I'm excited about this. I got the champion, the
legend, Andrew Paytel on the show today. We're
going to be talking about why trust breaks on
teams and what great leaders do differently.
We have one of the best leaders that I've ever
met in the house. Andrew, you earned that. You're
awesome. It has been so fun to work with you
and get to learn from your mentorship and see
your years of experience in biopharma. And now
over at Freeman and Company, where you guys are
crushing in real estate on Long Beach Island
over there in New Jersey. So welcome to Vision
Pros Live, my friend. Yeah, thanks for having
me, Jackson and team. I'm always excited to get
on with other high energy, excitable people.
I'm just really stoked to be having this conversation
today and the opportunity you're giving me here
to connect with others. It's going to be so fun.
Vision Pros, leadership is one of the best things
that we can figure out. How to manage, how to
figure out, how to help people feel inspired
to work with us and support the visions that
we have. It could be a small vision. It could
be a big vision. Either way, learning to communicate
and build trust with others is a phenomenal reality.
And we have a big agenda today. We have a short
amount of time due to some technical difficulties
that happens. But I'm going to bring Andrew back
so we can go through the whole process. Because
when you've got somebody like Michael Gerber
or Andrew Paytel or Patrick Lincione, it's like,
man, you got to be able to maximize that. and
really dive in deep but we're going to start
and hit strong first we're going to talk about
why trust breaks on teams and then we're going
to talk about how strong leaders create environments
where people choose to contribute so let's go
with the first part why does trust break on teams
andrew what are some of the hidden realities
that maybe we overlook in our blind spots well
that's obviously a deep question i'll keep it
simple i think i think trust you know it breaks
when people don't do what they say they're going
to do. Number one. And that really, that really
ties back to when you create a vision or a mission
statement or guiding principles for a team, whatever
kind of team, and you align on those and agree
to them, they become your set of standards. And
when people don't do those things after you've
agreed or, and it could be as simple as just
an agreement you have on a project or with another.
And the easiest way to break trust is to then
go back on what you said you were going to do
and not follow through. That's one. And I think
another is, as a leader, is... making sure like
if you role modeling the way is so important
that i always believed in the player coach mentality
that yeah you're the leader and you've got to
set the pace and kind of motivate and energize
but you're also shoulder to shoulder and others
will trust you if they think you're willing to
do the work with them and you're you're with
them in in the uh in the struggle if you will
but the minute they think that you're above that
or outside of it and you're talking at them or
through them trust is will break and then they
will give you Just enough and no discretionary
effort. Oh man, there's so much gold in that.
My friends, it reminds me of two very powerful
leaders as well. Dan Martell dropped a secret
in a mastermind I was in one time where he said
for his sales team, if he notices the energy
is a little bit low in the sales room, he'll
go and he say, okay, all of us, me included,
let's drop and do five pushups. And they drop
into five pushups and he taught them and he taught
us the psychology is if we aren't. doing the
things that we've committed ourselves to do,
we will stop to trust in ourselves. We start
to feel insecure. And so when you tell yourself,
I'm going to do five pushups and you get down
and you do five pushups, that automatically enhances
your trust in yourself because now you've become
more reliable. It honors exactly what you said.
I'll also switch gears to Scott Ritzheimer. Scott
Ritzheimer has got a fantastic podcast out there
as well. And he wrote a book and talked about
how imagine being the coach of a team. and the
team's on the line to win the game, and they
go to throw the ball to the end zone, and coach
runs downfield and grabs the ball for the touchdown.
Everybody's now looking at him going, what the
heck did you just do? You just humiliated yourself.
You just humiliated your team. You just cost
them the game. Why? Because you ran out and did
what you weren't supposed to do. And as entrepreneurs,
sometimes we do that to our teams. We get right
in the way and take over. But on the flip side,
Andrew, you also talked about a super simple.
fix. You know, you said that one of the challenges,
if we just don't do what we say we're going to
do. So the simple fix is let's do what we say
we're going to do, right? Let's have the integrity
of doing just that. That's a simple fix. It's
something that we can all work on and improve.
