Latest / None of Your Business Podcast / I Was Told I’d Never Succeed Because of Dyslexia… Here's What Happened

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I Was Told I’d Never Succeed Because of Dyslexia… Here's What Happened · None of Your Business Podcast

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  I revived him. I breathed new life into this
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  person. I.
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  Don't want to look forward to dying, I want to look forward to
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  living I. Can't put more emphasis on it,
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  How important it is just to get into the room and ask one
• 0:13
  question. How are you doing?
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  None of your business, Oshi. None of Your Business, Michael,
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  it's the None of Your Business podcast hosted by Michael
• 0:26
  Anoshi. Welcome back everybody to
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  another fantastic episode of the None of Your Business podcast.
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  I'm your host, Michael Greenfield.
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  Join with me as my good friend and business partner and Co host
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  Mr. Ushi Schwartz, the previous winner of the bowling league.
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  We went there. I had to because, you know,
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  it's, it's OK to come on #3 sometimes, by the way, we'll
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  talk about. That Ricky Bobby said if you're
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  not first, you're last. Yeah.
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  And that's how I feel. I feel like.
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  Bobby Yeah, you live your life by that.
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  Yeah, he's a famous fictional character.
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  Everybody knows him. Yeah, yeah.
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  No, I get it. It makes sense.
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  Well, thank you all of you for subscribing, liking and
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  commenting. Of course, we are sponsored by
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  the Prime Source production team.
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  Today we are joined by my good friend Ravelli Goldring here.
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  And I'm excited to have you here for a few reasons.
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  Number one is because I know you're embarking on a journey of
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  EOS and consultation of businesses and I want to learn
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  more about what that means, but also your growth from what we
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  call soul preneurship to entrepreneurship and how you got
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  there and your involvement with an amazing organization.
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  So much to cover. And these are things that I knew
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  about for years. And you worked for Culinary
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  Depot for a long time. Culinary Depot was a good
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  friend, a business partner of the prime source family and
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  they're amazing, amazing people. And Ellie, give us give us where
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  do we start? You know, it's all about the
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  journey, where you come from, what you're doing, where you're
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  going. So where do you come from?
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  Where do you go, Cock and I, Joe?
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  There you go. So let's start.
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  So the one minute story is that I'm a second generation
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  entrepreneur coming from my father and I did a little
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  digging into the family. And it's interesting that as
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  seven brothers, 6 are self-employed from the sense are
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  either in sales or own their own businesses.
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  And I embarked in my journey from 2 perspectives, 1 from
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  always being curious and digging deeper into things to understand
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  how to overcome challenges. And the other area was from my
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  dyslexia, from recognizing that I need to always be creative in
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  a way to overcome a challenge in a different way than the
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  traditional way. So with that, I went through the
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  school system and found myself to land a position in sales as a
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  professional career. Before that I was the Jack of
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  all trades and did many, many different areas of
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  entrepreneurship, let's call it or for some it's told Solopinor
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  as a one man band starting off and selling cars or selling cell
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  phone accessories, whatever I got my hands on, I figured out
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  how to turn a profit. So it was all about what can I
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  buy it at a little bit of negotiation skills, but it's
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  about like, what did I get my hand on?
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  And I was fortunate later on in my life to get hired by Culinary
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  Depot, Michael Lichter and. From potash and by the way,
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  built a massive company. Beautiful, beautiful company.
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  Very commendable what they pulled off.
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  Yes, short amount of time with great people and I want to
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  emphasis that on that. They are great people and they
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  did it with great people and it was the teamwork that if anybody
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  asks me what's the secret sauce over there, I think that's what
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  it is. It's family oriented, very, very
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  team oriented. And if we look back at the
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  successes and the failures and the bumps in the road over
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  there, that's what brought us to where we were, where they are
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  today and where I was with them. Very fortunate I was the 18 1/2
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  years. I started off as the very first
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  salesman to building out a team, to being a manager, to going
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  into the business development side of things and really
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  growing with them as they grew. So that was a really beautiful
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  journey through that journey. I was fortunate to start a non
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  for profit. I felt like it was time to give
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  back. I was involved in a lot of
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  Asconus. We'll have to Google that word
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  and see how to put it up in English in the sense.
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  Of I mean, even in Hebrew, that word means a lot of different
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  things to a lot of different. Right, I'd love to try to
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  translate that for a second. Yeah, So a doer, A doer from
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  philanthropist. No, no, no, no, no.
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  Just a doer from the sense of understanding that someone needs
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  your attention and see it through to the end.
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  So if it means a, you know, fundraiser or sending a meal to
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  a hospital or picking up someone's kid or, you know,
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  arranging the Saturday night, whatever it is that, you know, a
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  function that's going on, he's. Somebody who just steps up and
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  rises to the occasion when when called upon.
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  Exactly. I used to call it the yes man.
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  OK, that those people that are just known as the yes man and
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  we'll talk later maybe a little bit about those that are driven
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  and ADHD and how they're wired and what drives them to do all
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  these things. But I was known as that yes man,
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  and I grew that into a non for profit organization by
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  identifying a very specific need in the community where it was
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  able to address a pain point. Not gonna get into all the
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  details right now. hopeorg.org for those that wanna look at it.
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  Lakewood I. Wanna know give me the 10 second
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  pitch. What does hope.org do?
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  It's a Lakewood hopes.org. No hopeorg.org.
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  Oh, I got it. Yeah, there was already a hope.
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  There I said there's no way he has hope.org.
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  That's right. I mean, we can monetize on this.
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  I wanna stop this podcast now and let's talk about how we
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  capitalize now. So it's Hope, Org Hope.
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  Org.org. Good one by the way.
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  I'm gonna tell you that when I came up with that name, I got a
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  instant feedback on the negative side saying how can a Jewish guy
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  go out and put the hope? Do you know what people are
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  going to end up if they go to hopeorghope.orgorhope.com and
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  everything I said, OK, now I have no idea why I picked it.
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  So actually the wife, my wife came up with that name.
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  It is a, a acronym for helping out people every day.
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  And that's why I really, really love that word.
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  What is it in a 32nd elevator pitch?
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  It's we help families that fall into financial stress due to a
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  crisis by providing them a one time financial assistance.
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  So we give them just a chance to catch their breath and see
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  themselves out of a financial cringe in one area.
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  Let it be tuition, rent, mortgages, mortgages, mortgages,
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  a mortgage, a assistance at home if it's babysitting, or any type
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  of additional help. How did you?
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  Identify this pain point. There's so many organizations.
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  So there's all exactly. So it actually came about
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  through being involved in two situations in my neighborhood
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  that it was shocking to know that one family was just going
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  away for Shabbos because they didn't want to see themselves on
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  the list of tamka Shabbos. They just felt like they
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  shouldn't be taking from an organization like that.
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  They were struggling with a mother with cancer to the point
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  where they were going away Shabbos because they just didn't
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  have the money to pay the bills for Shabbos all week.
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  And once you give them one time, you don't.
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  So hopefully this is a short term crisis from the matter that
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  they can see themselves out of it.
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  And sometimes, you know, they get a loan.
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  They have a family this that, no a good friend.
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  Joel Wall does this also by the yes, he's very active in this.
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  He finds those cases and you made an organization out of
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  this. Correct.
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  So I started exactly the way Joel is doing it today and it
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  grew to the point where the pain was just greater than the
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  ability that I said I have to go become registered A5O1C3 And
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  then I was fortunate that right after I went out to the market
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  with it you who the Suskind a great partner of mine in the
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  organization. You may know home from the
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  powwow 3 stooges, as I call them.
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  So Joel Mack and and and Yehuda and he was the he was the person
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  that was responsible for raising all the finances.
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  And he took that off my head. I was known as the Jack of all
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  trades. I was wearing all the hats in
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  the non for profit at that point.
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  And he came about and he took on that responsibility and he
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  really helped me grow. I have to tell you, in my
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  opinion, that's the. Harder part that, that is the
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  harder part. And I'm going to tell you, even
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  with the within that part of it, it's actually building the
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  relationships with people and going after and asking and
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  educating the people. And he did a phenomenal job.
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  He's grown the organization to where it is today.
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  Amazing. Fast forward in 2020, I learned
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  about EOS and I read the traction book and I was actually
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  introduced by a good friend of mine, Svi Schwartz, an
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  implementer as well in the sorry.
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  What does EOS stand for those that don't know?
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  Yes, EOS is the entrepreneurial operating system, which we'll
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  talk about a little later. And here's my one minute story.
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  So we're getting we're getting to the end of it.
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  So I was introduced to the traction book.
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  I sat through what's called a 90 minute meeting.
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  Sweet Schwartz came to me and says, listen, Ellie, I want to
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  help you get unstuck. I want you to be able to grow
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  this non for profit to what your true true vision is back then I
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  only. Had one second.
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  So you stopped working at culinary and you were you're
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  still working at culinary. We did.
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  Everything simultaneously. We went from working 60 hours a
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  week to 90 hours a week. Got it.
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  So you're doing culinary? Culinary and hope.
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  And you're starting Hope now. So you're doing both those
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  things things at the moment in 2020.
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  No, someone recently just said, someone recently just said that
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  they work 9:00 to 5:00 and then 5 to 9.
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  You're right, they they're doing both.
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  So that's what you. Did I just want to make sure I
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  understand this timeline? So, so let's go back to
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  timeline. Timeline is I incorporated and
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  started the non for profit in 2015 and I went from 2015 to
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  2000, 2020 myself and Yehuda in the sense of building out the
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  non for profit and that's when I hit the ceiling.
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  When COVID came around, we got to have, we had almost 400
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  applications at the point we kind of shut down for the
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  moment. That was the direction that we
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  got from the rabbinical guidance.
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  We were just not set up to be able to handle that type of load
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  in that moment. So back to your question is in
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  2020 when I got introduced to the entrepreneurial operating
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  system, Eosi was fascinated by it.
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  I'm a very little did I know that I'm a very process driven
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  person and I love accountability and systems.
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  So when I read that it was just a proven process that was system
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  systemized and simple. I incorporated that myself
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  within the organization and I decided at that point to go out
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  and hire the next best person to be able to continue growing
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  that. And that was Daniel Liebowitz.
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  I'll talk about him later in the podcast as well, where he
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  branched out and helped in many, many different areas.
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  Again, to scale the non for profit.
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  At that point, we scaled 300% just by adding one person.
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  We identified all the different roles and functions of the
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  organization. Where do I fit best?
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  Who needs to sit in other seats? And that's how we were able to
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  build it out to where it is today.
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  Fast forward through that journey of 2020 and 2021, I
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  became more and more intrigued and falling in love with the EOS
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  due to the fact that it's so systemized.
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  And I made the choice at the end of 21 to take that on as a
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  passion of mine, not knowing if it's going to be a career of
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  mine, but very, very passionate about it.
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  Fast forward, I juggled Hope, Culinary Depot and the EOS
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  implementation through 2223 and 24 to where at the end of 24 I
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  was able to recognize that that is where I am heading.
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  There's a lot of potential. It really, really feels
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  fulfilled and I decided to let go of Culinary Depot as a
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  career. After 20 years. 20 years, Yes.
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  Yes. What was that conversation like
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  with the ownership, the leadership team letting them
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  know that you're hanging it up and you're you're retiring from
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  the company? I'm very curious.
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  I'm only asking this because I had experienced recently with
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  somebody who's been in our company for a good amount of
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  years and they came to me to let me know that they were going to
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  resign. And I could tell that it was
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  pent up for a while that they weren't sure how to say it to
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  me. And when they said it to me, it
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  was with tears in in their eyes. And it was a very heartfelt
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  moment. Was very difficult to make that
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  decision. So I know it's hard, but for
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  you, that's 20 years, that's a long time in the making.
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  You were a part of the foundation of Culinary Depot.
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  You were there right when it started.
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  And to make this gigantic decision that you're moving in a
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  different direction, you must have had a lot of emotions.
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  It must have been very difficult.
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  So how did that happen? A lot of emotion, a lot of
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  emotion. And I'm going to tell you that
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  it took three years to build that up through the journey that
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  I call that I found myself, OK, there's times in your life that
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  we'll call it you have the evolution and the revolution.
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  And I was going through that by becoming more educated of book
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  knowledge versus street knowledge.
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  I tell everybody all of my skill in sales starting with a lot of
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  this after the Shamaya and everything comes from God.
