Latest / Founder Unfiltered - What Founders Think But Never Say / She Drove Her Company Into the Red — Then Sold It Five Years Later with Mindy Gibbins-Klein

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She Drove Her Company Into the Red — Then Sold It Five Years Later with Mindy Gibbins-Klein · Founder Unfiltered - What Founders Think But Never Say

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Welcome to another episode of Founder Unfiltered, the show of
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what founders think but never say.
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It's what founders don't really talk about.
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It's the identity crisis when you go from operator to leader.
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The weird shame of self promotion, the gap between who
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you are and who your business needs you to be.
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My name is Bradley Jacobs. I'm your host, the founder and
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CEO of My lands. Today I'm joined by Mindy
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Gibbons Klein, who's a founder and author supporting
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entrepreneurs to become thoughtful leaders.
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She's helped over 1400 leaders write their own books, author of
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15 books herself, and delivered 2 Ted X talks.
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She's coached over 50,000 leaders in 18 countries.
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And she's also the founder of Giving 1% Project, encouraging
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people to consider their regular charitable giving.
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Mindy, welcome to the show. Thank you so much, pleasure to
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be here. So I'd love for you to really
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start by expanding on the introduction of really what
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makes you you, What makes you unique, what makes you stand out
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in a sea of coaches and thought leaders and authors.
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Well, I was what they call an accidental entrepreneur.
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I had three redundancies or layoffs in corporate, which was
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an interesting time. And after the third one, I
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thought, I'm not willing to play this game anymore.
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I had two little kids. I I just didn't want to keep
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banging my head against a wall and be a slave to the corporate
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world. So I set up on my own without a
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plan really. So most people would be like,
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where's your business plan? And we're Oh yeah, that would
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have been nice. But it was, you know, needs
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must. So after I set up, then I
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started learning what it was like.
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And I was lucky I had some money from these, you know, layoff
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packages and I started networking, which is something I
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recommend to all business owners, including or especially
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those who think they're introverts and, you know, aren't
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comfortable. We have to do it.
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We, we have to get known of all the things that I've done across
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my several businesses, meeting with people, chatting with them,
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getting them to understand just building relationships.
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I'm sure you'd agree, and most of the listeners would agree.
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That's the top skill and is essential.
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And it's also a lot cheaper than advertising.
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Amazing. So you run companies.
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You sold the company. Walk us through maybe one of the
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learnings from turning the company around, selling the
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company. What did you learn about
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yourself? What did you learn about
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business? Turning it around sounds very
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grandiose, although I did do that, but that was after I took
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it into the red. So my publishing company, I am
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joined a company that somebody else founded and you know, he
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wanted me there and we ran it together for about four years,
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five years. But then he wanted to move in a
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different direction. So I bought him out and within
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two years or three years, the, my company, I was the sole owner
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at that point, was making a loss for the first time in its
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history. And I know why it happened.
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I, you know, listened to people who didn't understand my
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industry. I made certain decisions.
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I, I was a bit reckless. I got a bit trigger happy with
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printing books that, you know, we didn't need.
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So we, yeah, we made that loss. And then it took me 4 years to
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crawl out of the red. And I can't believe that we
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stayed in business. But it, it was again through
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relationships that was, that was that saved us.
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So I spoke to suppliers, partners, even clients and, you
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know, arranged things and people were, you know, really, really
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helpful. So after four years we were back
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in the black and I realized that I was not the best person to run
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that business. You know, I'd taken it over
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because my Co founder wanted to leave, but it wasn't really my
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pride and joy. So I started seriously looking
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to sell it, which I did five years later.
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Wow, what a story. So that must have been
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incredibly challenging to buy out your business partner and
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have four years as an unprofitable business.
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And what was that like? I mean, how did you navigate
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that emotionally? Well, you know, the good thing
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is that while you're in it, you don't realize it's going to be 4
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years. It's kind of like the pandemic.
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You know, we took it one day at a time.
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How long is this thing going to go on?
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You know, it's very similar. So it was just one foot in front
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of the other one month and the next month one quarter 1, you
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know, and I was trying lots of lots of things to reduce costs
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and get more revenue in and improve the bottom line and
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stuff kept happening. But I guess I was determined.
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And The thing is, I was determined to keep the company
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going. It wasn't a pride or ego thing.
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Like I say, I, I didn't have a big ego.
