Ep. 13 | "Difference Between Winners & Losers"

What's up, guys? Welcome back to the Lead Fast podcast. My name is Daniel. I'm going to be your host. And we have Thomas Wofford here.

Hey, guys.

Tommy, what's your middle name?

Duke.

Is it really Duke?

Yeah, it's really Duke.

Okay. I was gonna guess Thomas.

Thomas Duke.

I thought you were gonna play a little hard to get on that one, and you weren't gonna tell me, so.

Nah, man. I like my name. I like your name. I've got a cool name.

I'm feeling great. This is gonna be good. Tommy's wearing his well shorts, so this is gonna be a good podcast. Already out the gate. We're doing great. So today we're gonna be talking about cold in here. Today it is cold.

Freezing.

I'm never cold, but I'm cold today, so I can vouch for that. Today we will be talking about winners and losers.

The difference between the two, sometimes it's the same person.

Is it really? Like, can you be a winner and a loser at the same time?

Yeah, I mean, I guess until the end of the game, you're always one of the other. It's like Schrodinger's cat, you know? Is he dead? Is he alive? Who knows? We gotta open the box to find out. Until the game's over, it's kind of up in the air, so I won't.

Really know until after I'm gone, dead and gone, if I've been a winner or a loser. So.

Yeah, I think your kids determine that, if you're a parent.

Oh, man.

See, there you go.

Like, I. I just didn't think there was an answer to that. And there is. My kids will decide.

Your kids will decide.

Whatever they decide to write on my tombstone, I'm not gonna write it. I'm just gonna let Bennett write it. So.

Yeah, well, you know, it's. It's one of those things, as a parent, you don't. You don't know what if you're doing a good job or not. Because you. You could have everything done right, and your kid shows up on Oprah and starts talking about how you messed her life up, you know? You know, so.

Oh, my gosh.

I think I just dated myself, too, because I was like Oprah, as if it was a pop culture thing that people would understand.

Well, I don't even. Yeah, I guess so, because I don't know who I even say. Mario. He's not even on the air, But.

So you've been doing some weird things with me because you've been randomly asking Me questions to start this. And so I'm a little curious where, like, do we have questions from people who have written in? We do.

Yeah, we do. And, like, the reason I'm doing that, though, just so you know and so everybody else knows, the reason I'm doing that is because I don't want you to come in. Like, I want you to just be Tommy, and I want to keep you in Tommy mode, because I love seeing you.

There's a mode?

There's a mode.

There's a mode.

I love seeing you. Well, Tommy, hollow mode. It could be Tommy with ice cream Tommy. Is that what hollow mode is? Oh, okay. I just learned something.

Well, I say that I don't know.

No, I've seen.

Every time I've had a la mode, it had ice cream.

Every time.

Every. Every time.

Both.

Both times.

I'm gonna test that theory very soon. I'll let you guys know.

Okay.

Yeah. So I do this because I want you to just kind of, you know, I want to hear well rounded, you know, like, straight, not prepared. And obviously, we don't prepare for these questions and stuff.

We don't prepare for any of this.

Yeah, we don't. And I've not read through these questions. Here's one that ask where babies. No, I'm kidding.

I'm just kidding.

So that can be a whole. Another podcast.

No, it can't. Yeah, well, someone else's podcast.

Me and Justin, we can handle that topic. Maybe you'll learn some stuff.

I thought your. I thought your kids spontaneously fell out of your beard.

They did. Like, Tyrannosaurus. Heather. Yeah, yeah, yeah. Okay, here we go. So there's a couple of good ones. I'm going to just choose this one.

All right.

When leading others, this is sitting by Drew Entrepreneur. When leading others, where is the line between guiding them to success and carrying them?

That's a good one. That's a very good one. The listeners are having, like, real issues.

Real, real issues. Yes. And that's what we're here for.

No, I think. Okay. So for me, we always. We talk about, you know, the. A leader's job is to set the bar and protect the bar. Protect the bar. All right?

And you can never lower the bar.

You can never lower the bar.

But you can help them over.

You can help them over the bar. You can throw them over the bar. You can let them stand on your shoulders as long as, like, you have to keep the bar sacrosanct. Right. And so all the methods that you use as a leader, so you just can't let people lower the bar to meet their standards or their abilities. Right. And so if you're carrying someone, I think the line is when you get tired of carrying them, right?

