Valuetainment - Episode 216： 11 Marine Core Principals For Entrepreneurs

00:00:00.000 30 seconds. One time for the underdog.

00:00:04.300 Ignition sequence start.

00:00:06.980 Let me see you put them up.

00:00:09.020 Reach the sky, touch the stars up above.

00:00:11.120 Cause it's one time for the underdog.

00:00:15.060 One time for the underdog.

00:00:17.300 My good friend Matt Cepala, Money Smart Guy, talks about 11 Marine Corps principles for entrepreneurs.

00:00:23.820 What's going on everybody? Value tainers, how you doing?

00:00:26.820 My name is Money Smart Guy, Matt Cepala.

00:00:28.540 So many of you guys don't know who I am.

00:00:31.480 I am based out of Chicago in a suburb called Oak Brook, Illinois.

00:00:35.120 I'm a co-owner of PHP Agency and I have a brand called the Money Smart Movements.

00:00:39.240 And my brand, my personal brand is the Money Smart Guy.

00:00:42.760 And I started off in the Marine Corps at 17 years old.

00:00:45.580 I enlisted in Chicago, left Fort San Diego.

00:00:49.320 And I was in the Marine Corps for eight years.

00:00:51.400 Did two tours in the Marine Corps.

00:00:53.180 Did two years with the Illinois National Guard.

00:00:55.780 Very hard for me to wear the Army uniform.

00:00:57.220 But either way, still had that Marine Corps pride.

00:00:59.760 Still had that Marine Corps esprit de corps and commitment to duty.

00:01:03.500 It's a country into our unit in our core.

00:01:06.160 So when I translated into business, it was all because of necessity.

00:01:10.480 I found myself in a situation where I was divorced.

00:01:13.840 I was a single father.

00:01:15.320 I was in custody of my son.

00:01:17.960 And I needed to find a job.

00:01:19.440 I need to find a career or even a business that allows me to make a lot of money in a short period of time.

00:01:24.380 I needed to find a situation where I could drop off my son, make some money between 9 and 3 o'clock, pick up my son, and then go do homework and do things like normal parents would do on evenings and weekends.

00:01:37.280 So what led me to that was the financial services industry.

00:01:40.340 What led me to that was the entrepreneurial world of business.

00:01:44.580 I figured out that if I can control my time by putting myself in time and space, by scaling myself up through a career in the insurance industry, I was able to control a lot of my income.

00:01:56.740 I was able to control a lot of my time and control a lot of my decisions for the better of my family, for the better of my future.

00:02:03.380 So, what does this all mean?

00:02:05.920 What this means is that a lot of things I've done in business today for the last 18 years as an entrepreneur, 12 of those as a licensed agent, 12 of those in the grind as an independent, self-employed producer.

00:02:17.920 I was able to find business where I can speak the message of scaling up and out so therefore I can make more of me in our community.

00:02:25.260 Because what I really loved to do was to help people.

00:02:27.860 What I really loved to do was at the same time be handsomely rewarded for what I did.

00:02:31.120 But I was limited, so I went back into the notes of my Marine Corps career.

00:02:36.320 I went back into the notes of how to lead people because there's a completely different story coming from the Marine Corps and then leading civilians.

00:02:44.260 But the principles still apply.

00:02:46.800 And so today's leadership principles I'd like to cover with you are things that I used from the Marine Corps into business that helped me go from a little independent contractor to now being a coloner of one of the largest and fastest growing financial and marketing organizations in the United States today.

00:03:01.120 First Marine Corps leadership principle.

00:03:02.200 Number one, being technically and tactically proficient, which means that being committed to excellence, being a student of your industry and business, knowing what initiatives and strategies to deploy and when.

00:03:14.720 So in other words, you've got to know your stuff.

00:03:16.560 You've got to be a student of the business.

00:03:17.680 You've got to know your craft.

00:03:19.020 You've got to know your industry.

