and then the science just kind of you know I just started looking at all these different pieces
about how do I get under the conscious mind. It was intuitive for you. Yeah very intuitive.
That's neat. Yeah and so what age did you get married at?
Say it again. What age did you get married at? My first marriage, 23. Okay. Married for 34 years
and then divorced and then at 57 started to really blossom. I mean it's when I moved into
Manhattan and just started just doing everything. All right welcome in to Vision Pros Live. With
Jackson Callum, I'm your show host. We'll be doing interviews for visionary entrepreneurs
and guest leaders who are building fantastic visions out there. Hey welcome into Vision Pros
Live. I'm your show host Jackson Callum, founder and CEO of First Class Business and I'm excited
to have Tina Greenbaum on today. Mastery under pressure is her topic, is her company and you know
if you're struggling with pressure then obviously you're going to want to tune into this. You know
if you struggle when you get into a pressure filled situation it's going to be fun to unpack
from her some secrets, some tips, some strategies to make sure that you're well prepared to deliver
well in those moments. Now before we dive into that I also want to say we probably just had the
hardest cut we've ever had in terms of doing our little show presentation and moving in.
Not Jaime's fault at all but I do want to make sure we circle back to that because he was in
the middle of her story about how her marriage progression transpired and it has a lot to do
as well with some professional background of helping people under pressure. So I'm excited
to circle back to that. Tina remind me, please do. And without further ado let's talk about some of
these sponsors that we have. So Icon Maker Live was a phenomenal conference that we just had last
week in Charleston, South Carolina. More importantly it was virtual and they used this virtual studio
in Charleston and it's state of the art. It's like a 1.5 million dollar studio where you got
multiple rooms and the strategic partnership that they had with this building, with this company
called Sage was awesome and it gave us all these different screens. So as you had a green screen
behind you or a big screen where you could basically play weatherman and point to your
presentations you had two panels on the left and right that had the comments coming in on one side,
the notes coming in on the other and then you had a series of screens in front of you where you could
see everybody participating in this conference including yourself and you had cameras on all
sides and another guy walking around with his harness camera to help make sure that we got all
this amazing content out of it. And Icon Maker Live is run by Tom Mattson and Sheryl Plouffe
and Daniella Burnett and all three of those individuals when they had their stage times
delivered extremely well with what it is that they were teaching. I would say you know I
I don't ego will ask me to say don't admit this Jackson but I'm going to. Tom Mattson with his
ability to run a mastermind, talk about your dream 100, help entrepreneurs understand how to raise
finances. My thoughts were man I hope I have this knowledge and expertise within the next eight
years, eight to 15 years. I hope I can do this as well as he does but I gotta make sure that I'm on
my on the ball. I gotta make sure that I'm delivering my best and able to do it and it's not about being
as good at it as they're better than Tom. It's about being my best self but that's how much I
admire him, Sheryl and Daniella as leaders in their respective fields. They're freaking amazing. So I
highly recommend checking out what Icon Maker Live is up to because they will run it back within six
months and I'm sure they'll have some online progression as well if you haven't heard of it.
Make sure to check out what they're doing. IconMakerLive.com. CapShow, another one of our sponsors,
CapShow is ranked number one for podcast content marketing, podcast content delivery by
DigitalMarketer.com. So it's CAPSO.com. I highly recommend going checking out. We're gonna have an
affiliate link in the notes. You get three credits for free and ultimately this isn't just for
podcasters. This is for repurposing any of your expert content. So if you've done a presentation,
if you've done a TED Talk for instance, you can take that TED Talk or you can take that presentation,
that video file, the audio file, you can upload it to CapShow. As you see on your screen right now,
if you're watching in on this, it takes you through an interface where it's a click of the button
to generate all of your social media posts, to generate your blog posts. You can generate four
different types of blog posts based on the need that you have. Listicles is one of them, how to's.
