open-ended question. So, we'll have you do that. So, I'll probably put Amonwell or
Jaime on the spot for what is leadership. We'll see which one. I'm sure
y'all will come up with a beautiful answer and dialogue. Hopefully the
audience does too because we're gonna dive into a bunch of books.
Alright, welcome in to Vision Pros Live. I'm Jackson Callum. I'm your show host.
We'll be doing interviews for visionary entrepreneurs and guests, guest leaders
who are building fantastic visions out there. Ultimately, I just want to go
through some of the things that might help you with your vision. If you have a
vision that you're pursuing, drop a link in the comments and let us know what that
is. If that's a business or a brand, if it's a non-profit that you run, be happy
to promote it, be happy to talk to you about it, and if you'd like to apply to
be on Vision Pros and be interviewed about that vision, then by all means, feel
free to reach out.
Alright, hey! Welcome to Vision Pros Live. We're happy to be here, obviously.
We are gonna be talking about leadership and becoming what we call
lighthouse, right? Shining your light to help others make it to the safety of the
shore and being that light on a hilltop. Whatever analogy you want to use, we've
got an awesome opportunity in life to be leaders from the very start in our
lives often. As we grow, we need to learn principles of leadership that guide
people more purposefully towards whatever we're inspired to guide them
towards. That's kind of my take on it, but I'm gonna put Jaime and Amonwell on
the spot. Both of them are leaders here at First Class Business, leaders in life.
We were attracted to work with them because of their leadership prowess. You
guys got to meet Jaime yesterday, so we'll hear a little bit about Amonwell is,
then we'll put them on the spot to talk about what is leadership. So, Amonwell,
first off, thanks for being here, man, and tell us about yourself. Let's hear
about you for two to three minutes. All right, well, my name is Amonwell as
Jackson mentioned. Thank you, Jackson, for bringing me here today. So, I had the
opportunity to grow here in Colombia. I'm from Colombia. I also had the
opportunity to study English and an academy, right? For around two years. After
that, I become a social media agent in a company here in Colombia. After three
years, I become a team leader and I've been in this amazing role as a leader
the last four years now. So, I'm being really excited and thinking about a lot
of possibilities and the things that I can contribute to the company and to
people as well. So, here I am. And you've been with us for how long? I've been in
first class business for around five months now. That's right. So, I've been in
leadership for several years now. I've been in first class business for five
months officially and it's also Amonwell who, unbeknownst to me and some of our
team members, he actually recruited people to our business before he joined
our business. He was working with, Sebastian and him have been friends.
Sebastian's worked with me for well over a year and they were mentoring, ultimately
masterminding. And we're going to be talking about the value of masterminds
and the value of mentors and as it pertains to leadership. Where do you
get your advice from in order to lead? One of the things that I learned super
late, right? And I was a pretty terrible leader for years, to be honest
with you. I may still be, that's not mind to judge. That's more high main
Amonwell and other team members to judge. I need to go to this side actually. But
it's, you know, in all reality, I've worked very, very hard on my leadership
skills the last, I would say four to five years. And in the process, I learned
that the best leaders, I learned this quote, the best leaders are the best
followers. And I was like, what? You know, that seems like a paradox.
You know, it seems like a oxymoron. I mean, how could that be? You know, that's
well, obviously, you know, great leaders are learning from other great leaders,
right? They have somebody that's teaching them where they want to go or what
they should be like in order to inspire other individuals. So I was really glad
when I finally learned that principle. I was glad, I followed it in some areas of
life, but I could be more diligent in that regard. But let's digress a little bit.
Amanoel, what is leadership? How do you define it? Well, you got a comment, comment
on it. Let us know what does that look like? Let's take me off screen too. All
right. Well, for me, leadership is something really big, you know, because
all leadership is the ability to inspire people when you have some influence and
you guide others towards a common goal or vision, right? So I will see that's like
how I can define leadership right now. So I also want to ask Jaime, he can also.
So leadership can require or can benefit from having a common goal with those who
are following, right? Good. I like that. Yeah, Jaime, go ahead, man. Let's put you on the spot.
Yeah, well, leadership to me, because leadership has so many meanings also for me,
and I like that word lighthouse. To me is that person that is always shining the
light on people and also guiding them towards like moving forward. And I also
greatly believe that followers can also be leaders at the same time. Like you can
obviously always exchange that role with other people, but it's basically pulling
someone forward, pulling forward. And then also at that moment when you have to
follow, continuing to follow in that person, you're also being a great leader
by following. So it's basically striving to move forward either people, a goal, or
anything that you have set for either your life, for your business, or
whatever. To me that is love that. I love that. You know, it's really unfair. For
those of you who are Lord of the Rings fans, Sam gets the credit for this, for
doing exactly what you're talking about. That's usually where they gravitate
towards talking about Sam helping Frodo, you know, make it to whatever he's doing
with the ring, right? And Sam's helping support him. But in reality, who's Frodo
helping with this? He's helping this Gandalf, right? That's his name. Like so
Frodo gets peed on by people and they're like, yeah, no, he needed all the help.
