On today's episode of Gathering the Kings. I've reinvented myself from being a fighter pilot to an entrepreneur with a, you know, a a 9 figure business. I promise you every company I've built has not required any capital at all. It's purely inspiring people to be part of that So most of our business is with $1,000,000,000 Enterprises. So we're very aware that most organizations create work. It's it's not real. It's just nonexistent, yeah, noise, just stuff.
What we do is we help people believe there's another level, another level for you, another level for your team, and another level for your customer as well. What's up, everybody? I'm Chaz Wolfe, gathering King's podcast. Coming back to you here today with another king on the stage. My brother, boo. That's it. Just boo. Everybody in the world calls him boo. He says works for Madonna. It works for him. Boo. Thanks for being here on the show. How are we doing?
That that that might pay me in an unflattering an unflattering wide, but I I I think it's more a case of, for me, boomers a way of disarming people who struggled to pronounce my last name, which is Bekauskas, but Chaz been articulated as Bekausen, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus, Bekaus. Everything. Yeah. Man, every every assortment of of vowels known to humankind. So That's awesome.
I feel like just call it calling me boo Chaz a service too. Assigned. To, yeah, to humanity. Yeah. Thank you for that. I I've we've had some difficult names here. I'm sure you have on your show as well, but I just appreciate right before you hit the record button, you you know, make make it a complex simple and the simple compelling. Keep it simple. That's right, man. Okay. Good. Well, boo, again, appreciate your time. Thanks for being here. You have an incredible story.
Chaz all of our guests do, but you it's just unique, and you're gonna bring some some juice here that I think that, we'll be able to squeeze that not many other people have been able to give. So Who? Tell us about your current situation right now. We're gonna get into your pass. Tell us what you do now. Yeah. Thanks, Chaz. Well, I'm in the US. Obviously, my accent is is probably not as Miami as as most.
I relocated to the US mid year having acquired an organization called Afterburner, And afterburner is is is really my my purpose. You know, I think everything that's happened in my life has happened by accident. It's been accidental, but it's been intentional. Sure. And there's a nuance there, and the nuance is You know, for me, I I've always kinda had to explore new things. I was a fighter pilot after being as a team of fighter pilots. I started my life as a fighter pilot.
And we help articulate and help, and people engage in fighter pilot mindset and ways of working, which is effectively taking the lessons of working at over a thousand miles an hour and translating them into a world that operates in days, weeks, and quarters. And there's a lot to unpack inside that conversation. Yeah. And really what what I quite like about the story of fighter pilots is the way we work in our culture is something that for any new fighter pilot is just there.
You're you're not creating it. In business, you are creating it. But but what we do is we we're we're effectively forced into this model. It is the model. It's the way it works for everyone, and it takes really average Joe's off the street and turns them into pretty exceptional, fighter pilots and exceptional people like getting stuff done. So after burner has quantified that, we've taken that cognitive model.
We've simplified it, and we're really about helping organizations believe, you know, we we have a philosophy. Performance is what you believe, not what you do. And our what we do is we help people believe there's another level, another level for you, another level for your team, and another level for your customer as well. So there is no There is no real start and finish between an individual team and a customer.
We all live in this fused integrated world and, yeah, and fighter pilots kinda do that, but we do it in three dimensions moving very quickly. And, realistically, it's, you know, it's it's a it's athlete stuff. It's right at the edge of the envelope physically and mentally. Yeah. So so, yeah, so in a bizarre realm, at at just about to turn 50, my life has gone full circle from the age of five when I first believed I was gonna be a fighter pilot Yeah.
To the age of fifty, not the there's 10 x for you right there. Yeah. And and and still, this belief is is is something that is is giving to me. Yeah. Personally, I find it very satisfying, but more importantly, it's been giving to thousands of companies and millions of people around the world and and genuinely helping them accelerate their journey to whatever it is that that good looks like for them.
Yeah. You know, it's interesting because I don't think any entrepreneur out there would hear even if they're not super familiar. Hear the, you know, the phrase fighter pilot and be like, that doesn't sound cool. You know? And so it it automatically has this draw to, you know, intensity and performance and the best of the best, you know, all these things.
And so I think that you've you've picked not only just your history and and how you've been able to achieve individually as a fighter pilot, but now to be able to apply Chaz belief system and then all the other cool things to do with entrepreneurs to be able to help with the next level. Thing right about this is the thing about being an entrepreneur CEO, the the head of a a non government organization, someone that does goodness is purely selfless in their life.
The the reality is mindset and ways of working can be applied to anything. What what we get caught up in is we get caught up in what we do and who I am rather than caught up in in being who I should be and where I should be going. And And that's where I I often find with entrepreneurs and, yeah, you talk about entrepreneurialism start ups and everything being this innovative way of approaching, but What what I've observed in startup is a very structured process. It's very routine.
There's gates we go through different rounds of funding. Everyone conforms to a model There is no real innovation. And and innovation isn't what innovation isn't what entrepreneurs wanna do. Execution is Yeah. Because there's a gazillion ideas out there, Ron. I could tell you right now, if someone just invented a self cleaning window, man, my life would be a lot easy. So innovation's not a problem. Everyone knows there's better ways of doing things. Yeah. Execution is.
And and for me as an entrepreneur, that's always been my focus is execution of the idea Yeah. And execution of the business. And as a a default of that, you'll you'll have a bigger So it will consistently grow. You'll you will achieve, you know, the the dreams and aspirations that you started out with. And that, as you know, Chaz, is a there's not many people that that finish that journey. A lot of people start. Yeah. But not many people finish.
Yeah. Let's press into this because you're you're a 100% right.
This is this is what separates, you know, the the 1% even as we put, like, all entrepreneurs in a group, and let's say that they're the top, you know, 10% of society, not necessarily from, like, an intelligence standpoint, but for, let's say, from performance and achievement, and then in that group even, that's because that's who we're talking to, We're talking about the 1% of, like, really the ones who get stuff done, and you gave us a simple explanation of what does that look like?