Yeah.

Because you know, you're carrying them for a task, but it doesn't mean that all the other aspects of their job, all the other aspect, if you're, if you're carrying someone in totality, then you hired the wrong person. That's on you, not them. So you can either fix them through training or you can get a new person and admit, you know, failure on your part, you did something wrong. As a leader, I think the place to be really direct about the question, though, what's the line between carrying someone and not is the moment that you feel the need to lower expectations of them. Right. And so when that happens when you're carrying them. Well, yeah, well, no, that's when you've had the line. You've got to make it.

Okay.

That's a decision point for a leader. Because if you are tempted to lower the bar, then you've carried them to. You're exhausted. Right. Lowering the bar seems the only final option to help them get over the bar. Then you have to give another person. You can't. You just can never, ever lower the bar. It's a leader's only two jobs, is to set the bar and protect the bar. Because the moment you set a bar, the very like the instant that a expectation or a goal has been set, all environmental factors start attacking that goal. Because I mean, even just in existence, time is ticking away towards the end of your ability to reach that goal and whatever like the timeline horizon is for that goal. And so you're losing resources second by second because time is ticking away. So that goal is under attack. And a leader has to see all those goals that they set out for their organization as being under attack all the time. It's that serious. You have to view it that way. Because if you don't view it that way, you will not defend it. And then your goals will become less and less and less so that they're easier and easier to achieve. But at the end of the day, you'll have a lot of participation trophies. You know, you'll have a lot of little gold statues that don't mean dingus like that. That's what happens. And so because you don't reach your goals because you kept moving them, man, that's.

That's very good. But that's also scary at the same time. Like, it scares me. It's terrifying. Like you just have to make the most of what you've got. Yeah. So that's, that's like, I think people struggle with, like, it's the I can't say no type thing where you, you know, as a leader, you may know that you need to let this person go because training may just not work for them. Like, what would you say to a leader who has found themselves lowering the bar continuously until the bar is almost gone completely? You know, like, you want to be a, you don't want to be like, mean. You don't want to like, crush the people that you're, that you're leading or anything that you're managing, but you do need at some point to let it go. What, what would you say to the leader who maybe not is not prepared to do that? Maybe their skill set is on the business or the particular thing they're doing, but one thing they can't do is say, hey buddy, this isn't working out. We gotta let you go. Where can that confidence come from? What can you do? Get a little fire in the gut for those leaders.

One, they're not leaders.

I knew you're gonna say that.

It's a leader's job. You have two jobs. You're a manager now. Like, you're just managing a situation. The situation's actually managing you. So now you just became you're working for that person. That's the thing. If you, a guy that we ended up firing told us one time, the best time to fire someone is the first time you think you need to, because by the third time you think you need to, then you've got emotions involved, right? And so to let someone exit with dignity and let someone exit and keep your integrity intact. The first time you think, I need to fire that person, you need to fire that person. And if you're not going to do it, then, then you're committing to that person, Right? Because everything. You're not changing, you're choosing. Right? And so when that's huge, that statement is huge. Yeah. So if you're as, as if you're a leader, you know, you're in a, in a titled authority position because that's how most people consider leadership, you know, leaders. That's not a leader. It's not what leader does. A leader empowers and provides opportunity. Right? And so, you know, opportunity is really easy to understand because everybody can give some. Every day you show up to clock in, that's an opportunity to do something with your day. But empowerment is authority and instruction. And so if a Leader is, has a person who's consistently falling short of the bar, then they are, you have to start reverse engineering that failure. So it's either like they weren't empowered enough, right? Because they understood the opportunity, because they fell short of it. So they weren't empowered enough. And so did I, as a leader not explain to the scope of their authority? Did I not give them enough authority or did I not give them adequate instructions? And I can always, with leaders, when they, when they complain about a person, I can always pick apart which thing it is because it's what they complain about. Because if you have authority minus instruction, right? So authority minus instruction always breeds incompetence 100% of the time. So if they're like, he's always doing his job wrong or she's always not doing exactly, she's never getting it right, then you probably gave them all the authority to carry out the task, but not adequate instructions on your expectations. So as a leader, you probably fell down. So, you know, because people want to succeed, nobody fails on purpose, right? And if they, if they're failing on purpose, if that's the diagnosis, then by all means, fire, move on, get somebody that wants to succeed on purpose. But if they say, you know what, like, they're always complaining that they're frustrated, like they're frustrated or they don't, they don't, they don't ever seem like they have any like, for, like any ambition in their job. Well, that's probably because you gave them instructions without authority. And when you give someone instruction minus authority, that always breeds frustration because then they're micromanaged. They know exactly what to do, but you haven't let them go do it. Right? And great organizations lose. Great, good organizations lose great people every day because they're not truly empowered. And so they, they have opportunity and they have authority, but there's no instructions. They don't know how to carry out the task. And so they're frozen with, I don't, I don't know what is appropriate for me to do. I don't know what line I can color in. And that's just not fulfilling for people. And so they leave. And so as a leader, if you're carrying someone, I always go back to, are they empowered? Do they know what you want them to do? You gave them the opportunity. But are they empowered? Are they full of instruction and full of authority? And if you can do those two things, you can win with people every time.

