these employees that you're basically saying, well, there's, you know, greener grass on the other side. And I'm like, notice our mission statement. We don't sell education on entrepreneurship, we sell entrepreneurial education. And being entrepreneurial is a way to be. It's not a thing to do or thing that you do doesn't mean you have to start your own business. And what I love about our company, one of the reasons we've been, you know, we scaled like gangbusters in the last year and a half because we have a very, very entrepreneurial culture in even amongst our employees as an employer, the most valuable people on your team are going to be the most entrepreneurial people even. I mean clearly they're, they're not business owners, they're employees. They're no less valuable. And that's the term you described intrapreneurship.

Well, and you think about it, I mean we trained, I mean we were, I mean, same. We loved it when, we loved it when one of our, when one of our guys started doing something that was highly successful, we celebrated in that. But we actually had people that were very, very mission driven and entrepreneurial on what we did. You know, one of the guys that was our customer service rep became our chief marketing officer and that's what he loved. The other guy came straight fresh off an LDS mission and became the president of all of our coaching and then the president of the company. He's still one of our best friends today. So they really thrived within and became very entrepreneurial. So is if you have a very good mission driven company and you're able to do that and have high performing teams and help them accomplish things that they want to do, then that's also a huge win. And for me, that's actually being an intrapreneur if you want to, if you're not happy in your job, then figure out this is a really big strategy right here for anybody that's working for somebody. Like never go to your manager and never go to your CEO with a complaint. Always go to him with a solution on how to make things better. Yeah, if you just keep saying like, hey, this sucks. Hey, this sucks. You know, my lead suck, my job. I mean, this sucks. My manager sucks. If that's true, you probably suck. So you got to have to think about how do I come with if I'm solution oriented. That's what I'm saying is being entrepreneurial. Actually if I grow this company and I grow the revenue from X to X, maybe you'll give me a, let's strategize and give me a percentage of growth. I would do that all day long with guys. The hardest thing in the world is to teach people how to think. And so if you can get your employees and figure out a compensation that helps them be entrepreneurial and be an entrepreneur within side the company, then that is awesome.

Yeah. And I think it's really important because, you know, there are so many people out there that have a very binary view of I'm in a job and there's either I don't love it at all or there's something about it that frustrates me. And the binary opposite is thus I need to quit. I need to quit, you know, working, being an employee altogether. I need to go start a business. There is a huge middle ground that, look, if you're married and you're still paying off your student loans and you just bought a brand new house and you got your second kid on the way, it might not be the time to just quit your job and go bet it all on a business. But that doesn't mean that your entrepreneurial itch can never be scratched or that you're just on hold until your kids go off to college or something. No, like in the moment, now, like you said, if you start becoming intrapreneurial and create value inside your company, inside your role, there should be remuneration for that. Increased opportunity, increased compensation, something. And if there's not, it's not that you need to quit everything and go start a business. It might just be you need to find a new job in your field at a more entrepreneurial company with a different culture.

100%.

So anyway, I love that we're talking about this because that is one of my. As an education reformer, as an entrepreneurial evangelist is kind of the term I use. That binary fallacy is very frustrating for me that like I can only be entrepreneurial if I have absolute autonomy and I'm not part of any other system because very often that's a hard road. You can end up as a solopreneur working 80 hours a week because frankly there were probably a lot of. And here's the. There were a lot of things you could have learned in the company about how companies and businesses operate 100%. Even if you want to go start a business, if you're inside of a well run company, take five years and learn everything about how that company operates. The meeting rhythms, the communication policies, the human resources policies, how do they hire talent, how do they, you know, take, how do they, you know, implement corrective action with underperforming people? Like, there's so many things, how is their financing set up? How are they able to take credit cards and get merchant processing? Like, there's so many things about running a business that you don't know, that you don't know unless you start looking for it.

Do a hundred percent and do it with a, with a, with a very pure heart that you want to increase your skillset and you want to help that company grow. And I mean, if you're getting paid and you're getting compensated, then drive revenue, drive strategy, drive innovation within that side, that company and you'll be running the company. And then all of a sudden the CEO is going to be like, dude, I'm going to move to the chairman of the board. You're now the president. You're amazing. That's, that's maybe a path for a lot of people. And that's what I'm talking about. The entrepreneurship is don't come sit there and complain about how everything sucks or is broken. Go fix it. If you're getting compensated and you're getting like, go be a rainmaker and make it happen. And that could scratch your itch as well and actually put you in a really good position. So that's what I call the difference between entrepreneurship. And entrepreneurship is if you are an innovator and if you're always thinking, you will never, ever, ever go without.

And there might be a lot more leverage in it too, because you're able to add value or margin or incremental improvement to an existing base of revenue that you don't have to go create for yourself. Unlike if you quit your job and go start a business on day one, you start with zero and it doesn't matter how good you are because zero times anything is zero, right? Like to say, oh, I'm a part of a company that does $50 million a year and I think I can make this slight adjustment. And I'm going to have a conversation about how to participate in that improvement that's a lot more exciting than, I'm just going to start over. Right. Listen, Randy, I feel like we could talk all day and given that you're in Utah, I fully plan to meet up with you in person. Sometime and continue this conversation. But I know that right now you actually have a hard stop coming up and I want to respect your time. Can you please share with the audience how they can go get more of this conversation from you, how they can learn about your book, your professional services, whatever. Really? Whatever you'd like to share?

Yeah, I mean, they can. You can just go to randygarn.com or you can also go. Also, if you want to get involved in High Performance Institute with what we train on how to be as productive as you possibly can, you can go to highperformanceinstitute.com wonderful.

And you're on social media as well, correct?

Yeah.

Yeah.

Cool.

Well, Randy, thank you for your time. It's been tremendous.

I love what you're doing, man. Keep it up. Keep. Keep going. I'm proud that you have now moved to the cvo and you. I mean, you might want to say you're the cpo, the chief party officer. That's what you need to get going, dude.

Amen. I'll be the. I'll be the chief janitor. I don't care.

You're awesome and appreciate all that you're doing to help inspire people to be more and to do more. It's super fun to be part of your show.

Well, I thank you, Randy. Go do your thing. And to all the viewers and listeners out there, thank you so much. You are the best part of this show and why I do what I do every day. I can't wait to see you on the next episode. Take care.

All right, thanks.

You just finished this episode of the Millionaire Secrets podcast. Thanks for listening. If you enjoyed the show, please like and share this episode. And do leave us a review. Let us know how we impacted you today. Your next step toward creating your awesome life is to join me and thousands of others in the Entre Nation community where you'll receive free training, networking with other awesome life seekers, access to live events, discounts, merchandise, and other awesome perks. Head over to www.entrenation.com, that is www.entre nation, and join us today. And of course, do please follow me on social media. I can be found on all the major social networks at Jeff Learner Official. Thank you again for listening and please go be awesome.