Pinnacle one and you wrote that book together and what was the strategy of,
you know, like what you guys have created with the success of Pinnacle and Strategy OS.
Books are really hard to write, let alone drive a couple hundred reviews to.
That says a lot about your depth, Steve.
What went into the strategy of creating an asset like that?
What was the strategy or what was the tactics?
Like what all went into it?
You know, how much did you guys prepare?
Did you get lucky and just get a bunch of hundred people following you instantly and
the book took 10 minutes to publish or, you know, what was the depth of that like?
So I actually had a book before Pinnacle, which is viable.
And so that was the first book that I promoted and I spent a lot of money and
wasted a lot of money because I didn't know how to do it.
But I learned a lot in the process and then I applied those learnings to Pinnacle
and then to Strategy OS.
That's huge.
So what you're saying is you didn't give up.
I didn't give up and I, you know, I tried many different things.
I researched many different things and I got some things right.
And I got most of the things wrong, but the ones that I got wrong, I corrected them.
It was an expensive correction, but they did correct it.
And yeah, and gradually, and it's a lot of, you know, a lot of hassle.
I mean, as you know, businesses can take a lot of hassle.
So, you know, talked to a lot of people, giving them advanced review copies,
following up, you know, asking them to read the book, asking them to give reviews.
It's a lot of pounding the pavement and grind work.
But it's all worth it in the end.
Absolutely.
And we were talking about before recording the realities of the mathematician, right?
I wouldn't have chosen to be an entrepreneur myself if I could have qualified
to be an NBA player, just to be clear.
I would have been playing basketball as much as possible.
And at the same time, I'm sure I would have gotten into entrepreneurship in some regard
because when you're a mathematician, when you like to play with formulas, you know,
you're just going to keep expanding that over time.
And that's what your brand represents to me.
You've got an amazing brand now.
And I really, really like the depth of it.
So I'm looking at it going, man, I want to have the presence of Steve Prada someday.
You know, I want to be able to have assets that I'm as proud
of as I'm sure you are of those assets.
So as we get ready to dive into your vision, before we do,
what are three resources outside of your books?
I'm going to put those ones on for anybody can go and read those and check those.
But what three resources have helped you get to where you are?
And would you recommend for visionaries, leaders, and business owners out there?
Yeah. So I would say the first one is How to be in Friends and Influence People.
It was a really pivotal book.
I read probably 25 years ago.
That's right.
That's the one.
And then I reread it a couple of times.
So I read it every five to seven years.
And I always say, oh, okay, I have to be reminded that I need to do these things again
and not stop and not being lazy and cut corners.
So that's the first one I would recommend really to become much more of a person
that is more self-aware and who pays attention to other people much more than themselves.
The second book is the original book of my genre, which is business operating systems.
And the original author was Michael Gerber, who wrote the e-book in 1986 and then reissued in,
actually, I think he wrote it in 1976 and reissued in 1986 as he revisited,
but he articulated this concept of working on the business to build a great business.
You have to be a great technician.
You have to work.
You put the business together like a puzzle.
And that was very pivotal for my business.
So that's the second thing.
It's huge.
And the third thing, you said outside of my books, but I'm going to cheat because it is
outside of my books, but it is actually a platform that I built with my colleagues called
Summit OS App.
And it put together the tools of Pinnacle and all the other tools that I developed along the
lines of to augment the Pinnacle book, which helps a business be a valuable machine company,
help a business owner be a developer or machine company, or help a business coach help others
build their company into valuable machines.
I love that.
So these are the tools I recommend.
I am grateful for you cheating on this.
The reason why is because it shows your conviction for the importance of that tool.
You wouldn't bring it up if it didn't matter to you that much.
So the passion behind it says a lot about it.
I'll definitely be checking out the Summit West app and we'll have to include a link to that in
the show notes.
That way people can go check it out, whether while they're listening to the podcast or after.
So right now we're going to take a quick break.