No, no, no, he's helping somebody too, right? There's a leader beyond him as well.
So you're absolutely right. I mean, the followers, it's oftentimes to lead in
sometimes it's their job to support and build up and to even guide the person
who's got the leadership hat on, so to speak, if you will. So very well said. And
this all ties back to being a Vision Pro because as a visionary, right? If you've
got a vision that you want to get out there, you've got to be able to inspire
people to move forward. And one of your greatest secret weapons, right? We call
it a secret because most people just don't know it, but it shouldn't be a
secret is having a common goal, sharing that goal with those who you're hoping
will follow you and you've got to be willing to accept the fact that not
everybody's going to want to follow you on that goal. So there's also a big
difference between a leader and a boss, right? So pulling that up, leader versus
bosses. What's the difference? How would you define them? Feel free to again
contribute your own comments. You know, we're gonna talk about the good, the bad,
and the ugly of this scenario. So what is the difference, guys? What do you
guys think? Well, I would say that a leader is a person who guide people and
who knows how to share his vision, right? Because a boss is a person who only is
just giving instructions. It doesn't matter how they are going to do or how
they are going to fulfill or able to complete the instruction. That's what I
think. I like that. So the leader guides, right?
And boss, boss utilizes force. Oh, go ahead.
Jaime, you were cutting out. Yeah, I was saying like to me and the way I can imagine it and I can
like stress what Emanuel said is basically the leader is that person that is
down in the trenches also with his team and in the mud and then trying to get
them out and trying to get them to a better scenario. While the boss is the
guy out there just simply saying, come on, you got to get out of the mud and not
getting dirty and getting people out. That's kind of a definition that I
would see for what Emanuel is saying. Yeah, it's like basically enforcing rules and
just going to the authority. I think that's a shared paradigm in the world.
No, go ahead.
Okay, all right. So what I was saying is that it's just going through
authority and control instead of just focusing on leader, the people guiding
them with respect, encourage creativity and innovation things, right? What a boss
is doing is enforcing rules and maintaining maybe discipline and
inspiring or motivating your team. I'm going to play devil's advocate on this
one. I agree wholeheartedly that that's how most people view a leader versus a
boss in the market. And I think that we do each other, we do them a disservice by
allowing that to continue to be the mindset related to both. I personally, I
don't like being called boss, right? Nobody in today's culture that has a
heart really wants to be called boss because you know the negative connotation
that exists with it. However, there is a healthy paradigm where it's very
important to be a boss. And again, anybody that's into like the no
consequence parenting stuff is probably going to hate me for saying that. But
if my child is running towards the road and there's oncoming traffic,
it's my job to control what they're doing and to pull them out of harm's way
and boss them, right? And obviously I should lead them and guide them and
teach them on a regular basis too, but sometimes we as human beings are more
obstinate than that. We need somebody to prevent us from doing things that can
hurt us. A lot of times the boss is a person who's actually most in the trench,
right? Again, we think of the commander who's just lazy and fat and sends his
soldiers to war and doesn't go with him, right? When we think of the boss. But what
I think of is I think of Doc Rivers, the Celtics basketball coach, you know, and
some of the other coaches and soccer and elsewhere, their job is to command their
team. Their job is not to go out on the field. Their job is to of course earn the
respect of their soldiers. So their soldiers will do the behaviors necessary
to win, but you don't necessarily benefit from these older, less capable
coaches going out on the soccer field and trying to show you how it's done
because their time has passed with that. But even if their time hasn't passed with
that, there's still a mix that goes on there. It's very important for a
healthy culture, a healthy championship culture to recognize that there's a time
and a place for a boss to take action and to boss. There's also a time and a
place for both parties, just like a leader. Sometimes the leader themselves is
leading the way. Sometimes the follower is the one who leads. Sometimes it's the
boss, right? Who's got the title of a boss level that's bossing. Sometimes it's the
follower who needs to step up and boss. Let's talk about that. What does being a
healthy boss then, a healthy enforcer, let's call it, what does that look like?