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I thought I wasn't even the best person to run it.
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But I just couldn't let it fold because we had at that time, I
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think about 100 authors and I just, their books would just go
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away. They, they, I thought, we can't
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do that. You know, having authored some
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books, you know, we know people have authored books.
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When the publisher goes bust, it creates a real problem.
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So I'm doing everything I could to keep it going.
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I didn't tell a lot of people at the time what was happening.
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I just, I didn't want to worry people.
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So I had some sleepless nights and I took it all on myself.
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But I also knew that I I had the strength and resilience and
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determination and we were going to come out the other side of
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it. And yeah, that it all worked
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out. Yeah.
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Where did that self belief come from?
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I think that's something people can really struggle with.
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From what I've seen and experienced myself, that
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confidence, like we're going to figure this out and I'm going to
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be the one to do it. Without divulging my actual age,
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I grew up in the working world of the 1980s and that was a real
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thing. I I feel really blessed to have
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been coached by people and had bosses who were really on the
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ball. And, you know, I don't know that
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can do attitude and not like, you know, Wall Street, although
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I did work on Wall Street when I worked in New York.
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But that wasn't for me. Although I think growing up in
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the States, I was very lucky because I was kind of imbued
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with this sense of can do and must do and, you know, keep
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going and optimism. And one of my bosses was very
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lucky to be trained personally by Tony Robbins, who I then
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started to follow. So there are some great teachers
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out there. And if you get the learning
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early on, it stays with you for life.
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So I was very lucky. Really what I'm hearing you say
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is that's a necessity that you feel like you got lucky with,
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but you learn from a bunch of managers of we're going to be
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able to figure this out in this kind of optimism, this
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positivity, which can be really challenging, especially when
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things aren't going well, right? And, and So what would you say
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to a founder who's in a tough spot right now with their
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business? Maybe they're questioning
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things, they're not getting the results that they want to see.
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What do they do? Read the right books, listen to
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the right podcasts. So in one of my books, The
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Thoughtful Leader, it's my flagship book.
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I say choose your influences and your influencers.
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Many people think they're choosing their influences, but
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but they're not. You know, if, if you're
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triggered by something you're reading or you, you're doom
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scrolling and things like that, well, you can choose to, I call
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it the power of the UN Unfollow and unsubscribe and unplug if
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necessary, you know, and, and go towards the more positive things
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to feed yourself. We need to be strong and that
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you know, that's our, our sort of best skill.
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The most important thing for the founder is to be strong and
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centred and grounded and as confident as can be.
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So we need to do everything we can to foster that.
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And then everything else comes from that.
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If you want to inspire people, you need to inspire yourself
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1st. And so take a look at the things
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that are dragging you down and change those habits.
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I'm laughing about it because it, you know, I'm making it
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sound really easy. I also still get caught up with,
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you know, the doom scrolling and and the, you know, but I notice
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it and I have blocked so many accounts and and, you know,
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things that don't actually serve me so I can serve others.
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It does come down to our systems, our habits, our
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beliefs, our behaviors which are influenced by the people around
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us. I mean, it's in such a big way,
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right? Yeah, yeah.
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I mean, the people around us and the influencers and influences
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that we're looking at and listening to every day.
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With some clients, I tell them to do an audit and look at the
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pages they're following and look and notice when they get
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triggered and lots of things like that, they don't realize
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that they've, they've sort of, you know, accumulated all of
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this reading material and they're not listening to
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empowering and inspiring content.
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So what do we think's going to happen if we're not feeding
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ourselves the right things, right?
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If you think about those four years that were incredibly
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challenging, not as not profitable, and then you turned
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it around, was it changing your habits, changing your influences
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and influence, influencing and influences, or were you like
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what changed? I had to become even more
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humble. So I, I really didn't want to
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share what was going on with many people, but I had to, in
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certain instances where I had suppliers and we had terms and
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we had, you know, bills that were due and I needed to be open
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and honest with them. And once I did that, most of
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them have been there. If you know, most business
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owners have had those moments and we can relate.
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But, you know, if we think somebody's just trying to avoid
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paying a bill, that's not very nice.
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But if they explain exactly what's going on and there's a
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ripple effect from something else or, you know, a pandemic, a
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war, a, you know, crisis, then we can begin to talk about these
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things. So that was part of it.
