Talk like friends.
We get the fun thing.
Fantastic.
Yeah, absolutely.
Remind me, where are you based again?
Florida, Tallahassee.
Tallahassee, Florida.
I've never been to Tallahassee.
I've been to a lot of Florida places, but not Tallahassee.
Seems like the case, and everyone I meet there,
first thing they ask is, what are you doing here?
No one knows.
What do you like about it?
What's your favorite thing about Tallahassee?
I just have my partner living here.
My business partner lives here.
Okay.
So, and I was looking for a climate
which is more conducive to how it was in India.
Yeah.
Right, so not too extreme.
So this is easier on-
Not New York.
No, no, I mean New York's cold, right?
Yeah.
It's cold there, right?
Yeah.
Or it gets really cold there.
It's a shock on the system for my dogs.
So we wanted to keep it very much similar to the climate
they are used to.
Yeah.
So then we're not used to snow.
No, neither am I.
Okay.
Yeah, neither am I,
but I probably have traveled to places with snow in there.
Been in quite a few cold regions.
Say for instance, we spent some time in Ireland and Germany.
It would get very cold as the day ends.
So, yeah, not the little pups.
I didn't want them to be exposed to that,
extreme cold with us.
That's awesome.
So it just happened.
It was not a strategic decision or anything.
It just was a lucky one that we ended up here.
Good.
Easy enough to walk around.
Yeah.
That's awesome.
Well, I appreciate it.
It's obvious that you enjoy the journey,
the success.
Rather than just constantly looking at the destination.
For the visionaries who are listening in,
I'd love to know from your experience
and what you've done,
what books, what three books or resources
do you recommend they pay attention to
and utilize for growing their vision,
establishing their revenues or establishing their legacy?
Okay.
So in terms of books,
I don't think in all sense globally popular,
but there are a couple of popular books in India.
So one of them is called Jugard.
Jugard is a,
if I have to say it in American terms,
it's like when you jerry-rig something.
It's all about,
I wouldn't go far as to say hustle culture.
It's how people with very limited means
went about doing business
and achieving the success they did.
It's a reasonably good book.
It should be available on Amazon.
It's spelled J-U-G-A-A-D.
And it is written in English.
Yeah.
Go ahead, you keep going.
Yeah, that's a one.
That's one of the books I like.
Then it's been a long time,
but I had read a book on low ocean strategy.
Yeah.
So that's something that I would strongly recommend.
There's probably one major book that is successful
in doing that.
And what else is there?
I'm sorry.
I was gonna add to my list.
So there are quite a few other books.
Yeah, so there are quite a few other books
and I can recommend,
but what I generally believe is
if you're pursuing a business and
as a practice, what you would want to do
is read up anything and everything
on that particular line of work.
Say for instance, if you're running a tech business,
it is imperative that you learn as much as possible
from any number of books you can get your hands on.
So this is a practice I developed right from the college days
is that we would have the prescribed number of books
for a syllabus for a semester.
And what I would do is I would read all of them,
not one specific book.
So this would lead to some very funny discoveries.
For instance, you would know that somebody had authored
the main thing and someone else understood it certain way
and misinterpreted the whole thing,
wrote it in some other way.
So kind of do that.
And it gives you different perspectives
of different authors on the same subject,
which is something I would strongly recommend
that you need to have.
Cannot rely on one book on a subject.
I love that.
That's huge.
When I was 16, I read this book,
Chiropractic First,
because my brother-in-law was a chiropractor
and he gave it to me because I became fascinated
with what he was up to.
And I haven't had anybody, any leaders on the show yet
recommend what you just did,
which was making sure you dive deep into the art of the craft
and the industry and understand it.
If that's the industry you're gonna go after,
it's fundamental.
And so many people forget to implement the fundamentals.
So when I started my career,
I carried the same practice into it.
One of the things that we were doing
is we were actually developing softwares.
And how do you build a software right
from the first time itself,
when you attempted the first time itself,
was actually an author material
by a consortium of people
who are very much experts in that field.
It was held, it still is probably available
under the IEEE.org publications.
Those are paid publications.
Now, when I started going into it,
we came across various practices and methods
that you need to practice to keep your operations streamlined
and that's where the agile governance
and everything came from.
The habit of reading many articles
or many subjects or many books on one subject
allows you to figure out what the thought process behind
those practices were
and how those practices evolved over a period of time.
So IEEE practice of 12207 became CMMI level five
and that is what Microsoft took over
and then they basically called it
as Microsoft Standard Frameworks.
And Microsoft Standard Frameworks
is what we know as agile governance.
If you have a foundation in those,
you actually can now quickly adapt
to anything that is new coming your way.
And that habit is something that I never let go of.
So when the subject lines of what I do
or the line of businesses I would engage in
would vary or start changing,
I would simply not spend time learning as much as I can,
either doing it hands-on or going into more
in terms of theory practice and other things.
We again, come from a place where you don't have much
of money to pursue buying books, right?
So you rely on anything that is available online.
So if you recommend a book to me,
the first thing I'm going to do
is look for a PDF version of that.
Yep.
Right.