Can that exist? I believe it can. And actually, you brought up an excellent
point. Boss is always related to a negative term, but it isn't. You can
be a boss. You could be an example of a boss. You could be a person that drives
people forward. And you can continue being that boss because it's necessary in
some positions. There's people that simply don't have enough experience and
they need that person to even push them that way. And it may be at sometimes
against what they are feeling at a certain moment, but it's necessary for
them to go that way so that they're able to open their eyes and see things from
a different perspective. So I do believe there is a healthy way of saying boss and
it is related to also having that boss that is a leader at the same time and
that is able to transition from one role to the other and move people forward. A
great example of this guys is Cynthia, our director of operations, or as we call
our director of the operation is right. She only speaks Spanish. She's our chief
operating officer. And we were talking one day about some helpful guidance. We
were trying to figure out how to help Camila specifically with her internet. And
what we can do to help her become more proactive. And I'm talking about sending
teammates over to help her with the process. And you know, and I'm going the
nurture route. And Cynthia, on the other hand, you know, who's again following me
in this process, she's like, no, Jackson, you know, she doesn't like challenge me in
a mean way. But to get to the point, you know, no, Jackson, like we need to teach
her how to solve her own problems with this and how to think through the
scenario and how to do this. And she was coming at it from a more, more
forceful angle, you know, and more proactive angle of making sure that
Camila is empowered, not enabled by us and, you know, not relying on us to
resolve the issue without her learning in the process. And so we had a good
discussion. It was a good 15 minute discussion. I was like, well, I can see
that, but I can see this too. And she's like, no, Jackson, this is how it needs
to be. And he needs to go like this or that was like, okay, well, I can see that.
And, you know, maybe we can nurture here and there. And she's like, no, Jackson.
You know, she really needs this and that. And I was like, you know what? Why have
you not applied for the director of operations position yet? Similarly? It's
like, you've got it. You know it. And you're here. You're ready. That's what
led her becoming chief operator. What she stepped up and showed me, she does
have the capabilities to not only lead, but to also direct, which is more of
that, that boss authority level objective of, okay, here's the direction
we're going team. We must move in this direction. That's a very important
skill set to have. So let's move on to leadership versus management. It's kind
of a very similar category. So we'll spend only a little bit of time on it.
But then, so if that's, if there's options and opportunities for leaders
versus bosses to coexist, with leadership versus management, what's the
difference between leadership and management? What do you guys think?
Okay, I will say that the difference between leadership and management.
Leadership, as its name mentioned it, is to lead their people, right?
It's certain. And management is when you have everything like under control. You
have your agenda, you have your checklist, you have everything that you're
going to discuss with your team in the first thing in the morning. Yeah, I will
say that for me leadership versus management.
Great elements of that. Jaime, what would you add?
This is the same scenario for like the boss, in my perspective, because you are
managing, it means that you're also like on top of things. You're organizing,
you're setting everything in order. But you can also do that from a leadership
standpoint. So that same conflict comes in into how of a good manager are you
being? I mean, how are you using leadership in your favor to manage your
teams, your time, or whatever you need to manage at the level of business that
you're doing? I love it. Gentlemen, something important to recognize in
this scenario for all of us and everybody listening, this is so powerful.
Had I answered this question before hearing their answers, my answer would
have been a thousand percent different than what their answers guided me
towards. But let's hear it. Let's bring it out.
What would you have said? I will. And I want you all to recognize too,
though, right? We're not as human beings, we don't just have one answer.
We don't just have one angle. We have lots of perspectives. And so when we get
to hear the perspectives of others, that enriches our own perspective.
It becomes more, we become more capable of diving into the depths of what the
answer can be. So you guys helped inspire me to think of one of my favorite
books, The E-Meth by Michael Gerber. As it applies to this concept, I never
thought about it this way, but hearing you all talk and then thinking through
that book, I realized, wait a second, Michael Gerber defines more or less that
management and the idea of being a manager is based on managing the past.
What has already happened? You're organizing. What has already happened in a
management role or in relation to the management's day-to-day operations?
You're looking at reports. You're dissecting what has happened.
Leadership, on the other hand, I'm going to steal this back.
Leadership, on the other hand, to me is more about, yes, assessing the past,
but moving forward, right? Leading. Leading is the process of going to
a new direction. So it's almost future versus past, right? Oh, cool.
That was just me. So your leadership is what you're going to be doing in the
future to guide your team or the plans you're making now to guide them in the
here and now through tomorrow towards that victory march. Management is looking
at, okay, what has happened? Did that work out in our favor or did it not?
What opportunities can we move towards and what threats exist or
weaknesses exist that we need to build strengths around? So that's just another
style of angle to look at these different terms from. And my goal
and my hope for everybody who's listening to this is to take notes about
what's important, what strikes you, right? What does your intuition tell you?
What's your heart and your mind tell you about what it is we're putting out there
as we explore, you know, growing our capacity to be visionaries and leaders
in the world. So let's see here. What are the bases for creating a leadership team?