I'm going to get some water, obviously, and then we'll be right back in about 20 seconds and dive
in with Steve Preda on his vision.
All right.
Welcome in to Vision Pros Live.
With 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.
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.
And I am thrilled to have Steve preda on the show today of Steve Preda Business Growth.
You can go to stevepreda.com to see the depths of wisdom and the
strategy that he has intricately pulled together to help with the growth of businesses.
As he just mentioned, one of the resources that he mentioned was the E-Myth.
The E-Myth is that one book that I regret not reading the day it came across my desk.
I read it eight years later and was like, oh, my goodness, this could have saved me so much time.
So the fact that he talked about the OG Michael Gerber and some of the original works that he did
being some of the guide just tells me again, every time I get to talk to Steve, I can dive
into more and more wisdom that exists within his well of knowledge.
And this is going to be one of those opportunities.
So I'm going to be quick today with the sponsors, the sponsors being opportunities that we
specifically select for you because they've been an influence on our life.
So the Law Spot with Melissa Gray is number one.
If you don't have a legal counsel that you're super happy with and excited about,
like literally excited about that, I highly recommend giving her a call
because the reassurance gained and the reality that law doesn't have to be complicated.
She actually breaks it down for you in a way you understand it can protect you in times when you
need it. And she's also expanding her network of vetted providers to help you with growth too.
And I love that.
The reality is I went through a lawsuit when I was with Restaurant Connect and somebody tried
to steal our trademark or our brand name. We spent twenty thousand dollars in that lawsuit.
That hurts as a startup. That certainly didn't help us move our mountains forward,
but we could have avoided that and we had the right legal counsel available at the time.
So make sure to be wise and the ventures you build.
Two is Andrew Sosin of Recovery Unplugged. Recovery Unplugged is an addiction recovery program.
And whether you are facing an addiction or you have somebody in your life who is,
let's pretend you're one of the entrepreneurs, visionaries, business owners, leaders,
it doesn't have that challenge. Well, you probably have the distraction of somebody in life who does.
And there's a hotline that you can call and get help. Andrew Sosin has been to Tony Robbins event
twenty two years in a row. I imagine their styles overlap to to integrate regard.
I haven't used this program myself. I'll own that. But I have been involved in many programs,
such programs, even a trainer in similar programs. And the way they're incorporating music into the
healing process certainly calls my attention as a musician to what also drew my attention was
Andrew's leadership skills. He's got over 400 employees. You can see in his eyes how much he
loves the people that he works with. And that says a lot about the quality of the experience and the
care that's put into this process. So if you have a loved one who is struggling and needs help,
maybe they feel alone or in darkness or despair. Make sure to turn to a program like this and get
professional help because it may make the most important impact on your life or life of those
you love. In addition to that, we're going to talk about the water project real quick. I refuse to
rock this microphone without talking about the needs that are in the world. I'm lucky enough to
have water. I've never been without. And there are millions of people who have to walk three to five
miles per day just to get to a source of water that might not even be safe. And we have the
opportunity to help out with that thanks to the water project. In fact, their program is so cool.
You can actually pick which community you want to help and see where it's out on the map. And if you
donate even just $5 to that village or that community for the project at hand, you actually
get to see the outcome of the results too. And the outcome is typically either a what they call a
sand dam or a borehole well. And that's going to have a generational impact on the lives of those
people. I don't know where I could put my money to stretch further to help as many people as they're
able to do. If you do, if you have another cause you'd like to see us support, please drop it in
the comments. Let us know. There's 8 billion people in this world, most of which need a ton of help
and us coming together and seeing how we can serve and make a difference. Well, that's how we can
raise everybody up in life. So if you're not in a position to share, I'm sorry, if you're not in a
position to provide financially to the project, my secondary request would be to just share the water
project with somebody who you feel inspired to talk about it with. You never know. They might be the
person who funds 20 of those projects, but the ripple effect of doing good goes a lot further than
we're also able to see. So I hope you join me on that cause. Without further ado, I'm going to bring
Steve Prada on stage. We're going to take a look at his brands and depths. We're going to dive right
into his vision as well. Steve, thank you so much, man, for being on Vision Pros Live. Yeah, it's fun
to be here. Thanks for inviting me. Absolutely. Diving into the vision for those you serve, what
is your vision for the people that you serve? So my vision is my company. So I have a personal vision,
which is the biggest one. And then I have a vision for my company. So I'm going to share the first
one with the company because that's what you're asking me, the people I serve. So we want
entrepreneurs to reach their ideal life while making a positive impact. That's what we want to do.
