Bedros Keuilian Podcast Show - Inside Look : The LTD Instructors

Episode Date: January 25, 2022

Steve Eckert and Ray “Cash” Care join together just 1 day after conducting a wildly successful LTD Program, where instead of 1 team with a team of employees, good friend Sharran Srivatsaa brought together around 30 CEO’s and Owners of varying businesses and industries. After such an event, they had to get together to talk about it!    The LTD Program is more than just enhancing you and your teams efficiency, communication and profits. The LTD Program is here to teach you how to maximize your life around your business as well. How does your business affect your family’s collection of experiences? How does your attention to your fitness affect the business? What does work-life balance look like? And how to dominate it and not just check boxes.   Tune into this episode and if you’re a business owner, with a team of 6 employees or more! Find out how The LTD Program can guide you to fulfillment, higher profits, and a family of employees not just a group of employees. 00:00 - Introduction 01:01 - LTD and the objective to help teams improve communication, problem solving and vision building 02:42 - What was a common string among the group of CEO’s and Leaders you experienced in the last LTD Program? 06:01 - What makes a great leader on the battlefield and what is key to transferring that to business? 12:02 - What's the difference in actions between an effective leader and a poor leader? 14:24 - How would a Navy SEAL make up a great team? 17:36 - How important clear vision is to a leader and team 21:10 - How does one address a team member no longer fitting into the mission? 27:43 - When's the right time to fire someone? 29:06 - What is the right type of culture in a company? 33:26 - Why you should live congruently as a leader 37:43 - Is the LTD Program like going through The Project? 38:46 - What does a 1-day or 2-day experience look like for an LTD Program? Connect with Ray Care https://www.instagram.com/raycashcare/ https://www.raycashcare.com   Connect with Steve Eckert https://www.instagram.com/steve.eckert1/ https://www.linkedin.com/in/peakphysiqueny   Connect with Bedros Keuilian : Instagram - https://www.instagram.com/bedroskeuilian/ Facebook -

You can have a $10 million salary, but if you don't believe in yourself and you have no family value, really your net worth is nothing. Hey, welcome, friends, to another Empire show. My name is Bedros Kulian, and this is an inside look. And today we're going to talk about something really awesome. It is going to be about leadership, but not the type of leadership that takes place on the sports field or in the battlefield, but actually in the business field. And you're going to see that there's a lot of commonalities across the three fields, sports field, battlefield, and business field. but you're also going to see that if you're an entrepreneur and you want to lead your business to greater success, there are very specific things you need to do that only pertain to business and entrepreneurship. And today we've got some awesome guests with us. You guys know who they are, Steve Eckart and Ray Cash Care.

They're not only co-instructors with me in the Modern Day Night Project, but we have a separate business together, and that business is LTD, leadership and team development for corporations, big businesses, and for entrepreneurs who want to scale their businesses faster and break through the limiting minutia that is created by ineffective teams through poor communication, poor problem solving, and poor vision building. So what that said yesterday, we did an awesome one-day experience for about 35 CEOs and founders of 35 different. companies and oftentimes when LTD is doing something like this it's usually for one company and they'll be the CEO and the second or third in command along with the team their employees but this was really cool we were able to get 35 or so CEOs and leaders together of different companies and really

pouring to them and show them all the different blind spots that they might have that's limiting the growth of their businesses just curious what I wanted to do was bring you guys in here into the studio the following day while everything's still fresh so that we can speak into all of the leaders and CEOs and business founders who listen and watch The Empire Show and really be able to take away a lot of the knowledge and wisdom that we shared there.

And so as you guys were interacting with those 35 or so founders and CEOs of big businesses, they were there from real estate to marijuana farms, I mean it was a cross, board what were some commonality Steve that you saw in terms of problems or bottlenecks they were having in their businesses well first thing it was awesome the dynamic to get all business owners together the whole different dynamic than when used them we have all the different rank structures in there you know the hourly employees sometimes come with the CEOs this time is

totally different so it kind of volitiated what we're doing that we were able to impact all these high-level individuals and there are some very successful business owners there so that was the awesome dynamic that we never really had before with with the group but it seemed the common struggle that they're having, especially at that level, is we'd ask them a certain question on communication and to rate themselves.

They would give themselves a 10 or a 9 or an 8 even. But then as we say, wait, I don't want you to rate yourself and tell you explain how I want you to talk about communication. And we say communicate with your team, with your peers, with your subordinates, with your staff. And they're already start writing, no, no, no, don't write down your score yet.

What about with your wife, with your spouse, with your community, with your kids, and you'd see their shoulders would sink. They'd scruple out their score, and they'd put a whole different score, and then we would have a deep-dive discussion to it. So they're focusing on one area and then sacrificing in another area of their life, which that's affecting their business 100%. So it was a huge dynamic to getting the personal side, the family side, connected with the business side.

