Valuetainment - May 03, 2019


Episode 295： 10 Strategies To Develop Leaders


Episode Stats

Length

18 minutes

Words per Minute

217.96999

Word Count

4,116

Sentence Count

385


Summary

In this episode, Patrick explains the difference between responders and initiators, how to develop leaders, and how to attract leaders to your team. He also talks about the importance of energy and stamina, and why it's important to have them in your life.


Transcript

00:00:01.000 30 seconds.
00:00:02.000 One time for the underdog.
00:00:03.000 One time for the underdog.
00:00:04.000 Ignition sequence start.
00:00:07.000 Let me see you put them up.
00:00:09.000 Reach the sky, turn the stars up above.
00:00:11.000 Cause it's one time for the underdog.
00:00:15.000 One time for the underdog.
00:00:17.000 I'm Patrick Bedeby, host of IITEMIN, and today we're going to talk about 10 strategies to
00:00:21.000 develop in leaders.
00:00:22.000 Point number one.
00:00:23.000 This is a big one for me, and I'm going to explain it to you.
00:00:26.000 The difference between responders and initiators.
00:00:29.000 Let me explain.
00:00:30.000 Everybody in the world is a responder.
00:00:32.000 Everybody in the world is a responder.
00:00:34.000 Meaning, there's a deadline.
00:00:36.000 You respond.
00:00:37.000 You get it done.
00:00:38.000 There's a task.
00:00:39.000 You respond.
00:00:40.000 You get it done.
00:00:41.000 If you don't do this, you're going to get fired.
00:00:42.000 You respond.
00:00:43.000 You get it done.
00:00:44.000 Taxes go up.
00:00:45.000 If you do this, you adjust.
00:00:46.000 They change the laws for something.
00:00:48.000 We respond.
00:00:49.000 Everybody's a responder.
00:00:50.000 I'm a responder.
00:00:51.000 You're a responder.
00:00:52.000 The greatest leaders, presidents, billionaires are all responders.
00:00:56.000 But only a few are initiators.
00:00:59.000 I like to lock onto talent.
00:01:00.000 When I see somebody initiate, for example, going in there and talking to a couple of our
00:01:05.000 teammates, and I'll say, here's what I like to see us do.
00:01:07.000 I'm thinking about doing X, Y, Z.
00:01:09.000 And one of our guys takes the initiative because I said something, and they come back with 50
00:01:15.000 ideas.
00:01:16.000 That is an initiative they took that wasn't part of me necessarily wanting them to take
00:01:21.000 the extra mile or go above and beyond.
00:01:24.000 A lot of times, people will do this.
00:01:26.000 This is what my tasks are.
00:01:27.000 I'll go up to this point.
00:01:28.000 Initiators will say, this is what it is.
00:01:30.000 Let me go here, if not here, if not here.
00:01:32.000 Anybody I find that's an initiator, I like people like that on the team.
00:01:36.000 Number one, look for initiators who also respond.
00:01:39.000 Responders don't necessarily initiate, but initiators absolutely respond as well.
00:01:44.000 Big difference.
00:01:45.000 Number two, energy.
00:01:46.000 When it comes to energy, there's two different things of energy to me.
00:01:48.000 One is your aura.
00:01:49.000 The other one is your stamina.
00:01:51.000 Let's talk about aura first.
00:01:52.000 I can tell by your aura.
00:01:53.000 I'll watch a person and I'll say, wow.
00:01:55.000 Look at the people at the office that they go to lunch with.
00:01:58.000 Look at the people at the office they hang out with.
00:02:01.000 Look at the people at the office they associate themselves with the most.
00:02:04.000 Look at the people that they typically hang out with the most.
00:02:07.000 Why is it that this person is hanging out with people above them?
00:02:11.000 Why is it that this person typically befriends people way ahead of them?
00:02:15.000 Or why is it that this person befriends people only below them that's not on their team?
00:02:19.000 Why is that?
00:02:20.000 Maybe they have an identity issue.
00:02:22.000 The other person's always trying to catch up and go up until they always want to associate with people above them.