And this is what our programs are designed to do to help them reach their ideal life, which by way
of building great businesses and in the meantime, to create positive impacts. So all the people who
are in their businesses working, they're going to be empowered by a positive impact that these
businesses are building. I love that. Go ahead. You can continue on it. Yeah. So how that fits in with
the bigger vision, the bigger vision is- Oh, this is now your vision, right? That's my vision.
All right. We'll go into that. So that's the vision for those you serve and it fits in. What's your
vision? So my personal vision is to help eradicate business COVID, to actually eradicate, not help,
to eradicate business COVID. So business COVID is a term that I coined, which basically described
the situation that there are 1.7 million small to medium-sized businesses in the US alone that stand
to 250 employee businesses. And 85% of these businesses disappear, actually 185,000, so 10%
disappears each year. And I believe that these businesses disappear because they get disrupted
or they don't, not able to transition to the next generation or to independent management
or they don't know how to market and sell, to grow themselves and they can't grow, they're stalled.
So there are many reasons why they disappear, but I think all these reasons can be alleviated
by a great structure and the great process that we can help these business owners self-implement
themselves through our digital tools or with one of our guides implementing. So that's kind of
a bigger vision and it's not just helping through our company, but it's also through the books
that I write, they are all designed to help people visualize, understand the tangible frameworks that
they need in order to reach their ideal lives through entrepreneurship and how to realize that.
Okay. And looking outside the realm of business a little bit, and this is okay, you could be the
extreme version of the Elon Musk who always lives and sleeps in the office, but are there other
elements to your life that you're a big fan of? Do you jet ski or wakeboard or do, I'm just curious,
what hobbies do you have Steve? So I'm an avid tennis player. So I play a couple of times a week
and I followed the ATP tour and the WTA tour as well. So I'm very much into tennis. My wife and I,
we always go to the US Open every year and we spend a few days there hanging out and watching
tennis games. So that's one of my hobbies. The other thing I have is to attend jazz concerts.
So I'm very much into jazz music. I love all sorts of music. I like pop music as well as classical,
but my biggest love is jazz music. So whenever I travel, I try to find a small club where I can go
down and have a beer and listen to a musician and watch the show. I love to do that. I love it.
Well, when you're in San Antonio, we're going to hit the Riverwalk and there's a place used to be
called Jim Cone's Landing. It's still a jazz bar, jazz place, even though Jim has since passed.
And in Austin, Texas, we got to go to the, I got to get you to the Elephant Room. That's a little
jazz basement in Austin, Texas on Congress Street, Third Street, right in there. Oh man, it's amazing.
So I'm going to Austin in a couple of weeks. Oh, sweet. Yeah. So if you're available on the 17th,
I'd love to check it out. Let's make it happen. Oh, cool. That worked out. All right. So speaking
of dark rooms, we're going to move into dark subject. What's the worst leadership experience
that you've ever had? Wow. I had to think back a long time about this question, but I hope he's
not listening to this, but my first boss was an insecure, pedantic, psychophantic and needy person.
And I think he basically was the veterinary horse of bad leadership. And I learned a lot from him
to know what not to do as a leader. And he meant well, so it was not a bad person at all.
He wasn't a good person, he meant that, but he was just a weak person and insecure, needy, and
he tried to make up for it by sucking up to people and then he brought himself in trouble.
