Start With A Win - Shaun Rawls: The Cost of Saying Yes to Everything

Episode Date: May 20, 2026

In this episode of Start With a Win, join Adam Contos, host, as he steps into a powerful, no-fluff conversation with Shaun Rawls - a leader who has built empires, walked away from them, and redefined what success truly means.  Shaun pulls back the curtain on the invisible forces shaping how we spend our time, energy, and attention - challenging the habits, relationships, and decisions we often accept without question. Through candid stories, sharp insights, and a few unexpected twists, this episode invites you to rethink what’s driving your life and leadership… and what might be quietly holding you back.Shaun Rawls is the Founder and CEO of Rawls Consulting, a national speaker, and author of F-it-less: Living Without What Holds You Back. Over 25 years, he built Atlanta's #1 residential real estate firm — The Rawls Group of Keller Williams — growing it to 2,000 agents and $4 billion in annual sales, earning him a spot on Real Trends' Top 40 Brokers in America.A Georgia Tech grad, Shaun lives in Atlanta with his wife Jeri and their five kids. When he's not building businesses, he's at the beach, on a motorcycle, or on the tennis court.00:00 Intro02:15 Sometimes you have to get out to start new…04:35 Wanted to write it to be this not reactive!06:40 Skills are to make part of your toolbox not this… 08:35 Key skill – listen up!14:10 Biggest aha on writing a book or not writing…15:40 Four Energy Quadrants 19:35 Willing VS Want.22:30 Where leaders get in trouble a lot!24:40 Make them feel the pain to understand.30:05 Gratitude didn’t resonate with me! https://shaunrawls.com/https://www.facebook.com/theshaunrawls/ https://x.com/rawlsshaun https://www.instagram.com/theshaunrawls/===========================Subscribe and Listen to the Start With a Win Podcast HERE:📱 ===========================YT ➡︎ https://www.youtube.com/@AdamContosCEOApple ➡︎ https://podcasts.apple.com/us/podcast/start-with-a-win/id1438598347Spotify ➡︎ https://open.spotify.com/show/4w1qmb90KZOKoisbwj6cqT===========================Connect with Adam:===========================Website ➡︎ https://adamcontos.com/Facebook  ➡︎ https://facebook.com/AdamContosCEOTwitter  ➡︎ https://twitter.com/AdamContosCEOInstagram  ➡︎ https://instagram.com/adamcontosceo/#adamcontos #startwithawin #leadershipfactory

Because the people that love to do the most important things do the most important things. The people that don't love to do the most important things, pretend to do the most important things. People are so inefficient. They're habitually inefficient. You have to look at it and say, let's look at where you're spending time and who you're spending time with and what that gives you back. Welcome to start with a win, where we unpack leadership, personal growth and development, and how to build a better business. Let's go. Coming to you from Area 15 Ventures and Start with a Win headquarters, it's Adam Contos with Start with a Win. Have you ever hit that moment where you're ready to throw up your hands and just

say, F it, and walk away? What if that exact moment is where your breakthrough actually begins? Today, I've got someone who has turned that crossroads into a transformational framework for living and leading with intention. Today we meet Sean Rawls. He's the founder and CEO of Rawls consulting, a growth-minded powerhouse that invests in people and real estate ventures. Before that, he spent 25 years building one of Atlanta's top residential real estate firms, over 2,000 agents and more than $4 billion in annual sales, while earning national recognition as one of the most powerful people in real estate. He's a sought-after speaker, a season leader, and the author of, you guessed it, F at Less,

which is a fresh, purpose-driven approach to navigating tough decisions and building a life you truly want. And he's also the author of The Energy Quadrant. Master your energy, multiply your life. Sean, welcome to start with a wind. Thanks for having me on, Adam. I appreciate it, buddy. You and I have already had a lot of conversation about, you know, growing business, getting rid of some of the garbage in our lives, really the time wasters and the Effetless type items that you talk about so much. You know, give us a little brief flyover of your background. I know you're really big in sales, recruiting, business growth, leadership, things like that. So how did you get to where you're at today and, you know, just take us through that journey.