Yeah, that's a really good observation, because I was talking to a gentleman who owns a big financial fund that he raises for apartments outside during that lunch break. that they had. And he mentioned that piece and he said, I realize that everything that I dropped the ball on on my family in terms of communication and leading my family bleeds into my business. And I was like, are you saying that how you do anything is how you do everything? And he goes, yes, exactly. And that is very true. Like anything we do from the way we, our head space, our emotional space, our physical health, the way we communicate with friends and family bleeds into our business.

you can't go, well, I'm going to be a great communicator in business, but then I'm just going to be a lousy and emotionally constipated communicator with friends and family. Those things don't make sense. They had some breakthroughs on it because even on the family, we had them score themselves on family. Then, even then they're putting eight or nine. And then you say, well, they think it's an eight or nine because, oh, I'm providing for my family. There's a lot more to your family than just fucking providing for your family. There's how many experiences you're actually creating? How many times are you sitting down and being present with them and intentional about the activity? you're doing with them and then again crossing out the scores their their mindsets were almost

warped because there's such high high performing individuals that in business that it just they thought they were all in this one area and then they had to be so that's an interesting thing because you could be a high performer in business but be unsuccessful in life and at the end of day if we're trying to become successful people not just successful in business but successful in life, then you've dropped the ball if you're, let's say, making millions, absolutely profitable. Your company's hitting the Inc. 500 list one year after a year. That happened to me, by the way. Year 2014, 15, and 16, yet I felt like I was completely dropping the ball on the other side. And there is a sense of balance that has to happen, and it's easy enough to do.

Shifting gears, obviously, both of you were in the military as a Marine and a Navy seal. I'm curious, Ray, maybe you can lead off on this. Leadership and battle. What makes a great leader on the battlefield? I'd like to hear from you first. Yeah, so traits of a great battlefield leader is someone who leads by example. They have to step up and they are setting the tone for the men or women, wherever that battle may be. They're also amazing listeners.

Some of the best battlefield team leaders I've worked for will listen to their troops 24-7, and they will take that information in, and then it's up to that leader to decide what they're going to do with it. And a great battlefield leader is humble, and he's three-dimensional. We've been talking about it all day, right? You said, you know, a lot of these leaders that I see, just because this is the way it's been done means it's the right way. Great battlefield leaders are three-dimensional.

They think outside the box, and they learn from their mistakes. And that is a trait that is dying these days because so many individuals, just like on the battlefield and as they grow through the corporate level, that ego gets in the way and they think they get the blinders on. And that's what we showed them yesterday is that there are so many different ways to skin a cat. And Steve hit it right on the head. First thing we ask is, how's your life? I make a gazillion dollars.

That's one-dimensional. Battlefield, business field, home field, right? The battlefield is the internal struggle. The business field is at work. That's great. And then the home field is, how is the home life? And every single time, Steve and I do these courses, we speak thousands of people.

They all, all these CEOs say the same thing. What do you mean? This is a business seminar. No, this is a life seminar. That's the difference. That's what we're bringing. That's what great leaders do. They implement everything that they've learned

in all three battlefields. of their lives and they incorporate it to whatever that current battle is they're doing. Steve, how about you? What makes, what are the inherent traits of a strong battlefield leader? We could say to things like decisiveness and you know to make instantaneous decisions

and as Ray said to learn from their mistakes. That's really what decisiveness is. How do you get, you can't say, all right, be decisive. How do you get decisive by learning from mistakes? As Ray said, how do you learn from mistakes? By taking risks, making bold moves, taking action, putting yourself in the fight,

and make a mistake fucking up, failing sometimes. And what does it take really? The overarching is just courage. If you think courage, that's what decisiveness is, is to have the courage to jump in. How do you make a quick decision? You can't do it without courage. I think courage is probably the overarching thing,

especially when you're talking about the battlefield, but transfers very easily over into the business. Yeah, yeah, well said. In fact, during the business segment of it, when I came downstairs to speak into these 35 or so leaders, It was pretty neat to see that by that point, I think it was like maybe a couple hours in, you guys had already worked with them. They had a greater understanding, for example, of listening versus hearing, right?

Listening is understanding what the person across from you is saying. Hearing is you hear words, but you're just waiting to talk. And so I was guilty of this long ago. Look, in the battlefield, if you're not listening, you're just hearing, it could cost you your life. I imagine. I've never been in battle. I've never been in the military, but I could only imagine that. And in the business field, it can cost you market share. It can cost you a ton of money. It could cost you broken relationships with vendors or business partners or great opportunities. And here's an example. Many, many years ago, I felt like, I think there's an example of someone who's new into entrepreneurship. When I see you, within your first five or six years, you're still a puppy as an entrepreneur and as a business leader.