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  But I did learn the hard way, meaning that everything was from
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  the street. Whatever I know today is because
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  I learned it from someone that I interacted at some point there
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  were great. Experience.
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  Experience, interaction experience.
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  OK. And in 2020 I got very curious
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  and I started reading books and I became a listening to books
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  drunky. And I'm over 100 books year to
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  date. So 100 for three years.
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  That's about 30 books on average.
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  While being dyslexic. While being dyslexic and reading
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  until never ever read any books or listen to any books or forget
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  about podcasts. There were none then.
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  A lot of radio when I was young that I would say 770 was
• 14:55
  definitely my go to. 10/10/10 Ten wins. 1010 Yeah 1.
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  Of them give us 27 minutes and we'll deliver the world 2222
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  minutes. Something like that, yeah.
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  Close enough, you know you're. On the eights traffic eights.
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  Traffic's on the eights. Traffic's on the yeah.
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  Are they still around these radio stations?
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  So one of them are out of business, I don't remember which
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  one. I don't know if it's 1010, I
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  think 1010 is still in business. It's still in business.
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  Then 880's out of one of them are out of business.
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  I recently someone told it to me.
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  I was. Like we'll give you the world,
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  yeah. That's right.
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  That's right. So a lot of radio back in the
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  day. I find that amazing, by the way,
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  because I don't really read books and I've tried and I also
• 15:30
  have this challenge of dyslexia or you know, ADD combined with.
• 15:34
  Michael, you don't have dyslexia.
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  I get bored. Why are you like making excuses
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  why you don't read books and blaming it on dyslexia?
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  You're also like diminishing his real dyslexia.
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  He. Just did it.
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  Why? Why does he have real dyslexia?
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  Because we don't know him that well.
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  If he's telling us he has dyslexia, we can assume that he
• 15:48
  probably does, but he. Overcame.
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  It I know you very well. So I know if you have or if you
• 15:53
  don't have it, and you certainly don't have it.
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  Let me tell you, the percentages from the experts is that 5% of
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  people have it, so it means one out of five.
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  So if you're in a room with 20 people, there's a good chance
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  that 4. People one out of five is not
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  5%. Could you explain?
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  It's a lot more than that. That's that's like. 20% No, I'm
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  saying it's 1/5. Explain what is the room?
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  How did you overcome suddenly a dyslexia?
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  What is dyslexia to you? What was it to you?
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  So what was it to? Me couldn't read one page.
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  I could not sit down and focus to read one page.
• 16:28
  So let me tell you, as you get older it gets more complicated
• 16:32
  because of the vocabulary, OK, Or what it is that you need to
• 16:35
  read and what is it that is being shared with you and how
• 16:38
  fast you have to get it done. OK, so I'm just going to share
• 16:42
  with you my Rd. test. I actually broke the New York
• 16:44
  State law. Now I could say it, it's 20 some
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  odd years later. I don't know if there's a
• 16:48
  special limitation on this. Be care, tread lightly.
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  Tread lightly, it's fine. Go ahead.
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  I convinced and, and, and that's what I'm talking about my skill.
• 16:55
  I was 16 and I convinced the lady behind the counter to give
• 16:58
  me the test twice in one day. And that's against the law.
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  You cannot take your written Rd. test twice in one day.
• 17:04
  I took it at 11 AM and then I took it at 2:00 again.
• 17:07
  It took that long of negotiations.
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  So I took my road to my my permit three times and I passed
• 17:13
  on the third by chains only because I already knew all the
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  questions from sitting there and breaking my head to understand
• 17:20
  which ones are the non necessary or the not relative ones that I
• 17:25
  pinked. Got it by like 1% I think.
• 17:28
  Then it was like 60. They give you the same exact
• 17:30
  real test the the written test, the written test, same one over
• 17:33
  and over until you pass. It's yeah, believe it or not,
• 17:35
  it's the same 100 questions. Back then when we had it yet to
• 17:37
  fill out the bubble, it was the same 100 questions, just in a
• 17:41
  different order. So that's where the driven
• 17:44
  people and I remember things very well.
• 17:46
  So I was able to memorize a lot of the questions and understand
• 17:49
  which ones are the right answers.
• 17:51
  I didn't read the book to begin with, so how did I know what to
• 17:54
  answer from experience of just being in the car with others and
• 17:57
  making assumptions? You think you can pass a written
• 18:00
  test right now? Like if you took one?
• 18:02
  Probably not. I think most of us can't pass
• 18:04
  it. Dyslexic.
• 18:05
  No, no, no, no, not because you're dyslexic.
• 18:07
  It's because the questions that they ask, most of them aren't
• 18:09
  really truly relevant. It's a real life driving and you
• 18:13
  know, no. No, the driving per it's a fact
• 18:14
  the driving permit today in in today's day and age is probably
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  70%. I'm guessing that high
• 18:20
  percentage of the test is all about drunk driving and alcohol
• 18:23
  and drugs. Yes.
• 18:24
  Nothing really to do with your skills of driving, learning what
• 18:26
  to do when you're turning. Yeah, yeah.
• 18:28
  What does this sign mean? You know what is that you know.
• 18:30
  Signs are a very small percentage.
• 18:31
  Stefan's looking it up. He'll give us the answer in a
• 18:33
  minute. No rush, yeah.
• 18:35
  We're trying something new, but not for this, Michael.
• 18:37
  We don't need to know this desperately.
• 18:38
  This is OK. That we can live without this
• 18:39
  information. I see.
• 18:40
  Yeah. That would be hard.
• 18:42
  I have to share a quick story. I'm sorry to interrupt the
• 18:44
  program, but you just took me back to 8th grade.
• 18:46
  Rabbi Laser Schwartz. He was my Revi Rabbi Laser,
• 18:49
  Rabbi Laser Schwartz, Yeshiva Torrevidas.
• 18:52
  I have a lot of memories, some I won't really share here today,
• 18:57
  but one of the memories I have of Rabbi Laser Schwartz is that
• 19:00
  I was in charge in 8th grade, every Sunday morning before he
• 19:04
  would come to class of breaking into his cabinet and stealing
• 19:08
  the test and bringing the test to one of our smart friends.
• 19:11
  His name is Devi G, That's all I'll say.
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  And he used to give us all the answers in advance and we would
• 19:18
  memorize it and we would write down 32421.
• 19:22
  Three, it was multiple choice. Multiple choice answers.
• 19:24
  We'd write it down and for like 6 weeks all of us, you know who
• 19:28
  never paid attention in class would ace the test.
• 19:30
  We would get 90s. We'd get hundreds and one time I
• 19:34
  get the test back and it's a big fat 0 and it says please tell
• 19:39
  your parents to call me. And I'm like what happened?
• 19:42
  Anyways, I'm the only guy that didn't realize that he changed
• 19:45
  the test and he caught us so he changed the test and I'm
• 19:49
  thinking 123. I didn't even look at the
• 19:51
  questions. And you're all writing the same
• 19:53
  the same. Well, everyone else caught on
• 19:54
  except for me because I'm dyslexic.
• 19:56
  There you go. I said that.
• 19:58
  Oh, she right there. Go ahead.
• 19:59
  Maybe. I've seen this man write emails.
• 20:02
  You can write emails when you're dyslexic.
• 20:04
  You can actually read a page, read a summary.
• 20:06
  I've heard you read before. I refuse to believe that you're
• 20:09
  dyslexic and in. Today's acute dyslexic?
• 20:12
  How about that? Yeah.
• 20:13
  In today's age, we're very quick to diagnose people.
• 20:16
  We're very quick to the trigger and you know, sometimes it's not
• 20:20
  just because you have a disability.
• 20:22
  Sometimes it's really because you're not putting in effort or
• 20:25
  you need to try a little more. You need to practice a little
• 20:26
  more, more time, whatever it is big.
• 20:28
  Insult. I've I'm not, no, I'm not saying
• 20:30
  this. Many times.
• 20:31
  Let's hear about his Let, let's go.
• 20:32
  To let me just let me just pop in on.
• 20:34
  The the written test. Written test for the, let's say
• 20:37
  New York State permit consists of Rd. signs, traffic laws, safe
• 20:42
  driving practices and driving skills.
• 20:46
  Really not. Oh really?
• 20:47
  I was wrong yourself. Yeah, those things actually
• 20:49
  sound very related to what we do in everyday driving.
• 20:52
  Absolutely wrong. So the first time you googled me
• 20:55
  I was 100% wrong. You're exactly I'm liking this
• 20:57
  fact. I'm thinking that working out
• 20:58
  that well, this information is incorrect.
• 21:00
  I don't know. I can't really read it because
• 21:02
  I'm dyslexic. I saw my kid taking it the other
• 21:04
  day and that's what it was, alcohol and drugs.
• 21:06
  So it's maybe they just changed it maybe.
• 21:08
  I'm sure it's on the test. Yesterday.
• 21:11
  Much different test now. It's also electronic.
• 21:13
  Anyway, we're getting very distracted.
• 21:14
  Very distracted. Let's move back.
• 21:15
  What were we saying? I don't even remember.
• 21:17
  Dyslexia we have ADD because that would label us.
• 21:21
  Do that now. Delay.
• 21:21
  Oh no, no, no. We all have ADD.
• 21:23
  Oh, that you're allowed to. I think every person in the
• 21:25
  world has ADD is just to what degree.
• 21:27
  Now you're allowed to label. Every how severe is your ADD
• 21:30
  that's I mean we all have trouble staying focused Michael
• 21:33
  everybody has has trouble with that some.
• 21:35
  Of us have. Trouble reading?
• 21:36
  Some have it worse than others. Yeah, but you're not dyslexic
• 21:38
  because you have trouble reading for crying.
• 21:40
  Out. OK, so there's ADD, the end of
• 21:42
  this ADHD. So yes, maybe more the
• 21:44
  percentage of the world has ADHD.
• 21:46
  But without going into the labeling, there's a beautiful
• 21:49
  term that I learned from Doctor Douglas Brackman.
• 21:52
  It's called driven. And actually the studies show
• 21:55
  that it's 8% of the world are driven people and the other 92%
• 22:00
  of the standard people. Now, I'm not going to get into
• 22:02
  who's driven, who's not, but what we do know is that the way
• 22:06
  that you're wired and born is different, OK?
• 22:10
  So those that are challenged with dyslexia, they have a
• 22:14
  different need of how to overcome it.
• 22:18
  Mine was a lot of neglect at a young age, I'm going to call it,
• 22:23
  where it impacted my reading. Very, very direct.
• 22:27
  So I skipped class and I didn't do the tests and you know, I
• 22:33
  snowballed it and snowballed and snowballed.
• 22:34
  By the time I was in 4th grade, I was already three classes
• 22:37
  behind and so on and so on and so on.
• 22:39
  So you know you could be dyslexia and you could know how
• 22:42
  to read. It could be much more of a sense
• 22:44
  that you just wired a different way and it requires different
• 22:47
  strengths or surroundings in order to be able to stay.
• 22:51
  Focused. I'm more ADHD than dyslexic and
• 22:53
  that's why it's hard for me to write.
• 22:55
  So that's why a big. But you're more dyslexic though
• 22:58
  I am. You're saying because you made
• 22:59
  that statement? My disability is dyslexia and I
• 23:03
  happen to also be driven. So when I was younger, I went
• 23:05
  through a Ron Davis program and when I went through his whole.
• 23:11
  I'm sorry, what's a Ron Davis program?
• 23:12
  So the Ron Ron Davis is a person that was dyslexic at the age of
• 23:15
  50, he figured out a method of how to overcome it.
• 23:18
  He has a program. It's out there.
• 23:19
  It's actually introduced to the Jewish world already.
• 23:22
  That was one of my dreams when I was younger to bring it.
• 23:24
  It was only available in California.
• 23:25
  And it was a very complicated thing for young Jewish boys or
• 23:30
  girls to enroll and get help. And thank God that is already
• 23:34
  out there. And it's, it's, it's, it's the
• 23:38
  mass public ability, which is beautiful, beautiful.
• 23:42
  So through the Ron Davis program, he, he used to phrase
• 23:46
  it the saying that the ADHD is a result of the dyslexia.
• 23:52
  And that was my, I stick, I stick with that from like 25 to
• 23:56
  almost 35. And then after 35, I started
• 23:59
  realizing and, and learning more about it and doing a lot of
• 24:02
  research that it could be that it's a combination of both.
