Advice For Young People

Count money, man.

Count money, man.

Stacked riches.

I'm trying to told him, I'm a beast, bud.

What's up, gang?

Welcome back to another episode of The Grindcast.

Get ready.

It's a new day, and I'm going to share with you some things.

OK, some pieces of advice that I try to give every young leader in the organization.

It's some way shape reform.

It always ends up coming up when I'm spending time with some of our up and coming young leaders.

And I just made a short list.

And I just want to share it with you in hopes that it adds some value to you.

So first one, in no specific order is just understanding that leading yourself is harder

than leading others.

Leading other people and telling other people what to do is way harder than telling yourself

what to do and doing what you told yourself to do that you know you need to do when you

need to do it.

And that's the key part of leadership is so often people try it, they wonder like, man,

how could I become a better leader?

I think leading others starts with leading yourself.

You got to be able to lead yourself well.

Nobody wants to follow a leader that's not leading themselves well currently, OK?

And we all start somewhere.

So don't beat yourself up of looking at where somebody's at and where you're not at

or how they're leading themselves well and you're not leading yourself well because everybody

started somewhere.

Nobody started out perfect.

But where you're at currently right now, what could you do to start leading yourself

better on a daily basis?

And if you just do that one thing, lead yourself the best that you could lead yourself.

You watch how much easier it gets to lead other people.

Next thing is that you got to have patience with people that you can't just look at like

you get through step one, step two, step three, you're on step 10 and then you start working

with people that are step one and you have no patience with them.

Are you forgot that you used to be the exact same way back in the day?

You want them to be just like you at your level 10.

You know, it's like you have to breathe and you got to be patience with people, patient

with people in order to develop other people.

And so you meet them where they're at, not where you're at.

You can't expect them to come up to your level and meet you where you're at.

I want you to go down to their level and meet them where they're at.

You got to understand that not everybody's like you.

You know, I get so many people, they get frustrated of like, you know, I would never do that

or that well, if everybody was like you, then the company or your business or the marketplace

wouldn't need you and they wouldn't pay you as much money as they're about to pay you

or they're currently paying you if everybody was like you, you got to understand that.

What makes you rare is that you're you.

You're a beast.

You got discipline.

You're a leader.

And now how you separate yourself is attracting other leaders, but then developing people.

So you can take somebody, like right now, you know, we've watched Indiana go through

a undefeated season in football and make it to the national championship and, you know,

do all these things and it's been heavily highlighted that they, I don't think they have

any five star recruits and all these other schools are having that's development.

That means they're taking three star recruits and they're turning them into five star recruits.

They're taking four star recruits, turning them into five star recruits.

And so it's hard to take a no star recruit, but they're doing that too, two or five star

recruit, but you got to be able to develop.

And if you're going to be able to develop people, you got to be patient with people,

you got to walk with people.

That's why it says if you want to go fast, go alone if you want to go far, go with others,

but it don't say fast.

I got a walk with you where you're at.

I got to look at you and say, all right, I'm willing to put in time with you, important

to you knowing that the return, you're going to give a good return this year, but I got

to look at you as a freshman and think about how good can I get you by the time you're a

senior or a junior or four years later, three years later.

And what will help you with that is remembering where you were, not where you are currently.

And seeing other people for who they could be, not just who they are currently right now.

See them at their best before they become their best.

Speak that into them.

Help them believe in themselves.

Speak positivity into where they're going to be.

Cast vision for the person that they're going to become as their leader.

Next thing I would tell you is just a reminder after I get off the development rant, you

just got to understand that recruiting beats development.

That if you just got better sales people, if you just attract more, better talent than

everybody else, if you attract better athletes, 95% of the time, you're going to be a

time, you're going to end up having a better season or a better 10 year long, a 10 year

run.

There might be one year hit wonders, one, you know, whatever, but over the long haul,

Ohio State is Ohio State, even if they lost Indiana for a year.

Like that's the dominant powerhouse.

They're getting these constant recruits and constant talent.

And if you get constant good talent, you got to understand recruiting is going to beat

development every time.

You got to develop too, but you got to have talent to work with.

And so I want you to put your energy and time if you're trying to build a team and you're

trying to do good in leadership, part of that's why it starts with developing yourself.

Because if you can lead yourself well and develop yourself well, then you're going to attract

other talent out there because you've elevated yourself in that recruiting of other talent

is going to lift the organization.

The next thing is you see yourself in other people's shoes.

And so like when I'm teaching young people and developing young leaders, is I want you,

I tell them like, look at the people you're looking up to and you see people making 500,000

in a month.

We got people making 500,000 in a month, 400,000 in a month, 80,000 in a month.

Heck, I remember when I first started, I was shocked to watch people make 25,000.

$1.20 in a month, 20 years ago.

That's not even a big deal on a week as much anymore.

But whoever you're admiring and looking up to, I want you to see yourself being them, but

being yourself.