And you think that you're supposed to have the answers to everything, the answers to what should the product cost, what should the web page look like, how should we structure the pay structure for our employees? And you think that you're supposed to have all the answers to the problems. In fact, I learned long ago that all I know is what I know. yet I've got a team of 20, 30, 40, 50 people across from me who work with me, and I've yet to ask her opinion. And a great example was shown to me a couple years ago, Lauren from upstairs, she had just taken upon herself to start marketing the FitBody Boot Camp locations on Pinterest. She had gotten permission from our VP Bryce to start marketing FitBody Boot Camp franchise locations on Pinterest.

and we were getting 4x the return versus on Facebook. So on Facebook for every dollar we spent, we got $2 back. On Pinterest for every dollar we spent, we got $4 back. Now, had they come to a L10 meeting with me, a level 10 meeting with me, leadership meeting, and pitched me on the idea of marketing on Pinterest,

let's say eight years ago, the old me, I would have been like, I guess stupid. All Pinterest has is like pictures of cakes and outfits for kids, and all this stuff, right? The new me is like, listen, you're always going to have a budget to play with, to go and explore with.

And I want you to test with it and come and tell me the outcome. By listening to my team, who's actively engaged in different social media platforms, who's actively engaged in the cultures that exist out there, they were able to get us Forex to return on every dollar through Pinterest, but if you had asked me,

I would have been hesitant to try Pinterest at the time. So it's a great example of the old, me wouldn't have listened and would have said that's a waste of time, just divert the rest of that money here on Facebook or YouTube, where we really monetize well. And so with that said, what do you guys see is, what do you see that the best leaders do well that ineffective leaders don't, Steve? I think the first thing is they, well, first you said is they subdued their ego a little bit. They realize they don't have all the answers. And even if they might know the answer is not give the answer right away because then they're doing a disservice to that person right there.

They're not developing that person. So same as in the military is developing future leaders. That's a force multiplier. That's what allows you to then have that speed of action and violence of action right off the bat is if you're developing other leaders, you don't have to do everything yourself. If you have to go up the chain of command for every answer and then wait till comes back down to you, by the time you did that, you're overrun by the enemy. Now, if you have a force that at any level, they know their authority of delegation that

they can do because they've been trained and taught that way, and they can make a decision like that, they could overwhelm that much larger force, same thing in business, the same way. So it's really developing future leaders that think is the number one thing they do differently. And that takes them to subdue their ego because they think they could do everything better than everyone. And they probably could do most things better than everyone, but I'm guessing you can't run a Facebook ad

better than the Facebook ad people, right? Pretty sure you'd suck at it compared to going on the computer and do all that stuff. So it's to say, all right, you could go figure it out and you could do it yourself if you want to. And you might do a decent job at it, but to say, all right, I'm going to find someone who can do this better than me. That takes a big hit to some people's ego

because they're the, they probably start off. by themselves doing everything alone to start handing off that stuff to delegate so that they can elevate and that's the only way it's going to happen that's a really good observation and if we know that the things that winning founders CEOs and leaders do who are winners are to delegate and empower and build other decisive leaders why aren't more of them doing that I think because of that They don't want to give up power. They don't want to give up control. They think they're going to lose money,

and it comes back to a foundation of not having enough trust. When we can say what makes a good team, we can say trust makes a good team, but really what makes a good team is the good leader because he's one that's going to develop trust amongst the team, so they can't say, all right, we're stuck in these different silos. We're stuck on the, and all adversarial. The leader is going to make them think it's us versus them,

not us versus them. You know what I mean? That's what a leader's going to do. was pull them together in that same way. Yeah, that's a really good observation. Ray, what makes a good team? Like if someone is starting out in business and they're reaching that point

where they're like, man, it's just me and my wife right now, but I think we need to start really doubling down on ourselves. We want to start hiring people. Yep. Listen, when I started, I would hire someone and I would say, this is your job, not explaining what the entire mission of our business is, just this is your job.

And I felt like they were working in a silo. Then I'd get upset at them when they wouldn't do their job. Right. So what makes a good team as you begin to scale and hire employees? Well, obviously, first thing you understand is what I feel the acronym of a team really is, and that is trust, effort, attitude, and mission, right? Whether you're the CEO, or you're the first guy, the newest guy on the ground,

you've got to understand that. It starts with this. You have to trust yourself, trust in the mission, trust in the vision, right? So you need to make sure that that message, whatever it is you want as a leader, is coming across to even if your wife and your employees. effort, a good leader does not have employees that work for them. They work with them. So how do you do that?

I don't believe, and a good leader doesn't believe and give in, I don't want 100% of what you got. I want everything you've got, right? Attitude, it's as simple as this. You have to show up every day with a great attitude. You told me once that nothing will open and close a door faster in this life than a good or bad attitude. You have someone with a bad attitude, it's contagious, it's a cancer, it needs to go away. And then M, as a good leader, there needs to, you need to be, to be a great leader, you have to be a master communicator. And the mission has to be embedded in everyone's DNA.

And that's whether it's physical, mental, emotional, social, spiritual, and financial, whatever your mission is, your team needs to understand that. Your team needs to understand that you have core values. If you don't have core values, if you don't have principles, then you're not going to develop the right team because you're going to have a bunch of individuals that are doing. their own thing, right? Leaders, they choose, right, in the business world, hire slow, fire, fast. Well, guess what? We have the same thing in the SEAL teams. There is a process to become a Navy SEAL, right? We weed out the week and then we weed out the strong. I only want the best on my team. And when everybody comes on my team, they know exactly what my vision, my mission, my values, and my views are 24-7.