So now to the next piece on this, the aspect
of how strong leaders create environments where
people choose to contribute. So you're at a new
environment. You're now with Freeman and Company.
This is a world -class real estate company that's
done millions of dollars in sales 200 million
last year and they're just crushing on this island
they're super loved and now you've come in and
wanted to contribute what are some of the the
things that you noticed about this group that
drew your attention and made you say you know
what i want to be part of this team that's a
great question jackson and i can tell you um
it really stems back to the last company i was
with regeneron i joined that company 11 years
ago And something valuable after 20 years in
the industry, that when you're part of something
bigger than yourself, and you believe in that
mission that's been established, and you believe
you can have an impact on it as well, really
special things can happen where you're motivated
from that. And the pulls created right away.
There's no push, number one. And you feel like
you're part of something bigger than yourself.
You're on a mission. In that case, we were a
biotechnology company and we developed monoclonal
antibodies for difficult to treat diseases. And
we were all felt like we were part of that because
of the patient impact. And they were, you know.
significant scientific achievements by that company
that we all felt part of. So then when I joined
Freeman & Company, or when I started talking
with them a year ago, the owner who I know pretty
well, I believe they have that same thing. They're
small, but they're built really well on a strong
foundation of principles, integrity, trust, quality,
and really wanting to do great work for others
to do well by doing good. And I believe in that.
And it ties right back to that experience I had
at Regeneron. And now for me, it's a special
place, different than any other brokerage on
the island. And yet I see opportunity where they
selected me to come in with a very different
background than everybody else on the team. And
I feel like I can make an impact on that thing
that is bigger than myself. I love that. And
I'm going to speak to the truth around the, the
alternative or rather ask you about the alternative.
While you were evaluating this company as one
where you could contribute and where you're a
person who chose to contribute, there's a whole
lot of value in their vision to recruit you.
Right. Like why? Why, Andrew? Why? Why this guy
who's got all this background in biopharma? What
what was the evaluation process look like? If
you don't mind, if you're allowed to reveal that,
I think there's so much value to learn from these
teams that know how to find superstars and position
them for success. And I know it's exactly what
they've done with you. So how did that play out?
Oh, that great. I appreciate you asking me that.
it played out over a number of years actually
even before i'd ever expressed interest in the
real estate business i our owner um lives a couple
doors down from me um and we're friends but he's
all he's look this is his business bread and
butter his father and him build it over 25 years
with some others and he was observing me over
time and when i i just the kind of person he's
a really strong person in terms of integrity
um leadership uh you know just a quality individual
and that they're very selective they had not
added another person to their team in many many
many years and realtors every year ask them to
join the brokerage and he's never entertained
any of them every year many many many and he
told me flat out he's no and he also through
being friends heard you know knows the jobs i've
been in and he's seen the way i operate as a
person and he told me flat out, he's not, he
could go hire a very successful realtor. And
that's not what he wants. He wants, he hires
first for the important qualities and the things
that he saw in me over the last few years, um,
which included again, you know, high energy hard
working you know he saw me pulling out here at
4 30 in the morning on mondays to go to new york
three hours away every monday and he saw what
kind of worker i was he knew me as a person involved
in the community you know i volunteer and do
other things he does as well saw that in me and
then lastly um he he knew i i had the innate
skills to be a realtor you know sales background
marketing background operations background and
that last piece well the sales and operations
or where I'm already having an impact on building
out processing systems and more structure to
a business that we want to grow significantly
on top of the fact that the Freeman Company is
one of, if not the highest producing on the island
already, but we want to go bigger. And he saw
me as a piece that could bring something different,
but also had the innate qualities to make sure
I could still be a good real estate agent. dude
that was such a master class um i would go back
and listen to that over and over visionaries
there were so many valuable truths and points
in there andrew you learn with greater than with
more vigor than people who are 18 to 25 years
old um you know and i hope that the 18 to 25
year olds that are listening right now like Take
notes like, oh my gosh, I need to start learning
like this guy. That would be a very wise and
valuable thing to do as young visionaries. But
even as visionaries that are seasoned, like let's
dive in and learn, learn, learn. You and I were
talking just the other day about AI. and Claude
and what's happening with Claude and chatbots
and agents. And we've got our whole list of things
that we've got to do. You've got a new career
with real estate that you're building. You've
got this rental property, this rental division
that you're launching as well. And yet you weren't
overwhelmed. You didn't look at it and say like,
oh my gosh, you said, Jackson, I want to learn
this AI stuff. I got to get this AI stuff down.