• 24:05
  And really you're born with that wiring of driven, which could be
• 24:10
  the opposite way around. Due to the fact that you're
• 24:12
  wired with the ADHD, it could have a major effect in your
• 24:16
  learning ability which ended up creating this disadvantage of
• 24:20
  being dyslexic. OK, So what?
• 24:23
  What makes so? Dyslexic.
• 24:24
  Let's go back to this. You said, you said you're part
• 24:26
  of that 8% that's driven, driven.
• 24:28
  And so you label yourself as driven.
• 24:29
  What? What does that mean?
• 24:30
  Right. So before I go there, I want to
• 24:31
  go back to the part of dyslexic or not dyslexic.
• 24:34
  It's really the question is, are you oriented or disoriented?
• 24:38
  OK, How long does it take you to get laser focused?
• 24:41
  What strengths do you need to overcome to be able to get
• 24:45
  focused? And that's where the dyslexia
• 24:48
  people, it just triggers a lot quicker.
• 24:50
  It takes a much longer time to get oriented.
• 24:53
  How do I evaluate if? I have this so the Ron, the Ron
• 24:55
  Davis has a little trick of the trade of how they do it trying.
• 24:58
  There's got to be a test that you I'm.
• 24:59
  Going to do the test. OK, I'd like to know it so.
• 25:01
  Look it up. Look it up.
• 25:02
  Do the Ron Davis ADHD, which you're throwing around also as a
• 25:04
  label that everybody, I think it's a smaller percentage than
• 25:07
  you think. I don't think most people are a
• 25:09
  DHDI, think it's actually less than 20%.
• 25:12
  Well, according to the the research that Douglas Brackman,
• 25:15
  it's 8% that are, but they're driven.
• 25:19
  I'm actually curious what Google says.
• 25:21
  Like how many people in our population are considered ADD?
• 25:25
  Like legit ADD. By the way, it's fact checking,
• 25:28
  yeah. 5% globally. Our ADD yeah, 5%. 5% globally
• 25:34
  and between 5%. I don't find it in the US.
• 25:36
  It's a very broad term. Then about what ADD is you?
• 25:38
  Asked me to Fact Check. I'm getting you the fact.
• 25:40
  Oh, what are you fighting for? Your fact chatting fact.
• 25:43
  Chatting so you shivaworld.com. By the way, you see, the
• 25:47
  world.com should know better. But if that's.
• 25:49
  Literally our best line I've ever heard.
• 25:50
  Literally in our community it's probably like 90% are are ADD.
• 25:54
  So let me tell you so that I want to jump on that the people
• 25:58
  that you surround yourself with are the influence that you feel
• 26:01
  the whole world is like. I guess it's my inner circle.
• 26:03
  It's inner circle. Now your inner circle happens to
• 26:06
  be that you chose to have that inner circle that maybe 7 out of
• 26:08
  eight or nine out of 10 happen to be very, very driven,
• 26:13
  hyperactive, and they get things done and they're fast and
• 26:16
  everything. So that's what that's what you
• 26:17
  see the world as that you're seeing it through that lens.
• 26:20
  But let's think about it going to let's say Walmart or any
• 26:24
  major office that has thousands of people that are sitting there
• 26:27
  9 to 5 doing their job. Typically most of them are not
• 26:30
  ADHD if they're sitting at a job 9:00 to 5:00.
• 26:32
  By the way, I'm the guy that gets people back on track.
• 26:34
  I remember stories like a hawk. I just I.
• 26:37
  It's one of my little hidden talents.
• 26:39
  So you take your dyslexic entrepreneurship a motivated,
• 26:43
  brave self, and you walk into your boss's office at Culinary
• 26:47
  Depot after 20 years. That's where we.
• 26:48
  Started and what happened? That's where it was.
• 26:50
  Yeah. So fortunately, OK in November
• 26:55
  of 21 when I went to what's called Boot Camp to become
• 26:58
  registered was also the time that I introduced it to Michael
• 27:02
  Lichter and Michael Ekta had a good friend, Mathis Gilbert from
• 27:06
  the one and only RSK. We know him very well.
• 27:08
  Excellent. And he has.
• 27:09
  Holy holy Yid, sorry, had to say.
• 27:11
  Yes, yes, holy, holy YID and and and credits to see Schwartz
• 27:14
  again because see, Schwartz was extremely passionate about
• 27:17
  helping these individuals like myself and Mathis and we were
• 27:21
  hustling back then. Let's go back 2020.
• 27:24
  I don't know if too many people knew what RSK was and when we
• 27:27
  start when he started, he has a fascinating story story as well.
• 27:31
  Anyway, he introduced EOS to RSK and it's done tremendous work
• 27:35
  and help in that area. So Meishi lifter Michael was
• 27:39
  well aware of what EOS has done for others and he decided to
• 27:46
  look further into it and he on boarded see Schwartz just around
• 27:50
  February time at Culinary Depot and Culinary Depot has been
• 27:54
  running on EOS and utilizing the tools and systems since 2022.
• 27:59
  So now we're three plus years in so that.
• 28:03
  Was have to interrupt and say for a company to be successful
• 28:07
  on that level and bring in more help.
• 28:10
  Kudos to them. I'm I'm very aware of that when
• 28:13
  companies do that. We brought in a consultant 10
• 28:15
  years ago. We did it again five years ago.
• 28:18
  We don't need any more consultants because we have ushy
• 28:21
  tell me more and. He just means that Ushy is going
• 28:25
  to bring the next consultant. In he just no.
• 28:27
  What I mean is he just tells us what to do, what to do, but
• 28:31
  yeah, so I just I have to mention that you go to the to to
• 28:34
  these guys and the whole lifter family, amazing people.
• 28:37
  Yeah, Hotash family, what amazing people we have to bring
• 28:40
  all these people on the. Podcast, by the way, yeah,
• 28:42
  Gilbert, they're All Stars in their own right.
• 28:44
  They're. Such great people, all driven,
• 28:46
  and they're all superstars, yeah.
• 28:47
  They thought we all have ADHD and dyslexia but anyways so you
• 28:50
  know. Dyslexia don't level the whole
• 28:51
  world, and I'll tell you why. My same 5%.
• 28:53
  You have dyslexia, you have dyslexia.
• 28:56
  Everybody has. Those that don't read dyslexia
• 28:58
  probably has a lot to do with it, but anyways, going back to
• 29:00
  there. So you're going back So so the
• 29:02
  EOS I want to go journey. Yeah, they, so they, so they
• 29:05
  embarked in this journey of EOS and they became familiarized
• 29:08
  with. It got it, so it wasn't that
• 29:09
  uncomfortable. It wasn't so uncomfortable.
• 29:11
  So they understood where the passion came from and what it
• 29:13
  what my strengths are. And nobody out there knows me
• 29:16
  better than Michael Lichter, Mushy and my Shalom politician,
• 29:19
  Michael Lichter. OK, so.
• 29:21
  What do they know about you? They know everything about me.
• 29:23
  We'll work together 20 years. He spent more time with them
• 29:26
  than he did with his wife for sure.
• 29:29
  Just about if you do the. Calculation.
• 29:30
  Then yeah, not that crazy. It's not that crazy.
• 29:32
  Married to your work is the reason why there's a terminal.
• 29:35
  For whoever doesn't realize that they, for those that work more
• 29:38
  than 40 hour a week, doesn't realize that they're spending
• 29:42
  more time at work than they are with their families.
• 29:44
  Absolutely. Sure.
• 29:45
  Wake up call right there. Yeah, okay.
• 29:47
  But that's normal by. The Way and a good book for
• 29:48
  that. The Rambam went to work.
• 29:50
  I'm saying work is a normal thing, yeah.
• 29:51
  Work is a normal thing. You just.
• 29:52
  But we actually also bring our work home with us.
• 29:55
  We don't just work 9:00 to 5:00. So it ends up accruing and it's
• 29:58
  a lot of hours and you're also giving a lot of yourself, your
• 30:01
  energy, your passion also goes to work and you come home
• 30:06
  depleted. You're not giving that same
• 30:07
  energy level to your family. So if you really zoom in and you
• 30:12
  double click, as our good friend Yasi Yasi told us, and you
• 30:16
  double click on this, you'll actually see that you're living
• 30:19
  your life more at work than you are in your own personal life,
• 30:23
  which is crazy. It's crazy.
• 30:24
  Like you're giving over a piece of yourself, like your real life
• 30:28
  is taking place at at the workplace.
• 30:30
  It's it's mind boggling. It's not OK.
• 30:33
  But with that happening, so with that being not OK, there's a
• 30:35
  great book out there. It's called Juggling Elephants.
• 30:37
  It's a real small book for all those that are dyslexic.
• 30:40
  You can listen to it and all those very, very, very busy
• 30:45
  employers or employees. It's like 50 pages.
• 30:48
  It's an awesome I'll. Ask you what?
• 30:49
  I ask everybody that tells me they read a great book.
• 30:52
  Yeah. Please tell me the message of
• 30:53
  the book. What is the book actually?
• 30:56
  The message of the book is get focused, understand what your
• 31:00
  priorities are in life so that you don't end up feeding your
• 31:05
  kids into the same danger or jungle that you were in.
• 31:09
  Break the cycle, break the cycle.
• 31:11
  So this is about a father that the daughter comes to him and
• 31:14
  asks direction and business and he says, I wrote this book and
• 31:18
  then he goes through the circus and how he gets coached and
• 31:21
  recognized by the ringleader that you can't dance in all
• 31:24
  three rings and run the show and entertain the audience and this,
• 31:30
  that and whatever. So it's all about time
• 31:32
  management and prioritizing and what's the important things.
• 31:35
  Delegating. Delegating and all that,
• 31:37
  correct. So with that, so it was a
• 31:40
  three-year exit strategy, let's call it for myself and Culinary
• 31:43
  Depot until we were able to pull the trigger and it was hard.
• 31:46
  And I'm going to say now, now that I'm five months in that out
• 31:50
  of the zone, let's call it, it's still in my gut.
• 31:53
  And I still feel part of the family.
• 31:54
  And I believe that I'll still go back at some point in a
• 31:58
  different type of position, a different role, because I am
• 32:01
  committed to see their success. And I do believe that they'll
• 32:03
  reach their potential. Wow.
• 32:05
  And it's. Yeah, I I have a lot.
• 32:08
  Of it's never going to leave you, you always, they always
• 32:10
  have a special place in your heart.
• 32:12
  And at the end of the day, now you're going on one journey, but
• 32:14
  this journey hasn't ended yet. You just you started an
• 32:16
  additional 1. Correct, correct.
• 32:18
  Simon Cynic says if you tie it all back to your why, then you
• 32:22
  just have many different causes. Mm, hmm.
• 32:25
  And yes, you could juggle many different causes, as long as you
• 32:29
  compile all those causes into one ring based on that.
• 32:32
  Juggling elephants. Yeah.
• 32:32
  And you understand that? That's your career, let's call
• 32:35
  it. OK, that's.
• 32:35
  Articulated that very well. I've heard of this.
• 32:37
  We've heard, you know, the wife concept, but I like the way you
• 32:41
  articulated it and you know, you're in your what, 30s,
• 32:44
  twenties? What are you in your?
• 32:45
  Look at me like 20s. Yeah, he's got a big beard.
• 32:47
  I mean, he's got to be at least 50 or something.
• 32:49
  You have a little bit of a young face.
• 32:50
  You could do it. I'm a. 41 happy year old.
• 32:53
  You're you're 4141. Nice for someone to change
• 32:55
  careers in their 40s. That's not crazy.
• 32:58
  It's it's crazy. That's not crazy.
• 33:00
  That's not crazy. That's crazy.
• 33:01
  Oshi, here's I'll. Tell you why.
• 33:02
  Also, I'm just saying like, go ahead.
• 33:04
  I'll tell you how crazy it is because what I did, part of the
• 33:06
  research in my family was to recognize that we don't take big
• 33:11
  risks and we don't take what we call unsecure risks, like, you
• 33:15
  know, entering the area of the unknown unknowns.
• 33:19
  OK, so we do a lot of fact finding and we have to be feel
• 33:22
  secure and we'll take our time and we'll do a lot of read up on
• 33:25
  it. So especially with that DNA of
• 33:28
  not taking risks, that's why some people see it as a how can
• 33:31
  you be a visionary and not take risks?
