1054. Q&AF: Starting From Scratch, Leadership Communication & Team Building Tactics

On today's episode, Andy answers your questions on what steps to take in the first 90 days to build something from nothing, how to lead without micromanaging while maintaining high standards, and whether to prioritize the mission or the people when building a team.

• 0:02Speaker 00

  Went from sleeping on the floor, now my jewelry box froze. Fuck a boat, fuck a stove, counted millions in the coke. Bad bitch, booty swole, got her on bankroll. Can't fold, just a no, headshot, case closed.

• 0:16Speaker 01

  What is up guys, it's Andy Frisella and this is the show for the realist. Say goodbye to the lies, the fakeness and delusions of modern society and welcome to another week of progress and tomfoolery. Today we have Q and A F, that's where you submit the questions and we give you answers. DJ, how can they submit their questions?

• 0:39Speaker 02

  Yeah guys, you can email your questions in to [email protected]. You can also click the links in the description below and submit your questions, either video form, or just another write-in, or just drop them in the comment section of the Q and A F videos on YouTube.

• 0:54Speaker 01

  If you're a new listener, we have shows within the show. Tomorrow you're gonna hear C T I, that stands for Cruise the Internet. That's where we put topics on the screen, we talk about what's going on in the world. We do a lot of speculation and tell a lot of jokes that are very funny and you better laugh.

• 1:10Speaker 01

  Then we have, what?

• 1:14Speaker 02

  The threat?

• 1:15Speaker 01

  I'm just saying, if you're tuned in, you might as well laugh. Laugh at our jokes, makes us feel good.

• 1:24Speaker 01

  Occasionally, we're gonna have real talk, that's five twenty minutes and we're giving you some real talk. And then we have what's called seventy-five hard verses. And seventy-five hard verses where we bring people on the show, we talk about what's going on, how they transform their life using the seventy-five hard program. If you're unfamiliar with seventy-five hard, it's the initial phase of the Live Hard program, which is the world's most famous mental transformation program in history and it is free. You can get that at episode two zero eight on the audio feed.

• 1:53Speaker 01

  There's also a book called The Book on Mental Toughness. It is not free, but it's a tremendous book, if I don't say so myself. You get that at andyfrisella.com. It talks about the entire Live Hard program, plus a whole bunch of chapters on mental toughness, how to cultivate it and use it to be the best version of yourself. Now, we do have this thing on the show that is a little bit different, okay? Instead of running ads, we are the biggest show in the world that doesn't run ads. We just ask that you help us grow the show, man.

• 2:23Speaker 01

  The show makes you think, it makes you laugh, it gives you new perspective, something you think is worth hearing. Do us a favor and share that out, it's the only way we grow, so don't be a hoe.

• 2:30Speaker 02

  Share the show.

• 2:31Speaker 01

  Alright, what's up dude?

• 2:32Speaker 02

  What's going on brother? Question, they were making a movie of your life. What actor's playing, playing Andy?

• 2:45Speaker 01

  Man, I don't know. You tell me.

• 2:48Speaker 02

  I don't know, Batista, he'd probably be pretty decent.

• 2:52Speaker 01

  Come on dude.

• 2:53Speaker 02

  Wait.

• 2:55Speaker 01

  You're gonna do me like that?

• 2:56Speaker 02

  But what's wrong with Batista?

• 2:59Speaker 02

  He's a great actor.

• 3:01Speaker 01

  No.

• 3:01Speaker 02

  No?

• 3:02Speaker 01

  Not, not a fan. I would say, I would say, yeah, it'd be me. There's only one of me.

• 3:09Speaker 02

  Yeah.

• 3:09Speaker 01

  You know?

• 3:10Speaker 02

  They can just like CGI you, if like the younger days.

• 3:13Speaker 01

  What are you talking about?

• 3:15Speaker 02

  Okay.

• 3:16Speaker 01

  Still young bitch.

• 3:16Speaker 02

  I feel like this went, this was, first of all, this was Dot's idea.

