Reggie Brock – Missed Opportunities with Mark Cuban, Learning to Read a Room…

Pick up the phone and and the gal on the other end says, hey,

my name is Mark Cuban. Hey, are you the guy that sold

all that ads to the T tournament?

I said I am. He said, can we meet?

He said I'm a big Indiana University fan and I love

basketball. I'm using the Internet right now

to pipe the Indiana basketball games over the Internet.

I think we can monetize this, but I didn't know how until I

saw the SEC tournament last weekend and he said let's do a

deal. Hey there and welcome to From

the Ground Up Show, the show where we inspire and encourage

the next generation of free thinking leaders by telling the

stories of those that have been there, done that and are still

getting it done. People who have built a life

that they love with their heart, their hands and their hustle.

I'm your host, Eric Loden. If you guys are enjoying the

content, if you like the show, please help us out.

Leave a five star review, subscribe, follow, share.

Like that means a lot to us and that's the best way we have to

promote the show and get it out there.

So thank you for joining us today.

I am joined by Reggie Brock. Reggie is the creator of Axis 8A

Leadership Alignment Framework, designed to detect what

dashboards can't measure the unseen emotional, behavioral,

and cultural forces that shape performance.

He's now certified in both YOS and WHO OS Reggie helps leaders

and teams connect the dots between purpose Y people WHO and

Performance Alignment Axis 8. His approach gives organizations

a full spectrum operating system that builds clarity, chemistry

and consistent form from the inside out.

He's known for helping teams steady the spin, find alignment,

and create cultures that don't wobble under pressure.

And Reggie came highly recommended to us by one of our

previous guests. They indicated that he had

played a big role in helping kind of cement the systems and

their and their company, get the right people in the right places

and really set them up for growth and success.

So we're hoping that along with just telling us his story,

Reggie can give some advice for all of us and help us bring some

of that stability to the businesses we all run.

So, Reggie, thank you for joining us.

Man, what a privilege it is to be here.

I've, I've looked forward to this since we first started

talking, excited about what you guys are, how you're impacting

people across the country. And anytime Dominic Fraser

introduces me to someone, I know they're good folks.

I love Dominic, I think his is one of the favorite interviews

we've done so far. He's a great.

Guy. Yeah, and a great organization.

Yeah, it seems like they have a great culture and man, they're

just running and off to the races, and it sounds like you

played a role in helping them build that culture.

So that word culture is an interesting term to me, and

we'll probably dive more into this a little bit later.

But what Dominic and them have done is they've built a culture

that really speaks to how we operate, but they've gone one

step further. And I think one of the things

that I've helped them with is you're taking your culture and

how do we turn it into a community.

And community is the place where people feel belong and

connected. And when people feel belong and

connected, their performance has a tendency to organically grow.

And I think we've become pretty good at building culture, the

operations and kind of the workflows and all those things.

But when you take the soul out of your business where which are

your people and you're not tentative, attentive to that

part of your business, the community side of your business,

things become more chaotic quick and the structure of a company

cannot survive. The I mean, the structure, well

structured company has a high survival rate.

But man, you got to realize that those systems restructures are

built to help your people do more with what they have.

And so I'm one of the things with Dominic Fraser Roofing

Clara and Connie as well that they've done very, very well is

they've they've made not just a culture popular, but a community

that people not just are attracted to, but want to stay

with. Oh, man, yeah.

Listening. Do you say that?

Just turn the light on for me. You.

You described exactly what I was thinking when I was talking to

Dominic is he has an outstanding culture, but it's more than

that. His he has a real community.

His people love him. He loves them, they do life

together. He he told us one story he had

one of his employees asked him to baptize them at a corporate

retreat. That I that, that that's

community. That's not just.

Not a. Corporate culture, yeah.

And I, I guess as I'm just thinking about that and

processing that, I've seen that in my own business.

I feel like we've had a really, really strong culture for a long

time. And when we were small, when I

first bought my business and took over, it was me and five or

six guys and we had that community.

We, we were all in it together, shoulder to shoulder, side by

side every day. And as we've built it up now to,

you know, 2527 people, I think we still have that strong

culture, but maybe that community is what's starting to

lack. And man, I'm, I'm even more

excited than I was to learn more about what you do and what you

have to say. So.

Yeah. Well, I, I think that's, I think

that's a huge business component to success is when people want

to get up every day and be with you and when people feel like

their contribution absolutely affects the outcome of the

organization. It's just different.

A culture will tell you based upon the operational

requirements, these are your tasks.

This is your responsibility. Just go get them done.

Everybody's gonna be happy. Community cares deeper.

They want more. They're not they're, they're

we're our, that we are people together.

And so that takes a little bit because we live in a very

isolated, siloed world right now because people have been lied to

long enough to believe that silo creates safety.

And it's actually the opposite. When we move into a silo, we

would depend strictly on our own energy, our own capacity,

capability, and when all of us have limits to that, right?

And so we can only do so much for so long.

But man, when you're grafted in and when there is a shared DNA,

so to speak, we're, we're able to draw from a gift to one

another. It just gives us, when we're

weak, we have resources available to us.

In a silo, you don't. When someone else is weak,

community gives to them knowing one day that will come back to

them, press together, press down, shake together and run an

over kind of approach. And so that's what my whole life

is about. I I, I believe that we need each

other and us is bet and we is better than me and we let we

just live in this world where people have we've been lied to

so long about our importance And well, that's going to be

probably cut hard against some people.

But we've we've we've come to believe that we're far more

important by ourselves than we are together.

And it's just a lie. Yeah, I've heard that discussed

in the context of relationship and marriage specifically as a

sign of maturity. And you know, when we're born,

we're entirely dependent on our parents and maturing is becoming

independent and a lot of people. And I think now that you're

bringing the context into the business world and organization,

most organizations think they're fully mature when they're

independent. You, you grow to become

self-sustaining. But really the sign of maturity

is willing dependence. When when you can make yourself

vulnerable and become dependent on a friend, a spouse, connect

and relationship, it magnifies what you can accomplish.

And so you're talking about kind of bringing that next level of

maturity that we see in relationships and bringing it

into the the work realm and into the the business world.

Yeah, it's all intruded dependence.

Like it's where we begin to realize that we're just Better

Together. And here's what I know.

My wife and I've been married 37 years.

And when we started dating it, it went from hey, we like each

other to oh, well, this got some, you know, maybe let's talk

about the future, you know, and our like led to love, and then

our love led to I do. And, you know, before we pulled

the, you know, proverdial parachute, we said, look, let's

talk about the big things that matter to both of us.

You know, our fates. You know our finances, you know,

where we wanted to live, all those things.

The children came up and we both wanted to have kids.

Now, here's what's interesting there.

We could have wanted kids all day long.

We could have prayed about having kids all day long.

We could have hoped for kids all day long.

But eventually we had to create one together and so my wife

could have prayed herself blue, I could have hoped myself into

the future. But until we decided to create

together, our son would have never been produced, no matter

how talented gifted she was or me, until we decided that we

were going to Co create, that son was never born.

And here's what people miss it. It's the same principle in

business. We've got talented people that

do really good things, but they'll never gain ground.

That's only reserved for collaborators.

And so if you're living, listen, if you're hearing me today and

you think that everything at the that you need is at your own

thing and it is at the end of your own fingertips, you're

deceiving yourself because no more than my wife, Connie and I

could have had our son Jordan without each other.

There's there is gained ground in your business life that will

only come when you Co create and collaborate.

So we've got to move out of these Sallows back to the

center. Yeah, that's great.

Well, before we dive too much into the weeds of business and

building culture, building community, we like to start

every show with a little bit of background.

So yeah, tell me about Reggie. Where did you grow up?

What was your childhood like? So I am the son of a preacher

man. My dad is 91 years old and I was

raised in a preacher's home and ended up, you know, it, it had a

tremendous impact on my faith. And but equally, it's important

to me is my dad was a man that was not just respected outside

the home, but inside the home. And that had an impression on me

that has never left. You know, my dad was very

powerful. He was very known, but when he

was never different, this was the same man in or out of the

house. And so the kindness he exhibited

others, he did the same to us. There was an example and a model

that I learned from not just he was a great preacher and

motivator and charismatic and all those things.

My dad was just consistent. And so growing up in that home,

it put a lot of of pressure on me really to live up to that

kind of standard. And the problem is I didn't.

And so I, I left home and went to college and went to Evangel

College in Springfield, MO. It's a liberal arts Bible

college and my degree is in biblical studies.

And so went through that, played football there, college football

there for four years. And when I left, I went on the

evangelistic field. I don't know how familiar you

are with that, but I, I just basically travelled and spoke

across the country and at different churches and so.

You've got that Southern preacher thing going on.

Just listen to you speak. I'm like, Amen.

Yeah, I can hear it. Yeah, I can't.

You can take the boy out of the country, but you can't take the

country out of the boy. That's what people tell me all

the time. And so got out of college and

pretty quickly married. And the girl that I married was,

you know, we stayed married five years and then she basically

just walked in when this I can't do this.

She didn't like, she really didn't like the ministry.

And probably I wasn't really that great of a husband.

If I, if I look, if I honestly look back at it.

So we, we, we divorced and in my particular denomination, if you

went through a divorce, you might as well find a new career.

And so I was left not knowing what to do.

And so actually I got into the insurance business and because

in the fact of the matter is I had friends of mine that were

doing that. And one of the needs I had was

quick recovery financially and that business provided that.

So I did that for 25 years and so went through my wife, current

wife and I now who've now been married 37 years back in 20, 10

lost everything and it was again at my hands.