00:03:19.920 When I was in the Marine Corps, I understood everything about small arms, my Beretta, my M16A2 service rifle, my XM52 50 caliber machine gun, my equipment, my deuce gear, what floated, what didn't float.

00:03:34.460 I needed to know what to wear, when to wear it, what to pack, what not to pack, and know what conditions that I would survive and be able to thrive if I was a phased combat.

00:03:45.060 So in business, you've got to understand your craft, you've got to understand what to do, when to do it, and having the right initiative and the right judgment and to apply those things that you do know into the business world.

00:03:57.280 And oftentimes in business, we're scared to do certain things because we know what we're supposed to do, but yet we don't do it.

00:04:02.540 So number one, being technically and tactically proficient, knowing what to do and when to do it.

00:04:08.200 Number two, know yourself and seek improvement.

00:04:11.500 Never being satisfied with good enough for government work and being confident in your abilities.

00:04:16.880 Listen, one of the things that I got irked with every time I would hang around government contractors, I remember seeing them say, man, how you doing?

00:04:24.220 And they said, another day, another dollar.

00:04:26.380 Or they'd say to me, hey, this is good enough for government work.

00:04:29.480 Like, listen, as an entrepreneur, as a United States Marine, it's never good enough to be good enough.

00:04:33.920 Every time we looked at our uniform, every time we went through a drill, every time we went through our practice of our motions, going through combat, going through our practice, through workups to become special operations type of units, good enough was never good enough.

00:04:45.740 We are always constantly practicing.

00:04:47.460 We're always constantly rehearsing.

00:04:48.680 So therefore, when it was game time, instead of thinking what we needed to do, we just acted on our own natural ability.

00:04:54.200 So being able to know yourself and seek improvement means it's either you're growing or you're dying.

00:05:00.380 Either you're a benefit or you're not a benefit.

00:05:02.960 Simple as that.

00:05:03.880 Number three, know your Marines and their welfare.

00:05:07.060 Build on your people's strengths.

00:05:09.060 Know who and what to add for the task at hand and leading with compassion.

00:05:13.500 There's a book out there called Good to Great.

00:05:15.480 It's knowing who's on your bus and then knowing what seat they are on the bus.

00:05:19.960 It's knowing what the capacity and capabilities are of your fellow Marines, of your fellow employees, independent contractors, brand ambassadors, whatever you want to call them.

00:05:29.660 Knowing what their capacities are.

00:05:30.720 Not what you want them to be, but where their capacities are.

00:05:33.820 There's some basic skills that everybody has to have at the company.

00:05:37.080 Some basic skills everybody has to have at the department.

00:05:39.680 But one to apply them to different departments is a completely different skill set.

00:05:44.860 Getting the most out of people is knowing what they're capable of doing and what they want to do and seeing how they're really feeling when they're doing it.

00:05:52.980 Always checking in with them.

00:05:54.080 Hey, how you doing?

00:05:55.600 Is this what you thought it'd be?

00:05:57.020 Is this what you want to do?

00:05:58.280 And if not, then you got to move them around.

00:05:59.920 Because oftentimes we put people in the wrong seat, in the wrong position, and their welfare and their desire to be there and their capacity to contribute to the company, your company, is not a 100%.

00:06:10.680 So finding what they want and finding what they want to do and to deploy them according to the capacities.

00:06:16.400 Regardless of rank, regardless of time and service, the Marine Corps always gave me an opportunity to advance.

00:06:21.280 For example, meritorious promotion.

00:06:23.440 I remember all the times we'd go into a competition.

00:06:25.700 We'd compete with guys inside our platoon.

00:06:27.820 Whoever's the top guy who's inside our platoon, we'd compete with the guys at the company level.

00:06:31.340 Whoever's the top at the company level, we'd compete at the battalion level.

00:06:34.560 So in other words, you're always constantly competing, and the opportunity for you to grow, to take more responsibility, to advance in rank, to advance in pay, usually was in most Marines' hands.