00:02:27.000 Like, wait a minute.
00:02:28.000 The aura attracts up.
00:02:29.000 The aura goes up.
00:02:31.000 This aura goes down.
00:02:32.000 Why is that?
00:02:33.000 Another thing I look at with aura is who they typically attract.
00:02:37.000 So we'll have a party.
00:02:38.000 We'll have a gathering.
00:02:39.000 We'll have any kind of a thing.
00:02:40.000 I can pretty much share.
00:02:41.000 Every time this guy's there, the biggest performers are always around them.
00:02:45.000 Every time.
00:02:46.000 Their aura.
00:02:47.000 What it projects.
00:02:48.000 What it attracts.
00:02:49.000 Energy is a completely different story.
00:02:50.000 I told a story earlier to somebody about Mario.
00:02:53.000 When I knew Mario was somebody I wanted to lock onto when he was 18, 19 years old.
00:02:58.000 So I'm putting an event together.
00:02:59.000 We have nothing prepared.
00:03:01.000 I only have three or four employees at that time.
00:03:03.000 This is 2006.
00:03:04.000 We're talking about a long time ago.
00:03:06.000 2006 is what?
00:03:07.000 12, 13 years ago.
00:03:08.000 And for the event, we're trying to make a video.
00:03:11.000 We're a day away for the video.
00:03:13.000 Literally a day away from going to Palm Springs for putting this event together for like 300 people.
00:03:17.000 And we don't have the video prepared.
00:03:19.000 Mario doesn't know how to edit.
00:03:21.000 He learned how to edit.
00:03:22.000 And that night, we stayed at the office till 4.30 in the morning.
00:03:27.000 Never once complained.
00:03:29.000 He got the job done.
00:03:30.000 Came up.
00:03:31.000 We put up the video.
00:03:32.000 Played the video.
00:03:33.000 For us in 2006, this was an epic video we created.
00:03:37.000 The audience went crazy.
00:03:38.000 It was a great time.
00:03:39.000 And I was impressed with him because I learned about his stamina's endurance.
00:03:43.000 He can last.
00:03:44.000 I like people who can last and have stamina.
00:03:47.000 People who can last and have stamina and they have the long endurance.
00:03:50.000 When bad things happen or a project, we got to go a little bit longer.
00:03:53.000 They won't say, oh, you know what?
00:03:55.000 I don't know if it's getting late, all this other stuff.
00:03:57.000 They'll be able to hang in there and go long term.
00:03:59.000 Number three, language.
00:04:00.000 Language tells me a lot.
00:04:01.000 I can listen to a person's language and you'll typically be able to pick up a lot.
00:04:04.000 The other day I was doing two interviews.
00:04:06.000 One guy flew in from Connecticut.
00:04:08.000 The other guy flew in from Cincinnati.
00:04:10.000 Right?
00:04:11.000 And I'm sitting down looking at these guys.
00:04:12.000 This is a multi six figure year position that I'm looking at.
00:04:15.000 Pretty high identity type of a position.
00:04:17.000 And as I'm talking to one of them, he made a comment two or three times that was way too
00:04:26.000 many insecurities in these comments.
00:04:28.000 I said, man, this is like, you are, this is just way too much.
00:04:32.000 Because the position I was going to give him, you know, if I'm putting an event together
00:04:36.000 with 7,500 people, he was going to be a face.
00:04:38.000 So this is going to be influence over 7,500 people at a live event.
00:04:42.000 And listen to them like, you know, I don't know about that language.
00:04:45.000 That language stemmed too much insecurities, too much fears.
00:04:48.000 And I needed somebody for this position to be confident because he or she has to impose
00:04:53.000 confidence to other people.
00:04:55.000 So the language you speak, we'll say a lot about insecurities, fears, self confidence,
00:04:59.000 self esteem.
00:05:00.000 You can tell it.
00:05:01.000 The language would also tell me if there's person's a leader or they're a victim.
00:05:04.000 Well, you probably would never do this with me.
00:05:06.000 Would you?
00:05:07.000 I mean, why would you ever do with me victim?