Honestly, I can't remember the other two types of blog posts that are super prominent but that's
also what's fantastic about CAPSO is they teach you as you go. They start to show you here's the
strategy that not only we follow but also our clients are following. Hey, by the way, we just
saw Molly Mahoney and her excellent testimony on there. She was in the CAPSO community during,
while I was at the conference and I come here live and she was teaching a four-day workshop,
one hour per day of how to maximize live streams and do super old live stream and how to integrate
it with your experience with CAPSO. The dedication that CAPSO puts into helping people win is
absolutely phenomenal. I love the culture of the company. In fact, at their one year anniversary,
they surprised all the podcasters who use it and they actually gave us our first review ever on
iTunes, which are, what's it called now? Apple podcasts. So that was pretty cool. Man, they're
really going above and beyond to make sure that we love the experience. And lastly, I would like
to do the same for the water project. The water project, definitely take a look and see what the
water project's up to. Go see what projects are in need right now. You'll find tribes or people,
communities, nations of 500 plus people who need access to clean drinking water, who don't have it
or have to walk miles and miles in order to get the water, which takes kids out of school,
which removes mothers from being able to spend time with their kids. They have to worry more
about survival than the first world problems that we get to worry about. So this is a great way to
just give a dollar or $15, whatever you can, whatever you're capable of doing in the line
with your heart. If you give it one of these specific communities, the cool thing is they'll
also send you updates of what's going on with the progress of your specific project. And you get to
watch what the community looked like before and what the community ends up achieving afterwards.
And you get to see the fact that the smiles on their faces, the joy that they have just from
getting a simple glass of water. So I hope you take the chance to learn more about it. Also,
if you aren't in a position to donate to it, then you probably are in a position to share it,
unless you're driving right now. If you're driving, don't do that. Maybe do it after,
but please share this with others. You never know how many friends or family members will also
contribute to such a great cause. And as I like to say, many hands make light work. So that also
means many shares can do the same thing. Without further ado, we're going to bring Tina Greenbaum
on. She is a mentor, coach, and trusted advisor, CEO of Mastery under pressure. And this is a
management coaching program for high performing executives who need to refine and master their
interpersonal and interdepartmental skills, not only to excel individually, but to empower their
teams and associates. She's worked with athletes, artists, speakers, and other high achievers who
want to be skillful at performing under pressure. She's gone through programs of Steven Kotler's
at Flow Research Collective. I have a close personal story with that group, Zero to Dangerous
is the program that she went through. And that just kind of pulls everything between us a little
bit more full circle. But when it comes to being a master of high pressure situations,
that's not my forte to teach. I'm kind of just good at it, to be honest with you.
And so let's bring Tina on. Let's learn how the heck you can transform your mind, your brain,
your heart, whatever it's needed in order to perform well under pressure. So Tina,
thank you so much for being here. We appreciate you being on our show.
Thank you for having me.
Yeah, absolutely. And where are you based out of?
I am based out of San Francisco, just outside of San Francisco. But I always add that I'm an
East coaster. I grew up in Philly, lived in DC, New York for a long time. So about nine years.
Yeah. Cool. You represent the melting pot quite well then, coast to coast.
I like that. All right. So Tina, I'm going to put you back under pressure a little bit as well.
Going back into the marriage story. So you were telling me about your marriages. And the reason
why is because you had mentioned to me before that your husband was a tennis coach and you were
helping his players over, learn how to actually overcome the pressure that they faced. And was
that your second husband that we were wrapping up? Yes. Yes. Okay. How many years marriage?
Now it's 10. It's 10 years. Well, congratulations. Thank you. Yeah. That's awesome.
Very different. A lot of pressure in marriage, you know, one of 34, one of 10 years, there's
a lot of pressure that builds up in there too. So if you're listening in, you're married,
you have a significant other than this certainly applies to you as well. So without further ado,
Tina, who should be listening today? Other than the people that I talked about, what are the
circumstances they might be in? Who should they listen? Why should they listen to you rather? And
what do you think they're going to get out of today's call? You know, I have one of those topics
where, you know, what I teach is for everybody. But for marketing, that's certainly not the,
you know, you know, the riches that are in the niches and who do you, who do you focus on? But
honestly, I really love working with big minds. I like working with entrepreneurs, people that have
big visions that have a lot going on. They have complicated lives, they have complicated relationships
and people in their lives and people perhaps that they're managing. And so I've been doing this work
for honestly, 40 years. And over the years, I've met many, many, many, many, many people and sat
and listened really and took in what are the kind of the common things that people struggle with.
And what you and I were talking about, and one of the reasons I took Stephen's course,
is I was always interested in how do we actually change? You know, we could talk, talk, talk, talk,
talk. And in my early years, I might, you know, when I was a beginning practitioner,
that's how I was taught. He was taught to ask questions and wait for answers. And,
and I did a TEDx talk last year, and it was called Befriend Your Inner Enemy. And it was really kind
of my path as a clinician, how I started, because I used to say to these young women, I used to work
with women with eating disorders. And it was like, I hear you, but I don't feel you. And if I don't
feel you, you're not going to change. So coming back to who do I love to work with, you know,
what are they going to get out of today's show? Anybody who would like to perform at a higher
level. You know, I work with people who are already, many are already at the top of their game.
