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What is the story behind your why?

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We'd love to hear that.

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The story behind what's so important to me,

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which is, by the way, it's finding the uniqueness,

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the magic in people or in brands.

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The story for me is that I felt growing up

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that I was not going to amount to much.

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I wasn't gonna be good enough.

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I never could perform, in my opinion, as well as others.

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And I looked at myself very critically.

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As I went through a young life into my teens

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and into my early 20s, I had a few successes.

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And one success was I was named Entrepreneur of the Year

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for my state, the state of Indiana.

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And I honestly, going to the award ceremony

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to learn whether I won it or not.

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So I didn't know.

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I took my friends and my family, my employees there,

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and I honestly felt there was no way I was gonna win this.

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I just didn't think I was of that quality.

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But to learn that, my gosh, out of many, many other

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really good companies out there and good leaders

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that I was chosen as Entrepreneur of the Year

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gave me confidence and it fueled my passion

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to look at uniqueness or differentiation and to honor it,

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to not look at it as, okay, it's inferior,

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or it's not as good as someone else.

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It's the opposite.

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It's like, no, wait a minute.

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I do it a certain way, others do it differently.

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But the way I do what I do, the way that I go after

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looking at the magic in people and trying to really

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amplify that has value.

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So that's the story behind it.

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It's not a one moment story.

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It was a build of confidence inside me

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for a number of years.

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Yeah, I would love to hear more about that.

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But in the sense of, if any of an example where

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the magic that you saw and what you did with that magic,

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I think that would be amazing because there's so many times

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I as an owner struggle with seeing the way businesses

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do their stuff and I am like, I can show you this,

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but then you really want me to go there,

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but that's not the path to go there.

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And there's a lot that happens

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dealing with entrepreneurs and leaders.

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So if you have an example, I think it would be amazing.

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A great example is I was speaking with one of the family

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owners of a wonderful business and they create

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what's known as a manhole cover or a man lid

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for tank trailers that go down the highway.

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Now you may say, oh, that sounds really boring,

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but it's a very important product because that lid

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through the tank trailer is actually a safety device

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because a lot of times there are flammable liquids

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or powders inside that tank.

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And if somebody opens up that lid,

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there could be an explosion.

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So this company had created a man lid

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that had a safety latch.

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So I was talking to the family owner who was an engineer

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and he was really downplaying it.

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He said, it's a latch and we devised it

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and if there's too much pressure,

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it won't let you open the man lid

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and it's not that big of a deal.

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And I said, okay.

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I said, do you charge more money for this?

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And he goes, no, we don't.

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And I said, okay, do you have competitors

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that have this device, this special latch?

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And he goes, no, no, no, we're the only people.

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I said, did it cost you money?

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And he said, oh, it cost us hundreds of thousands of dollars

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to produce this, to create it, to engineer it.

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I said, my gosh, well, what do you call this?

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And he was silent and he looked at me and he said,

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we just call it latch.

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And I said, here's something that saves lives.

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You don't even charge more money for it.

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You don't tell people about it

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and you don't even have a name for it.

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And I said, have you celebrated this with your employees?

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And he said, what do you mean?

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I said, here you are, you're spending all this money

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using the brilliance of your company

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and you should be celebrating it with your people

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and saying, hey, by the way,

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this is the kind of company you work for.

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And many of you played a big role in this.

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Let's look at this as a triumph.

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Let's look at this as something that's a badge of honor,

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something we're proud of.

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That's an example, Harry, of the things we do

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on a daily basis that sometimes we even denigrate.

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And my why is I want to find those things

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and I want people to understand

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that they're part of something bigger than themselves.

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Yeah, that's awesome.

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Thank you for sharing with us.

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That was amazing.

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My next question for you, Barry, is twofold.

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The first part is why do you think in experience

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that leaders hide from funding their vision?

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And the second part to it is how can those leaders

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then lean into funding that vision?

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When you're talking about funding their vision,

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are you talking about them looking at their vision

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and then looking at their vision

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and kind ofίναι ahorl you get support?

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I'm talking about Harry.

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Yeah.

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Oh sorry.

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You cut off for a second.

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I couldn't hear you.

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Yeah.

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You shut off too.

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I was asking, I'm asking a question regarding funding.

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Are you talking about financial funding?

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It could be both.

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A lot of people have answered it

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as literally financial funding.

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And a lot of people have answered this using

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the lighter version of funding, like your resources, your energy, your time, everything

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you put into it and funding that vision.

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You can answer as which are way you will prefer.

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Well if a leader is truly in any way, shape or form hiding or downplaying what their vision

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is about, whether they're trying to look for increased money, let's say, or resources,

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or some sort of funding or belief, I think that it also implies to me that they don't

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have confidence in what they're all about.

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And to me as a leader, we either are all in or we ought to get out.