And that's just, again, that's what we call as jugard.
Yeah, jugard.
Yep, getting resourceful.
I love it.
That's big.
Looking at the YouTube video as well and the summaries,
I can give you new angles of the content,
new perspectives and opinions.
There's so many opportunities to dive into resources,
all fantastic tips.
We're going to be right back.
We're going to bring Ravi VC right back on.
We'll talk about Go Global 101,
his vision for how he's serving people.
And look forward to seeing you on the other side.
All right, welcome in to Vision Pros Live.
I'm Jackson Calame, I'm your show host.
We'll be doing interviews for visionary entrepreneurs
and guest leaders who are building
fantastic visions out there.
Vision Pros Live
Hey, what's up everybody?
Welcome in to another episode of Vision Pros Live.
I'm your show host, Jackson Calame,
founder and CEO of First Class Business.
I'm excited to have Ravi VC on the stage today.
We're going to be talking about business growth
at, in a lot of capacities.
Once again, it's kind of an interview where I'm nervous
because Ravi represents an individual
who's just done so much down the business path
and he's explored so many corners of it.
And what he's doing with Go Global 101
and what he wants to do with that to make global impact.
It's just outstanding in terms of,
if you were to compare sizes of visions out there,
it's one of those really, really, really big ones.
So before we dive into that though,
I always want to give you some examples too
of resources you can work with.
We're going to start with these sponsors right here.
The Law Spot with Melissa Gray.
Melissa is a client of ours.
She came through this process of being on the show.
When I found out that I was going to be hosting a lawyer,
oh, I didn't want to cancel it,
but I was pretty close to wanting to.
I was like, I don't know if I want to hear a vision
from a lawyer.
They're usually kind of pretentious and they kind of sinned
and they're not the nicest of people,
but I'm so glad I had her on the show
because Melissa Gray represents everything
that I struggled to find and became so influential with us
that now she's helping us spelled out
our legal departments as well.
And she's a huge brush of breath there.
In a world where I know entrepreneurs,
they don't necessarily do their due diligence properly
in terms of hiring legal counsel
and advice regarding legal matters.
So if you go to lawspot.com,
you'll see that she makes legal less complicated.
She helps you realize that it can be simplified.
In addition to that, she'll walk you through
and her team will walk you through how easy it can be.
They could save you $20,000 on a trademark lawsuit.
I may be speaking from experience on that, by the way,
or help you know what to do
when Apple patents your software.
Been there too.
You got demand letters,
you got all sorts of stuff that can come up.
As you continue to climb the mountains,
it's very important to have a sense of security
when it comes to legal matters.
On the other side, there's recovery unplugged,
excuse me, with Andrew Sosin who came on the show
and I was definitely excited to have Andrew on.
As I got to know him, I was like,
wow, here's this man who's created this program
where he's helping people recover from addictions.
He's got over 400 employees.
They have multiple locations throughout the states
and COVID pushed them to the limits
of having to shut down physical operations,
but also realize through that process,
the silver lining is they were then able
to provide their service virtually
throughout the nation, throughout the world.
And so if you have somebody who's close to you,
who's going through an addiction
and the signs of that are by the way,
there's signs of depression.
Somebody who's unplugged,
somebody who doesn't want to talk to you perhaps,
somebody who's avoiding family activities,
somebody who's got headphones on all the time
and always staring at a tablet,
a lot of people don't even realize
the depths of where they're going with that.
So it's super helpful to have a resource like this
where you can call in and get advice
for how to help those loved ones.
I also know a lot of entrepreneurs
who struggle with the same reality
because it's such a lonely ride
when you're trying to build something
that your general environment may not relate to.
So again, Andrew Sosin, Recovery Unplugged,
I highly recommend checking out what he's up to.
And then there's the water project.
And as far as the water project goes,
we get access to this.
I think anybody listening in right now,
most of you have access to the water
within 10 yards of where you're at.
You can get all the water you want.
I've never had the problem of not having access
to clean drinking water,
but there are millions out there
who don't have access to it.
And the water project is really cool
because when you donate to it,
you actually get to see and pick the community
that we are gonna help.
In addition to that, you get to see that project fulfilled
and they will send you photos of what happened with it.
You get to understand the generational impact
of your contribution.
Now, if you have another cause you'd like to see a support,
then please don't hesitate to drop that cause
in the comments.
There's 8 billion people in this world to help.
That's why I'm constantly doing these episodes.
I'm gathering leaders who wanna contribute and give back,
who wanna help people, who wanna bless lives.
When we come together, there's this old saying, right?
A bundle of sticks is stronger than one.
That's what this is all about,
is bringing great people together to do great things
and see, okay, we can make impact here.
Let's go ahead and make impact.
Let's do it together.
Why not?
Let's make that happen.
So without further ado,
we're gonna move on to Ravi Vesey
and bringing him on stage.
We'll talk about Go Global 101.
We'll talk about too,
how you can reduce costs in your brand
by learning some enterprise growth methods.
And why is that important?
Because most of you as entrepreneurs,
most visionaries haven't actually learned
enterprise growth methods.