I was like, dang, man, he just keeps going with
this champion. So talk to me about that. what's
your plan with uh with ai and real estate and
and what what have you come to realize just over
the last several weeks or months of of some of
the changes the world is facing yeah no obviously
that's the big question we everybody talks about
every day ai right now right and you know for
me what i'm trying to thank big thanks and shout
out to jackson for you know we we've had our
conversations and the other day he really you
know shared some important information around
his view of ai how it can impact business but
also how to manage it so that we don't lose our
authenticity and who we are it's really that
it's going to be a balancing act of because see
the business i'm in you know and the business
we're all in every day is a people business life
is a people business it's all people right and
how do you then Utilize that technology to enhance
your people experience. Meaning I want to spend
high value time with people and more time with
people, not spending low, high value time on
low value tasks. And I feel AI, I can give you
an example. This, our real estate group, they
were starting this business. and we don't have
our processes and all the things in place i've
been working on them for three months one of
the things we i i took on i said the other day
to our owner i want to write the strategic plan
nobody's done one they're just we're kind of
doing stuff right now right and i i put everything
on paper that like in an outline i pull stuff
that's already had i've dropped it into claude
And I got back something that's 85 % there. And
I'll have a strategic plan drafted by Monday.
And in my past, I've written many strategic plans
in marketing and sales. It was usually a six
- to eight -week process. Yes. It's mind -blowing.
I'm spending more time. You know what I did this
week, Jackson, just to throw icing on that cake,
is just in the last three days, because I freed
up time, I've run a bunch of my documents through
it. They're at a point where I'm already ready
to present them to our leadership next week at
our team meeting. I set up yesterday, I set up
owner's calls today and tomorrow to just have
a quick touch point with all of our property
owners to connect with them on some of the stuff
we're working on for them. And I wouldn't have
had time to do that high value touch with our
most important clients, our owners, because I
would have been writing strategic plans and workflows.
Oh man, it is such a blessing. There's so many
ways we can use this technology to empower ourselves,
empower our teams, empower our growth, empower
abundance. There's so much here. And you just
led into one of the points that we were originally
going to talk about. And Andrew, we're going
to keep going. I think we're actually going to
make it through the whole list today, my friends,
because we're both clear speakers. We can be
brief. We can be efficient. We can do this for
all of you guys. We're going to do it right now.
So one of the areas that you just highlighted,
the leadership shift. that transforms skepticism
into engagement. I'm going to dive right into
vulnerability and a willingness to talk transparently
with our teams and with the people that we lead.
So right now we're on a podcast, we're talking
to visionaries and Andrew's talking about learning
this new industry from scratch, diving into AI
from scratch. You can hear the confidence in
his voice. You can see how he's using these technologies
to build amazing paths for his team moving forward.
And for you, my friends, let's say, Some of you
bigger visionaries out there, the ones that have
big companies, I hope you're getting ahead of
helping your people realize how they can also
improve and enhance their resumes. Now, why would
you do that? It's like, oh my gosh, if I help
my team enhance their skills and their resumes
and what they're up to, they're going to leave
and go somewhere else. That's a scarcity mindset.
That is not a growth mindset. They're going to
leave knowing that they don't want to stick around
somewhere that's holding them back. So I work
very hard with my team at Vision Pros and all
the things that they need to improve in order
to maximize their lives. And that's another huge
leadership step towards trust is I don't fear
people leaving me. I fear people staying and
getting stuck and me holding their lives back.
