The majority of the world wants jobs with good companies, don't match talent to titles, match talent to task. So our job isn't to do the work, ultimately, is to be the career of jobs for people who are looking for good jobs. Tental talent is in the right scenario, how will this person perform? Of course, you wanna know that. The question is, how do you get it? I'm a big fan of masterminding, I, in a group with the entrepreneurs.
And I love learning the stories of their challenges and struggles and their wins. Resiprocity is what brings that amazing progress for a business. What's up, everybody? I'm Chaz Wolfe, gathering the Kings podcast, coming back to you here today with what might be a household name in your guys' world. He may not think so, but I've got Mike Michalowis here on the king stage.
Mister Profit First, keynote speaker, author of all kinds of other books, which we're gonna get into in one of your books here today, all in. It's recently released, Mike. Thanks for being here on the stage. Chaz, thank you so much for having me. The, the opportunity to have you here don't take it lightly. So thank you for that, but I wanna jump right in. You just, well, actually, I don't know your exact release date. When did you release this new book all in? It came out.
So we're recording today. What? It's on 8th. It came out on the 2nd January. So 6 days ago. 6 days ago, I have crammed as much of the book into my brain. As I possibly could, and I've got some questions for you. So I'm gonna just get right rolling to it.
Before I do the book piece, though, I wanna give you the opportunity just to tell us about all in, about profit first, just who Mike well, you don't even you don't even say your last name because you you Chaz this funny thing on your website about how people can't pronounce it. It's pronounced Mike Michalowitz. Well, usually, click again for some, let's say, alternative pronunciations. Beer lovers call him Mike Michelobenschmitz. Farmers call him Mike Mikeau has tits.
River dancers call him Mike Mike clogging and splits. Oh, yeah. Yeah. Oh, you check that out. Yeah. Exactly. Who is Mike McCallowitz? Give us just 30 seconds so people know who they listen to just in case they don't know you. Yeah. Nerd. That's who Mike McCallott is. Is this a nerd? And, yeah, my last name is so hard to pronounce. I'd we just make fun of it. I love it. So entrepreneur my whole life. Not ever intended to be, but couldn't get a job out of college, became an entrepreneur.
I've built and sold some companies in the tech space, one was actually sold I sold to a fortune 500. I think the interesting part of my story though is I thought that I'm I'm clearly a genius. I'm building and selling companies. I lost everything, just have arrogance and ignorance. What I started doing Chaz was writing why am I failing and what what do I understand about entrepreneurship? I thought I knew everything.
I realized I know very little, and I still know very little, but I am desperately seeking to learn as much I can about all aspects of entrepreneurship just to improve my own game. And, you started becoming book, like, wow, I'm I'm writing stuff that I think may I could share with other people. So when I discover something that works in my own businesses and I test it with others and it works consistently, I'm like, this has become a buck. How profit first came about.
That's how all my books came about, and that's how all in came about. I I think it's a way to help other entrepreneurs make the journey a little easier because it ain't easy. It ain't freaking easy, but maybe a little bit easier. Would you say that the listener here today is maybe hasn't built and sold companies, but they still have experiences that they should be sharing maybe locally or even with their team? Oh my god.
Yeah. Like, there there's value in in everyone's journey, I believe, I see life as kind of a infinity symbol, you know, a figure 8 on the side. And I think we're all somewhere on there. We're on the exact same path that gets literally the exact same path. We're just in different parts of our journey. And I think we all have significant value to add. I I I am a big fan of masterminding.
I, in a group with their entrepreneurs, and I love learning the stories of their challenges and struggles and their wins. Maybe it was on finding that perfect candidate that I couldn't find or maybe it was going through a lawsuit or something. Those are just as valuable as not more than someone who sold their business or something. So, whatever you've experienced, there's extraordinary value there. And It's not just for supporting others. It's your own journey.
You're every challenge you have is a learned opportunity. Yeah. I agree with you. Gathering the king started off as a mastermind 4 of the podcast even came about. And so that experience that you're talking about of just what we have find, just genuine owners who wanna come to the table kinda take off the crown is what we say. And they're just sharing. I had I was doing events a couple years ago, and it's like, they didn't really want necessarily. I mean, of course, speakers are great.