It's execution. It's not ideas. It's execution. So someone's listening right now, they have some ideas. They know what you're saying is true. How do they go from idea to execution? Obviously, it's a big question give us just a couple of practicals that you work with your clients on. Yeah. So philosophically, and after burner has a methodology to do this. And the important thing about a methodology around the way you think is because thinking is largely unstructured.
And therefore, when we get creative from our our dormant mode of our network and our brain, the creative brain, and we flip in a task positive. What we find there is if we have unstructured thoughts, they deploy as unstructured actions. So so part of what we do as fighter passes, bring note, bring all that together. We bring feeling thoughts and actions together through an iterative process, and that means thinking in circles. To to make sure what we thought and what we did correlates.
And if it doesn't, to to either change what we do or change how we think. Yeah. But too often at well, our default Chaz humanity is a to b. Right? It's stimulus. I'm hungry. Action go out and hunt a bear. Bring it back, eat, sit around doing nothing, crash the night, until such time as I'm hungry again, which is why they always say as as as an entrepreneur, you gotta be hungry. It it sort of in sales gotta be hungry. You you've gotta have something that drives you that's beyond beyond work.
That's right. So When you have an idea and you wanna turn it into execution, the first thing is the idea needs to be compelling. It needs to be a story. You know, I remember when I grew up, and and I left the air force because I suffered a medical condition, and I got basically got a discharge kicked out. That's when I first thought about going into business. I've never thought about it before.
And when I first started in business, everyone would tell you gotta have your you gotta have your elevator pitch, you know, you gotta 11 seconds, and you gotta do a list stuff. And I was like, man, I could never I could never get it. Right? I could never figure out figure out what that meant. What I realized now is people is it's telling your story. Right? It's it's it's what it's why you exist, and that makes it a bit easier. There there's multiple parts of your brain. Right?
So the the part of the brain where you create the idea as as an entrepreneur is very different to the part of the brain where you try and articulate it. Right? And the challenge is when you look at execution, execution is very scientific. It's very numbers and days and measurables and outputs and analytics and metrics, right, a lot of science. Ideas are a are very creative. So somehow we have to cascade from the creative mind to the science mind.
So we call it as a a and I just love the way after being and did it because I just just created a word for it, and it's called the high definition destination. So it's a destination, but it's not vague. There's detail around it, which is crystal clear. And and the simplest way of explaining it would be If you're a mountain climber, you you wanna climb a summit, you look at the mountain, you see the summit, I'm going there. That's that's it. That's my simple idea. Right?
You you you think of the lord of the rings, you know, I've got the ring. I gotta go I gotta go put Aragon back in his box. That's the story. Yes. Like, that's the high definition destination. By high definition, it doesn't mean lots of detail. It just means a lot of clarity. Right? Got it. So so it's it's the it's the front cover of your book, which is hard to do. Like, it's hard to articulate big ideas.
Einstein says, you know, if you can't explain something simply, you just don't understand it well enough yourself. So that's the big part of being an entrepreneur because the challenge of being an entrepreneur is everyone you get in front of you view them as an opportunity and you adapt your your your your it's human nature. You adapt your product, you change, and all of a sudden you've met twenty people because your friends and family have introduced you because you've got a lot of energy.
You're you're an ideas person. And the next thing you know, you're you're lost again. Right? In fact, I had an email drop in my inbox today from a guy called Wolfe Edwards, a company called Closes IO. Really great company. And he was talking about selling and and he said, you know, if you just have one idea and one sales methodology and get really good at it, you're gonna sell a lot more high ticket price items. Right?
And I think we all fall into the trap, which is I've got some intellectual property. I've got an idea. How do I deploy that in as many way when in many ways possible. Yeah. Take Dyson, for example, they invented that stupid breathing machine, you know, the headphones and clean air. I mean, great. You know, technically, it adheres to your innovations with air, but, you know, the execution of that is like, what the hell? Yeah. So so first so so your ID is your story.
It needs to be creative, but it needs to be clear. And the science of execution is is is starting with that story each day asking four simple questions, and it's the what's my plan? How do I communicate it? How do I execute it? And making time to debrief reflect on it. We call it plan brief execute debrief. If you're really good at those 4 things, the detail look after themselves, it's a little bit like It's Christmas time. Right? We're recording this. It's around it's around Christmas.
It's a little bit like entrepreneurs often decorating a Christmas tree by buying all the decorations, conceptually putting them on a tree, and there's no tree. There's no start. It there's just a lot of detail. So if you start with your tree and it's seven foot, and and I know how many how many decorations now, know, I know whether I'm going for the classic white silver red theme or I'm going left field, I'm gonna go blue, greens, and golds. But but the point is to start with the tree.
When when we talk about plan brief, execute debrief, we say, plan small, plan often. Everything is what people understand, not what you say. Execution is staying focused on the plan until it's executed, not to get distracted. And, you know, we've been doing this for 27 years. So, prior to the digital surge, that was good advice. Now it's imperative. I was saying, that was amazing advice. Yeah. Yeah. I mean, our our attention span just gets eroded on a on a on a monthly basis.
I'm not one of these entrepreneurs that has a 100 businesses or, I mean, I know I can't believe anyone actually does that. I haven't had any businesses that really failed. I haven't gone bankrupt. I kinda consider myself a slow and steady entrepreneur. So go somewhere where your services are absolutely compelling. So that's that's your high definition destination. So my first business was humanitarian and projects and support in post war reconstruction.
So Afghanistan, Iraq back in 2005. So that that that was simple. That was the story. So people say, what do you do? We do humanitarian projects. Oh, where post war torn countries? I kinda get what you do. Mhmm. Or or most often it was, well, that sounds dangerous. And it would be, yeah, for you, it's dangerous. For us, we mat we manage that we know what we're doing, and that's what people pay us for. Right? Right.