And a great leader will do what we do in the SEAL teams. They will have what we call, and I'm using these acronyars, after action reports. I believe in having them weekly, monthly, annually. If something changes with you, because you're ahead of the game, these leaders are seeing other things that maybe I'm not, we need to be informed of what's going on. So the communication, the transmitting and receiving, that is what's key. the best leaders I have ever worked for, worked with, have been amazing communicators.

I know what's going on at all times. Right? And that's how it works. They tell me what they know, what they don't know, and when they will know it. There's no time for deceitfulness in a company in life or in your team. Yeah, true enough. True enough. Let's talk about as you build that team.

I mean, you said something. You said, you know, trust, effort. attitude and mission. Yes, sir. Get it. And then of course, I talked about the vision. And in fact, I remember asking the lady up front, and I'm not here to pick on her,

so I'm not going to call her name out. But I said, you know, we saw her name, and then she was a CEO of a pharmaceutical-grade marijuana hemp manufacturing company. And I said, hey, what is your goal of your company? She said, I don't know if you guys remember. She was to change the world. I was like, oh, cool, cool. By when? She's like as soon as possible.

Like well there's like a whole bunch of people on the world, right? And so she realized very quickly well our goal is I said can you be more specific to change the lives of a hundred million people okay still as soon as possible I go because if I work for you soon as possible might be in five years like a hundred million life changed to me is five years from now. This guy might think a hundred million lives changed might be a year from now. You as a lot. You as a lot of life changed. You as the founder, 100 million lives changed, might be three years from now. So we have three very different views and the leader is not aligned with the two employees. She's like, dude, you're right. And so I gave the example of when I first started FitBody Boot Camp, anyone would ask me,

like, what's your goal of Fit Body Boot Camp? We're going to have a bunch of locations all over the world as soon as possible. Like, that was not a clear vision for my team members at the time I had about eight, nine team members. And therefore, I was constantly frustrated with my team. we've got over 50 people in the building here. And everyone knows that our goal is 2,000 locations by the year 2025. And that means if that's our vision, and a vision is always about what you want, when do you want it, and why? The why piece. And as I shared that with them, I just saw so many people writing that note down because your team, your employees at the end of the day have to buy into the why.

The why for Fit Body Boot Camp is that we want to have six million people every morning working out at a FitBody Boot Camp location and changing their lives through. workouts, nutrition, and a positive mental attitude. And so now if I'm looking for new employees to hire, I go, hey, here's our vision statement. Our vision statement is we want 2,000 Fit Body Boot Camp locations by the year 2025 because we believe when we have that, we'll be changing, impacting 6 million lives every single morning through fitness, nutrition, and a positive mental attitude. Now if someone's like, that doesn't interest me, dude, don't get on board on my company because you're just not going to work as a team member.

You're going to work as an employee. And then we defined what an employee was, which is an employee, clocks in a little late, clocks out a little early, and does the bare minimum to maintain employment. Whereas a team member knows what the mission is and plays ferociously with the other team members to win. Like, that's a very big difference. And so, anyway, she had that aha moment, and I could see how everybody was writing down their vision of obviously what they want, when they want, and why they want it. And then I said, when you have that vision, it speaks to the M in terms.

team, which is the mission, their daily mission. Like we know we need 34 EOIs in to this building every day, expression of interest forms, applications in for potential franchisees to hit our goal. So if we're not getting 34 applications a day, we're behind schedule. And so all of a sudden, they were like, holy crap, I get it. You can take your big vision and break it down into little edible chunks on a daily basis. And now that makes it more tolerable. And so that said, we talked about attitude and listen we've all done it we've hired people they come in with great attitude or they interview well with great attitude but then you realize very quickly they tank or they've been awesome in terms of great attitude but all of a sudden there's a shift in their

attitude or their demeanor and they're no longer a good fit how do we deal with people in a business as entrepreneurs with people that have this they were once a good fit and now they're not I think sometimes it has to do with the leader, right? The leader comes to workshops like they came to yesterday. If those leaders go back to their teams and don't take all that information and install and download it into their teams, they're going to keep leveling up. It's like a marriage, right? If you level up and your partner doesn't, there's too big of a slope in there, they can't keep up.

They need to take them along for the ride. So I think they develop, they'll read the personal development books. They do all, they get the coaches, they do all this other stuff. But maybe then don't pour it into their team. They're just holding all that information and knowledge and wisdom hostage in their head. And the team's getting left behind. So you still like, we always say, take accountability. Always look at the situation.

How can you blame yourself? How can you blame the leader? What could the leader have done better? That's not always going to be the answer. I think that's one of the first answers. The next thing would probably be building personal relationships with them, getting to know your people, know what are their goals? What are their hobbies, interests?