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We can't toe the line.

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And if we avoid rallying our troops or rallying our supporters behind what we're doing, then

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my question back to the leaders is, why are you doing this?

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If you don't believe, why do you think anyone else will?

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That's true.

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And how do you think the leaders lean into funding that vision?

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The smartest things I can see leaders do and have seen them do, whether it's looking for

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money, whether it's looking for resources, whether it's looking for some sort of partnership,

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is to share the vision, share the importance and the uniqueness of the vision, not just

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the end result of return on investment from a financial standpoint.

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I personally believe that return on investment and projections can be manipulated.

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They are highly overrated because you can have wonderful projections and in reality

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have almost nothing of value.

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And I have yet to see somebody who wants me to support their vision and see as I look

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at their pro forma, which is basically going to predict what their future is.

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The extraordinary success is amazing on paper or on a spreadsheet, but the truth is we're

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all human beings.

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And what we need to do is lean into the human aspect of, as a leader, your belief, because

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you have to be the face of what people are going to fund, of what people will march behind.

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And if you show conviction and belief, and by the way, a pretty smart plan, you're going

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to get support.

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Yeah, that's awesome.

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Thank you for sharing that.

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I think a lot of people miss out on the fact, things that you just mentioned.

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It's very valuable what you shared today.

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For audience, I would say, re-listen to that if you didn't hear it so you can understand

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what exactly he meant.

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That was awesome.

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And the next question for you, Barry, is I think you don't get it enough.

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Just kidding.

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What tips would you have for entrepreneurs or leaders?

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I've been asked that many times because I am an entrepreneur.

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I did start up with nothing.

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I am definitely a bootstrapper.

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I've never had a loan.

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I never got funding financially.

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I believe the most important thing an entrepreneur can do is to make sure he or she is producing

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a product or service, whatever their company or business is about, that they are proud

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of.

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And I have a real strong message to those who say, let's scale up, let's do 10x, 100x,

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let's grow.

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I am opposed to blind growth at the expense of integrity or quality.

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There are too many entrepreneurs out there that are deluding themselves with the idea

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that we can go grow and we can make so much money and just sit back every day and wait

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for the checks to come in.

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I offer one serious bit of advice for all entrepreneurs, and that is if you're going

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to do anything, grow slower than you would like and be at a higher quality of product

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and performance.

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Thank you for sharing that.

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I cannot emphasize enough what you just said.

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So I am in a digital marketing space and business growth space as well.

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And a lot of times you see these bro marketers out there and they're trying to sell you some

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product and they do it in a bigger scale.

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They mass produce, they mass text, they mass email campaigns, and this throws so much money

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in marketing.

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And they get people.

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There's a lot of people who fall for that and then they realize, oh my gosh, the marketing

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will work if my things have this, this, this, and that.

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And then the marketers won't care about that because they just want their first client

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and then next client, the next client, the next client, the next client.

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And that happens a lot.

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And I bet there's a lot of other industries out there the same way where people have grown

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much faster, much very easy, but realizing that it's to the detriment where their company

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did not grow with it.

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Just the revenue grew and then it just blew back in their face because then they went

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to an imminent failure.

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I agree.

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I think you can become intoxicated with growth, with riches, and you don't think straight.

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So my learning has been if you're going to do anything, make sure the one or two or three

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clients you have are really taken care of great as opposed to having 15 or 15,000 that

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you don't know and you think that they are satisfied.

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Don't assume it.

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Make sure that each one is listened to and that you care about them.

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Yeah.

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Thank you for sharing that.

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What would you say in your advice is how do we avoid that?

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How do we avoid falling into that pit or even see that pit coming?

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I think one thing that I try to avoid is I don't want to be a wishful thinker.

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I don't want to say we're going to do this, this, and that, and we're going to grow to

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this and we're going to have this, this, this, and that profit and everybody here is going

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to get such and such.

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I don't want to create an unrealistic dream that will fuel bad behavior.

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I don't want to do it.

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I want to present a positive dream that is realistic, meaning here's our goal.

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We want to achieve these things.

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If we do, there are a lot of great things that happen, but you know what?

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It's not about us.

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It's not about how much money is put in our bank account.

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It's about the performance we give our clients and the way we work with each other.

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So we're part of this team.

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We're not going to look for a get rich quick exit on this.

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So everybody buckle in, let's do the right things.

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And you have my 100% commitment as your leader that I will be here for you.

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I'm not looking for perfection.

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I will be here to make sure you have the support needed to do the best work of your life.

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And if we can all do that to some level, we will all experience success.

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Thank you for being here today.

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I'm really happy that you tuned into Vision Pros Live.

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I'm looking forward to seeing your reactions as these episodes continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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And thank you for giving us your time and attention.

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Have an excellent time building out your vision and becoming a Vision Pro yourself.

