Dan Martell - Transform Your Dreams Into Reality

00:00:00.080 When I ask people to describe a vision,

00:00:02.080 I want them to teleport themselves from today to 2031

00:00:08.560 and look around, open the books,

00:00:11.920 talk to the people in your head,

00:00:14.240 and then describe what that looks like from that place.

00:00:30.000 Chantal how's it going? Good how are you? I'm doing incredible excited to be

00:00:35.160 chatting today. Let's kick it off with the nonprofit and some of the struggles

00:00:40.500 you're facing. So we run a social enterprise right so there's a business

00:00:45.780 component that helps fund our operations so that we can go and fundraise to and

00:00:52.620 what's it called? That's Habitat for Humanity in Moncton. Okay and what is the

00:00:58.800 for-profit component the for-profit is our restore so the restore accepts donations from business

00:01:05.040 and individuals right anybody uh new and slightly used and uh it resells it in the store so that's

00:01:11.920 a retail establishment so you have a retail business that generates profit that supports

00:01:18.160 the non-profit but does the non-profit also um get donations from charitable people and organizations

00:01:28.240 right in order to do its uh charitable work which is providing home ownership options to low-income

00:01:34.960 families how can i help so the store is doing great and i don't really have concerns we've

00:01:41.920 we've had a lot of success we've put a lot of work because that's that's our operations right

00:01:46.480 we can't be in the red it can't if that can't happen what my concern is that how do we do

00:01:53.440 the opposite which is now how do we focus on housing where we can build capacity

00:01:57.760 that's always my main concern and it's about balancing right it's that balancing act of

00:02:02.720 okay the store is still doing well we still have to do better every year right like our stores now

00:02:07.920 went from doing 590 in sales back in 2018 to over a million hopefully this year which is great

00:02:14.720 um but now it's the housing component where it's like building up right so it's like how do we um

00:02:21.600 make sure that we have everything covered so i'm not running ragged and we have a good team and we

00:02:27.360 have all the right people in the right places um so that we can so that we can continue to build

00:02:32.880 on that and i'm not saying we neglect the store we still have to make sure that the store is doing

00:02:36.800 well and that we have enough staff and we have the staff doing the right things the right time

00:02:41.200 um but it's also for the not-for-profit to do that um because i think often we assume that

00:02:47.920 not-for-profits are always going to be um you know doing having the bare amount of people doing the

00:02:53.600 work and um i don't think that that's the right model i think the more people do the work the

00:02:59.360 more money comes in the more people we serve um so so is the issue around the strategy to scale

00:03:07.680 the not-for-profit or is it around how to build the team that's a good question um

00:03:16.960 is it a business model challenge or a people challenge i think it's a business maybe it's a

00:03:21.520 business model challenge i would say okay but i mean at the end of the day the not-for-profit

00:03:26.080 essentially is providing providing shelter and is monetizing i'm assuming to some degree but

00:03:32.960 not really enough to cover the cost it's more subsidized by the charitable donations right

00:03:39.760 right so now that i understand this i'm assuming because obviously my brother's a home builder and

00:03:44.000 i have a lot of friends real estate the biggest constraint in growing that is going to be your

00:03:49.840 capital to be able to build more projects correct it's not the demand there's enough people out

00:03:55.780 there that were willing to buy these houses from you i'm assuming right and and what do you do you

00:04:02.000 think based on your current economics of the house that um it is sustainable

00:04:08.620 or do you think you're doing it at a loss like if i was a if i looked at a traditional builder

00:04:16.160 right that has to pay people market weight rates and pay for stuff and then had somebody pay me to 0.73

00:04:23.420 buy that and i was the bank and i was essentially mortgage being the mortgager like is there

00:04:30.000 enough like are they paying enough or or like is it because i mean at the end of the day it's just

00:04:35.800 a it's a it's a business model right like right like most home builders make seven percent net

00:04:41.720 profit on a house that they build for people right and they're not even taking the mortgage right

00:04:46.520 which the bank has taken and they've got a whole bunch of security behind them to like make sure

00:04:51.180 that they don't lose right like at scale if you did 100 houses there's going to be people that

00:04:57.260 don't pay there's going to be you know what i mean maybe you've already discovered that so it's like

00:05:00.540 that needs to be factored into the business model component of it right so do you think

00:05:06.140 that the business model might need some attention or is it lack of capital to fund more of those

00:05:12.300 maybe a little bit of both because i think we need to look at so we have a traditional

00:05:16.420 mortgage model right now right we we have either the traditional mortgage or we have a lease to

00:05:20.620 own which is just deferred home ownership and there we have we have mortgage receivables on

00:05:24.400 all those ends but i think that have you had any defaults only uh we've had a few arrears but

00:05:30.500 only had one family default and honestly they end up how many houses uh right now we have 23 mortgages

00:05:39.780 being paid all right so you're starting to get enough data to be able to make some assumptions

00:05:43.460 um so then if you had another 25 of those you know the best scenarios then the thing that breaks is

00:05:53.700 probably the ability to to cash flow that or to support that financially right okay so then

00:06:00.500 One of the big components sounds like the ability to fund the developments.