00:05:09.000 I think I can do it.
00:05:10.000 I think this is a great position for me.
00:05:12.000 Let me prove you wrong.
00:05:13.000 Watch what I'm going to do.
00:05:14.000 You know, I'm going to be one of the best.
00:05:16.000 You know, one time I went and met with a talent agent in Hollywood.
00:05:19.000 And I was talking to her about acting.
00:05:21.000 And she said, listen, here's what Hollywood likes.
00:05:24.000 They want you to go in knowing this is my position.
00:05:28.000 I'm going to do this role better than anybody else.
00:05:31.000 If you like me, you don't like me, that's on you.
00:05:33.000 But I believe I can play this part.
00:05:36.000 They want you to go in, not cocky, but they want you to go in confident knowing this is
00:05:40.000 me, this is who I think can do this job here.
00:05:42.000 They like that.
00:05:43.000 Language says a lot about the individual.
00:05:45.000 You've got to pay attention to it.
00:05:46.000 Number four, parents who believe in them.
00:05:48.000 I don't need both.
00:05:49.000 I actually like when one parent didn't.
00:05:50.000 The other day I was in San Antonio and I'm speaking.
00:05:54.000 This guy comes up to me.
00:05:55.000 He walks across the stage and he comes right past me.
00:05:59.000 I saw him and his girl.
00:06:00.000 And I said, wow, this guy's got swagger.
00:06:01.000 I said, hey, come here.
00:06:02.000 How old are you?
00:06:03.000 He says, I'm 23, 24.
00:06:04.000 How old's your girl?
00:06:05.000 20.
00:06:06.000 How serious are you guys?
00:06:07.000 Pretty serious.
00:06:08.000 Serious, serious or like serious, serious?
00:06:09.000 No, we've been together for two years.
00:06:10.000 Our families know each other, et cetera, et cetera.
00:06:12.000 Maybe one day we're going to be something.
00:06:13.000 I said, okay, great.
00:06:14.000 I said, tell me about your parents.
00:06:17.000 When I said parents, his body was like shocked.
00:06:21.000 He said, I kind of knew you were going to ask that question, but that's kind of, you know,
00:06:26.000 it's kind of tough for me to say.
00:06:28.000 I said, no, I really want to know.
00:06:29.000 Tell me about your parents.
00:06:30.000 And then he said, my mom is my hero.
00:06:34.000 She believes in me.
00:06:35.000 She thinks I can do everything.
00:06:37.000 I love my mom.
00:06:38.000 I would take a bullet for my mom.
00:06:40.000 My dad left.
00:06:41.000 And he's not around.
00:06:43.000 And I don't have the best relationship with my dad.
00:06:46.000 That's perfect for me.
00:06:47.000 Because one person you have to prove wrong, that I can do something big, and one person
00:06:53.000 believes.
00:06:54.000 I want that combination.
00:06:56.000 Sometimes when it's both, the kid doesn't have anybody to prove wrong.
00:06:59.000 So you've got to find an ex, or a friend, or a teacher, or a coach, or somebody that said,
00:07:05.000 I don't believe you're worth anything, or you can do anything big with your life, right?
00:07:08.000 I want both.
00:07:09.000 I want somebody that didn't believe, and one that did believe.
00:07:12.000 But, if it's both that didn't believe, we have a problem.
00:07:16.000 If a person has both mom and dad, that are very discouraging, they think small about the person,
00:07:21.000 you can't do anything, all that other stuff, this person has to have so much willpower to
00:07:26.000 be able to fight that part.
00:07:27.000 You see a lot of people say, well my mom and dad love me, and they believe in me.
00:07:31.000 Great, that's perfection.
00:07:32.000 But you see people that don't have both, you need somebody.
00:07:35.000 So I look in that conversation, you'll hear me say a lot, tell me about your parents,
00:07:38.000 your relationship with mom and dad, who are you closer to?
00:07:40.000 That'll tell me a lot.
00:07:41.000 So confidence, very critical.
00:07:42.000 You give me somebody that's very confident, we can take over the world together.
00:07:45.000 Number five, attitude.