So I'm going to show you guys something. After
Andrew and I talked just a couple of days ago,
I started to build out the AI marketplace. And
the AI marketplace is going to be a community
that we launched with 50 founding members. And
this resume builder right here is part of it.
We're not just going to help entrepreneurs with
this. I decided we need to help all people who
think they can't really relate with AI realize
that almost every human being on the planet is
already an AI expert. And let's look at this
list right here. I love what this thing did.
I didn't create this. Claude created this by
me just telling it, hey, this is how we need
to guide people. But if you've ever organized
files into specific folders before, boom, check
that. It tells you, oh, you understand knowledge
-based architecture. If you've ever... organized
and used email templates or saved replies for
frequently asked questions, boom, you understand
pattern recognition, what's called zero shot
prompting. These are resume skills that you can
put on your resume. And you can also start researching
these things and saying, you know what, I want
to know more about it so that I can speak this
language and become more relevant as a leader
in this next generation of AI. Manage the calendar
and schedule conflicting meetings. Well, you're
good at resource allocation algorithms. And you'll
notice down here, it's already labeled you as
a dormant. AI expert. How does this relate? Exactly
what I was talking about, my friends. I'm basically
showing that if I'm going to be the type of person
who's going to squash skepticism in the market,
and help people realize that I'm trustworthy
and that I'm going to be the leader who's going
to help them, the best thing I can do is vulnerably
open up the doors and transparently teach as
much value as humanly possible. That's my thoughts
on it. Andrew, I love your take on it as well.
How do we crush skepticism in teams or doubts
and create leadership shifts that drive more
momentum? I think a lot of what you just said,
I mean, it's always very important. I think Part
of it is with people, it's the why, what's in
it for them, and them attaching to the importance
of whatever the top case is. And, you know, I
had this with salespeople often, you know, they,
you know, different products, say we had a product
that had a label that was a little inferior to
another product in a competitive market. And
you'd have people just, you know, you'd have
a certain part of the population, very skeptical
of the product. others that the the winners the
sellers that would say all right just show me
how how to sell this and um i'm gonna win my
clients over if you will and i feel like there's
a little bit of um bringing people along you
know the skeptics basically really trying to
connect to them and help them understand why
it's important and how they can win and where.
And that's part of in sales, you know, you, you
don't go in with thinking you're going to get
a hundred percent. If you do, you're wrongly
mistaken. When there's a competitive market,
you fight, figure out where, where to win and
help people have their first wins and their,
you know, and to have that first bit of success.
And then you build on it over time. And I feel,
and, and there's nothing better, whether it's
a team or an one -on -one experience when. people
feel like they start winning or growing they
want to do more of it but if you don't get them
there or show them as a leader how to get there
or have the skills to really connect deep down
with somebody through good questioning and listening
and then understanding what's important to them
um the skeptics will stay skeptics but you can
get them over to the other side i believe by
putting the work in as a leader like i said i
won't reiterate all the things i just said um
And I found that and just create a really positive
environment. You know, skeptics often will do
work for a great leader because they'll run through
a wall for that leader, even when they don't
necessarily think they can win. They're going
to try to win because of the culture and the
leader they work for. That's huge. In fact, to
reflect that, you know, it's funny, a lot of
younger visionaries and newer entrepreneurs.
They hire very passively. And you talked about
how you guys had a relationship for a couple
of years. They were kind of scouting you over
time, maybe not actively, but passively, always
keeping the door open, looking at what's possible.
And then in addition to that, you mentioned spending
time with the owner and that you're going to
be spending time with the team. I see so many
visionaries accidentally. hire a VA super passively
and almost never train them. Maybe train them
once, maybe twice, but maybe interact with them
once a week for 30 minutes. But heaven forbid,
we spend more than 30 minutes with another human
being. We got to get back to the grind, right?