00:06:45.520 So I was using that opportunity, that capacity for me to do that in the Marine Corps into business.

00:06:51.480 And it really spoke for me in terms of capitalism.

00:06:53.160 So if I wanted to work really hard, if I was willing to commit, if I was willing to outwork, outperform, out-hustle the Marine next to me, the entrepreneur next to me,

00:07:03.020 then over time, I can start running laps around them.

00:07:06.400 And at the same time, I get rewarded for my efforts.

00:07:09.380 So using the Marine Corps leadership principles through the meritorious promotion process that the Marine Corps provided allowed me to get a reward for the work I was willing to put in.

00:07:18.440 Number four, keeping your Marines informed.

00:07:21.800 Communicate often, communicate early, and ask for constructive feedback.

00:07:26.620 Now, oftentimes, ego and pride get in the mix of your business.

00:07:31.800 Oftentimes, pride and ego get in the mix of you getting ahead.

00:07:35.460 Why?

00:07:36.200 Because people take so much pride in their work, and they think that criticism or constructive criticism is an attack on their character.

00:07:43.700 If you take it that way, and you're getting sensitive about that, you'll never get ahead.

00:07:48.400 So we learned in the Marine Corps, listen, what cost us was not your pride.

00:07:51.560 What cost us is not your ego.

00:07:52.500 What cost us is your ability to lose the lives of your brothers and sisters next to you.

00:07:57.260 So don't worry about your pride.

00:07:58.580 Don't worry about your ego.

00:07:59.440 You're doing this not necessary for you.

00:08:01.360 You're doing this for the betterment of the people to your left and to the right of you, for the benefit of the unit.

00:08:05.780 Listen, in business, if you see yourself in a capacity of being stalled or being in a position of not being where you want to be, it's a pattern.

00:08:15.120 You've got to be able to take coaching and constructive criticism to find areas and find leaks in your business to allow you to get ahead.

00:08:21.600 Because if you get ahead, your goals are reached, you create jobs, and you're a benefit to our community.

00:08:27.500 Number five, set the example.

00:08:29.960 Listen, I always told my Marines, more often than not, you're going to see my back more than you're going to see my front.

00:08:36.960 Why?

00:08:37.580 Because when I give an order, when I tell my Marines to have their uniform ready for inspection, to be ready in their physical fitness, to be ready for the operation we're about to go on,

00:08:46.480 I, me, I want to be the most prepared, squared away, early Marine out there because I want you to be able to depend on me.

00:08:54.200 I want you to be able to depend on your life, on me, and at the same time, if you're expecting this of me, I expect that of you.

00:09:01.260 Translate this into business.

00:09:02.320 When I'm an entrepreneur and I'm coaching new people in certain departments, I'm coaching new people that we're onboarding, and I'm teaching them how to make phone calls,

00:09:10.920 I don't just play them a video and expect them to self-learn.

00:09:15.020 I expect them to watch the video to self-learn.

00:09:17.540 I want them to do it in front of me, and then I do it for them.

00:09:20.520 So you need to set the example.

00:09:21.720 You need to set the expectations of what you want in your department, in your division, inside your company.

00:09:26.820 Otherwise, you're setting yourself up for failure.

00:09:29.400 So oftentimes, people give off the delegation of leadership to somebody else.

00:09:34.400 One of the things that we never wanted to delegate is Marines.

00:09:36.840 One of the things we never wanted to give to somebody else to do was to know that we cared about the Marines,

00:09:42.200 and we cared about the completion of our mission, and to know that our signature, our legacy, was written with everything that we did.

00:09:48.540 So set the example for your company.

00:09:51.460 Number six, ensure the task is understood, supervised, and accomplished.

00:09:57.200 Oftentimes, entrepreneurs get involved in business, and they're so frustrated.

00:10:01.280 They get all these different packages.

00:10:03.040 They get all these different consultants.

00:10:04.660 They get all these different self-help, shelf-help, whatever the case may be, and they never do anything.