You know, the names are great. They wanted just to Be with each other and share. It's power. Well, because what kind of weird is jazz? Like, I I Yeah. I I didn't think we were, but we are I, I ran, some stats and I found that only 17% of the population will ever operate or own a business. 17%. But here's the crazy one. Only 20% will do on a sustainable basis. So after 5 years in business, only about 20% of those 17% will be sustaining, making enough income to support employment of others.
That's 3%. 3% 2517 of the population runs a healthy sustainable business. That that's the weirdest. The majority of the world wants jobs with good companies. So our job isn't to do the work, ultimately, is to be the creative jobs for people who are looking for good jobs. Yeah. Yeah. I saw that. That was actually a line from your book is that our job is to create jobs. Great jobs. Yeah. Love that. Multiple of my companies use profit first. So thank you for that just from Oh, good.
We're here to the side saying thanks. I appreciate you. But let's jump in here because you've already kinda introduced, this idea of the mastermind. But you talk about it in your book as the idea of building community first or building community over culture. So let's let's just present this. What is community to you versus cultures of buzz buzzword? Let's let's jump right in. Yeah. It's a big buzzword, and I I was a big buyer into it.
So what culture was typically defined is what are the set of established values you have often called core values or immutable laws? These these these ways you see the world. And when you hire people to bring in people that share common values, But what I realized is it causes the siloing effect. We start hearing the yes ands. We start getting clones of ourselves.
The strongest communities, and I'm not just saying in business, but in the Wolfe, are ones that are diverse because it brings in different perspectives. The blinders are removed. In my own business, I remember, I'll never forget this. This was about 2 years ago. We had a retreat, and there's about 20 of us together. And, we're talking about the values I had. And I said, one of the big values, and it's kinda funny, is no dicks allowed.
And what I mean by this is I don't think life there's enough time in life to deal with Dicks, to deal with people who are rude, but also for me to be a dick. That's not fermentable. And I shared with my team, and I remember one of my colleagues Kelsey looks at me and says, gosh. That's so bro y, Mike. That's not who we are, perhaps that's who you are. She's I understand what you're saying, but that's not the way I wanna phrase it. We are gonna be the Ted Lasso of companies.
We wanna be the eternal optimists in supporting people because we do believe in every individual and every team, and it became the bee that Ted Lasso. It was this collective philosophy. So to bring about culture We actually have to evaluate our existing community and encourage diversity and then understand what our collective essence is, and that becomes our values. Not the leader's values thrust upon others. Yeah. You you you phrased it like this in the book.
You said culture is I am, so we are. And community as we are. So we are. Exactly. That's the difference. Okay. And so as someone's listening here today and they're thinking about making their couple of hires, or maybe they're 200th higher.
How how are they thinking through the lens of community versus what they probably already have if they're a larger company, culture, you know, identified with core values and all the things that you just said were good, but, like, maybe not community or the other guys, like, I've never even thought about core values. I'm just making my first and second hire. How are they thinking community? Yeah. Well, values emanate from experience.
So the challenge would be to say, I want someone with different perspectives from their values. Like, you know, we believe x. So we want someone else that believes y so we can find common ground. That'd be nice, but it's not really doable. But diverse background and and experiences is what brings around different values.
So instead of saying, I want someone with the exact same background as we have now filling this role, want some of the different background filling this Wolfe, and you actually strengthen the way that role served because now you have someone with a different perspective. So that's how I do it. Look for diverse background of experiences. And I'm not saying work experiences. I'm saying life experiences.
Yeah. And I wanna get to that in the hiring process here in a second because you identified that as well earlier in the But we've done this with Gavin the Kings from a mastermind perspective, and it sounds like maybe you're the group that you're part of as well.
It's like, where you can have a an HVAC group, or you can have an author group, I'm sure, but if you can get collectively around other entrepreneurs from other industries, different ages, different types of businesses, different parts of the country, you have perspective, which is really true agitation of thought, and it goes the actual definition of what a mastermind probably is from Napoleon Hill. What is that kinda how you're thinking this? Yeah. That's exactly what I'm thinking.