And and in that first business, you know, this this this debriefing methodology, it's a subconscious cognitive model. I mean, I I learned it as a fighter pilot. I didn't realize at the time, but what I was being conditioned is a unique way of way of thinking where I connect future today and yesterday in the one conversation. So it's very coherent.
It makes a lot of sense, and it gets us away from our call get here by So if if you think of what part of my part of mindset is at its core, it's it's a it's a growth mindset but equally, it respects a fixed mindset as well because you need both. Yeah. Being be being infinitely curious is great, but if you're an absolute good fight, you don't have the basics down pat you you you're not able to scale Chaz. Right? This this debrief methodologies. So there's four steps to execution.
Planet, brief it, Execute it debrief it. Right? That's the full circle of execution. There's no other steps required. But the debrief requires its own little little breakout box here. So a debrief is is what we'd after being a core orca, the the killer whales, the most intelligent mammal in the animal kingdom, and debriefing is the most intelligent conversation you're ever gonna have, even if you're stupid and I and I'm and I consider myself not far from stupid.
And and allka means objective result cause action. So objective is what you want. So from from an entrepreneur, it can be the big idea. It can be capital. It could be. I just need someone to help me build a website, and I've got no money to do it. And and I promise you every company I've built has not required any capital at all. It's it's purely inspiring people to be part of that journey. Right. So so your objective is what you want.
Your result is is what's your reality, what's actually happening today, and, you know, philosophically, as fighter pilots, we don't get too caught up on the target. And 2 caught up on the result. What we're what we get curious about is the gap in between. And we call that an execution gap. And as an entrepreneur, you have that's all you have is onto is execution gaps. That's right. You you have, you know, if you're a grassroots entrepreneur, you you have nothing. Right?
And then you wanna have something. So so debriefing is your power tool. The sea and orca the corals is what is the cause of the gap? And and, really, the challenge here is getting down to one thing. One cause that equals one action that equals one person. And then we make a contract with ourselves, and the contract is the last and the most important part of Orca, which is the a, which is action. What action am I going to? And that action has to be executable now.
It can't be my is to create another plan. Can't be some big package of work. It's one small thing. And as an entrepreneur, it's usually coral and ask for that help. I keep feeling nervous to ask for. Make some sales calls that I know that I'm gonna be challenged, and they're probably gonna say no. But just do something. But do something that's connected to your intention.
Again, so for me, I've never really I've never really planned in detail, but I've always been really focused on my intention and doing stuff each day. So when you take that action, what happens is you is you project back into the future because that's what actions do. Actions create the future, not plans, not ideas, actions. So if you revisit that conversation, again, let's reinforce it here. Right? The objective is the future that you want. The result is your real world now.
The cause is an honest interpretation of of why there's a gap. And very importantly, as fighter pilots, we do that as a peer group. So everyone that's involved in executions involved in the debrief. And then do something. Take an action. Not not a 100 actions. 1, 2, maximum of 3. So if you apply that mindset, what what what eventually happens is you see everything in the world through a lens of gaps.
Yep. And that's a really great not not in terms of gaps conceptually, but gaps in terms of of of reality. And that's a really cool skill to have as an entrepreneur. The ability to identify and execute gaps because that's really your job. I mean, that's that's how you're gonna make money as an entrepreneur. Yeah. Yeah. So that's part of part of mindset and ways of working for nice.
Yeah. I mean, first off, they should if you're listening to this podcast right now and you're driving, you should pause. Go back and listen to that all again at least two more times. Chaz was straight gold, and I'm sure, valuable information that you charge a lot of money for. So Chaz you should take advantage of of what you just heard.
But for you, explaining all this, it comes off, you know, second nature for you, obviously, at this point, not only have you lived it, but you've helped plenty of other people get to it, but something that you just said kinda just makes sense around, you know, being able to see it, but not really so be, you know, it's a mixture of these items. You have to see it and I have to see the tree and I happen to know what I'm gonna do here.
But getting so caught up in the exact detail of it isn't necessarily the power of the focus or what you're saying clarity is. So give us just another half second on that because you've got a bunch of entrepreneurs, entrepreneur, excuse me, listening right now. And they're always a little bit fuzzy, I feel like, in the way that they think. Right? They're they know that they wanna have more. Sometimes they don't know how to define Chaz.
And then in other times, you have this extremely detailed list that doesn't really matter a whole lot, although I'm all about detail and clarifying what I need, but it sounds different than just making a detailed list. It it sounds like like a clear ability to focus on something. Can you can you speak to this point for a second? Yeah. So you you make a point about detail. So detail is about being very detailed in the things that you know and the things you can control. Right.
So you want detail there. And things that don't exist yet, you don't wanna over invest in detail because you don't know. And and the problem with deep trying to put detail around your future you introduce a whole bunch of biases into the way that you receive the Wolfe, is we have around 200 cognitive biases, right, that that a human way for articulating a very complex system, which is the brain.
I would say most people have a familiarity with a couple, like a confirmation bias group think is probably one that they have. Authority bias. I'm the boss. I'm in charge. And therefore, I listen. I do, but that's just, you know, 1%. Yeah. I I'm I'm fascinated by cognitive biases. I can't member, hardly any of them.
I just know they're there, and I'm and and when a conscious bias, how conscious bias manifests itself to you is an assumption not doing something that's hard or in doing the easy stuff. That that's that's where biases tend to service you. They're designed to make life easier. Yep. To survive. Yeah. And that's that's what debriefing does. It adjusts your biases. So so it's a This methodology, we call force execution, by the way. This force execution methodology is it's a bit like yin and yang.
Right? It it's a balance because I I can talk to an entrepreneur and have a conversation about detail and say, you're right. You do need that much detail. And a conversation about being flexible and and open and and the gist, and you're right. You're both right. Yep. We're What changes is your circumstances or what what we call your situation. Yep. And and we have a term for that situational awareness. And that what is what makes exceptional entrepreneurs.