I didn't write this question. I'm all for it. I have my answer to, in fact, I'll go
first on this one.
Yep.
That was a question for you. That was a question for you actually.
Look at my team bossing me. Good job, guys. You're doing this. So my
leadership foundation, we have this mapped out, by the way, on the About Us page
of First Class Business. It's very important to me. You don't have to bring it up.
We're going to do this from my memory. Then you can bring it up after if you want to.
But ultimately, we build a foundation of love. It's very, very important. Our
foundation is love. Then we have four pillars that are interchangeable in order.
I like to go in the order of patience, persistence, consistency, and reliability.
Yes, our structure on our website is backwards. But when it comes to the
staircase, if I imagine it as a staircase of developing attributes, that's really
the order that I try to assess scenarios in. Because to me, it's easier to assess
somebody's patience than it is to assess their reliability. Reliability is something
that unfolds over a longer period of time, in my opinion, versus patience is something
that I can test somebody's patience by making them wait for five minutes for a
meeting. For instance, not that I'm per se doing that on purpose. I actually used to,
though. I used to miss our first interviews with people on purpose. The reason why,
particularly with sales teams, I would miss the meeting the first one on purpose.
Why? Because one of the most important skill sets that a sales team member needs
to have is the ability to follow up. If we missed the meeting and didn't show up,
I wanted to see if the salesperson reacted. I don't know if there's company left.
Well, I don't want them to contact me my leads. Or I wanted to see if they would
respond. Like, where were you guys? I was on this call. They don't show
patience. They feel elite in nature. Or if they listen to understand by asking a
good question, like, hey, it was an honor to have the interview today. I'm sorry,
didn't work out. Is everything okay on y'all's end? All right, that person. That's the
person I want representing my brand. You know, at least that attribute. We still have
other attributes to test, right? That also showcases their persistence too, right? Can
they do that consistently over time? Can they be reliable? Again, we have to have
other mechanisms to test in place. But when it comes to the basis for creating a
leadership team, to me, it begins with attracting people of virtue and people who
are going to practice virtues, the art of foundation being love. Well, guess what?
We all fail at that almost every day in some aspect. We're not perfectly loving,
but we do strive to be. And part of the love process to me is also balancing
love with forgiveness, right? They go hand in hand to me. Forgiveness and mercy,
right? Being able to recognize that, okay, while I'm imperfect and my team's gonna
be imperfect, are we going to continue to recover as we are imperfect? Are we
going to work together to understand that, you know what? We're not perfect.
There's gonna be conflict that exists. Do we make space, create space to be able
to overcome it with each other? So those are what I would say for me on the
basis for creating a leadership team that has a lot to do with, you know,
forecasting as well. What are the elements you want? There's a lot of stuff
there's no out there. Feel free to drop them in the comments. There's a lot to it.
But let's shift gears and let's go to based on who has glasses. All right,
your turn. I want to go. Oh, great. I have glasses now. Oh my gosh.
So guys, I have something really cool right here. And for me, this is one of the
basis to create a leadership team because right here we have the one-minute
manager and we're gonna speak about that later as well. But I would just want to
do a quick introduction about it. That's our design. Go, Cynthia.
Cynthia is the master of this design. So guys, accountability is something really
important. Accountability not only means to have a bad conversation or a strong
conversation with a person, right? When you speak about accountability, you need to
make sure that you set proper goals that you also have the resources for the
person to follow up. And you need to also make sure to continuously follow
up with your team so they can achieve your goals. What happens when they don't
achieve your goals? You need to go back and re-evaluate what it's going on.
You need to ask insightful questions to determine whether to move forward. If you
need to set proper expectations about what it's going to happen next because
after your answer or you're going to restructure and explain once again how
is the process going to be? So I think that accountability is something
beautiful when we talk about basis for leadership. So go ahead, Jaime.
Yeah, well, you want to say something, Jackson?
Love it. That's it.
All right. Yeah, so I strongly believe that the base of everything has to be love as well.
So that is something that has to be always laid down and you have to be open and
you have to be transparent. You have to be authentic whenever you are in a team.
So in order to build that team, you've got to create the basis for you to have that
same trust where you're able to tell people things that may be hurtful, but knowing that
you're coming from a good place, you're not meaning to hurt them, you're meaning for them to move forward.
So I think that's one of the also strong bases that you have to have when you're creating
a leadership team and a team that is set for great results.
Woo! I'm so happy. I love that you have that printed in Monwell. Absolutely love it. I'm
honored and I'm going to throw this question out there for you entrepreneurs because it is,
it's so empowering. You know that they have a team that's as dedicated as you guys to
what it is we're up to and you're bought into the vision. It validates the vision,
but it also validates our relationships and I can't wait till we're sending this printout.