There's an echo chamber effect when, in an author. I do have an author group. You know, it's funny. It's there's only 3 ways to market your books when you're in this author group. The second I'm in a group with an HVAC guy and ironically, I'm in a group with an HVAC and electrician. He's does a suite of home services and others, the ways to market my book business now is a plethora of things. It's hundreds of ideas.
So that and and I know other people listening in have experienced this when you When you find clones of yourself, you hear clones of what you're thinking, and that's that's the blinders on. Yeah. Okay. So going back to the hiring process, you kinda just described looking for different experiences. You you kinda talk about in your book the difference between experience and intangibles as we're going through the hiring process Chaz bringing on new new members.
I'm gonna get to your a, b, and c format here in a second because that's just gold. Sure. But the the intangibles versus experience, most of the times you said we're looking for people with experience we were using it just a second ago as a lens of getting other around other entrepreneurs. We're switching over now to the lens of hiring people, and you're, yeah, disseminating experience versus intangible. Give us a little bit more.
Yeah. Yeah. Yeah. So you were talking about the diversity of life experiences before, but there's also work experience And the belief is that our work in the past is indicative of our work in the future, and there's some value to Chaz. But you've probably experienced that when you hire someone in the resume, past work experience, then they actually do their work. You're like, not even close. So that is not a good hiring mechanism yet. That's what most businesses rely on.
There's a second thing to look at, and it is the intangibles I call them innate talent. In innate talent, there's tools like Myers Briggs and enneagram, there's there's Talants out there that are really good at showing the behavioral wiring. But why explorer in this book is a a talent that's the most important and is the least looked at, and it's called potential talent. Potential talent is in the right scenario, how will this person perform? Of course, you wanna know that.
The question is how do you get it? What you do is you run workshops. There is a half 1,000,000,000,000,000 in revenue industry that does not do interviews. They don't focus too much on the annual Graham. What they focus in is on workshops. It's the sports industry. And, I I played sports. In high school, I played La Crosse. I'll never forget I went to a camp in Hobart. It's a New York La Crosse college is known for Chaz. Along with 300 other students. I was learning new skills there.
And as I was playing, so we're these athletes and someone were tapping the shoulder and said, hey. You're demonstrating skills. That would be really good and can be exploited. Why don't you have this other field so we can elevate those and help you even more? I didn't realize not only were they helping them, they were also vetting out. Some athletes, they picked 2 or 3 kids to play at Hope Art invited them in.
I didn't, but I did play with collegiate lacrosse, and the reason I did in parts because the skills I learned, what's interesting in our business is we can run these workshops these camps to train people, elevate their skills. They may even pay to come these workshops, and then cherry pick the best. I'll ask you one real practical example. Home Depot does this workshop where you build birdhouses. I'm sure you've seen them, you know, come to the Home Depot and build a birdhouse.
What they're doing is they're using it as a recruiting ground. They're teaching parents, people, to build bird houses, and Hopefully, you'll be in great shape at the store and you'll buy more from them. But they're also observing who participates the most, who is the, the most eager to learn more They tap them on the shoulder and say, very consider working at Home Depot. We're looking for people like you. We need to do the same thing.
Instead of just doing traditional interviews, what can you teach for what you're looking to hire for, make that a workshop, and then the people who show the most desire and thirst are the ones you actually wanna hire. You use the word thirst a couple different times in the book, which I absolutely love, but you say basically the maximized potential is thirst. And so That's right. Thrive thirst to us and how does that equate to maximize potential?
Potential reveals itself in the same three stages always. Curiosity, then desire, then thirst. So, you know, there may be an opportunity. Someone's like, hey, Chaz, Mike, you guys wanna go skydiving. We both may say, yeah. Okay. Curiosity. That's the first level of potential. We may be great skydivers. Then we show up, and I'm like, I don't know if this is for me. I'm out. I'm indicating I don't have any further potential, but you may say, I wanna do this again.
That's an indicator desire, desire to repeat. Thirst is where it becomes part of your identity. Like, I got to do that. This is who I am. What we're looking through for in these workshops when we invite people to learn to experience something new who are the people Chaz elevate from curiosity to desire and ultimately thirst? I'll demonstrate itself pretty early. Those are the people she consider as potential candidates. Yeah. What about team who already exists. Right?