And it was not a good mentorship, but it was a good lesson, nevertheless. Yep. And I'm going to
follow up that question then. Why do you say you hope he doesn't hear this segment? Yeah, because
of how to be friends and influence people. I mean, there's no reason for me to hurt him.
He never meant to hurt me and I don't think he deserves, I don't think he is now probably
retired, so it's not going to change. He may have changed, although I don't think so. I met him
a couple of decades later and he pretty much looked like the same kind of person. So yeah,
so there's no gain for me in pointing him out, but the behaviors, I mean,
pointing him out, but the behaviors, I think, are better avoided. So it's really important for
someone who aspires to leadership is to build up self-confidence by doing good work as a
follower, basically, and then build up self-confidence and build up knowledge
and build self-awareness so that you can actually mold yourself into the kind of person that you
then want to follow you, want you to follow you. I love that. I love the multiple angles there. One,
you share it with us openly because there's a learning opportunity for all of us to not be that
guy, right? And not be that guy in the office, not speaking about him specifically even. Two,
you talk about you don't have any intention of hurting him. That's not the point of sharing that
story or discussing it. And my hope would be that if, you know, I hope that I'm the type of leader,
too, or if anybody ever shares that about me, right, if that were the case, I hope that I have
the strength of character and self-awareness to learn from it, you know, and to realize like,
it's okay. We grow, we have the opportunity to grow and learn. And so if he ever hears that segment,
I hope he hears my follow-up thought as well, that you can change today. You don't have to
live in regret and hate yourself for past mistakes, you know, or act like a victim
when you have the opportunity to say, you know what? I'm going to self-evaluate and be better.
So thank you for sharing that. Let's dive into the light side of this. What's the best leadership
experience that you've ever had? So that's a great question. And I think I thought through about all
the leaders I had the pleasure or this pleasure to work for and work with. And actually, I picked
two people. And one of them was a techno-critic leader, and the other one was a visionary. And I
couldn't decide. I think the techno-critic leader was a better leader overall, but it's very hard
to say. So that person was, I worked for a big bank, which was going through some really hard
times, making losses, making management changes. And this bank brought in a gentleman, his name
was Bernard Yauquard. He was a French banker. He had 30 years experience running a big regional bank.
He had the Legion of Honor. He was highly respected in his community, highly cultured person.
And he came in and he was basically tasked to be a turnaround manager there, although he didn't know
that. He thought that he was going to stay for a longer gig. Anyway, he turned the bank around.
And what made him great was that he was a great listener. He used the Socratic method. So he asked
great questions to put people out. There was a lot of defensiveness on the leadership team because
most of the team had their hand in creating the losses. He had to actually turn his people and
help them see what they could do differently and better. And he was a masterful. He was also a super
hard worker. He was the first one in the bank, the last one to leave, maybe just before me. And he
also, he was also an avid reader. He studied the competition. He looked at what they were doing
better and he worked to create processes to improve things and improve things tremendously. He was also
a caring person. So he looked after each of his direct reports and even the employees. So he spent
one day before Christmas when everyone was already on vacation. He spent the full day signing
a Christmas card for every single employee. And this bank had 3,000 employees. He had signed
Christmas cards for everyone in the bank. So that just shows his commitment to the personal touch.
So he was my favorite. However, he was not a visionary leader. And that was his, I think that
was his shortcoming. And maybe that was also his strength because he was not a visionary. He was
not a charismatic leader either. So he made up for it by being very meticulous and
principle driven and caring about people. The other person I want to mention, his name is
Karl Fezemeier and he was the leader of an international organization I was on the board of,
which was an international M&A, global M&A firm, IMAP. It was called IMAP. It's still his leading
firm. And he took over as a chairman and he had this vision that this organization had to be
completely revamped and transitioned from being kind of a club of an old boy club into being
a state of the art organization with highly professional firms who share the vision and want
to grow. And he did that. It was a very hard work because there was a lot of resistance in the
organization. He had, he basically, he brought in new members. He had other people move out.