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I also got very good advice and brainstormed with the contract
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lawyer who had worked with me on just contracts.
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I say just contracts, but you know, she wasn't advising me on
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anything else. But I just happened to open up
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to her and we had a really good conversation and we came up with
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a strategy to make sure that we weren't leaking so much money.
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And that wasn't her job. But obviously she cared and we
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passed each other a lot of business.
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And you know, that that was one of the best things that happened
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because in a conversation, I, I just said, hey, you know, I,
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I'm, I'm at a loss. And we figured it out together.
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And then you after that turn around, you decided you're not
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the best person to run the company.
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Why not? Even before that, I felt, you
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know, a bit unsure. It's just, you know, we all have
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our favorite things that we like to do usually because we're good
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at them. And when I joined that company
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initially, it was in a sales and marketing capacity.
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And that's my skill set. That's my, you know, superpower,
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whatever you want to call it. Operations and commercial stuff
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was not it. And they didn't thrill me.
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And I didn't want to be the managing director, but I was the
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de facto managing director because there was no one else.
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And I was willing to do it because like I say, you know, he
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wanted to go and I, there wasn't anyone else and I couldn't find
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someone else that short noticed. So I took it on.
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I think I didn't know what I could do it.
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Well, obviously I, I wasn't the best person because I, you know,
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I drove the company into a lost situation, but I also knew that
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I wasn't enjoying it. It wasn't my passion because I
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was running the coaching company and, you know, I wanted to be
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coaching and speaking and training 100% of the time.
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And this publishing company was taking up.
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Well, I know exactly how much time because when I sold it, I
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freed up 35 hours a week of my time.
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Yeah, so. But at the time, I just put my
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head down and did it because you know that that was important to
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keep it going. And I just, you know, whatever
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it takes, I did whatever it took.
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Mindy, I'm curious. I'm hearing you take radical
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ownership for taking the company into the red, right?
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You're like, I did this. They're like, OK, yes, maybe,
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right. You were a leader at the time
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and that's what happened with the company.
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Maybe no matter who the leader was, that was going to happen.
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There's a million other things at play, market forces and
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competition and pricing and on down the line that contributed
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to that. And yet I'm hearing you take
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this like I did this. OK, Brad, it's one of the values
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that we have at The Thoughtful Leader is take ownership, take
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responsibility, no hiding, no playing the blame game.
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You know, if every leader, if you just think about leaders in
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business and leaders of countries, if, if they actually
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took ownership and took responsibility and took the
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blame at times, we then they could move on.
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Then they they develop more trust and it's just the way I
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operate. So, you know, I don't, I don't
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beat myself up about it. I'm telling you what happened
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because we need to be self aware and I can tell you what I'm
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great at at the same time. So it's balanced out.
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It's just one of those things as the leader of the company, the
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book stopped with me. And for any, you know, company
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owners or leaders listening, the book stops with you.
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That's just the way it is. It is and I, I love it.
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I also think it's really empowering for a leader to say I
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am responsible for the company's success, meaning it is on my
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shoulders and I can dictate whether we succeed or, you know,
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I don't want to say fail because I don't really, really believe
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in that, but you know, have a more negative outcome, right,
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that we don't want. So it can be empowering and it
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also can be a really challenging spot, right?
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For obvious reasons. And I heard you say, I don't
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beat myself up about it. I'm just telling you objectively
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what happened, right? You're a little bit removing
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your, let's say, identity. You are not the company.
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The reality is as the leader of the company, you contributed to
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these, you LED these results. And that's where my next
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question comes in, 'cause it's this really interesting nuance
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where when you're in full ownership, full accountability,
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it's a beautiful thing and it can easily lead.
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Not in your case, I'm hearing you draw a beautiful distinction
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in a boundary, but for other people can really lead to this
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shame of like I'm bad or I'm a bad leader or making it about
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me. And then the I see taking a deep
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breath like these personal feelings of like I'm not good,
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right? So.
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Yeah, it to someone with, you know, who hasn't got a robust
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sense of, of self, self esteem, you know, understanding of self.
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You know, I, like I said earlier, I was blessed to, to
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have worked with people, very talented people, a lot of
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personal development from an early age and that sustains me
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And and that's, you know, that's always going to be there.
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I appreciate not everybody has that, but you know, even in a
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one person business and and I've scaled my business up, my
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coaching business and I've scaled it back to the point
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where right now it's just me and a few freelancers I use for
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things, but it's me and yet I am not the business.