If I'm thinking through this lens of, you know, curiosity, desire, and thirst, if I'm looking at my current team, how do I kind of overlay this to determine whether maybe I don't have the right people or or maybe pick out the ones that are really thirsty. Yeah. Yeah. That's great. What you do is instead of using titles to match people's talents to.
Like, I need a receptionist and receptionist Chaz to answer the phone, greet walk ins, back in the dailies, enter data, you know, whatever the list is. What we do is we match talent to tasks. So we break all these titles into tasks and say, oh, so and so is really good at the data management. Yeah. He's sitting at the front desk but is not a sociable person. Doesn't make a first great impression. It's kinda meh, but my gosh, that number, they're they're a number cruncher.
So when you break Talent to task, you start realizing you've extraordinary people in your organization, they're just matched up the wrong titles. What happens is that we break down that pyramid structure CEO at the top and then, you know, this the leadership team and everything below. What happens is that pyramid becomes a web like structure.
Where former receptionist dude is now doing a little data entry Chaz also doing data analytics in a different department, maybe crunching numbers in the sales department, and this web like structure ends up being much stronger. So the lesson is, again, don't match talent to titles, match talent to task. Love that.
And so in your task, maybe identification, you kinda give this ability of, like, rather than or maybe mindset, is rather than looking for a top performer or a high performer, you have this almost deconstruction, you call it, of take this high performer and de deconstruct it down into tasks. Does that help us do what you just said here as far as, like, taking talent and matching it to a to a task? Yeah. Exactly. It does.
And and I and I encourage anyone listening in If you're in a microenterprise, if it's just you and and whatever, start off with yourself. And and if you got a dozen people, still, start off with yourself. And write down all the things that you do. And what you'll find is you may not be falling within a silo as much as leaning toward things that you like to do, or you can express better capability and so forth. Then and here's the key.
Once you write down all the tasks, go through that and ask yourself, Chaz I find other individuals just to do one part of it? This is the fractionalization process. I think the mistake many entrepreneurs make is No. I gotta find a clone of me. If I can just find another me, but another you is doing what you do. They have their own company. You know, they're doing their own thing. You're a one of 1. Like, we're not gonna be able to clone you, but we can fractionalize you.
The second thing is once you break yourself out, this is the biggest challenge. Ask yourself, of all these tasks, which one is the easiest for me to do and I enjoy doing the most? That will be your default task. I revert to it. Chaz is the actually the first task you wanna delegate. Chaz sounds absurd because you're good at it and it's easy and you enjoy it. The reason is A business owner's job is not to do the job. It's to be a creator of jobs. So you have to learn the discipline of delegating.
And if we give something away we enjoy doing, it's gonna be easier to give away the rest. Also, because it's easier and good at, it's gonna be the easiest to train someone else on. Let's see them excel. Most people say delegate the hard stuff, the stuff you hate to do. That's not the starting point. That's maybe the second or third thing to do. Hey, kings and queens. Chaz Wolfe 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. I love the, agitation there because it you're right. It's the opposite of what many people say. And and probably because it's harder.
I can only imagine, you know, having 20 years of sales experience and that being the first thing I handed off in my first business. It's like, ugh. Yeah. I know. Now the key is there is also the easiest thing. So there's some complex things. Like, I wouldn't say too like a heart surgeon. Like, you love doing heart surgery. You're great at it. You'll do all day long. Let's get rid of the heart surgery. Yeah. Now I I think there's some things that are very technical and require a lot of skill.
So the other question has it has to be easy. Maybe it's the prep of the the scalpel and cleaning the the the surgery tools. Maybe that doctor really enjoys that. Let's get that off the plate because it's easy, replicable, but you enjoy it. We gotta start breaking from doing what we naturally love to do because it's just fun and learning the power of delegation. Yeah. I think or very simple process here of just writing it down is like, well, yeah, that's so so easy.
It's just nobody Chaz done it or or does it And then more so you can do it for your team. Once you already have a team, you can break their stuff down. It gives you shockingly a lot of clarity. I got you know, I think I'm an owner of a business. I just need another person to ask like an owner. No. No. That's horrible because it they're so ambiguous. Once I started writing down all the things I did, oh, it was very clear.