00:10:08.880 Why? Because they're expecting somebody else to do it for them.

00:10:11.480 But what Marines would do is they gather the information.

00:10:14.800 They learn it themselves.

00:10:16.460 They do it themselves.

00:10:17.620 So therefore, when they do it themselves repetitively over a period of time, they know exactly what to delegate.

00:10:22.860 They know exactly what to supervise.

00:10:24.840 They know exactly where certain corners might be cut.

00:10:27.740 They know where certain shortcuts may be had.

00:10:30.000 So when you are somebody running your business, just like a Marine would, do it yourself first. 1.00

00:10:36.300 Not to say that you've got to be perfect at it, but you've got to do it yourself a number of times

00:10:39.740 to understand where the shortcuts and the leaks and the faults might be.

00:10:43.380 So therefore, when you do delegate it to somebody who may be better tasked to do that job, you know exactly what to look for,

00:10:49.300 know exactly what shortcuts may be had, and you know how they can take their unique ability, their talent,

00:10:54.240 to do what you don't do well, that they do well, and you know exactly what's being delegated.

00:10:58.800 Because oftentimes, people delegate a task and say, yeah, get it done.

00:11:01.940 And it's not done.

00:11:02.600 But at the end of the day, whose responsibility is it?

00:11:05.480 It's yours as the entrepreneur's.

00:11:07.420 Marines would always take responsibility for it. 0.80

00:11:09.240 It didn't matter if they delegated it.

00:11:10.620 Hey, listen, I'm the corporal.

00:11:11.800 I'm the sergeant.

00:11:13.060 I'm the non-commissioned officer in charge.

00:11:15.240 I don't care if Lance Corporal, Private Schmuck, can tell it they're going to do it.

00:11:17.820 I'm taking responsibility for it.

00:11:19.320 I'm taking the heat for it.

00:11:20.520 If it's going to be, it's going to be up to me.

00:11:23.120 Understand your task.

00:11:24.560 Understand what needs to be accomplished.

00:11:26.020 And supervise it to make sure it gets done.

00:11:27.520 Again, I remember when we were getting deployed to the Middle East.

00:11:31.580 I remember it was initially our direction was towards Australia.

00:11:35.280 And in the middle of the night, the ship's captain says,

00:11:37.720 ship's captain announces that we are turning the ships towards Somalia.

00:11:43.080 Like, what the heck is Somalia?

00:11:44.420 You see, most guys in the Marines, we never did well in school, especially during geography class.

00:11:48.780 So we had no clue where Somalia was.

00:11:51.720 So asking around, digging around, even the officers that we were talking to had no clue where Somalia was.

00:11:56.800 It was only a period of time gathering information, eventually we turned the ship around,

00:12:00.540 and we found out it was really on the eastern tip of Africa.

00:12:03.600 We figured out that Somalia was a big war-torn country, a bunch of gangsters running the country. 1.00

00:12:08.480 And so what we did is we got ourselves up to any information we can drum up on the ship

00:12:13.360 about what Somalia was like, what the terrain was like.

00:12:16.440 And next thing you know, we got some bad news.

00:12:18.600 Our Marine Corps leaders came up to us and said,

00:12:20.200 listen, it's going to be bad news.

00:12:21.220 Go down to legal, get your wills done, get your life insurance put in place.

00:12:24.380 A third of you guys probably ain't coming back.

00:12:26.800 And here we are freaked out.

00:12:27.800 Here we are 18, 19 years old, 20 years old, getting our wills done,

00:12:31.360 getting our life insurance placed.

00:12:32.460 Are you kidding me?

00:12:33.960 But what that did to us, it says, you know what?

00:12:36.000 We're not going to go out like that.

00:12:37.400 We trust in our training.

00:12:38.540 We trust in the Marine Corps leadership.

00:12:40.140 We trust in our preparation.

00:12:42.180 And so it heightened because of the communication, the expectation of the mission.

00:12:46.800 It heightened up our intensity.