Like I made some really bad decisions and, and it cost us

everything almost our marriage. But we went to Texas from

Georgia and I needed to make quick money and I'm like, I got

to find a way to do that. And so I got in the roofing

business and I've spent the last 16 years in roofing everything

from just door to door sales to, you know, I've managed to

cruise. I've worked with different

insurance companies to provide new benefits to roofers in

certain areas. I've been on the distribution

side. So 16 years of my life has been

in this space. And what I've learned through

all of that is that all I have that's valuable is the character

and the responsibility that I take from my own deeds.

And so, you know, I try to inspire people that even when

failure happens, which is a part of growing as a leader, like

sometimes failure is going to be at the hands of somebody else

and sometimes it's self-imposed. And so how do you recover?

And so I'll one of the things that I believe is this is no

matter how far your set back is, the story really should be about

your comeback. And I got to just that's been an

anthem for me. I've been knocked down a bunch

and some of us just been I punched my own self right and

like goofy kind of ways, But then I've never allowed my set

back to be the determiner of my, you know, life.

I wanted always to be able to go like he may have been knocked

down, but he got back up. And so it's been a fun journey.

It's been a painful journey. It's been a rewarding journey,

but it every emotion that you could have ever think could be

either. Personally, professionally, I've

experienced it and I'm not proud of everything, but I'm sure

proud of where I am today. That's great.

I think I've heard it phrased lots of different ways, but

that's a trait that keeps coming up again and again and again

through it. Doing this show and just

speaking with successful people is the the value of

perseverance. And.

Success, a life well lived, rarely happens off of a wild

gamble or a one time get lucky. It's consistently making good

choices again and again and again and picking yourself up.

And yeah, Dave Ramsey always says the difference between

success and failure is you're standing on top of the pile of

mistakes instead of buried underneath.

So. That's good, Yeah.

Yeah. And I, I think that I, I, I

believe that. I I think what really reveals

who a person is, is in times of pressure and you know, when

things are just like smooth and unencumbered and you know,

maintaining that speaks to 1's character.

But when somebody's really gut punched, you kind of learn about

who they are and listen even when even if they make a

mistake. I just, I love watching how they

decide to what's next and how they get there.

And so like, life is full of, for me of failures and some

successes. And I'm just glad to say I'm

here today, still standing. Awesome.

Well, we're glad to have you here.

Thank you. Well, can you tell us a little

bit about how you started the business that you're in today?

Yeah, I, again, having been in the roofing business for 16

years, I've met, I've met a lot of people and I've done a lot of

different things inside of roofing.

But my heart always returns back to what I saw my dad doing.

And that was the care, nurture and building of people.

And I I that is deep in me, like I I I'm really interested in how

people, when we encounter one another, can go from the spot

they're in to where they're supposed to be.

And sometimes the where they're supposed to be is a little bit

further down the road, but preparation for that is

critically important. I've also noticed that what's

important to me is we have done AI think we've sure come to a

notion that performance is strictly that we see in our

people is strictly based around the the signs that we can read,

like KP is and dashboards and and all those things are

important that there's an element to people's lives that

we're not seeing and we're not paying much attention to that

affects dramatically the way they perform.

And that's Simply put the way they think and feel.

So I spend a lot of time really just focused on, you know, when

not just the tasks and the activities, which I really don't

spend much time on. I really spend a lot of time on

how do you elevate your performance in whatever area,

whether it's your marriage or whether it's your relationship

with your kids or whether it's your work, How, what are the key

indicators of potential growth in your performance?

And what I have found is every top performer I've ever run into

had two major characteristics that that those who aren't high

performers lack. And that is #1 these people are

so dialed in mentally. They know where the finish line

is, and there's nothing that distracts them until they cross

it. They get rid of distractions

that encumber them from running the race.

And sometimes it's painful because some of the losses

they've experienced have been important to them and meaning

people maybe in their life or situations in their life.

But they realize that those people in situations had to go

because they were in in the way of where they were going and the

goal that they had. And that's not that's not easy

to do, but their mindsets are so strong in terms of.

What my calling is, what my deliverables are, what my gifts

look like and how do in in the goals that I have in front of

me. They don't they're not really

obsessed much with the past, whether it was good or bad.

It's this moment. How am I prepared for what's in

front of me today? And how do I put everything else

aside and mentally stay focused on the destination That is an

art form. And then the second thing is

I've noticed about high performance is they have an

innate ability to manage emotions.

And a lot of people that that's a lack of maturity that

encumbers their growth is they're just very smart and they

may even be mentally plugged in and clear on goals and

expectations, but they just can't control their self

emotionally. Things come their direction and

it throws them off kilter. And what we don't realize when I

was growing up in business people, my boss has told me

this, I don't care how you feel like just go do the job.

It's not the way this generations are today.

The way they feel and the way they think truly effects in

great measure how they perform. And so a lot of times I go into

companies and I'm they're like, OK, here's the metrics.

Like that's the first thing they want to show me.

And if you look at KPIs and dashboards, are they important?

Absolutely. They're just incomplete.

And so when you look at a KPI or a dashboard result, it's an

indicate, it indicates only history, right?

It's like this is what your goal was, this is how close you got

to it under over and it just it's a snapshot of the present.

It is not an indicator of what's to come.

Now you can pull some strategy out of that and go out and you

know, we've got, you know, we can plan around some of that.

But if you're not taking into account the way people think and

feel there is, and you're able to capture that data and show

what how it's affected the performance you've got, you're

missing a great opportunity to grow people.

And that's what I do. I look at and see things that

dashboards miss. They don't show up on a

dashboard yet, but people are feeling it.

And I don't know if you feel like this, Eric, but you, you

know, have you ever felt like something was off?

You didn't see it yet, but you just felt it or you thought, Oh,

my God. I mean, there's something that's

like off here. You ever felt like that?

You just couldn't put your finger on it.

Yeah. And that's where I help people

kind of get more cued into. What is that telling you when

you walk into a room and the room's different than it's been

the last 10 times? What are the signs that you're

looking for? What are the indicators that

something's off? And then let's identify it so we

can go to work on it before it shows up negatively.

And so it is about performance to me, helping people grow, but

it's really focused on managing emotions and creating mental

strength in our setting of standard.

OK, yeah. And so people.

Yeah, it's been, it's been a it's been fun.

It's hard because, you know, people, it gets a little dirty,

you know, like when you get down into the dirt and you start

dealing with some of these surface under the kind of

surface issues. It's painful, man.

Like there been, there's been hurts and people and some of

these challenges emotionally they've been facing for years

that they've just kind of buried.

And you know, when you start tapping that root, so to speak,

and they, they start, they start having to deal with it once and

for all, it's tough. So the curve of learn of what

I've done, have and doing is a little slower just because

people are a little bit apprehensive, but I'm patient.

Yeah, yeah. So you, you started with kind of

the desire to serve people, love people where they're at, move

them forward like your dad did, and now have combined that with

the the skills and the observations you had,

particularly in the roofing industry to kind of put this new

thing together. Is that an accurate summary?

Yeah. And it's kind of an old thing

that's become new to me. Like it's it's, I think that

it's we have stepped away from and our chase of success, just

kind of some simple strategies that have worked in the past

that people just abandoned. And some of that's in me too,

just like, okay, like I played sports my whole life.

I'm used to teams. I'm used to understanding that

even though you may be a quarterback, you're not the only

person on that team that matters.

I've understood how positions matter to people inside of

organizations and how you connect dots and get people to

kind of moving in the same direction.

Because I, you know, again, I just say this, we're Better

Together. We're going to move forward

faster and we're going to have a sense of security and stability

inside of our organizations and inside of our marriages.

That's impenetrable. And that's what I want.

I want a bulletproof, listen, I don't, I know it's not possible,

but that's in my mind. I'm like, we're going to build

something strong. It's going to be agile, but it's

going to be very mindful of the parts, not just the whole.

And how do we together bring people to a place to where they

realize these are my people, I am committed to them, we're

moving forward together, and my contribution is not just

mattered, but it's noticed. Yeah.

So what does that process look like?

I mean, what, what steps do you walk a team through to get them

from? These are the people I show up

and work next to to. We are connected community

that's tackling the world together.

So the first thing I talked about, and I just remembered

this, but I'm going to share it with you people being able to

recognize who is in the room with them is really, really

important to where this room goes.

And I'll explain it like this. In the mid 90s, way before you

were even showing up when the when the Internet really kicked

off was about 90, 456 somewhere around there.

And I was living in with my wife in Birmingham, AL.

And you know, I was doing some consulting work for some

different friends and one of my friends asked me to go meet or

another one of his friends who is in the server business,

meaning they back in the day, they would have these servers,

these technology servers that, that were huge.

Like they would fill rooms like it was just crazy.

And so this buddy of mine sold these servers and, but he got,

he had a technical guy that worked with him who was the, one

of the first guys who ever built websites.

And when I tell you build websites, it was like looking at

a newspaper online. There was, it was just very

static, but it, you know, it was intriguing because you can get

on your computer and pop up some information about somebody.

And that was like, it was unbelievable, unbelievable.

I remember that. It was, yeah.

It was, I think it was just like what happened here.

We got Internet in our house in 9394, kind of that time you're

talking about and just seeing something on a screen that

wasn't the TV was a big deal. It didn't matter what you were

looking at, so. Yeah.

And so he asked me to come in and do some consulting with them

and I went on a sales call with them and they.

I'll never forget this. It was a community in

Birmingham, AL called Highlands Lake.

Never forget it. And their logo on their

brochures was a man standing in waiters in a pond with a fly

rod. And he was standing like this.

And that's all it was just him in that lake and every pretty

background. But it was just him standing

like this. And all these guys did in

developing their website was they had his arm just move like

this. That was it.