So this is an opportunity to tie that in as well.
Ravi, I'm honored to have you on the show today.
Thanks for being here.
Thanks, Jackson.
Thanks, thanks.
Happy to meet you. Absolutely.
Now let's dive in.
So first questions for you.
My first question for you is,
what is your vision for those that you serve?
What do you see on the horizon
for the people that you're helping?
Well, I like to joke,
but I'm quite serious about this when I say this.
To my clients, I simply say
that I'm going to make you very rich.
I like that joke,
but you said it's serious.
Yeah, because that's all I do.
I've made a lot of people quite reasonably rich
during my career.
And I seek to, you know,
or strive to continue to be able to do that.
One, it is largely rewarding
and you make lifelong relationships,
something that goes beyond the professional decorum.
And it creates a structure of support
which allows you to thrive
or be able to grow much, much larger.
Or your ability to get things done with minimal effort
as against doing it for the first time is what it is.
Just to give a better sense of it,
the first time I raised fund for a business,
it took me about eight months.
The second time I have to do it,
it takes probably eight weeks.
Now, eight weeks is too much of a time to raise funds.
So that's basically where the journey has been.
And it's thanks to these successes you've attained
over a period of time and economy.
When I say I like to make money,
it's like, you know,
if you are able to build a strong enough treasury,
you can fight practically anymore.
Yes.
If you build a strong enough treasury,
you can fight practically anymore.
So that's the ultimate goal.
And again, I like to work with people with new ideas,
people who are out there batting,
you know, fighting their own fights individually.
When you come across these mavericks,
it becomes really fun to work with them.
Yeah.
Right.
So that's what, you know,
drove me towards doing what I'm doing.
So what I'm good at is really presenting an idea,
which is complex in a very, very simplified manner.
Yeah.
So, if you ask me what I do, I said,
oh, the joke is I like to make money for other people.
So the complexities within that
is entirely different game, right?
So it's like, you know, how do you position it?
How do you message it?
Like, how do you communicate?
What is the competitive landscape?
How do you price it?
What is the contracting strategies, you know,
contractual strategies that you can follow?
And how do you go about actually delivering it, right?
So all those things, you know, comes into play.
Yeah.
That's basically, and I can keep on talking
on that subject, you know.
You're good.
Well, I like this quote.
I'm actually gonna reference it real quick.
So again, I'm gonna bring it up for a third time.
So I think it's so powerful.
If you build a strong enough treasury,
you can win any war.
This is a massive, massive hint
for all you visionaries out there
who may be a little bit stuck playing small,
you know, who haven't understood
not only the value of investing,
but knowing who you should invest in.
But I'm gonna ask Robbie one of the newer questions
that we have for the show, which is,
Robbie, why do you think leaders hide
from funding their visions?
And there's different ways we do that as leaders.
We say, I don't have the money, right?
We say, you know, I just can't,
I can't invest in that right now.
I mean, my spouse, you know,
I gotta ask them for permission
to invest in my own business.
There's a lot of different ways where we portray this.
So why do leaders hide from funding their visions?
Okay, so there could be many number of reasons, you know,
but if I have to mention a few off the top of my head,
and the ones that I find it is mostly or fairly common
is that there is actually a fear of success.
Many enjoy the part where they are suffering.
I'm sorry to say that.
Because, you know, there is some sort of glory to,
glory attached with being a glorious failure.
I mean, I probably am.
Yes, there is.
We do glorify that.
And especially today's world where you roast people, right?
That's like a thing now.
People actually have coined it
because it's become so popular.
Yeah.
So, you know,
so it's funny, like I started writing an article
very recently and I didn't finish it
because it started becoming a very large article.
It felt like it would become a book.
What I was really writing on is why do businesses fail?
And one of the first and foremost reasons I found
is that people have a huge reluctance
to talk to their own clients.
Yeah, I mean, if you ask them, you know,
they would usually say, I'm not good at sales,
but selling has nothing to do with it.
It's mostly, you know, trying to make your business
or keep your business alive.
It has to be commercially viable, right?
And then there is always this conversation
in the pursuit of funds.
You put them in front of an investor,
the investor would, let's say, you know,
give you an offer, which might seem unfair,
but that is more than enough money you would need
to actually take out.
That is more than enough money you would need to actually
take your business go live.
There would be a huge reluctance to accept that
is because there is a inane sense of ownership
and it's like a child who likes to be left alone
in their own orbit, right?
So they don't want to be bothered with anything else,
anything that is interfering in them
with the pursuit of the concept,
anything that introduces some kind of a change
in the comfort zone.
It's something that I mean,
I'm not a psychologist, yeah, but it's fairly common.
There has been a clientele whom we had,
we were able to successfully bring about
a contract worth almost a little south of a million dollars.
He talked me through the entire contract.
He didn't show up for the final meeting
for about 30 minutes and then eventually I cornered him
and I was like, what were you thinking?
And we worked so hard for this contract.
He says, no, I wasn't very confident about taking it.
I was happier with maybe around $10,000 worth of projects.
So my question is why didn't you stop me
from pursuing it then?
That's put in so much effort.