But as you know, and as certainly as I know, there's always more learning, there's always more
refinement. And I like to say to the leaders that I work with, wouldn't you want to be the person
where everybody says, I love working for that person? You know, I want, I want to stay here,
I don't want to leave this company. And, and my other kind of sort of, they call it a stealth
mission, is when I work with high performers and high people in higher positions, they introduce
influence everybody else below them. So if the leader buys in, the company buys in, I was just
listening to your sponsors, and I'm sure that the people that are you're working with, they have both
the head and the heart. And so the other piece of my mission is really people who want to make an
impact, who have big hearts, big visions, so that we can spread this work, because honestly,
it's not easy to change. It's not easy to figure out how do I do that? I have the same problems
that run over and over and over and over and over again. And I just don't know how to shift them.
And honestly, what I, I'm really a teacher at heart, and I teach skills. I teach people how to do that.
I love it. All right. And so with one of the things that caught me most about what you said is that
you took Stephen Collier's course. And I know a lot of self-proclaimed experts who don't take their
competitor's courses, so to speak, you know, don't want to learn from the other gurus out there.
They want to hide that. They don't want to admit that they learned something from someone so who's
still alive or still in the same, but like, that's one of the greatest signs of somebody who's kind
of losing their edge as an expert is somebody who's hiding and worried about the other math
and worried about the other math teacher who's who could compete against them rather than the
other math teacher who can provide more formula to the equation. So I'm glad you shared that openly.
And I love that saying, I hear you, but I don't feel you. Right. I'm sure that you deliver that
with empathy and with love. And I think that's an important thing for, I think if people in society
learn to address that correctly with more of their relationships, it would probably create a whole
lot of more profound relationships and understanding amongst people. So I hear you, but I don't feel you.
Then you also said, Jason, you know, in terms of competition, I've lived in very big cities
and I started over every time I moved, I had to start over because this was before we could do
internet work. And, you know, if I left my practice, then I left my people. And I went,
particularly when I moved into New York City and people said, you know, how many, there are here,
you know, many people that do, I said, do you know how many people need help? Infinite number of
people that need help. So there's no competition with this work. That's number one. And number two,
I'm always looking for, and this is, this is something again, for, for your people,
I'm always looking for what I don't know. You know, what are the pieces that I've missed? You know,
I have a problem. I have something in front of me. Well, I only know what I know. You know,
I'm pretty intuitive, actually really intuitive, but I still only know what I know. And so you
might know something that I don't know. You know, if I'm moving my business along or you have
expertise or you have done studies or you have, you know, knowledge that would, I could just fill
in the blanks. And that's actually why I did Stephen's course, because I was looking for
what, what is new, what don't I know? What haven't I studied yet? You know, how can I fill in the
blanks? So that's kind of absolutely. Go ahead. Yeah. No, and that just draws me to the next
learning. You know, when I go to reach for something, Oh, if I only knew how to do this,
okay. Who knows how to do this? Okay. Where can I find it? And then, then I'll turn around and
there'll be a magazine or there'll be a book or there'll be somebody will be mentioning,
Oh, have you studied with blah, blah, blah? I'm saying, Oh my God. So,
Yes. Well, I think the other thing that I loved about what you said, you talked about
asking the people, the leaders that you're working with, wouldn't you love to know that
people love working with you? You know, and they want to stay because of you. And, and I think that
the world's going through a wonderful shift towards light in this regard. And that there's this,
there's this old stigma that if, if people love you, they will not fear you. If they do not fear
you, you cannot control them. You know, you cannot then be an authority. You never want to be friends
with your kids. You never want to be friends with your employees. Don't talk about religions,
politics, you know, there's, there's all these rules to constrain and confine relationships,
but the job market is far more competitive and it's easier to find a job than ever before.
And that's leading, I think all of that and many other factors are leading people to, you know,
this, what do they call it? The great transition. I forget the name of it, all the people who are
moving works and jobs, but what's also I think happening is, is more leaders are becoming more
open to what it is that you're teaching. And so I'm glad to see you online creating videos,
you know, expanding your resources and capabilities for people to learn, because I think one of the
questions that a lot of the, probably more so the older generations, 35 and older, I'm going to
include myself in that. They, they wonder like, well, then how do you do this successfully to
where you, you transition from an authoritarian approach to leadership to a leadership where
people love you, but you don't lose control over the operation.