You would have thought they had reinvented, you know, like it

was the most you were like, you were just dumbfounded.

You'd never seen anything like it.

And so these people are like, we want this.

And their next question was how much does this cost?

And before I even thought, I said, well, it's $25,000.

And these guys went, who do we make the check out to for this?

That's it. We went back to the office and

this guy goes like, that was incredible.

I said, I don't even know what happened other than you got a

$25,000 check and you put a brochure online with their arm

moves. He said, can you go with this to

another call? I said sure.

I said, but this I said, who's a client?

And I'm a big college football fan and living in Birmingham,

AL. The headquarters for the

Southeastern Conference was in Birmingham and that was his

client. And so he went in and he said,

look, you know, we want to do this website thing.

Y'all know how to do it? And he said, yeah.

And so he said, we'll build you a website.

We right before the owner of that company said how much he

was going to charge because he's like, if we charge $25,000 for

this, we can probably get $100,000 for doing a turn.

And I'm like, he started to say that.

I said, excuse me just a second. We were sitting with the

commissioner and his associate commissioner at at the SEC, Roy

Kramer was actually the guy's name.

We walked down the hall and I said his his name was Jeff.

This is Jeff. Do me a favor.

Trust me, I want you just to let just let me handle the pricing.

He goes, OK, so we went in and I said the price is 0.

Now Jeff, who the owner was sitting next to me goes like

wait a minute. I said hold on just a second.

What I'm going to ask you to do is all of your corporate

sponsors that you have with the SEC.

Now this was Coca-Cola General. I mean all these big name

Mercedes-Benz, all this big stuff.

I said all I'm asking you is to introduce me to them and I won't

not just a cold introduction. You need to set an appointment

for me. And so he did.

And so we took and we did the basketball tournament for the

SEC, which that year is in New Orleans and men's basketball

tournament. And we had a four day website

kind of that refreshed with scores and all that kind of

stuff. But at the bottom we put what

they call a crawler. And that crawler was advertising

for each of the corporate sponsors.

I went to every major corporate sponsor they had and at the end

of the two weeks prior, three weeks prior to the event, we had

raised on that site just for four days, $384,000.

Wow. Yeah.

And so we did a 8020 split with the conference.

We kept 80% of it and the conference kept 20% of it.

But that was the last time we were able to do anything like

that with them because they're like, no, we'll do this

ourselves. I said that tell you that story

because the next Monday we're back at the office kind of

having coffee and the phone rings and the the receptionist

came back and said, Reggie, you got a call?

I'm like, I don't even work here.

Well, how do I have a call here? Well, I pick up the phone and

and the guy on the other end says, Hey, my name is Mark

Cuban. And I'm like, OK, he goes Now,

again, this was in the mid 90s. So this wasn't like Cuban that

we know him today. And he goes, hey, are you the

guy that sold all that ads to for the SEC tournament?

I said, I am. He said, can we meet?

And I said, yeah, I guess he said I'm in Dallas.

And so the company that I was with, we, you know, they were

kind of on a high right now. And so they was willing to spend

a little bit of money. We flew to Dallas and met with

Mark and he's like, I had this company and what we we wouldn't

he, he had literally his offices were in a warehouse in Dallas

and he, he said, I'm a big Indiana University fan and I

love basketball. And he said I'm using the

Internet right now to pipe the Internet and the Indiana

basketball games over the Internet.

And they were using DSL lines and T ones during back in that

time through the phone company. And he said, I can't see

anything, but I can hear it live.

And he said, I think we can monetize this.

And I said he said, but I didn't know how.

I really didn't figure out how until I saw the SEC tournament

last weekend. And he said, let's do a deal.

And I'm like, cool. And but the owner of the company

that I just did that for the SEC says, hey, before we commit,

let's, let's, let's all just have some time to think about

it. We get back on the plane, Long

story short, and the, the owner looks at me, goes like, that

dude's crazy. He, this is the, this is a

failure waiting to happen. And he's like, I ain't got to

have nothing to do with it. I'm like, OK, like, fine.

So I get back. We get back on Wednesday.

My phone Wednesday night rings at my house and it's Cuban and

he goes, hey, what do y'all think?

I said I, you know, I think it's cool, but I said I'm the wrong

guy to talk to. Like I don't, I mean, this is I

don't do the development. He's like, I got all that.

He said. What kind of contractual

agreement do you have with his owner group?

I'm like, I mean, mine's done. I just completed the task with

them with the SECM. He said great.

He said it's not you. It's not them I want, it's you.

And he said if you don't have any contractual relationships, I

want to give you, I want, I want you to consider a business

partnership with me. Now, back then again, Mark Cuban

was like nobody. Oh, yeah.

So. But his plan was so dialed in

and it was so exactly in my lane, like sports.

And he said, here's what I want to do.

I want to split the country in half.

I'll take you take the east side of the country.

I'll take the West side of the country.

And all of the colleges that that are in those zones, Let's

do this. Let's pipe the live games to

their fan base. Don't charge them anything.

And let's do exactly what you do with the SEC and let's just

charge their sponsors. I said, God, I love that at the

time, Eric, I had a year and a half year old.

I had a 1 1/2 year old son. My wife was still at home with

him. I was nervous as a cat on the

tin roof bro. I like, I was like and so I told

him that night I'm like, let me talk to my wife.

I talked to her and here's what my wife said to me.

This is right up your alley. And I that's the first time in

my life I can remember having fear like that.

Like I was like, because Mark's like I don't have any money, but

we'll just split this revenue. Like we'll just split the

whatever I sell, whatever. You would just split it, split

it, right? I do that because I was getting

money coming in. I didn't want to risk that.

So Long story short, I called him the next day and he goes,

let's go, let's go, let's go. And I said, man, I'm gonna have

to pass. He said, well, you're not the

man I thought you were. And then I got agitated.

And I'm like this coming from a guy who has big servers in his

warehouse, and you hadn't had a bath a week when I saw you.

So I don't need that kind of noise.

He said, let me tell you something, pal.

He said one day you're going to look back at this and realize

this was the biggest financial mistake you ever made.

And I said, yeah, right. 4 1/2 years later I pick up the

newspaper and he has sold that's business for $6 billion to

Yahoo. Yep.

Now, why tell that story is this, You have to be careful

about rooms you entering and being able to know really who's

in that room, not just presently, but to come and being

able to diagnose and dissect people and you can't get it

right. I hadn't.

I mean, I'm not saying that I should.

I would now know that this is a play for 6 billion.

I'm not saying that. What I'm saying is it made me

alert to every room I walk in. Sometimes we walk into rooms

casually. Sometimes we walk into rooms

with aggression. But what we don't do is realize

who's in the room and the impact it has on the room.

And so the great and one of the things, one of the closing

things Cuban told me that I'll never forget.

He said you have created a category that's going to change

monetizing these websites forever.

And when he told me it had no register on me.

It's like, I'm like, I don't even know what this he's talking

about, but that from that point to not people like all the time,

man, you regret. I'm like, I don't know that

regret is the right word. It's made me alert.

It's made me start realizing I can't just casually walking

around in life. It just, you know, not

understand the potential in every room I go in.

Honestly, Eric, I guard myself from going into some rooms

because I have this ability to kind of see things through

conversations that are happening.

And I'm not trying to be mystical here.

I'm just saying there's I've developed a gift in me that

allows me to be able to read rooms pretty successfully and to

know what's happening. That's not being said.

That's the key. We can all read dashboards.

We can all see that he sold for $6 billion.

The question is, what did I miss before?

Like what was it about me that wasn't able to catch on to what

was ultimately could have been a game changer for us financially?

I have missed other opportunities, not like that.

But every time it is, is when I'm, I become blind to what's

right before my very eyes. And so one of the things that I

teach leaders is this, you've got to go in and rather than

just trying to get what you need to say out, you've got to go in

and start being alert to the room, who's in it, why are they

there? What are they saying?

What are you reading from them and how do you respond?

And that's what elite leaders do, good leaders, great leaders.

No, I want to be an elite leader in way you're an elite leader is

being able to see things that others don't feel, things that

others kind of discount. And it creates an ability that

you can transfer in that energy into new opportunities.

And so you're the rooms that you're in.

And some of you who might be hearing this.

The casualness of your life in terms of opportunities in rooms

that you're getting in with people that maybe you just kind

of discarded, those people may be a big part of your future.

And so learning to read the signs and to understand what's

not being said and being felt is critical to elite leadership.

Long story, sorry about that, but it's important for people to

understand, even in their smaller companies where you got

10121525 people understanding the room, what has off from the

last time we met? What is happening to these

people? Because if there's something

going on that they're not talking to you about, it's going

to show up in their performance. How do we get to that place

where they feel comfortable enough in this community to be

able to express that, to talk about that, work through that,

be supported in that, and find success on the other side of it?

I'll shut up. No, that's great.

So on the like, when, when you connect with the company and

step in to start coaching and leading them through that, how

do you, how do you start developing that awareness and

the leaders and the the rest in the company to be able to read

the room on that level and, and gain that level of vulnerability

to discuss those things that maybe they don't want to

discuss? So the first thing that teach

leaders is you got to you. You got to show you've got to,

you've got to give an example of what the behavior should look

like, right? So if you're not vulnerable and

you're not open, you can't force others to be.

They just don't see it modeled in you.

They're not going to do it. The reason Dominic Sarah is so

are so successful is what they you see in their people started

with what you saw in them and it's a that's that culture that

builds to a community kind of approach.

They've decided they're not sitting there going like y'all

need to do this. They're only they're saying do

this, follow me, because this is the way we live.