We're going to be doing this soon by the way for our clients where they hit certain milestones.
We're going to be sending them copies of these posters, you know, that we abide by. I've got one
on my wall back here for the five dysfunctions of the team as well as well. I can't wait to talk
about that. You know, and then there's, you got that one too. That's right. And then we got our
marketing funnel. I don't know if you have that one yet because and it needs to be done. So I'm
glad you don't yet because that one had just got some updates to it that are going to make it even
more powerful to understand. So it's so cool. It's so rewarding to have a team that's really bought
into the vision, you know, and you can't, we could fake that. Yes. I could tell I'm on well,
go print this for the show. You know, you can do things like that, but then you're missing the essence,
right? Within the culture of like, all right, well, the byproduct of having people that bought in
is that we're constantly challenging each other and helping each other live by these
principles and making sure that we are aligned with it. So that's why also we don't have Leo
and Ardo here right now. Why not guys? Why is he not here? He's enjoying life. He's enjoying life.
How much? Probably a lot. Leo's on what, a two week vacation? Two weeks. Two weeks. Awesome. Yep.
And he was like, Jackson, can you send me my paycheck early? And I was like, sure.
I was like, all right, but be careful. Don't go crazy. So, you know, but he has, he doesn't have
a sense of fear to ask for that. And I love that. I really, really appreciate that. We want to make
sure that we build an environment where we can honestly and boldly make requests of each other
that are authentic and that help us move forward the things that are most important in life.
Sometimes that's the purpose and vision of Vision Pros Live. Sometimes it's first class business.
Sometimes it's passion pros. Sometimes it's table health. Sometimes it's our clients,
but sometimes it's our home life as well. And, you know, being a leader means, to me,
it means recognizing that, you know, and honoring that. One of the best leadership books, and we'd
love to know if you have a leadership book that you'd like to recommend or that means something to
you, please add to the depths of our library. Because I can't learn enough about how I'm supposed
to show up and be my best self to guide the world. That's just my personal feeling on the matter.
So, I'm constantly looking and evaluating other books that I could add to the list. But one,
I didn't add to our written list that you guys can add. Good luck adding it, because it's got a
because it's got a very long title is, You Can't Teach a Kid to Ride a Bike at a Seminar
by David Sandler, who has since passed away. You can't teach a kid to ride a bike at a seminar.
It's one of the best sales books that's on the market. Always will be because it's built on
principles. Chapter one has the ability to save many salespeople's lives. I'm not exaggerating on
that. It does. When it's helping you understand the value of your identity versus your role,
that is critical. There are far too many people in this world who get caught up in their role,
feel like they're doing bad, and, you know, that it can lead, it can even lead to suicide,
you know, and eliminating yourself because you don't understand your own intrinsic value.
That book does an excellent job of chapter one of helping you understand your own intrinsic value
and understanding that your value goes far beyond any role that you have in this life,
whether that is father, whether that is husband, whether that is brother, whether that is sales rep,
whether that is customer service, janitor, it does not matter. Your value goes far beyond
those roles. And sometimes in your role, you will struggle. You will have a hard time. And if your
identity is associated with a hard time you're having in that role, it can carry your emotions to
a state of depression that ultimately inhibits your life and causes a vicious cycle to make you
spiral out of control. So I absolutely love that book, even though it's a sales book, it is very
much a leadership book. When you're considering that chapter one can unlock a key for your people
to understand their own value beyond the role itself. The role is just the role. The value
goes way beyond it. So best leadership books. That's the first one that I'll mention. I'm going to go
into another couple books and just kind of give a highlight on them. And then when we get to,
in fact, I'll pull one up to the top. I put them in the order of which I've read. So I'll name them
real quick. And there's other books too that I did not put on this. We did this kind of fast today.
One Minute Manager by Ken Blanchard, Raving Fans by Ken Blanchard, Peak by Chip Conley.
It's like Raving Fans on steroids, by the way. Relationships 101 by John Maxwell,
the E-Meth by Michael Gerber, and the five dysfunctions of a team by Patrick Lincione. So
I'm going to for a minute pull up the five dysfunctions of a team to the top. And
we're going to expound on that first chapter of the R versus the I, the role versus the identity,
because as part of the basic training process for joining our team at First Class Business,
our team members learn that lesson from my perspective. We don't necessarily get the book,
but they learn it from my perspective of teaching it. And then they go and they teach it to others.
That's a big part. They learn it, then they apply it and go and teach it. And if they don't pass it,
they go back and they do it again. You know, and sometimes they go back and do it again multiple
times. But you guys have been to that process with that. Was it that valuable? Was it not?