• 33:33
  One of the real outlines of a visionary is that he he's, you
• 33:40
  know, he's drunk and he's fast and he's risky and he doesn't
• 33:44
  think it through and. All that you watch, any shows,
• 33:48
  Netflix, documentaries, anything.
• 33:50
  No documentaries at all. A big fan of the diary of the
• 33:54
  CEO. There are podcasts out of the
• 33:57
  UK. Steven.
• 33:58
  I can't pronounce his last name for the life of mine.
• 34:00
  Very, very you. Could bring it up, bring it up,
• 34:02
  bring it up. Yeah, no, it's a great podcast.
• 34:04
  You like listening to podcasts? I.
• 34:05
  Actually try very hard reading, spend 3 hours a week at at least
• 34:09
  catch up to 1 because he posts twice a week and they're up to
• 34:12
  three hours long at this point. I'm not going to lie, I'm at
• 34:14
  1.75 already in my reading and in my podcasts.
• 34:18
  So my goal is to get to 2 speed, and that's because I'm on a
• 34:21
  journey to speed read. OK, so if you ask me if I
• 34:24
  remember from all hundred books, what was the one take away?
• 34:26
  I'm in the middle of documenting that.
• 34:28
  So a lot of books that I'm going back to on a high level.
• 34:31
  And there are apps today that give you the, you know, high
• 34:33
  level points. Your 'cause really think very
• 34:35
  seriously. Very, very serious, Very
• 34:37
  serious. So where are you going with all
• 34:38
  this? Like what's this all about?
• 34:40
  Like what are you actually doing today?
• 34:41
  How are you making a living? I mean, you're involved with the
• 34:44
  non for profit you left culinary depot.
• 34:46
  I imagine they're not, you know, giving you a pension.
• 34:48
  There's no pension, right. So what are you doing today?
• 34:50
  What's what's what's happening at the?
• 34:52
  Moment not just the pension, but I want to bring it out that I I
• 34:54
  was fortunate and Nachman Goldring Nick happens to be the
• 34:58
  salesperson right here at Prime source, so we'll give you a
• 35:00
  shout out. What is that?
• 35:01
  Are you guys brothers? We are brothers, my younger.
• 35:03
  Another connection. That's.
• 35:04
  I don't believe it. Did you guys have the same last
• 35:06
  name? And yet I did not connect with
• 35:07
  us. That's pretty crazy.
• 35:08
  We were. We were born in different
• 35:10
  houses, but we were raised in the same home.
• 35:12
  So I was born in Brooklyn. And actually he was born.
• 35:15
  OK, cut that out. Yeah.
• 35:17
  He was actually born in Brook. So we can't Fact Check that.
• 35:19
  Yeah, That we can't fact. Check.
• 35:20
  I don't think Google knows but. We don't cut any of this.
• 35:22
  Out. Yeah, you'll get away with it.
• 35:24
  Yeah, you said like you're going to have.
• 35:25
  To run with it, I'm. Sorry, this is the third time
• 35:27
  saying knock, cut it out. Knock.
• 35:29
  We don't have funds in our company to cut also and to edit
• 35:32
  one second, we're just doing this part, that's it.
• 35:34
  The rest goes out. It is one.
• 35:35
  Of we had, we had someone very special on the podcast who, who
• 35:38
  said to us we should overcome it.
• 35:39
  And it's when Oshi had something, I'll never forget it.
• 35:41
  And we left it in And from then we decided when we have mishaps,
• 35:46
  let's leave the natural, you know, discussion in there.
• 35:48
  So I'm, I'm very, we're very proud.
• 35:49
  Of yeah, we do real we do real journalism over here.
• 35:52
  We don't we don't edit it like cut that please.
• 35:55
  Like CBS edit born in the same. Home we were raised in the same
• 35:58
  home. Nachman is my brother and I'm
• 36:01
  very fortunate that he was part of Culinary Depot as well.
• 36:03
  He's. You brought him in.
• 36:04
  No, I did not bring him in actually, but I, I, I was
• 36:08
  fortunate to be able to mentor him at that point and not
• 36:11
  because he was my brother at that point.
• 36:13
  I was kind of mentoring everybody that was in sales.
• 36:15
  I was the go to because I was the first guy.
• 36:16
  And at that point, we were already growing to the point
• 36:19
  where Michael was sitting in a purchasing seat and not involved
• 36:22
  in sales and you know, in that area.
• 36:25
  That being said, he inquired my entire portfolio, my team and
• 36:30
  the. People.
• 36:31
  Wow. So yeah, that's a brotherly love
• 36:33
  right there. That's my point, yes.
• 36:35
  Do the right thing for family. What a gift.
• 36:37
  There's there's so there's no exit strategy in regards to
• 36:39
  compensation. We're in good terms.
• 36:42
  I love the team over there. Fast forward a lot of bracha by.
• 36:45
  The way I'm you and your brother.
• 36:46
  So what am I doing so. So yeah, my pronounce I tell
• 36:49
  everybody comes from the South to smile that I had at.
• 36:52
  OK, that's one check box. What's the next box?
• 36:55
  And the second one is that I do do one-on-one coaching for
• 36:58
  business owners and sales leaders and I do EOS
• 37:02
  implementation for full teams. Now why do I make a distinction?
• 37:05
  Because not everybody is ready to go on that journey of EOS,
• 37:09
  and it's not as impactful for an independent person like a
• 37:13
  solopreneur as it is for a large team and a big company.
• 37:18
  We got to get into this EOS thing was every time you say
• 37:20
  like I do EOS, it sounds like you're saying I do ayahuasca or
• 37:23
  something, right? Like it's some kind of drug that
• 37:25
  you're, you know, you're like you're, you're a shaman and
• 37:27
  you're helping people, you know, breathe, you know, and all that.
• 37:30
  So let's get into what the heck is this EOS thing?
• 37:32
  So let's Fast forward. Yeah, I do EOS because I
• 37:36
  implement it at other companies. You started at Culinary.
• 37:39
  That was your first experience? With it, no.
• 37:41
  With hope. My first interaction was.
• 37:44
  Look at me. I paid attention.
• 37:45
  I know exactly what you're saying.
• 37:47
  Yes, I know, Michael. I have dyslexia.
• 37:50
  Michael. That's when you asked him
• 37:52
  exactly when it take us back. Very good.
• 37:55
  So let's go back. So 3 Schwartz introduces it to
• 37:57
  me. I he does his 90 minute
• 37:59
  presentation and he hands me a book.
• 38:02
  Little did he know how dyslexic I am that I threw the book on
• 38:06
  the window sill and I haven't touched it for about 9 months.
• 38:10
  COVID came and then I found myself with a lot of time.
• 38:13
  Fast forward about nine months later, I went to a business
• 38:16
  seminar and I was out networking because that's what I do at
• 38:20
  seminars. Why do I go to trade shows and
• 38:22
  seminars? Because I love people and I love
• 38:24
  to network. And one of the presentations
• 38:28
  were a tool of the EOS system. A friend of mine comes out of
• 38:33
  the seminar and he says, Ellie, that's what it is.
• 38:35
  You got to become an US implementer.
• 38:37
  He has read the book 7 years earlier.
• 38:40
  He knew a lot of the concepts. He had a very, very small
• 38:42
  company. He said if you were on stage you
• 38:45
  would own that room. That's when I called Steve
• 38:47
  Schwartz and I said, you know what, I want to embark in this
• 38:50
  journey again. Tell me more about this EOS
• 38:53
  stuff. And he said, did you read the
• 38:55
  book? And I said, I can't read the
• 38:57
  book. Well, listen to it.
• 38:59
  And that's when I got introduced to listening, actually.
• 39:01
  The audio books. The audio books, yeah, I
• 39:03
  finished that book that night, started my second book called
• 39:07
  Rocket Fuel because it's mentioned in the traction book,
• 39:10
  the whole duo between a visionary and integrator, first
• 39:13
  in command, second in command, CEOCOO, all those different
• 39:16
  terms that you want to use for those positions.
• 39:19
  And that's when I had my light bulb moment to recognize that
• 39:23
  certain hurdles that I did have through my culinary, Culinary
• 39:28
  Depot journey because everyone has them.
• 39:30
  Is that part of myself seeing myself as a visionary and trying
• 39:36
  to embark in that journey Now, it's very hard for a company to
• 39:41
  have multiple visionaries as the CEO.
• 39:44
  But when you have an organization like Culinary Depot
• 39:47
  and you have 250 plus employees, you're going to have a lot of
• 39:51
  those driven people and you're going to have just a lot of the
• 39:53
  other people. So at one point we said we're
• 39:56
  even going to put together a cohort of all those driven
• 39:58
  people and just collaborate together and come up with ideas
• 40:01
  and everything like that. So that's still in talks.
• 40:02
  That's one of the areas that I'm going to be working with them in
• 40:06
  regards to, you know, bringing together some of the energy and
• 40:09
  my resources and my knowledge within that industry.
• 40:12
  So back to EOS, that is my primary PARNASA today of being
• 40:18
  able to coach individuals, my short. 3 second elevator pitch
• 40:23
  is that I help entrepreneurs and solopreneurs get unstuck.
• 40:28
  That's it. That's how simple it is.
• 40:29
  By using the EOS by. Model by using the EOS model or
• 40:34
  utilizing a specific. Tool of the EOS, right?
• 40:38
  Correct. So it's fragmented.
• 40:40
  You could take certain pieces out of it and then implement it
• 40:42
  for people depending on their needs.
• 40:44
  Correct. You could.
• 40:45
  There is a proven process so that if your company is large
• 40:48
  enough and you have the funds and time and there's a need to
• 40:52
  implement the full process, go for it.
• 40:54
  It's not a shortcut. But all those that are
• 40:56
  independent or they're just struggling with delegating or
• 41:00
  predicting or systemizing or simplifying, there's a lot of
• 41:05
  tools and resources in the OS. There's a lot from Dan Sullivan,
• 41:09
  from Strategic Coach. There's a great coach out there
• 41:12
  that I started reading his books, Steven Chandler.
• 41:15
  So there's a lot of resources out there that'll have great.
• 41:17
  Can I give you one example, a real live example of something
• 41:20
  that's happening in our company and if?
• 41:22
  You want to share it? Let's go.
• 41:23
  Vulnerability the name, but I'm going to share it right now, but
• 41:26
  you're welcome to please utilize some of.
• 41:28
  The I changed my mind. EOS systems and and change my
• 41:31
  mind about. What we We might have to start
• 41:33
  cutting stuff. I don't know what you're about
• 41:35
  to share. I'm going to share something.
• 41:37
  I'm kidding. Go ahead.
• 41:37
  Go. Ahead so I have.
• 41:39
  This is called entering the danger.
• 41:41
  Give him the space, and we're doing it right now.
• 41:43
  Give him the space to enter the danger and we'll battle it
• 41:46
  together. Yeah, I don't know if I want to
• 41:48
  truly divulge all the details. I try to keep it vague.
• 41:52
  So I guess people would be able to figure out exactly what is it
• 41:54
  I'm talking about. But I'm sure every company has
• 41:57
  has this scenario. I'm sure every company has this.
• 41:59
  So this is probably a very wholesome problem that people
• 42:02
  have. So we have 15 people that are
• 42:07
  actively selling every single day.
• 42:09
  Expense advisors Expense advisors Michael likes to call
• 42:11
  with a fancy term, you know that is the end of the day they're.
• 42:14
  Thank you. I like that I.
• 42:15
  Appreciate, sure, but they're sales reps at the end of the.
• 42:17
  Day Nope is what they're expense advisors.
• 42:18
  We're building them of their own brand.
• 42:21
  They're selling a service, a consultation service and it's
• 42:24
  free service and. They're providing solutions,
• 42:27
  absolutely. We're going to get EOS into
• 42:29
  here, baby. Go for it.
• 42:32
  Continue SO. Regardless of what we call them,
• 42:35
  the bottom line is I have one individual who's very smart,
• 42:40
  very intellectual, processes information very, very well.
• 42:43
  He actually is one of my top people as far as really
• 42:49
  understanding and really knowing the mechanics of what our
• 42:52
  business does, the back end, the front end.
• 42:54
  Like he's smart, you know, well, quite frankly, I already
• 42:58
  narrowed it down to it. He's so I'm already going into,
• 43:00
  you know, but by the time I'm done, Michael will be like, Oh,
• 43:03
  you're talking about this person.