This is the this is the way what we believe, how we behave and

the boundaries we operate in. Anybody interested in that, join

us. And so there there's a modeling

effect that I think that people got to understand as leaders.

If you want people to do something, you better model it

because what you model, they'll, it'll show up in their lives.

It's just that simple. So for me, the first thing that

I do is I come in and I want to, I don't want to talk about what

you do and how you do it. I want to know why you do it.

The first step to finding a different new path or find

correction that's needed is when we're self aware enough to

understand My why is what drives me.

I need to understand it. Let me explain that to you.

My life, I've had many, many times where I've said this thing

to me, my own self and that is this.

Why do you do what you do? Why did you do that?

Like why did you or why did this person do that?

Because the why you do things determines the what and how you

do it. So a why is an internal

operating system. It's, it's what gets us up.

It's what drives our choices and our decisions.

And so I want to know with just the leadership, I start with

just leadership. I want to know what their why

is, I want to know and I test them on that you, I sent that,

that assessment to you as well. And so it, it helps me to

identify who's in the room, like who's in the room, Do we have

the right people balance wise in the room?

Do you need someone who's more in tune to this?

And, or maybe because what a lot of times happens, we'll hire the

same kind of people and run, run them all into the room and they

do the same thing. And so the things that they

don't do don't get done. And so if you've got a bunch of

the same people that have the same traits and characteristics,

it's sometimes hard to get traction in the detail part of

our business because you know, we're all just flying at 30,000

feet. Somebody's got to be on the

ground that's delivering the promises and the vision of the

organization. And so I want to look at their

why, like I and and then if we need to make some adjustments

there, we'll make adjustments. Now the why's I'm talking about

like for me, I am a what they call a make sense guy.

So with me, my why, though, I get up every day and I think of

when situation, circumstances, people, problems come my way.

I'm trying to make sense of them.

And until I can make sense of something, I can't move forward.

Now my wife is a right way person.

That's another one of the characteristics.

There's one way to do it. And if we get off that path,

everything's going to screw up. And so sometimes we've had a

real difficult communication problems and times in the past

because I'm like, you may say that's the right way, but if I

don't understand it, I'm not going to cooperate.

And so that's caused the dynamic in our relationship, thankfully,

that we've kind of got past. But some of the conflict and

challenges inside of companies is just that we just don't know

understand why people do what they do.

And once we get that clear, it makes us better communicators

handling conflict better and at least gets us pushed in the

right direction. So the why is critically

important to me, but the why is not enough.

You've got to go to Step 2 to me, which is The Who, right?

And I'm not talking about just who by name or by talent OR by

gift. Here's what I'm looking for.

If we all know each other's why? How do we pair the right who's

together to create lift for the entire organization?

So this is about amplification. So if I find the right pairing,

my efforts and theirs will amplify not just me and them,

but everybody around us. So pairing inside a business to

create collaborative chemistry is so important to additional

growth. And so I'm looking at why.

And that's like, oh, I'm a, I'm a no, how am I parent?

Who in this organization is there a potential good pairing

with based upon our whys to produce something neither of us

could do by ourselves. And then the final step of it is

the what the what is how we go about it.

See, here's the problem. The problem is we are starting

to solve problems at the wrong end of the problem.

So we go in and do this. Like I said, I'm in the roofing

space and I know I got a lot of friends who coach and I call

them these. These they're there's, they're

superheroes from an activity standpoint.

They'll go in and they'll crank your team up.

They're cold calling, they're knocked door knocking.

They'll give them sales tools. And it's just like, let's go,

let's go, let's go. And I'm like this.

Whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa.

So if you've got a guy that's a salesperson for you and you've

asked them to knock 50 doors a day, and of that 50 doors a day,

they have got no results, what kind of logical sense does it

make to say this? Hey, Eric, instead of knocking

50 today, go knock 100 tomorrow? Because we have been led to

believe that putting our hands and making our hands hustle and

grind harder is the answer to our problems.

It's not true. So what I believe is you've got

to start on the other end of the problem.

And that's like when I get to a door and I before my knuckles

hit the door, my finger hit the doorbell.

What am I thinking and what am I thinking?

And our feeling and how do we correct that so that the 50

doesn't become 100 of uselessness?

We need to get people earlier in the right place mentally and

emotionally to do the task. And then when our hands land,

they're going to be more productive.

And so I work very, very well with other coaches who are built

the back end of it, meaning the activity side of it.

I try to prep people before the activity begins because if their

mind is right and their emotions are in check, they're going to

have more success. And I've got data out my, I

mean, out of out of every, I mean, it's just everywhere

supporting this. And then with even just at a

level of, you know, C level with, you know, your leadership

team. I, I work with more companies

who initially can't stand being in the same room with each other

and are running successful businesses.

But inevitably what happens is something that has been kind of

hidden and kept out of conversation surfaces and it

just blows the whole landscape of the leadership team up.

So the same holds true for them. Can we figure out why we do what

we do? Does that serve in in the the

needs of our company most effectively?

And how do we execute properly so the team around us is

realizes that we're bought in so they feel safe to do the same

thing? Yeah, that makes a lot of sense.

Yeah, so why? Who?

What? So I was sorry, I was looking

away here for just a minute. I pulled up that assessment you

sent me. I'm also a makes sense kind of

person. What's your how?

What I didn't get to the how I must not have.

I must not have clicked through all the way in.

There. So you should have got, you

should have got your. Why was what makes sense?

So when you and you said earlier that that was spot on, how do

you go about that? What is your process of that

look like? I'm just curious.

What do you mean by process? So like, if my if makes for me

makes sense is if I can't make sense of something, I don't move

forward. How does that, when you look at

your life, when you're saying it's spot on, what did you mean

by that meaning? That makes sense, guy.

Yeah, I have to put the why. I got to know why I'm doing

something and I have to know the end goal and where it's going.

And yeah, I get sorry. Your story with Mark Cuban and

broadcast brought this to mind. I I had a friend come to me.

I have a background in computer science and computers as well.

And it was oh gosh, like way early on, like 2009, I had a

friend come to me when Bitcoin had just come out and he had

this great idea. Oh, we're, you know, the

computers, you're going to build all these servers and we're

going to start mining Bitcoin and, and get rich doing that.

And I sat down and thought I was going to teach him something,

showed him the math that the energy it took to mine the

Bitcoin cost more than what the Bitcoin we were mining was

worth. And I'm like, this is futile.

I'm not doing that. It doesn't make sense to me.

And here, 16 years later, I kind of wish I would have gone for

it, but. I know, I know the feeling.

I absolutely know the feeling. But you know, it's, that's,

that's kind of the process I go through with companies and

hopefully it's giving them because ideally here's what I

believe. I believe that most of our

deficiencies in business and in relationships is that there is

what I call a wobble. There's something going on that

we can't quite figure out yet because we're not.

And helping people to detect what that really is and learn

giving them, taking enough courage to be able to deal with

it before it shows up. It's kind of like early

detection, like how do we detects something early before

it gets so out of hand that it causes greater damage than it

should have if we'd have dealt with it?

Our problem is sometimes we just don't feel comfortable sharing

it. We're embarrassed by it

sometimes, or we don't want people to think we're less than

what they maybe have thought about us before if that was

revealed. And what they don't realize is

it's just draining them more and that there are people that are

there with them who can help them, but they have to be able

to release it and most people don't want to do that.

OK. Yeah.

Well, that's really fascinating to me.

And so I'm diving into kind of a technical question that I didn't

give you a heads up for. So do you know or have available

what, what are the other why's? And you were talking about

putting together a team that they kind of work together.

Can you give us an example of pairing people with a different

why and how that's complementary?

So let me give you real quickly, hold on just a second.

I got a little sheet here, a CHEAT SHEET I need to look at

this will help me because so there are 9 whys.

And so let me start out by just giving you those nine.

And the science behind this has data rich to support it.

But here the nine number one is they call better way.

Now better way is these are people that are constantly

seeking improvement, innovation and optimization.

The second is a challenger. They thrive on disrupting the

room. I mean, these are the people

that come into meetings and just throw chairs just for the sake

of throwing chairs. Like they, they're just trying

to test people and test limits and provoking news ways of

thinking. Then you've got these people who

are what they call mastery. They are driven to gain depth,

knowledge, skill and expertise in everything that they do.

And until they have all the information, they ain't going

nowhere. And sometimes what they do is

they spend so much time trying to gather more information and

lose the opportunity. Clarify is the next group.

They are driven to make things clear and understandable.

And here's the key for everybody, not just they're

clear, they want everybody to be clear.

Then you've got make sense people, which is me and you,

that we quickly connect dots, we spot patterns and we find these

practical solutions where others only seek chaos.

Then you got right way people. That's my wife.

They're driven to do things the correct and proven way.

You've got trust people, they believe in doing what's right

and expect the same from others. Then you've got simplify people,

they're driven to make things easier, cleaner and more

efficient. Again, it's not as much about

understanding as you get from clarify people, it's about the

efficiency of the task. And then finally, you've got the

Y of contribute. These are people that are driven

to make a meaningful difference in the lives of others.

So when I generally do these assessments, you will get your

YOS, which is your operating system mine.

So all nine of those show up in me and they show up in you.

But where they show up after our first three, my first three are

makes sense. And then I want to take after I

make sense, I want to make it better.

So that's my how it's like I make it better.

So when I got certified with this Qui Institute, the first

thing I did was start looking and going like, how can I make

this thing better? And it's wonderful already, but

that's just my nature because here's what I want to do.

I want a great idea or something that makes great sense.

I want it to be so usable for people.

That's my third thing, which is contribution.