Well, I started selling real estate when I got my license when I was in college at Georgia Tech. And I liked it better than anything I was studying. So I agreed that I was going to sell real estate when I got out of college and did. Worked for a little company. And my grandmother was a big agent with Remax back in the day. Cool. And I worked for a buyer's agency company. And I called her one day.

And I was like, hey, I've got this person that will. to list their house. And my broker says we don't do that. We just represent buyers. What should I do? And my grandmother said, well, you should get the hell out of there and you should go to Remax, which is where all the great agents go. And I was like, okay. So I did that and worked there successfully for a number of years. And then I had the chance to, I met a guy who was trying to bring Keller Williams to Atlanta in 1999. And I was dumb enough to start the first Keller Williams office in the state of Georgia, and I grew that to six offices and ended up having, you know, 2,000 agents and doing about $5 billion a year in sales. And we ended up in kind of the top

30 or 40 brokers in the country. And that's kind of my story. That's kind of what got me here. And then I stepped out of operations in 2014. I was running a region up in New York, New Jersey, Connecticut, in addition to our offices here in Atlanta. And that was fine. But I stepped out of operations in 14 and haven't looked back. It's just been fun. I've been consulting and speaking and writing books as you as you mentioned. So awesome. It's kind of interesting. You know, the key components that get people to successful places in business and in life, regardless of the brand you're part of, you know, that it's woven into the fabric of that human being. And if you're going to you're going to exercise those muscles on a daily basis and build upon that, you're going to

find success in most anywhere you go as long as you're finding good talent, you're cultivating that talent, and you're doing the hard things that other people won't do. It's kind of fun. I want to agree with that. So, I mean, it's, you know, you've talked about effortless and getting to this breaking point of, you know, just kind of throwing up your hands and going, I'm going to stop doing the stupid shit. And I'm going to do the things that matter. Why did you write effort less? What was the impetus for that? So, well, when I stepped out of operations, I was, I didn't know what my future was going to look like. And I thought I had all this stuff in my head that I needed to get out.

And so I ended up writing a book that I felt like if nobody else read but my children, I'd be happy that I wrote it. And so it's kind of a book on how to live a great life and what's most important. And the whole effortless concept is, you know, I watched so many producers in our industry. great ones. You know, you look at a lot of people, the biggest decisions they've ever made in their life usually involved them getting to a point where they just said, F it, in the most traditional sense of the word, right? And the problem I had with that is it was reactive. And it was very, if you say F it, I think you're giving up or you're giving into something on some level. And you just, it's a frustrating, just throwing in the towel of sorts. And I thought, what if,

What if F it wasn't a bad word? What if it wasn't reactive? What if you could take it and turn it into something that was more offensive in nature where you were actually driving instead of playing a victim on some level? What would that look like? So that's kind of how the book got written. That's awesome. I mean, I love that.

And I'm a huge fan of, you know, the successful people say no more than they say yes. It's a hard lesson to learn, isn't it? It is. Why do we feel so vulnerable? when we start saying no and just step it away. I think it's a rewire process, Adam. I mean, if you think about growing up, I mean, everybody's got different childhoods and different whatever, but at some level, like, you know, you're kind of trying to figure out how to

succeed in the world and deal with difficult teachers. I'm dealing with that with a kid who's in high school right now and he thinks he knows everything, right? And, well, this teacher's stupid. I was like, well, this part of school is not the test. you take, it's really realizing there are difficult people in your path, and you have to figure out how to deal with that and work around that, because sometimes you don't have a choice because you don't own the company that you guys work for. And yeah, it's just, it's kind of interesting

because I think that we become people pleasers in that process, and some more than others, some are naturally disposed of that, and some just kind of learn as a skill. So I think once you get out in the wild, and you've got all these skills of pleasing people, and realizing that if I please people on some level, I get rewards, whether that's trophies at school or trophies on the field or whatever that looks like. And I think it's a hard lesson to learn to go, that's not as important as an adult as it was growing up. It's a valuable skill, but it's a skill I need to not make a part of my identity, but just a tool in my toolbox. And it's hard. That's an interesting statement because it seems like, you know, we train people.

to be customer-centric. You know, we teach our kids that, you know, essentially do what you're told, which is a people-pleasing skill. For sure. And then we go into business. And then ultimately it comes down to as you reach that executive level, it's about saying yes to less and no to more so that you can focus on, you know, like those one-to-three KPIs or those one-to-three key business drivers.