• 43:04
  But anyway, he, he's checks a lot of boxes, really does.
• 43:08
  And I think that he would do very well in a lot of companies.
• 43:11
  So I feel we're very fortunate that we, that we have this
• 43:13
  person. However, there's one side that
• 43:16
  really, really gets me is that I don't feel like they're very
• 43:19
  motivated. They're not very hungry or
• 43:21
  driven to become mega rich. Like, you know, if they do a, a
• 43:25
  sale or two within, you know, the month, they're happy.
• 43:28
  They, they're, they're, they're good with just getting by and
• 43:31
  they're not just trying to double down and triple down and
• 43:33
  just do more and more and more and more.
• 43:35
  And I've called this person out on this a few times and I've
• 43:37
  said to them, like, you can be way more successful than than
• 43:40
  you're being like, why do you not want more?
• 43:43
  Like, why do I have to give you that motivation?
• 43:45
  Why do like, I have to give you that, that speech every now and
• 43:48
  then? Why aren't you doing this by, by
• 43:49
  yourself? Like you know, you, you have a
• 43:52
  family and, and you know, I'm sure you, you want to do bigger
• 43:54
  things for yourself. I can understand if he has all
• 43:57
  the tools and he's able to do it, why aren't you doing it
• 44:00
  more? Why aren't you doing it a lot?
• 44:02
  I want to. Clarify your question, what's
• 44:04
  preventing you? Your question to to our good
• 44:07
  friend here Ellie, who's a now very well reputable business
• 44:11
  consultant utilizing EOS processes and systems, right?
• 44:15
  You're asking him how can I motivate someone?
• 44:18
  No, no, I know how to motivate him.
• 44:19
  So what's the question? My motivation dies down after
• 44:21
  like a month. Or what's your question?
• 44:22
  He reverts back to his old ways, so I get him fired up for that
• 44:26
  first, you know, couple of months.
• 44:27
  How do I keep him motivated? Yeah, yeah.
• 44:29
  Why do I have to keep motivating him?
• 44:31
  Why doesn't he? Why doesn't he have this desire
• 44:33
  on his own? Like if you have a skill set and
• 44:36
  you're able to translate that into money, you're able to do
• 44:38
  something with it, wouldn't you try to repeat that?
• 44:40
  Or you want to help as possible so you can make more and more
• 44:43
  money? I'm not saying that he's already
• 44:45
  going at a huge, at a really fast pace, and I'm saying you
• 44:48
  should accelerate and go at a really unmatched pace.
• 44:50
  He's going at a very slow pace. He's going at a very, very slow
• 44:53
  pace to the point that sometimes I'm a little bit disappointed
• 44:55
  that I feel like you're not working 40 hours, you're not
• 44:57
  even putting in the full week. So I, I'm, I can't complain
• 45:00
  because I, I like his production and he brings a lot of other
• 45:04
  things to the, to the team as well, outside of just his actual
• 45:07
  sales. Great for camaraderie.
• 45:08
  He's good for our culture. He's good for he brings a lot of
• 45:11
  good things and he's also very capable on top of it.
• 45:14
  So then I got him fired up and like for the next month, like
• 45:16
  he's he's a star. He's really, really good.
• 45:18
  But why do I got to have that oversight?
• 45:20
  Why do I got to be like micromanaging you almost to the
• 45:22
  to that level? And if I don't, if I step back,
• 45:24
  I almost feel like he would go to sleep.
• 45:26
  I feel like he actually wouldn't do anything and he's not making
• 45:29
  a tremendous amount of money. I'm not making a tremendous
• 45:32
  amount of money. So I'm like, why are you not?
• 45:34
  You're in the prime of your life.
• 45:36
  You have, this is your, these are your golden years.
• 45:38
  Why aren't you going out and getting it?
• 45:40
  You can't say, well, I just can't.
• 45:41
  I'm not capable. You're very capable.
• 45:43
  We both know that. That's not the issue.
• 45:44
  Again, I'm sorry to do this. So you're, I'm, I'm clarifying
• 45:47
  for a reason. You're asking how do I help this
• 45:50
  person maximize his potential and help him motivate without
• 45:55
  having to remind him because I want him to be successful.
• 45:57
  Yes. Or am I beating a dead horse?
• 46:00
  Or is he just, That's his personality and that's never
• 46:03
  going to change. And the old adages, you know,
• 46:06
  keep doing the same things over and over and expect the
• 46:08
  different outcome. That's the epitome of
• 46:10
  foolishness. Thankfully your question applies
• 46:12
  to so many different people, so it's it's a very common chance.
• 46:15
  I'm curious and I learned the question.
• 46:17
  Is there a, is there a remedy? Is there some type of secret you
• 46:20
  know, a tip, a trick within the EOS world that can talk to this?
• 46:24
  Or can you at least explain it? If I had to sum it up in one
• 46:47
  place, I want to take it to 222 sides of it a second because
• 46:51
  it's a you problem and a him problem.
• 46:53
  So first of all, the question is like where this is going?
• 46:56
  The question is who wants it more?
• 46:59
  And then go to the Cyma Cynic. Why do you want it now?
• 47:02
  Let's just say that you picked the point that you know he could
• 47:05
  do better, Yes. OK, so let's say it's a him
• 47:08
  problem for a second. OK, now you're saying that
• 47:11
  you're motivating him. I want to take that word and
• 47:14
  change it a second. You're inspiring him every time
• 47:17
  he falls to the sideline. OK, that's going to take a lot
• 47:21
  of hard work from you. Use the word micromanage.
• 47:23
  I don't like that word at all. No, I don't.
• 47:25
  You're not. You're not micromanaging, not at
• 47:26
  all. He's a free bird.
• 47:27
  He's his own guy. He's good.
• 47:28
  What he does. He doesn't have to be.
• 47:30
  You're not repeating, repeating yourself and telling him to do
• 47:33
  the same thing over and over. You're just re energizing him.
• 47:35
  So you're inspiring him again and you're reminding him of the
• 47:38
  shiny stuff. Exactly the glory, the area that
• 47:41
  he doesn't go, so you can't want it more than him.
• 47:46
  That's first. That would be like a you problem
• 47:49
  with a him problem. I'm going to go to what I would
• 47:51
  say if you have to pinpoint it to one thing, does he really
• 47:54
  understand where the company is going and how strong of an asset
• 47:58
  and player he is to this company?
• 48:00
  Don't answer me. Is there clarity around truly
• 48:03
  what the long term goal is for this company?
• 48:07
  Now, I had this debate with a certain guy, OK?
• 48:09
  And I asked him this question and it came very similar.
• 48:12
  How do I get my guys to hustle? OK?
• 48:15
  That was the way he asked it. And I said, let me ask you this
• 48:17
  question, OK, In 25 years from now, if you go public,
• 48:22
  everyone's going to win in your company or only you or only the
• 48:25
  people on the top. How are you going to set that
• 48:29
  going public up? Or if you sell the business, are
• 48:33
  you going to share certain profits?
• 48:35
  So why should someone that's a part of your organization
• 48:38
  understand where you're going if you didn't share it with them?
• 48:42
  So you have to go a little deeper to understand what are
• 48:45
  the things that are going to really inspire him, Meaning, how
• 48:50
  does he know that he's a great asset for retirement here?
• 48:54
  That was one of the things that I actually had security at
• 48:56
  Culinary Depot knowing that if I and I was actually one of my
• 49:00
  dreams, and I'll go back to that.
• 49:01
  I have dreams and goals, OK, So one of my dreams were to retire
• 49:06
  at Culinary Depot after 35 years going through retirement where I
• 49:09
  don't have to work 40 hours a week.
• 49:10
  OK. I was, I don't plan to retire
• 49:12
  until they put me in a box, but that was the gut that I said I
• 49:17
  still have in me that I want to give everything that I can from
• 49:19
  Culinary Depot from a different perspective.
• 49:21
  OK, so does he understand that maybe there's a fear factor
• 49:26
  there, that he just looks at it as a short term job, which could
• 49:30
  be 5/10/15 years, but it's not 35 plus years.
• 49:34
  So there's that Gray area, let's call it.
• 49:36
  And when you crystallize that for him, then he can get
• 49:40
  motivated to the point where it doesn't become a you problem
• 49:43
  anymore. So I have never done that.
• 49:46
  I've never done that. But what I've, oh, the tactic
• 49:48
  that I've always used was that you have your own franchise
• 49:53
  within our company because you're a salesperson, you're
• 49:55
  running your own business at the end of the day.
• 49:56
  And every time you do another sale, you make more money.
• 50:00
  And it's also residual. You know, the way we pay here,
• 50:02
  which is very unique, not a lot of sales companies do this is
• 50:05
  that when you do a sale, you make that money over and over
• 50:08
  every single year. So it's in perpetuity and it's
• 50:10
  residual, which is amazing. So I, I keep telling him, like,
• 50:13
  you just closed the deal. You just made a sale, make a
• 50:16
  second and a third and you'll make triple the amount of money.
• 50:19
  So that's how I always position it for him is the more sales you
• 50:22
  do, the more money you make. So if you make one sale for the
• 50:25
  week and you feel like, right, I'm done, I'm going to sleep now
• 50:26
  for the rest of the week and I'm not doing anything.
• 50:29
  I ask him why. Why aren't you doing a second
• 50:31
  sale so you can make double the amount?
• 50:33
  So he has his own goal and his own dream that he should have.
• 50:35
  My my question is why doesn't he have a dream and a goal?
• 50:38
  Why does he have to be my dream and my goal?
• 50:41
  If I don't want to just not align where you're going, yeah,
• 50:44
  He's going at his own pace, yes. In his own style, yes.
• 50:47
  And that's irking. And that's bothering me.
• 50:49
  Why do you have that style for yourself?
• 50:51
  Which by the way, does affect me because if you don't make more
• 50:54
  sales, I also don't make more money either.
• 50:55
  Yeah, but that. But but it's OK.
• 50:57
  I have other ways to to monetize in the company.
• 51:00
  You're not right. There you go.
• 51:01
  You're not relying on you as leader.
• 51:03
  OK, you get to monetize, monetize in many different areas
• 51:06
  where he doesn't correct. Maybe that's bothering him a
• 51:08
  little bit. Maybe he wants to go into a
• 51:10
  channel where he wants to get more comfortable.
• 51:12
  Maybe there's another role that he could take on and he feels
• 51:15
  more empowered. Maybe he just wants clarity on
• 51:17
  what's the long picture here? What's the end goal for him now?
• 51:23
  That's one way I. Don't know if that's so
• 51:25
  reasonable for him to have as an expectation.
• 51:26
  It's either that or he doesn't do his full job to his full
• 51:30
  capacity. No, it's one of the.
• 51:31
  Other it's his capacity, not your capacity.
• 51:34
  So you just have to know, is the glass half full or half empty?
• 51:38
  Now that's one way, another great way You say that you're
• 51:41
  inspiring him or energizing him. By the motivating you dynamite
• 51:44
  speeches, you should hear some of those like somebody was on
• 51:47
  the call with me when I did one of those.
• 51:48
  It was like an hour long. I really just like I had to RIP
• 51:50
  into him as with love, it was with with TLC, but it was also
• 51:54
  like really making a lot of you know, good points and it was it
• 51:57
  was it was fire. It was really good and I felt
• 51:59
  good about it afterwards. And I'm like, this guy's going
• 52:01
  to be a top performer now going for there's no way.
• 52:04
  Like I, I revived him. I breathed new life into this
• 52:07
  person. And it works for like, you know,
• 52:09
  345 weeks. It works.
• 52:10
  And then like a rubber band, it just goes right back to where it
• 52:13
  was. And I've done this now many
• 52:15
  times over many years. This is somebody who's been here
• 52:17
  for a while. I've done this many times and
• 52:18
  it's just like the same old story.
• 52:20
  But he just gets by. He's good enough.
• 52:22
  Like I would never get rid of him.
• 52:24
  I'd be he's, he's good for the company in a lot of ways, but he
• 52:27
  could be doing so much more. He could be.
• 52:30
  I don't want to get stuck on on on this one guy because we're
• 52:33
  not going to. We're not going to.
• 52:34
  Get somebody knows, I just want to interject.
• 52:37
  The concept of someone wanting to do more is just you're not
• 52:39
  aligned. He's not.
• 52:40
  He doesn't need to pay tuition like you need to pay tuition
• 52:42
  today. That's really the reality.