He thought, maybe we'll give it a thought,
but at the last moment when it actually got to the point
where the daughter lines to hand to be signed,
he got the cold feet.
You'd be surprised how many times that had happened.
I've been there, I've been there.
Right now, for instance, if somebody wanted to put me
on stage in front of a hundred million people,
I'm not ready for that.
I know that.
And at the same time, there's been other times in my career
when I would have taken that as a naive, ignorant,
young kid who wasn't ready to lead
and I would have fallen on my face tremendously.
So some of that is conditioning,
but there are many people who like,
they have the fear of success,
but lack the meditation skills or the mentor
to help them evaluate how do you get past it?
That's an excellent point.
A lot of us lack proper mentoring.
So, okay, where I come from,
we are largely community-driven country, right?
So when I say community-driven,
each state has its own language,
each state has its own culture.
The Southern States in India,
they focus more on education.
The Northern States focus more on business.
The communities where I come from,
we were largely farmers.
Communities where my wife's come from,
they focus mostly on business.
So for about six centuries, eight centuries,
there is a history of how to do business
in the Northern side.
But my side, where I come from,
we know how to work.
We know how to do the service part of it.
We're hard workers, right?
So luckily the marriage happened,
and over a period of time,
what I could learn is there is a mechanism
by which the family ecosystems provided the support
needed for a person to succeed or thrive
over a period of time.
They reduce the risk of failure
by ensuring that they can slowly grow,
and they also temper their expectation for growth, right?
And these guys create fantastical,
I mean, if you look at top 10 richest people in the world,
two or three of them came from that same place.
Yeah, that same place.
So that habit of creating the support ecosystem
for you to be able to build something
over a period of time was never really taught
or taught for, I don't know, probably the rest of the world,
unless you come from a family
which has been doing business where the people
who can mentor you know that, okay,
this is how you're going to feel.
They would rather put you in a situation
where you realize quickly how you're going to feel,
and then you can come out of it
and start being very, very pragmatic about your approaches
in attempting anything new.
It's not like they don't attempt anything new.
They are excellent creators.
They're very studious nowadays.
They also go for very high in education.
They're very good at business.
And then when they turn around and do the business,
they're pretty much at the top ranking
in business in the world.
So how is that happening?
One, it is one, there is a practice
as it built into your approach.
Somewhere the mentoring is available for a lot of people.
And of course, some people are natural at it.
Those are the exceptions, not the rule.
So that's something I agree.
I mean, that's big.
That's awesome.
And that is one of those,
I would call that an enterprise growth method.
A lot of the enterprise companies have been established by
and were influenced by existing familial support,
or they ended up working with a strong mentor
where they worked together for a very long time.
There's something about this longevity, loyalty,
bigger level principles that we all gravitate towards
and claim, but are we exercising them as a daily habit?
Are we moving towards them?
I gotta ask, I gotta shift us into a dark subject, Ravi.
I wanna make sure that I get these
because there's so much wisdom I wanna extract from you.
And I hope we get to circle back on all these topics
as our life goes forward too,
because I know the depth of the well goes deep.
We're gonna dive into a dark subject.
What is the worst leadership experience you've ever had?
It could be one that you contributed to,
or it could be one that you learned from and saw,
and it could be an indirect one.
What is that worst?
It's an interesting question actually.
I work with a whole lot of leaders
and I've seen the positives and the negatives.
Funny enough, what would work for one guy
would be complete opposite for the other guy.
Okay, let me start with the one that I always
cherish the most.
This is my first boss, the guy I started my career with.
He had a habit of letting anyone do whatever they wanted.
This built a very loyal, extremely resilient team.
So every time the company would go under,
this army of 100, 200 people would stand by him
without taking pays or whatever.
They stood by him, they fought the massive battles for him
because he gave them opportunities.
And you can start in data entry, become a Java programmer.
He would say yes to that.
He would not say no to anything.
As long as you are working, contributing, you're fine.
Okay.
But then the salary would come in like
in every two months, once.
There won't be much of increments,
they would be struggling.
But again, he was also undercutting
the market competition by a huge number.
Where people would probably charge $100,000,
he would charge like $10.
It was not sustainable.
He had another sustainable engine,
which is how he was kind of supplanting it.
But a lot of complications were there in the practice.
But this I found as an excellent practice
if you want to build a loyalty.
So it is not like in its mismanaged scenario,
it is not micromanaged.
He appreciated the contribution from the people
and people appreciated the opportunity.
And they would stick by that.
I mean, one, you're getting a chance to grow
to the best of your extent in a company, right?
And if you run out of it, I mean, I've seen people,
you know, change the track from one thing to another.
A guy who started in sales
realized he was not doing well in sales.
So he switched into, of all things, technical writing.
He realized he is not very skilled at that.
He wanted to move into programming.
He realized he wasn't very good at that.
Finally, he decided he would be a manager.
And he was managing people and doing a wonderful job,
just doing project coordination
because he now understands how many ways
every domain fails.
And he has had first-hand experience in failing all of that.
He knew fully well how a project would fail.
So that made him a very effective manager.