And I remind them that whatever you see somebody else doing, you can too.

Whatever you see another woman doing, you could do the same thing.

Whatever you see another man doing, you could do the exact same thing.

If you copy and paste and you know what they know and you do what they do, then you'll

have what they have.

There was a pastor that told somebody to told me that people want to do the do, but they

don't want to do the did.

Meaning people want to collect the $400,000 for the month.

People want to drive the SVJ.

People want to fly the private plane.

People want to do, they want to do the do.

I want to do what you do.

I want to go on that yacht.

I want to have that nice life.

I want to do these things, but you don't want to do what they did.

And so if you copy and paste what they did, then you'll get to do what they do if you see

yourself and those people's shoes.

Next thing, people don't care how much you know, until they know how much you care in leadership.

You got to get people to know how much you care about them, which means it got to be a

genuine place in your heart that you actually got to care about them.

Or over time, that'll get sniffed out.

And so people don't care how much you know.

You got to understand that like the person that's leading people just barking orders or just

giving them all to that or to facts or whatever.

You could be great on all levels, but if you have no relationship with the person, in the

first step to having a relationship with the person is getting to know that person,

making time out to genuinely get to know that person.

By getting to know that person, you serve that person, you spend time with that person.

And the person knows that you care about them.

Now and only now really, can I start to lead you at the way that I need to lead you.

I can have hard, candid conversations with you if you know that I care about you.

You got to balance the candid and care.

Being candid, but caring.

People knowing that you care, but they know you're going to keep it real with them.

But people don't care how much you know.

That's what people don't understand sometimes.

It's like, well, you know, they're in fights or whatever with people because they're delivering

something, they're delivery sucks or whatever.

It's because the person don't know that you even care about it.

Something about your delivery, something about your skipping a step of the relationship.

They don't know how much you care about them.

So it's a little bit harder to digest what you know.

Okay.

So just make a transmission.

If there's people you want to lead, go identify those people and see how could I get these

people?

How much time do I got to pour in, genuinely?

How much time do I got to spend with them?

So I can get them to know that I care.

And I got to make sure I'm checking myself that I do just genuinely care about the people.

Because now we can start to lead at the speed, at the rate that we want to be able to lead.

The first thing is leading from the front because people do what you do, not what you say,

especially in the beginning.

So like, again, imperfect person, not perfect.

I don't do everything right.

I'm just giving you an example and telling you real of why I do what I do.

So number one, I enjoy the way that I feel for the rest of the day when I get a

job and I take care of myself first.

However, I don't have to get up and be ready every day by 8.30, 9 o'clock every day, completely

done with my routine if I didn't want to.

After 20 years, I could easily not pour into myself and just go do that from like 1 o'clock

in the afternoon till 4 o'clock or whatever it is.

And it may get me decent results.

But I feel like what's best for our people, for most of their schedules in a way, is that

if they take care of themselves in the morning the right way, it's going to carry them throughout

the process like it did me.

And if you're not ready to take on your day, the day's going to take on you and you ain't

going to be ready.

And you're going to be out of spirit and you're not taking care of yourself.

You're not bringing your bed.

And so it's like, well, I could tell them what to do and they could see me do not that

at all or they could see me do it at a different time.

Or I can lead them from the front.

And so now everybody knows when I come to town, when I travel, we're getting up and we're

getting after it.

6 o'clock in the morning, we're getting started, you know, whatever it is.

And we're going to work through the whole routine, you know, if I'm right directly with

the people, we're going to do the prayer, we're going to do the breath work, we're going

to work out, we're going to do the mindset.

Because I want to lead them from the front.

And so understand whatever you're trying to lead people on, whatever it is.

Are you leading from the front in as many areas as you possibly can, especially in the

beginning, in the beginning of building your business, in the beginning of building your

team, in the beginning of that person's career, we got to lead people from the front.

The next thing is to win over the long haul, you got to be great at the fundamentals.

You got to be great, your team has to be great at the fundamentals.

You have to be great at the fundamentals.

Look at, think about all the things that this could apply to from sports to business.

There's so many things that this applies to, but I want you to teach the fundamentals

and make sure that you properly learn the fundamentals.

But understand that teaching the fundamentals and learning the fundamentals isn't going

to be fun.

That's why we say even though it starts out with fun, the fundamentals aren't fun.

And so we got to teach and learn the fundamentals.

And so leaders out there are trying to develop teams.

I want you to look at it and say, am I teaching the fundamentals enough?

Am I slowing down and inspecting the fundamentals with people?

And the last thing that I'm going to give you, okay, last thing I'm going to give you,

and there's more, is reminders about the word sacrifice and understanding the concept

of pay now and play later.

And if you don't and you play now, you're going to pay later down the road.

But either way you got to pay.

And just like inflation, the price goes up down the road.

Like if you don't pay the price right now, 25, trust and believe is going to be a bigger

price at 35.