I mean, am I over hyping this? And it's okay if I am. What do you guys feel about that particular
lesson? I got, well, actually Jackson, that was a pretty cool part of training. Because
it's really interesting interest how you ask yourself, like, all right, I know what's my
identity, but I need to make sure I know how to explain this to people. And I need to make sure
that I'm pretty sure exactly what's my identity. And also, when you talk about role,
you put yourself in your life or in your job, you say, like, all right, what's my role? And it needs
to be linked to my personal life as well. So for example, in my case, I want to share today as well,
what's my identity and my role right here. So my role in life is to serve other people. It doesn't
matter how can I help. But that's my role. And my identity is to be a good person. That's it, right?
But when we talk about my job and my principles as well, I will say that my identity here in
first class business is to be a leader, grow up continuously as a leader, teach my team how to
be a leader, and continue growing the business as well. That's my role in my identity. So yeah.
You mind if I provide some feedback for you? Absolutely. You're so close to understanding
the principle. You're close. But the way you framed it showed me that you're still, you still have
some to learn. And it would be helpful perhaps to get the book and read that first chapter.
The goal of the book is to separate your identity from your role. They're no longer attached and
intertwined. Because your identity is an intrinsic value. You are priceless just for existing.
You don't have to do anything to be valuable. Nothing. You just are valuable because you're a
human being. You have love within you. You have a light within you. Nobody can ever take that away
from you. No matter how bad you are at a role, right? I don't know. Have you ever played basketball
in your life? I'm too short for that. So probably, you probably not, so you'd probably be terrible,
right? At basketball, if we were to put you in a professional environment, right, to play with a
professional team, you'd probably get crushed. But that's your role. That's not your identity,
right? And when we learn to completely separate the two, right, it doesn't matter how bad we do
it our role anymore. It doesn't matter. It matters from the sake of our role. But it does not affect
our identity as being valuable because we're valuable in spite of however our role is going.
And that's really what the book tries to convey, what I'll continue to try to convey,
is that your role as a father, in your ear case, your role as a fiancé,
that while, yes, of course, it's important to be the best fiancé that you can,
in the days where you're not and you're tired or hungry and selfish, because we all get there,
your identity is still pure and it's not affected. So hold your head high, get back on your horse,
and make sure that you maximize your role based on having that firm belief in yourself that you
are valuable. What about you, Jaime? You got the cheat codes. I'd like to add,
for example, roles may change, like they're constantly changing, constantly changing different
types of roles. And you have to be aware of that. And your identity is always going to be that
sweetness that will make you unique and that will make you valuable. And that is really important,
understanding that you are also in a position where it's constantly evolving and you're not going to
always be or always have that specific identity. Although it is valuable, it may change and it
may morph as you continue to grow, as you continue to learn things, as you definitely learn more
about yourself, that identity will continue to be even more valuable, not just to you, but to those
that surround you. But your role at some points may be fixed or maybe ever changing, because you may
be a dad in the morning, and then you have to go into that role of a sales manager or go into that
role of a project manager or be the salesperson. So it's definitely forever changing that role,
but as long as you are able to distinguish both of them and give them the value that they're supposed
to have, that you're definitely winning in life. So I consider that to be an always evolving
aspect and it's important for you first of all to identify yourself, find that identity,
and then also manage your roles as you're supposed to. Don't bring those roles into other
spheres of your life where it won't be of value. I love it. Beautiful quote. I quoted you on it.
I spelt more from it is what it is. Find it. But yes, your identity may change. I think this is
one of those instances where hyperbole may serve well here. Our identity does change. I would venture
to say there's a non-scientist, non-perfect human being. I would say it's a pretty constant
reality. This is also based on the concept of the yoga word namaste. It has the same meaning.
According to the book, feelings buried alive never die.
Banned transformation, overcoming trauma. That book teaches that aloha and namaste
mean the same thing. It means my soul honors your soul. I honor you for who you are and I honor myself
and I honor change. Even though I'm perfect the way I am, you're perfect the way you are
and change is perfect. Change for the better. We've got the opportunity to constantly be
upgrading who we are, how we are showing up in the world, forgiving ourselves again of what we
may do wrong, recognizing there's this beautiful opportunity that is holistic in life to continue
to transform who we are. Namaste, aloha, similar concepts to what you said. I'm really glad you
added that. Moving to the next book, Five Dysfunctions of a Team by Patrick Lincione. He got
some massive airtime on that by the way. I'm glad because I absolutely love this book. This is a
required mandatory reading for every single person who joins first-class business. It is so important
because it's life-altering. It will shift the way that you see corporate interactions and
business interactions and how to work with a team because it's built based on championship-level
principles. There's very few people in the world who've actually been on and actually participated
in a championship-level team. Therefore, you're not going to have most people abiding by these
concepts and how this type of infrastructure and this type of collaboration works. You really have
to learn those principles in order to become that. This book does an excellent job of articulating
how you can transform an organization from a dysfunctional team to a high-performance championship
level team. Gentlemen, I'll let you lead on this one. Now that I've described the book, go ahead.
