"You're In Charge" with Glenn Pasch
"You're In Charge" with Glenn Pasch

Episode 2 · 1 year ago

Top Management Skills for New Leaders With Michael Cirillo

ABOUT THIS EPISODE

In this episode  Glenn Pasch and Michael Cirillo, CEO of FlexDealer and host of the popular podcast, The Dealer Playbook discuss a variety of topics from what management skills he looks for when promoting individuals in his company, building high performing teams in his agency and his leadership impact at the top of the company. 

We also dive into why Mission is a key component to his success. Let me know your thoughts in the comments. 

About Michael Cirillo: Michael Cirillo is on a mission to help dealerships, OEMs, and vendors execute business strategies that result in sustainable growth. He hosts the wildly popular automotive podcast, 

The Dealer Playbook, which reaches over 4MM in 70+ countries. His agency, FlexDealer.com, specializes in providing personalized marketing strategies for dealerships to help them align their business growth goals with the demands of the market. Connect with Michael on Linkedin!!! 

About Glenn Pasch:

"Everyone finds themselves in charge at some point in their lives. Yet many of us lack the skills to generate consistent results. My goal is to help you learn the skills to adapt and grow in your personal and business life.”

Glenn Pasch is CEO of PCG Digital, a full service digital marketing agency that specializes in helping businesses create and deliver customers raving, recommending & returning for more. He is author of 2 books including "The Power of Connected Marketing" and has spoken and educated audiences throughout the US and internationally.

Let’s Connect:

Linkedin: https://www.linkedin.com/in/glennpasch/

Personal Website http://glennpasch.com/

Company website: https://pcgdigital.com/

Well, you've heard my take on what I think the most important trait for a new manager is. Well, I'm bringing in a very good friend of mine, author of the book don't wait, dominate, CEO of flex dealer and the host of the world famous podcast, the dealer playbook, Michael Cirillo, to share his thoughts on the same topic. So let's dive in. Hi, and welcome back to another episode of You'R in charge now what? I'm your host, Glen Pass and, as always, the goal of this channel is to help those of you who find yourself in charge of a team, a project, the division or even a business, build the skills necessary to lead high performing teams. Each week, I'm going to focus on one topic. I'm going to share some strategies and tips that have helped me build my businesses, or bringing guests who are going to share their experiences in order for you to generate consistent results. So let's dive into today's topic. I want to welcome in my guest, Michael Sorello. He's my very, very dear friend. He is the head of flex dealer and I'll let him talk about himself in a minute, but I do want to say before we get started, I would not be doing this channel. Or maybe yeah, I would have done it, but I think it would have taken any longer. I think we've been talking about me doing this in some way, shape or form for almost two years, because Michael is the host of the deal or playbook, which is and and Oh, yes, we'll wait a minute. Hold on, I think I have yeah, see that this is about. This is the topic of the conversation is. Don't wait, man. Well, we've been waiting for so that's why I put see up. Put your book up here so we can see that. So again, thank you so much for being on the being the absolute first guest. You have the honor of the first guest, so take take a couple seconds. Let fill people in on who you are and then we can dive in. First of all, I'm super excited that you're doing this. It's always a weird thing, like I get a lot of questions, and this will probably feed into the narrative of our conversation, but I get a lot of people reach out to me and they're like, and I'm thinking about doing a podcast and I know the industry is like you know, and I'm worried about it and I don't want to offend you and I my dude. Giddy up right, let's go. We're all like we all have the same mission. Really, and at you are doing this, Glenn, and I'm really, really delighted that you asked me to be your first guest. So who am I? Well, I'm a marketing guy by passion, but I'm a people guy by even bigger passion. Like nothing brings me more joy than seeing that twinkle in someone's eye. I know you and I have talked about this, where it's like, Oh, I get it, and and then they're able to unlock something in...