Yeah, it's such a great question. And I have, I do have some things that I'd love to share about it.
Oh, yeah. All yours. So I have a, I have a big background in, in group dynamics. Okay. I love
group dynamics. Group dynamics. Watching people and what roles they take and who takes the leadership
role and who gets scapegoated. And, you know, actually, if you, if you studied yourself in the
group, you would find, you know, you would find yourself somewhere in one of these roles.
I like to say that a leader has about as much room as a creaser,
has about as much room as a crease on a pair of pants. Every group loves the leader once,
you know, every group wants a leader and every group wants to kill the leader off.
So you get too strong and then they're going to scapegoat you, you know, you're going to become
too authoritarian and then somebody's going to go after you. You're too soft and too democratic.
Then you get your pushover. So there's a, it's very hard. It's very hard. And now, you know,
the, in your generation and, and, and younger, we want our leaders to be authentic. We want them
to be real. We want them to be transparent, which is even harder because now you don't have those
gatekeepers that are just keeping, you know, keeping people away from you, to see you. They want to,
you know, they want to shake your hand. They want to know how your kids are. They want to know.
So I like to think about, it's a very much like a role, like a parent. And we used to call it,
you know, I worked many years ago with women with eating disorders and it was the nurturing
authoritative parent. And you liken it to, I didn't make this up, but I, but I love it. It's
like the great bear mother. Sometimes, you know, she licks her cubs and sometimes she's very
nurturing and sometimes she smacks them and sends them out of the cave. It's all love.
Right. So we never, I wouldn't say there's one always never right answer.
You have to be able to assess the situation. What do they need? What do they need from me
at this moment in time? That's one thing. The other thing is as humans, we go through very,
very difficult situations, sometimes very personal situations. You know, when I was going through my
divorce, which is not a pretty one, I wasn't really sitting there and sharing all of the,
you know, the dirty laundry with my clients to make myself more real and more. But after the
situation was over and I had learned the lessons that I learned from that divorce, now I could best
mentor and counsel other people, not sharing my stories as learnings and teachings as opposed to
feel sorry for me. You know, I'm going through a really hard time. So again, it's being, and I'll
come back to the, I think the most important thing and the basis of all my work is really to know
yourself. Yes. Yeah. To know thyself, to know your boundaries, to be able to hold your boundaries
when you need to, to be able to be that tough leader. Because I said so, because I've done the
research and this is, you know, this is my position and this is my decision and I'm going to stand by
it. And you may not be happy with me, but in the best interest of our company and our people,
this is what's going to happen. Other times I may be, tell me, you know, I can shift and I can move
and I can change and I can hear you. And I'm going to take what you're saying and I'm going to make
it into, you know, and we're really going to do something with it. So if you don't know yourself
and you don't know how things hit you and you're working from the outside in what everybody wants
from you and you're not going to be authentic. You're not going to be real and people are not
going to get you and they're not going to love you. Yes. I think, I think that's the challenge
with teaching people who are, are younger to the reality of, of, so everybody thinks they know
the self, you know, who doesn't know, know themselves, you know, until you don't. And then
it's like, Oh my gosh, I don't know anything about myself, you know, and you go through this type of
crisis. And I've also, I've been twice divorced and in both experiences, learning to look back
and reflect on, you know, what, what did I do wrong in these situations? What, what could I have done
better? You know, what lessons can I learn from this to protect my future relationships and build
those up? Those are the types of questions that I chose, you know, to gravitate towards and choose
to focus on because at the end, at the end of the day, that's what I have control over. That's the
one thing I can, I can fully impact is what I do next. So there's the situal, you know, there's a
self-awareness and then I love that you tied it right to the situational awareness as well that,
that sometimes comes with practice, but this is also why elite, elite leaders have advisors and
strategists. And I say plural because they usually have a council of what do we do in the situation?
What are our options? Different people can see different views. That's where it's incredibly
important to have somebody like Tina Greenbaum or more on your side. So let's look at the
vision for those you serve in 30 seconds. What's your vision? What's the outcome look like for these
individuals? The outcome is very much of what we were just talking about, that somebody is confident,
self-assured, knows themselves really well, is a really good listener. I think that, that...
I box you in a little bit. Let me, let me unbox you a little bit. So where are they at currently?