It's going to be harder for you to make the sacrifices at 35 and even harder at 45.

You got, it's harder to make those sacrifices.

There's more things that you got to give up.

And so the best time for you to give up and sacrifice is right now and it's paid to play.

It's paid to play ladies and gentlemen.

You don't just get to play.

You got to pay.

And so when you're going to pay, you got to ask yourself, am I willing to pay now?

Or am I willing to pay now?

trying to hold on to later because later usually never comes because the price is so high.

If you're not willing to pay the price right now, usually you're not willing to pay the

price down the road. It's not going to get any cheaper. I don't care if you're 35, 40

listening to this. It ain't going to get any cheaper for you down the road. If you're

45, it ain't going to be cheaper for you when you're 55. You got to start paying the price

right now. And so it's pay now, make the sacrifices now. Or don't, like I'm not trying to manipulate

people. I'm not here to argue with people about it. Like you either want to do it or you don't

want to do it. That's the, that's where I'm at in my career now. I don't even have to, like I'm

not, we don't got to argue. If you don't want to do it, don't do it. Don't, you don't want to pay

the price now. You want to pay it later. You want to play more now. Whatever you want. I mean,

if that's what you want to do, go ahead. But you're going to see what I'm talking about. Don't,

don't hate the player. Hate the game. This is the rules to the game. It's not me. Say you got to pay

the price. And so I just try to get into their head because they see where another person's

at. Or they don't see that person is going to fail yet. Or you know, they, I paint the vision of,

like look, you want to see what do you want 10 years from today. Picture your family life.

Picture having a little bit of balance. Picture yourself being able to do some things. But you

got to go out there and work and create that from now for the next nine, 10 years then. You got

to go pay the price from now for the next five years. Then you got to go out there and make those

sacrifices right now. All right. And so those are some just some, I know I can come up more.

That was, that was quick off the top of my head that I wanted to give to you. But that's definitely

some pieces of advice that I would give to every young leader. And save your money. You start

making a bunch of money. You can't blow every dollar. I'm all about investing into the business.

You got to invest into the business. Some people invest too much and they don't save at all.

Some people save too much and they don't invest at all. Once again, you need the balance. You got to

be able to invest into the business and save some. But I want you to be able to save some money.

You know, over the course, you haven't success saved money. Don't go completely broke investing

into the business if you can, but definitely heavily invest. But you need to save some money.

But these are just some things off the top of my mind that I think would help young leaders

coming out. Every time I'm ready to start wrapping it up, I think of another one. I think

sticking to a schedule also, drawing a schedule out for yourself for the day, for the week.

Understanding your schedule for the week is going to change. You need to always keep evolving.

Like draw your schedule out with a pencil, not a pen. Even though I do it in my notes and my phone

a lot of times or my calendar and my phone, whatever, but the concept of it is, be ready to erase and

edit these things because it's not always going to be perfect. But you start out with this rough

draft. Here's the way I would like my week to look. Here's where I would like to spend my time.

Here's who I would like to spend my time with. And remember in the process that the Pareto

principal, the 2080-20 rule that 80% of the return is going to come from 20% of the things that you do.

So make sure this week you don't drop the ball with the 20% of the people or 20% of the things that

are going to bring you 80% of the results. And that you're not bogged down spending 80% of your time

on the 20% of the things that don't frickin matter that aren't going to give you that big of a result

because those things 80% of the stuff that you're spending at time on is only going to give you 20%

of the results. So we got to crush the 20%. Look at your schedule and work on the people and the

things that you need to work on that are going to bring you the biggest return and map that out

and plug in every day from what hour to what hour are you doing with who and be as focused on it

as you possibly can and as specific as you can. And then every day I'm looking at my next day and

staying ahead of the next day and making sure that that looks the way I wanted to look. And every

morning I'm looking at my current day to make sure I'm not surprised with the heck I got going

on and making sure that that looks the way that I wanted to look. And I think this is the way you

get to invest your time properly that's going to give you the best return is by proactively thinking

about how you would like to spend your time instead of being reactive and then going out there

and executing what your plan was that you put on that schedule. And I'm going to stop there because

I know I can keep on going. So we really appreciate you if this last 20 minutes that you invest it into

yourself with us added any value to your life. What I ask you is would you take 60 seconds out and

share it with some people that you think we can impact their life. And know that that's the

mission here is maybe one day God will see fit we're making money but we ain't making money on

this it's costing us money just so we could serve more people out there and we just trust in whatever

it's supposed to happen from there. So the only thing I'm asking is can you share it? If it added any

value to your life can we share it with some people that we can impact. And just know as always

we're grateful for you. You could have spent this last 20 minutes or so doing anything and you

invested it with us and you invested it into yourself and that means that you're a grinder over

here with us on the groundcast and so we appreciate you for that. As always thank you for joining us

on another episode of the groundcast get ready it's a new day we'll see you next week.