00:12:49.000 It heightened up our preparation.

00:12:50.300 It heightened up our communication with one another.

00:12:52.500 And what happened is we went into Somalia.

00:12:55.080 We launched at 3 o'clock in the morning.

00:12:57.280 We took some fire.

00:12:58.920 But at the same time, none of our guys was lost in the first night.

00:13:02.400 We did a bunch of patrols.

00:13:04.080 We did a bunch of sorties.

00:13:05.140 We did a bunch of missions.

00:13:06.340 And guess what?

00:13:07.080 Everybody came back.

00:13:08.640 Some of the other units, they lost some guys.

00:13:10.520 But our unit stayed intact.

00:13:12.540 Our unit was together.

00:13:13.940 Our unit earned squadron of the year.

00:13:15.980 I came back to the United States.

00:13:18.180 I realized at 19, 20 years old, what I did with most Marines wouldn't be able to express

00:13:23.680 is one of those things that's very hard to articulate.

00:13:28.160 But there's a conversation we have just with I, just a conversation we have amongst Marines

00:13:31.780 that if we translate what we learned in combat to translate that to other tasks we had in

00:13:36.680 the Marine Corps, which means we have a better prepared Marine Corps, we have a better prepared

00:13:41.320 next generation, we have another prepared group of Marines ready to deploy to take our spot.

00:13:46.720 We had a say in the Marine Corps, a team that sweats the most in peacetime bleeds less in

00:13:52.120 combat.

00:13:53.200 You see, we took these drills.

00:13:54.700 We took the patrols.

00:13:56.060 We took these missions that even though we're back in the rear with the gear, we knew we're

00:13:59.840 always in preparation.

00:14:01.200 We knew we were always reading the newspaper in the world section of the newspaper at that

00:14:05.420 because whatever we read in newspaper, chances are we're gone in another week or two.

00:14:10.300 So when we trained together as a team, we grew together as a team.

00:14:14.500 We gelled together as a team.

00:14:15.740 And you didn't need anything about that.

00:14:17.080 It doesn't matter if you're black, white, Puerto Rican, Filipino like me, Asian.

00:14:22.000 It didn't matter.

00:14:22.740 It didn't matter what the color of your skin was.

00:14:24.560 What we cared about was whether or not you were able to train with us.

00:14:27.520 What we cared about was whether you were willing to bleed and sweat with us.

00:14:31.060 What we cared about was when the time came to step up, we were the type of Marine that

00:14:34.480 would step out.

00:14:35.760 Translate that to business.

00:14:36.660 So if you're the type of entrepreneur and you say, man, I need a team, oftentimes I've

00:14:42.340 built the best teams without paying my guys a lot of money.

00:14:46.140 Why?

00:14:46.580 Because we're willing to do the job.

00:14:48.220 We're willing to train together.

00:14:49.960 A lot of guys were self-starters.

00:14:51.380 They weren't very well with long resumes.

00:14:55.880 They were self-starters themselves.

00:14:57.180 They learned about a video.

00:14:58.640 They learned about websites.

00:14:59.580 They learned about their craft all online.

00:15:02.720 But we're able to train together as a team.

00:15:04.400 We're able to communicate together.

00:15:05.600 We're able to create stream and workflows.

00:15:08.320 So therefore, it's constant communication along the way.

00:15:11.320 So therefore, the output product was something that we all were very proud of.

00:15:15.560 So if you train together as a team, you take a whole lot more pride in the final product

00:15:20.400 when you roll out the next initiative in your company.

00:15:23.720 Number eight, make sound and timely decisions.

00:15:27.360 See, oftentimes in the Marine Corps, there's Marines that were ready to make a decision,

00:15:33.540 but they were scared to, right?

00:15:35.820 And what the Marine Corps prided itself on was building small unit leadership.

00:15:40.240 In other words, we empowered the guy at the bottom to make a decision.

00:15:43.240 So by the time he's used to making decisions at the bottom, by the time he gets promoted,

00:15:46.700 moves up the ranks, he's had many, many, many different decisions he's had experience in doing.