And then where are they, they had, let's paint the full scale of the vision. So I'll start with, with
one, one of my clients who was a CTO, who is a CTO of a cybersecurity company. And he started
working with me when he got this position. I was the first person that he called. He said, I want
you to be my coach. He said, I don't need the help with the technical stuff. He said, I've got
hundreds of people behind me. I need your help with the people stuff. And he said, I don't need
the help with the technical stuff. And the only person that really intimidated him was the CEO of
the company. Now the CEO didn't know that, but he shared that with me, that when, when he would get
reprimanded in some way, shape, form or another, he would go back to feeling like a little kid.
He was being scolded by... So again, because of my history as a, as a therapist, I know that
we didn't have to spend a lot of time back there, but tell me a little bit about your parents.
Tell me a little bit growing up. Well, they were, they were immigrants. They were, if the A wasn't
good enough, why wasn't it an A plus? So this perfectionistic, and he was very smart. So they
expected, you know, even more of him. And so what we worked on really was how to manage that feeling
that he was feeling like he was caving. And so we could go back into some of the early stuff,
but it was also kind of being able to be aware of when that happened. So in my Ted talk, I,
at the end of it, I created a little mantra and it goes like this. It goes cut, reframe, response.
So the body gets triggered before the mind. And this is the important piece, right? Again,
talk, talk, talk, talk, talk. Okay. I'm not changing it. The body gets triggered. I notice
that my body is, is starting to tighten up. Okay. So what's going on? Let me just stop. I liken it
to like a movie, you know, the movie's running. All right. Let's just stop it and then go frame
by frame by frame. What's going on here? Let me notice what's happening in my body and my mind.
And what am I feeling? What are my thoughts? Oh, I just got triggered by this guy. Oh, let me take
a pause. And now how do I want to respond? How, how do I choose to respond? And so he just practiced
that over and over and over again, just recognizing when the trigger would come. And then, then I've
got lots of skills and lots of different techniques and ways to be able to manage that. So now I have
access. Now I have access to my unconscious because that's where everything happens. It all
kind of runs underneath here. And so now I can have, you know, command of myself. And then that
builds confidence. And so somebody said to me, I'm actually just starting to work next week with
another person in his company. And he said, he said, how does, how does Christos have this Zen
like nature to him? He didn't always have that. And he didn't always feel it inside. And he is a
leader that everybody loves. Truly, truly, truly. That's awesome. Yeah. I'm going to be a little
selfish right now. So I, I had an experience that caught me off guard quite a bit at the, at the
conference that I can make her life. So I was introducing myself and I was, I was ready to go.
I usually try new things when I introduce myself, it depends on, on the room, it depends on the
intuition that hits. And I found myself trembling and near, near crying and I was like, I'm going
to cry. And as I was doing this introduction and my brain and my heart are going, what the heck?
Why is this happening? You know, and at the same, like I finished my introduction and I did fine,
but I said something to the degree of my name is Jackson. I grew up with my mom and five older
sisters. I've never fit in, but I belong. And then I continued with, with my story. I never said it
before. I never, I had never really kind of gotten to that thought process, but I just knew, I just
had this strong feeling that, that somebody in the room or some people in the room needed to hear
that message, but it was like, I needed it too. It was, it was really weird. But I'm like,
I wasn't supposed to be trembling, you know, in this moment, I wasn't supposed to feel caught
off guard by this. I mean, I was, I was so ready to deliver this and then continue my talk with
power. And I ended up finding myself finishing whatever it was I was saying and, and kind of
lost, but more, more so than anything, just kind of like in that moment of instability, you know,
like I would not have want to shoot. I would not have wanted to shoot a free throw in that moment.
And I felt very shaky. And so what came to my mind was, okay, I got to regroup. I got to reframe. I
was using kind of some of these, these assets, like these, these aspects to get back on track,
but thank goodness the pressure had been taken off of me and was gone to the next person. But I,
I remember kind of thinking, how do you get yourself centered fast? You know, when, when you
have that type of a moment, because I was almost more animalistic in nature, rather than feeling
like I was in a, in a powerful state of control, I felt like I was losing control. Well, actually,
so the way that I'm hearing it is you actually touched your heart and you connected so deeply
to what you were saying. Yeah. You know, it was very real and it was, and, and that's super.