00:07:46.000 Attitude to me is, believing things are possible.
00:07:49.000 For instance, guys, I want us to go out there and try to do something like this.
00:07:54.000 Wow, Pat, I don't know if that's possible.
00:07:56.000 Listen, I'm just telling you, this is what I want to do.
00:07:58.000 I want to go swim with great white sharks.
00:08:00.000 Just the timing, and we have to travel in the great white sharks.
00:08:04.000 No, I want somebody to say, let me search it, best places to swim with great white sharks.
00:08:09.000 Boom, let's call them up.
00:08:10.000 Hey, I want to be able to go flying, go 100 miles an hour in air with those jet type of things.
00:08:16.000 I just don't know.
00:08:17.000 No, I want to figure out a way to make it work.
00:08:20.000 Attitude for me is, believe we can do this.
00:08:21.000 Let me go figure out how we can do this.
00:08:22.000 And they'll figure out a way, right?
00:08:24.000 They find a way.
00:08:25.000 They take initiative.
00:08:26.000 Again, it goes back to this.
00:08:28.000 But a big part of it is attitude.
00:08:30.000 Attitude is so attractive to me, because I know if I lock onto somebody with positive attitude,
00:08:36.000 everybody else says, why is this guy working with this person?
00:08:39.000 I can say, look at the attitude.
00:08:40.000 Then they have to also make the adjustment and respond to this person's attitude, because
00:08:45.000 they initiate.
00:08:46.000 The initiator improves everybody else around them.
00:08:49.000 So that's point number five.
00:08:50.000 Number six, curiosity.
00:08:51.000 Curiosity is very important to me.
00:08:53.000 I want you to be curious.
00:08:54.000 I know your level of curiosity about the questions you ask me.
00:08:57.000 So I'll sit there with somebody.
00:08:58.000 We do a conference call on a weekly basis.
00:09:00.000 Mentoring call with about 12 people in the company, and you have to qualify to be a part
00:09:04.000 of this.
00:09:05.000 And we'll go an hour and a half, and I'm processing issues with them, with the top
00:09:09.000 12 people that are coming up, or the top earners, whatever it is.
00:09:12.000 And it was this conference call that wasn't the number one tier conference call.
00:09:16.000 It was number three.
00:09:17.000 And these people that are tier two, tier three leaders that were on the call, and the entire
00:09:22.000 time for an hour and a half, the only people that asked questions were pretty much the top
00:09:27.000 five earners on the call.
00:09:28.000 And then three of the lower guys were asking questions.
00:09:31.000 There was 35 people on the call.
00:09:32.000 I stopped the call.
00:09:33.000 I said, wait a minute, guys.
00:09:34.000 I have to chime in here.
00:09:35.000 They said, what?
00:09:36.000 I said, what the hell are you guys doing on this conference call?
00:09:38.000 What's your purpose of being on this conference call?
00:09:41.000 You're waiting for other people to ask questions, and then hopefully they ask the question that's
00:09:46.000 on your mind to answer that question for you.
00:09:49.000 But if nobody asked that question for you, you got on a conference call.
00:09:52.000 That's only a once a month conference call that you qualified for.
00:09:56.000 And on this conference call, you didn't ask any questions.
00:09:59.000 You should be greedy with questions.
00:10:01.000 You don't get on a conference call like this and everybody else asks the questions.
00:10:04.000 This is where you become greedy.
00:10:05.000 Let somebody else stop you and say, that's enough questions for you.
00:10:09.000 You don't get on a conference call and let somebody else control it.
00:10:11.000 You control the point of contact.
00:10:13.000 You ask the right questions.
00:10:15.000 The people that ask the questions are either the fastest growing earners in the company,
00:10:20.000 or they're the top leaders.
00:10:22.000 And the leaders that didn't, they had a one spike or two spike.
00:10:25.000 And then afterwards, we're going to see how these people are going to respond to it.