Exceptional entrepreneurs are are are brilliant at timing. You know, you can be innovative early. And you can be innovative too early, or you can be innovative too late. So every idea Chaz kinda been had, but many of them have not been not been executed. The way we build a funnel, like, the way we build a sales funnel, right, should that should be highly detailed. The way we prospect, the channels that we improve awareness around our brand, and the way we convert that in. So and rank our leads.
So if we've if we've got little time, our situation is that we're in a lot of execution of our product, and we don't have a lot of sales activity because most businesses have this sign wave. Right? They hunt for business, capture the business, and get busy executing the business, or I forgot to sell again and and go back into Chaz. It's the same. Selling and and money is the same as hunting and keeping yourself fed. Right?
When you're hungry, when you you've called the animal, you're not really hungry and and and motivated anymore. That's right. It's called the hype curve. So so what you find is situation awareness and and entrepreneurs are really good at understanding that now is the right time. Now is the right time to sell this particular to products. Now is the right time. But here's the right place to find the community that's gonna support me and be my mouthpiece without me having to sell.
Here's my advocates, and my advocates are gonna scale my business. You one of the things I always say to entrepreneurs is if you're a hurry, you have to be trusted. The the only way you can create time is to is by creating trust. Trust is the accelerator. Interesting. So so situational awareness to states, you're in low situational awareness or high.
And that's what's important to understand where you are because if you have low situational awareness, that's where you wanna pull back, slow down, take a breath, put your thinking cap on. And when you have high situational awareness, that's where you wanna be making your difficult decisions. That's where you wanna be doing your tough execution. And and and high levels of situational awareness is also a team based thing. Your your team has high situational awareness.
Yep. And if you look at it in sport, that's where you'll see a team dominate all of a sudden. They call it being in the zone. They call it having sales momentum where 1 or 2, you you'll start to land a couple of sales all of a sudden, and then the team will just latch on to Chaz. And all of a sudden, you'll have that momentum and you'll have this huge run of sales. It's all psychology, and it's all the way our brain works.
So as a fighter pilot, because we know we have this we know what it's like to get in low situation awareness. We immediately wanna start to create it. Some days, you're not gonna create it. It's your brain fog. It's just a tough day. Like, sometimes some days, you gotta know, not went to quick, but when to say, I'm just gonna go to the pool. You know, I'm gonna hit a line at the house today. Yeah. But at least go through the effort of trying to create situational awareness.
The way you create situational awareness is big to small. Alright? We call it big to small. So as an entrepreneur, big, what am I trying to achieve here? What's my product? Like, what what am I trying to do? Yeah. What what does a great business look like in 3 years? Cool. Right. That's centered me. So now I'm not I'm not chasing down this great opportunity yesterday, which is moving into digital cookie baking, I'm going back to building my app. Right?
And most low situational awareness is the result of distraction or or overworking or being task saturated. So so we have to make that decision to go right. What what am I trying to do? So that cycle starts again. What's my high definition destination? What's my plan right now? What am what am I gonna do? Immediately, I'm gonna stop doing the things that aren't adding value. I'm gonna stop that. I'm gonna stop that distraction.
If I made a commitment to somebody else because I got caught up in the moment, it's what entrepreneurs do. They have a glass of wine. They have a beer. They get all excited with their other friends and all of a sudden, they new ideas is to get on the phone the next day and tell 9 of those ten people, hey. I'm sorry. I got carried away. I'm not gonna do that. And and get yourself back to here's my here's my plan. The planning process, there's 6 steps. What's my objective? What's stopping me?
What resources do I have available? What are my actions me personally? What am I actually gonna do? And what if the wheels fall off? What if something I can't control happens? It's not about looking at the world and all the things that can go wrong. Your fight flight or freeze response is a it's not set at a at a particular level. It changes on the day. So the less prepared you are for something to go wrong, the quicker you trigger flight flight flight or freeze.
If if you're a football player, and you're on a field and you know you're gonna get tackled, you're you're not gonna get hurt and you're not gonna be worried about it. You put a seventeen year old girl on a field during a football game and say, walk across that. They're gonna be terrifying. Right. Okay? And they're gonna be they're gonna be scared. So so this is this is what's really important. The 6 steps creates a framework. What do I want? What's in the way? What have I got?
What did I learn yesterday? Because I'm I'm thinking iteratively, the the thing I was curious about yesterday, I'm doing it today, or I'm stopping to do it. And then my actions. So so that's important. Then share those actions. I mean, how many entrepreneurs do you know that they they sit there and they plan in their own head? They run through all the scenarios in their own head. Right. And then they come into this very small team and just tell them what to do.
And meanwhile, the team's like, where the hell is this coming from? Yep. What what on earth or, you know, Chaz have one of those days again. Oh, here he comes. He's just the left field. Yep. And and it's a challenge for for entrepreneurs. So some of that crazy, you've gotta invest time to allow the team as well to to go, hey, guys. I was thinking about this. I thought about this and I connected these dots. What do you think? What do you think? We call that a red team.
And what a red team does, it saves you from yourself. A red team is engaging someone that understands what you're trying to do. But they're not involved in your crazy plan. And the idea is is it's the simple test. If it's if it's simple, it'll get executed. If it's complex, it will be procrastinated. So they sit there and they go, okay. So what you're really trying to do is this. Oh, yeah. That's it. And it just tightens your plan up. And then we go out go out and execute it.
So your team's a great bunch of bunch of bunch of dudes to help you red team your plan. Yeah. And, look, I'm me personally. I'm I'm notorious. I'm the worst for my I have a I I just found out how ADHD a few years ago, and it explains everything. I mean, I'm I don't switch off. Like, I just after tasking the team and and executing one idea. I'm off with the next one already, and and and I have to pull myself back. I have to I have to say to the team, hey. I rethought that idea.
This is where I'm coming from. Do you think think it's worth going into, or just do it with the no. Let's just keep going. Okay. I gotcha. I gotcha. Hey, Kings and Queens. Jazz Wolf. I wanna talk to you about something that's super important to me. We put a lot of time and effort. We, meaning myself and my team, into this podcast, into the content that goes out every single day.