That's right. So you're, it seems like you're pleasing people less. but you're pleasing specific people more. Yeah, I think the message in business is, you know, if you kind of look at that energy quadrant thing, there's that stuff in the ad quadrant, which you're just good at. And it's a lot of the people pleasing stuff

that's part of your core identity. And it's easy to get lost in that quadrant where instead of where that multiply quadrant is, this is the stuff that actually moves the needle in your business. but if in some of that work is harder and some of that work involves rejection and some of that work involves being more vulnerable and some a lot of things that people aren't naturally good at and so they tend to tell people they're great at it and they love it and then they kind of get lost and wrapped up in that identity process of pleasing the people they work with and not spending the time they need to spend on the tasks that really make a difference in their business all right i want to talk a little bit more about this because i mean this is a key skill in in sales a key skill and, you know, being in real estate, but also just being in life and being a leader. I say no, and I say it nicely to people constantly. I mean, I had a great meeting with a colleague in investment yesterday. And he's like, hey, I got all these opportunities out there. You want to,

you want to meet with this person. You want to meet with this person. And everybody wants to just throw introductions at you. And I'm like, time out. I said, I will let you know when I'm ready for an introduction, and I really appreciate all the effort you're going through. But I have this limited time on my hands every day, and I want to use it for the most effective things. How do we start to transition people into that mode, you know, take your high school or, for instance, and, you know, to be able to say no to their friends. I mean, that's one of the hardest things you can do when you're growing up, but it's one of the most valuable things you can do as an adult. How do we get people to transition that way and not be a jerk about it?

I think it is, I mean, I think there's a hundred different answers to that question, all of which are super important. But I think once you're clear about the path you're on in the moment, like if you look at it and you go, okay, this is great that you do that, Adam, and you say no, and you're clear about your time and you're whatever. But if I backed you up and we were having this kind of, conversation 20 years ago or 25 years ago, you probably weren't saying that. You were probably saying yes more because at that time, it was more important for you were clear about where you were

going and those introductions and those relationships were door openers and opportunities for you. And now you've got to the point where you're, I think our priorities shift at different points in our lives. And if we're really clear about where we've been, where we are and where we're going, because it's always different. Like it's different here now that it was five years ago. It's different five years ago than it was 10 years ago. It's just different. But that's because we evolve.

And the problem is when we evolve and we don't change our priorities as a result of the evolving, we're in trouble. That's a good point. And I think the no thing is I can remember graduating college and I went, you know, I went to school of George Tech. So I'm probably, I'm probably the only person that graduated that four-year institution and didn't get a job. Like, I went into real estate.

And everybody I know went to work for Microsoft, went to Apple, went to UPS, went to IBM. Like, that's what you do when you graduate towards a tech. And all of my friends that I graduated with, like, they were partying on Friday night, and they were partying on Thursday night, and then they were getting up and going to work and hitting their nine to five.

And I was in a seven-day-a-week job. Like, all of a sudden, like, the answer was, I can't go out Friday. And I've got to show property in the morning. I've got a listing appointment. I've got, like, my days or, my work week is seven days a week at 21 years old, and I was burning it. And so it quickly kind of learned that the people that were really important, a lot of the people that were really important me for a while, our values and our priorities didn't align where we were starting out. They got $80,000 jobs to start with, and I got a job that paid nothing unless I killed something.

So it was a, we just had different priorities. And it was, and that's okay. But it's, that's part of growing in life and realizing that and saying, okay, you're awesome and I love you, but we can't hang out for a while. I got to go make, I got to make some money. It sounds like you're writing the energy quadrant right now. Ha! Well, not really, but it's, it's all a part of it, right?