That's the recipe for disaster, my friends. But
Andrew, I would love to hear more about your
30 -year -plus seasoned veteran with sales marketing
operations. They know what they're doing. You
know what you're doing. Yet you're spending time
together. How much time do you guys spend together
on a daily or weekly basis? Is it only with one
specific person? Do you have open door access?
Do you take advantage of that? What's your routine
look like to be able to integrate with the Freeman
& Company team? No, it's been great. You know,
right before this call, our owner called me up
and had a question about a property and we talked.
daily that way um him and another key player
on the rental side who we're building out the
rental business with um we talk multiple times
a day on the fly and then we also have scheduled
time um our owner eddie uh he and i have friday
one -on -ones every week that's dedicated time
outside of just our agreement that we're going
to connect um and uh if i see him calling and
unless it's like something like this and i'm
not able to step away per se i take his call
and he does the same for me so that also builds
a lot of trust because i know i'm important enough
for him to take the calls and he knows that He's
important enough for me to take his calls and
drop whatever I'm doing. And like we have that
urgency in a healthy way together, which I really
like. We have an office that I tend to go to
every other day at this point. And then I work
from home. It's eight minutes from my house.
It's on the island. So, you know, it's a nice
place to go down there. And I tend to spend time
in the office with. you know, the team. And then
I spent a lot of time up in my office there just,
you know, working. So it's pretty fluid, you
know, but it's just, we have a small team too,
which is nice. A lot of the brokerages on the
Island are 20, 30, 40 people. There's, there's
nine of us. And so we're very much like nine
of you. And there was eight last year, right?
When they did. the freeman group was the original
group before freeman and company was launched
this year there were just four four people eddie
and the three other uh partners they did all
that business the four of them yeah yeah it's
amazing and the next closest team on the island
had like 30 people in it and they did like 150
or something. I don't know what the exact numbers
are. But then we decided it was going to form
Freeman and Company. We became our own brokerage
through a brokerage platform. And he brought
in another team of three people. uh so we have
three verticals you have the freeman group under
the freeman and company you have the the guarino
team under freeman and company and now we have
our luxury rental business under freeman and
company so he now has created a parent company
with the long -term goal of being very selective
when and if to bring say another team in that
made sense so has the model set up but he's not
in a rush to do that in any way he said because
we have we have i think we have the right team
and obviously he thinks that because he's the
owner and he hired everybody but um i think the
next phase of growth we have the right group
with long term the i think we can keep building
the foundation and and the strength of this group
there's no question we can scale over time if
if he chooses Oh, it's huge. That's that's the
amazing thing about putting yourselves in a position
of abundance. Right. And even if you're not,
even if we're in scarcity mode, you know, life's
hard. It's so important to maintain an abundant
mindset and realize that it is it is important
to exercise due diligence to be. I don't want
to say methodical, but very intentional with
our choices and selective about who we're going
to be working with. And so let's dive into existing
teams, because trust is one of those. things
that it's kind of fluid. You know, it can go
any direction, just like our body needs food.
I think trust also needs to be new. It needs
nutrition. And so trust often quietly erodes
inside teams. And there's exceptional leaders
who can, they do certain things to consistently
turn it back on and earn it back. So what would
you say are some of the things that additional
things that erode trust and how can leaders consistently
lean into building it? Great question. I could
talk a lot about this one after leading a lot
of teams and a lot of dynamics, especially with
sales teams. They're very spirited people with,
you know, they're obviously strong -willed and
often opinionated. And, you know, what I found,
okay, say you have a team of 10 people. we always
say you know you want to lead each person for
who they are under the umbrella of your team
your mission your vision but you want to respect
the individual out individuality of each person
and with that often you could you could have
somebody within the group who because whatever
reason they go off. They kind of venture away
from what we had originally agreed to, or they've
had a life experience that has created stress
that's being channeled now into negativity or
a negative impact on the team, or they themselves,
their productivity has gone down. And others,
even when they're not directly impacting them
in a direct way, when you're on a high -performing
team that has an individual goals and they have
a team goal typically in sales, Everyone else
is watching. And it becomes a negative impact
sometimes in a small way. When they're direct,
it's a big way because then they start to kind
of infect that negativity in the team. And what
I've always done, and I've learned over many
years, I wasn't so great at it in my early career
because I had to learn the hard way, but I became
really good at identifying when somebody was
off. And I really, with that person, showed them
I cared and would. Seek to understand, you know,
seven habits. Seek to understand what's going
on on a personal level, not in a group setting,
not in a combative way. I really would ask the
questions to then get them to open up so then
I could then understand what was going on, reiterate
to them what we have agreed to, but also understand
at that time what's important to them and bring
them back. Sometimes it happened quick. Other
times it was just an incremental approach to
bring somebody back. And a lot of it hinged on,
again, what was important? What is their why?