...their life that allows them to maybe feel more in control or more in that that life is by design. So I love that. That's that's kind of my big passion. Organizationally, flex dealer focuses on bringing personalized digital solutions to retail car dealers. We do have a few clients in other industries, other niches, but our primary focuses the retail dealerships, just focusing on hey, not not a cookie cutter, big box kind of Walmart approach to marketing, but like, let's really look at how we can personalize this and and and Aligne your business goals or your dealerships goals with the actual demands of your market. Like there's nothing worse than being disconnected from market demand. And so to personalize that and go oh, well, you're in Milwaukee, that is a completely different scenario than somebody that is in Doglick, Nebraska, wherever, right, and so to be able to do that. So that's that's what we do. That's kind of where I'm where I'm at a strategic performance guy, but also just being as indispensable as we possibly can to organizations, and I know you and I are aligned on this, where it's like, yeah, I might come in as marketing, but we might identify there's a real issue with personnel or a process or something. So to be able to go in there and say hey, that right there needs our attention to be to be indispensable to sales teams, to BEDC's, to finance two operations. Because really the big thing is, you know it, the way your operation is structured really does matter, right, you know, that's the that's the unsexy thing that people don't like to focus on. It's the foundation, right. Well, everyone likes to talk about the marketing and everybody likes that Flash, but you and I. That's why I think you and I connect on a lot of different levels besides just understanding the marketing. It's if you don't have a process in place, if you don't have a system in place, if you don't have teams and people in the right place, you're you can mark it till you're blue in the face and you can make all these claims, but if you can't deliver on it, then you know someone's going to be disappointed. Owners are going to be frustrated, people leading teams are going to be frustrated and you know, ultimately to customers are going to just go down the road and seek someone else who's going to hopefully deliver on the promise that they gave them. Yeah, you know, it's interesting about this whole thing too. I'm really sick about talking about covid we honest, but just just context to what I'm about to say, because I think it feeds into an evergreen narrative, which is it's really funny how, when times are good, it seems super exy and popular to raise a hundred million dollars and go and higher fifteen thousand people and have the biggest booth at the con right, the trade show and, you know, rent out a stadium or whatever. And I'm not knocking specific companies, but just the overarching concept of Oh, this is...

...so much better. You're a small fish, that's not as sexy as this whole thing. Like we got free hot dogs at the Carnival care of, you know, this company. That doesn't mean you're a good or you are organizationally sound. And what I think, so what I think is so interesting, is crap hits the fan and these companies that three months ago were uber sexy are now firing fifteenzero people or laying off twelvezero people, or not able to answer to their investors or whatever. And and I feel incredibly fortunate focusing on the quote unquote, on Sexy, focusing on the foundation, that being kind of where my passionalize that that, you know, like we've been impacted just like everybody. This whole thing is leveled the playing field to a degree. I feel super fortunate that that, you know, because we eat our own dog food. We haven't had to lay anybody off, right, we haven't. We haven't had to cut anybody's pay, we haven't had to discontinue services for clients. We haven't had to. I like, I haven't even had to cut whatever pay I pay myself, which is shocked, because people go, hope crap hit the fan. And it's because when you do when you do business a certain way, when you set up your organization a certain way and you are operating lean and mean, it allows you to be lean and like. That's the that's the best of the point of your let lean. To me, I think there are there. You know, there there's a balance you need. You know, those those larger companies want to grow and they want to expand, and so they have money and they have investors that allow them to expand. Where we are lean and mean, we couldn't go out and hire ten people just hoping that some of them worked out. So you have to be lean and mean, and so I agree with you. I'm curious on the other side of it. I was speaking with someone the other day saying, you know, what happens to all of the people when they look at the PNL and they say, what did we actually get by having all these sales people on the road going out and going in? You know, so when you're running a division or you're you know, you're in charge of that division. A lot of times, to your earlier points, success can mask some underlying structural problems in your PNL because you're hitting numbers, you're generating revenue, you you unless you're really looking at always to say is this the most efficient you are? We running always efficiently at what we're doing. Then when all of a sudden revenue cuts back but your expenses didn't cut, you know. Then you know you're impacted negatively. And so that's my point is is ore. Could we see a big change in some companies across many industries to say we just survived two months with having people work remotely? I just saw an article. Someone was saying that productivity for employees was only down one percent by being remote. Now that either means people in the...