00:06:06.340 Right.

00:06:07.480 And what does one development take in capital to fund?

00:06:13.300 It depends on what we're building.

00:06:16.340 Ideally, take the best one.

00:06:18.980 Like you get 23.

00:06:21.100 Try to figure out what's the pattern?

00:06:23.480 What's the, what are you building?

00:06:26.580 so that's and i think that's probably one of the problems is that we've always built

00:06:30.660 either a single or semi-detached and yeah you know like and don't get me wrong there's a need

00:06:37.620 for bigger homes to to be able to house bigger families there's a need but it's not the majority

00:06:43.140 right so at the end of the day we also have to go with the bigger bang for our buck short term as

00:06:48.180 well so that it recycles itself yeah yeah you got to build a repeatable model before you get too

00:06:53.540 fancy and do too many things right so um so we're looking at uh potentially because we've had lots

00:07:00.820 donated to us which is also part of our model right so we're looking at multi-unit so that

00:07:06.980 we can house more families therefore there's more receivables therefore it you know it it

00:07:12.660 funnels through that same like that funding right so that money goes back and helps us fund more

00:07:17.620 houses um so we would hope that we could do a multi-unit so that it only costs us potentially

00:07:25.300 you know 150 a unit which would be a lot cheaper than building us you know got it so there's a few

00:07:33.380 things shanta it's there's the what you're doing today versus what you want to do and what you do

00:07:40.340 today you have some history but you're right like the per cost like per door cost is going to be a

00:07:45.140 lot higher on single family semi-detached than it's going to be on multi-unit um but the multi-unit

00:07:52.980 is going to serve potentially that same customer obviously not the same product but you know you

00:07:57.940 can get two three bedrooms that can support the same size family and is going to allow you to

00:08:03.220 reduce the um construction overhead because one location is a lot easier to manage in multiple

00:08:09.540 locations so if you do a six unit versus six houses the six units easier to build

00:08:13.860 yeah and there's a reason why 90 of the world's wealth is in real estate

00:08:18.420 right in multi-family for the most part commercial yes but most people start in multi-family

00:08:24.420 so so i guess the big thing is in all things in business is you need to have a vision for

00:08:31.460 where you want to end up so if i asked you the question fast forward three years from now or

00:08:39.540 10 years from now and describe to me with perfect clarity what the what habitat looks like from your

00:08:45.860 perspective could you do that i would say yes i think it's okay so 10 years from now i see it yes

00:08:53.540 yeah so tell me what it looks like 10 years from now i i see us working in multiple um communities

00:09:01.540 so we can spread those resources and that those municipalities are how many communities

00:09:06.420 oh that's an excellent question okay pause how many buildings how many buildings yeah

00:09:15.700 how many units how many units oh my god in 10 years oh my gosh pause so and i do this because

00:09:25.700 you know i'm doing this for everybody listening yeah you have a vision for what you want it to

00:09:31.540 look like but even to you it's not in high def right it's in the dream state okay so the dream

00:09:39.140 state is i kind of see it but i when i ask like but no be descriptive be specific it's not as if

00:09:46.580 like i asked you shantai how many units do you have today you say 23. right okay so so when i

00:09:53.860 ask people to describe a vision i want them to teleport themselves from today to 2031

00:10:01.540 and look around open the books talk to the people in your head and then describe what that looks

00:10:10.020 like from that place we have three locations 156 you know doors 13 buildings x amount of donors

00:10:19.980 to that degree the same degree you could do it today for how you you would describe your life

00:10:25.020 today i want you to go to that place and then go to three years okay because one of the questions

00:10:29.960 I believe you had submitted was, how do I get my board?

00:10:34.760 How do I get my stakeholders on board with my vision?

00:10:37.620 Okay, here's the way I do it in business.