For one of the things I did, which I enjoyed to do, and it's it's quite, quite easy with my own scheduling. And I had a a defense mechanism for saying why I need to always do my own scheduling because it's so dynamic. Like, by any minute, things can change. Let me do it. It also took up a lot of time. That's one of the first things I delegated, and it was terrifying. I have no control over my own schedule. And it's weird. Like, literally, and it it's bizarre, but my wife's like, hey.
Can we do date night next week on Thursday. And I'm like, we gotta ask Aaron. I don't know. And so you I sound a little bit like a heel, but I've learned that discipline of of delegating that full responsibility is freeing me up to do other things, to that impact my business in a positive way. Sounds like it goes both ways too. Aaron would need to communicate with your Wolfe. On the personal lines. Yeah. So it's funny. I got my wife and I were sitting on the couch watching to Lasso.
My Wolfe, texts Aaron says, hey. Is Mike available to go for date night on Thursday? Aaron's like, yeah. Yeah. He can't. That's I I love every part about that. And if the listener is confused by that, it it changes the game. Alright. We've got a few minutes left here, and I gotta jump into your ABC format. You learned this from a cofounder of the container store, it sounds like. A a equals 3b, b equals 3 c, which means a equals 9 c. Give us give us some some download here.
Yeah. It was something that was fascinating. He was talking about the container store, and, we had lunch together. And he was explaining how talented they are. What's so interesting is if you ever have an opportunity to visit a a container store, you should do it. They sell, obviously, containers which is the most boring subject. And Walmart sells them 2 and so do other big box stores.
But the engagement of the employees is off the chart at a container store, and a Walmart Good luck finding an employee. Who's engaged? My god. That that's a double. Good luck. Wolfe, how does the container store who's selling the exact same things find such Wolfe candidate. He says, well, we hire a players. Well and I I wanna give a little asterisk. Everyone is an a player. What they did was they said, what is the talent that we're looking for?
Wolfe, we need someone that's exuberant that engage with the audience. Who are the type of people that may be excited about engaging with an audience? Actors, he said. So what we do is we reach out to people that are working off Broadway or whatever aspiring to be actors and say, listen. You can demonstrate your skills and play different characters here that are engaging who wants to socialize? Cause that's a big part of the container store, that social report, people who are retired.
You wanna reenter the workforce and socialize. I said, this is the opportunity. What they made clear was that the job was a, source or a means to achieve an end. To be a great actor to resocialize with the community or whatever. And these people are a players as a result because they can see a clear ending. What was also fascinating was Kip shared the the cost. He said, you know, I play it with my employees. This is back in the day, $15 an hour where Walmart may be paying $10 an hour.
So it's a substantial difference, 50% more. And I said, how how can you afford that? Because 15 versus 10, it's the it's when really half more of the cost. He says, well, Walmart needs to hire 3 b players because people who are not engaged who don't care who see the job as just a source of income, don't care so much. It takes 3 of them to perform at one level where someone sees this as part of their identity.
So three times 10 is 30 where he's paying 15 an hour, he's like, I'm winning financially. I do wanna share, and this is a big asterisk and it's important. Everyone isn't a player. And that may sound bizarre, but everyone has a player potential in them if they're matched up with the right role and it speaks their identity. I am not saying that our businesses has a role for everybody. That's not the case. I'm saying that everyone is an player.
And if we meet someone who's not a fit or we can't serve them to serve their identity through our organization, as a leader of our small company, We simply give them direction and say, hey. You need to head somewhere else so you can really express yourself fully. You also said that a players are made by a leaders.
Yes. So there there's a great book on this called Turn the Ship around by captain David Marquette and, what's fascinating is here's the lowest performing ship as a submarine in the navy. The lowest of 100100 of of ships and all that it was changed one person, the leader, and within a year became the number one performing ship in the entire navy. Now Everyone else was considered c players and b players on the ship and also they became a players.
But what happened was the leader simply started to embrace them. They took almost called psychological ownership. They started to express themselves. They saw that this was a pathway to achieve their greater accomplishments they wanna achieve in their life. They saw the job as part of their identity, not as a job that they must do. And, well, it speaks for itself. You're spot on, there's lots of examples there of how someone can be switched out, like, a team.