And if you have been getting any sort of value or insight from this, we want it to be able to reach other business owners too. So we would love if you would like, comment, share, leave a review, post, share again, all of the things on social media, on all the different platforms, or even on the podcast mediums of Apple and Spotify, we would love to be able to get our content into more hands, more entrepreneurs so they can grow their business as quick as possible.
Together, we are building a community of like minded entrepreneurs who are committed to growing their businesses to new heights. So let's do this. Let's help each other. Let's help each other grow. Yeah. This is a powerful powerful stuff that you're kinda hinting at here, and you're giving some some specifics to. How does the busy entrepreneur or you you said something there that I wanna pull out for the listener?
Because, especially early on in the business, you know, someone's being they're busy being busy. And and I can I can agree with you that a lot of my success, even though I was very busy being busy for a while, I think we all are before we kinda have that awareness? Back. One thing that I did have going for me is that I was very reflective. I always spent time even if it was just a few minutes going, How do I get better? How do I change that? I was I was looking at game tape.
And and for me, maybe there's being an athlete. Maybe it was just me always wanting to be better. That's what I felt like drew me to the reflection, but for the guy or gal listening right now, that's like, I don't have time to sit and reflect and debrief. What would you tell that person to how to practically get into all this very, very good stuff that you're telling me to do? Well, yeah, you don't have time because you're not debriefing. That's why. You you know, it's it's it's that simple.
It's it's the the analogy. You throw you throw enough darts at a board. Eventually, you're gonna hit, right, rather than train develop learn how to throw a dart properly and you'll you'll in three dots, you'll get a you'll score a 180. That's right. So it's it's it's that philosophy, I think. It's it's about There's a difference to reflection.
I mean, I've personally worked with a lot of a, you know, 1st grade sporting teams after Ben has worked with 19 NFL teams 8 of all have made the Super Bowl, and 2 of 1. So, you know, we Wolfe understand tape review. We are there's a nuance to debriefing. Right? And the nuance to debriefing compared to a coach athlete relationship is the onus is on the athlete to diagnose. The gap in performance and for the coach to guide it.
Sure. Now even within in the highest level of high performing teams, There's still not enough time to do tape review properly. There's still not enough time, and and we'd learn that. I mean, when you work with the NFL and you work with every team and none of them do a fighter pilot debrief. You know, there's a gap. The very first team we work with 2011, the New York Giants went from midfield to Super Bowl. Because they linked in.
They're the only NFTL team that actually went all in on the methodology. The t the company that grew 400%. They went all in on the methodology. Every day debriefing as a team every day. They would make the that would be the only priority. And and as a result, guess what happens when you debrief? You go from 36 hours a meetings a week to 10. You go from not being sure what to do next and just doing everything until something becomes the right thing.
To to maybe doing more of the right things every day. It's not it's not an exact science. The thing about debriefing is you might come up with the wrong actions, but the fact that you're debriefing it all the time means eventually You you'll get there. Yeah. I mean, it's it's like an accelerated version of the scientific method. It's it's what any It's what any scientist would do. You know, like, well, let's have a go. Let's try that. Let's try this theory.
And then they put it in a petri dish and and they let it go for a couple of weeks and they come it's like, oh, that didn't happen how we thought we did this, this, and this, maybe this. Let's try another action, but but we wanna after being, I wanted to create this lied enough, so you didn't have to be a scientist. You don't have to be a project manager. You don't have to be a professional get done person. It works for anyone Yeah.
And that's the power of it because as an entrepreneur, you're I mean, this this is how teams work. Right? As an entrepreneur starting your own business, you're a team of 1. Right? Right. But then then eventually, you're gonna be a team of 2 and a team of 3. The faster you can get that out there, we call the accelerated learning curve. The faster you can build a curve, the default is the faster you will build a business. That's and with less money.
If you can If every person you can train can do three jobs, and that's what we say. We call it it's a 3 x tool. If every one person can do three things, I may, yeah, imagine that sort of efficiency starting at at your your 1st business. Yeah. We work with a lot of big enterprise too. Right? So we most of our businesses with $1,000,000,000 enterprises. So we're very aware that most organizations create work. It's it's not real. It's it's just non existent Yeah. Noise, just stuff.
Yeah. It's it's more cutting away. That's, packful for them. Okay. So for the entrepreneur, I want you to put a percentage. You you kinda more than hinted, but you've you've said that, you know, there's a lot that that we can put into the formula, but or the next action step that we're gonna get out of that debrief is by far the most important because the next test then gives us the next debrief, which then gives us the next action, which then gives us the test.
Yeah. What's the percentage for the listener right now? They're like, how much really weighs on my action versus everything else? Like, give us a percentage of How likely am I to be successful based on my versus anything else? Okay. So let's unpack 2 things. There's there's an organization called the group of organizational effectiveness in New York, and they did study of feedback loops. Right?
And and they discovered that facilitated bipolar debrief debriefing is 300% more effective than any other form of any other form of feedback. Alright? Standard structured feedback's about 30%, 25 to 30, but but but intentional purposeful feedback that's action orientated is 300% more. Okay? In terms of so this is how you work. Right? You feel you think you do. Okay. Those are those are the 3 structures of the brain.
The the the emotional side, the thoughtful side, and the action or data side, which is the 10000 hours of practice is the is the action side. The the thing that gets you Chaz messes you up when you're well practiced is your thoughts, your self talk, and and the feelings of how you respond to external stimulus. Right? So so if you can manage those 3 really well as an entrepreneur, you're what you do is gonna become highly affect because what you do affects the way you think.
So let's deconstruct the decision. I I did it. Took me 8 years to deconstruct this decision. Right? I reckon I've I reckon I'm pretty close. The 7 steps. Right? And it's a circle. K. Does it even though we think of decisions as binary Right. Yes, no, or it it it achieves a result down there, actually I I fit it's actually a it's actually a loop, a decision making loop.