So when I can bring that good sense out of a complex problem,

and I've simplified it down to where I think it's even better

than the original and I could deliver it to people who need

it, my life feels fulfilled. So that's my free.

These others fall in sequence after that, but less shows up,

right? Like some of them I'm competent

in and they give me energy, but there's three at the end that

just drain me. And so this gives you kind of a

wide matrix of. So then the second part of your

question is it also gives me the opportunity like I I could show

you this, but I put these metrics matrix together for

companies and we put people in these groups like it.

Here's a friction zone. This type of person with this

kind of person is going to create.

So like, if you've got a person who's last reminded, they need

all the details, they want to know more, they go deeper, and

then you've got a simplified person that goes like, dude,

come on, you don't go anywhere. The idea though, is how do we

take both of those skills and even in the people with

friction, how do we build a bridge so that they can start

working together? And so one of the things that I

do, I think pretty well for companies is even start

inspiring pairings of people who look like they're friction

filled with each other and put them together and give them the

objective behind the project, understanding each other's why.

So now the mastery guy goes like, OK, I got this simplified

person in here. Where's the balance in between?

I want deep, I want understanding, but boy, I want

it simple too. And so when you know who you're

dealing with and if you're smart and you're trying to build

community, you'll take that in consideration.

The way you communicate with them, they'll also know your

why. And now we've started dialogue

that becomes productive even when we come into conflict.

If I know my wife is a right way person, This happened last

night. She told me a story after she

got off work and I just, it frustrated me and I went like,

that just doesn't make sense to me.

So here's exactly what I said to her.

Honey, I need you to help me with something.

She said, OK, what? I said I'm I'm anxious about

this. You told me something that made

me anxious. And she said it's because it

didn't make sense, right? I said right.

So she said, tell me what didn't make sense and let's walk you

through it. And I'm like, perfect.

And in two minutes, all of it left.

Like I was like, oh, makes perfect sense now.

And I was able to move forward. And so when you start

understanding people's why, why they act like that, you go into

a meeting and you know, they throw chairs.

I'm just using it, not literally, hopefully, but where

they're just challenging everything, you know, that's

their why. And so they've been got to

understand that that can be obnoxious and that can be

difficult and that can be scary to some people.

So you just have to learn first of all, identify it.

And then how do we work all this into a cohesive collective of

people who are putting all they have into a place they belong?

And it'll produce results you'd never have dreamed possible.

But unless you know you can't factor these things in.

And we leave thinking I'm safer in a silo.

Powerful. Yeah, I know.

I'm I tested for the. Makes sense?

And then make better and clarify, simplify are probably

going to be trailing ones there. Those I I was probably right on

the border between make sense and make better so.

Yeah, well, they, they, they that's that, that's me.

I make sense a better way and contribute.

And so and then like, for example, this is interesting in

mind. Trust is like #7 And there I've

found that I've figured out why. I figured out the reason it's so

low on my like when I get so zones 4-5 and six, which are the

middle band of the of my YOSI draw.

When I'm in those, I draw comfort and I feel it because I

feel like I'm contributing and it gives me energy, doesn't

drain me. The last three, which Trust is

in is #7 it's draining to me because I have been promised and

trusted people in the past and they've disappointed me.

And so now trust is not is more transactional for me it with

other people. Now.

It's not what I I present to be that I feel like that I'm

trustworthy. It's not that it's how I

perceive conversations with other people.

And so if somebody in a why, like my why is, like I said,

makes sense if their why is trust, we're going to have to

jockey a little bit up front because I'm like, we don't know

each other. I have no, you see what I'm

saying? And it's those kind of dynamics

that help people understand each other.

How in God's name could you work with somebody you don't

understand yet? We do it all the time.

We guess our way through our relationships internally when we

don't have to. Why not just identify I?

This is the way Eric shows up. This is why he shows up.

This is what motivates him. This is that internal operating

system showing up every day. And if I know you're a makes

sense guy and I come into your office and even though I sound

intelligent and I have a lot of great ideas, if I see that look

on your face like and I I realized that I've got to take

this complex world that I've worked so hard on and go like

Eric, we can do here it is. But now look what we've done.

This is the sense that we can take from this day that then

Eric goes like, oh, OK, now Eric takes it and goes like, how

about this? Why don't we tweak it here,

here, here. That better way comes out of you

and now you've take. But it would have never happened

if that person had had come into your office and giving you data

that was not usable because it didn't make sense to you.

So now as a leader, I tell leaders, you need to go into

your team and say this. Do all the hard and complex work

you want to do. But when you walk in that door

that has my name on it, you need to come in and have taken all

your data. And it just has to make sense to

me. So don't try to impress me.

Don't try to make me think you're really smart.

I already know you are. I What makes you really relevant

in my life is if you can take all of this research and make

sense to me while we need to move forward to the next.

That's interesting. As you were saying that I was

realizing, I think even in my language that comes out a lot

when when somebody's giving me a sales pitch, probably the best

compliment I can give them on the back end of that is that

makes a lot of sense. That's it.

And when I'm explaining something to some of my people

or even working with my kids, I wrap up the conversation or sum

everything up with not. How do you feel about that?

It's. Did that make sense?

Does that make sense to you? Now think about this, think

about this, what if you do the why behind all your children?

See, this is not just about self identification so that Eric

knows I make sense of things and everybody needs to understand

that. No, the people that matter to

you, if you know their why, you enhance even your parental skill

because now it's not just makes sense, but how do what is their

language when it comes to that? What is their why?

And so all of a sudden now Eric is made sense, but they want

their better way, let's just say better way.

And so you have to give them room to go in and say, does this

make sense? And they go like, well, I don't

know what. OK, so if you could position

this a better way for you, how would you do that?

So now you're appealing to, I'm not trying to be too brainy

here, but that limbrick side of our brain, that's that part of

us that feels and is emotional and it drives us to, it's not

the rational part of our brain. That's that frontal cortex.

That's not it. People buy when they feel and

they are they are emotional about something, but you got to

know what triggers them and it's not manipulation dude, it's

communication. Like if I know my wife is right

way, which she is I I know there's a correct way in her

mind. And as much as it makes sense to

me, if it don't seem like the straight and narrow, we ain't

getting by in how what if you knew that about your wife?

We guess Oh my wife's why is this?

You don't know, you know, I've seen people act out in things

and I go like, well, there, why is this?

And I was as far as I am from the moon today off I like I went

in close. And so one of the things that I

tell owners all the time is the first thing you need to do is

spend a little money and find out there why it will be a

launching pad for now, clearing the deck in terms of how people

think and feel. And I'll give you one last story

on this and shut up about it. I've got a client right now.

I started dealing with them about three months ago and and I

have a three month program. We meet twice a month and that's

it. And then I kind of set them up

and then if we need, if I need some ongoing support for them,

I'll do that. But we're in our third month.

And yesterday, I'm sorry, 2 days ago we did this.

I had them the, the last week fill out their why?

I compute, I pulled it all together.

I built the matrix for them and we met on it yesterday and, or

day before. And so I'm sitting there and I'm

showing, I'm watching their eyes, like I can see them on the

screen. And I'm like, they're like, OK,

there's mine, there's mine. But here's this guy, Reggie,

what does this mean? I'm like, what means this?

They go like, Oh my God. And I'm like, So what?

Why are you saying that they go like that makes sense to me.

We have been battling each other, which is hurt trust.

It's hurt foundational build for us.

We don't, you know, we're just kind of but now I understand.

For example, one of the ladies said, you know, this guy, other

guy caught his skill set was mastery, hers was contribute.

And so she's the HR director. He runs sales and they are just

like this bam bam, bam, bam, bam.

Because she's like, no, she's simplify, I'm sorry.

So she goes in and goes like, why you keep asking all these

questions? This is not that complicated.

What she didn't realize is why he does that is because he needs

to know more. Get deep.

So you need to give him the details.

And she went like, Oh my God, like, this makes sense, right?

And then he chirps up and goes, like, now I know why you hate me

so much. Like, it's like your approach is

let's just simplify, you know? And I'm like, now I want to go

deep. I said, So the key is this.

Now that you know this about both, how does it change the

conversation? So she goes, well, I need to

give you more detail. And he goes, I don't need as

much detail. So you see what I'm saying?

Now we got a bridge with the communication becomes more

efficient and effective for one reason and one reason only.

They know each other's. Why?

Yeah, you're really finding a shortcut to, you know, you walk

into teams that have been together for 20-30 years and

they understand each other. They know how to communicate,

they know what each other needs, and you're building the

shortcut. We can get there in three months

instead of 30 years. Yeah, well, actually that that

assessment walls started following down that had been

built for 10 years and 10 minutes because people were

finally going like, oh, OK, now I understand.

And one of the keys to great communication is just

understanding who you're talking to, understanding that you know

your opinion is yours, but it doesn't mean it's going to be

received the way you're even giving it to other people.

Why don't you want to have some discovery time about the people

that are on your payroll? I don't understand that from

people. And the reason is they've never

had the tool to do that. The second thing is, why would

you not want to know the impact of the way people feel and think

affect the way they perform? I've got tools that help people

to identify that. And so if you think that these

factors factor into performance, your one phone call away from us

being able to help and it's just you've got to, you've got to

take the guesswork out of your business.

And that's what I'm helping people do.

OK. So you said kind of your, your

primary pop product or your, your full-fledged product is 6

sessions. So you say in the first session

you kind of do the assessment. The second session you put

together the matrix, bring it all together, help everybody

understand each other. What did, what are the remaining

4? What kind of?

Things so it's foundation, so it's foundation.

How do we lay the right foundation?