I mean, it's all, it's a, we're all just this patchwork quilt of experiences. Yeah. It comes out. Okay, so tell me, why did you write the energy quadrant and what, you know, let's, let's start digging in a few of those. Energy Quadrants, interesting. I've been teaching it for 20-something years. And when I struggled in whether or not to put it in the book, Effetless. And I ultimately ended up saying, you know what, I'm not going to put it in there. And when I get, when I did keynotes and stuff like that, I'll just, it'll be bonus material to Effitless because it means a lot. And the more I did it,

and the more I kept doing it, the more I realized, this just is so good. And it just needs its own platform. and it needs it doesn't need to be an add-on material. It's kind of the main event when you really peel back the onion and look at it. So that's kind of what drew me to it. And I thought, I'm just going to, I'm going to start playing around with it and see what happened. Because everybody kept saying, when are you going to write another book? And I was like, I'm not writing another book. That was, I'm done.

I'm one and done. And then I don't know. Then I started thinking, this probably should be a book. So I started playing around it. I love it. And by the way, for anybody out there who hasn't written a book, it is a huge freaking undertaking. It is your heart and soul for like eight to 12 months easily. And then that's just the beginning.

We both have a friend in common, Laura Morton, who's amazing. And what is she like 27 New York Times bestsellers or something like that? I mean, it's it's sickening to think of a success that I don't understand. I mean, I just, she's truly unbelievable. And she just wrote Susan Lucci's book, which is unbelievable. But yeah. And when I went to her with the effort list, and I was like, I've got this idea for a book.

Since you're a big author, I'd love to know what you think. And she was like, oh, my God, I love this. And she's like, I'll help you get it off the ground. I'll work with you on it. And I was like, she said, I won't write it for you like I do my other clients, but I'll kind of coach you through their process. And I thought, that'd be fantastic. But my biggest aha with that was she said, okay, so I was like,

so when do we start writing? When do we start, do you want me send you right? She's like, don't write a thing. She's like, I'm going to interview you. She's, we're going to schedule times. and we're just going to interview you. I'm going to interview you for like hours at a time for about a month. And I was like, but when do we write?

She's like, no, no, no, we're not writing it. And I was like, okay. And she's like, well, here's the price. She said, when you write, you edit and when you talk, you don't edit. She's like, so I'm a good interviewer. And she's probably one of the best I've ever, you know, conversationalists I've ever seen. But she would interview me. And we'd have these huge conversations and she recorded them all.

And then she sent them off to her guy. And next thing, you know, he came up with a whole outline and all kinds of material that we could use and all kinds of stuff. And it was like, oh, that was such a huge aha that you start writing a book by not writing a book. But you just, you start talking about the book. Yeah. And so much more comes out of that process. Fascinating. Yeah.

I mean, a huge shout out to Laura. Hey, Laura. I'm sure you're listening to this. It's, I mean, just brilliant, brilliant human being and such a nice person overall on this point. planet. My wife was just out at Susan's book launch with Laura. So they had a blast. Hey, you, you, when you wrote the energy quadrant, give us, yeah, obviously quadrant. There's four quadrants here. Technically, it's the energy quadrants, right? Technically. Take us through those. What are those four pieces? So if you took a, I always do people,

where you take these paper, you draw, you separate into four quadrants. Top left is plus. It's ad. It's your ad quadrant. An ad quadrant is these are the things that you do in the relationships that you have in the environments you're in that add to the quality of your life or business and give you energy. Love that. And you move over to the right, top right, is subtract. And subtract is the relationships, the tasks in the environments that do not add to the quality of your life or business and don't give you energy.

They may not even take it away necessarily, but it may just be a neutral, but it doesn't give you anything. It might take away some, might not. We'll talk about that. But bottom left is multiply. Multiply. If add is good, multiply is great. These are the key relationships, the key tasks, the key environments that you're in that don't just give you energy, but frigging multiply it. It's the cash register for your business.