• 52:43
  Yeah. So you may have to.
• 52:45
  Educate. That's also a good point, but
• 52:46
  he's not. I don't know how much more money
• 52:48
  he actually. He his lips are not.
• 52:50
  I make $1,000,000 a year. Do you know?
• 52:53
  Do you know? Our mind frame there are.
• 52:54
  Totally different like that. By the way, there are you know,
• 52:56
  that's why one of the most important questions when you ask
• 52:58
  a sales this person, which I'm going to admit that of course
• 53:01
  they're salespeople by their trade.
• 53:04
  I'm just branding them better, right That if you one of the
• 53:07
  first questions I asked them, why you doing this to me?
• 53:10
  If one of their answers is not because I want to make a lot of
• 53:12
  money, then you're in the wrong business, correct.
• 53:14
  So I always look. Forward.
• 53:15
  Ask the question to that guy and see what happens, is all I'm
• 53:18
  going to say. That's all.
• 53:19
  Yeah. So go back to that and I want to
• 53:20
  I want to point out one more because we are bringing up this
• 53:22
  topic and like you said, it's such a wide topic, so many
• 53:25
  people relate to different. Businesses, yeah, how I know
• 53:27
  nursing home operators that have this challenge with their
• 53:29
  marketers, that's right, vendors that have this challenge with
• 53:33
  their sales reps and marketers and many different facets of
• 53:37
  different businesses that have. Ask yourself this question, but
• 53:39
  don't answer it out loud, OK? How often do you really
• 53:43
  recognize and reward him to his level and his needs?
• 53:48
  Not what you could do or should do.
• 53:52
  What a great question. But don't answer that.
• 53:54
  You know what? I appreciate you saying not to
• 53:55
  answer that. Yeah, because we can go into a
• 53:57
  podcast of five hours just. To a rabbit hole.
• 54:00
  Rabbit hole, right? One of the best questions I was
• 54:03
  recently educated to When you go to a review with your boss,
• 54:08
  you're sitting down with them and you're saying I want to
• 54:10
  raise right. I have more value to me than I
• 54:13
  have this year than I had last year.
• 54:15
  Is the advice that I was given and I give over to a lot of
• 54:18
  people is how can I get to this path that I want to get to in
• 54:22
  the next two years? That's the question you should
• 54:24
  be asking an employer when you're doing a review for
• 54:27
  yourself. So I think that you should use
• 54:29
  that in reverse. And you ask the guy today, give
• 54:32
  him a call, say, where do you see yourself in tears?
• 54:34
  What is your goals and aspirations?
• 54:35
  So we could be aligned because then you could follow Reb.
• 54:39
  Ellie's here. And I'm calling you Reb already
• 54:41
  because I've learned something from you.
• 54:42
  Yeah, that's my rule. When I learned something from
• 54:44
  you, you're my Rebbe. So Rebbellie.
• 54:46
  Why did I never get the term Reb?
• 54:48
  You never learned anything. There's a reason for it.
• 54:50
  Did you? Never, I just said.
• 54:51
  Not even one thing. In all the 20 years, I've never
• 54:54
  learned one thing. No, no, I'm just an outsider so
• 54:56
  he's happy that he gets my time to sit in the seat and learn
• 54:59
  from me at the same. Time.
• 54:59
  I don't know why I have a hard time calling you Reb Bushy.
• 55:01
  You've learned. You've taught me a lot of
• 55:03
  things, Bushy. I swear.
• 55:04
  Just the wrong things. I've told you the wrong things.
• 55:06
  I've been a bad influence. I'm just going to say, Rebeli,
• 55:09
  the process that you're using with EOS and your consultation
• 55:12
  narrative that you brought to the table from everything that
• 55:14
  you've done over the past two decades is evident and
• 55:16
  everything you just said and the way you responded.
• 55:18
  And I'm, I'm actually in awe of the way you're taking this
• 55:21
  question. I really, really appreciate the
• 55:23
  background and I actually want to learn more about you and more
• 55:26
  about, you know, where you're going.
• 55:28
  And a career in 40 for a change to me is a very big deal.
• 55:32
  I know you're not a show watcher, but one of the my
• 55:34
  favorite shows that I started, like, you know, you want to turn
• 55:37
  your brain off and just watch a good show that keeps moving.
• 55:40
  It's called the Rookie. So it's a good show and it just
• 55:44
  keeps moving. And it's about a guy who in his
• 55:47
  40s at 40s, like I'm done being a contractor for 20 years.
• 55:51
  You know, he was in a situation at a bank and he did something
• 55:55
  brave and he realized I want to be a police officer.
• 55:58
  And as a 40 year old, he's a rookie.
• 56:00
  So that's what the show is about.
• 56:01
  The premise of it, you're like the rookie.
• 56:03
  You're, you're the guy coming into business consultation.
• 56:06
  Like, you know, in the beginning I may have thought, who, who do
• 56:09
  you think you are to start consulting for businesses?
• 56:12
  But now I'm listening to you and I'm hearing the two decades that
• 56:14
  you had and Usher, yes, thank you for teaching me that term. 2
• 56:17
  decades that you had an experience of starting off as a
• 56:19
  salesman. I'm in awe of it and I, I wanted
• 56:22
  to learn more about it. I want to understand that
• 56:24
  process of what you did to get there.
• 56:26
  Like you're a salesman and then you went to the next step and
• 56:28
  now you're doing consultation. What was that journey like for
• 56:32
  you? So before I answer, I have to go
• 56:34
  back for a second because I mentioned the fact of reward and
• 56:38
  recognition of your employees or your salespeople.
• 56:41
  And I think salespeople specifically need it in a whole
• 56:43
  different way than an average individual needs, especially
• 56:46
  those that you want to try to get to drive further faster.
• 56:50
  OK, Michael touched on it and I want to go with it.
• 56:55
  That's the one-on-one reviews. I can't put more emphasis on it,
• 57:00
  how important it is just to get into the room and ask one
• 57:05
  question. How are you doing?
• 57:09
  Yeah, we do those here, right. So very religiously, as a matter
• 57:12
  of fact, right we have. Our own, by the way, prime
• 57:13
  source, thank God, has our own EOS process so.
• 57:17
  We're very big into the review. To that point, every single
• 57:21
  business is running on a process.
• 57:24
  The question do you know it? Do you repeat it?
• 57:27
  Do you tap into it? Do you review it?
• 57:28
  Do you change it? Do you update it?
• 57:29
  Does everybody know what process you're on?
• 57:31
  That's number one. OK, That's going into the whole
• 57:33
  part of systems as humans. OK, The pH DS out there, sorry.
• 57:40
  You say it's 80% psychology and 20% systems.
• 57:44
  My new philosophy is that it's 80% systems, 20% psychology.
• 57:48
  So the whole human is a system. Think about it like your rituals
• 57:52
  in the morning, you get up, you do XY and Z.
• 57:54
  That's called a system. OK, so going back to your part
• 57:59
  that you know, it unravels every single day in a different way.
• 58:04
  And you know, I've done many different types of personality
• 58:09
  tests, strength test thinking, all these different tests out
• 58:14
  there. Colby Disk, Meisbrigg there's
• 58:17
  many others and I'm getting to learn who I really AM and what
• 58:21
  is it that I really love doing. Like I studied Simon Sinek's
• 58:26
  Start with why and build your why for 24 months every single
• 58:32
  week until I perfected my why and I did my research.
• 58:35
  I spoke to hundreds of people to understand how they reflected
• 58:39
  and who they thought I was and what parts of me that they
• 58:42
  really like and even what parts did they not like.
• 58:45
  So, you know, people, people have this thought or notion or
• 58:52
  or concept that I can only learn from someone that has 30 years
• 58:57
  of experience of that factor. OK, so if I'm going to become a
• 59:00
  contractor and I want to learn how to do construction, I'm
• 59:03
  going to go work for someone that has 30 years of experience
• 59:05
  and I'm going to learn to trade from him.
• 59:07
  That's very true. OK, But then you could also
• 59:10
  learn from someone that, let's call it read up about it and
• 59:14
  it's just very curious about it and understands a lot of the
• 59:17
  systems and processes what it takes to be a very good
• 59:21
  contractor. He can't teach you how to build,
• 59:23
  but he can set up the mindset and the framework of what does
• 59:28
  it take to be a great contractor.
• 59:30
  OK, I don't do consulting, so I'm going to go back on that
• 59:33
  work. I don't, I don't like that word.
• 59:35
  Actually, I do coaching. I ask the right questions
• 59:40
  because I try to put myself in other people's situations.
• 59:43
  And yes, I also have two decades of a lot of knowledge, and
• 59:48
  that's why I tell everybody I'm bringing that street smarts and
• 59:52
  book smarts together. And that's why I believe that,
• 59:55
  yeah, my ideal client is someone that is in the age of 35 to 55,
• 1:00:02
  people that are in the areas that have less experience.
• 1:00:05
  Of what it is that I've done or what I've achieved or what I've
• 1:00:09
  overcome. And that's why it ties all back
• 1:00:12
  in the sense to my why. And my why is to inspire people
• 1:00:15
  to tap into the unique ability to be able to help others to
• 1:00:17
  feel fulfilled. Then you ask, in what ways do I
• 1:00:22
  do that? I can do it through hope.
• 1:00:24
  I did it through Culinary Depot. I'm doing it through coaching.
• 1:00:28
  And ultimately, when I turn 55, I hope to dedicate all of my
• 1:00:33
  time to the dyslexia world, to go out there and change the way
• 1:00:38
  of teaching and learning for those that are driven in the
• 1:00:41
  traditional classroom. So that's a goal or a dream.
• 1:00:43
  And just to clarify. So that is a vision.
• 1:00:45
  Oh, it's a vision. That's another category.
• 1:00:47
  That's another category, right? So let's talk about vision.
• 1:00:50
  Dream and goals. And goals.
• 1:00:52
  But let's bring it all together. OK, So what differentiates a
• 1:00:56
  vision and a dream? A vision is where it's really
• 1:01:02
  obtainable to you. You feel like you just need to.
• 1:01:04
  It's a matter of time. It's a matter of repetitiveness
• 1:01:07
  and just doing those things, being consistent and you'll get
• 1:01:10
  there. That and you have a vision and
• 1:01:11
  you see the ending and you see the destination and you're on
• 1:01:15
  that path and every day you're tripping away and you're
• 1:01:16
  tripping away. I feel like a dream is more of,
• 1:01:19
  I don't know if I'm ever going to get that.
• 1:01:21
  It's not really realistic in your mind.
• 1:01:23
  I would love to do that, you know, but you're, you're still
• 1:01:26
  making attempts, but have harder attempts.
• 1:01:28
  You're not really chasing after it.
• 1:01:31
  You were hoping it's going to happen.
• 1:01:33
  Ushi, I think you are running on EOS, by the way.
• 1:01:35
  We should just give you a couple of those tools and terminology
• 1:01:37
  and then you'll be really in my bubble.
• 1:01:38
  That's exactly what it is. I'm just using my logic.
• 1:01:41
  That is the lie, but. You're also using your
• 1:01:42
  experience, your experience. That's why I said to you, I
• 1:01:45
  wasn't joking. And I like that.
• 1:01:46
  By the way, the the terminology of coaching, I'm going to use
• 1:01:49
  that. I'm going to pick that one.
• 1:01:50
  Up and we don't give advice, we spirit, we share experiences.
• 1:01:55
  We share experiences. And we only talk from
• 1:01:57
  experience. Yeah, no, that's very good.
• 1:01:58
  So very, very positive outlook. That's very that a lot.
• 1:02:01
  But she's interpretation of a vision and a dream is completely
• 1:02:04
  aligned with mine. So I love what you just said.
• 1:02:06
  So Ushi, you gave a great explanation to that.
• 1:02:10
  And for me and those that know about us, it's a goal.
• 1:02:14
  So the differentiation is one thing, it's a goal.
• 1:02:16
  Why? The goal has to be SMART, OK,
• 1:02:19
  SMART stands for a specific, measurable, achievable,
• 1:02:23
  realistic and time bound. So that's exactly everything
• 1:02:26
  that you just said in one big word.
• 1:02:29
  So it's a long term goal. It could be anywhere from 5 to
• 1:02:32
  30 years out. And I was a dreamer, OK?