Because whether you're building wide or high, you need a good

foundation. So the foundational issues that

start with leadership are, are and, and other things that I

call them are standard standards.

What are we, what of our standards?

What is it that we as a leadership group will decide

upon the day that we begin to migrate into our business?

And so we alignment is critical, like it's just critical and

alignment to me is best explained.

Can I tell you another story? Sure if not.

I'm going you've not told a bad 1 yet so.

Well, I've got one in me, I'm sure, but the first car I ever

drove was a 1972 Ford Red Pinto. My dad gave me the keys and he

said here you go, champ. And so, you know, I don't know

if you've ever even seen one of those, but it was a just a death

trap like there was. It was horrible.

In fact, they quit making them, but I had one.

And so when I first started driving and even still till

today, speed bumps are optional to me.

Like I just like, you know, it's like they're not, I'm not all I

might don't slow down on with that little Ford red Pinto.

I just boil over those speed bumps.

And about 3 weeks into me driving that thing, I noticed

this little wobble on my steering wheel like, and I'm

like, that's weird. So I was taught still today, if

you there's a problem with your car, it'll usually show up on

the dashboard. Like, I can look down, see if my

tires are low, I can look down now and see if I need oil or gas

or whatever. And so you start trusting the

dashboard. The problem is dashboards don't

pick up wobbles or misalignment. So I didn't know that.

So I just kept on driving and every day it would get a little

bit worse to where and eventually it got to be such a

hard pull. It literally landed me in a

ditch. And so I remember when it starts

started pulling, I thought this is weird.

So I stopped the car and I got around, I looked at it.

I didn't even know what I was looking at, but I'm like, well,

maybe there's something dragging here.

There's maybe I even popped the hood and I'm like, I didn't even

know what I was looking at, but it was just something I thought

I got to find this. Well, what I didn't realize is

the car was just out of alignment and when the car gets

out of alignment, it starts pulling you off path.

So though it didn't show up on a dashboard, it was still real.

You know what that little Ford red Pinto taught me?

That wobbles are real. There are indicators of

something you need to pay attention of, though you don't

even know what it is yet. And so before you get thrown

into a ditch, let's find out what that is.

And it may take a little bit of time, but when we find that, we

can correct it. So all of the tools I use are to

create a sense of of stability inside of companies.

If we're aligned, there's a stabilizing strategy inside of

our company that everybody can hold to.

When the spin of life gets fast, we're still safe.

And one, one last story on alignment.

When I was growing in school, used to be, I don't know if

they'd do that anymore, but we'd go into a room beginning of the

year and the teachers would have these globes sitting on the desk

or somewhere in the room. And I always noticed that the

globes were tilted. And I literally would go up and

I would try to straighten it. I thought, well, maybe it's

bent. And one day, I think it was my

6th grade teacher, she came up to she's like, what are you

doing? I said this globe is bent.

She said no, it's not. It's tilted.

I'm like, OK, tilted or bent. It needs to be straightened out.

So I put my hands and she goes no, no, no, no, no, stop.

Let me show you what I mean. So she went up to chalkboard and

she said, let me show you an axe.

He said the earth is tilted for. I mean, this globe is tilted for

a reason because the earth sits on an axis.

I said, and she said, you know what an axis is?

I said, no, ma'am. She said, well, at the core of

the Earth, the equator, there isn't and it's not visible, but

the Earth is tilted at a 23.5° angle.

And she said it's been like that for years.

And usually there's not a tilt change in the Earth, but every

two to 5000 years. And so she's like, there's a

reason for it. She said, Reggie, have you ever?

She said, do you know how fast the earth spins?

I said, no, ma'am. She said 1000 miles an hour.

I'm like, wow. She said, hey, now what?

Don't you wonder when we're all able to stand up and the world's

not in chaos? I said, yes, ma'am.

She said it's because the Earth sits on an axis and that perfect

tilt is set exactly at the degree it's set at to keep us

safe in the spin. She said there's a final thing

to this. It's called the moon.

You know what the moon is? Yes, ma'am.

Do you know what effect the moon has on the Earth?

And it was. There's more of them, but this

was one of the specifics. I said no, ma'am.

She said the Earth's, the moon's gravitational pull is aimed at

that axis to keep it at 23.5°. You see, Eric, I believe this.

Most businesses go into chaos because they just lost their

axis, the tilt, the proper axial tilt.

And so when you find that axial, that sweet spot inside of your

business, that stabilizer, everybody who comes in that

tries to create chaos in the stabilized environment you have

created will not last. They disrupt your company, they

disrupt your culture, they disrupt the community.

And if you have the right stabilizer, that tilt in place,

you'll recognize it quickly. And so one of the things I do

early in a company is I go in and measure the chaos level

like. OK.

How much hair is on fire here? Like what are, I mean, what's

going on that's creating all the turmoil and all?

And So what I'm finding out is they've just lost their tilt.

There's just nothing that they've got off track.

And so when you get off track to spin, a life comes in your

business and everything becomes chaotic, Betty, when you're at

the right axial tilt, your business is stable and it's

unshakable and unmovable. It doesn't matter how.

And what people try to do is control the spin and you can't

do it. You can't slow life down.

You can't slow challenges down. You just got to be better

prepared for them. And that's what we do is help

people stabilize so that no matter how fast the spin gets,

there's something that is tilted properly that keeps your

business or your relationships safe.

OK, so is that the axis 8? Yeah.

So axis, that's the axis. And then the 8 is the number of

continuous. So we've kind of constantly got

to be OK, mindful of are we staying in proper tilt and

balance. I can see that.

The old preacher tendencies coming out in you.

You nailed it all. You got your hook.

Three points. Bring it to a close.

Yeah. Tell you what I'm going to tell

you. Tell you.

Tell you what I told you. Got the humor in there.

You're. A great teller.

Yeah. The only thing.

Let's take an offering. That comes at the end of the

show. Yeah, well, I mean, I mean,

that's a part of the training of preaching.

Wendy and I don't do that, so we're good.

Well, I guess that's a good segue.

Maybe just the opposite. You are bringing some free

content for our listeners rather than asking for an offering

today. Do you want to tell them about?

That yeah. So we've been talking about this

why assessment and I want to give ten of those to the 1st 10

who contact me. I want to give you one of these

assessments for free. And I think what it will do is

it open your eyes a little bit, not just to your individual kind

of why, but the power it could bring to understanding the team

dynamic, the chemistry required, the collaboration opportunity

that exists. And so for the 1st 10 who reach

out to me by e-mail, I'll send them that assessment free of

charge. And I'll also set up a time to

have a conversation with them about for about 30 minutes just

about what they can take from it.

What are the learns behind this and what are the opportunities

maybe in front of them. And happy to do that for the 1st

10 who contact me. Awesome.

Well, we'll make sure we get your e-mail address and your

website and all your information in the show notes so you guys

can check the show notes. Make sure that you reach out to

Reggie. I realize he gave me one of

these assessments when we first connected and I've now realized

I didn't finish it, so I'm going to make sure I finish it all the

way. That's why I hadn't got it.

Yep, yeah. When when you asked what my how

was, I finished the why I thought that was done and I

looked at the results and I didn't see there was more to go.

So yeah, I'm going to make sure I finish mine and see how that

ends up. I had some of my top leaders do

it as well. I'm really excited to see where

we land and and how we can connect more so.

Absolutely. Great.

Well, you've told us a lot of really interesting stories, Nan,

You have lived some life, you've been through some stuff.

So I want to hear a little bit more about some of that.

You mentioned a lot of setbacks in life, a lot of difficult

things, you know, leaving home from a father that's at a pretty

high bar, experiencing a divorce, losing a job.

Your your interaction with Mark Cuban and losing that

opportunity, what has been the most difficult thing you've

walked through and how has that shaped what you do today and how

you bring people together? Yeah, so the the hardest thing I

still face every day is the disappointment and hurt I've put

on people. Like that is a constant

motivator for me. Listen, let me tell you

something. Pain is hard to deal with, much

less coming from somebody you love and care about.

And I have, I mean, I've got scars.

I've made put scars on people. And it's a motivator for me to

realize the impact that our decisions have not just on our

own lives, but others. And I think sometimes we get in

this bubble of existence that just serves ourselves.

And we just think everybody else is just, you know, they're

resilient. They'll understand.

And we just lost a sense of of, you know, really being mindful

at that level of our decisions and how they affect other

people. And so the greatest lesson I

learned is that every decision I make has a cascading effect on

people in my ecosystem. And so I don't make decisions

anymore without the thought of not the thought, but the reality

of every decision that I will make will show up in the lives

of other people who are close to me and are in my ecosystem.

I have to guard not just for me, but for them.

And so again, I'm a big community guy.

And so if you get in my community and I'm in your

community, then their takes on a different level of

responsibility that no longer is just mine to own.

It affects too many people. And so we live our lives so much

time just thinking, you know, I can do this and ain't nobody

know. It's not the way it works.

There is this ripple effect that we have not just as leaders, but

as human beings that like we got to be careful that we're

managing our decisions with the forethought that it affects more

than just me and I, I have got to a point to where that is more

than significant. It's a way of life for me.

Like I sit and think like sometimes I'll see stuff, you

know, and we live in kind of a clique and, you know, like

world, you know, where everybody, you know, you want to

say something that people pay attention to and, you know, get

you some popularity. And I've realized that managing

what I say, how I said into who I said is critically important

not just to me, but the people that are in my ecosystem.

And that's the greatest lesson that I have ever, ever learned

that still lives with me today. That's great.