Right. And so two things, one thing you, when I start to cry, like unexpectedly, you know,
which is kind of what you're describing, you know, I have learned to say, wow, I have a lot
of feeling about that. Yeah. Just being real. Huge. Wow. I didn't expect that. And then you
would have pulled them in even more because you would have been so real that you didn't have to
cover up. You see our vulnerability is our strength. Yeah, absolutely. We have learned
the opposite, especially as males. I have three sons and I, and, and three with big hearts that
have had to kind of navigate that world, that male world, you know, being strong and doing this and
that, you know, but honestly, have few, if you had just, wow, that surprised me. And then just take a
deep breath. Give me a minute. Give me a moment. Yeah. This is what I want to share with you.
You feel the energy of it? Yes. And I, I think we have an unfair advantage in that regard as
males, because if we've been scratched the surface, you know, of that people powerfully,
you know, like recognize that. And, and so it did kind of have that effect. And I see what you're
saying too, though. It would be, it would be nice to be able to dive deeper into, into that moment.
And I hope you, if you're listening to this and you're not at the free throw line and the
championship, then do it, go for it. I'm with you on that. There's a, there's a healthy balance of,
of making sure. Okay. So let's say, let's say, Jackson, we are at the free throw line. Yeah.
Okay. And then this comes over us. So what you might do is notice it. Wow. I'm going to come back
to that. I got to come back to that. That, that kind of shocked me. And I don't know where it came
from. And I want to do some work on that. I want to revisit it. Okay. So now if I'm at the free throw
line, it means that I have done this thousands and thousands and thousands of times. This is where
we go back into the flow, you know, that when you practice something over and over and over and over
and over again, you do not have to think about it. Your body takes over and your body will do it.
So that's why so many athletes have rituals, you know, the tennis players, how many times
do they bounce a ball? They don't bounce it sometimes maybe three times, sometimes six times.
No, many times they'll bounce it three times or they'll bounce it four times. And so the body
learns, the body mind learns the ritual. There you go. Okay. Body line learns the ritual. Okay.
You just take a moment, take a breath. Okay. And then you do your thing.
Interesting. Yeah. Oh, that's because as a kid, you know, you learn the rituals by watching people
or you learn the rituals because the coach tells you to learn the ritual, but you don't necessarily
know the why. And so if, if you're in tune with this ritual centers me, right. If you know that,
then it allows you to program much faster to being aligned with your state of success.
That's right. And that's how the athletes, you know, get to do these repetitive things and do
it. So, you know, I'm out here in San Francisco and I love basketball and, uh, you know, if you
watch Stephen Carrier, you watch this one of that, you know, that you watch the rituals, how many
times they do this and how many times. And it's just, uh, because honestly what happens is it
quiets down the chatter side of the brain. When you practice something over and over and over again,
in the beginning, you're thinking it, if you think of a beginning driver, you know, they have to look
in the mirror, they have to do that. They have to think, I just got a new car that has a new kind of
way of, you know, that, you know, changing the gears. And so a forward is parked, you know, back
is, is driving. Now I've been doing about 30 days and now it's becoming more automatic.
Think it and then let the brain take over over time, 30 to 40 days to create a new habit.
And then we can start to depend on it. We don't, and then that frees our mind up to do other things.
I love it. It's just, yeah, all kinds of very cool.
Well, awesome. Thanks for diving in with me on that. And, uh, let's shift gears dramatically.
Let's go right into what's your worst business experience ever, Tina.
Well, unfortunately they came in a series
of things, or, or, you know, kind of the worst possible things that could happen at one time.
So when I moved out to California, I started, I was, let me just back up just a teeny bit.
When I, for all the years that I was married, I was in private practice. And every time I started,
you know, I moved, I started over another private practice. And when I got divorced, I knew,
and I have a very entrepreneurial mind. I knew that if I didn't scale my business, I could never
retire because it would always be one on one on one on one on one. So I started this journey on how
to scale my business. And the first amount of money that I took, I took Harv Ecker's secrets of a
millionaire mind. And then I started doing trainings and coaching and this and that. And then I moved
to California and I had already started this tennis business with my husband and in New York.
And we were starting to get it off the ground. When I came here, I'm not that great of a tennis
player. You would never look at me and say, Oh my God, where did you learn to do that? And so it
kind of wasn't working. So I started to switch over to, people started to ask me, can you teach
this in business? The same skills, you know, the sports psychology skills. And anyway, so I did
that. I had a bookkeeper that I was still using from New York and I get a notice one day from the
IRS that I'm being audited. So I sent her note and she said, don't worry, don't worry, don't worry.
