your goals for it. Those are all very important
to me. The podcast industry is what I call an
amateur industry, and that's okay. That's one
of the reasons why I like it and I choose to
be in it. Anybody who has a $45 microphone, a
camera, can go live on Facebook, calls it a podcast,
and that's great from a positional standpoint
for the entire world. But from my standpoint,
I have to be careful as a... as a host that when
i get if i get a young kid who comes on and talks
about how he wants to be a doctor phenomenal
i can do that but if i get a doctor who comes
on and says he's invented a new non -invasive
heart surgery i have to do my research and find
out is he legitimate is this a fraud situation
is there a ponzi scheme or something going on
behind it i have to be very aware so that i don't
end up endorsing something that, uh, that may
not. And you, you got superpowers. You're, you
got a couple of decades of wisdom, at least.
I know you're at least 20. Um, you've got, you
know, a great sizzle reel. Um, you've got, you're
on point with your messaging. Um, and we've got
a business world where 96 % of businesses fell
within 10 years, 4 % survive. The ones who are
surviving, most of them have to, they think they
have to pretend to, to do well in order to get
business. Um, and Man, they lack vision. They
don't have clarity. They lack culture. They're
all transactional. Very few are transformational.
And they lack leadership because they're so busy
chasing the next dollar. They're not developing
their people. So I think we speak the same language.
Your form talked about awards, which is fantastic.
But I don't have any context in those awards
either. So feel free to just enlighten me and
feel free to ask me any question you'd like as
well. Yeah, as far as, you know, who am I? What
is Sola? You know, what is our vision? Our vision
is to change people's lives for the better. Because
we've seen over the years, you know, I've been
on this earth. enough times to see all the pitfalls
people have made i've seen all the grand ideas
i've seen theology use or excuse me uh theories
in terms of okay this is how we need to operate
and you just see all of the ups and downs over
the years and you go what is what is wrong you
know what is needed what's missing I personally
believe, and my business partner, John Grannis,
we both believe that it's the lack of investing
in people. It's the lack of empowering people.
Here's an example of the lack of empowerment.
I don't know the last time, Jackson, you've been
on a customer service call. You call in. You
have a problem. And obviously, all you want is
your problem to be fixed and go away. But you
get the person. who can't make any decisions,
then you have to get transferred and then you
get lost in that whole transfer world. Then you
get that person and they go, oh, I can't help
you with that. Yeah. I'll give you a perfect
example, Bob. And this is something that most
of you who are in the podcast can relate to.
I love Go High Level. It is our system of choice.
It does a lot of great things for us. And I called
them this morning, jumped onto Zoom. And they
have a new waiting room type operation. It seems
like they're trying to make some upgrades. But
the person right there that's assigning people
to agents could not assign me, was incapable
of assigning me without me going onto their website
and filling out with an AI that's very slow,
why it is that I needed to talk to somebody.
And I asked her, will you do me a favor while
I do this? And can you submit a ticket about
how this, is interrupting my day and interrupts
the flow of your clients. And she said, I don't
have the ability to do that. And there was four
other agents in there. I said, can any of you
four agents do that? No, they're all assigned
to their responsibilities. And I don't mean to
shame Go High Level as the poster child of this
experience. My hope is that Go High Level's executives
will hear this. They will step into action, realize
that there's an opportunity here that will bless
the lives of thousands upon thousands of their
clients. And allow people like myself to speak
much more positive things about the way that
they go about disrupting the friction that exists.
Removing the friction, smoothing it out. It's
not that hard to do. So, Bob, well said. Very
important that we all take notes on that. Yeah.
And when you also think about the lack of empowerment,
this is another area that I think you see is
the C -level. you know, organizations being structured
like this. So we've got the top and it all goes
downhill to the bottom. And I think the most
major piece is the top piece does not empower
management because what they're charged with
is get our employees to do X, Y, and Z, which
is all financially related. Market strategies,
everything. It's always bottom line is the dollar.
Yeah. Which I totally understand. But what I
believe happens is when you become so focused
on just the money, what do you lose sight of?
Your greatest resource, which is your people.
Your people. Well, and a big part of that, Bob,
too, to double down on the mass market. Most
of the visionaries who listen in are newer, younger,
getting into it. And, you know, they won. We
call it a top -down management. You and I both
know that in order to implement it, you have
to reverse it, right? And you have to support
as leaders. You got to support the whole system.
We read top to bottom, left to right. So nobody
designed that poorly. It's just a matter of reading.