Mhmm. And neuroscience has proven, well, proven the theory that the under FMRI, when given a decision 90 5 percent of them originate in the subconscious structures of the brain. So so most of our decision making is is based on our subconscious, which is our feelings is the feeling the thought transition, not the thought to action. So so 95% of our decisions start on how we perceive the Wolfe around us. From that we kick in our thinking brain. Right? We process. We process the the information.
When when we process information, what we do as a computer is we forecast as humans. So we'll we will forecast a and project into the future the re the the likely outcome of the decision I'm about to make. So 95% of our decisions are made on a perception. When we process it, we project it into a non existent future, and that's what we make our decision on. A perception. That sounds pretty scary that we put there. Yeah. I I a perception to deliver something that doesn't exist. Right?
Then we make a decision, and that drives our action. Right? Yeah. So and this is where we start to see things like, did you even think about what you were doing? If you thought about it, I probably wouldn't have done it if I was given my time again because we're making decisions based on a on an on a non reality. If if If if it if it if it wasn't engineered that way, you wouldn't drink and drive a car. Right? You wouldn't yell at your partner. You wouldn't be mean to your kids.
You you wouldn't indulge in a in an addiction. So there's a lot of our decision making that we that we can't control Chaz we perceive we can't control. So step 1, perception, step 2 process, step 3, project step 4, make a decision. Step 5 is the decision equals some sort of action. Some you you do something. The action, it leaves the action delivers a tangible result. Like like and as an entrepreneur, that's why it's really important to measure stuff.
So so that result, the better measured it is, the better the better we're gonna do it next time. Right? And that result makes an impact. Okay. So who the impact of a crime of passion is an impact that lasts for a lifetime. Okay? Domestic violence, All of these kind of passion fueled decisions lead lead a major impact. What do you want to be as an entrepreneur is to make minimal impact every day, but the impact in the right direction. Right? Entrepreneurs always wanna make a massive impact.
Yep. That's their job. I'm gonna start a $1,000,000,000 unicorn. I'm gonna make a massive impact. Or kudos to you. That's great. But but the massive impact is the result of a 1,000,000 tiny impacts on the way. Yeah. That's right. So that impacts and this so that's the end of decision making for the for the average human. The impact then subsequently drives your perceptions, creates your cognitive biases, and that shapes your decision making forward.
That's why we have war, that's why we have poor leadership, why we have greed. That's why the stock market doesn't work. That's why we're where we are today. Right? So Fire pilots have a 8th step to the decision making loop, and that's where we insert the debrief. Right? Because the debrief says is what happened, actually, what I perceived was gonna happen.
So my objective, which was my perception thought and projection, So what I thought was gonna happen relative to the result, what actually happened. And it's there. I can start to unpack it a little bit and say, you know what? Maybe it was me. Maybe I I believe that was the right tactic. Right. But if I if I read the book, I see that I was wrong Chaz the 75 years of history actually was correct, and I should have done it that way.
What I've learned now is the nuance, which is 80% of the time, that's the way But on today's environment with the cloud and the sun where it was and 4 airplanes and see the context, my situation changed. So now I forge a neural pathway, which is to say my perception was based on a environment that wasn't today. Now over experience today, I can build a neural pathway between the knowledge, the newness, and act on that tomorrow.
And the action the action will be to go out and fly the mission again, but to make sure this time, I I I I I do the right thing. Yeah. And if you do that twice a day and we would generally fly 2 missions, what you what you subsequently experience is the compound growth of curiosity where every lesson that you learn each day gets to grow again the next day and the next day. Yeah. And and I'm not good at math. Right?
So this is just mathematics here is if you apply that to a compounding model, you can grow 900 over 900% every year on a compound growth model. That's the power of debriefing. Right there. Okay. And you're right. Most most entrepreneurs don't do it. Yeah. You're you're a 100% right. What do you think that that little you kinda you know, right after the debrief, it then you said gives you the ability to go back out and take another flight.
But instead, this time, you're gonna, you know, x, y, z instead. A there's a little bit of a of a of a play there, maybe emotionally. I don't know, but there where some people get to the debrief, let's say, They recognize that they were wrong or their perception was off or whatever, and then they don't actually desire to do it again. Be because they failed or they were wrong or whatever. How do how does one deal with that gap? That's okay.
Not not doing something again is an action Chaz long as it's intentional, Chaz long as you're not doing it for a reason, not doing it because you're afraid. So okay. Let's talk about fear for a minute. Right? And being afraid. So so being afraid and and is is is when we're outside our level of comfort, or I guess what most people call comfort zone. Right? Right? If I put you in the fast jet in the cockpit of an airplane by yourself and said, go fly this airplane and fly a mission.
You'll be way outside. You'll be afraid. You'll be terrified. Okay? I would hope you would be. Unless you have what fighter pilots call NAFOD now a parent fear of death. So so most normal people are afraid of dying in their in their smart. Right? So so let's have let's deconstruct that for a minute. So I joined the Air Force when I was nineteen in Australia. You don't need to have a college degree. So I went straight from school straight into the Air Force. And flew around 400 missions. Okay?
And each one was incrementally a bit more complex than the one before. Along that radio, though, the the the program's designed to expand your existing comfort zone to take you from something you know and add to it. So not designed to put you outside your comfort zone, and and I think people being told to go outside your comfort zone, is that it is why we create so much anxiety in the world. Sure. Everyone watches people on Instagram.
I thought you comfort zone and then people what they they hurt themselves, they get up right, and they're terrified, or they speak to a friend that got terror. Don't go outside your comfort zone. There's no need to. Just keep it deliberately expanding your existing one. Now as as a fighter pilot, every now and again, they deliberately put you outside your comfort zone. They put you in a very uncomfortable environment.
And the goal rares for you to know that is for you to trigger and say, I am now outside my comfort zone. I'm gonna stop what I'm doing, and I'm gonna fly the airplane strength level in a very safe environment, and I'm gonna tell my instructor to knock it off. I just and that's all they wanna see. They're like, great. We'll continue. Let's keep going. The the and again, because our life depends on it, you're taught all of these little behavioral hacks. Right?