Yeah, no, I heard saying one time that good employees don't leave great Companies, they leave bad leaders.

Yeah.

So if you find yourself in that position, like you said, you're, you know, you're empowering somebody but you're not giving them opportunity, you're going to burn them out.

Yeah. And so, and we Leafass actually has a little quiz that we can give like write in if you want it, but I'll send it to you. It's going to be part of our, our resource page. But you can actually go take this quiz and it'll score you and tell you where you fall in that kind of two by two grid. Because for me leadership is a two by two grid because it's only empowerment and opportunity. If you start with zero and you move out towards 100% on opportunity and you move out towards 100% ON empowerment, then you're a great leader. But if you're at 00, you know, if somewhere down in the least score lower than you're a bad leader, if you're high empowerment and low opportunity. So if you're 83, 30 on a hundred scale, then you're probably what people would consider a good leader. And when people leave those organizations, you hear things like on exit interviews like man, you know, I love it here. I love my co workers, the environment's great, the culture is great. I like what I do. I feel like people love me and pour into me, especially my leaders, the people that are above me. I just don't feel like I can really find my self, my full potential. I don't feel like I can grow because that's a lack of opportunity. And so those are people who are great. That's that great good organization losing great people. So it's not even great people leave bad leaders, they'll leave good leaders because purpose and fulfillment is more important than leadership. Right internally. So good leaders lose great people every day because there's a lack of opportunity for growth. And so as a leader, if I've got a great organization and I've got great people, I have consistent, I've done my part as a leader. I've consistently got to look for more opportunities for my people. And sometimes that's a challenge. And honestly, you know, every plant as it grows needs to be pruned. Every good organization needs that too. And sometimes organizations, the best thing that a leader can do is look another person under them in the eye and go look you're meant for more than this and there's not an opportunity. And I want to launch you in to something else. And so let's together try to find the Right. Opportunity for you. And that's the best thing that leader can do. As a leader, it's maybe not the best thing for the organization, but if they're truly going to be a leader of people and they're going to grow that person, sometimes they have to prune their organization. What it also does is it gives. It opens up the pool of opportunity for other people so they can continually grow those other great leaders. Right. So they have opportunity to hand out. So sometimes you have to prune good growth to make room for better growth. And those organizations are usually organizations that people love. The last thing, though, is that if you are high opportunity and low empowerment, that's the worst thing you can be. People think zero. Zero is the worst. Right. Like that's a bad leader.

That's what I would think.

Yeah. Yeah.

Looking at the grass.

But if you're high opportunity and low empowerment, I call that a dangerous leader. Because, you know, another word for the word opportunity is expectations. And so that's a leader who expects the world out of his people, but doesn't empower them. So those people constantly feel like they're under the weight of this world of expectations and no authority or instruction. And so those people are dangerous because that's where you get burn. That's where people leave careers and never go back. I'm never going back to this. You know, like. And no, you're talented at that. I do not care. If I ever have another experience like that. It'll kill me. Like, you know, there's. It creates a fear of. In people.

Yeah.