And what made them successful to date and make
them feel like a winner? And then that often
really helped bring people back into the fold
and also create an environment with the team
where I was making sure that person felt important.
and valued and that others also were having a
positive impact on them and i often felt like
that was one of the biggest like stressors on
my team's trust and and and productivity were
often stemmed from things like that and then
the other is you know as a leader when yeah you
know i've seen trust erode when leaders there's
the company look i always believe the company
you're we we're paid by the company but we're
also If we are there for the right reasons and
we're at the right company, then we are supposed
to be aligned to the company's mission and goals
and strategies. And when leaders stray from that
and they take their team down a path, you can
see people very conflicted that, you know, you're
either up to something or you're not like part
of the company and you're just trying to win
for the wrong reasons. I don't know if that makes
sense, but I've seen where leaders go off on
their own. I always I'm a order follower and
all that kind of stuff. But I just believe in
that we're all marching in the right direction
together. And if we stray from that, we got to
talk about why and get back to the mission. I
love that. And if it doesn't make sense for somebody,
it is definitely not because of Andrew. On that,
it's because we've all got things to learn. Andrew
has an amazing ability to simplify calculus levels
of leadership. And that's what I love about being
able to just sit in these conversations. It makes
me not want to host. It makes me want to just
stay here and say, man, I just want to listen.
I just want to listen and keep learning about
what you're up to and how you've done it, Andrew.
We're going to take a quick break, though. We're
going to come back and we're going to hit real
hard on the next piece. But before we take that
break, you said you asked people about what's
important to them. You asked him about what their
why is. And I think the third question, but I
might've wrote it down wrong was what can kind
of bring them back and get them engaged. But
if I got that wrong, what was that final question?
No, the third was I would ask him, I would ask
them to reflect on successes, what made them
successful and, and think about those successes
they've had and get them thinking about their
next success. Oh man, that's awesome. And the
next one. Thank you. That's huge. From the problem.
to hey i'm valued he wants to know about my success
and then i get them to let's talk about the next
one and how we can do that together that's so
huge that reminds me so much of the one minute
manager um Absolutely. We'll be right back, guys.
We're going to dive into one final principle
and we'll see you on the other side. All right.
Welcome in to Vision Pros Live with Jackson Callum.
I'm your show host. We'll be doing interviews
for visionary entrepreneurs and guest leaders
who are building fantastic visions out there.
As you can welcome in to Vision Pros Live, I'm
your show host, Jackson Callum, founder and CEO
of First Class Business. And we've had Andrew
Paytel on the show today. He's such a legend
and I'm so excited to bring him back on for one
final segment. But I had to take a little bit
of space to just kind of reflect on all that
we've covered. And again, going back to the value,
why did I choose? with Andrew to talk about this,
about why trust breaks on teams and what great
leaders do differently. The biggest reason why
I chose to crush this subject with him is because
of the powerful leader that he has been in his
past as an executive and what he's storming through
right now as a new leader at the Freeman and
company real estate, at the real estate company.
And this company guys last year with four people
did 200 million in sales. And when you can get.
behind the scenes and see what's going on at
organizations like this and learn about their
operations, their marketing, their sales, their
leadership, leadership, leadership, leadership.
I'm not broken. I'm talking about this on purpose.