And where do you get an opportunity like that?
I mean, you can't do it with most companies.
I don't know.
I hear it especially.
No, the cultural differences in countries as well, right,
may contribute to that reality.
I would venture to say that,
and this is based on limited associations.
I don't have millions and millions of friends
in any culture, right?
I've got a couple dozen to draw from on each one.
The, my friends who come from India
and who are closely associated with their cultures in India,
they tend to gravitate in the way
that they gravitate instantly,
almost instinctively towards appreciating the journey
and the present state of being, right?
They're going to enjoy the conversation
that we have at hand,
appreciate the little details,
whereas a lot of my American counterparts, right?
It's like, where are we going?
What are we gonna do?
How are we gonna get there?
You know, like, it's like almost,
it's a completely different level of what we focus on.
We don't see that type of leadership,
but it goes, to me, it goes back to honoring
your original quote of,
if we have a massive treasury, right?
If we create the funding we need,
then we can slow down
and we can allow people to make mistakes
and we can gravitate towards allowing people
to explore depth.
And so the question is, like,
and I know a lot of people are gonna listen to this thing
and they're gonna go like, oh my gosh, like, yeah,
it must be nice to have all the money.
That's the wrong mindset.
The mindset should be,
well, how do I figure that out for myself?
Right, how do I lock into, walk into,
create for myself that level of abundance
so that we can start shifting towards that style of work?
But I love how you actually tied it
to the worst leadership experience too,
because it's not just too much of a good thing
is a good thing.
It's also that mismanaged, right?
Or if we, you know,
your skill set can only get you so far
or water is great,
but I also need to eat too, you know?
So there's a balance to be had in all of that.
Let me let you pick up where I left off there.
Yeah, so I mean, the good aspects,
and I was, this were not the worst aspects.
The worst aspects started happening
when the company started really doing well.
When we started to know really dominating the market, right?
So the lack of checks and balances in the practices
led to a lot of other issues.
Say for instance, people would just steal
other people's work and claim credit for it.
And it went unchecked and it created a whole ecosystem
of conflict within the organization.
When people felt that they can do whatever they want,
eventually leading the company to be split into two.
So, and man, it got really worst after that.
I don't want to go and mess that.
The problems compound, right, as you grow.
So do the victories, but the problems too.
And so the weight of the bridge can't always sustain
a problem that compounds.
Eventually there may be a collapse
in a situation like that.
So now I'll use this to pay to the next, you know,
employment I had, because I came from this background
where like people were just outright stealing my work
and putting their names on top of it.
And the boss was like, he knew about it,
he didn't really care.
He would let that happen.
The other company had an excellent practice
of controlling it, right?
So three weeks into the job,
I realized a couple of guys are being fired.
And I was like, you know, why are they being fired?
Turns out-
That's fair to say, let me ask real quick, Ravi.
Well, before you put a pause in that chapter,
is it fair to say that this is also
the best leadership experience?
And I submit, my thing is-
Okay, you like Rich Dad poured at us at the same time.
This is fun.
Oh, I'll quote Mahabharata to you.
I probably am paraphrasing this from somebody else.
There is this interesting thing about leadership, right?
So there is a king sitting and minding his own business.
You know, a small bird, you know, spare over pigeon
or something, you know, just flies there,
comes, you know, right to him and says,
say me, say me, you know, this eagle is trying to eat me.
Right?
Eagle is coming around, chasing,
and then, you know, just sits on top of him like,
no, okay, let me eat my, you know, prey.
That's my food.
The king says, no, no, he is now, I'm protecting it.
So you go and eat somebody else.
He says, what kind of a king are you?
What do you mean?
Like, look, I'm also, you know, your subject.
I live in your kingdom.
You're asking me to go hungry.
He says, no, I'm asking you to go and hunt somebody else.
It's like, again, what type of king are you?
Why would you want somebody else to be killed?
You know, while I have my prey right there.
He says, yeah, that's right.
So he says, why don't you eat me?
Like, again, how are you going to rule a kingdom
when you are unhealthy?
Like, you know, when you have your arms
or legs and amputated, how are you going to protect us?
So the question of leadership really is
that there is no right answer to it.
Right.
The perfect king can falter.
Now, if you look at the bad way of doing things,
I would say, you know, there is bad way
and then there is a completely evil way of doing things.
Right.
And check capitalism becomes evil.
Capitalism on its own is good.
When it becomes completely, it's like anything,
too much of anything is bad for you.
That's what it is.
Right.
Yeah.
Again, leadership is very much individualistic
to the person, right?
And their own tempo of, you know, how they are.
A person who's introverted would be very reserved
with their methods of, you know, communicating.
They might be seen as great bosses
because they probably are not talking to anybody else.
They're letting them do what they want.
They just need minimal number of interactions,
minimal amount of information.
You know, interactions, minimal amount of information
on what got done.
An extra word might be like, you know, bombastic,
you know, going around has a way of, you know,
larger than life kind of approach
towards dealing with people.
Since I worked with sufficiently large enough organizations
to have six directors and three CEOs and whatever,
the style of management is so much individualistic
that people thrive in certain environments.