And nobody wants. It ruins people's lives. I get physically irate at people like that. When I see dangerous leaders. I want to smack them because they're not. It's. It's not about your organization at this point. You're ruining people's lives. You've got talented people that you're destroying every day. And I just want to punch them in the throat.

We should add that as a service for lead fast. If you pay in $50, Tommy will come punch me.

I will show up.

We will film it, and we will send it to you just for your enjoyment.

And you can watch it over and over like an office gift. Yeah.

Everybody's eternal. So where can people go to take that test to.

Yeah, so you can go to leafasco.com and it's part of our. So we do a $25 a month subscription. We have hundreds, literally hundreds of business and leadership curriculum pieces out there, like, and in all kinds of timeframes. So, like, you need a 60 second snippet to like, you know, reset your mind. We've got those. You need a 20 minute, like podcast. Listen, we've got those. You want a 45 minute masterclass on opportunity and empowerment. We've got that out there too and how that works. And it's a lot of the stuff that we talk about here, but in much longer form we've got documentation on how to do business plans and how to do marketing things and that kind of thing. We've got all that out there. Part of that is this quiz that scores you on leadership and it's part of a flagship course and you can go get that and it's 25amonth, you get all the stuff.

Yeah, it's a one stop shop for business related, you know, resources. I mean there's, I don't think there's a topic that we haven't covered at.

This point, you know, and it's the value of access. Right. You can't always like call me, but you can always get my thoughts on something if you just, you know, have access to it.

No, I agree. Well, let's switch gears real quick. We got, we got some, some time left. Talk about losers.

This has been fun, by the way. None of that was planned.

No. Yeah, none of it. And that's where the question, that's why I keep you on your toes, man. I love, I love that like this, the genuine, real, authentic answers. So we're talking about winners and losers. Actually, you know what? I'm gonna let you talk about winners and losers. What, what? Explain to me the contrast here. What are we looking at? What are we dealing with? What's, what's the, why do we even care about losers and winners?

Well, I mean, the scoreboard is important in everything. That's, I mean, we were sitting around earlier, you guys, there's some people off camera that are here visiting, just hanging out, good buddy of mine. And we, we said, hey, we should. What, what's, let's pick a topic. What's the difference between winners and losers? And he goes, they have more points. Yeah. I was like, you know, dang it, he ain't wrong. And so, but that's, that's true. I mean, the scoreboard's important. You do things so that you have a quantitative result. Like, did I, do I know if I won or not? Do I know if I succeeded? Did I meet my goal? Like, everything's quantitative and if you're not, if you're not in a quantitative, like, you know, track in your business, you don't have a business, you have a hobby. Like, that's like the scoreboard's important because that's, that's the difference between being in a business and having a hobby. Right. You know, even non profits keep score. You need to know how many people you've helped, even though you're not, you're not counting, you're not counting revenue for success, but you are counting success. That's how you know you've reached your goal. I think the big difference though, like the, the major difference between a person who consistently wins and a person who consistently loses is that a person who consistently wins understands which levers they can pull. Right?

Yeah.

Because there's only, as I count it, like three. Right. You can only three load three things at any given time. Good situation, bad situation. Like it doesn't. It doesn't matter. Like it doesn't. Situationally, it's even agnostic. It just doesn't matter. It doesn't have an opinion on the situation. So people, like, you know, I hear people say, you know, it's easy for everybody. I get this a lot because I'm super optimistic. Right. And it's in. People will say like, oh, yeah, yeah, right. And so people say, you know, Tommy's always like, you know, blowing sunshine up my rear end. Like, I don't know if I can. Like, you know, he's always, you know, is his. I've had colleagues that have looked me in the eyes and said, I just feel like you're full of it all the time because you're always like, this is what we can do from a sales figure and da, da, da, da. I'm like, yeah, I have high expectations, but I'd rather miss my high expectations and beat your low ones, you know? You know, like, it's that, it's that whole thing, but like, the, the difference between people who consistently win and the people who consistently lose that in any situation, they're only ever trying to control the things they can control, which by my estimation is time, effort, and opportunity. Right. And so what I mean by that is. You ever flown a little plane?

Me? No.

Okay.

Actually, I have for like five seconds.