00:15:52.420 So now, there might be situations where there's sound judgment or bad initiative,

00:15:56.360 or bad initiative, but sound judgment.

00:15:58.860 But how do you know when to make those type of decisions?

00:16:02.280 Did I say you had to be perfect?

00:16:03.700 No.

00:16:04.380 You've got to make a decision.

00:16:05.620 Right or wrong, you've got to stand up for your decision.

00:16:08.920 Translate this to business.

00:16:11.060 Oftentimes, people in business know what they need to get done.

00:16:14.080 They know exactly what initiative, the timing, the blog, the video, ways to compete against

00:16:20.340 their competitor.

00:16:21.040 They know exactly where the problem is.

00:16:23.100 But what happens when it's time to pull the trigger?

00:16:24.900 They get gun shy.

00:16:26.160 See, in this situation about making sound and timely decisions, this is what separates the

00:16:30.360 men from the boys, the entrepreneurs from the entrepreneurs.

00:16:34.260 They'll go from small to the big, or the guys that stay small forever.

00:16:38.040 So if you can make sound and timely decisions, you will begin to start separating yourselves

00:16:42.040 from the pack.

00:16:43.400 Number nine, develop a sense of responsibility amongst your Marines.

00:16:47.640 One of the things I love to do, every Marine loves to do, we know how to clean.

00:16:51.240 We definitely know how to field day.

00:16:52.820 Everything from cleaning the toilet, cleaning the bathroom, we call them the heads or the 0.99

00:16:57.220 pissers, whatever the case may be.

00:16:58.440 We learn how to clean.

00:16:59.500 We learn very well with what toothbrushes can do outside of what it does in your mouth.

00:17:03.360 So that was a sense of responsibility.

00:17:06.000 That was a very, very easy way for us to develop a sense of responsibility, to be clean, to

00:17:10.600 have our barracks, to have our place where we stay at squared away and clean.

00:17:16.380 That was developing a sense of responsibility and cleanliness amongst Marines.

00:17:20.860 Why?

00:17:21.480 Because an organized area becomes an efficient area.

00:17:25.480 A cluttered mind is a cluttered business.

00:17:28.060 Translate this to business.

00:17:29.320 Translate it to your business.

00:17:30.260 So if you develop a sense of responsibility amongst your people, they know what standards

00:17:34.520 you expect.

00:17:35.560 They know what type of product you want to put out there.

00:17:37.800 They know what type of brand you stand for.

00:17:40.100 And then you give them the responsibility to act according to that brand.

00:17:44.180 And what starts to happen is they start taking this brand themselves.

00:17:46.940 Why?

00:17:47.480 Because you've given them responsibility.

00:17:49.380 You've given them ownership.

00:17:50.600 I didn't say micromanagement.

00:17:52.080 I said you give them ownership.

00:17:53.700 You give them incentives.

00:17:54.960 You give them rewards.

00:17:55.860 You give them small things that allow them to get a little bit more recognition along

00:17:59.940 the way.

00:18:00.440 That creates them a desire to take more responsibility.

00:18:04.440 Oftentimes we get some of the best people in our company.

00:18:06.600 We get some of the best people that intern with us.

00:18:08.480 We get some of the best people that decide, Matt, I just want to work alongside you guys.

00:18:12.140 Those are the people we eventually hire.

00:18:13.900 Those are the type of people we eventually want to partner with us.

00:18:16.400 Those are the type of people we want to do some big things with.

00:18:18.460 Why?

00:18:19.000 Because even though we're doing it for nothing, they're taking responsibility for their work.

00:18:22.920 They're taking responsibility for the little task at hand.

00:18:25.440 What happens?

00:18:26.100 We get somebody on our team.

00:18:27.260 We get somebody that represents our company in a very profound way because they've taken

00:18:31.020 ownership.

00:18:32.080 After two tours in the Middle East, I came back to the United States and I became an instructor.