I see too many entrepreneurs overlook the value
of diving into how can I become. a better leader.
How can I do? And that's exactly why I want to
end drawing here real quick before I bring him
back on though, a couple of other resources for
all of you that I'm also very passionate about.
One is Dr. Shannon and Dr. Justin Pierce over
at journey to wellness, journey wellness plan
.com. These doctors I've known for over eight
years. They've had three friends, family members,
friends and family members, three people that
I sent to them. These are people who did not
have answers for their health problems. And I
had heard that Shannon is able to figure things
out. that most doctors can't. And this isn't
about magic. It's about the types of tests that
they are actually willing to run and the fact
that she's been through health issues herself.
All three of the people, when I followed up with
them, raved about the understanding. about the
gains they had and about what she was able to
do for their lives. And so I'm not a doctor.
I can't speak to this from any type of scientific
background, but I just know that I'm really grateful
for my family and friends when I meet somebody
or have somebody who's got something, whether
it's Crohn's disease or EBV, the Epstein -Barr
virus. Again, if I hear somebody talk about it,
I know, okay, I got to introduce him to Shannon.
I'm going to let her do her thing. So if you
know somebody who's struggling with that, then
I hope this becomes a blessing to your life.
Then there's Jennifer Reed with Practice Makes
Permanent. Practice Makes Permanent is a company
that helps with EQ and IQ development. And so
she's a facilitator for culture. And I think
most companies these days are starting to realize
that if you wanna win at the next level. creating
phenomenal cultures is one of the greatest keys
that you can dive into. She's got an incredible
personal story. You're going to want a tissue
box when you ask her about it. But my friends,
in the same way that Eddie from Freeman and Company
realized that, you know what, I need to do some
deep research with Andrew and really see who
this person is before I bring them in. And I
hope that all of you as well, as you're looking
to bring somebody in, dive deep, do the due diligence
because you don't want to hire fast and end up
with somebody who's not great at what they do.
You want to dive in deep and find out what really
qualifies these people and realize that once
you do, you'll see that Jennifer Reed is one
of the best in the business of being able to
help you with developing your culture. Then there's
the Water Project. We don't have an affiliation
with it, but we do donate to it every single
month. And it's one of those causes that somebody
brought up to me, and I didn't really get it
because I've always had access to clean drinking
water. I've never been thirsty in my life. But
as I started to study it and meditate upon it,
it became one of my favorite passions to talk
about because I realized there's millions of
people in this world who don't even have access
to clean drinking water. And I imagined, what
would it be like if my kids had to go look for
water? What would it be like if I had to leave
work to go find water? And you don't even know
the source of the water. You might not know how
to sterilize it, filter it, all that. What a
dangerous and scary position to be in. And here
we are. We get to actually donate even just $10
to one of these projects. You get to choose the
project and the water project will actually send
you an email with proof that they completed the
project and how the community was impacted by
it. This is going to create generational impact
for individuals. And you can see the kids on
my screen right now. They're celebrating water
stronger than most of our kids celebrate Christmas
day. It's a very humbling reality. My hope is
if you don't have the financial means to give
to this, that you'll simply talk about this over
lunch or dinner. with some friends or maybe on
a car trip, just take the time to tell friends
about it. You never know. You might influence
somebody to. actually fund several of these projects
and make a generational impact for hundreds,
if not thousands of people. So again, thanks
for joining me on that. If you've got something
else that you'd like to see us give back to,
then just drop it in the comments. If you've
got another cause or a GoFundMe that you're aware
of, if you drop those in the comments, I'll personally
take a look at what those causes are. I might
even talk about it here on the show, but I'll
do my best to help out. My friends, we've got
8 billion people to help out. Let's do it together
and get back to helping each of you. We're going
to dive in just a little bit further with Andrew
on leadership. Andrew, again, man, I really appreciate
you being here today. This has been so awesome
so far. Fantastic. So we're going to dive into
one final topic. We're going to dive into talking
about credibility, alignment, and long -term
commitment. That's a tough subject to end on.