Yeah. Yeah. So. So I've been in a little Cessna 170 a bunch. I did like Air Force ROTC in high school and got to do incentive flights. And a buddy of mine, Dave, owns a little plane, a little Cessna. And we were like last year we were flying to D.C. and it was. And he let me fly for like 45 minutes. Like, it's like, it's so. Oh, my gosh. It's so much fun.

I was eight, by the way, when I flew the pilot, let me grab the thing and it was like, okay, Lego.

He was still on the ground. Yeah.

I don't want to mislead anybody, but.

He did get those little plastic wings, so that counts. Totally. Yeah. Oh, my gosh. So what I mean by the things that you can control and not that you can control time and extend it, but those are the things that you. You can add to the situation. So if something happens or if something's going great, it doesn't matter. When I say I want to be a winner, what I'm always trying to do is say, am I using my time? Because you have time. So am I using my time efficiently and effectively? Right. So am I controlling my time, or is my time controlling me? Right. And based on my goals, is the timeline, the horizon timeline, the opportunity timeline, is that flexible? So, like, oh, wait, I have this goal to do, you know, to get to 100% improvement in XYZ over the next 30 days. Well, who said 30 days? Right? Yeah, did I say 30 days? Did something change that? My did my cells? The COVID happened. Right? Now, I'm not going to get 100% in the next 30 days. Do I need to, based on situational awareness, adjust my timeline? Right. And so I can either adjust the timeline or I can adjust my effort. Okay, I can adjust my timeline. I have to get to 100% improvement in XYZ in the next 30 days, and I'm working six hours a day on that. And then Covid happens. All right? Now, do I have to work 18 hours a day if I'm going to reach that goal? Do I have to put three times the effort? I can control my time, I control my effort. Those are two of the things that you can control. And the second thing is opportunity. If it's XYZ, I got to do 100% improvement in XYZ, and XYZ is a sales number. But I sell into this market, and I don't have time. And I'm already working the maximum amount of effort that I can give. But in my specific sales market, in my vertical, I can only get this many results. Well, do I need to find a different vertical? Do I need to search out a new opportunity to deploy my time and my effort into that opportunity? So when you fly a little plane, like when you're in a little plane, I think this is probably. The dynamics of this are probably true for all aircraft. I just think you have more options on bigger ones. When you're in a simple aircraft, a small one, and it stalls, there's only so many things you can mess with. If you lose power in your airplane, all the, like the. All the readings and meters and all that stuff doesn't matter.

Yeah.

You've got to be able to see the horizon. You can control the. The pitch of the airplane. You can control the level to the horizon. You can control the flaps. Right. So you can control the airflow over the wings. And then I can control my effort on the stick. Yeah, that's it. And when you're in a situation where you've got to quickly figure out what three things. What things? What's the scope of what I can control? Because control is the only thing keeping me alive right now. And out of control airplane is a death trap like you. There's no way of getting out of it.

This is giving me so much anxiety. But keep going.

Yeah, but when you are out of control.

Yeah.

The first thing you have to do to save yourself is regain control.

Right.

If you tried to eject out of a. Out of a F16 in a flat spin, I mean, we've all seen Top Gun. You know how that hat goes down. It's not good. If you could have got out of that goose would be with us today. I know, I know. So sad.

Pour one out for Goose.

Sorry. Having. Having like 9th grade flashback. 8th grade flashbacks. The Top Gun.

And let's talk about those airplanes.

Yeah. Did it every time. That's the old, I want to be an Air Force pilot so bad coming out. Although all my childhood drinks.

You do.

Well, all my childhood dream.

So.

But like, in a plane, that's what you can control. Right. And so it's the same in any situation. If you feel out of control, the first thing you need to do is regain control. And you regain control by simplifying what you can grab on to. Right. Like by making things simple. And that is time, opportunity, and effort. Every time, time, opportunity and effort. And you can say like, okay, well, you know, it goes back to that leadership question. We started with this. I'm carrying this person. Well, are they controlling their time, opportunities, and effort? Am I controlling my time, opportunity, and effort with those people, if they feel out of control, if you feel out of control, those are the things. Those are the only things that we can ever control. We just think because we have lots of other things beeping at us, a lot of other readings and a lot. And we. Some things are on autopilot that those Same things. Those three things are getting controlled. We've just abdicated the responsibility of controlling that to something else. When you're in large organizations, you can do that. You can, you can hire a VP of sales. Then the sales engine, the revenue driving factor of your business, that's still going. As a CEO, I may not be thinking about that. Thinking about that every day. Right. But I've abdicated the control of that to something else. But that's still one of the three things that have to be controlled.