00:18:38.060 I trained Marines to prepare for deployment overseas.

00:18:41.400 One of the most unique things I was able to experience in that process is the unique ability

00:18:45.240 for me to deposit all that I've experienced into a brand new Marine about to deploy.

00:18:49.440 To teach him what I've learned, to teach him the mistakes to avoid, to keep him alive and

00:18:55.280 to keep the Marines around him alive.

00:18:57.480 And I realized that it was so easy to learn about your team, to learn about your Marines

00:19:02.120 if you're able to train together and to deploy together, to prove what you learned in peacetime,

00:19:07.720 to prove what you learned in wartime.

00:19:10.400 Through constant training, testing, and deploying, you're going to find out which Marines, we found

00:19:15.140 out which Marines look good in the mirror versus the ones who look good in combat.

00:19:18.480 We learned ones who are effective in peacetime versus ones who are really effective in combat.

00:19:23.940 And through that process, we learned a lot about ourselves and our capacities and limits

00:19:28.140 that we're willing to be stretched.

00:19:29.800 Number 10, employ your unit in accordance with its capabilities.

00:19:34.460 You've got to know your strengths.

00:19:36.220 You also have to know your weaknesses.

00:19:37.960 You've got to know what you're good at.

00:19:39.620 You've got to know what you're not good at.

00:19:41.080 In business, if you don't understand your strength as a company and you try to compete

00:19:44.740 with the big boys, you get smashed.

00:19:46.500 Number 11, and this is my favorite, seek and take responsibility for your actions.

00:19:52.960 Marines always say, if it's going to be, it's up to me. 0.95

00:19:56.300 If my unit is going to win, if my unit is going to succeed, if my unit is going to pass

00:20:00.700 inspection, it's going to be up to me as a leader to make sure that my unit is prepared.

00:20:05.480 So as an entrepreneur, you've got to be in this constant evolution of growing and taking

00:20:10.440 responsibility.

00:20:11.000 What happens is you start up with your standards here, but if you continue to seek responsibility

00:20:16.240 and take responsibility, your standards start to raise and start to raise and they start

00:20:20.640 to raise.

00:20:21.100 And next thing you know, you look a year later and while my standards used to be here,

00:20:24.680 next thing you know, I'm here.

00:20:25.740 We used to produce this much amount of volume.

00:20:27.840 Now we're producing this much amount of volume.

00:20:29.460 We're taking this much amount of cases and revenue.

00:20:32.320 Now we're taking this many cases and revenues.

00:20:35.120 If you're constantly seeking and developing, growing as a leader, as an entrepreneur, you

00:20:39.060 are unstoppable.

00:20:41.000 Bottom line, guys, always be authentic and be willing to take constructive criticism to

00:20:46.300 become better.

00:20:47.200 So therefore you as an entrepreneur, like a United States Marine, is unstoppable.

00:20:51.740 Thank you so much for tuning into this special episode with myself, Money Smart Guy, Matt

00:20:55.660 Zappala.

00:20:56.460 This is your Money Smart Guy.

00:20:57.400 And until we meet again, continue to live smart, continue to live smart, and be money

00:21:01.440 smart today.

00:21:02.700 Thanks everybody for listening.

00:21:03.980 And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.

00:21:08.580 Give us a five star, write a review if you haven't already.

00:21:11.480 And if you have any questions for me that you may have, you can always find me on Snapchat,

00:21:15.560 Instagram, Facebook, or YouTube.

00:21:17.520 Just search my name, Patrick MidDavid.

00:21:19.420 And I actually do respond back when you snap me or send me a message on Instagram.

00:21:24.420 With that being said, have a great day today.

00:21:26.060 Take care, everybody.

00:21:26.880 Bye-bye.

00:21:27.400 Bye-bye.

00:21:28.400 Bye-bye.

Valuetainment - November 23, 2018

Episode 216： 11 Marine Core Principals For Entrepreneurs

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