So this book is amazing. I hadn't read it before I came here. I think it was during my interview
that you actually told me about the effective executive and you also told me about the Five
Dysfunctions of a Team. When you told me that, I started reading First of Five Dysfunctions then
and it's such a great book. I mean, if you're building teams, you have to read this book because
it will allow you to have what I said before a transparent team that has the clarity to speak
at the tough moments and say things without any fear. So you're able to move your teams forward
and you're able to share in full transparency everything that may be going on and that will
help you build a really, really strong team that is able to move mountains basically because you
have that certainty within you and that confidence to be able to be just say whatever you think and
and just knowing that everything is coming from a good place that wants to move your company forward
or your business forward. So that's my main take. I don't know if Emmanuel wants to add
to that as well. Well, I wanted to add like the five the five points that are just mentioned in
the book. So first point will be the absent of trust. The second will be fear of conflict.
Tier one will be lack of commitment. Four one will be avoidance of accountability and find
an annotation of the results. How do you pronounce that? Inattention to results. Yeah.
Yeah. So they are really inattentive to that word apparently. No, I'm just kidding. Go ahead.
I'm teasing you. I know. So there you go. We have also the the images. So absent of trust.
When team members are not comfortable being vulnerable with one other and you know trust is
other's intentions, it becomes difficult to build healthy relationship. That's something that we
have in common situations in companies, right? The absent of trust and we need to make sure we are
just working on build strong relationships where we are able to manage and speak. As Jackson mentioned
some minutes ago about what Leonardo did, that's something that we need to do and that we're
creating in our company and we currently have. Fear of conflict, we have teams that are afraid to
engage in productive, healthy or conflict. They are unable to reach creative solutions
to the problems that we may have. So that may stack us in a product pattern of behaviors.
So what it means guys is that we are just. We are we have fear to speak about what it's going on.
We have any difficult with someone with the leader with the partner. We need to be able to speak
clear and loud so we are able to solve any any problem and that's something that we need to
make sure we do. The lack of commitment, it's the we need to make sure. I'm going to pause you a
little bit, Manuel, but this is great because it shows your dedication to the book. It shows how
much this book means to you and we're going to let people take the book on themselves and learn
about it. I want to make sure that people are clear like we are giving credit to Patrick
Quincyoni on this. This is one of the best ways we could possibly honor him is to actually design
our own version around it and instill in our culture so much that we absolutely revere the
author and what he's been able to unlock for us. He's got other books too that I'm excited to be
diving into and read one that my business partner Dean has read. I could see us contacting Patrick
Quincyoni in the near future and be like, Hey, we want to show Envision Pros live. I can also see
us contacting him and saying, Hey, we want to work together on things. We just know that these
concepts are so amazing. That's why I was willing to dedicate financial resources and time to building
this out. And also why I wanted to showcase what you see on your screen. I'm going to zoom back out
to the beginning of it. Notice all the comments over on the right hand side in Spanish. That's
me saying we need to take this design to an entirely new level and saying we're going to change this.
We're going to change this. We're going to change this. We're going to change this. These are the
posters for the hallways of first class business. These are what we're going to help our team
understand. We lock in on these principles. This is how we will become the championship level
organization that we know we can build at a very large level and how we will inspire our team
members that join us to participate. Now we are over time a little bit and we could keep going.
Again, I'll just really quickly rattle through those other books. Again, I'm on already showed you
though I'm going to stop sharing my screen now. The one minute manager poster that we created
based on the one minute game plan. Absolutely. I love it. It's one of the first things that helped
propel me towards becoming a better manager and a better team member for knowing how to deal with
conflict when necessary. Also how to define when conflict should be addressed and how to praise
people when they won. Raving fans helped me learn how to lead my prospects, lead my clients, create
a culture of absolute loyalty from those who are buying from us. Peak by Chip Connolly put that on
steroids. He's got a much more sophisticated version. I highly recommend reading one minute
manager raving fans first and then if you feel the need or desire for operational sake, go into
peak. Chip Connolly is masterful at breaking down how to create a great environment for your
employees, your customers, your investors based on Mausoleum's hierarchy of needs. It is a brilliant
masterpiece of a book. Then there's Relationships 101 by John Maxwell and it goes back to the basics.