Right. Okay.

And so it's the same with parenting there. You know, you send your kid to boarding school or something. You. That kid starts to get raised and taught how to be a functioning person. You've abdicated the responsibility to someone else. Right. So there are, there are things that you have to do every day and you have responsibility for and you either control them, they control you. But those are the only two options. And sometimes you can farm out control. You can abdicate responsibility to other people. I'm a firm believer that there are some things that are sacrosanct that you should never abdicate. Like, you should just never abdicate.

Give some examples. Or can you.

Yeah, sure. I would never let someone else hire here without me signing off on it first. Because what makes us special is our culture.

I can see that.

And so as a leader, I have to protect that bar more than any other bar. Right? Yeah. It is our secret sauce. It's not. It's definitely not these random thoughts I'm having in my head that come out on paper. It's not. It's definitely not our leadership material. It's definitely not our business material. Because maybe it's over. Simplistic. I've heard that from lots of people. I just know it works when it's simple. So, you know, you can fail or you can decide to be less ego driven.

Sorry.

Throw that out there.

Snippet for you.

That landed on the right person, I hope. And anyways, so. But I got a little sassy. Just. That was salt.

Well, sastronaut.

That's funny. All right, so. But you can, you can, you could just never abdicate the important things. And you get to decide, like, hey, this is the thing that's our secret sauce. This is the thing that makes us unique. And you cannot not abdicate what makes you unique.

Yeah.

Because it can only come from you.

Yeah.

Outside, like, no one else gets your uniqueness. Right. So the things that make you unique, you have to. If you're, if you're, if you own an etsy store. And you're a jewelry designer, but your design is what makes you unique. You cannot outsource that. Yeah, you can't go, okay, Well, I spend 12 hours designing, and I need to spend 20 hours building so that I can fulfill my orders. And I don't have 32 hours in my day, so I'm going to let someone else design. You just gave away the wrong part. Yeah, you should have hired some high school kids to put your jewelry together.

That's good.

You should have trained a skill. Yeah, you should have trained a skill and taught somebody how to do that so you could free up the design. Because the design is what's unique. You cannot abdicate what makes you unique.

That is so good, man. Like, that home for me. Not that I'm trying to outsource anything, but I do like the fact that I've been in this process of, like, what makes me unique, what makes, you know, different things about me unique. And I'm at that, I guess, that stage of life where you question all those things, but, you know, you're.

Where you're transitioning into being old.

Yeah.

And being okay with it.

I was. The way I put it earlier was the way I choose to say. But no, I mean, like, that's. That is very important. And that makes. Just. That just makes you. You. You know, like, if you put that out to somebody, somebody else, you're not you anymore. That's not you. And so I think it's just what you're saying. All right, look, we got. We got time for one question, and we're gonna keep it. Or. Yeah, a card, but we're. Keep it super quick. Just because I'm feeling a little.

You just cut that just straight to the deck. What are we doing here?

Here? We're just gonna do the bottom one. Actually, we won't do that one, but. Okay, we could do that one. No, I'm scared of that card. I want to do this one.

Actually, I don't want to. I want to do the. What's not. Okay, we can run it over.

First one. What the. The most unfair thing about socialism is.

The most unfair thing about socialism is everything.

Everything.

There's nothing fair about socialism based on its own, by the way.

Say it a little louder for the people in the back.

I'll say this. I'll just say this, too. There's also nothing fair about capitalism. There's nothing fair about communism. There's nothing fair about Marxism because I learned as a kid when I said that's not fair. And my mom said life's not fair. I learned right away. Because guess what? Life is life. No matter what system of government you live in.

Exactly.

So. Because we all live and we all created these things. We all created them to advantage ourselves. So if you think that capitalism or socialism or Marxism or communism is the answer, then you're dumb and you've disqualified yourself from leadership. You're dumb. You're dumb. Government is not the answer for people being decent.