In fact, you had go go into more detail in the book as far as just two teams. One was winning. One was the absolute bottom and then literally just switches the the leadership. Oh, yeah. That that was an extreme ownership. Yep. I love that book. It's a must read. And was interesting. I was the Navy SEALs. It just happens these both are in the military, but I've seen it in all different forms of business. And it was literally they were they were taking boats.
They raced down to the on the be across the beach to the oceanfront. They go around a billion back, and this one team was dominating. They and there was one team that's consistently losing and they switched the leaders. And the team's not right away, but within 2 or 3 cycles, the team that was the worst team became the best team. What they found is that when there's a leader, they bring about a swing state. There's a brand new movie out there called the boys in the boat.
It's about the swing state how do you get the collective psychology where there's collective ownership over an outcome? They call it collective psychological ownership, and where you would when a leader achieves that the team as a whole is more than the sum of its parts. Yeah. Love that. As some parting thoughts here, you describe a joy formula or a success kind of formula that's attached to Joy. Give us give us what the formula is and how did how can we?
Cause Joy sounds flowery or, like, maybe something Hey, guys. I see that. You know? But we all talk about it. We talk about joint fulfillment. The story came from the most, like, non flowery dude. I know his name is Patty Cohen, and I was talking with Patty. It was bad circumstances, a mutual friend of ours, spouse passed away, and Patty gave me a ride back to the airport.
He runs, about a $50,000,000 company, you know, wildly successful restoring basements and making them into fam caves and man caves and so forth. And, what he said was one day he went to his team and said, we want to achieve $55,000,000 in revenue. Good job last year. I want to achieve $55,000,000. His sales managers the person responsible for sales came up and said, Patty, it's always good. We did a good job, and now we have to do better. What if we just cared about how happy people are?
And it hit Patty like a ton of ton of bricks, every one of us has an individual version of ourselves or vision, I should say, for ourselves Chaz we wanna achieve. That gives us joy. The goal the leader, Pat, explained, is to find what people wanna achieve individually and make sure that their work is an expression and opportunity to achieve that individual goal.
If someone wants to buy a house or someone wants to learn play guitar or learn a new language, whatever it may be, We assert that we get joy out of moving toward goals we wanna accomplish. And when it happens, reciprocity kicks in and we wanna be of greater service to the company, because the company's helping us achieve achieve our own joy. Yeah. Yeah. You you say that, basically, it's an experience of success and well-being together.
You also throw in there a little caveat of of, like, a multiplication times purpose. So you kinda wrap that all end up in your answer there. It was like purpose, well-being, basically, is what they want, and we're helping them go after it. Wanna add anything on the purpose side? Yeah. Yeah. That's the real formula. But with the point I wanna add is reciprocity, kind of the equal sign.
The more we contribute to the happiness and joy of our colleagues, the more we want to give joy and happiness to our leader, I remember my own business setting a goal for our company, but when I set the understanding I had that when I focused on the individual accomplishments of my team and not in their job, but in their job serving their lives, like, where they wanna achieve their lives, they started to focus more on the goal that I've set as leader for the organization.
So reciprocity is what brings that amazing progress for a business when you care for your colleagues. You're an incredible mind. Book is a I mean, I just just downloading. I'm gonna have to probably read it 2 or 3 times, but tell us, where can we find that book? Where can we find you? Because you offer all kinds of services and coaching and all opportunities for entrepreneurship to connect with you. What what's that look like? Yeah. Wherever you buy books, if you like Amazon, great.
I love where you get there, but your local bookstore has it too. Support them if that's what you feel called to do. I'd love that. If you wanna learn more about me, you can go to mikemotorbike.com The reason I use that nickname, no one can pronounce Michalo. It's it's a doozy. But at mikemotorbike.com, you'll get all in. It's there. You can get free chapter downloads. All my other books are there. I just write for the Wall Street Journal.
You can get all that those articles I wrote from them for free, all at Mike Motorbike dot com. It's been an incredible time here with you today. You have been nothing but a blessing. So, Mike, thank you for being here, on the King stage, and we will be talking to you soon. Chaz, thank you so much. Thank you for listening to Gathering the Kings today. I hope that you were able to pull out a few nuggets to go applying to 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 to over 2 or 300 other very successful 7, 8, and 9 figure business owners is Chaz 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 kings.com. I 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.