It's the two or three things that really drive results in your business. And then the bottom right is divide. And it is all the toxic, emotional, crazy distractions, the Molotov cocktails that show up at the end of the day, the deals that fall through, the nasty clients, the just when bad stuff happens and ruins your day, that's, that's, that's, that's the division quadrant. Wow.

So those are the four. And so it's kind of interesting. And when I started looking at, because I consult like you, I consult with business owners and stuff like that. And the line that goes vertical separating plus and multiply from subtract and divide, I call that the success line because I'll have people say, okay, so once we understand and identify, like if you just, if we were going through an assessment and say, okay, give me all the things that come to mind that fall in your ad quadrant, things that fall in your

subtract quadrant. And by the way, the subtract quadrant is the quadrant of tolerance. It's the stuff you tolerate. And it's probably stuff that might have been in your ad quadrant, like we talked about a minute ago, where you just kind of outgrew it. And you shouldn't be doing it anymore, but you're still hanging on. And people will list that, and then people will list their multiply, and then people list their divide. And then I say, how much of your week do you think you spend in each of these quadrants?

And you can do it by hours, or you can do it by percentages as long as it equals 100. And when you look at it, if your left side of that vertical line is less than, your right side, I call that line a success line. And if your right side is bigger than your left side, I can absolutely tell you a business that's not going to, that's not behind on goals, that's not going to help what they do because they're not doing the things that matter the most. And they're spending too much time getting distracted by things that they should be saying no to. So you want to move this success line, you want to enlarge the positive side of the success line and decrease the negative side, if you will. So how do we, and, you know, obviously this time

audit is a big part of that. And I'm a huge fan of time audits. I have a time audit process that I put people through and things like that. You measure every half hour for a week and take a look at it, productive versus nonproductive. And I think that's probably what we're looking at here is a productive side and a nonproductive side. But ultimately, I mean, what causes this nonproductive side? Obviously, there's a lot of distractions we face in life. You know, like people go, I'm, I'm, you know, looking for business. And all they're doing is thumb scrolling on Facebook and Instagram, which is not looking for business, folks.

Yeah. But, you know, what, how do we move things to that productive side versus the, you know, and then remove things from the nonproductive side? What are some of the key points? I've always said that, you know, you look at anybody that's business is successful. And most everybody's walking around. And they're trying to put 10 pounds of poop in a five pound bag. Yep.

Right? So when you or I come to somebody and say, you know, here's what you need to do. You need to put, here's some more poop to put in your bag. The immediate reaction is, I don't have room for, I don't have any more room to do anything. So most people are so inefficient. They're habitually inefficient. And you have to look at it and say, let's look at. where you're spending time and who you're spending time with and what that gives you back.

Because when you look at it strictly from an energy standpoint and you think, what do you love to do? And are you doing it? Because the people that love to do the most important things do the most important things. The people that don't love to do the most important things pretend to do the most important things. So we have to look at it and say, are you in the right spot? Are you doing the things that you're naturally gifted at that actually give you, like make you, you know, I have this whole thing about work and whether, you know, if you're willing to work or you want to work, those are two very different things. Like, you know, like if your wife's willing to go out with you tonight versus she wants to go out with you tonight, those are two different experiences. And when you think about it, like, how much stuff are you just willing to do every day just because it's part of your job?

and how much stuff do you like, man, I'm so excited. I get to do this. I want to do this. I can't wait to do this. That's why in my company, I was like, anybody that says,

thank God it's Friday, we have a problem because that's a huge pet peeve of mine. But it's, I think people need to figure out where you're, where people just need to understand where they're being inefficient, where they're spending their time on tasks. And the problem is it's habitual because they started it. they're probably doing things that they started doing and they were great at once upon a time that was good for them.

Almost like what you and I were talking about a minute ago, like 20 years ago, what you and I were doing every day looks very different than what you and I are doing every day today. Right. So, but if we still kind of ran our life the way we ran it 20 years ago, we would have a whole different outcome and we would be frustrated because there was no alignment with our energy and our tasks and our priorities. And I think most of the world's just running, they're running around and they're just out of alignment. And once you can show them how to get alignment back to that left side of the quadrant and go, you've got to let go of some stuff. And here's what that looks like. Because once you do this assessment and you see, once I go, hey, Adam's a divide for me.