...office we're only really working for or five hours anyway, so we're getting the same amount. But this this this thought that we can't run remote. When you have to do something, you have to figure it out. So you know, it sort of leads into so. So the topic I wanted to ask you because what we what I spoke about on in the first episode, that mirrors this. So again, for those of you knew one video. Each week I'll be talking about my thoughts on topic and then bringing in someone like Michael to talk about his view on the topic. So it really was and it ties completely into this. If someone's in charge of a project, in charge of a team or in charge of the business, all of the above, what do you think the most important trait that person needs to lead their team towards success? I think they need to be focused on what. So the first thing is they need to be focused on their mission. Right. The one thing that we never talked about is even in for dealerships, for insurance brokers, realtors, it doesn't matter what the industry is, people are so unfocused that they never know when they've arrived at a destination. So if I'm leading a team or an organization, I want to be focused on my mission because that is going to be the one true thing that's unique between me and my competitors. You know, industries are really good at putting everybody in the same bucket. You know, you get your monthly report with numbers, it shows how you compare against all of your other competing stores or businesses or whatever. Right, but they're what they're not so good at showing me is. But what's the difference between their mission and my mission? What's the difference between their people and my people? What's the difference between their culture and my culture? So the first thing is I want to be focused on the mission. I want to make sure that I am so clear on my mission that I am not going to lose focus when a quote unquote competitor pops up who right looks like they're doing the same thing as me or not doing that, like whatever. I'm not going to feel threatened by it. And ultimately that leads me to kind of my next step, which is, if I know what my mission is, it's easier for me to convey that to my team. Could give you know, we wonder why teams aren't bought in. We haven't given them something to buy into correct right. And so that's the first thing. And then the second thing, I guess, is once I know that and once I'm clear on what my mission is and what what purpose I am seeking to fulfill, right I can I realize that it's not tactics over strategy, it's strategy over tactics. And we, you and I specifically, work in an Aday. You explain that a little bit more so. So when you say I understand what you're saying, but for someone WHO's may be new to all of this, who could misunderstand what strategy? What is...

...a strategy versus what is a tactic in the bigger picture of your mission? Right, so a strategy is what is going to all. The strategy for me is the road map of how I get to point a to point B. Okay, so, Pak, he is your mission. Point he's my mission. Correct. I here point a, point, he's my mission. So strategy in your mind is the direction, Roadway, path that we're going. It's the Road Map. Okay, that I'm not going to deviate from. The tactics are the points in between. That makes it like they're milestones. They're so speaking in this analogy, right, are the things I am going to do to make sure that my strategy is fulfilled so that I can ultimately end up at the destination that I put into my gps. Right now, here's the problem. So many organizations don't won't know what their mission is, so they can't develop a strategy that fulfills the mission and and therefore they are left focusing on tactic after tactic. It's why, like in digital marketing, man, that we are plagued by companies who sell tactics. Hey, download my set for seven dollars, you are going to get my step by step strategy that's going to help you get more effective. Facebook adds that is that it's straight up tactic. What I don't know in that context is how will are these the things I need to be doing? Are these the actions I need to be taking? That fulfilled the strategy? And in a lot of cases, no, it's not. That's why, you know, we have shiny objects syndrome and in a lot of industries, or be I think it most industries, we have totally and and that is just the byproduct. That is a symptom of leadership who weren't clear on a mission, who didn't give anything to their team to buy into. So they're their team now perpetuates this tactic concept and so they're just moving on tactics, maybe achieving quote unquote, success in spite of themselves. I mean, I've seen examples of this all the time where you know a company is super successful as far as revenue is concerned, right, but it's volatile, it's it's completely unstable because they're not being successful because of anything they're doing in particular, or they could not pinpoint their success to a particular actor, couldn't repeat it because they don't know. Couldn't repeat it. It's a hit or a so so let's walk through that. So you're so there's different positions, right. So it's different if you're the leader of everything you like. In your case, you're the owner, you're the CEO, your Grampho Ba up there, right, but someone underneath you who has a team and they're building people down. So that person right there, their job is to make sure that they've they're sitting with you...