What are they looking to achieve in life? And how can you help them get that through the career that they're in now? How can those be combined and put together in that person's goal? And then I think the third piece is letting them know how their piece, their job, no matter how small they think their role is, how does it fit? That big vision, that last part of the vision that you said, that's way up here, that higher calling. How does that, all right, I'm going on this website and I'm doing this email and I'm editing stuff on an email all day. It's boring. No, because, and you retrace the steps. How does it lead

to that big picture? How does every single role fit into the big picture of what the vision is? Yeah, that's huge. You know, I want to add on that, something I say in one of my presentations is the more you know, the more you'll grow, right? Developing, a great leader develops great corporate culture. We talk about having that open-door policy, and you know as well as I do, you run a huge company. And you can say that, you're a very personal person. But if I'm new, I am not going to go up to the CEO of $200 million company and say, sir, I have a problem going on. So there needs to be SOP standard operating procedures and rules that are put in place, because if I see somebody, like if Steve is working, he is a eight-cylinder machine, he's always grinding,

and all of a sudden something's off. I hope we've developed that type of relationship because as a good leader, I'm investing in my troops and my teams on the battlefield, which is at work and then off, right? Doing activities together, so we get to know each other. And then as we get to know more about each other, we get more comfortable, right?

You and I have developed a relationship. I've talked to you offline about some things that most employees would not talk to with giant CEOs, but we've developed that relationship. Now, there should be a chain of command. People work for people. And it's not just your job. It's not just a CEO's job to know every single person's roles and types of their behaviors. It's the people that you put under you. Everybody should know everybody's position. In the SEAL team, when you're in a patrol, you know the guy in front and the guy in behind you's position. Same thing in the Marines. So the more you know about people, and that's why, you know, I know you're a big on that, doing the off-site activity. people get comfortable with each other. So if I'm more comfortable with Steve, I could come to him and say,

and I see something's off. Hey, Steve, you got a second? Yeah, I noticed you've been off a little bit. Hey, is everything good with the family, the fitness, the finances and faith? Right? We break it down? Yeah.

Right, because that's my four non-negotiables. But then, if it's not that, hey, maybe it's at work. Is it a teamwork problem solving leadership and communication problem that you're happening with someone? And you as either a CEO or a manager or just a peer, can dissect that problem in minutes as long as you have that corporate culture and that relationship with somebody, right? And that's how you get things solved, right? Problem makers, problem solvers. That is problem solving so that the machine, the big machine, the Fit Body Boot Camp, the LTD, can keep moving. That's a really great way to break it down because I drew the trust pyramid on the marker board yesterday. If you draw a pyramid and you stack three words in it, four words in it,

the foundation word at the very bottom of that pyramid is trust. When a company has trust, then they feel safe. They don't feel like the threat that, like, gosh, if I'm working for Steve and I don't trust him because he's proven to me that he's erratic in his emotions, if I don't have trust, I'm not going to have the next step, which is conflict, healthy conflict. In all business, there should be healthy conflict. If you're a leader and you find everybody just says, yes, sir, yes ma'am, and they're all just yes people and not pushing back and giving you some conflict and not challenging you,

there's probably a trust issue. The foundation is trust. And then you have, if you have trust, you will have conflict, healthy conflict. If you have healthy conflict, it means you have good communication. You have good communication. There's problem solving. And problem solving is what leads to results, the fourth thing at the top of the pyramid. But at some point, as you said, if you don't have that interpersonal relationship with people, you haven't invested in them by working out with them, breaking bread with them. Like, I take some team members, we go out surfing. Others, we go shooting guns with.

Others we work out with. Some Tuesday nights, we roll at the gym. And others who aren't into any of that stuff, I'll go have coffee with on a weekend morning before I go to the gym, and it's just a little bit of time of getting to know them well ahead of any problem coming up. Because I realize we're all human. Some problem's going to come up.

And if I need to speak to them, or if any of my other leaders, need to speak to them. They've built that level of relationship. And they can go to them and be like, hey, bro, what's up? What's happening in those four areas of your life, for faith, fitness, family finance, or in the business area, which is, you know, the problem solving, the teamwork, communication, and be able to dissect it and break it down. But if you don't have that relationship, you haven't built it ahead of time, now you're going to be like, I'm just going to have to write you up. And it's so easy to write people up and then fire them. But you don't know who you're going to get next.

if they're going to be any better, any worse. So with that said, that is a role of the leader is to at least build a relationship with their key people. And those key people, the second in commands, can build relationships with the folks who are in the rank and file so that that open communication happens. But I'm going to ask you guys this, when's the right time to fire someone?