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So having that separation, you're right, is really
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important. Equally, I turned that business
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around. And so if someone's listening to
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us now and thinking, oh, we've got this problem, that problem,
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you know, the staff problems and the economy and what?
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Yeah. And if you are taking complete
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responsibility, you could take responsibility for the good
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stuff as well. You know, I mean, balancing out
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the, the pride and, and you know, versus ego.
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I mean, I would never want to come across as arrogant, but
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with that contract lawyer friend of mine, we came up with a
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really good idea and a really good model, which turned the
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company around within months. And I'm really proud of that.
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So you can also take ownership of the good stuff.
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I feel like the ownership of the good stuff is for some reason,
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maybe you can tell me why it seems like it's frowned upon in
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our society where people are so quick to be overly humble and
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diminish their accomplishments. And like, oh, like, oh, I had a
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whole team behind me and I, I, I hear this all of the time.
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I'm like, no, what if you would have just owned that you were an
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amazing leader, that you did this, I mean.
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Look it, it could be performative.
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It could be somebody thinks they should sound humble or be a
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servant leader. One of these things that's fine.
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We also need to be strong and exhibit that kind of leadership
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quality that that people want to follow.
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My personal feeling is that being too humble and focusing on
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being a servant leader is not all that inspiring.
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I'm not saying people need a bully or a bulldozer, but it,
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it, there is something about a strong leader showing the way.
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I mean, I, I teach this in my classes.
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Do we know where the word leadership comes from?
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You want me to share a little snippet?
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Please do. The word leader comes from the
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old English, I think it's pronounced Lidar, and it means
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to show the way ahead. And we need to actually stop,
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see the way ahead, know where we're going, and then we can
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lead others. We can, you know, shine that
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light and show them the path. That's what people do want.
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So it's it, obviously I talk about thoughtful leadership, but
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that doesn't mean shrinking back and and being nicey nicey and
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and not being a strong leader that gives people confidence.
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So it's both. Yeah, I mean, you even see it.
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I'm a big sports fan. You see, when the coach wins the
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game or the championship or whatever it is, and they get
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interviewed and probably the first thing they say, they might
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like, think, you know, God or Jesus or something like that.
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And then they're like, oh, I, I could have done it without this
21:05
team, right? Or it's really like, those are
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the guys on the field or something like that.
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And it's an interesting balance of like, it's true, you want to
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give credit to the team, but at the end of the day, the coach,
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they're not winning without that coach.
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And if, if any solopreneurs are listening to us claim it, own it
21:23
because it is all about you. I mean, you are not the
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business, but you are very closely aligned with that
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business. And those mindsets like, and I
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hear it all the time of, oh, it's a really tough market out
21:39
there. And they're they're kind of
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blaming the circumstance and the situation.
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And I always come back and I say, look, it may not be the
21:46
market that we had a number of years ago where, you know, VC
21:49
money was flooding and whatever, but there are plenty of people
21:53
winning big. They have plenty of clients
21:56
growing their businesses, customers scaling, hiring.
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So you can either decide it's a tough market and like, throw
22:03
your hands up in the air, or you can be like, I don't give a
22:06
shit, right? And in fact, I even tell people
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it's like, this is the opportunity to stand out because
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if there's a little bit less business to go around than there
22:13
was four years ago, you need to be one of the winners.
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So how do you get to be one of the winners?
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Are you asking me how do we get to be one of the winners?
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Sure. Yeah, let's.
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Do it my My background and my work is all about people
22:31
expressing their best insights, their wisdom.
22:36
How do you get to be one of the winners?
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I'll use a very hackneyed word, visibility, which obviously
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leads to, well, should lead to credibility unless you're
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visible and people are like, but good visibility for the right
22:51
reasons with the right stuff leads to credibility.
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And you know that it's just a fact that we need to be seen.
23:01
Like I was saying earlier, like right at the beginning I was
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talking about networking. So you don't need to be seen by
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hundreds of thousands of people. It really depends on the market,
23:13
but what I look at is how to be seen by a few of the right
23:17
people. I, I love chatting this what
23:20
we're doing now, my favorite thing, favorite thing in the
23:22
world. And I do this all day long.
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I have about 25 conversations per week, about 5 a day on
23:29
average. And we chat and we see where it
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goes. Obviously, you know, we had a
23:34
point today and we're, we're filming and stuff.