But on the flip side, with the small businesses,
they're so desperate for cash growth that they
think they have to build fractionally. And so
the fractional term has gotten big. We have all
these fractional C -level executives out there.
And from what I can see, and tell me if I'm wrong,
but from accountability standpoint, nobody knows
what the C means. Nobody. Nobody's using the
actual C. They put somebody in place as a fractional
so they can have a cheap investment. That fractional
person's excited because they can have four or
five clients and sustain themselves. But at the
end of the day, they're not making chief. level
of decisions everybody's bottlenecking with whoever
the the main person is or the main couple people
on their executive assistant their office but
they're they're not establishing chief level
behaviors to your point i can't wait we're gonna
dive in i gotta dive in deep with you on this
stuff this is gonna be yeah you might talk to
me a little bit about the awards that you guys
have won where'd you win them from what's the
what's the quantification qualification of those
yeah these are the tele awards they're kind of
like our grammy emmy in our world So the telewards,
they have a specific area for industrial training
films. So our last one, and this will get into
our philosophy, the last one that we just submitted
is the right side of the line. It's all about
harassment and discrimination and creating respect
in the workplace. Now, we're not afraid to address
topics that people don't want to talk about because
they're afraid. um anti -semitism islamic phobia
uh asian hate i it's been really interesting
and the response has been great so if i add one
to that yeah i'll add one to it um we're we're
we stand against va relationships we call it
virtual abuse virtual abuse is rampant right
now it's modern slavery And we don't, we often,
most of the people say, well, my VA loves me.
Why don't you let a third party verify that?
Yeah. Rather than assuming that just because
they told you they love you and just because
you pay them more than whoever last paid them,
there's a lot of little things that can be done
to find out. And again, I'm not talking about
policing it. And if we don't open our eyes as
leaders to really take into consideration how
much do our people love working with us? How
much are we helping them? be empowered? How much
are we understanding what their life needs are,
what their wants and desire, where they want
to go from here? I see very few leaders having
those conversations with their proclaimed virtual
assistant, who's actually their proclaimed do
it everywhere and everything on time faster than
I can when you don't want to, because you're
so terrified of losing your job. You're not going
to say no ever, but that entrepreneur is going
to live the high life in the meantime. Yeah.
I'm going to circle back around to the question.
This is cool because I was just in front of basically
a team that is responsible. This organization
is in the healthcare industry. They have, are
you ready for this? They have over 200 ,000 employees,
close to 300. They're actually over 300 with
the part -timers. So they're massive. And we
got into a conversation and we were telling them
about the right side of the line and another
program. But in the conversation, we got into
management. Okay. Are your managers really in
touch? And here's an example. Somebody, a female,
we'll just use a female as an example. has been
was sexually harassed and abused and the perpetrator
was duly investigated charged everything now
problems done now as a manager let's say you
know I I've got a team of 10. four of them are
females what are those females potentially thinking
they just they they didn't have any issues but
am i next right so what's being done to support
the person right that got affected i'm sitting
here i go into my meeting and i got my list and
hey well let's go boom boom boom boom let's get
through this stuff never checking in and what
are your needs what are the your concerns and
if we're more in tune with those types of things
You think about if I would ask the women to stay
behind after the meeting and I would bring up,
I know you're aware of so -and -so. It was a
horrible thing. What are your thoughts about
that? Do you have any concerns? The trust level,
which is dramatically. And not only that, now
am I in a position? to redirect them on a performance?
Absolutely, because they trust me. They know
that I care about them. And it's not a game we
play. It's people, when they're taught that they
can be empathetic, we really are. As people,
we can be very empathetic when you allow somebody
to tell their story. And so I asked them, I said,
are your managers? That in tune with all the
things that's going on, and especially in the
healthcare. Patients, man, there's a lot of patients
that get abused. There's a lot of nurses that
get abused from doctors and other types of clinical
physicians. It's crazy what goes on out there.
So we said, all right, what can we do to help
you? and i said here's what we do this is why
we do what we do we create training films that
have three things they're realistic they're relatable
and they're relevant because if you have those
three you can actually engage the person to actually
pay attention they put themselves in that situation
or they relate to oh i just saw this happen And
they have a greater understanding of the content
and why it's so important for them to not just
take it here, but to place it in here. And we've
always heard of it. And that's why I'm excited.