00:10:41.700 And I work with a few nonprofits and I coach them to do it

00:10:44.520 is that our jobs as the leaders of this vision

00:10:50.440 is to communicate clearly, succinctly with high def

00:10:54.440 what it looks like.

00:10:55.940 And then the team members job is to get it done.

00:10:59.960 Right. Which sounds weird because all the people that start things are willing to do the work, which I don't disagree.

00:11:05.940 The problem is, is that I don't know about you, but I don't have unlimited hours in my week.

00:11:11.260 Yeah, perfect. I will tell you the highest leverage thing you could possibly do with your time is get clear on what that 10 year and three year vision looks like and learn how to tell that story and tell it so often that anybody that interacts with you or your organization,

00:11:29.000 including contractors, including the bank, including employees, including volunteers

00:11:33.140 can communicate it to their spouse, their partner in life. Ideally at the same level

00:11:39.000 of definition that you've given it to them, which means you got to be really simple, but

00:11:44.240 big vision. Okay. What a lot of my clients do is they'll take that and they'll put it into a

00:11:49.460 document called the vivid vision, which is a book by Cameron Harrell. Okay. And he talks about the

00:11:54.480 vivid vision because it's kind of like building a house if I tell you I wanted to have a fireplace

00:12:00.440 okay it's perfect perfect analogy because you you build houses okay so I tell you I wanted a fireplace

00:12:06.520 in the house living room so what do you want you to live I want a fireplace so that's one version

00:12:10.280 which is what we do all day right I want to build more buildings versus I give you a blueprint of

00:12:17.540 the design of the fireplace so that's good but even better than that is here's a picture from

00:12:23.500 house right the house website with all the pictures here's this see that fireplace i want

00:12:29.180 that exact fireplace with the wood thing and the thing here and all the bricks and the way they did

00:12:34.700 that i want that so what's the probability those three different ways of communicating what i want

00:12:40.220 that i'm going to get exactly what i want at the end of the day right i give somebody a photo

00:12:47.580 unless they're not incompetent they should be able to produce what i showed them

00:12:50.780 What's happening is you don't have the photo, right?

00:12:54.780 You got a dream state version of it.

00:12:56.780 It's hazy, it's not clear.

00:12:58.780 And because you don't have it, to everybody else hearing,

00:13:02.780 they love the enthusiasm, the excitement, et cetera,

00:13:05.780 but they don't see it yet either.

00:13:07.780 They get excited about what's potentially there

00:13:10.780 and they're filling in the blanks themselves.

00:13:12.780 Can you imagine how powerful it would be

00:13:15.780 if everybody saw your vision to that level of clarity?

00:13:21.660 And every time you talk to them, you go like, hey, Alice, I love that you did this, but this is where we're going.

00:13:28.520 So can you explain to me how doing this is going to help us get there?

00:13:31.860 Right.

00:13:32.580 Oh, you're right. It's not. Perfect.

00:13:34.960 Do you see how you get more time back because you don't have to fix mistakes people made because they didn't understand the bigger picture?

00:13:41.860 You can't get people collaborating on your behalf if they don't know what they're collaborating towards.

00:13:48.040 so even your your donors if they don't know what you've got a vision to create they don't even know

00:13:53.000 how to help you right right they may not even know that you're thinking about multi-family

00:13:58.520 right but if you showed me a picture and it showed a map and it had your logo your company

00:14:05.720 you know in in these four cities and a pictures of the building the exact buildings you're going

00:14:11.160 to build and there's a number next to each one of them showing that there's four of these buildings

00:14:15.880 and two of these buildings and a picture of a bunch of people that live in those buildings

00:14:19.960 and like the the donors that you want the dream donors like these are the people in our society

00:14:24.600 that we know that we want involved in this project and here's all the builders and the national

00:14:28.600 builders and the the suppliers that are getting involved and you put that into a visual that is

00:14:33.400 clear as day exactly what you want and you wake up every day and you put that in people's face and

00:14:40.280 and say, hey, how do we do this?

00:14:43.680 I don't know, but this is where I want to go.

00:14:47.560 Man, the world will move things around.

00:14:50.540 It's cool.

00:14:51.180 It's like when you do this, if you do it really well,

00:14:54.100 you know, the rest of the stuff will take care of itself.

00:14:55.840 But if we don't know what direction we're going,

00:14:57.820 the way I think about it, I explain this often,

00:14:59.660 is the difference between management and leadership.

00:15:03.380 If I was in a jungle, and I got this from Stephen Covey

00:15:06.120 in Seven Habits of Highly Effective People.