00:10:27.000 But the purpose is, I know who you are based on the questions you ask me.
00:10:31.000 If we sit around each other, you're not asking questions.
00:10:33.000 I mean, what are we doing here?
00:10:35.000 Everything's about asking questions, right?
00:10:37.000 We did a video a couple weeks ago.
00:10:39.000 Wasn't it like everybody is one question away from changing their lives?
00:10:42.000 Francis Bacon, research without being told how to research.
00:10:46.000 I like people who are so curious that they go research.
00:10:50.000 How do we do this digital marketing stuff?
00:10:52.000 I spent two days researching.
00:10:54.000 And I want to know about it.
00:10:56.000 And you know, how do we put an event together?
00:10:58.000 I have no idea.
00:10:59.000 Let me go research for three days.
00:11:01.000 And I research, and I gather info, and I come back with a two-pager.
00:11:04.000 Look what I got, Pat.
00:11:05.000 We just got off a conference call right now with a guy from Netherlands who called in.
00:11:08.000 He's a value-tanner.
00:11:09.000 He's watching it right now.
00:11:10.000 His name is Michael.
00:11:11.000 Michael, if you're watching it, we literally got off the phone with you 50 minutes ago.
00:11:15.000 Michael's like, Pat, let me tell you, man, I can't believe I'm on the phone with you.
00:11:18.000 Michael sent a multi-multi-page report to Mario about what to do for the vault conference to be better or to be incredible.
00:11:26.000 I've never met Michael.
00:11:27.000 Michael's a value-tanner.
00:11:28.000 We never asked for this.
00:11:30.000 We never said, hey, Michael, send us ideas.
00:11:32.000 Michael took the initiative, and he sent it.
00:11:34.000 Now, I don't know what his research is based on, but he sent it.
00:11:37.000 I tell you, I don't know any billionaire that's not good at researching stuff.
00:11:41.000 They get the answer to the question they want.
00:11:43.000 All the billionaires I know, they ask tough questions, and they find the answers.
00:11:47.000 It's such a common trait for them.
00:11:49.000 So people I lock onto, leaders, are people that ask the right questions and are constantly curious.
00:11:54.000 Number seven, upbringing.
00:11:56.000 There's a reason why you hear me in interviews.
00:11:59.000 I ask one question.
00:12:00.000 I say, who were you in high school?
00:12:03.000 This is a question I've been asking for 20 years.
00:12:05.000 Let me tell you why.
00:12:07.000 In high school, I know who I was in high school.
00:12:10.000 And I know when I ask somebody else who they were in high school, I kind of learn about them.
00:12:13.000 Who were you in high school?
00:12:14.000 And it tells me a lot.
00:12:16.000 If I find out somebody is an athlete.
00:12:18.000 Well, I know.
00:12:19.000 Tell me about your coach.
00:12:20.000 Did you like your coach?
00:12:21.000 Well, he was very tough on me.
00:12:23.000 Okay, how did you like that, the fact that he was tough on you?
00:12:25.000 I didn't mind it.
00:12:27.000 So, did you ever have a problem with your coach?
00:12:29.000 Yes.
00:12:30.000 Why?
00:12:31.000 Because of this.
00:12:32.000 I mean, I'm already learning.
00:12:33.000 Tell me, who were you in high school?
00:12:34.000 I was a 4.7 GPA valedictorian.
00:12:36.000 Okay.
00:12:37.000 This person follows instructions probably well, right, because they're coachable.
00:12:41.000 So, I'm learning about them.
00:12:42.000 But the upbringing will tell me a lot of different things that I can figure out what is probably
00:12:47.000 going to be happening again.
00:12:48.000 If somebody says, I had a coach.
00:12:50.000 He was so tough on me.
00:12:51.000 And because he was so tough on me, every time he was tough on me, like I had a conversation
00:12:54.000 with somebody three months ago.
00:12:56.000 And she told me, she says, I had a soccer coach.
00:12:58.000 This person was so tough on me, and when they would be tough on me, they would shut down.