23:37
But you know, one of the biggest mistakes people make is they
23:42
think I need to be everywhere. And I need, you know, hundreds
23:45
of thousands of followers and you might do really well with a
23:50
handful. So when I when I did run the
23:54
publishing company, we had a few stand out books.
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So this is a parallel with being a business owner and obviously
24:03
they're all business books. So what happened was people
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would say, well, how many copies did he sell?
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And I would say, well, I have no idea, but I had an idea.
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But you know, I wasn't going to say it was like 1000.
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It didn't sound that impressive. I was just telling the story
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today in fact to somebody and I said this particular book we
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were talking about, I think it sold 1000 copies, but the author
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took a copy to a meeting with ACEO and it impressed that CEO
24:33
so much it led to $1,000,000 deal.
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So does it matter that the book only sold 1000 copies?
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So the parallel is, you know, if you only have 1000 contacts on
24:45
LinkedIn and somebody says so all you need 20,000.
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Do you or could you make sure that you have a chat or a
24:54
conversation with as many as possible in that 1000?
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There is gold in them hills in those contacts.
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You know, there's, there's gold just sitting there.
25:05
So that's what I believe anyway. I couldn't agree more.
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And I our product helps people show up on LinkedIn in an
25:15
authentic, genuine, resonant way, not for clicks and
25:21
impressions. And I was like, I don't care how
25:24
many impressions your post got, I just, that's not what we're
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going for. We're going for quality, like
25:29
the right people. So yeah, I love so much of what
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you're saying. And I'm curious if we can double
25:35
click on visibility. I mean, it's, it feels like it's
25:38
everything, right? It's like you could have the
25:39
best product service in the world, but if you're not
25:42
visible, it almost doesn't matter.
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Like you have to be willing to get out there.
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And obviously you believe this. So in such a big way, what holds
25:51
people back the most from being willing to put themselves out
25:57
there and be visible in the market?
25:59
OK, so first let's talk about the only two ways in which we
26:05
can communicate and that is spoken or written.
26:09
That's it. So if we talk about speaking
26:14
podcast interviews, some people freeze, I guess I, I'm lucky to
26:19
have been on a stage from an early age.
26:21
Some people get very scared about speaking, looking at a
26:25
camera, speaking on a stage. So all of those things, you
26:29
know, it's a known fear. I suggest people do it anyway.
26:35
Get out of their comfort zone, get training, get hypnosis,
26:39
practice, be bad, have fun. I laugh at myself when I make a
26:45
mistake on stage. Happens all the time, happens to
26:48
everybody. So if if you don't laugh, then
26:52
you know, the audience is uncomfortable.
26:54
Be a real person. So that's, you know, speaking
26:57
and being filmed and I get it, it's real.
27:00
I also understand people's fear of writing, even though I work
27:06
with them to help them through it.
27:08
Most, most people, if they've not written before, they might
27:12
have a limiting belief that comes from, I don't know, a
27:15
teacher might have said, Oh, you're not good at writing.
27:19
And what she meant was your spelling's bad.
27:21
Hello, we have spell check now, you know, run it through AI, run
27:26
well, don't do that. Maybe, but there's there's a
27:28
difference. And I think if somebody hasn't
27:31
done a lot of writing, it can be scary.
27:34
And they're thinking, oh, you know, I'm exposed.
27:37
The same with speaking. If you do a video, people are,
27:41
you know, going to see you X number of times.
27:44
So I had to just get over myself.
27:46
I've done so many videos and the TE DX talks are out there and
27:51
yeah, I look at it and I think, oh, I made this, you know,
27:55
facial expression or too bad, I was getting my message across.
27:59
And what is the alternative? You don't do it and then nobody
28:05
gets to hear what you have to say.
28:07
So I usually land on the fact that if someone has an important
28:13
message and they don't share it, they are doing their market and
28:18
themselves and their creator a disservice because we were put
28:24
on this earth to help others and to share what we've seen, what
28:29
we've experienced and and you know, insights that can support
28:33
other people on their journey. I really, I think it's very sad
28:38
when people don't. Yeah, no, I couldn't agree with
28:41
you more. One thing you said is be willing
28:44
to be bad. And I think that's what holds so
28:49
many people back is their fear of yeah, that they're not going
28:53
to speak while their content's not going to resonate.