I think that's a common trait among great leaders is they're

not as inward focused and they understand how their life

effects those around them. And yeah, personally I think

that's a huge mark of maturity is you can tell someone who's

lived some life and been through some hard stuff, they, they

carry themselves differently. And I think what you just

articulated, they have a a, a delicacy towards handling the

people around them in in a, a positive way or a a careful way

anyway. Yeah, and and and it's, it's

just more intentional. It's just like, you know, I,

people trust me, people depend on me, people look to me and I

take that seriously. And as we progress in life, when

you start talking about legacy, for example, your legacy once

you're gone is established. And so when I, my legacy will be

based on the life I lived, not some made-up story when I'm

gone, like I'm, I'm building my legacy today, like, and so every

decision I make effects that like, what are people?

I had somebody asked me in an interview the other day, like,

what do you want people to think about you when you're gone?

I said the same thing. They think about me when I'm

here. He said, what do you mean?

I said, I want them to leave my presence with this knowledge.

I'm better off because of it. I do something to enhance their

life, pressing them forward because of maybe my experience,

the season of life. I mean, I don't care what you

call it. It's just there's something I've

said that has motivated them to keep on.

Like just keep on. Because here, what I do know, if

I sit down in the chair and refuse to move, I'm, I, I will

starve to death because ain't nobody bringing me anything to

eat. I've got to go to the table and

prepare myself for the food that's available to me.

And so that's a, that's a simple story, but it's true to me.

Look, look, I'm not going to sit back and wait for things.

I'm going to be patient. I'm going to do what's in my

heart for the community I'm a part of, and my legacy will be

the same when I'm gone as it is today.

If I have anything to do it. And that is.

This guy was as much about and more about me than he was about

himself. And if I can pull that piece

off, my life's been worth living.

Amen. That sounds good to me.

Yeah. And a lot of my favorite

questions you've answered just in your storytelling already.

I'm scrolling through my list here looking for some good ones.

But you, you work a lot with blue collar guys, a lot in the

roofing industry, I would imagine with a lot of young

leaders. If you have one piece of advice

for a young leader to help them mature, help them build a

community in their business, what would that piece of advice

be? Yeah, it would be people before

process. We let we're in a place right

now to where we think that if you have the right process and

the system's in place, as helpful as they are, you get in

the cart before the horse. You need to be doing things that

are inspiring the success of those systems by those using the

systems and the processes. And so I think that we've been,

we're spending our money on processes and systems and we

need to do that. But when they can't prioritize

our thought process, which is it's got to be about people.

It's got to be about people. And everybody says that like,

you know, my business is about people.

Well, it doesn't show up. And so every time that there's

a, a challenge inside of organizations that I work with,

the first thing that most of them look at is how do we refine

the process? What's the system?

And, and they're looking going to conferences and, and getting

coaches coming. And I'm like, dude, I don't care

what system you have. Pick a new CRM, pick a new, get

you a new KPI database. It doesn't matter until you can

tend to the soul of your business, which is your people,

and you get them bought in and connected.

I don't care what system you have.

I don't care what coach you have come in.

If they're not a part of a community that they feel

belonging to, they're not going to contribute to the level you

need. And all you'll do is keep

spending money on systems and processes.

Stop the madness. Start focusing in on why your

people show up every day. How do you pair them together to

do magic beyond what they can do themselves?

And then show them the path of the task.

And if you do that, processes will take care of their place.

Now all my friends who hear this, I'm not saying your

processes aren't important and your systems are not

significant, but what I'm telling you is this.

You've got the cart before the horse.

Yeah. And you can have a great

process. But listen, I don't care till

the there there's the truth is the Kentucky Derby, that track

is as great. Is it it beautiful?

But I don't run donkeys on it. Like I can't take a donkey to

the Kentucky. So it's a great track.

But if you got the wrong horse on there, so to speak, it

doesn't matter. And so I'm more about how do we

develop the people and then y'all figure out what system and

process you want. I don't care.

That's the how part of the business.

The why and The Who part of the business is where I get in and

get neck deep. OK.

I'm gonna make for sure if you invite me in, even if you don't,

I'm going to tell you for straight up your problems, you

got to deal with your problems at the right end of the problem

and the right end of the problem is your people.

The way they're thinking, the way they're feeling, because the

way they're thinking and the way they're feeling is showing up

and what they do and how they do it.

My God, this is not complicated, but we've made it that way.

And the reason is we, we have bought like in roofing, I don't

know about your space, but in roofing in particular, we just

accepted the fact that it's a six to eight week career

commitment to us is just normal. Like we, we lose people with

great regularity and the only people making money in roofing

right now and recruiting is recruiters.

So I say to people build something that people don't want

to just come to but want to stay at.

I'm like Mike, you know, like it, it may be attractive.

Like oh you can make 6 figures your first year and they

absolutely can, but the question is what are you building that's

going to make people want to come there and think just past

the money? Forbes magazine just did a

report about why people come and go in companies.

The first thing they said is that 48.7% of people employed

today are looking for another job, and the only reason they're

not going to another job is because they ain't found it yet.

Half of the workforce, not you in particular, but that you have

right now, possibly is looking for another gig.

And the reason is not because there's bad benefits, bad money,

bad culture. It's because they don't feel

like they belong. The contribution has never been

acknowledged. Their involvement has never been

put as a priority to the guy or gal that's running, you know,

their division or their role or whatever.

And so if you can just keep make people feel like get up every

day and you showing up matters, they'll you cannot beat them

away with a big stick, dude. They just won't leave because

this is where I belong and as long as I feel like.

And that's what Forbes said. The number one reason people

leave and are looking is because they just don't feel like who

they are and what they do fits where they're at.

I like that. I, I see that true in our

business. I am in roofing myself,

commercial roofing and we do most of our production in house.

So roofing in Wyoming, the, the production side, that's a tough

job. It's tough.

And some of my best employees are, I call them boomerang

employees. They, they came and started

their career with us and there's aspects of our job that sucks.

It's not fun. So they, they leave because they

don't like the job. And then they come back because

they love working for me. They love working in our

organization. They love where they're at.

The job still sucks. There are some aspects of it,

but they they love the environment that they work in,

so. Well, if you think those.

Loyal guys. My best guys are boomerangs.

So I love that, that, that description.

I, I think, you know, in roofing, you know, I started out

in residential and you know, in Texas and then this, I mean,

storm season is March through September ish, kind of October

maybe. But the best work comes when

it's the hottest outside. And so we're knocking doors and

we're up on roofs and the ambient temperatures 120° and

we're standing up on asphalt shingles.

It ain't easy like knocking doors and talking to people.

And I mean, it's not an easy gig, but it makes it a lot

easier when you like the people you're with and you feel your

contribution doesn't just matter to you, but to them it does.

And so I'm trying to inspire belonging.

I'm trying to inspire community. And these are just tools that I

use to to reveal that and get people to thinking, hey, our

people, once they're equipped and they're stable and they're

strong, my God, they can turn the world upside down.

That's great. That's great.

I love that you're out there doing that and helping people.

And it sounds like you have a great program that can move

people that direction really well.

Thank you. So I can tell, I mean, you've

clearly grown, developed, matured a lot over your

lifetime. It sounds a lot of that has been

some hard lesson learned, but are there any resources that you

feel have really contributed to your growth and maturing that

you could recommend to others? Yeah, the number one, I think

everything I do is hinge. The hinge point is my fate.

I, you know, I'm And my faith is different than just hearing that

people. Yeah, everybody.

The reason it matters so much to me is has affected the way I

believe and the belief has affected the way I behave.

So if I say I'm something, then there should be evidence of that

in my life. Here's what I tell people all

the time. Don't believe what people say

until you see what they do. When you see what they do, then

the words that come out of their mouth later will matter more.

And there's a just trust what people show you.

And so I see a lot of people that are using their faith,

their religion, whatever you want to call it as a leverage

point with others and they use it to try to manipulate some.

That disgusts me. What I know is this.

I'm falling. I've made mistakes.

I continue to make mistakes. But what I know is what keeps me

and my family together is that we believe in something bigger

than our self that has the ability redeem us and cause us

to live in a place of harmony, right?

And then my job is to exhibit that to other people.

I'm not that guy who wants to try to work people up

emotionally. I know it sounds like it, but I

mean, I really try to just, I want to engage people's

emotions, but I want to leave there.

I want them to leave there not with just a sugar rush, but a

protein in them that gives them the ability to continue this on.

When people hear me speaking, I travel across the country doing

this. One of the things that I always

force myself to do is to think in my mind, what is 1 take away?

Somebody can use take this with them and work at it immediately

and see results. And so for me, it starts with my

faith because the way I believe affects the way I behave.

And if you don't believe me, just watch.

And so off being true to, you know, for a young leader, just

realize this. They're going to believe more

what they see than what you say. You.

Know And if what you say and what they see does not match up,

you'll never lead them. You may give them a job, but

you'll never lead them. And for me, a great leader, and

I remember if it was Maxwell or somebody who said it was

Maxwell's before his time, but he said you don't know if you're

a leader, look behind and see if anybody's following.

It sounds like Maxwell. But it was, it was, it was pre

Maxwell that the point was if you think you're elite and they

said if you turn around and nobody's following, the only

person you're fooling is yourself.

You're not a leader. You're just on a long walk by

yourself. And so for me, I want my

influence to be so dynamic that people want more.

And that's not to manipulate, it's just to help give them

morsels of this protein I'm talking about into their system

so that they can start developing a new way of thinking

and leading and creating atmospheres and environments

where people don't want to just come but want to stay, right.

And I'm not. I hate parties.

I hate doing my wife, Oh my God, she loves it.

She loves going into a room and as outgoing as you see for me

today, if you saw me at a party, I'm will probably sit over a

couch somewhere. Like I'm not that guy that goes

in and just hey, well, you know, that's not me.