She was way out of her game. I didn't know it. I thought she was handling it by January. Now it
wasn't just an audit thing. Now it was in the hands of the court because we hadn't answered the
thing. So I had that going on. Then in my pursuit of scaling this business, again, I'm looking like
who's going to, who can help me. Now I'm not a little kid. I'm like 67 years old. It's like,
I don't have years and years and years and years. You know, if I have somebody help me do this and
then this and then this, theoretically the business would have taken off. My mistake was
the coaches that I found and the people that I found were people who had been very successful
in their fields, but were starting a new, a new, you know, a new thing. So there was a woman who
was a great speaker. She was starting a speaker board, the bureau. So I gave her a thousand dollars,
you know, to represent me as a speaker that her business went belly up. Then another guy had these
great visions of blah, blah, blah. That went belly up. So here I was in with the IRS and these
people that I was giving all this money to that didn't deliver. And I, I do my work, you know,
and if I'm being taught somebody and somebody gives me homework, I do it. And I'm doing the stuff
and I'm doing the stuff. And then I hired another guy, even more money, you know, who was just so
incredibly successful. And you know, just pieces of the business that I picked up. So by the time
I finished, I was $40,000 in debt between the IRS and the money that I had given to these coaches
that didn't deliver. And I was mad. I was like really, really, really mad. It's like, I don't
usually blame people because I, I can know where did I go wrong? What did I, you know, what's my part?
What did I miss here? The lessons that I learned was, and I, and I'm still having to be very
cautious of it, is the next red shiny object, the next person that's going to be able to take my,
help me take my business to the heights of my vision, which is to impact. I don't have a number
on it, but I truly believe that if people learn these skills, it is the key to world peace.
Literally, literally, literally. Right. So I have a very big vision and I have courses that I've
created. I have a three month course that I created and all the marketing and, and, you know,
the high end people and all this kind of stuff. There's so much to learn. I really, really want
to impress that to, you know, I did my private practices. I would shortest it took me was
seven months. The longest was a year and a half. I got them up and running and I never had to do
another thing because I had the referrals coming in, but to actually scale this business,
I was way out of my league really in terms, and then, and then comes the internet and all the
content and the blogging and the LinkedIn and the this and the that is like, all I really want to
do is this. I love what we're doing. Absolutely.
Right. And, and so, and yet I have a very big vision. I just keep going because that's just who
I am. So that was the worst period in my business. And then little by little by little, I just pulled
back, got a different bookkeeper accountant and just started to take my time being very aware of
this tendency of mine to think that somebody is going to help me get there faster. It's going to
go as it's going to go. You know, there's a wonderful book called who not how, and it really
is, you know, and the, and the relationships that you build. I just had a situation with one of my
kids and we needed some really big help. And just because I was so busy, I was so busy, I was
just by my changing gears and building these fabulous relationships that I have. We were,
you know, the ambassador to here and this person to that. And I get all these people that were,
that were kind of coming in to help us. And, and that was just from changing gears and just being
me and helping where I can and, and trying to get the best, best help and being very mindful of my
pocketbook. Yes. Well, I'm glad that you, you brought up so much wisdom and truth in what you
just talked about by sharing that vulnerable story about the four people that you hired, the shiny
ball aspect, probably, you know, probably being a part of that. And then also sharing the book,
I will caution many of you. I love the concept of who not how, but I have my own take on that saying
and it's very important for many of you to hear. And that's, it's not what you know, it's who you
know. And then it's what you know. That's right. And I can't stress that enough. You have to know
your stuff because if you get in front of that who, and you fall on your face, you're toast,
you're done. So you still have to know or have to be able to have the discipline to figure it out.
Um, and so those, those are really important concepts who not how and then, and then how,
um, I made that assumption, but yes, if you're not at the top of your game,
yeah, forget it. Yep. Exactly. I mean, you know, you have to want to grow. You have to want,
yes, help people. You have to want, and you didn't make an assumption. You, you gave a full formula,
you know, a full, a full aspect. It's just something that I don't ever hear talked about,
which is why I coined the term. Um, I was like, this is something that especially young people,
a lot like myself, um, when I was younger and I was very talented, I was very gifted, but I wasn't
developing myself the way that I should have in my early years. Um, and that came back to bite me.