...just to so they're locked in on the mission, they're locked in on the strategy, so that then they can start building out tactics that their team is going to execute that follow along versus guess work or not having it. I think I see that a lot, where someone takes over a team, promoted to run a team, and it's there, as you said, I'm just throwing tactical darts against the wall hoping something hit right. So, so do you see that as from you as a leader? Is that you're so let me ask you. Is it your responsibility to make sure that you funnel that down? Is it their responsibility to ask both? Where do you what do you say? First? So the sure word answer is yes. If I'm not going to relay the vision in the mission, who's going to? Like? Who Do I depend on to do that? The second thing is because we're dealing with people it there's not a one size fits all. So I have my core team who I've been working with daily for six years, right like, who I would say are like my core players. They are the ones who have elevated, who have new responsibilities, who have new roles, new positions, things of that nature. But it took time, like right, right, it took a lot of time. As a leader, it took and I say this to them because we don't just say transparency, we demonstrate it. We have lots of long conversations that a lot of organizations would shy away from in the spirit of productivity, Hustle, grind, all that right, but my my role is there as their leader, is to be someone who they would want to follow, and that means giving them my most valuable asset time. It means distilling my my ideas, my culture, my like get, you know, back to giving them something to buy into. So that took time. This is why it's so important to be focused on your mission, because then you're okay with the amount of time it takes. It's not about worrying about whether you're on the right road or the wrong road. You're happy that you are on your road. Right and so so when so to that point, and I think it's to perfect job. Could so what my thought was or my trait was ties into all of that, but it is that coaches mentality right, the great coaches of teams. You know, it's easier sometimes, at least for me, and analogy I use a lot because a lot of people embrace sports, is those successful coaches that build successful organizations. Not just had a winning season. To your point is, in spite of themselves, they had the like lightning in the bottle. You've heard it all like it just happened. But those organizations. To your point is, once I know the mission, it might take me three years to build the team and get the pieces and put the strategies in place and build...

...the tactics and train everyone to do it. It might take me three years, but I know what the mission is. But to your point is it's that coaching of great leaders. I think are great coaches. To your point is, I don't I'm patient, I give my time, I'm willing to help them through the learning process, the mistakes, the falling down. Doesn't mean I'm easy on them. It doesn't mean I suffer people who aren't willing to be part of the team, but I think what you just described there is truly a coach, is that I'm here and so time doesn't matter if I'm investing it in them, is long as I'm seeing progress. There is another element to this, and I agree with that fully, and that is that it's super popular today on social media to be like, Oh, you want to gain new followers, be the vulnerable. Don't be afraid to be vulnerable, like, screw that on social let's also bring that into the organization. My team have seen me fail, sure, and I think them observing my response to failure is as critical to this whole mix as anything else, seeing how I respond to winning, and so that's part of this relationship that you know. It's funny. These are these are their words, not mine, but it kind of paints the picture of and validity of what we're talking about here. We had a we were working with some partners on this this mutual project, and we had kind of this intercompany POW wow where I brought in some of my team, because we're all over the place. They brought in some of their team. We met in a centralized location and it just so happened that we had rented an AIRBNB, essentially for everybody to hang out at and be at and we'd have our meetings at and then that the employees, what the team members that we brought in, would all stay there. Right. Well, I myself and one of my my executives, my CTO, who's been a lot you know, we've been best friends for a thirty some odd years. We decided, hey, we haven't seen each other in a while, let's go do something just the two of us and hang out and whatever. So we did that and all of our teams and their teams were left at the House. Well, it turns out that there was some behavior displayed by other teams that didn't really line up, and so the next morning the leader of the one of the other companies pulled me aside and he said, Hey, I just want to let you know this happened. You know, maybe the I think they just drank too much or it was just something like it just seemed inappropriate for, you know, a thing that we were doing. But it was interesting your team did not participate in that activity and I said, well, that's that's interesting. He says, well, I thought it was interesting too. So I pulled them aside and I was talking to them. We went outside, we went for a little walk and I said, well, hey, why aren't you guys participating in this, this activity as part of the camaraderie or all these sorts of things? I...