00:15:08.000 I'm in a jungle, and I've got a bunch of people

00:15:10.240 essentially bushwhacking they get the big machetes and they're clearing path okay the manager is

00:15:16.000 ensuring that those people are being effective right they're properly trained their saws are

00:15:20.780 are sharpened their their their blades are sharpened they're efficient they're they're

00:15:24.640 kind of taking turns etc that's management the leader is the person that goes and climbs the

00:15:30.340 tree to get above the canopy of the jungle to look out to ensure that they're going in the

00:15:35.460 direction they want to and not off of a cliff does that make sense yeah totally yeah those are

00:15:40.640 two completely different things so one of the responsibilities of the leader is to communicate

00:15:47.160 and get clear about the vision and it's scary because the suit because you call your shot a lot

00:15:53.060 of people listening to this they don't want to call their shot shot they i like this idea and

00:15:58.220 then they don't do it and i know why they don't do it because in doing it i'm asking you to call

00:16:02.860 your shot right right three points and if you don't get it everybody knows you didn't do it

00:16:11.100 right but you can decide to be somebody that is willing to maybe not get 100 of what you're after

00:16:18.780 but 80 but do it with half the effort or don't do it and know that it's going to be incredibly

00:16:25.860 hard and the probability is 20 percent right see the difference so it's better to just call the

00:16:33.280 shot get crystal clear of what you want to create make sure that everybody in your organization

00:16:37.900 inside outside understand what it looks like can recite it to their partner in their life

00:16:43.220 to the same depth of specificity so that it's just clear as day that's the mountain we're taking

00:16:49.760 this is the journey i'm on you signed up since you're here in this room and every decision should

00:16:56.760 be aligned with getting that mountaintop and if it's not it might be considered waste right

00:17:02.420 that's how you build incredibly efficient teams and i'll tell you you want to raise money

00:17:11.640 you'd be the one of the few people that would show up with that level of visibility into what

00:17:17.640 we're building most non-profits do not have that defined they might have a mission statement

00:17:25.400 yeah some values right they don't got a picture when i started the home building company with my

00:17:33.800 brother pierre i still have the picture there was a map there were logos on it there was numbers

00:17:41.260 there was him on the cover of home builders magazine there was it was clear as day this is

00:17:46.260 we're gonna do i'm not surprised that he's done what he's done because we called the shot 10 years

00:17:54.260 ago right any questions for me on that now my brain is just going now i gotta climb the tree

00:18:09.380 look out there just just know that you have to be able to describe it to the same way you would

00:18:15.700 about your current business yeah which a lot of people don't want to do that because it's too

00:18:21.700 specific and it's not as fun it's kind of fun to just talk about generalities but it's it's way

00:18:26.660 more powerful to say we will have a team of 37 people we will do x amount of revenue we will

00:18:32.580 be in x amount of like not not 10 but like seven or nine people why is it nine it's like because

00:18:38.340 when i looked at it and i thought about it we did this in this amount of time and this and this and

00:18:42.340 amount of people we can do we can manage nine in this period so it's not like people confuse a

00:18:47.700 vivid vision with a b hag a big hairy audacious goal okay big hairy audacious goals are almost

00:18:54.340 designed to never be accomplished when elon musk says we will colonize mars

00:19:01.140 like it's not like a 10-year plan it's that would be cool but that's what we're gonna do

00:19:08.100 and if i hopefully i'm alive while it happens but if it's not it's still the mission

00:19:12.900 right that's a big hairy audacious goal okay people confuse that with a 10-year vision or

00:19:20.020 three-year vision right and and to me there's the difference so you can have this great vision of

00:19:25.620 trying to change the way philanthropy happens or change the way the world works but there's

00:19:31.140 also like concrete like this is the path of us getting on that journey i never thought about it

00:19:37.460 that way for vhag but that makes a lot of sense to me um and i really like would you do would you do

00:19:46.420 like i guess i do have a question you say three in ten years so would you have two different visions

00:19:51.220 for where it would be in three and then where it would be in ten i do vivid vision visuals

00:19:58.420 specificity high def for three years and then i do uh kind of a 10-year target vision seven to

00:20:08.980 eight things that are true right and then every three years i reset so in three years i'll reset

00:20:15.540 my vivid vision i'll reset the 10 10 year target and then what would be like the main components

00:20:21.300 that you would focus on to have it that would be components of the vision like it's all the

00:20:26.500 components of the business model okay right so my vivid visions for my companies there's a paragraph

00:20:33.860 and visuals around customer success uh marketing sales um product like what is it what are we

00:20:42.180 creating and i in my world i get my leaders to create that so they define the vivid vision for

00:20:47.940 their own departments that's aligned with my bigger vivid vision for where i want to go

00:20:53.380 So like I said, I know where we're going. They need to figure out how to get there. They take my vision, break it down into things they need to create to align with that. We put it all in one document, visualize it. And then that's what we share with partners, with our team members, new hires. Every time somebody applies for a job, go read this. If you're not aligned with creating this, feel free to hit the cancel meeting button.