• 3:19Speaker 01

  Yeah.

• 3:20Speaker 02

  And I feel like this went south real quick.

• 3:22Speaker 01

  I'll tell you who I think would be cool. I think if I were to choose, it would be Tom Hardy.

• 3:31Speaker 02

  Okay, oh, that's good.

• 3:32Speaker 01

  Or Christian Bale.

• 3:35Speaker 02

  I like those.

• 3:36Speaker 01

  I like Christian Bale.

• 3:37Speaker 02

  I like those.

• 3:37Speaker 03

  He can definitely do it.

• 3:38Speaker 01

  Yeah, he's awesome. Alright, so that's that.

• 3:41Speaker 02

  I like it, no, that's sick.

• 3:43Speaker 01

  Huh? Terry Crews, yeah. Terry Crews do me right now. I'm pretty tanned.

• 3:49Speaker 02

  Yeah, alright, I like it. I like it, yeah, those are solid options, I don't know.

• 3:54Speaker 01

  What about you?

• 3:55Speaker 02

  Samuel L. Jackson.

• 3:56Speaker 01

  Yeah, oh yeah?

• 3:57Speaker 02

  For sure, for sure.

• 3:58Speaker 01

  I think Samuel L. Jackson could do me. It could be one of them like Netflix movies.

• 4:02Speaker 02

  For sure, that's what I'm saying, yeah, switch it up.

• 4:04Speaker 01

  Yeah.

• 4:05Speaker 02

  Samuel L. or Denzel, Denzel. Yeah, I'd be fine with Denzel.

• 4:09Speaker 01

  Yeah, you're, you're Ice Cube, bro.

• 4:12Speaker 02

  I could see that too, that's fine.

• 4:14Speaker 01

  O'Shea's a good actor though.

• 4:16Speaker 02

  Yeah, that's, that's fine.

• 4:16Speaker 01

  O'Shea's good, yeah.

• 4:17Speaker 02

  That's not a hit, Joe.

• 4:18Speaker 01

  No.

• 4:19Speaker 02

  I feel like he was trying to throw a shot.

• 4:20Speaker 01

  I think he's, I think he's underrated.

• 4:21Speaker 02

  I agree.

• 4:22Speaker 01

  Yeah.

• 4:22Speaker 02

  I agree, I thought he was phenomenal in Den of Thieves.

• 4:25Speaker 01

  Yeah.

• 4:26Speaker 02

  Den of Thieves two, I mean, he's a great actor. I don't know what other movies he's, I think that was it.

• 4:30Speaker 01

  Not enough.

• 4:31Speaker 02

  But yeah, not enough, that's right, yeah. We'll plug O'Shea. Yeah man, guys, it is Q and A F, which means it's time to make some people better.

• 4:39Speaker 01

  Alright.

• 4:40Speaker 02

  Again, we got a little mix here of some write-ins and some video suggestions, some video submissions.

• 4:48Speaker 02

  Let's get into it, man. Knock out this first one. Nice and easy, nice and quick, check this out.

• 4:55Speaker 04

  You keep it quick. If you had to build something from nothing, starting today, with no money, no connections, no audience, what would your first ninety days look like?

• 5:10Speaker 01

  Well, clearly, you have to decide what it is that you're gonna build, okay? I don't think that putting something on a timeframe like ninety days is a realistic expectation, right? Like, very simply, you have to come up with a couple of key elements, alright? What is it that I know about? What is it that the market demands and how can I create a product about that?

• 5:36Speaker 01

  That I can then scale to the level of whatever that level is that you want it to scale to? Because not every business has the market capacity to go to, you know, twenty, thirty, a hundred billion dollars, right?

• 5:50Speaker 01

  So, you know, you have to ask yourself, what are you interested in, what do you know, alright? And if you're passionate about it and you like it, it's better because it's something that you're interested in, which means you're gonna have more knowledge and it also means that during this time where you're not making any money, you're still going to enjoy doing the work.

• 6:15Speaker 02

  Yeah.