00:13:02.000 I'm like, okay.
00:13:03.000 So, it's a little bit more of walking on eggshells, because if you challenge this person a little
00:13:08.000 too much, you're going to get shut down.
00:13:10.000 So, you have to be very careful how you're speaking with this person.
00:13:12.000 Maybe I'm not necessarily going to get the best out of this person here, because if you
00:13:16.000 are challenging to do something big, they're not necessarily going to take initiative.
00:13:20.000 They're going to wait, because they're more responders, right?
00:13:22.000 But those conversations tell you a lot about who you're working with.
00:13:25.000 Number eight, being able to take criticism.
00:13:27.000 This is a very tough thing for a lot of people.
00:13:31.000 You know, sometimes you get feedback, and it depends what department.
00:13:34.000 Some departments, you ought to be very careful you're giving criticism with, because maybe
00:13:38.000 they're in the creative department, right?
00:13:40.000 But some departments, they're more different.
00:13:42.000 It's a different role.
00:13:43.000 It's a different responsibility.
00:13:44.000 It's a different job.
00:13:45.000 It's a different type of thing they're doing.
00:13:46.000 Whatever it is, if I'm developing somebody to be a leader amongst the group, or to be a
00:13:51.000 face, or to be somebody that I'm going to get them to maybe be an equity owner with
00:13:55.000 a company or a position that's going to be an elite position, with a lot of upside, a
00:13:59.000 lot of income, a lot of future potential profit sharing, whatever it may be.
00:14:02.000 I am looking at if this person can take criticism from me when I'm giving them direction.
00:14:07.000 If they can, this means every time we have a hiccup, it's not going to go back down because
00:14:11.000 they shut down.
00:14:12.000 We have a hiccup, feedback given, and then boom.
00:14:15.000 We have a hiccup, feedback given, and then boom.
00:14:17.000 We have a hiccup, feedback given, and then boom, right?
00:14:20.000 And if they're willing to take it, they're probably also going to give it.
00:14:24.000 Let me explain.
00:14:25.000 Hey, Pat, you know what I was thinking about the other day?
00:14:27.000 What's that?
00:14:28.000 I don't know if the system we have here is the most efficient system.
00:14:33.000 Tell me why.
00:14:34.000 See, I was thinking the other day.
00:14:35.000 You know the way we do it right now when we have the products that come in and we sell
00:14:38.000 an insurance policy or we do this?
00:14:40.000 What if we change this step from here to here?
00:14:42.000 I love that.
00:14:43.000 And the reason why you're giving us criticism, I'm the CEO.
00:14:46.000 If you're giving criticism, I'm the guy at the top.
00:14:48.000 That means that's coming to me.
00:14:50.000 Perfect.
00:14:51.000 This is a leader.
00:14:52.000 I can give you criticism, but you're also giving constructive criticism back.
00:14:56.000 And there's a magic on how you do it, but both ways.
00:14:59.000 Those that take it also give positive back.
00:15:03.000 I'm not talking complaining.
00:15:04.000 I'm talking about something that's going to help the company grow faster and become bigger
00:15:08.000 and more efficient.
00:15:09.000 Number nine is taking direction and being coachable.
00:15:12.000 Listen, we announced a bonus a couple weeks ago.
00:15:15.000 It's a $1 million bonus, a $3 million bonus, and a $6 million cash bonus.
00:15:20.000 Do you know who are the people that are on track to getting the highest bonus, the $6 million cash bonus?
00:15:25.000 It's the most coachable executives in the company.
00:15:28.000 Why is that?
00:15:30.000 Coachability from a proven mentor speeds growth.
00:15:35.000 If you're not being coachable and you question everything, you're not increasing speed.
00:15:40.000 Tex Winner, who was a coach that came up with the triangle offense that Phil Jackson took, and he won six championships with Chicago Bulls and five with the Lakers.