Yeah. See, So because most people aren't aware of it, they'll push and push outside their campus, or they'll drink their way through it, or they'll take drugs on their way through it. Their social anxiety, whatever it is. Chaz opposed to just incrementally 1% per day pushing pushing that comfort zone. So so when people say they don't do it, when they when they wanna stop doing something, that's great. Like, hell, yeah, there's gonna be loads of stuff.
You do as an entrepreneur that are dumb or definitely wrong. But know why it's wrong and know why why it's a no. And your gut is a really wonderful tool for this. Like, You kinda know deep down whether it's the action that was wrong or the idea. And and, eventually, you'll get to the to the right action. Yeah. Well, I think that you've given quite the formula, actually.
On on data 1 because you're measuring so that you can actually look at it in the debrief, and the data actually should be able to tell you. What where where that decision maybe went wrong or what the pa the possibility of the of the, you know, redirect. The data's great. The data's great. As long as you as long as you have the the desired data, for example, if I wanna fly my airplane 10,000 feet. Right.
And my result is the the date of telling me up at 9000, then I know on a thousand foot low and I have to climb, If all they have is 9000 feet and I don't know what it means, like it mean I know I meant to be flying high, but 9000, it feels high enough, Right. But no one told me about the mountain that's at 9000. I need to be at 10,000 to get above it. It's context, right, the exact. And this is what a lot of people They don't have the context to make the decision.
They have the idea, and they have the perception fuels, imaginary future. You're never gonna stop that. That is human coding. That is it ain't going anywhere. That is been a fighter pilot. It's not about changing human behavior. It's about modifying it, mitigating it. So so just give yourself this this this couple of moments two or three times a day to just step back and say, oh, is what just happened when I was expecting? Right. And if it's not, then 2 things need to change.
Either your expectation or your execution. Yep. And if anyone's a, yeah, I think as an entrepreneur, you should read Daniel Cannon's work thinking fast and slow the planning fallacy, you know, and it's it's in our human psyche to build plans that are doomed to fail. We are always aspirational in our ideas, and it always falls down in in actually getting them executed. Yeah. I I just I I love the beauty of how you've packaged this up on the simplicity Yes. We can have ideas.
We can have, you know, trials, all this stuff, but it's really just the debrief that gives us, not only the data if we have it and if we have contacts, but it also gives you opportunity for your gut, like, what you're just saying to say, which one was it? You know? And I think both are necessary. Would you I'm assuming you agree with that. Yeah. I don't even call it a debrief. Just call it a a flip Chaz. You know, let's let's just flip this on its head. Let's flip this from idea to execution.
Call it a debug. Call it. Call it a call it a Wolfe. You know, whatever you wanna whatever whatever you wanna call it, it's not the Wolfe. You know, this is the other thing about human, but, hey, we get caught on words. Sometimes debriefs can feel a little bit like I'm in trouble or it's it's what it's what a spy does. It's the intentional way you connect tomorrow, all the all the where your decision making is occurring based on tomorrow, connecting it to reality.
Yeah. The reason why the gap is there and and connecting it in in in the 4th instance to actually doing something about it. We're gonna unplug from from this line of thinking just for a half second, although it's not gonna be too different. I wanna know because I I know you've built, you know, companies and you're helping companies, and and you've you're all in on on business and mindset. Clearly, you're very intelligent individual.
But outside of business, how I'll I don't like to think that there's a balance in life. I like to think that we're just obsessed. Whatever we're obsessed with is what we get. Whatever we focus on. And I think that you agree with that based on your psychology here. How have you gotten what you've wanted also outside of business, marriage, family, health like any of those other areas at the same time. Or is that your belief?
By being real, by being who I was meant to be, not who I thought people wanted me to be. It's good. I think that and and I think there's an again, there's a nuance there. Like, you know, I probably didn't know who I was. I didn't knew I wanted to be in terms of a fighter pilot. I knew that was an easy one. But but beyond that, like, that when that became a combined identity and and self Chaz well as a job. Yep. It's it's kinda hard to then reframe reframe yourself. So yeah.
No. I I I'll be honest. I have the exactly the wifi have always dreamed of. My my kids are wonderful. They're, you know, 17 or 14, and they they like, all teenagers and all kids have their own their own issues, ups, and downs. I've got a a a two year old son as well, and he's like a great kid. Yeah. It's there's just little things. Like, when your kids Yeah. Kids cry at night, right, and and they don't sleep well. I mean, all three of my kids sleep Wolfe, and it's just debriefer.
Like, most there's a way. Like, Yes. They always start screaming. That is the default. Like, that is gonna happen. You know? So so so read stuff that talks about what stops them from screaming and helps them go to bed better. And and you will eventually figure it out. I've I've been in hospital with an obstructed intestine and talked 6 surgeons from sectioning my bow, you know, I'm cutting my guts open.
I've I've I've reinvented myself from being a fighter pilot to to an entrepreneur with a, you know, a a 9 figure business. I've I've been in humanitarian projects. I've been in property development. I built buildings. I've been in publishing. I mean, events and coaching and and empowerment now. But because, ultimately, that's my comfort level as more service based certain more of a service based business, not not, not trading, not enrichment, not wealth, and and manifestation.
I mean, you know, manifest what you want Like, just whether you believe manifestation is some guardian angel or it it's a way of creating a mindset and you and the neuroplasticity, you need to get all of those all of those neurons firing where you wanna the the reality is without being intentional and having a very clear idea of what you want. In a relationship, it's it it's looks. It's, you know, sexual proclivities. It's temperament. Like, it's literally everything.
And then when you meet someone, freaking be honest, just This is this is my expectation. Does that mean someone's just gonna completely comply? Absolutely not. Nope. But at least at least we set the rubber band and and and people diverge away, but, you know, conflict happens in in in an expectation, unmet. Take you Israel, Hamas, all the fighting kicked off again because a a hostage transfer didn't happen as the intention. Right? Trust is broken through un unmet expectation.