• 6:16Speaker 01

  Alright, so.

• 6:17Speaker 02

  The fumes of passion.

• 6:18Speaker 01

  Yeah, pretty much dude, a lot of people say, well, passion doesn't matter. No, it doesn't matter once you get established.

• 6:24Speaker 02

  Yeah.

• 6:25Speaker 01

  But it does matter in the beginning phases when no money's coming in, everything seems pretty dark, it's really, really hard. You have to still be interested in what it is that you're selling, because that enthusiasm around what you're selling is what's gonna get you your first few customers.

• 6:44Speaker 01

  You know, obviously, coming up with the idea for a product. Nowadays, we have, you know, a situation where we could create a landing page, with digital, you know, a digital landing page, run ads for very inexpensive and test if there's a market for the product before we ever create the product. So you didn't used to be able to do that. What you used to do is you had to make a product and then do the whole thing and then see if it works. Now we have the ability to develop a concept, create a page, put the page out in public and then see if there's a demand for it. Which I, that's the kind of testing that I would do over that ninety days.

• 7:23Speaker 01

  So that first ninety days would be the concept, the idea, the development of, you know, what the business looks like at scale, not just what it looks like today. A lot of people in the beginning, they focus on what they lack in income right now, like I'm trying to make an extra two thousand dollars a month or three thousand dollars a month. And that's important, okay? But the bigger thing that you really need to think about is where does it go in five years? Where does it go in ten years? And so I would spend the first ninety days, working whatever job that it is that I work, okay, to pay the bills. And I would do all of those things over the ninety days.

• 8:05Speaker 01

  I would create an idea, I would create a concept, I'd create a brand, I would test it and then validate if there's a demand and then, you know, we would move on from that point in time.

• 8:16Speaker 02

  Let me ask you this, because I feel like a lot of people are like, oh, you know, knowing what you know now, right? Like, but even that aside, is it easier now in today's world to start a business and get one going than it was in ninety-nine?

• 8:29Speaker 01

  It's never been easier. It's never been easier, okay? Like I said a minute ago, you know, in nineteen ninety-nine, for me to start a nutritional supplement vitamin store, I'm taking a big risk, okay? So I'm looking at other companies and saying, okay, well, GNC does this, Vitamin Shoppe does this, I could do this. But I don't really know for sure how much interest there is in that. I'm counting on me being able to take market share from them, which when you're a very small startup, that's unlikely because of the resource difference that you're gonna have. So, and nowadays, you know, you have the ability as an individual, especially with A I,

• 9:14Speaker 01

  to do work that would take a year to get done and you could do that in a week. So, I mean, nowadays is much, much, much easier. It's so much easier that like people don't even understand how good they have it.

• 9:29Speaker 02

  Yeah.

• 9:29Speaker 01

  Right? Like it's, it's, it's a, it's a, an embarrassment of riches in terms of the opportunity.

• 9:36Speaker 02

  Yeah.

• 9:36Speaker 01

  And.

• 9:37Speaker 02

  But what's the catch? You know what I'm saying? Like, like, what, like it's easier to start one, but what's the difference? What makes it harder, I guess, now?

• 9:44Speaker 01

  Well, breaking free from that first initial, you know, small digital company that's selling widgets or whatever it is and then scaling that out into a real brand.

• 9:53Speaker 02

  Yeah.

• 9:54Speaker 01

  You know, we have a lot of quote-unquote experts online that will tell you how to create, you know, a page with, you know, a headline or a hook and how to convert it and all these things, but what they don't tell you is how to convert that into an actual company with enterprise value backend, which that's how people get wealthy, dude. People don't get wealthy, very few people get wealthy from cash flow. Most people get wealthy from creating an asset that they can sell later on. And that's why the conversation needs to move, especially in the concept phase of, okay, am I making an extra five thousand dollars a month or ten thousand dollars a month? And what's that look like in five years? Is it, is it, is it a real company that can be built and possibly exited to somebody else?