00:15:51.000 One time they asked Tex, they said, Tex, who is the one player that knows the game the most?
00:15:58.000 He says, oh my gosh, there's one player I coached.
00:16:01.000 He knew everything about the game.
00:16:03.000 He says, what's the guy's name?
00:16:05.000 Jordan Farmar.
00:16:06.000 Jordan Farmar?
00:16:08.000 He says, yes.
00:16:09.000 He knew so much about basketball, he couldn't teach this guy anything.
00:16:12.000 Everything we ever told him, he said he knows it and he did it his own way.
00:16:16.000 Guess what happened to Jordan Farmar?
00:16:18.000 Guy came out, was supposed to be a star, ended up playing in China, Puerto Rico, all over the place because he couldn't make it in the NBA because no coach wanted a guy like that on his team.
00:16:27.000 Because he questions every single thing, so he had to leave.
00:16:30.000 On somebody the coach, the CEO, the executive wants to lock onto, you need somebody to be able to take direction very well.
00:16:36.000 Increases speed tenfold.
00:16:38.000 Number ten, character.
00:16:40.000 Everything I said sounds good, but if the last one's not in place, nothing matters.
00:16:45.000 And by the way, character isn't just you going to church on Sunday and I read the Bible, I have character.
00:16:51.000 I go to service, whatever I do, synagogue, anywhere I go.
00:16:56.000 I'm so much of a character person.
00:16:58.000 I'm looking for way more than character.
00:17:00.000 Character to me is your health.
00:17:02.000 How you take care of your body.
00:17:04.000 Character to me is your discipline with your finances.
00:17:07.000 Character to me is how you treat people around you.
00:17:10.000 Character to me is you keeping your word.
00:17:12.000 Character to me is knowing when you say you're going to do something, you come through with it.
00:17:16.000 Character to me is you being able to be trusted with secret information that nobody else needs to know about.
00:17:21.000 You may be the smartest person in the world, but if I give you data that I don't want you to tell anybody,
00:17:27.000 I don't even want you to tell your wife about it or your husband about it.
00:17:30.000 Nothing.
00:17:31.000 This is secret information here.
00:17:33.000 Nothing.
00:17:34.000 That's part of character.
00:17:35.000 That itself is also part of character.
00:17:37.000 When I find somebody who has that and they have these qualities, we can take over the world together.
00:17:42.000 Very simple.
00:17:43.000 And by the way, if I wish I could have video to show you how many times I've screwed up in this area.
00:17:52.000 How many times?
00:17:54.000 Lost money, lost time, business partners, so many different mistakes.
00:17:59.000 So many of them because I didn't fully look at these kinds of formulas.
00:18:03.000 I never looked up and said, what are the ten traits, Patrick, you look for when working with people.
00:18:07.000 Once we looked at this, I brought it in, it increased the probability of the results I got with the individual
00:18:14.000 because my intuition on who I worked with became better and better and better.
00:18:18.000 This is something you can get better at when you look at this.
00:18:20.000 These are my ten.
00:18:21.000 These ten don't have to be your ten.
00:18:22.000 You can create your own ten to be working with, but these are mine.
00:18:25.000 Thanks, everybody, for listening.
00:18:27.000 And by the way, if you haven't already subscribed to Valuetainment on iTunes, please do so.
00:18:32.000 Give us a five-star.
00:18:33.000 Write a review if you haven't already.
00:18:35.000 And if you have any questions for me that you may have, you can always find me on Snapchat, Instagram, Facebook, or YouTube.
00:18:41.000 Just search my name, Patrick David.
00:18:43.000 And I actually do respond back when you snap me or send me a message on Instagram.
00:18:48.000 With that being said, have a great day today.
00:18:49.000 Take care, everybody.
00:18:50.000 Bye-bye.
00:18:51.000 Bye-bye.