That's so true.

Take care of the poor, take care of the orphans, take care of the people who need taken care of and the world will fix itself.

We need another podcast where we can go into these topics.

It just. Politics makes me mad because it's useless. If you think that politicians can help us do anything, you've lost your ever loving. Here's why I think capitalism is the best form of all the current forms of government. Right? Yeah. Is because it gives me the most personal freedom to help others.

How?

Finance everywhere, right? Like time finances. It does not restrict or entice me to let other people handle things that I should be personally responsible for. So that's, that's the only reason I believe, like, look, I want to be rich. I want to be wealthy more than I want to be rich, but I want to have lots of resources.

There is a difference between.

There is a difference. Rich dad, poor dad, we say it every thing. There is a difference between being wealthy and being rich. I want to be both, but I want to be both so I can make the most significant impact in my world through helping people. If you want it for your own self, you're greedy. You're not going to survive in any form of government. You're just a douche. Yeah, so whatever. Next card, next card.

This will be a quicker answer.

We'll end that on. You're just a dude.

Alright, so when you feel bored, where does your brain wander to? This is very. I really, really want to know this, Tommy. When you feel bored, where does your little Tommy brain wander off to?

My little, my, my Tommy brain is always wandering. I'm very rarely bored. Good stuff brain, but good stuff brain. She don't know about Pangea. Y' all don't have a clue what that's. Nobody knows. All right, so, but I'm rarely bored. I just really rarely am bored. But I'm always active. That's why like I'm always doing. I'm always working or playing some game or hanging out with my kids or trying to fish or play golf. Like, I stay active until the moment I fall asleep and five hours later when I wake up, I'm ready to go again.

It's so weird because not only do you do that, but you don't need any, like, reset. For me, if we've got a big project coming up, man, I'll grind for weeks, you know, but, like, I think I hit my, my mark at like, maximum grind, if that's a term.

Yeah, no, it is.

Like two, two and a half, three weeks. I'm like, okay, I've got to stop and just not come into work for four or five days.

Yeah.

Not even vacation. I lay in my bed and just be happy.

Just gotta reset.

You don't do that. And that's very interesting. So, yeah, like that.

No, and I don't like superpower. It's not a superpower.

It is for me.

But, like, I. I live for this, right? Like, this is fun. Like, I only, like, wish people understood this. I only do what I want. I'm a selfish dude. Like, I only ever do what I really, really want to do. And I'm just very, very lucky that, like, I found a way to, like, make a living doing the thing that I want.

You work for that. I mean, you earned that. You do love what you do. And you. The thing is, is I love what I do, but my body just doesn't have the, like, predisposition mentally. I wouldn't say my body, my mental capacity, my mental frame.

No, I have those days. Like, I have. I mean, I have those days.

I have those weeks. And you know, you've actually, you've seen me in this where like the whole week. And I think I've even text you one time, bro, I was off today. Like, nothing bad happened.

I think my response was, it's okay.

Yeah, it's good. Yeah. But I mean, like, I just knew I was off. And I have like, weeks sometimes. Like, dude, get it together. But I haven't seen it yet. I mean, everybody has their days.

But, yeah, I don't. I'm rarely bored. My mind wanders always. And I'm really lucky that as my mind wanders, I just let the business wander with it. So, like, let's go talk to Daniel about graphics and then go talk to Drew about strategy and tech. And then we're going to go out to the land and look at where we're going to start developing cabins. Yeah. Yeah. So just real lucky that I get to. I. I've put myself. I've. I've buried the seed of my time into the environment that makes it the most useful and it's working out for us.

Hit me some buttons over there.

Yeah, I like being the host, the, the co host, the content and the producer of our show.

Well, I can't end it too early, so it's only going to end when you hit the buttons. All right, guys, that's it for today. We are on Instagram Lead, fastco.

You got it right.

I got it right. I only butchered it one time at LeadFastCo. And we're also on Facebook. Look us up and go to leadfastco. Com. We have lots of information, we have lots of resources. We have lots of everything business related, entrepreneur related. Send your questions into Instagram, Facebook, and we'll see you guys next time.

See ya.

See ya.