I can relate to that. I just don't like it.

And I'm I talk for a living. I spend my time this and so I

just like us hanging out. We get with some friends and I'm

a good conversationalist there, but I'm just not that guy.

That's the life of the party kind of deal.

And the most important thing for me is that people see that what

I say I do. And if you can gather that as a

you're a young leader, as a mature leader or as an elite

leader, you'll always have people following you.

And that's what leadership is about.

But you better give them something worth following.

Amen. Good stuff.

So is there an opinion that you had early on that your life

experience has caused you to change?

Yeah, I and I think we're living in it today.

We live in a very hustle and grind kind of world like and to

me, I believe in the opposite. I believe we need to quiet

ourselves, We need to slow ourselves down.

We need to be more analytical of so that when we do make a

decision, it has higher, quicker impact.

And so sometimes this hustle and grind mentality drains us and it

burns us out and it doesn't satisfy.

But what I do know is this, when I come into and make good sense

Back to my wine and I'm able before I launch just to make for

sure, OK, this has been thought through.

I've talked to people around me that I consider mentors of mine

or great people who've given me advice or other team members who

have a different perspective of now let's launch.

And what has happened is when I have taken the time to slow

myself, quiet myself and not get in a hurry, my decisions

generally are more impactful and meaningful.

So here's what I would say. You know it.

If, if listen, people like Reggie, everybody got to work

hard. That's not what I'm saying.

What I'm saying though is you, you're, I would say quiet

yourself, learn to go a little bit deeper before your launch

and then your launch will be more intentional and your rise

will be faster. OK, I think that's good advice.

I'm, I'm going to have to marinate on that, but I, I think

I can see that at work in my own life and I think that's good

advice. Yeah, well, I hope it helps for

sure. But that that's been for me,

it's been game changing. And you start like I got a call

from a guy the other day. He said pull up your calendar,

Reggie, what are you talking about?

He said, I want to look at your calendar.

And he's a good, I mean, he's a friend of mine, but and he goes,

so you know, I want you to and I'm kind of pulling back the

covers here on me. Less is more for me.

And so when I look at my calendar, if I can get one or

two good things accomplished today, dude, I'm good.

And so because what I used with that other time is how am I

refreshing? How am I studying, how am I

preparing for whatever's next? And so my calendar probably is

as least complicated as anybody you've ever met.

And that's by intention. I do not allow I do not allow

the cares of life to drain me so that I'm in effective with the

people I love and so or the people I serve right.

And so I think one of the things that I would tell people are

just quit bragging about a busy calendar because something's

getting missed because you're just so dead gum busy and you've

been bought. You bought into this notion of

busy means better and I don't believe it.

No, I that drives me nuts in the construction world.

I'm sure you get it all the time.

Anytime, anytime two guys get together it's hey, how you

doing? So are you staying busy?

Yeah, like. Like that, that is not a gauge

on how well I'm doing either my business or me personally like.

Yeah. So let me ask you this as a

business owner, because I ask us this all the time, if you've got

$10 million in revenue and it cost you $11 million to create

that revenue, what's the point? The point is they'll put you up

on a stage and go like this guy did $10 million.

He went from 1,000,000 to $10 million and they don't realize

that it cost him 11 to sit on that stage.

We got guys doing, I'm just using that scenario, 10 that

have done $10 million in revenue.

They cost them 11,000,000 to do the the the jobs and they write

books. So when I go into a company,

here's what I want to know. How much money are you keeping

if you do 100,000 and keep 60,000?

I'm just using as an example or you do 10 million and lose

money. Which do you want?

Yep. And so these guys get in this

panic of growing revenue in the I get that.

But here's the revenue. I want you to grow what you

keep. So how do you get efficient with

the business? And to do that mean you got to

slow down sometimes and you got to look at like, for example,

and I know we're getting into business here, but at the end of

the day, I want to know what are my costs associated with

everything? And am I being, have I, have I

done a good job in terms of managing the cost of every job?

And if I lose money, it's not good.

I don't care if I build them for $1,000,000, if it cost Me 2

million to do it, I'm of no gain.

That goes back to kind of the mentality of the age and that is

bigger is better. It's not.

No, We intentionally stayed small for a long time for that

reason because we saw statistically, as companies grow

through a certain growth point, they lose profit margin and

you're doing more work for less money.

And I didn't want to do that. And it wasn't for probably 5 or

6 years in the business. I realized that maybe the

determining factor isn't about the actual size, but it's about

the leadership. And so it might be possible to

grow bigger and maintain that profit margin if you do it right

and do it healthy. Yeah, and I got a good friend of

mine whose son started a fence company, not, not a fence

company, a shed. They build, they build these

sheds and they're not just shed that sounds like, I mean like

7080 thousand dollar projects. They like concrete.

They build these nice, you know, beautiful things.

And so dude, they in August they started and they've done close

to $2,000,000 in top line revenue and they're kept is

about $700,000. It's incredible the success that

they've had. And so I get a call from him

last week, the father and the son who are very dear friends of

mine. And they go like, hey, Reggie,

we're kind of thinking about expanding.

And I'm like, So what I said, first of all, tell me kind of

the results so far. And they told me we've done

1,000,009. I kept monies about 7 to

$800,000. I'm like Oh my God, this kids 22

years old. Like come on.

Yeah. And he's just done, correct.

Great. It's been residential.

They had a little marketing plan and his father does very, very

well. And they're smashing it.

And so he goes to, he said, yeah, we're thinking about

getting in the commercial space. And I'm like why?

Yeah. Well, there's just bigger jobs

and they're smaller margins now they're bigger and you do you

can make more money on them. But the net, net, net dollar is

a lot different than what you're seeing in in, in this the

projects that you're doing right now.

I said, first of all, you've got to have better insurance than

what you have right now that's going to cost you to get in bed

world. It's going to if there's just so

much and you know, I mean, you're shaking your head, you

know, this is what you do. Everyday, that's the world I

live in. So, yeah.

And then the cash that you have to keep steady involved because

the pay structures are different.

I said let me ask you something, how quick do y'all get paid?

He said, oh usually in two weeks.

I'm like help me understand why don't you just want to do more

of that? Yeah, you have found a spot.

Stay in it, build it, grow it, develop it and all your kept

money just continues to grow. And that's what I think most

young entrepreneurs do. They come in and they try to

diversify way too quick. Find your sweet spot this, learn

it, then grow it. And then why you need to think

that we just got to do other things.

And the reason is they don't count the costs associated with

it. And so that's another thing I

kind of help people realize is like, dude, come on, you know,

this is your spot. What's that?

For 25 of the 40 years we've been in business, we installed

one product and now I install 3. But they're all very similar.

They're all kind of the same family.

But we do what we know how to do.

We do it well, we get efficient at it and you make money.

Go find more of doing the same thing instead of I see a lot of

companies they try to do anything and every any customer

that calls is a good customer like not if you're not making

money on it, so. Right.

And so all of those little things matter.

And I think it again points back and I'll close with this.

The thing that points back to is that we always think there's

something more that's different than what we have and it

distracts us and it dilutes us and it causes us to bring pain

into our organizations that is not needed.

You have found your spot. You're doing well with it.

Now, it doesn't mean maybe you can, you know, a commercial

project comes along and somebody says, hey, can you do this?

OK, yeah, but, and that might not even work out, but just know

where you are, how you got here and do more of that.

Yeah, yeah. Well, I know we've got to get

wrapping up here, but if our listeners want to connect with

you, like I said, I'll put it all in the show notes.

But real quick, just to get it on the air, what's going to be

the best way to reach out to you and connect to you?

The I'm going through a bunch of website changes now, so I don't

even recommend that. Just go to red.

I mean, I'm on social media everywhere.

It's hard for not to find me. So Reggie Brock, you know, I've

got, you know, I've got, you can find me on Facebook and LinkedIn

and I, I do all that stuff. And that's usually the easiest

way to keep up with me. But my e-mail is Reggie Brock at

reggiebrock.noimsorryreggie@reggiebrock.com. And so Reggie RAGGIE at

reggiebrock.com. And so if that's the easiest way

to get a hold of me. Great.

And if you get me all your links and social media handles, we'll

put that in the show notes, make it real easy.

They can just click the link in the show notes and be good to

go. So our our last question, we ask

every guest to either settle or fuel the debate.

Right now we're kind of we got it down to two, I think that are

the most popular. If you have a job to do with the

cordless tool, which brands do you prefer?

I don't use him. I mean, you need to ask my wife

that like I literally this is honest to God truth.

My wife's so frustrated with my lack of skill in that area.

So one day I thought, I'm going to show her and I bought her a

tool belt for Christmas. And I mean she and I mean she

literally I bought her some hand tools and like, because she did

it kind of his project stuff. So I hate that.

I don't know, like I don't, I don't have a.

Fair enough. Yeah, I sorry.

We'll we'll have to get your wife on the show sometime.

Yeah, that's what I was going to say.

Let me call her real. Sorry.

What's your favorite ML chords? Yeah.

Awesome. Well, Reggie, thank you so much

for joining us. I have gained a lot speaking

with you. I hope our listeners did as

well. And you've definitely got me

thinking. I think we're going to have to

explore Axis 8 and for sure I'm going to finish this assessment

and get the rest of my team doing it.

We'll we'll reach back out to you and get in touch with that.

So I highly recommend you guys get in touch with Reggie.

As you can see, he's a blast to talk to.

He has a lot of experience and I think he could be a great help

for anybody that wants to spend some time with him.

So thank you guys so much for joining us here on from the

Ground Up Show. Again, if you want to support

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