...thought it was interesting and and so he said, I want to just say Kudos to you, Michael. The response was we would lay down on train tracks for Michael. And what I think is so interesting about that is it's not that they don't drink, it's not that they didn't want to drink, it's not any of those things. It's because they know deep down in their core, because of the time I've spent with them, that there they are not just ambassadors for me, they are ambassadors for their company. Sure it is. It is their environment, and so it's my duty as a leader not to make them happy, not to you know, any of these things. That's not my responsibility. My responsibility is to create an environment where happiness can happen, sure, where culture can happen, where by in can happen. And so it takes a lot of time and there's plenty of times I say it to them. Sometimes maybe it's right or wrong, I don't know. Hey, because as they're growing now and they're taking on leadership roles and stuff, Hey, you know what, there's going to be times where you were all you can do is go home and scream into your pillow. Sure, and that's okay, it's okay, I mean it's your point is that you would hope that your people are doing it, and in that case it's a great story. They they are doing that because it means something to them. They're not afraid. Right, there's a difference between I'm not going to do it because Michael finds out, he's going to fire me. You know, that's, I think, one of the downfalls of people who run teams, league teams. You know, when I have new people asking me, and which was the point of this whole channel was to help those people who found themselves in position, sometimes they don't know what to do and sometimes the only people they have to emulate were poor managers who ruled by fear, who just yelled and screamed or do as I say, don't do as I do, or even that leader was the one who is out drinking all night or, you know, carrying on and just embarrassing everything. So I think, yeah, I think it all comes down to I don't think we ever lose that, that aspect of our childhood, of we see everything our parents did. We Mirror their behaviors. We understand that. So I think we didn't. We never lose that and we never liked that from our parents saying don't do judge to do it because I said you have to, or all. We never, we never did that. And Uh Huh. Yet there's people who do that all the time, leading keys. Well, it brings me to this interesting thing, and I mean, I know, I know, I'm you can say shut up, Sorella. We've known each other a long time. But this leads me to a very interesting narrative that I see all too often, which I completely think is a load of crap, which is, you know, I'll see it on social every now and again, some manager of a business going you'll never I'm getting so sick of these people calling me who've never sold my product before telling me that they have a solution that's going to help me sell more of my product or just something along those lines,...

...and I think, well, the irony of this is that you were not equipped to be a leader. You were equipped to be the top sales person of your product. Right, right. That does not in no way, shape or form qualify you to lead. That is a completely different skill set. It's like the Navy seals when they roll into complete emission. There's the captain, there's the lieutenants, there's the gunner, there's the munitions guy, there's the spotter, there's the sniper. Everybody has a different job. Just because you were an awesome sniper doesn't mean that you're going to be the best captain. Just because you were a munitions guy doesn't mean you're the truck you can do the truck or the pilot a helicopter, and so part of it is understanding that not everybody like everything. is a specialized skill set and the the Nice thing about this is you're complaining that somebody wants to sell you a product to help you do something they've never done. What you're doing is you're eliminating the fact that they've poured their life and soul into figuring out how to make that the best it can be and you're complaining about them not having experience doing something that is a completely learnable skill, right. So the Nice thing is leadership is also a learnable skill if you have the desire. It's like anything else. If you're not passionate about it, if you don't care about people, you're never going to be a good leader. You could be as organizationally sound as possible, but your turn but but the off side of that is maybe you're so strong on organization and process but you suck at people, your turnover is going to be really high. I agree. I've always said it that leak because there's always been that. Our leaders born or can you become a leader? I think there are skills to learn and and, as they said, I hope through people watching this channel they'll be able to pick up skills talking to people like yourself. They'll hear in a Oh, that's as I jo you know, the whole concept is I'm filling up their tool box, right, so each time here's another tool, throw it in there. You'll never know when you need it. But yes, there's some people who are good at it, other people are great. It's just no different than salespeople who are good or great, or athletes who are good or great. There's people who just have innate skills for certain things. Doesn't mean that you can be still. I'll take people who are seventy five percent really good leaders versus someone who's chaotic. And every month it's let's spin the wheel and see who shows up today. Right, so, so good. So let me just so let's frame this as we wind down here. I've really enjoyed this and I appreciate that. And so for everybody here again, if you're liking what you hear here, just subscribe to the Channel Turn on the notifications. We are going to be posting new episodes every Tuesday and Thursday, seven o'clock eastern time. will be launching them, and so I appreciate you being the first guest here in your new fancy studio here. A lot and fuzzy, I know, I know. It's that hug from a from afar.