If we were to try to boil down a secret sauce
recipe real fast or some principles for visionaries
who want to truly build long term, what would
your final words of wisdom be to them? So, you
know where I'm going to go with this, the four
C's. But before I get to that, I'm going to hit
on those, but I'm going to say something before
them that I think really ties into almost every
subject. we've talked about today, that I believe
whether it's trust, whether it's vision, et cetera,
it's authenticity. People, if they believe you
because you're coming from the right place and
a real place and you're not a storyteller per
se, you can be a good storyteller, but not that
you're telling a story, if you know what I'm
saying, about where you're taking people and
why. I think authenticity has been one of the
things. It's a challenge because not everybody
is down with your authentic style, but you have
to be courageous enough to believe in it and
do things the right way and for the right reasons.
And that authenticity eventually will be understood
and valued and you'll be a better leader because
people will follow authentic people. So I want
to add that. That's key. So four Cs, confidence,
confidence, commitment, and care. If I was, that's
been something I've been following as a set of
principles for probably the last 15 years, half
of my corporate career, where I strive to be
competent so that I can be a better leader and
others will believe that I add value and I'm
competent for them as well. If I'm competent,
others will be confident in me and I'll be more
confident in myself. And then that confidence
will be a positive confidence. And if I'm committed,
you know, drive, high energy, they know you're
there to do the work and you're here for the
long haul, like you just said, the long term.
I think that's really important. After you've
established the confidence, the confidence, people
want to know you're committed and they believe
you're in this for the long haul with them. And
then lastly, you've got to do all that with care
for people and for your clients and that you
just genuinely care. and you're coming from the
right place even when you're delivering hard
news hard feedback and even performance management
type stuff people know you care they're much
more receptive and they're much more likely to
then themselves be committed confident and they'll
want to be more competent and get to work Oh
man, that's huge. Thank you so much, Andrew,
for all the recipes, the frameworks, the guidance,
the leadership, the wisdom, and the experience
that you've blessed us with today. I'm super
happy about it. I get to learn from you on a
daily basis. By the way, Vision Pros, you could
too. There aren't very many people out there
who are going to take the confident step to just
call a mentor. to just reach out on LinkedIn
and connect, but that could be you. You could
go in to LinkedIn right now, connect with Andrew
and start a little pen pal session and send him
an audio clip. He's the type of person that I
know would take your call. So do it, lean in,
lean into people who are willing to give and
go check out what's going on at the Freeman and
company as well. And Long Beach Island, you know,
if you're looking for a great place to live,
then I would not want to be surrounded by Andrew
and his types of people like him and his neighborhoods.
He talks about it all the time with me about
how amazing. I'm like, man, I really like Ecuador,
but, you know, I really want to check this island
out at some point, too. So definitely do that.
And my friends, those of you who want to be on
the show, there's a button in the top right corner
on the page. It says VisionProsLive .com. Go
there and it says be our guest. Click the button.
Book for your show. You don't have to be a world
-class leader who's had 30 years of experience
at some of the best biopharma companies in the
world. You don't have to be working with one
of the top real estate companies in the world
either. You can be starting out your vision.
We really want you to come on the stage, have
an opportunity to talk about what you're up to.
Let's all change the world together. Andrew,
I really appreciate you being here, man. I want
to bring you back. We'll come up with topic number
two so we can come back and explore your depth
even further. Are you cool with that? I'd be
honored. Okay, Vision Pros. We'll see you guys
next time with Andrew. We'll see you guys in
the next episode as well. I've got somebody in
the weight room as well, James Kalistra. I've
got to figure out his last name, but I know he's
also leading in the podcast space, so he's already
teed up with a phenomenal guest. Andrew, I've
got to get you introduced to James later as well.
And my friends, we'll see you guys all when you
come on the show, and we'll look forward to your
comments, your questions. I was about to say
preguntas in Spanish. We look forward to those
too, and we'll see you guys in the next episode.
Bye -bye. 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 and
becoming a vision pro yourself.