Like I just always thought Adam was a guy I had to put up with because we worked together. But now I just actually put him down as a freaking divide. I'm never going to look at Adam the same again. And now I'm going to look at him like, anytime I spend with Adam now, I'm going to kick myself in the ass because I know better. I've already done this exercise. And he's a clear divide. I need to eliminate that from my life because that's sucking up energy and it's sucking up time. Well.

And I think relationships are actually relationships, I think, where people who are leaders get in trouble a lot because we love people. And we appreciate people that like put in good time and put in good. work and had some great results for us five years ago. Yep. But now they're not moving the needle. We just have this sense of responsibility for somebody, and they've become more and more mediocre over time, that when you look at energy and the time you spend thinking about or covering up for or overcoming somebody's inadequacies or mediocrity, it's shocking how many

people, the relationships, particularly in small businesses, that are really taking their eye off the ball of what their most important tasks are because of the sense of obligation of responsibility for people that they shouldn't be propping up. Right, right. I mean, it seems like, you know, over time we start to give a little more cushion to just companionship and less to productivity. And, you know, there's a balance for it. You know, you don't want to be known as the person that's doing nothing but cracking the whip all the time.

And but at the same time, hey, if we can get a bunch of stuff done together in a really driven period of time, you know, let's be productive when we're together and be those multipliers, you know, that that other time, that companionship and that relaxation time happens. A lot. I mean, it's, it's, you know, I think, I think as a leader, I think growth is your best friend. Oh, totally. I mean, it, it, it, we, you know, we used to, you know, we used to. have office managers. You know, we ran a tight ship in our Keller Williams world. We used to have office managers. And office managers were, you know, there were people doing the books and crunching the numbers and cutting the check. So when I would say, okay, so we've got 150 people,

we want to, I want to get to 250 people in the next 12 months. Like, you can have nine people in your organization going, this is awesome. But that office manager is thinking, a hundred more of these idiots I got to deal with every day, right? I mean, it's like, they don't want growth. They just want their paycheck, and they want their job, and they want to keep it steady. So I can remember having a conversation with one of our guys and going, can you tell me what you hate doing? Like, what about your job?

Like, I know you like a lot of it because it's whatever, but do you, if I asked you the things that you really didn't like doing in your business, and they go, oh, yeah, that's easy. I don't like doing this. I like doing that. And I'd say, okay, if I made a deal with you, And the deal is if we get to 250 people happily, I'll hire somebody to do all those things for you. And you won't have to do them anymore.

I love that. And all of a sudden, they go, you took somebody who is a resistor to growth and going, wait, growth is good for me, you mean? Like, okay. Like, tell me how they, oh, really? I will never have to do it. I go, I will hire somebody. their job will be to do the things you just gave me. That's awesome.

And they go, let's get, how do we get the 250? And I go, that's what I'm talking about. What an incentive. Remove the pain. I mean, that's great. Remove the pain. Because, I mean, not everybody gets, you know, we, in COVID, in COVID, we had, agents that were telling me my staff was not being supportive.

You know, people were struggling in COVID. I'm not COVID, but go back, not COVID. I'm talking about the Great Recession from 2008 and 2012, where it was just like hard in real estate. And our staff was getting really, our agents were getting maniacal because they were losing deals and they weren't making any money. And they were kind of being, they were being tough.

And so it occurred to me, our staff was just, they didn't have the empathy that they needed to have for real estate agents. So we had a staff meeting. And I said, hey, listen, I just, I want to let you guys know, because, you know, we were hearing about real estate offices closing or firing people or whatever it was. So I was like, listen, we all know what's going on out there. It's kind of tough. I was like, we're not going out of business. But I was like, I just want you all to know, we're not going to make payroll at the end of the month.

We're not going to make it. And I just need you guys to hang in there with me because it's going to be okay. But I just, I need to not pay you at the end of this month for this month. and I will make it up for you later, but this month we're just not going to make payroll. And I said, and I just said that, and you could just feel the energy in the room. Like, people were starting to freak out and sweat.