28:55
They're going to be judged. People are going to disagree
28:57
with them. I had someone comment on one of
28:59
my posts. She disagreed with me on
29:01
something and then she sent me Adm almost like to back down a
29:05
little bit. She's like, I just want to let
29:07
you know, like where I was coming from.
29:09
And I'm like, it's OK. Like, you can disagree with me.
29:11
It's fine. Like, I kind of welcome it.
29:13
It's like, it's a good thing, right?
29:16
Creates this conversation, which I think is valuable.
29:18
But the willingness to just have that happen and be a beginner,
29:22
be bad, be judged, feels like the biggest thing.
29:28
I'm going to paraphrase Winston Churchill, who said something
29:32
like, you have haters. Good.
29:35
That means you're saying something.
29:38
Yeah, it, it, yes, it, it is annoying and we take it
29:43
personally in this sort of thing.
29:44
But I, I do believe that communication online could be
29:51
more respectful in most cases. So, you know, block or report
29:58
something or, or just like I say, just unfollow and don't
30:03
respond. Don't let it affect everything
30:07
is really funny because I found myself saying over the past few
30:10
weeks to friends and family, you know, when something goes wrong
30:14
and they go and I'll say don't let it ruin your day.
30:18
So it's really, you know, move on.
30:22
Very easy to say. I sound very glib.
30:24
I'm telling myself this numerous times a day.
30:27
Right, right. And when, when someone, if
30:30
someone really gets upset with me, especially online, I usually
30:34
try to think about what their day might be like.
30:38
And like almost like create a scenario of like, oh, maybe they
30:40
got in a fight with their partner or their kids having a
30:43
temper tantrum that day. They didn't sleep at all last
30:45
night, whatever. Because it's usually not about
30:48
me. I'd say actually, it's never
30:50
about me, right? If they're saying something
30:51
rude, hurtful, mean, whatever it is like, that's not about me.
30:56
No, and and you can be the bigger person and, and you know,
30:59
you can let it go. One of the things that I
31:02
encourage clients to do is step back.
31:05
Don't respond, especially if somebody is putting a review on
31:10
your book and people want to, you know, go back and say, yeah,
31:15
but, you know, don't get into that.
31:18
If it's really offensive, you can get things removed.
31:21
I assume that goes for LinkedIn, Facebook, et cetera.
31:25
There's there's no need for rudeness.
31:29
It's really I just, I, I'm a bit of Pollyanna.
31:32
I just surround myself with lovely things, lovely thoughts
31:35
and lovely people. And.
31:37
And it sort of perpetuates that lovely mood.
31:41
But some people have, you know, a chip on their shoulder or
31:45
they've had a bad day, like you say.
31:48
So you decide, you know, am I going to let this ruin my day
31:51
now? Yeah.
31:53
When you said be willing to be bad and you said well luckily I
31:56
was put in front of people at a young age and as an important
32:01
point I want to double click on because my guess is you weren't
32:05
a world renowned speaker your first time.
32:08
No, I was so nervous. What happened was I was a
32:13
trainer and I do think there's a difference.
32:16
I'm still a trainer more than a speaker.
32:19
I I enjoy both. But I had a good grounding for
32:23
three years doing a six day residential training program on
32:30
my own. After the first few months, six
32:33
days of training sales people on a sales methodology and I was 23
32:39
years old. So talk about baptism by fire.
32:45
I was really lucky to have had that experience.
32:48
And I'd done a little acting as a kid.
32:50
But the first time I put speaker in my profile because, oh,
32:55
that's you're supposed to call yourself a speaker, not a
32:57
trainer. I got a gig and I can picture it
33:01
and I can remember how it felt. And I really had to kind of
33:05
master my breathing and my emotions and everything.
33:09
And I thought, yeah, I've done a great job.
33:11
And I watched the video. Normally I don't.
33:14
And I thought, I thought that was good.
33:16
You know, I'm, I'm, I'm not one that beats myself up.
33:19
You know, like I said, someone said, oh, you were really good.
33:23
You sounded nervous, but you were good.
33:25
And I thought, oh, OK, well, that's your interpretation, but
33:29
that's not going to stop me. And I went on to do a whole lot
33:32
more speaking, ran the Professional Speaking
33:36
Association in London for two years and continue to speak and
33:41
train. You just keep, keep going.