And he was a charismatic and visionary leader. His shortcoming may have been that he wasn't
very empowering. So he tried to do too much himself as opposed to empowering us. But,
you know, that's only in hindsight and I may be unfair. I do think that he is, he was, he's a
leader who made a very difficult and important change happen that other people before him could
not make happen. He came in and he did it. And one of his saying was that the dogs bark and the
caravan moves, I'm probably butchering this phrase, but he did it. Yeah, he made it happen.
And, you know, I'm going to coin a phrase right now. You know, about this unfair aspect,
you may be unfair, but you care. Right. And I think that's more important is, you know,
it's not about being unfair. It's about caring. Right. And if we can move from the reality that,
okay, it's not about a judgment of a person as much as an opportunity to optimize,
right, then that's not, you're not hurting anybody at all. You're not saying anything bad.
The great leaders of the world love to look at that and say, yeah, let's, you know, let's see
what else we can do to optimize and build. That's how you reach those ideal life realities. Right.
So we're going to talk about the ideal life and how to get there after this next question.
But I always want to unlock as much wisdom as possible from the leader at hand. And so this
question, Steve, if this was the last opportunity you had in your life to share a powerful lesson,
yep, with visionaries, leaders or business owners, what powerful lesson can other visionaries learn
from your experience? Okay. Well, I'm not ready to throw in the towel yet, but no, but, but what I
would say is visionaries, we all suffer from shiny object syndrome. Basically we, you know,
we're trying to execute more than is possible to execute. And we get really excited by new ideas.
And one of our failure of many visionary and nothing over, I don't know, but for many visionaries,
entrepreneurs is that they cannot control our excitement and enthusiasm. And we try too many
things at the same time. So what I would recommend is to create a structure for execution, a
discipline structure execution around you, which is that create a cadence where you collect all your
ideas, but don't try to implement all of them. Just collect them. And then every quarter or
every month, depending on what kid is the right for you, look through the list and pick a handful
of them, your three, four, maybe five with your team and decide to execute and put all your efforts
into executing it in the next month or quarter. And then keep collecting your ideas until the next
such event and use the structure. It really worked for me. It worked for people I worked with.
That's the one thing. And the other thing is, is collect great people around you. So put a lot of
your effort into cultivating your existing team and people who could potentially be part of your
team. And the great leader, I think one of the biggest highest value, if not the highest value,
maybe after the vision, the highest value activity for a leader is to find and attract talent and to
cultivate the talent. So first start with the people you already have and help them be as
successful as possible and reach their own goals. And then keep tab on people in the division.
And with your competitors, your partners, your frenemies, whatever, keep a tab on talent people
and build the relationship with them. So whenever, because talented people are most of the time in
the right place and they are being appreciated and they are doing good work and they are not
going anywhere. So you can't just lure them away, willy-nilly. You have to build a long-term
investment with them, build a relationship. So whenever something happens that shakes their word
and they are looking for stability, then you're going to be top of mind in them and you can then
bring them over and make them part of your organization. I love that. That's both of those
aspects. You shared two, maybe even three powerful dynamics there. Putting in conditions or boundaries
for the shiny ball syndrome. I also like to try to take new things and put them in a quarterly bucket.
And that way you can then decide. Same thing with little softwares. It's so easy to rack up expenses
on softwares. Even before AI came along, you're paying next thing you know, $1 here, $5 there,
$50 here for a bunch of things that you can't implement. And rather than buying, even if it's
a one-time payment or a monthly payment, if you can discipline yourself to put them in a bucket,
knowing that it's still going to be there in a few months, it's still going to be there. And now you
can assess the bucket all at once and say, okay, which one of these treasures do I want to pull
out? Or you know what? Oh, we don't need any of those. They're good, maybe someday, but we keep
moving on the primary objective at hand. So thank you for that. And two, collecting, you mentioned
collecting people, great people around you. And the one thing that I think is often lost on
entrepreneurs is you talked about attracting those great people to work with you. And that is one of
those areas where most business owners, when they start to achieve success for the first time,
they start to pre-qualify for a lot of offers. And they start to pre-qualify for a lot of spam
that's coming their way. And if they're not careful about it, they start to react to that and say,
Steve, why are you trying to sell me something? Steve, what's your hidden agenda, Steve?