• 1:02:36
  And I moved the needle and understand and tapped into my
• 1:02:41
  unique ability. And who am I really by doing all
• 1:02:44
  these different tests and reading a lot of books and
• 1:02:46
  choosing different paths and different directions that I want
• 1:02:48
  to take my life in, to recognize that this is my goal.
• 1:02:51
  So that's it. It's very simple. 55.
• 1:02:53
  I want to see myself financially free to be able to dedicate my
• 1:02:57
  40 hours a week to help children and teens with dyslexia.
• 1:03:02
  Wow, that's a great goal. I wish I had a goal, as, you
• 1:03:07
  know, as commendable as yours. I don't know if I want to free
• 1:03:12
  up my time so I can, you know, help other people.
• 1:03:14
  Sure, I'd love to help and it's a good feeling to help, but not
• 1:03:17
  all of us are aiming to get to a certain destination that I can
• 1:03:22
  literally just devote all my time to help other people.
• 1:03:25
  Well, he's already in the beautiful.
• 1:03:26
  That's very nice. So he's like, he's also 5% of
• 1:03:29
  that kind of person that has a goal like this the next 10-15
• 1:03:33
  years. Amazing.
• 1:03:34
  And I was never, never goal oriented.
• 1:03:37
  I was never time sensitive or time blocking and I never had
• 1:03:41
  any goals. I worked at culinary for 18 plus
• 1:03:44
  years, almost 20 years, OK, and I've never had a goal.
• 1:03:48
  Starting January, there's no. That, by the way, that's what I
• 1:03:51
  wanted to tap into earlier, which we will in a second.
• 1:03:54
  Oh, she knew she the run. So I know that you have a cut
• 1:03:56
  off so you can get out of here. It's fine.
• 1:03:59
  And we'll finish up. It's OK now, let's do it.
• 1:04:03
  All right, So Stefan, thanks for filling Oshe's shoes in the last
• 1:04:07
  few minutes of his pod. Pleasure.
• 1:04:10
  You were very vital today in our success with the searches and
• 1:04:15
  the facts. So I, I, I want to continue and
• 1:04:19
  wrap this up, but I want to wrap it up properly in really tapping
• 1:04:23
  back into how that transition happened to you.
• 1:04:25
  I am so curious because it's like I said, the rookie
• 1:04:29
  television show is a unique thing.
• 1:04:31
  I'm a big, you know, advocate towards that opinion of that.
• 1:04:36
  This is this is not a common thing that you don't start
• 1:04:38
  changing your career when you're 40, although it happens and KFC
• 1:04:42
  was founded and I'm sure there's a thousand other examples.
• 1:04:46
  I think it's like you're dyslexia.
• 1:04:47
  You're up to 5% or less of people that are embarking on a
• 1:04:50
  journey like this. I wish you a lot of luck in it.
• 1:04:52
  I want to learn from the hardest time that you had in your in
• 1:04:55
  your career, what you've learned from it.
• 1:04:58
  When you were doing the time at culinary and you did not have
• 1:05:02
  your visions and goals and your schedules and so on.
• 1:05:05
  How did that affect you? What looking back now using that
• 1:05:09
  tool, what we could you have done differently?
• 1:05:11
  I want to talk about that journey for a minute before we
• 1:05:14
  wrap up because I'm so curious about a guy who's a salesman and
• 1:05:17
  a company and he's growing and he's developing and good for
• 1:05:20
  you. You've grown over the 20 years
• 1:05:22
  there. Obviously you went from sales to
• 1:05:24
  the. I want to know the titles that
• 1:05:25
  you went to real quick. Can you just throw them out to
• 1:05:27
  me for that? You did sales.
• 1:05:29
  You did. So for that you have to go to
• 1:05:30
  the LinkedIn because over there it's beautiful though.
• 1:05:33
  Yeah, I started off as a salesman, then I LED a sales
• 1:05:35
  team. I was a sales manager.
• 1:05:37
  How many people? A-Team I I LED a team of five.
• 1:05:43
  I oversaw the sales department of about 7 at that point.
• 1:05:48
  Good. Different people take me to the
• 1:05:49
  next. And then the next level was
• 1:05:50
  business development. So it's about new strategies.
• 1:05:53
  And then you move your office to Lakewood or something like.
• 1:05:55
  Lakewood, I was always based out of Lakewood.
• 1:05:57
  I always came, they opened something, a retail store.
• 1:06:00
  I had nothing to do with retail. Retail was not a division,
• 1:06:02
  right? And then I was very fortunate to
• 1:06:05
  be able to multiple different pieces of the business,
• 1:06:09
  different, different, you know, from healthcare to retail to
• 1:06:12
  supermarkets to other, you know, GC contracts.
• 1:06:14
  That's what's amazing. I don't think people realize
• 1:06:16
  Culinary Depot touches. Every single but yeah, there's
• 1:06:18
  13 different channels. I'm like, as long as you're
• 1:06:20
  making food. You know, as long as you're
• 1:06:22
  producing food. We call it from dock to dine.
• 1:06:24
  It used to be so anything. That reaches the dock and ends
• 1:06:26
  up in the dining room. Love it.
• 1:06:27
  We do everything. You had a long career of people
• 1:06:29
  underneath. You that you were managing and
• 1:06:31
  you were leading and you were learning and you were adapting
• 1:06:33
  and you were you're sharing and right.
• 1:06:36
  Yeah, all that for a number of years.
• 1:06:37
  Yeah, all of that. And that that if you want, you
• 1:06:40
  know. If you want to sum it up, that's
• 1:06:41
  a lot of coaching involved, yeah, recognizing and not so
• 1:06:44
  who, who led you then over those two years?
• 1:06:46
  Over those decades, who was your mentor?
• 1:06:48
  For the most part, Michael Lichter was my member.
• 1:06:51
  And, and he was my backbone. OK, beautiful.
• 1:06:53
  He was my internal. He's with you every.
• 1:06:55
  He was internal every day. And and.
• 1:06:57
  We used to. We used to.
• 1:06:58
  You know, sit down and break bread, as they call it, once or
• 1:07:00
  twice a year and just laugh back and say, you know how much less
• 1:07:03
  time we're getting to spend. And then, you know, as the years
• 1:07:06
  went on and we each went, you know, deeper into the company,
• 1:07:09
  but in a different area of the company.
• 1:07:11
  And then you see each other once every.
• 1:07:13
  Two days and you smile, you catch up for 1/2 an hour that
• 1:07:16
  Yeah, all the way to the point where it was almost like every
• 1:07:18
  3060 or. 90 days sometimes there were times that I went like 90.
• 1:07:21
  You're both succeeding in your own ways, but growing.
• 1:07:24
  The company to an enormous place correct together.
• 1:07:28
  It's amazing. You know, I have.
• 1:07:29
  I have one quick question, actually 2 questions.
• 1:07:32
  How long is the process to like do EOS?
• 1:07:36
  Like what is what does it take? Is it a six month process, A
• 1:07:39
  year process? Very good.
• 1:07:41
  So does it work for everybody? Does.
• 1:07:43
  It can you do you have cases? Where it's not going to drive.
• 1:07:47
  So we we have what's called a target market, OK, so.
• 1:07:50
  Who are those people that are right in the right spot at the
• 1:07:54
  right time? So those are companies that are
• 1:07:56
  between 10 and 250 employees. That's how a sweet spot yes EOS
• 1:08:00
  is being implemented for companies that have well over
• 1:08:03
  1000 employees and I have friends that are solopreneurs
• 1:08:06
  that I give them the book and they self implement and they
• 1:08:09
  pick and choose how to do it on their own speed.
• 1:08:11
  Yes there's a proven process. It takes 2 years to roll it out
• 1:08:15
  for the leadership team and then dependently on each company.
• 1:08:20
  Some go faster, some go slower. They push it down throughout
• 1:08:24
  each department and throughout all levels of the company.
• 1:08:28
  It all depends how deep your company goes.
• 1:08:30
  So if you know you have 4 levels, 5 levels, 3 levels, if
• 1:08:33
  you have 30 people, 300 people, you could, you know it takes
• 1:08:35
  longer. So implementing EOS takes a
• 1:08:37
  minimum of how long. Two years for leadership to be
• 1:08:40
  on the. Mindset wow, comfortable with
• 1:08:42
  the tools. Very long time, by the way, it's
• 1:08:44
  you with them throughout their two.
• 1:08:45
  Years I am with them. Throughout the two years and we.
• 1:08:47
  Meet Quarterly. They're paying a monthly fee for
• 1:08:49
  the service, paying per. No, no, no, no, they pay per.
• 1:08:52
  Session with a guarantee that if they don't get the expected
• 1:08:56
  value during that day session, they do not pay.
• 1:08:59
  Wow, that's very, very bold. We provide value first,
• 1:09:03
  compensation second. OK, that's your thing.
• 1:09:05
  That's not EOS. That is EOS.
• 1:09:07
  No matter. Which EOS implementer you are
• 1:09:08
  going to? Got it.
• 1:09:10
  Who starved in the US? Gina Wickman.
• 1:09:12
  Is the founder OK? Don Tinney.
• 1:09:14
  Is his partner all right? And from there, what did they
• 1:09:17
  do? What's Were they the contractor
• 1:09:19
  or were they the? Book readers Don Tinney I don't
• 1:09:23
  know much about SO. I can't tell you, but Gina
• 1:09:25
  Wickman was the contractor. He was in the weeds, which was
• 1:09:31
  well. Driven.
• 1:09:32
  Definitely. Is got it.
• 1:09:33
  So the EOS system in general is a coaching system?
• 1:09:36
  Used for businesses that once implemented, it takes a minimum
• 1:09:39
  of two years to actually affect change within your company.
• 1:09:42
  And every time you come and you add value, you're guaranteeing
• 1:09:45
  that there's going to be value added or your money back
• 1:09:47
  guarantee, so to speak, for that session that you paid for.
• 1:09:49
  How many times do you have to meet throughout those two years
• 1:09:51
  as a minimum? So it's quarterly, it's once 1/4
• 1:09:53
  at the year end. We do twice going back.
• 1:09:56
  Gina Wickman is the visionary part of the E OS Yeah, part and
• 1:10:01
  another thing just to correct that you said because I want to
• 1:10:05
  give the right don't. Worry you can correct me, it's
• 1:10:09
  all good, you will find value. After the very, very first time
• 1:10:13
  that we spend 30 minutes or 90 minutes, So what do you 30
• 1:10:16
  minutes, thirty. You said it takes 2 years to get
• 1:10:19
  the value out of it. So it takes 2 years to get the
• 1:10:22
  implementation. Well, you're going to change.
• 1:10:24
  You're going to see change after the very.
• 1:10:26
  First day we need. What do I need?
• 1:10:27
  Two years for because it's a. Process in regards to.
• 1:10:30
  Rolling out all 20 tools and becoming really, really aligned
• 1:10:34
  your leadership team where it's going to get to at the end of
• 1:10:37
  the two years is what you're aiming for.
• 1:10:40
  Got it. So you're saying that's the two
• 1:10:41
  you did, right? So for me.
• 1:10:42
  Never to come back and for you to be fly solo will require for
• 1:10:48
  12 sessions, right? And but each session you will be
• 1:10:52
  developing yourself from the level 1 to 10.
• 1:10:54
  You're going to get to 2 to 4:00 to 6:00 depending how quickly
• 1:10:57
  obviously you implement and so on, you and your team, right?
• 1:11:00
  So I think on the size of the organization.
• 1:11:02
  The entire organization got it. Are you guys at EOS trained to
• 1:11:06
  help? Throughout that quarter or you
• 1:11:07
  let go, meaning you come in, you say your thing, you rely on
• 1:11:10
  leadership to do their thing for the next three months.
• 1:11:12
  Every implementer handles that a little bit differently,
• 1:11:14
  depending. On what your journey is, pay a
• 1:11:16
  fee to be part of the EOS Club. Yes, we do.
• 1:11:19
  We have a monthly franchise fee and that's.
• 1:11:21
  Why each implementer has to build out his own customer base.
• 1:11:25
  Got it. What are they giving you for
• 1:11:26
  that they give us? Monday morning calls.
• 1:11:29
  Coaching, quarterly collaborations, Metro
• 1:11:36
  collaborations, Support materials, guidance, everything
• 1:11:41
  that I need right to my point earlier.
• 1:11:43
  By the way, you don't call yourself a sales Rep.