I think once you feel like you've done your due diligence, like I said, when you leveled up and didn't take it, if you know you've taken them along for the ride, you've poured into them, you've done the things that you're talking about, you've done all this stuff, and they still don't, they just don't get it. It's not clicking. That either, they either don't like what they're doing or they're not good if they're doing. Either one of those two reasons, they could be gone, really. If they don't like it or they're not good at it. If both of those aren't happening, pretty much that, that's a sign right there. It's an easy barometer. Or you can even say, other, you could see little grids and other charts that say, all right, they have the skills and are they a skill fit or are they a culture fit? If they have the skills, but they're not fit in the culture, that tells you right off the bat, like you're not, a lot of times, that's not going to

be a good fit. You've already done, if you know you've done the due diligence, now if you've been a shitty leader for all this time and you set those standards and didn't live the standards and didn't enforce the standards, you let shit slide for so long, then it's up to you to try and redo that work that you did. That was your fault. But if you know you've done the due diligence, you set the standard, you live the standard, you enforce the standard, and it's just not working, it's either move them to a different position, coach them up. If you know you've tried all that,

then it's probably, I'd rather, when it comes down to it, I'd rather have an empty seat than a pile of shit sitting in a seat warming it up. Yeah, because that person's toxic and contagious and they will get everybody else around them equally as toxic. To wrap this up, let me ask you both of you, and Ray, you can kick it off first.

Culture. How important is culture in a business or company establishment? I feel culture is one of the key things. foundations that it starts with, just like in the SEAL teams or like I said, the battlefield, you have to have that camaraderie, right? Comerotery is key. There has to be, and there has to be competitive rivalry within the group, right? You want overachievers. So that's where it starts. That is key. It's foundation. And what happens is when you get a pool of just, you know, overachievers and because, again, you told me before, remember, trust effort,

attitude mission. This was when you hired me. I will hire you for effort and attitude. Time. Trust takes time and I will, I will teach you the mission. So if you have those two, those two key components and you apply that, the rest will come as long as they are on board with what you want. And I love it and I see it all the time. We're seeing it. And what's so amazing is we do these groups like yesterday and these questions that you're asking us, we say this to the CEOs of the company. And they're just like this. And then what we do is you get up there and we just open this up and they're like, oh my God, there's more to being a successful entrepreneur than just making money, right? You said as well as I did.

You can have a $10 million salary. But if you don't believe in yourself and you have no family value, really your net worth is nothing. So what we're doing here and what you do is we try to implement what's really important, right? You are more than what you are at work. there's overlapping fields of fire. You are a three-dimensional human being. Bringing your A-game means every day to work, usually to me means you have balance in the outside world,

your life, with your family, and with yourself. Yeah. Well said. Culture. Yeah, I think it comes down to, we hear the term, don't give a shit what anyone thinks about you, right? And that's fine, but I think what a culture is

is knowing the difference of who to give a shit, what to think about you, and who not to give a shit. I give a shit what people like you think about me. That's not being approval-seeking or groveling. That's what I think is culture. I don't want to let either one of you down. And when you're with the team, like Ray talks about all the time.

He could have his seal platoon way out in the distance. He could see exactly who they are just by their movements because they've built that culture. They've gotten to know each of those so well. I always know it's Ray because it's very short. So I know there's Ray right there. Had to throw that in there. This was getting too serious of a show for me.

Dear. And that's how we know there's right. I was trying to be serious on this one. Go ahead. He's getting too serious. I mean, we have to light now. I love it.

Go on. But is that culture of, all right, I don't want to let people down. You want people on your team who would feel like they fail just for letting you down. Not fail because they didn't make money

or just because they let you down. That's the type of culture, I think, and that's how you determine. Who should I give a fuck what they think about me? I mean, who shouldn't? I think that's a skill

and that's a culture in itself, I think. Yeah. I'm sorry, I got it. And when you have good corporate culture like we do, like you've never, I've messed up many of times with both of you, I have. I've been harder on myself than you guys have been on me because I believe in the corporate culture.

I believe in the brotherhood, sisterhood of what we stand for because that's what's key. Especially, you know, when you have that corporate culture, you want to show up every day and give your maximum worth, your effort. into it. And what I've noticed is, is I've seen, since I've been here with you for three years, people have come and they've gone. I've seen people rise. I've seen people fall. And what I'm learning is, is I try to surround myself with the people that are climbing up that and finding out what they're doing. And the one key thing is, is there's that corporate culture. They believe in what you're doing. And they're not just coming here. This is the key. They're not just coming to

punch their time card and work. You know, Steve and I, we have competitions. I took four calls on Christmas Day because I believe in what we're doing here because we are changing lives one human and one business at a time. Yeah, yeah, that's huge. And you know, it's funny to say that because here at HQ, we've gone, we've had bad culture. And when I think back, bad culture has stemmed from me. We've had great culture. And it's stemmed from me again. Because when we had bad culture, I was living incongruently to the leader, the CEO that I wanted to be. And so, as I was sharing yesterday, that guys, if you're living incongruently, in other words, if you expect your team to wake up early and be squared away and show up on time or early

and do their job, well, then you better be squared away. And if you're not, you're subconsciously, there's that whisper back there that says, hey, you're an imposter, you're a hypocrite. You are asking for something that you're not doing yourself and you're living incongruently. And that was me. And you say this all the time in the project. I know we're not talking about the project right now,

but you say this all the time in the project. Rip your face off your fucking face? You also say that, which we do need to address for a moment. Yeah. One of my favorite lines is when Steve says, I'm going to rip your face off your fucking face. It's deep. It's deep.