That's not how you attract the LeBron James of the world. You can't be scared of the power of
the entities who are approaching you and be a great leader. So as a great leader, knowing how to
attract, recruit, and belong in those conversations, there's a lot to study there and a lot of
opportunity for all of us to internalize. Where are we going to take that particular set of advice?
So switching gears with you, I heard you talk about going to the US Open every year. I would
say that's a pretty great sign of an ideal life, right? And then building one as an entrepreneur,
that's one of those highlights that I think a lot of people are going to go, I'd want to go to the
Masters every year. I would want to go to the NFL Pro Bowl, whatever that looks like. Sure, those
are great signs. What's an ideal life look like to you, Steve? And how do we move towards it?
So what the ideal life looks like to me is different from what it looks like to you,
what it looks like to other entrepreneurs. We all have our ideal life. I actually have a tool on my
website, which helps you figure out what your ideal life looks like. Really? But my ideal life,
I am pretty close to it. What I want to do is I want to eradicate business COVID and I'm working
on it. And that makes me excited. I'm excited to get out of bed every morning to be able to work
on it. I'm feeling blessed. I have great clients who are ambitious, growing their businesses,
and I can be part of that. And I have a family around me and great marriage and great kids.
My parents are still alive. I have a sister who is successful and happy. So I really am very blessed.
And one of my friends, another coach, told me a couple of months ago, and I've been thinking
about it ever since, that he said, you only need three things for happiness. You need health,
relationship, and a purpose. And I have both, both three. So I'm kind of an ideal. I could have some,
you know, do with some more money, but the old could. So that doesn't make me unique.
But other than that, I'm doing what I want to do. So health, relationship, and purpose.
And a purpose. I like that. It's simple. It's great. That's awesome. I love how you
created a tool to help people find out what their ideal life looks like as well.
And I agree. We don't, I don't, I wouldn't even try to pretend that I know what somebody else's
ideal life looks like. I only know what mine does. What, how does the tool help you discover that?
What's it, what's it like, the tool? So it gives you a bunch of mind triggers or
brain triggers as to what kind of activities could be your purpose. And it also gives you
ideas as to what you would like to own. So what are the toys in your life that you like to have?
What are your giving goals that you might consider? And what kind of activities would make you fulfill?
So you can essentially put, pick one or put a portfolio of them together and figure it out what
it would take for you to put yourself in a position to enjoy all of those. And then you can,
if you're an entrepreneur, then you have a fantastic opportunity because you have a vehicle
that can take you to your ideal life. And it's just up to you to grow it to the point where it's
give you all the opportunities that you need. And for some, their ideal life is inside their business.
So they want to run a meaningful business that they are growing. For example, I mean, I don't,
I'm not planning to retire. I want to grow, see the business growth and I want to use it as a vehicle
to make COVID, business COVID eradication happen. And that's my ideal life. And of course,
I need help. I have colleagues already who are helping me and we'll grow the organization over
time and I'll have more people to help. And I'm going to be doing less and less. I will be shedding
hats as time goes by, but I'm, let's say this is what I want to do. My parents, both of them are
doctors. They are in their eighties and they are still practicing. They are living their real life.
They're practicing one or two days a week. They are helping patients. They are curing patients.
They are making some money. And then they have their vacation home on the lake. They go there,
they get their dog. They travel and they read books and they watch Netflix and they have a time
of their life. That's awesome. That's the kind of thing that I think everyone should be able to get.