People just don't do well in another environment.
Whereas it is also a personality trait
or personality by association.
So for instance, people choose to follow a leader.
They don't agree with another leader.
So the experiences with the same person
might be different for two different people.
Yes.
But at a purely ethical standard,
and I would say leadership,
which basically takes care of the dominion
that they are in charge of
and make sure that it flourishes is a good leadership.
Anything that takes a good environment
and destroys a shit out of it,
pardon my language here,
is a very good example of a bad leadership.
One, same individual can do both.
They can build it up and they can destroy it, right?
It's a matter of where, at what stage they started doing that.
So that's how I would,
I'm being very generalized out here.
My most formative experiences are from the first two jobs
and both are diametrically opposite.
One didn't have any checks and balances,
another had perfect checks and balances.
So going back to the story of people being fired,
three weeks into my job, I said, like, what's going on?
The chief of operations says,
we caught them uploading the work you had done to someplace.
We didn't have cloud back then,
so they were putting it upon some wild storage space
in the office.
We caught them uploading my work and they got fired.
Well, they were essentially trying to basically
port some clients and they were taking whatever they can,
you know, take from the company.
So I had prepared some proposal templates and everything,
which was new to them.
And I do come from this background
of running CMMI level operations.
So my documents were to the standard,
just basically global standard as of now,
even then it was the global standard.
So they just wanted to save some work
after having to learn that.
They were trying to do whatever they were trying to do.
Funny enough, the company only fired
the senior most guys in that.
They let the junior guys stay.
After a while, the junior guys also left.
So they were being fair, I would say.
Yeah.
Right.
But again, the way they were controlling everything,
right, you know, even the chats,
the communications internally,
that led to a culture of paranoia.
People wouldn't openly state what they want to say.
The only way for me to get them to say anything
eventually would be to take them out
for a team meeting outside every weekend,
get them to, you know, have a couple of coffees.
We come from a dry state.
We don't have alcohol bars over there.
So a couple of coffees ordered,
a few minutes of chilling,
they will start, you know, spilling the beans.
And it will actually be very useful in structuring
how you govern the operations with the team
and interact with people.
Well, that I would say was a negative experience
as far as the entire company was concerned.
We really had a problem with negativity.
People were always paranoid, looking back
and always afraid that somebody's out to get them.
So both extremes happened.
Both. And again, I love how you overlap
the worst and the best leadership experiences.
And while somebody might say it was overgeneralized,
these are the types of lessons
that we can go back and diary about.
We can go back and journal and see,
all right, how is this showing up
or applying my scenarios?
And when I'm labeling something as good,
I have to remember there's a context for that good.
And there's a context where that could be bad.
And that also helps us not villainize
the individuals in our lives as often
because we tend to sometimes react strongly and quickly,
label something as wrong or bad when in reality it just is.
I mean, it's just different than what we've learned.
So if you were to share a powerful lesson,
and this was the last opportunity
that you could help the company,
that you could help visionaries move forward
with their experience, with their results
and driving the growth they want
or the lifestyle or the home they want,
what powerful lesson can other visionaries learn
from your experience, Ravi?
Oh, but I would say the one that I cherish the most
is that you need to learn to relax.
Can't be rigid about anything.
I need to sit back now.
It's like, dang it, man.
Like now I gotta sit, you know.
I like that though.
I love it.
That's why I'm glad you're sitting how you are.
You were emulating exactly what you feel.
Go ahead.
Sorry, this is too perfect.
So, okay, I used to be a very rigid guy.
That's why I'm able to say this.
So people used to say that it feels like they're in the army
when they're working with me.
A very close friend of mine would say
that I make him bleed from his ears, you know.
So he hates working for me.
But he is one of the closest friends I have, right?
So what it is, is I came from a practice
where I was very, very successful early on in my career, right?
And I believed in whatever I was doing
was the right way to do it.
Then I came across people who would not do anything
the way I want them to do, anything.
And they would still be successful.
And they are supposed to be reporting to me,
and I would be just sitting there
and just looking at it, just annoyed.
And I see the results, I'm saying,
bloody hell, how did he do that?
I had never seen that work.
How did he get that result, right?
Eventually it dawned upon me is that, you know,
people have their own way of working
and there is no such thing as control.
And I kind of have this theory
that we don't have the right to worry.
As long as we are being, you know, very meticulous
and we are just, you know, doing our part,
you know, to drive the efforts to generating the results.
You don't control the outcome.
And hence, there is absolutely no benefit in worrying
and no benefiting in being, you know,
trying to control an outcome.
It's just an excess in futility.
And the older you get, I mean, if you realize it sooner,
it's better for you.
I think it's better for your blood pressure,
it's better for your health,
and you probably will not hit a heart attack or a stroke
by the time you are near early 40s or 50s.
So no matter how serious and how committed you are,
you need to have a practice of healthy detachment
in the practice.
And particularly when it comes to people,
you just want to be able to see what they are doing,
see if they are contributing predictively,
and then just leave them at it.
Don't try to be a guy who defines every step of the way.
I still do that, by the way, it's just my practice.
