Valuetainment - Episode 295： 10 Strategies To Develop Leaders

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. 0.99

00:06:38.000 I would take a bullet for my mom. 0.98

00:06:40.000 My dad left. 0.99

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.

Valuetainment - May 03, 2019

Episode 295： 10 Strategies To Develop Leaders

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