Welcome back to Building Billions. I want to take you behind the scenes of a meeting that I had with Mr. Grant Cardone earlier this week, because I learned a couple of things from it, and I figured that those things might be helpful to you as you run your meetings throughout the week. So in this particular meeting, there was a group of executives. We go over partnership items like the key, the key things that are going on across all of our different business units and the different partnerships
that the Ten-x organization has going. And I kicked off the meeting by talking about what we're doing at Cardinal Ventures, some highlights on Ten-x health, and then Grant just entirely redirected the meeting. And what I loved about that is sometimes you have an agenda and you go through the agenda just because it's what you always do. When in reality that's not as the leader, what you need to do.
I find myself oftentimes just like going through the motions on a meeting that has been in place for maybe six months or a year. And when I take a step back, like, wait a second, I don't even need to cover these things. These things aren't as big of a priority. They don't need my time and attention. Somebody else is responsible. And so watching him like, allow me and allow the team to go through the original agenda structure. But then redirecting was really empowering because I'm like, oh yeah,
I should just redirect in the meeting. You don't have to do it after the fact. You don't have to wait and waste your time, just like redirect in that moment. So that was number one. The second piece is when he did redirect. It's like, okay, wait, wait a second. Like let's just talk about where we're going. We need to get clear on where we're going. And if I don't know where we're going, there is no way that our team members know where we're going. And of course,
in general. Grant knows where we're going. There's been hundreds of millions of dollars of growth over the last five years across our organizations, and that growth is continuing. We just ended June with our best month in company history. On the Cardone Ventures side, and all of the other Ten-x business units are absolutely thriving. But as you add new things, sometimes you have to take a step back and assess now that these new things are incorporated, who
are we now that these things are here? We are different today than we were a year ago, or two years ago, or three years ago or five years ago. So how do we assess where we're going? To ensure that the team stays on the same page, that the team is in alignment, that the priorities are in alignment, because as you get bigger, it gets harder and harder to have an organization stay moving in the right direction. And it's really easy for fragments to start happening, fragmentation
to start happening. You know, one business unit is moving in a certain direction, and you think everybody else is moving in that direction just to find out that there's teams of people who are actually working on the exact same thing, because no one was talking about the synergies, nobody was talking about the true North star of these different business units in your business. That might be different departments.
And so we spent the next 20, 25 minutes just talking about where we're going and what tools that are already in existence that we can leverage to help us get there. And it was really cool just watching Grant's excitement about some social platforms, that we're going to start making investments into Twitter, Twitter spaces, and watching a leader get excited makes the team get excited. I left after that call like pumped jazzed. I had a few things I needed to check off the list after that meeting.
It was just like, Spike. Wow. Okay, great. We're all moving in the same direction, which I loved. And then the last piece, he ended the meeting by asking every single one of us. There's about seven people on this call. He asked every single one of us, hey, guys, what can I do for you? Let's do round robin. Let me know what I can do in order to support you. And at the level of leadership that we're at, it's not like it's a laundry list of things that all
of us individually need from Grant. But it was reassuring to everybody that he cares enough that he's interested in the success of these business units, and he doesn't have to end a meeting like that. He could just be like, okay, great, everybody ten x on three and just like end the meeting. But that's not how it ended. He asked, like, what can he do to support us? What can he do to help? And that type of leadership is often overlooked
in the chaos of your busy day. I was thinking a lot about this in the days following this meeting. Sometimes I feel like it's unnecessary for me to do things like that because I don't want to be perceived as soft, which is so ironic because the softness is actually what gets people to like you. And I normally don't want to be liked. I'm like, no, I don't need to be liked. I just need to be respected and we need to get results. And it's a very
task oriented, high driving like go, go, go. Forget how you feel, just like fucking execute. And that has worked for me up to a point. But I used to never be like that. I used to only lean in onto the soft stuff and really ask people, you know, how are you doing? And I think that there's a balance. I think that the pendulum can swing too far in
one direction. And I used to be too soft and used to take on too many people's problems, and used to not know how to get myself out of doing other people's work, quite honestly when I would ask that question. But I think I've swung a little bit too far to the other side, which is it's black or white, it's this or that. I'm making the decision. We're going to get results. We are winning. Therefore, let's just keep pushing hard. And I think a slight swing over to
the other side, uh, is really necessary. And as I was, you know, thinking about this and just working this thought process out over the last few days, it's really occurred to me that both of those phases in my life have served me, and I would never say that I'm that I did any of those things wrong, necessarily. But it's a new phase and in new phases of your team and new phases of your business and new phases of growth, you have to pivot and you have to change.
And there's something different today that's required of you to get to the next level. So us getting to 100 million, there was a there was something that was required of me to be very harsh and to be very task oriented. But I'm in a phase where I want to invest in relationships and spend more time doing something that I already naturally feel really compelled to do, which is understand where people are at. Help remove barriers and keep the
thing moving. So it's a mixture of two things. Two phases that I've had before this that individually were successful at the time. But this next phase is like the marriage of the two. It's like cookie batter and brownie fudge ice cream together. It's like both things are going to work so beautifully in combination. So I want to take you behind the scenes of this meeting. If you like these behind the scenes of meetings content type, I don't know why I can't talk podcast types. Let me know.
I would love to see just what feedback you have. The podcast is an interesting thing because it's just me talking into a microphone, and I look at stats of downloads every week, but I don't actually get to talk one on one with you or get your feedback. So I do have a site building buildings podcast.com and you can leave a note there. You can ask a question you could give me feedback. Would appreciate both so that I can hear from you, help you out in whatever
it is that you're struggling with. Let me know what you'd like to hear more of so that this podcast can continue to grow. And speaking of this podcast growing, don't forget to share this with somebody that you know would be benefited by listening to this podcast. That is how building billions grows. And if you do share it on social, tag me. Tag your girl. I will repost it. Looking forward to hearing your reviews. Looking forward to seeing your shares and looking forward to catching up next time.