But you know, people see it as me doing it,
and then they would comment on it, and I don't enforce it.
I say, yeah, that's just how I work.
Even my partner here, he says, you're too damn meticulous.
I said, yeah, that's just my habit.
So we kind of joke about it, but that's all we do.
Yeah, so that's what I would say.
You know, if you're attempting anything,
first and foremost, learn to relax.
And since you've been doing it,
don't relax, and since you'll be relaxed,
you'll be generally having
a happier disposition about yourself.
When you're happy, little things tend to happen.
It might be a cliche thing to say that, you know,
it's success does not give you the happiness.
It's in fact, happiness gives you the success.
But I think, you know, it's something that we need to live by.
If I were to suggest a role model to somebody,
I would say, go and watch this movie, Despicable Me,
and follow those minions' lifestyle.
That's perfect.
Nothing is serious.
Yeah, yeah, just think like a minion, live like a minion.
I know you're indestructible, you're just happy.
You take a fall, you get up on your laugh and move on.
What's the point?
That's awesome.
That is the best answer I've ever had for this.
Sorry?
That's the best answer I've ever had for this question.
Like, hands down, everything about what you said,
but to top it off by saying to go live like a minion.
Oh man, that's awesome.
I mean, we overthink it, don't we?
We do.
We try too hard.
I'm just gonna let you go, keep going.
And it just leads you to nowhere, right?
It doesn't get you in a good position.
It's been a journey by which
I've been able to start living what I'm preaching here.
But the first time around,
I did a massive disastrous move in business
and I lost a lot of money.
The friends of mine were just saying,
okay, you're in so much trouble,
now are you going to recover from it?
I was just casually eating and my friend's mom goes like,
are you not worried?
I said, yeah, I did try worrying,
but it didn't get me any results.
So I figured I'm not worried.
See, it works out better.
That's true.
That can be really hard
if you have a series of relationships
that are all addicted to worrying,
or that are all worriers.
I'd say my poor mom's a worrier as well.
I think it's one of the hardest things as a parent.
We worry about, there's so much to worry about as a parent,
but it doesn't, you're right,
it's an effort and futility.
We worry about the things that are outside of our control.
I don't know if anyone ever told you this,
if you see a toddler walking, falls down,
the parents instinct will immediately go
and pick up the child.
The instinct is to go and pick up the child.
But the child falling down, it's nothing to him.
Or her.
Their bodies are built up, designed.
I have the worst story for this, by the way.
I made the biggest mistake as a dad.
I could not believe myself.
So here we are at church,
and my daughter's playing in this foyer,
and there's these big heavy doors.
I'm watching her go over there,
and she starts to stick her fingers
in the crack of where the door is going to shut.
And all I can imagine as a dad is my daughter's hand,
like her arm and body ripped off.
I'm just imagining the worst.
So my instinct, I jump up, I run,
and I hit that door so hard to open it,
and her fingers weren't even in it.
But what I didn't account for was the bottom of the door
was super sharp, and I accidentally shoved the door
onto her feet, and it cut her feet,
all over her toes.
It cut every single one of them
because I overreacted as a parent.
Because here I was, helicopter dad,
going to save the day, and my poor two-year-old,
you know, whack, I hit her right on the feet,
and I'm like, oh, I just made this 10 times worse
than it would have been
if I had just gotten out of the way of the experience.
Yeah, it's like making your worst fear come true.
Yes, we can't worry like that,
and win and do the right thing.
It's, we gotta calm down.
You're right, we gotta relax.
Yeah, I mean, after a while, you know,
worrying, you realize, you know, it's not at all helpful.
If you can take a step back and look at your own self,
and say, what's the point?
What am I doing, you know, like, so.
If I can be spending 10 hours my day being happy,
and then their alternative is to be serious
and all worried.
You can talk spiritual and energy, you know,
energy sense and other things,
but I think you'll feel a lot better
if you spend 10 hours happy.
You'll be more energetic.
I agree with that.
I'm trying to lock into that too.
You know, that's all you vision pros listening in.
Happiness is one of those emotions
that I didn't realize how much I struggled with it,
and locking into it, and figuring out.
My sister would always say,
I get family things, like when we're in deep conversations,
they call me Bo, and they'd say,
Bo, I was always so sad at how sad you were as a kid.
Right, I remember every time she said that,
I'd be like, I don't remember being sad.
But it wasn't until reading a book later in life
called Feelings Buried Alive, Never Die,
where this wonderful author, this therapist,
helps you catch the corresponding virtue and vice,
or emotion, like happiness and sadness,
and how they go hand in hand.
And really, really great book.
I can't break it down.
That's not my specialty, but it unlocked for me,
the reality that, okay, I have control.
I have opportunities, I have exercises
that I can do to figure this out and unlock it.
And it's been such a great blessing
for the last five years of my life to really work on that.
And you're 100% right.
It leads to far better results
than feeling like we can control it.
I mean, I come from the same,
once again, the culture of service.
My dad, or the culture itself,
has this overall poverty mindset, right?
So you can call it as a thinking trap or something.