And the guys don't know what to think because, they want to laugh because it's funny, but if they laugh, they're going to get punished more. And then when I ask them, why don't you laugh, they feel like they did something wrong and they end up getting punished anyway. So it's a no win where the project is concerned. But going back to this, the thing you share at the project that's worth sharing here with this audience in terms of entrepreneurial success is that if you're living incongruently, you say, hey, I could be on the other side of the country and I could do something low down and dirty. and I could get home and my kids would never know but somehow through the universe they'll find out and through carmic justice it'll impact them you said in a more eloquent way you just call me eloquent yeah yeah of all things but first fuck yeah right so but I think there's a lot of truth to that because

when you're a incongruent leader and you feel like you're a hypocrite and an imposter you you hit this news button you didn't wake up on time you said you were going to go work out and you didn't You said you're going to send out your broadcast to your affiliates and you didn't. And then you expect out of your team, your subconscious mind is calling you an imposter, a hypocrite, that you're not going to do it. And that bleeds into a shitty culture. On the flip side, when I started to do everything that I said I was going to do, I checked off every box every morning, non-negotiable, like they could feel that energy.

Like, this cat lives what he like preaches. And I need either fall in line or I need to fall out. And that's how the culture changed. because once I started living and breathing the core values that I really believed in, but was kind of waffling on back then, as soon as I locked that in, man, and became a robot, if you will, we lost, I think, a total of six people in a one-year period who were just like, oh, he's not going to waffle back to that loser of a leader.

He's like, this guy's fully committed now. Bye. Yeah. And they didn't know what you were doing in the morning. They didn't know you were waking up early. It's just somehow your aura of the universe told him. I took a course of Martin Rooney's like 20 years ago and he calls it, it's for personal trainers.

It's in the fitness energy. He just calls it personal trainers, eat your broccoli. Meaning don't fucking tell your clients go eat their broccoli if you're not eating your broccoli yourself. And you're going to wonder why your clients aren't getting results, why you're not making any money because you didn't eat your fucking broccoli.

You're telling them to do one thing, you're doing another. You're telling them to drink water, a gallon of water and you're not doing it. Tell them to go to sleep and you're not doing it. Same thing. Eat your fucking broccoli. Amen.

Well said to that. All right. Last question. I hear this often because when I start talking about LTD, like, hey, if you're a business, you have a team of employees, you want to work more efficiently, you want that team to be able to communicate well, to be able to problem solve and to be able to be in line with your vision, or if you're a leader and you're just like, my vision is unclear, so I don't know how to communicate that to my team. Then I always go, then you need to bring an LTD into your workplace and let us bring your team together

and kind of air out the problems, work through the frustrations, and then, help you become a team that knows how to lead and communicate and problem-solve and really work to win. The thing that I hear whenever I talk about that on social media and my stories is, are those guys going to treat us like we're at the project? And so what do you guys say to that? Absolutely. We're going to be through the mud. There's going to be all kinds of torture chambers. No, it's getting a lot of the same similar takeaways, but it's for the corporate world, for your team. It's getting this really the same takeaway of, all right, work-life balance is bullshit. I don't want to be balancing work.

I don't want to be a balance in my life. I want to be fucking awesome in both. So what LTT comes in is takes your team and we teach them work-life. You can call it work-life synergy or work-life satisfaction, work-life domination, work-life discipline, or even just work-life freaking happiness. Because that's what it turns out to be. It's such a blend of the two every time. We can't go in there to a real estate place and tell them how to sell a house better.

They already know that that was that entry just to get to the position they're in. But we can teach them how to have that work-life synergy. That's going to make them make a shit little more money in the long run. So that's really what we do when we come in. So obviously at LTD, what you guys do, and if they pay a little more, they get me along with you guys as well. There's the one-day and the two-day experience. Right. Talk us through what a one-day experience looks like for, like yesterday, for a group of entrepreneurs.

A one-day experience starts a few weeks ahead of time when Steve. Steve and I take the time to send out a questionnaire. So we want to know from you what's going on with your company. And Steve puts out this amazing questionnaire so we can gather Intel and then crunch it and then know where the problem areas are versus just showing up and teaching, right? So the difference between this and the other courses,

this is not a cookie cutter program. We specifically design it for each CEO. There's no two CEOs on this planet. So once we figure out the information that we need, we come in there and we incorporate and we infuse with any company, the teamwork problem solving leadership communication, and then we use what I like to call our three-dimensional system where we show the individuals

where you might be excelling at one thing, you're not at the other. And what's so amazing about yesterday, you know, we started off in the morning, we do some hands-on experience. I don't want to tell everybody what we're doing, but. Okay, but let's talk about that for a moment. What took place to first hour? First hour.