• 10:37Speaker 01

  Uh, can it really disrupt an industry? Uh, because dude, the game of business now, unfortunately and fortunately, unfortunately because most of the big, the biggest companies in the world are gobbling up all the smallest companies with potential and then they buy them and then they scale them. That makes it easier for people to get wealthy on the backside of their business, but the, the, the flip side of that is like the same people own all the companies, right? Which nobody likes. So.

• 11:08Speaker 01

  To answer your question, I mean dude, it's infinitely easier now than it ever has been. And you know, to say, what would my first 90 days look like? You know, what I just described, you could figure out, you could literally do that in a week. So, um, you know, I would compress down that concept that I just explained for 90 days. And I think you could do that in a week or two. And then make a decision about what it is you want to do from there.

• 11:34Speaker 02

  Yeah. Hell yeah, man. Nice and easy to uh, nice, easy to get going. Let's uh, let's hit our next one. Another video submission. Check this one out.

• 11:44Speaker 05

  Hey Andy, I co-own a plumbing company with my husband. It's scaling fast. We went from 1.6 million in 23 to 3 million in 24, to 5 million in 25, and this year, um, our targets are ranging between 8 and 10 million.

• 11:59Speaker 01

  That's awesome.

• 11:59Speaker 05

  Um, within the last year, we've built out a leadership team. My natural communication style is direct and I tend to spot issues early. But now it's more often being perceived as micromanaging and I'm ruffling feathers. How do I adapt my leadership communication so that I'm more empowering my team? And allowing them to own their own roles, but at the same time without lowering my standards for excellence or letting mistakes become critical. I tend to be blunt and direct and pair that with the uh, issues of finding or pair that with uh, finding issues before anyone else. Um, I'm frustrating my team.

• 12:41Speaker 05

  Um, I'm really struggling to make that switch and evolve my leadership with the growth of the company. And I just really wanted to know, what did you do to help with this transition in your first company as you were growing?

• 12:53Speaker 01

  This is a fucking great question. Great question. Um, first of all, there's nothing wrong with ruffling feathers. Okay, so we have to remove that as a concern. Especially in the critical early days of a business which you are in. There's gonna be times where you have to make a call because no one else is catching up to speed. And you're gonna say, hey, we're fucking doing this. Okay, and yeah, there's gonna be people who don't like that. It doesn't matter. We're not here to appease everybody's information, you know, their fucking feelings. Alright, this isn't therapy. So there's nothing wrong with being direct. But the problem, if you're always direct, is that you actually handicap your team from

• 13:35Speaker 01

  developing on their own, which is what you're wanting them to do, right? You want your team to operate autonomously, to see things before they're happening, to address things before they come, become problems. And when you're overly direct and you answer all the problems, you're actually stunting their ability to learn and develop, which creates this cycle where a lot of entrepreneurs get in, right? They get into this cycle where things are scaling and then they, they get so much on them that they can't fucking scale anymore. Okay? It becomes overwhelming. And to compete at a level where you guys are at like $10 million, that's a significant business. Alright?

• 14:18Speaker 01

  You need the brain power and development of your team. You need that autonomous thinking and action to happen without you having to micromanage, so to speak. And the reason that people don't like micromanaging is basically one of two reasons. Either one, they're being held accountable to actually do work, which

• 14:36Speaker 02

  When they're not doing it.

• 14:37Speaker 01

  Correct. You don't want those people. Okay, or two, and this is most people, they want to contribute, but they're not allowed to contribute. More people leave a great company because they feel underutilized than because they feel micromanaged. So, let's, let's, um, let's think about micromanagement not as like what most people think, where they think like the boss is just hovering over, saying do this, do this, do this. But let's think of it as like,

• 15:09Speaker 01

  we're, we're taking away their satisfaction that they would give from contributing. Okay? And that's, I could tell you from experience, that's the 80, right? It's always 80, 20. There's 20 that are lazy and don't want to do the work, 20%. There's 80% that want to contribute, that you're not allowing to contribute because of the way that you're leading. So in the beginning, that leadership style of directness, and we gotta do this, and we gotta do this right now because there's urgency, because the business is in a more vulnerable state. Okay, it's easier for that business to fail or have a couple of things that could happen and really hurt them. So, to evolve from where you are to where you want to go,

• 15:51Speaker 01

  you have to shift your intent to go from, okay, yes, my job is to make sure that we don't wreck the company. Alright? But also, my job is to develop these people. Alright? And that's a, that's a fine line that you have to balance because sometimes when you start to try to develop your people, you back off so much that they make big mistakes and it ends up hurting you.