That whole thing about under commit, over deliver, do you say all these little sayings, but what you're really saying is, hey. If you set an intention with someone, deliver on the intention and and therefore set low intention, I'll be honest, mate, you get to 50 and you're like, shit. I got everything I ever wanted. Like, I I literally have everything. I everything I wanna do in life Like, on 5th, I got nothing left.
You know, so so the only thing left is to give it back I guess is is is what happens next. Yeah. Well, and you're spot on. And that can be a knowledge, which you already are, even here today, that obviously being Wolfe. That can be in future generations. And I think that's why a lot of new a lot of there's a lot of train wrecks with celebrities. Right? I think it's that's right.
People that have abundance that early and Chaz large, you you see the wheels fall off, and and you you get to this rudderless, purposeless, phase of life. And I think, you know, I think that's also something that's important when it comes to high definition destination and purposes. There isn't one it it's gonna change, and you're gonna lose it at times. And, you know, it's it won't find it you won't find it looking for it. It'll find you. That's right. That's right.
I got a one last question here for you, Boop. I, I wanna know, especially with the the I guess we'll do a little debrief here. K? I want you to, roll back the clock, and I want you to pick the younger boo at whatever age. And I want you to tap him on the shoulder, grab his attention, and I want you to whisper in his ear. What do you tell him? Never be a minority partner in a business. That rolled off pretty quick, but I think that's key. Equitable or or more because that Yeah.
That specific piece of advice would have saved me a lot of heartache in my life. I know that's specific to me. That might be helpful to anyone else, but Okay. But I if you're an entrepreneur, just yep. And you come along VCs and people gonna invest, you you cannot give away control. Yeah. It's good. What what did that cause, as a quick just again debrief Chaz if you had done it differently, it would not have caused. Of course, pain, but what what's What was the pain? What did it cost me?
No. A $1,000,000,000 or or cause the the pain of it. Yeah. A $1,000,000,000 business. Yeah. So that that company I founded then is one of the biggest companies in humanitarian services globally today. And I was just I didn't know how to play the game. I was too young. Got to people who are way more sophisticated than me involved with me and my business partner and they did the classic, come on in, divide, conquer, minimize, and then so but look.
And, again, as they say, you know, the the worst thing is all is typically the best thing as well because it just put me on a on a different pathway, which is, I would say, well, it's not as financially. Not as financially bountiful in terms of, you know, the net worth of 100 of 1,000,000, if not 1,000,000,000. Certainly very comfortable, but but more meaningful. And and I think what I do now is better for the world than than than what that company does today.
Yeah. Well, I mean, you kinda set it a few minutes ago. You said that set us as the work that maybe you were designed for or that you were Yeah. In in my mind, it's if if you if you run if you work in one company, I mean, I had a philosophy. Even when I was in the air force, it's it's easy to be good and to be an asshole. It's easy to be the best fighter pilot in the squadron and be a prick. That's easy.
It's much harder to be a really great fighter pilot and to be a good guy as well because Being really good and really successful means you sacrifice everything else for that success. Every person, every relationship, everyone you see is an enabler to your success. And that's actually not that not that hard to to be brutally honest. And and that's why psychopaths succeed because they don't have they just don't have that empathy.
So so if you're gonna play the good game so so if I can empower leaders of many, many companies to be really successful and very wealthy, and do good in the Wolfe, that is a much bigger multiplier. And I think that's the destination that the universe has has put before me. I mean, my challenge is the company we have now works very large enterprise, and we do great work.
It's how we take this product and this mindset and deploy it at an SMB level and and allow entrepreneurs and others to to get the benefit of it. So that's my kinda that's my journey in the next couple of years as to how do we package this product up in a way Chaz scales even further. Yeah. I love it. Speaking of that package or working with you, or if someone's just interested in following you, connecting with you, like, in your brain or or watching you work further. Are there video resources?
Is there a website that could find you? They reach out to you and work with you directly? How can they how can they reach you? Yes. If you're if you're an entrepreneur or a small business, the best place to find me is call me boo.com. That's that's my website. That's me.
The enterprise, if you're sort of a 50 mil plus or you you've got you feel like the synchronicity of your team, like, you're just not getting the full juice from the engine, then afterburner.com is an incredible organization Chaz I said, I'm just the latest custodian of of the brand and has done amazing things over the over the year. You you wouldn't be wearing Nike Air Jordan's right now if it wasn't for after dinner. You know, we help that company scale.
So there's a lot of a lot of organizations and a lot of aspirational brands out there that that think like a fighter pilot and work like a fighter pilot, and they're very successful, very big companies as a result. Yeah. Love it. You've been incredible. Your mind is also Chaz, and we appreciate you sharing some of those nuggets inside tucked away in there. Appreciate you being here. Bless family and your business, all the entrepreneurs that you're touching in your work.
Thank you for being here, sir. Thanks, Jasmine. Thanks for having me on the gathering of the Kings. Appreciate it, man. Thank you for listening to Gathering the Kings today. I hope that you were able to pull out a few nuggets to go apply into your business right away. More importantly, though, I hope that you're realizing that it takes more to be successful than just being by yourself doing it all on your own, carrying the weight all by yourself.
What I have realized not only in my own journey from multiple businesses and multiple different industries and now interviewing over 2 or 300 other very successful 789 figure business owners is that It's tough to do it alone. And so gathering the Kings exists to bring together successful entrepreneurs. In fact, we are putting together 1 1000 kings, specifically who are grateful, but not done.
We're intentionally assembling kings who fight tooth and nail for their business, family, and communities, and here's what we believe Chaz in the pursuit of excellence in those areas, that it ignites within us the responsibility to govern power and forge a lasting legacy. So if that relates and and resonates with you, and you know that you need people around you, sharp, qualified other very successful business owners. I want you to go to gathering the king's dot com.
Want you to take a look at what we're doing and see if it makes sense for you to be part of our pursuit to 1000 kings. Talk soon.