It's an easy short read. It's super powerful. Reminds you to be a very good human in very eloquent
terms and you read it and you're almost like, oh my gosh, how did I not know all of this already?
You know, it's like, wow, this really can inspire you. The EMeth is one of my absolute favorite books.
Not that all these aren't, but this is possibly the top of the list these days.
Rocket Fuel builds quite well on the EMeth. I'm a big fan of what Gina Wickman has put out there in
Rocket Fuel and helping define the visionary versus the integrator and how they work together.
Then the effective executive, as Jaime pointed out, for a long time I called this the Bible of
business for me as an executive. Now, reaching the levels that I have, I would say it's a very good
section of that, but the EMeth is my favorite book out of these books that we're listing here.
Of course, there is the literal Bible and then religious works like the Book of Mormon, the
Koran and others that have every right to have masterful impact in our lives.
Thanks for joining us for Vision Pros today. Jaime and Amonwell, do you have anything else
you want to share within 30 seconds as we wrap up? I do. Jackson, I think that this question
is going to inspire a lot of people. If you can just help us out with this. When did you realize
you wanted to be a leader? Absolutely. You grew up becoming a leader, learning things,
but when did you realize about that? Oh, for me? Are you asking for me? Yes. Of course.
Oh man, you're going to love this answer. I think everybody will. I realized I wanted to be a leader
long before I was ever ready or qualified to be a leader, and that's probably one of the things
that hurt me most. I was put into leadership positions too because I was very talented with a
lot of things, and I was a horrible leader. I was leading the way because I was the best,
but nobody could relate to me because I was the best, and I was like, well, if you're not the best,
you need to pick it up. Dang it. It's like your fault. We're struggling. That's not good leadership.
That's awful leadership. I had to learn a very painful process. It wasn't until
the end of my mission in Uruguay where I hadn't been selected to be a leader, even though my
mission president called me one of the top five, is starting five out of the hundreds of mission
areas that he had. I was excited about that because that's what I was dedicated towards,
but I began to realize at the end of my mission that he hadn't made me a leader, and I had been a
trainer a number of times, but I started to think, you know what? I don't really care about the other
missionaries. I just cared about the people. If you don't want to be on a mission, I don't want to
babysit you. I had to learn to let my youth realize, you know what? It would be great to be a leader,
and maybe I would be more effective as a missionary too if I took the time to train other
missionaries how to be better missionaries. That started the process, but it wasn't until
going through my first divorce where as I was going through that process, I realized I hadn't
ever tried to be the best husband in the world. I had always tried to be the best dad, and I had
been a good husband, but I had not tried to be the best as a husband. I was watching Tony Robbins,
I'm not your guru when I realized that, and I realized, you know what? From today, moving forward,
I need to dedicate myself to that. Then I was running around the track, and I was on my last
lap, and normally I would slow it down to the last lap, and I thought of LeBron James,
and I was like, what would LeBron James do? He'd book it. He'd crush his own record, even though
nobody's watching, he'd go all out. I went all out on that last lap and just crushed it.
I crushed it. I ran through the finish line in another 20, 30 yards as fast as I could,
just to make sure, but I did not have any ounce of slowing down, and I had this feeling like, whoa,
that's what it feels like to be LeBron James. That's what it feels like to be Leigh and El Messi,
and Cristiano Ronaldo, and all these world-class athletes and leaders who absolutely want to
give their best effort, regardless of who else is out there. That was one of my greatest transformations.
It wasn't when I realized I wanted to be a leader. It was when I realized I needed to change myself.
I needed to work on myself to become a truly great leader, be the best leader that I could be,
where I started to unlock the realities that would shape my ability to maximize my life.
That's ultimately when I found a very strong, sincere sense of peace
and prosperity in the process. I'll always be happy with my life as long as I stay true to those
principles. So, Amman, well, thanks for adding to that. We are quite a bit over now. Jaime,
do you have any final thoughts, though, to respect the fact that you're here?
I don't. I hope people out there are all good, and as always, just inviting visionary leaders
and people to come on and share their stories.
Absolutely. If you're a visionary leader, and you want to come on to this podcast with us and
collaborate, feel free to drop a comment, let us know, or reach out to us. We're happy to help you
at First Class Business. We're happy to help you on Health at Able Health. We're happy to help you
explore your vision further as Vision Pros as well. And passionpro.org, if you're looking for
your passions, you're trying to figure out in life how to live harmoniously and find your purpose.
We're here for you on all those accounts. We look forward to seeing you in the next episode.
Everybody have a great day, and thank you, Vision Pros, for tuning in. Everybody take care.
All right. Bye, guys. 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. We optimize them as the months go by. 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.