So I'm excited. So I'll take a look at the materials,
too. I'm very fortunate. I was part of the team
at Video Power Marketing. It's Jake Larson's
right hand man. And at Video Power, we did we
launched some of the most viral video ad campaigns
of all time. And our video ad producer produced
the number one YouTube ad of the decade with
Kobe Bryant and Lionel Messi on Turkish Airlines.
And so each one of these ads, those were three
of many elements that were needed in order to
really gain traction. You know, if we just had
those three elements, the content still would
have fallen flat. The gamification is missing,
the intrigue, what I call the intrigue, the attract
and the inspire. Um, as well, those are three
critical components for people who are at the
unaware level, moving towards awareness, looking
for safety, um, right. And healthy boundaries.
So there's so many things, vision pros that we'll
want to take a look at with this, but I can tell
you just from the nature of Bob, how he shows
up as a leader, um, to get to know some is our
first time meeting my friends. Um, you know,
and, and the, the nature of this conversation,
it has been extremely transformational, very
little transactional. dialogue has taken place
between the two of us. And then the examples
that he's given tells you about how he's walked
in this experience of talking to leaders, empowering
individuals, working with tons of, it doesn't
matter if it's 200 ,000 in the hospital, 20 ,000
or 2000, you can see there's a level of depth
here. So I do look forward to diving in deeper
on those dynamics. One thing I'd like to add
or circle back to is a quote that came to mind
as you spoke, Bob. My favorite quote is people
don't care how much we know. until they know
how much we care. And once people know how much
we care, they're going to care about implementing
what it is that we know. They will go to bat
for us beyond belief. So there's the negative
side. People won't care if we don't care. But
the positive side, if we really care about people,
we can move mountains very fast with great people
by our side, and it can be a lot of fun. So Bob's
a living example of that. Let's use some of this,
Bob, as the first introduction segment. Are you
okay with that? Sure. Yeah. I mean, I just kind
of went into podcast mode. I was like, let's
do this. I was like, I like Bob. We're going
to make this happen. And I'd love to have you
come back. I'd love to dive deeper into the program
as well and see what you have there. And I'd
love to dive, you know, figure out too. Which
of the markets that are listening to this do
we really want to focus in on serving? Because
they're different. Just like mathematics, right?
If I'm teaching basic math today, that's okay.
But anybody who's in algebra is going to leave
within seconds. But if I'm teaching calculus,
that's totally cool. But I need to make sure
to be, you know, tied into that. So we'll be
we'll be coming back with Bob as soon as I can.
I can reign his schedule back in or bring it
back to live. Bob, any final words of wisdom?
This is a last chance you had to meet with me
and talk to our people about what they can do
to support their vision or move their vision
forward. What would your advice be? I would say
seek to understand your people. Seek to find
out what they need. What you can do to help them
succeed, to help them have a balanced life, to
give them the opportunities that every person
deserves. So to have the mindset to go all the
way down, as you were talking about the pyramid,
go all the way down to the janitor that is kind
of traditionally seen as the lowest person on
the totem pole. Have the mindset that every person
matters. And I want to know, what do you need?
What are your concerns? What questions? What
can I provide for you? I want you to come here
and be thrilled. Not just, I got a job. No, you're
thrilled to be there. And to be a part of something
that's bigger than yourself. It's in us. We want
to be part of something. We always do. And if
you give that understanding for people. That's
what they will grab onto it. And people I think
are amazing when they are given those opportunities.
Huge. Absolutely. Vision pros. Yeah. Side note.
Do you want John Grannis, my business partner
to be on the call too? I'd love to meet him.
I'd absolutely love to have you guys. We can
do group. We can do separate. We'll definitely
let's talk about that right after we wrap this
up. If I was in a moment where. This was one
-on -one with Bob. My next line in order to seek
to understand, in order to listen to understand,
would have been, Bob, tell me more about that.
One of your secret tools that you guys can use
as vision pros is making sure that you don't
just listen for the sake of listening, but you
listen to really understand, as Bob said, and
it can dramatically transform your relationships.
If you guys want to reach out to us and meet
us, by all means, contact either one of us. I'm
sure Bob loves to mentor just as much as I do.
You can find us on social media platforms, and
there's a little button in the top right corner
of the screen that says, Be Our Guest. If you
want to come on and share your vision, you don't
have to be a world -class. hr leadership director
like bob you can be just starting your vision
out we'd be happy to have you on here and talk
about what you have to we got eight billion people
to help in the world bob and i cannot do it alone
let's all do it together i'll talk to you as
soon see on the next episode bye everybody 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.