• 1:11:44
  Right, I am not a sales Rep, that's why it's called AUS
• 1:11:47
  implement. Right.
• 1:11:48
  And I'm a coach like we have. You're a coach.
• 1:11:50
  We have expense. Advisors.
• 1:11:51
  Right. But ultimately, you're selling
• 1:11:53
  your service, right? Ultimately, I'm selling my
• 1:11:55
  service. Ultimately, people are selling
• 1:11:57
  their service and their marketing is yes and no.
• 1:11:59
  Because let me tell you something.
• 1:12:01
  Yeah. Yes, you always have to go out
• 1:12:03
  short, engage with new people and continue selling.
• 1:12:06
  So you have to have a little bit of that sales recipe in you and
• 1:12:10
  then hopefully you get to a point, point where ultimately
• 1:12:12
  every salesperson would like to get to is where it's referral
• 1:12:14
  based. Sure.
• 1:12:15
  So if you do a great job, you get your flywheel.
• 1:12:17
  And my point was that even the best surgeon in the world needs.
• 1:12:20
  Someone to promote them? Yes.
• 1:12:21
  Right. Yes.
• 1:12:22
  You're always going to need some.
• 1:12:24
  Have to work core values of salespeople where?
• 1:12:26
  Sales were selling, Yeah, I was just mocking Ushi when I was
• 1:12:30
  saying earlier, I still believe that having on a title, on a
• 1:12:32
  business card, an expense advisor, that's really who you
• 1:12:35
  are because you spent two years training in under our umbrella,
• 1:12:39
  now you're an advisor, right? Same with you guys, takes 2
• 1:12:42
  years, correct. And I love for the sales seat.
• 1:12:45
  For those that are on leadership, chief revenue
• 1:12:48
  officer, that's what she's new title.
• 1:12:50
  Oh, that's it. Oh my God, I wish she.
• 1:12:51
  Was here for that that. Is oh, he's going to hear.
• 1:12:53
  Him. Oh, see, you're the look at
• 1:12:55
  that. OK, not he's not.
• 1:12:57
  Director of sales oh she's title is chief revenue officer because
• 1:13:00
  he really. Is responsible for the revenue,
• 1:13:02
  revenue milene. That's a big piece of of.
• 1:13:04
  Of what happens here. I look forward to our 90 minute
• 1:13:07
  review before I let you go this you know, I'm going to ask you
• 1:13:11
  something that we always ask our guests, which is to pick
• 1:13:13
  somebody to be a guest on the next None of your Business
• 1:13:16
  podcast. But I have to ask you and to
• 1:13:18
  finish that journey of yours over the 20 years.
• 1:13:21
  Tell me about a mistake that you made or something looking back,
• 1:13:23
  what you would implement because knowing everything, you know
• 1:13:26
  now, the 41 year old sudden reader coacher, you know,
• 1:13:31
  organized. It's it's fascinating to me that
• 1:13:33
  you've done that at you know, some people have most people.
• 1:13:37
  I'm sorry, Stefan, maybe you can Google how many people have mid
• 1:13:40
  age crisis. Most people don't do this.
• 1:13:43
  Most people, in my opinion, have that the crisis where they have
• 1:13:46
  to buy the convertible or, you know, go to an island that they
• 1:13:50
  dreamed of. So I'm fascinated by that and I
• 1:13:52
  want to learn from that. Please.
• 1:13:54
  You're taking a pause. You're shifted careers, but in
• 1:13:59
  the back of your mind you kept on, You keep on saying Culinary
• 1:14:02
  Depot is still not top of mind, but it's there.
• 1:14:05
  I'm eventually going back in some way.
• 1:14:08
  I pivoted, but I'm pivoting back eventually.
• 1:14:11
  So I'm not I'm not part. Of the organization.
• 1:14:14
  So I'll be an outside contractor to them, similar to what I'm
• 1:14:17
  doing for others. Maybe it won't be the
• 1:14:20
  implementation of EOS because there's a lot of industry
• 1:14:23
  knowledge that I have. No, I'm saying I want to go back
• 1:14:25
  to that you embarked on. A new life right now, a whole
• 1:14:27
  new life. You're a coach, you're all in.
• 1:14:29
  This is what your thing is correct 100%.
• 1:14:31
  I get it. And if I have to, if I have to
• 1:14:33
  reflect back and. It's a long answer so I'll try
• 1:14:36
  to give it in the short amount of time.
• 1:14:39
  Pre COVID I put 90% of my focus in Manhattan and a out of the
• 1:14:47
  ordinary scenario that fell in. Extraordinary.
• 1:14:50
  Extraordinary. Out of ordinary.
• 1:14:51
  It was. It was.
• 1:14:53
  Purely from God, it landed in my lap and I know if you get like
• 1:14:57
  the phone call came in at like 6:30 as I'm pulling up which
• 1:15:00
  wasn't the norm usually I got home like 9:00.
• 1:15:04
  I landed with a contractor in the city that outfitted the high
• 1:15:08
  end restaurants and did a tenant fit out and he was known for his
• 1:15:12
  speed. So I came in and he brought me
• 1:15:14
  into a architect firm and from there we were on track in 2020
• 1:15:20
  to build out 884 restaurants together.
• 1:15:23
  Get out of here, I promise. Not just that, I actually.
• 1:15:26
  Did. 8 with him just in January and February of 2020 and I did 4
• 1:15:31
  in December of 19. I'm sorry, each build out is how
• 1:15:35
  much each build out? Was just about $250,000.
• 1:15:39
  Times 84 * 84 over how many years?
• 1:15:41
  In one year. In one year, that was a.
• 1:15:44
  One year roll out of a new franchise.
• 1:15:45
  I feel like I'm at a wedding now trying to figure out how much
• 1:15:47
  money you would have made. Exactly.
• 1:15:50
  OK, so and, and and and that journey was rapid because a
• 1:15:55
  couple of months later we had another contract lined up for
• 1:15:59
  164 cafes was like a $55,000 budget.
• 1:16:03
  Real small cafes in in lobbies and things like that.
• 1:16:06
  Whatever. And we out to like 8 of them.
• 1:16:08
  OK, so I was on a rapid growth with him.
• 1:16:11
  It was crazy. And I put all my focus and all
• 1:16:14
  my strength there. Matter of fact, I sat in
• 1:16:16
  Manhattan with a driver every single Wednesday because I had
• 1:16:20
  the weekly meetings with him, weekly meetings with the
• 1:16:23
  architect, and then I did all the site surveys that I had to
• 1:16:25
  do for the week to understand what's going on.
• 1:16:26
  This is the customer of all customers.
• 1:16:28
  This was like. My pinnacle This is the pinnacle
• 1:16:31
  this. Was like wow and then COVID came
• 1:16:34
  and everything came crashing down to the point where I'm
• 1:16:38
  still owed money. Wow, there's still restaurants
• 1:16:41
  that I have liens on their buildings that are still empty
• 1:16:43
  today. Yeah, they went out of business
• 1:16:46
  because there was a start up. I have to tell you a lot of
• 1:16:48
  people listening to this so one second so ask.
• 1:16:50
  Me. What did I learn from that?
• 1:16:51
  What I learned from that now being an EOS implementer, is I
• 1:16:55
  didn't have clarity around my vision in regards to why am I
• 1:17:00
  there and how much time should I be focusing there and what
• 1:17:03
  diversity am I supposed to be doing.
• 1:17:06
  Back then, you were putting too many eggs in one basket.
• 1:17:08
  Yeah, I put too many eggs in my bags.
• 1:17:10
  I'll tell you in. Healthcare, at one point I had
• 1:17:12
  1600 nursing homes. Those years it shrunk down to
• 1:17:16
  under 1000. I was letting things go and as I
• 1:17:20
  was building a team, I was building a team for the
• 1:17:22
  Manhattan work, and I kind of left things to slip away.
• 1:17:26
  So going back to it, I wasn't organized.
• 1:17:29
  I wasn't managing my time right. There's so many things I did
• 1:17:32
  wrong. And that, by the way, that's the
• 1:17:33
  sweet spot right there, what you're talking.
• 1:17:35
  About right now, if anyone's listening and is experiencing
• 1:17:38
  this process of scaling, that's what we call it scaling a
• 1:17:41
  company, right, scaling your company and figuring out all
• 1:17:43
  the. Nuances and the moving parts.
• 1:17:45
  Where should I spend my time and prioritize?
• 1:17:46
  Just like life. You're married to your business,
• 1:17:49
  right? You want that to work just as
• 1:17:50
  well as you want your marriage to work.
• 1:17:52
  Prioritize, implement, predict. Yeah, yeah.
• 1:17:56
  Long term goals. Short term goals.
• 1:17:58
  The who's the hows, the what's the where's the when's and the Y
• 1:18:02
  and then. But it starts with the.
• 1:18:04
  YS, I'm with Y, Yeah, I'm a big Simon.
• 1:18:07
  I want to. I want to leave this.
• 1:18:10
  With with one point is OK, there are people that know what they
• 1:18:13
  know. There are people that know what
• 1:18:15
  they don't know, like what the market is going to be tomorrow,
• 1:18:19
  right? And things that are not
• 1:18:20
  dependent on you directly. And then there are things you
• 1:18:23
  don't know that you don't know. And as a business owner, I think
• 1:18:27
  you have to spend a lot of time in the area of uncovering the
• 1:18:31
  unknown unknowns because the more time you spend there, the
• 1:18:36
  more fortunate you could be in spending your time wisely and
• 1:18:41
  things like that. Very well said.
• 1:18:42
  By the way. I've had that feeling and
• 1:18:43
  thought for a. Long time in my life, I think of
• 1:18:45
  it spiritually also and talking about the unknown, of the
• 1:18:49
  unknowns. I don't know what do I not know
• 1:18:51
  about the afterlife, Heaven, Messiah?
• 1:18:53
  Should I know about it? Should I not?
• 1:18:56
  Is my life better if I Start learning about it?
• 1:18:57
  Is ignorance bliss? You know that whole question.
• 1:19:00
  But anyways, everybody should go down their own journeys.
• 1:19:02
  So we're going to wrap up. So you want to reflect in good?
• 1:19:08
  Give us a good. Guest before you go.
• 1:19:09
  So a good guest would be a. Good guest for us on the night
• 1:19:11
  of your business. Did you have a good time?
• 1:19:13
  I had an awesome time and sorry that we did.
• 1:19:15
  You learned something I. Learned a lot.
• 1:19:16
  We learned a lot. I learned a.
• 1:19:17
  Lot and Stefan here and is definitely great.
• 1:19:21
  You filled that seat very nicely.
• 1:19:23
  Asking a couple good questions. I like that.
• 1:19:26
  Anyways, look, you know, I learned a lot from this and like
• 1:19:29
  I was telling Maishi earlier, and the fact is that we are on
• 1:19:34
  this journey together with this podcast.
• 1:19:36
  Our hopes is that we're helping people grow in listening and
• 1:19:40
  learning from people's journeys and their beginnings and where
• 1:19:43
  they are now and where they hope to go in the future.
• 1:19:46
  I think we got all that out of you today.
• 1:19:48
  We know where you came from. We know where you're at.
• 1:19:50
  We know where you want to go and that is amazing.
• 1:19:52
  Congratulations to you on everything you've done and I
• 1:19:55
  look forward to big, bold, great steps from you throughout the
• 1:19:58
  next 14 years of your business career for you to be able to
• 1:20:03
  have your vision, your dream and your goal implemented.
• 1:20:06
  There was one more I'm missing. There's a fourth.
• 1:20:08
  There's a vision goal, and then there's a.
• 1:20:12
  Dream and that's it. Right, those those 3.
• 1:20:15
  OK, I want you to know, by the way, in closing, I don't have a
• 1:20:18
  bucket list. I have a five year list.
• 1:20:20
  I've always had it for years. I don't want to look forward to
• 1:20:22
  dying. I want to look forward to
• 1:20:23
  living. I want to thank you for joining
• 1:20:25
  the podcast. I want to thank Prime Source
• 1:20:27
  Productions again for having such a great team behind us and
• 1:20:31
  making this journey so easy to happen.
• 1:20:33
  Stefan. Wow.
• 1:20:35
  Stefan, like I said, you fill that that chair up very nicely.
• 1:20:40
  So that's a wrap. Thank you for listening,
• 1:20:42
  subscribing, commenting, getting involved.
• 1:20:44
  Thank you Prime source and see you next week.