So as we wrap up, I'm going to be asking every guest this question. It's sort of the way we're going to finish it. Up. So it is sort of your final sort of tool that you're going to give add into the tool box here for people who are watching this. So whether they're new to leading a team of business or a project, you know, maybe you're and again this isn't designed us for leaders. But if all of a sudden you're on a team and all of a sudden say, for instance, someone on your team and you're going you're going to head up this new client project, okay, you're in charge. So, as I've said, everybody's in charge sometime in their life, whether it's at home or in your business. So someone is brand new to taking on this, this being in charge, this leadership. What is something that you would give them a piece of advice? It could be something you've learned that you've shared with your team. Maybe it was something that someone gave to you or you saw early on that you said, who I'm going to keep that, and that's helped you through your career. What do you think that that one great piece of advice would be for someone sitting in front of you, across the table saying can you help me? You only win when you all win. Explain. So this ties into a kind of a deeper thing for me, which is, if you're not practicing purpose filled gratitude every day, it doesn't matter what you do or try to do strategically or tactically it, nothing's going to matter. So becoming a new leader, maybe, maybe, let's just let's use the context of you're a team member that's been promoted and now you have leadership, stewardship for your coworkers. Right this this provides a perfect opportunity to sit down and almost have a reset for everybody, for them to sit with me, say I'm the new leader, to sit with me and, first and foremost, for me to express appreciation to them sincerely for something that they've brought to me that's been valuable. Hey, listen, you. You know, Glenn, I'm so glad that we are a team. Not You are on my team. I'm so glad that we are a team and I see so many things that you do and I just want to express appreciation to that. It means so much to me. It's had a had a positive impact on me. Well, Michael, what if I don't feel that way? That's the beauty about practicing purpose driven gratitude is it's the Lens when you practice gratitude every day, you're putting on new glasses. It allows you to see abundance. So the deeper root of this is like you can't get where you want to go until you appreciate what you have. And so often new leaders are like, all right, I'm going to let's pull out to spreadshoot and I'm going to look at performance and I'm going to hope they got to be cut. I'm the one in power now. You're dude. If that's your attitude, you've lost. You know you're already done. So I want to sit down, I want to express appreciation of them. Glenn, I'm so glad that...