I had to figure out more of the how, um, along the way. And, and so you learn things, um, you know,
bits of wisdom through your failures, um, and through your challenges. Now you also brought up,
um, you know, this, this aspect of, of moving at a, at a, not necessarily a slower pace,
but more methodically, it reminds me of the poster that Greg Popovich has on the Spurs locker room,
which talks about, uh, the, the miner, the guy who's, who's hitting a rock with a pickaxe. Um,
and he, he does it hundreds of times and, you know, without seeing any sign of change whatsoever
and until the final blow, and it's not the final blow that caused it to happen. It's the hundreds
of before, but you just gotta keep going. And it doesn't matter if you see the results or not,
if you're, if you're exercising the virtue, the results will come. If you do not stop,
you have to keep at it, um, until you, until you get that outcome that you want. So
absolutely. You know how many times I've heard, you know, you know, what's the, um, the book, uh,
the gold, you know, five feet from gold or 10 feet from gold or something like that.
One of those two people quit, you know, the reason they quit just before they're getting
ready to be successful. And, um, I just got a, a, a very good size contract and I was laughing,
um, cause it was actually eight years to the day that I created mastery under pressure.
Right. I'm an overnight success, eight years to the day. And, um,
Wow. You know, time means a funny thing. But at the same time, and at the same time,
I also want to kind of, I have so much work that I have developed over those eight years that I'm so
proud of. So absolutely you have, and you've built everything that you've done has brought you to
this point. And, uh, you know, in, in one short interview with me, you were able to unlock some
fantastic, uh, realities for me to pull my, my own abilities to handle pressure, uh, together,
which is awesome. And I thank you dearly for that. Um, and if people, you know, if you want to
connect further with Tina, then of course, master under pressure, um, her website is a great, great
way to do that through the, through the links, um, as well in the show notes. Also, um, Tina,
where can they reach out to you if they want to reach out personally, LinkedIn, Facebook,
one of those, uh, LinkedIn is best. Um, yes. Or Tina, Mastering Under Pressure.
Um, and, and, uh, so go ahead and reach out to her via email as well. She's, she suggested that.
Um, and I will, I would like to go ahead. Jackson, I'll add one more thing. I also have a quiz.
It's mastery under pressure.net. And then people kind of see where they are on the things that I
teach. Perfect. Well, then definitely go, go take the quiz, go see, um, how this, you know, where
you end up in terms of being able to handle pressure yourself. I will, um, provide one more
tidbit of wisdom for everybody listening in, um, may this serve you all, including Tina, which is,
uh, her story reminded me a lot of the E-Myth. It's, uh, I call that book the book that I regret,
the only book I regret not reading the moment it hit my desk. It took me eight years too long
to read it. And it talks about this experience that Tina had that I've had that almost every
entrepreneur I know has had in terms of we hire people, um, not irresponsibly, but with what he
calls delegation by abdication. And we don't learn enough about the roles in order to delegate
responsibly. And therefore we end up with a result that doesn't quite make sense. Um, there we do
have, and I don't promote this, we do have a two and a half hour webinar that I put together for
marketing to help people understand all the different components of marketing, what to look
for in the market, what to hire and why we do what we do. Um, and I wish more entrepreneurs
would take the time to realize it's going to save them years as well as 20 to 30 different interviews,
um, if they were to go through and see exactly how the stuff works that they, they don't want
to know. But what it ultimately then frees you up to do is sit in your leadership chair, um,
and do it knowing that you finally learned what you need to learn to bring the right type of leaders
to support you. Um, so Tina, this was amazing. Uh, thanks for, thanks for teaching us, uh, as
much as you could in such a short time about working under pressure and overcoming the pressures
that you face. Again, if a vision pros, as you come across the different pressures that, that you face,
if you do not have confidence on your side, they can help you understand, not only understand that
of course you need to overcome the pressure, but understand how to overcome the pressures and not
only overcome them, but thrive through them. Then, uh, you definitely need to consider giving Tina
a call reaching out and saying, Hey, do you think that you could help me in this situation or with
these aspects? And, uh, who knows, maybe your favorite and best relationship yet will form.
Tina, thank you very much for being here. Vision pros. You have a fantastic rest of your week and
we will see you in the next show. Thank you for being here today. I'm really happy that you tuned
into vision pros live. I'm looking forward to seeing your reactions as these episodes continue
to move forward. This is going to get more and more fun. We'll have more and more engagement as
well. We'll invite people to participate in the show and thank you for giving us your time and
attention. Have an excellent time building out your vision and becoming a vision pro yourself.
I'll talk to you soon.