Was it hands-on or was it seated? First hour. Pugel sticks, fights at a death. First hour, what I did is I take the individuals outside and I do a communication drill with them. I take about 20 individuals. And then what I do is I have them try to transmit and receive. It's a drill that we do. Not only, I gave them five words, not only do these CEOs, 30 CEOs of these giant corporations get it wrong,

they only had one of the words correct. So right there, we then go inside and remember, that was the problem. Then we solve it with breaking down the styles and types of communication. And then after that, Steve, what was the course you did yesterday? After I did my communication course, you did a, no, it was Bezos. You came in, sorry, and you taught about an hour of business, which is amazing, right, at a whole different level. Steve put it, we do, I then taught about team. I broke down the analogy of team.

Steve does an amazing emotional discipline course that, literally, if you haven't heard, it's amazing about the three colors that men and women live in. What else did you do, Steve? You do in another course. What was the other one? The work-life balance. The work-life balance. And the one thing that Steve breaks out that I think is the biggest, I'm going to steal your thunder, is everybody in business, just like me, I'm going to use it. Sorry, has a calendar.

And they have a calendar for everything they do. And Steve comes in every time. I got goosebumps. And he says, show me the calendar for your family. And not one fucking person has one. I was guilty of it. He teaches you how to develop and create balance in your life. And every single person yesterday, you were there.

How many people are guilty? You got to give you credit. I don't do it often. Of not having a calendar for your person. Every hand went up. And when we do this, you actually see the light bulb come on. People sit up. Their posture is better.

And they're like, holy shit, let's hang on. This is going to be a great ride. We have done courses where people have been emotional and cried. And the one thing that we do, whether and we do that in the one day, the two-day course, we get much more involved. But what we do that no other company does also is we want to do follow-ups with companies. We'll do virtual. We follow-up. We've done this for many, many companies.

We want to see how you're progressing. No one else is doing this. Usually when it's done, buy. We don't want that. Let's check in with you, one, three, and six months in a year from now. Let's come back out and tweak you back in and bring Bedros and make you. better. That's what we're doing. No one else is doing this out there. Well, that's good to know because, again, oftentimes I'll hear from people that say, gosh, you know, I know Ray and Steve

bring the thunder at the project, and so I certainly don't want, hey, we put the videos out of the project, but just want to get the clarity that almost 90% of LTD, when you guys come in and do the leadership and team development, it's really about working with their teams and a seated kind of almost school environment, educating them. and then putting them through some drills outdoors, either in a local park, or just moving the chairs and tables away and doing some communication drills and drills where they actually have to work hand in hand together to solve a problem. And I'll finish it off by saying this.

When we first launched LTD, if you remember, we did it for my staff here, for HQ. And then I had Joan send out a survey to my whole staff. Just like, hey, guys, give us feedback on what you thought of this. You know, because first impression, especially with the two of you, it's like, oh, man, they're, you know, rough exterior. They're very scary, very intimidating is what I thought I was getting. And then I was so impressed with those drills they put us through. And when the questions kept unfolding, that how do you feel about the workplace environment now? Someone said, I know we were never like co-workers and employees here at HQ.

I always felt like we're team members. And I kept seeing the word, but now I feel like we're family. And so some of those people I went to and I talked to person, I was like, tell me why you think we're family. One person said it best, Jamie, she said, I had never had physical contact with another one of my team members. Like, you know, one of those drills, and we want to give away the drills,

but it's a little problem solving the drill where it takes two or three people to solve this problem together. They have to kind of, you know, link up arms together to solve this problem. And when you're all of a sudden having physical contact with someone and using your bodies to solve a problem very quickly, and then you're high-fiving, no work environment creates that opportunity. So you want to take your team, your people, from employees to team members to family members because family never lets family down. Now, that was my biggest getaway or takeaway from the LTD training that took place here for HQ. So with that said, how can people learn more about LTD and reach out to you guys, connect with you guys to see which LTD program is best for them?

Sure. Of course, on social media's LTD training is on Instagram. Also just LTDTraining.com is a website. You can send, fill out an application. We'll jump on the phone with you. We do that personally. We get on the phone with you to make sure that you're a good fit for the program. We want to have touch points with every single person that is in contact with us. So we will take care of that personally. Very good. And guys and gals, if you are an entrepreneur, you have a business, you want to break through. the bottlenecks and you want to break through the glass ceiling that is caused by a dysfunctional team, if you will, a team that's not working efficiently. Again, LTTraining.com or just reach out to me on DM and what I'll do is I'll connect you with either Ray or Steve and they'll kind of diagnose the business problem that you're experiencing and they'll tell you exactly how they can

help you fix it so you can have the big breakthroughs and monetize their business even more. So with that said, be sure to screenshot this episode, share it on social media, tag Steve, tag Ray, tag myself. And as always, don't forget to tell your mama. We'll see you later.