00:21:19.980 right right that makes sense yeah that being part of the yeah being part of like oh it's powerful

00:21:28.140 you want to raise money you want to get partners donating product for free i mean like i'm telling

00:21:33.340 you nobody like most businesses don't do this nonprofits definitely don't have this if you

00:21:38.220 if you come out of the gate with that level of vision people will back it because it screams

00:21:42.860 certainty and that's one of the things that people want more than anything so when you and it's okay

00:21:48.540 so i have another question i'm a visual person so when somebody puts you know a visual in front

00:21:53.100 of me versus words like obviously it speaks more to me so would you have both versions would you

00:21:58.380 have the written the written is for the specificity but you still create a vision of it okay yeah i

00:22:05.980 have clients that'll take their visual vivid vision and turn it into a mural that's in the back

00:22:11.980 of when you walk into their office it's on the wall yeah yeah and they'll just paint over it

00:22:18.060 every three years right they'll just hire a graffiti artist say here's the document go make

00:22:25.180 that a visual mural on the back of the entrance of the desk so that way every person that comes

00:22:29.980 into the place sees it on the wall and it says vivid you know 2023 vivid vision and like oh i

00:22:36.220 didn't know you wanted to open up a location in ferrickton it's like yeah it's like my cousin

00:22:40.060 actually was thinking of doing something with this maybe i should make an introduction see how that

00:22:45.740 works that's really yeah that's a really good idea actually yeah and then the rest of the stuff for

00:22:51.500 how to do it without burning yourself out real quick just it's all about delegating outcomes

00:23:00.140 not delegating tasks so most people did you just have an aha moment right there yeah yeah yeah i'm

00:23:08.940 gonna write that down because oh yeah yeah okay yes yeah so most people make the mistake i call it

00:23:16.020 the the golden goose or the goose that lays the golden eggs versus the golden eggs okay if i

00:23:22.440 delegate a task and i follow up on it i may get the golden egg but if i delegate an outcome and

00:23:29.940 i hold somebody accountable to the outcome i'm building a goose that lays golden eggs

00:23:34.720 gotcha and what i've discovered is humans are incredibly talented if we get out of their own

00:23:42.000 way right so if i if you worked with me and i was the vivid vision was a project i would describe

00:23:49.740 this document looks like x there's a book written called y there's a youtube video you should go

00:23:55.500 watch and the outcome is that every person in the organization team members new hires and

00:24:01.940 contractors are aware of it outcome i'm not going to tell you how to do it i'm going to tell you

00:24:09.060 in the next two months when you're finished this project this is what it looks like success

00:24:13.460 criterias i'm going to the end i'm communicating the vivid the outcome of that task and then i'm

00:24:19.700 holding you accountable to that outcome and i never tell you how to do it and i trust that

00:24:28.260 that Chantal is capable of doing the research,

00:24:31.000 coming up with the strategy, et cetera.

00:24:32.220 Cause if I tell you what to do and it doesn't work,

00:24:34.460 guess whose fault it is?

00:24:35.720 Mine.

00:24:36.640 100%.

00:24:37.480 I always tell my team,

00:24:38.900 cause they come to me with problems and I go,

00:24:40.500 I'd love to support you,

00:24:41.340 but I'm not here to do your job.

00:24:44.260 That's amazing.

00:24:45.260 Yeah.

00:24:46.100 Like they're like, hey, I got this problem.

00:24:47.400 I go, yeah, I know.

00:24:48.680 And they're like, what do I do about it?

00:24:50.040 I said, I don't know.

00:24:50.880 I'm not here to do your job,

00:24:52.360 but I'm here to support you.

00:24:53.380 So you get some suggestions

00:24:54.680 that I'm willing to brainstorm with you.

00:24:56.620 Right.