If you're an entrepreneur, you're in a very well positioned to get that because you have a business
that you can mold and grow into an asset that will give you everything you want. Even if you have
very expensive desires, you can make it happen with a good business. Absolutely. So the steps to
reach is one, I think we have to define that ideal life if we're not familiar with it. So
what's the link to get there, Steve? How do I find that on your website?
So the domain is viablebusiness.com. I hope it works because we are just integrating everything
into StevePrayter.com. Yeah, it does. The Viable, correct? The Viability Toolkit. So no,
it's viablebusiness.com. It's just viablebusiness.com. We'll have to get that link then.
I want to make sure that we have the exact right link. Yeah, viablebusiness.com. And then you can
see a snake there, which takes you to your ideal life. And the second step is design your ideal
life. And you click on there, you can play with this tool and figure out what could be waiting
for you at the end of the rainbow. Okay, very good. So then we get to that end of that rainbow of
definition, excuse me. And what are some next steps to reach an ideal life? If I want to reach
an ideal life as an entrepreneur, what are some of the core things that, and I'm not talking about
your beginner entrepreneurs right now. I'm talking about leaders ready to go. They already know how
to get out of bed and make their bed. They already know that business is hard. They've been at it for
three to five years. Oh, right. And they're really ready to move the mountains. What are some of the
most commonly overlooked steps that they're ignoring? Well, I think what many businesses
ignore, they ignore the importance of growth. They ignore the significance of
the only way you make a business successful if you grow it. Because if you're not growing it,
you're not able to attract great people because those great people, they want growth in their
personal life and their business life. They want to be part of a successful business that
will offer them opportunities. So if you're not growing your business, you're essentially
offering dead end jobs to people and good people will not want to bring those. So that's the first
thing. And that's what many people miss because they think that, yeah, I have a lifestyle business.
I can spend three afternoons on the golf course and I can take long vacations and this is a great
business. Yes, if that's all you want, if you want that business to give you that lifestyle and then
when you leave, this business goes away, that's fine. And it's totally up to you. There's no
judgment there. But if you aspire for something more than what you already have, if your lifestyle
business doesn't give you everything that you desire to have and to be, then you need to grow
this business. And so the first step is define your ideal life. Well said. So we're going to leave that
where it's at because I want these people, I mean, there's such a big playbook they need to contact
you for on all the next steps. I'm going to cut that right there. I'm going to now move to the
next version, the next person. So the next person, they have that purpose. You just unlocked a reality
for them. Okay. I got to create jobs or opportunities for people that goes beyond my own selfish needs
or my own self-fulfilling desires. It's got to really be sent around those people. So let's say
somebody's gotten to that stage. Somebody's gotten to that stage. What's the next blind spot
that they can uncover or one of? I don't know if there's many, but. Yeah. Well, the next blind spot
is that you can't have a business where everyone is involved in everything. You have to start
specializing people. You have to empower people by giving them an area of which they can own
and which they can maximize. And I call it the function ownership chart. So you have to build
your function ownership chart where you empowering these mini CEOs in your business who own your
finance function, your operations function, your sales functions, your engineering, marketing.
You want them to make their CEO of their marketing business or engineering business,
because you want them not to be task masters, but you want them to be visionaries of their functions.
I love that. I have not heard that before. And absolutely with all credit to Steve Prada,
I hope you're using this with a team and helping them realize like that dynamic. In Spanish,
it's not CEO. It's more director. But same concept of helping them step into that ownership role is
what you're talking about and making sure they really treat that department as though it's like
it's their opportunity to cultivate the growth and the results of it. And I'm probably beyond.
Nurture the people. But you got to train those team members. You get the opportunity to train
those team members to think like a CEO. And you want to attract the people who have the potential
to think like a CEO. And then you want to nurture them and empower them. And you give them a strong
vibe for your business. Help entrepreneurs reach their ideal lives by creating a positive impact.
This was a vibe that my team helped me to articulate. Originally, I said, reach their
ideal life by building a great business. And they said, why do they need to build a great business?