And over a period of time, I had the fortune
of coming across people who didn't have those mindsets.
And they were able to point out,
you can call them a scarcity mindset, poverty mindset.
It's just a thinking trap, whatever, right?
But okay, this is something I actually did learn,
is I went and took a course
for neuro-linguistic programming, it's self-hypnosis, right?
It helps you unlearn your own behaviors.
Now, what we have, the habit of worrying,
is more or less an instinctual and learned behavior.
Yeah.
All right.
If something goes wrong, if you don't worry about it,
people will think something is wrong with you,
which is basically the general perception, right?
But if you're mature enough,
you say, what's the point of worrying there?
What can I do by worrying?
And I rather than have a pleasant sleep,
there's nothing I can do.
It's gone, whatever the problem was.
Maybe it's a Zen lesson, and I read it somewhere.
The student asked the master about worrying,
and the guy says, is it a small problem?
He says, yeah.
And then if the answer is yes,
then don't worry, you can fix it.
He says, if it's a large problem,
then yeah, I mean, if the answer is yes,
then what are you going to do about it?
You can't do anything about it, so why are you worrying?
Uh-huh.
Right, exactly.
This is awesome.
So for those of you listening in,
we've already reached the hour,
and when it comes to enterprise growth methods,
reducing costs by learning them,
even just the one tip,
and I hope you write this down if you haven't already,
the one fundamental tip of shifting towards happiness,
of realizing that, okay, wait a second,
if I show up happier,
if I show up as less of a driving force of chaos, really,
and of stress and of anxiety,
the monumental shift that would occur
in all of your relationships across the board
would result in you experiencing growth
while reducing costs that are far more sacrificial
than even the monetary costs you face
at the loss by the loss of the relationships.
Care about the people, care about yourself, right?
To see the opportunity
and realizing that there's not really a hustle
to your vision, right?
There's not really a hustle to performing as a better leader.
It's more of a mindset.
It's more of being intentional
about what it is that you want,
and studying conversations like this
or getting involved in conversations like this.
I highly recommend that you take the time
to get to know Ravi Vesey.
You can connect to them on LinkedIn.
You'll see in the show notes as well,
there's gonna be action steps there
where you can go and see what Go Global 101 is
and how that process works.
But what I study when I meet somebody like Ravi
is what type of leader am I dealing with?
Is it the type of leader that I wanna be like,
that I wanna hang around,
or is this the type of person who's built a culture
that robs me of the things that are good in life,
that are great in life?
And what are the distractions from what I want to establish
for the base of my life.
And so I really, really appreciate everything
that you threw down in this interview, Ravi.
And is there anything,
is there a specific place you'd like people to go
to connect with you?
Should it be Go Global 101 or should it be LinkedIn?
Do you have a preference?
Either is fine.
But I think the best way to connect with me directly
or unusually is through LinkedIn.
But you can always go to goglobal101.com, fill in a contact form or send a message.
There is a calendar for me to connect there.
You can connect me directly.
And we can go further there.
Now I would like to speak a few pointers in terms of how this build upon what you're pointing
out is that a healthier or happier mindset also helps you in making great deals.
So an essential component of a negotiation or a contract is that you need to learn to
leave your own personal frustrations or professional frustrations out of the negotiation itself.
Where people would, you know, it's very, very, very normal for people to be offered unfair
deals, especially when the other side sees that you're desperate to get the deal.
Right.
You may not say it, but you may actually emote it.
So people will pick up on that.
If you're going in like a minion, you know, a person who's basically there to get the
job, can do the job, have demonstrated that you'll be able to, you know, do what you say
you would do.
Of course, you know, I'm not saying that be like exactly like a minion, you're still quite
professional, but you don't communicate any kind of stresses your own self.
The other side will be a bit confused about, you know, why you have that kind of confidence.
Right.
And even if they throw a very bad deal at you, the fact that you yourself carry that
mindset that, okay, I look at this, this would be something of a troublesome if I take it
up, you will not do those deals, especially when you are starting your business, you don't
want bad deals.
It might seem like, you know, it can keep your cash flow going, but it will keep you
stuck at a zombie state.
You will not be growing.
You will be spending too much time behind fixing those or delivering those bad deals.
You will be focused so heavily on, you know, keeping your first client and happy or something
like that.
You will, yeah, yeah, I think, you know, you can avoid all of those things if you can just
take a step back and say, Hey, okay, this is not a good deal.
Learn to say no is what some people call it us, but it's a healthy negotiation strategy
is what I would call.
So that's, that's amazing.
Those of you again, listening in, these are these aspects of funding, these acts, aspects
of presence, just all goldmine of opportunities, especially again, for those who those visionaries
out there that I've seen 99% don't have these skills.
And if they would develop these skills, the results would follow.
And so thank you for being such a tremendous resource for us today.
If you are listening in and you want to share your vision with us, there's a button at the
top.
This is be our guest.
We'd also like to invite you to come share your vision with us, join us on the program,
and we will see you guys all on the next vision pros episode.
Take care, everybody.
Have a fantastic rest of your day.
Thank you for being here today.
I'm really happy that you tuned in to 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.