33:44
And you know, not every gig is going to be perfect.
33:47
Not every piece you write is going to get traction or land
33:50
the way it needs to. So it just all goes into the
33:54
pot. And I think for professionals,
33:57
let's say you've been in a career for 10:15 20-30 years.
34:01
You didn't really need to be that visible, right?
34:04
Because you were an employee of a company.
34:07
Then you go out on your own either soul printer, founder,
34:10
writing a book, whatever it is. And you're like, shit, I've
34:13
never done this before. And I have this community of
34:17
past Co workers, past managers, all of these people who are
34:21
maybe now part of my community that I don't want to look stupid
34:24
in front of. I don't want to look bad.
34:27
But I'm new get. Over it, get over it, get over
34:30
it. And I, you know, that's that's
34:32
that's not a self help or personal development strategy.
34:37
That's Mindy saying, you know, do you really want to spend time
34:40
with that mantra or would you rather have something more
34:44
empowering? I mean, Speaking of mantras,
34:47
before we finish, because I want to run out of time.
34:50
I wonder if people have words that they say to themselves.
34:55
So people listening. I was lucky to hone mine with
34:59
Tony Robbins date with Destiny. And over the years, I've just
35:04
repeated it a million times to myself that I find that really
35:08
important because, you know, we are talking to ourselves all the
35:11
time in our heads or out loud depends if we're, you know,
35:15
working from home and we can in fact feed ourselves again back
35:22
to that phrase with something empowering and we can create it.
35:26
So I would recommend that wholeheartedly.
35:29
If anybody wants my tips and the, the structure of those kind
35:33
of statements, just contact me because it's been so, so helpful
35:38
for me to repeat it over and over.
35:41
And it's kind of gone in as as a very, very strong belief.
35:45
Amazing. Are you willing to share that
35:46
mantra or is that a private thing for you?
35:48
I have a very long version which is more along the lines of
35:53
Napoleon Hill and think and Grow rich that that kind of format.
35:57
But the short version? Wonder if I can remember the
36:00
short version. So the purpose of my life is to
36:05
be a source of inspiration and joy, to share my abundant
36:09
energy, and to encourage others to speak their truth and live
36:13
their truth. Wow, so that's what you say to
36:17
yourself all the time. Good, bad, doesn't matter.
36:21
When I remember, sometimes I get caught up, you know, and I
36:24
think, oh, you know, or if I'm having a moment, you know, we
36:26
have a moment, I will just, you know, take a deep breath.
36:30
I'm really into breathing and deep breaths and then say that.
36:37
And, and it's just because it's familiar.
36:39
It's like, you know, some people are really into their prayers
36:42
and things like that. But the reason why this is
36:44
different is, you know, it's personal.
36:48
Mindy, we get to wrap up here in a minute.
36:51
I'd love an opportunity for you to self promote.
36:54
How can people find you? Where can people find you?
36:56
How do you work with people? What does that look like?
36:59
Thank you. So funny because the my first
37:01
instinct was, oh, you know, be humble, be a servant leader.
37:04
Like scratch that. Most people can find me on
37:11
mindygk.com, so I know that will be in the show notes.
37:15
I've aimed to put the business links and the charity link
37:19
through that. I'm very happy to chat with
37:23
people. Hopefully they've got that
37:24
message. So just connect LinkedIn.
37:28
I'm obviously happy to be followed.
37:31
I have a few connections left at any time because just when I was
37:37
heading for the hundreds of thousands, they kept it at
37:39
30,000. So believe it or not, I'm almost
37:44
always at capacity. But people can reach out, send
37:47
me an e-mail, we'll, we'll connect.
37:49
If somebody wants to have a chat, we'll have a chat.
37:51
But mindygk.com, people can Google me as well and you know,
37:57
find articles, blogs, videos, all sorts of things and my
38:02
books. So yeah, that that's, that's the
38:06
best way to to reach me, I think.
38:09
Awesome. Well, we'll certainly link
38:11
everything the show notes and really appreciate your time,
38:14
energy, insights with the audience.
38:16
I really enjoyed getting a chance to talk to you and learn
38:18
from you. So I really appreciate it,
38:20
Mindy. Thank you, I've had a great
38:22
time. I wish we could go on, but we
38:24
can. I know there'll be Part 2.
38:28
Maybe see? Alright, thanks, Mindy.