That's not the end goal here. We are building this great business for a reason, to create
positive impact. And that can involve everything in the company. So you want to give them a vibe.
And then you want to empower them to build their vision for their function. Give them the outcomes
that you expect from the function and let them figure out how to do it. And then you can grow
that business with people who will not come to you for an answer for everything. They will make
their own decisions and let you think of the big picture, how to take this business to the top of
the mountain, how to make it an in 5000 business, how to take it to the fortune list, wherever you
want that business to go. And then this business is going to give you everything you need to
transition to your ideal life. If it's inside the business and be a strategic role, like Jeff
Bezos, who all he needs to do every day is to make very good decisions. Everything else is taken care
of by his team. That's his ideal life. And then he can think about going to Mars and whatever he's
thinking about. Or you can turn your business into an asset that other people want to own.
And you can transition outside of your business and use the money to start a foundation of your
own or to be an artist or be a thought leader, a teacher, or just a family person or a social
traveler or traveler, whatever you want to be, whatever is your ideal life, your business can
give you. It is awesome, inspiring, intentional and obvious how much you've dedicated to the
the value of freedom, personal freedom and choice with the way that you have displayed
your vision to us today. And I know the gift that that is for the entrepreneurs who are so close
to figuring that out or wanting to even those who are not or who are off the path. You've said so
many things today that I think could make a massive impact if me and my team do an excellent job as
well of distributing this message. So thank you so much, Steve, for sharing so much wisdom and value.
Those of you who are listening in, if you're ready to take next steps on that, we're going to be
putting a list of action steps below the show, links from Steve for how to get involved. Some
of the links that I feel are the most important are the basic ones, the social media ones where
you can just reach out to Steve and say, Steve, how do I work with you? You know, don't hesitate
to reach out to the leaders who are on the show and seeing how you can get involved, especially
those who understand the value of attracting the right people to be in the circle. In addition to
that, if you feel called to be on this stage, if you'd like to share the mic with me and talk about
your vision, there will be a button in the top right corner that says, be our guest. If your vision
is wholesome, your vision may not, you may not have several books published and lots of testimonials.
You may not have a depth of 30 plus years of business, track record, and a podcast of your own.
If your name is John Smith and you have a vision to help your neighborhood and it's holistic, apply.
Come join us in the show and Jeff Bezos, Bezos rather, if you heard us talk about you and you're
not offended by the fact that I just mispronounced your last name, I'd love to have you on the show
as well. So any visionary out there who's leading the planet that we can learn from how you do it,
what you're up to, we all benefit from passing our wisdom forward. So thank you guys for tuning in
today and we will see you on the next episode. Everybody have a fantastic weekend. Bye-bye.
Thanks for having me, Jackson. Thank you, Steve. This was, you know, I'll be, I'll open the mic.
We got an extra minute or two. Do you want to share any final words of wisdom with the,
with the audience before we wrap up? Any bonus material?
Well, you know, because this podcast is about visions, which I love it actually that it is
about vision. I think vision is really important. Vision is a big motivator for, for you out there,
you listening to develop your own vision because it, it will make everything else more interesting
that you're doing. Everything else is going to be in the direction of your vision. So it gives you
a compass on, around the road. It's going to help you alleviate a lot of the angst. And when, when
you, you know, you encounter failures, just think about your vision. The vision is still there,
you know, eradicate business COVID. And that's just a setback. That's a stubble along the way.
And it's part of park. It's part of the course. And, and that's okay. It doesn't, it's not the
matter, you know, five years from now, you look back on it, it's not going to matter at all. So
why does it matter now? Let's just keep moving. So I think visions are underrated and I'm really
grateful that you dedicated your show to vision. Me too, Steve. Thank you for validating it. You
heard it from Steve Preta, visions where it's at, and we'll see you on the next episode. Take care
everybody. Bye bye. 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. Bye bye.
Thanks, everybody. Thank you for coming onto Vision Pro for this