00:24:57.380 and go do some research come back when you get some ideas right right so i call that the one

00:25:01.860 three one rule i'll teach you this and then i gotta i gotta bounce but the one three one is

00:25:06.980 when somebody comes to you with any issues always ask them to to say the one problem they're trying

00:25:13.220 to solve so the question i ask often on a daily basis is what problem are we trying to solve

00:25:21.140 because most people come to you with multiple ones or just emotional junk and it's like hey

00:25:25.300 hey, can we just take a step back?

00:25:26.980 We're about to have a conversation.

00:25:28.260 I just need to know what problem are we trying to solve?

00:25:31.020 A well-defined problem is half solved.

00:25:33.460 I think Einstein said that.

00:25:35.700 Most people don't have well-defined problems

00:25:37.580 and they talk in circles.

00:25:39.020 Okay, so the problem is we don't have enough capital

00:25:41.600 to do this bill.

00:25:43.140 Perfect.

00:25:43.580 Is that the problem we're trying to solve?

00:25:46.080 Maybe.

00:25:46.880 What is the problem?

00:25:47.500 Well, I don't have anybody to manage the bill.

00:25:50.500 So that's the problem we're trying to solve.

00:25:52.560 Yes.

00:25:53.540 Are you sure?

00:25:54.100 yeah that's the one perfect what are your three options to find that person

00:25:57.880 well I don't know well when do you think you'd figure out some options like do you need some

00:26:04.180 time you want to come back to me tomorrow and they go well I thought that's what we're talking

00:26:07.960 no I'm here to review the options with you once you've shown me you've done the work to figure

00:26:12.460 out what are your options right and I need three because the three tells me you've thought through

00:26:18.260 it because I know sometimes when you have a problem you don't just go oh that's the solution

00:26:22.460 no you go i could do it this way i could do this and that's what we do inherently we don't even

00:26:26.060 know we're doing so we want to teach that to our direct reports to our team members and then the

00:26:31.420 third is one recommendation so here are the three things we could do this could do this could do

00:26:36.460 this but i think if we do this and i'm always saying what's the minimum effective dose what's

00:26:40.780 the least amount of moving parts the least amount of investment to get us the outcome today not to

00:26:45.900 try to fortify this for five years from now and and they usually say here's the recommendation

00:26:50.300 and if you got decent people your response should be sounds good let's do that

00:26:55.100 now the cool part about that is over time if you use the one three one rule

00:27:01.580 they will learn how to do that themselves and they will stop coming to you right which is the best

00:27:08.780 part which is which is build getting the golden goose laying egg goose right like i want so so it 0.99

00:27:17.960 scales see the reason why managing people to the degree that that most people do gets harder as

00:27:26.360 you grow is because you become the bottleneck yeah so when my let's say hr director comes to

00:27:33.160 me and says we need to hire 11 people in the next quarter and i don't have enough capacity

00:27:38.280 i go cool what are you going to do about it right and they go i don't know it's like great we'll

00:27:44.280 figure it out and then over time they are now able and this is the big reason this is like the

00:27:49.800 most important reason personally if you want to really grow an organization is that if you don't

00:27:54.520 teach them they're not doing that with their direct reports and you will 100 bottleneck right

00:28:00.880 so if you think you're a bottleneck for your team if they have direct reports their bottleneck for

00:28:06.060 their direct reports okay my favorite book on this topic is called the one minute manager meets the

00:28:11.020 monkey okay most leaders are taking monkeys off of their team members backs and putting them on 0.76

00:28:17.600 their back when they got to stop and go ah don't put your monkey on my back it's your monkey keep

00:28:23.060 the monkey let's ensure the monkey let's talk about the monkey but you're going to take care

00:28:27.540 of the monkey right it's a fun little read it'll really get you sorted um with that i want to i

00:28:33.920 want to ask as we wrap up what what were the top takeaways from you today like what did you feel

00:28:39.240 you needed to hear the most the tree you're the person climbing the tree to make sure everyone's

00:28:47.080 going in the right direction leadership leadership versus management yeah definitely leadership yeah

00:28:51.960 and delegate outcomes not tasks is definitely the third uh really really like that one and the uh

00:28:59.480 the 131 i'll definitely keep that in mind because i think that's good for like that's good for

00:29:04.920 parenting too let's just be honest yeah business is the ultimate personal development program

00:29:11.180 because it will show you where yeah yeah it'll show your opportunities awesome i appreciate the

00:29:18.220 time it's been super fun thank you i appreciate your time thank you so much cool talk soon take

00:29:23.280 care bye

Dan Martell - September 13, 2021

Transform Your Dreams Into Reality

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