Like, we're not getting paid, right? So I let them sit with it for a minute. And I was like, all right, so here's what I'll let you know. Everything I just told you was a lie. We're fine. You're going to get payroll. I was like, but for 30 seconds, I wanted you to feel what these agents,

agents feel like every single freaking day. Yep. Like, oh my God, I'm not going to get paid. How am I going to pay my rent? How am I going to make a car payment? I was like, I don't want anybody to ever felt like forget how you just felt. And I want you to treat these agents with some kindness and respect because that's the way, that's what they freaking live with.

You're getting a paycheck, whether the market's up or down, whether they close a deal or not. And you can get insensitive to that. But it is imperative that you realize that. These people are your boss, and they're in pain right now. That's it. That's it. I mean, just running through that moment makes a big difference. I mean, I just, I think as a leader, it's our job to understand how do we create more culture in our business so that it's a place that people appreciate and it's real.

And it's not just a bunch of, you know, smoking mirrors. Exactly. Everybody says the nice quotes on Facebook and Instagram and everybody talks about what they're, what's great about working. at this company, but sooner or later, you've got to prove it. That's it. Stress creates strength. I love it. So, Sean, where can people find you online to learn more about these concepts and check

out your work here? Well, I'm pretty active on Facebook and Instagram for the most part. Sean Rawls and the Sean Rawls on Instagram. Do more TikTok stuff and that sort of thing. But Instagram, Facebook, you can find me and my website, shonrolls.com. Awesome. And that's S-H-A-U-N-R-A-W-L-S. Make sure you check out Sean on the interweb and take a look at some of his work here.

It's very, very helpful and growing your business and yourself. Sean, I have a question I ask all the great leaders on Start with a Win. Sure. And you probably have a wonderful answer here. How do you start your day with a win? Ooh, that is a good question. It actually, and it's actually good timing because it, I start. last month, I started, I've never been one to do gratitude and all that stuff. I've never,

it just seemed kind of pokey, pokey to me, just whatever. I'm not knocking it. It just didn't resonate with me. Right. And then I had a guy tell me that he does nine appreciations in nine minutes every day. Wow. And I was like, you know what, I'm going to do that. I'm going to do that for a month. I'm going to commit to it. And every day, I got up early, sat down, I set my timer on my phone and nine minutes and I started writing down the night and to start with it was hard. Like it was hard and it took me like 10 minutes to get my night. You know, now it's like five. Like you train your, it's like I'm looking for it.

I see it more. So I did that and then I took it to another level and I went to chat GPT and I said, hey, here's all the things you know, and everything you know about me. these are things in my life that I know about myself that I wish were better. And these are things in my life that I want to have more of. And I want you to create a rewiring process for me of prayer and affirmations three times a day. In the morning, midday, and evening. And I want to pray and an affirmation for each of those three times in a day.

And I'm going to read them so forth every day. So I've been doing that for two months. months now, and I've got to tell you, the process of the non-appreciations in having a prayer and affirmation that I read out loud that I helped craft and edit and get to where I really like it is amazing. And it sets my entire day off, and it continues it throughout the day as I finish, and it ends at night, and it just keeps rolling. But it's a really great process that I found that works for me, and it certainly starts my day off with a win. a really cool answer. I have not heard that one in over in 500 episodes. We have not heard this

process. I've heard the affirmations, but I love the way that you go back and turn those into prayers or, you know, take your things you appreciate and turn them into prayers and affirmations. I mean, this is, this is a winner right here, folks. So I, you know, go back and listen to that again. It's working for me. I like it a lot. That's awesome. Make sure you check out Sean at shanrolls.com. that's S-H-A-U-N-R-A-W-L-S.com. Sean, you've done a lot of great things in the real estate space and in the business space and helping leadership. And frankly, you know, this has been a wonderful time together.

So thanks for what you do. We appreciate your time today. And thanks for starting with a win. Thanks for what you do. And thanks for having me on. This was fun. I look forward to seeing you again.