...you invited me on your podcast, to be the first one, because it's enriched me. It's brought joy to my day. You don't know how much it means to me. It's made me feel good like whatever it might be right. I can say that conclusively because I know the value of practice. US gratitude every day. So I'm going to sit my team down one by one and I'm going to express appreciation to them and I'm going to make that an ongoing daily practice. I'm not going to sit down with them, but I'm going to make sure I point out things that I appreciate in my organization. What does that look like? We're scattered all over the world at like literally I have people on the East Coast in North America, West Coast, Central Mountain time. I'VE GOT PEOPLE IN UTAH, I've got people in, you know, in Geordan, to be Leecy, Georgia. I've got like people all over the place. Well, we use communication platforms and I want to make sure that every week starts with me expressing gratitude for the team as a whole, and every week ends, my I got to have the last word. I'm Italian man, but my last word is I want to thank each of you for your contributions this week. They are appreciated and recognized, something to that effect. You would be shocked, I mean you wouldn't be shocked, but many would be shocked at how quickly you can shift the atmosphere of an organization or by simply expressing appreciation. And so now the second part of this is to truly get a gage on where we are at. Like I said, you can't get to where you're going unless you have, until you appreciate what you have right and and I've been guilty of this. Like I showed you. You've got it on the thing here, Dude. This became a number one best seller globally on Amazon, and people go out, well, it's Amazon, and I go yeah, that's cool, that's the number one bookseller on planet earth. But because when I wrote this I wasn't as deep into my own dog food as I probably should have been, I passed right I went flew right past it. I was too concerned about the next accomplishment. Right, yeah, that's cool, number one best seller. Who Cares? You know, how do I get my podcast to be number one? How do I get my organization to be number one? How did I get you gotta, you gotta bring gratitude into the whole mix. So what's my strategy? Wake up every single morning, pull out a piece of paper. I use my IPAD, by the way. I have a little notebook APP in here where I just have one category for gratitude and goals. Every single morning without fail. Okay, I'm serious, without fail. Three weeks ago I was bed ridden with strep throat. Every morning, man, I pull it out. I am grateful for fill in the blank. And then, because it's not until you contemplate the why, the because when you can fill that in that you really start to see things shift. You want to talk about seeing a shift in your organization. Start every day with gratitude for yourself and then go to your organization and express appreciation and gratitude in some way, shape or form. How does that look in practicality? You might know that one of your your team members loves dogs. Go Out of your...

...way by the twelve dollar dog Mug on Amazon and you know, ship it and bring it to them and say, Hey, I know you love dogs and I just want to thank you for for everything that you're contributing here. It's appreciated. So what do I say? Before you get into tactics, before you contemplate strategy, focus on your mission. Your mission must include your people and Start Your Day with gratitude and watch how quickly things turn around for you. That is awesome. That is awesome, like, Oh yeah, I have a one of the future episodes talks about that. What do you do for your first thirty days? And part of it is you ask questions and you watch and you don't change anything because, especially in your example, if I was part of a team and now I'm running the team. I was so focused on my own tasks, getting my own job done. Now that I'm in charge, I have ten people, twenty people, free people, however many people. I have to watch what they're doing and we sometimes get so focused on ourselves. So I love that concept of gratitude. I think we do it as well, especially remotely. Monday mornings, Fridays cap the week. We're constantly talking to each other. But you know, even for us it's a great reminder because as as grateful as you think you are without a structure to show your gratitude or a you know, again it goes back to the mission. If my mission is I'm going to let make sure my team feels gratitude. The strategy is meetings, but then tactics are along the way as well. So again, no great tip. So again, thank you, Buddy. This has been fantastic. Again, I am just so I'm grateful that to have someone like you that I can lean on and call up and say how should I be doing this? And I'm also grateful for you and probably when you'll see the roll out of the first four or five people who am interviewing, they were all on the Glen, just stop talking get it done. Trained part of that club. And so again, you have always been a great friend and I appreciate that and I look forward to having you on in the future because we have a lot more to talk about. So again for all of those. Just to wrap this up again, if you like to found value, click the subscribe button share it with your network. There's a lot of people out there who are finding themselves in positions to run a team, run a business, run a project, and they don't know. You know, the valuable information at Michael just shared or things that I hope to share with my other guests and mind as well. That was the point of this. So again, also in the comment section down below, just let me know what you like, which didn't like, if there's something you want us to talk about a future episode or just hey, Goling, could you help me with this? I am here to help you, as always, easy to find me and, like I say at the end of every single episode, you're in charge, but now you have a few more tools to help you become more successful. Thanks again, Michael. Appreciate Your Buddy and see you all next time. THEA'S BUT.

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