• 16:19Speaker 02

  Yeah.

• 16:19Speaker 01

  So you've got, it's kinda like you gotta give them enough rope to where they can develop, but then watch them real close to make sure that they don't fuck anything up majorly. How this looks like in tactical application is more uh, questions being asked than direct orders being given. Okay? So, I have this thing that I say all the time, and it's very simple. It's what do you think? Okay? When someone comes to me off, with an idea or a concern or a problem, the automatic response I have is what do you think? Okay, and then they're gonna say, well, I think this and this and this. And this is important

• 17:01Speaker 01

  because not only does it teach them how to think, but it teaches them that you value their thoughts. Okay, and if you value your thoughts, it gives them more confidence to take action. Alright, right now they're gunshot. They don't want to make a mistake. They don't want to piss off the boss. Alright? You have to empower them, that's your words, empower them to have enough confidence to be able to act on things that they know need to be resolved or actions that need to be taken. And that really comes through the development process. So like when someone comes in and I say, what do you think? That, you know, sometimes they'll have the right answer. And I'm like, that's exactly right.

• 17:42Speaker 01

  Go do it. Okay, now they know the next time that same thing happens, they already know, so they don't come to you. Alright? Now you're building an autonomous acting member of your team.

• 17:55Speaker 01

  If they give the wrong answer, okay, I don't automatically go, well, that's fucking stupid. Or that's wrong. Now, when I was a terrible leader, fucking 15 years ago, that is what I did. And that made it worse because now those people don't want to say shit because I made them feel stupid. Alright, so

• 18:13Speaker 02

  Hard to come from that.

• 18:14Speaker 01

  Correct, correct. So, you have to understand that even when they're wrong, this is a learning opportunity. It's a learning exercise. It's a development exercise. So they give the wrong answer and I'll say, okay, well, have you thought about this? Okay, like I know the answer, right? Have you thought about this? Blah, blah, blah, blah, blah. No, I didn't think about that. Well, have you thought about this? No, I didn't think about that. Well, what do you think knowing those things?

• 18:42Speaker 02

  Right.

• 18:42Speaker 01

  Right? And you sort of guide them into them coming up with the answer. Cause eventually you're gonna ask them questions and they're gonna say, well, you know, probably this and probably that. And whenever they come to the answer, you let them own that win. Okay, you don't take that win from them and be like, you know, oh yeah, see, I helped you. No, look dude, you, you knew the answer the whole time. You see what I'm saying? So you build their confidence to go do that thing. Though that simple switch will take your team from a team that is completely dependent on you, the founder, CEO, the owner,

• 19:23Speaker 01

  to a team that operates autonomously. And when, when you earn the trust of your team that you have the right intent for their development, they, there's like a magical thing that happens and they start to take ownership of the company. Okay, and they start to like, really care about doing the right things that are gonna help the company win. Which is what we want anyway. Okay, so this is a very simple perspective switch. You're not doing anything wrong because that part of leadership in the beginning is definitely required to get shit moving. But now we're moving into a different where you're gonna go from 10 to 20 and 20 to 40. Alright? That's gonna require other people being great.

• 20:05Speaker 01

  And so you have to be willing to just take a little bit of extra time to help build their confidence by asking questions instead of dictating orders.

• 20:15Speaker 02

  Yeah. Yeah, I've, I've heard you describe this as like, you know, uh, like how uh, if you're on the battlefield, you know what I'm saying? Like, hey, you know, motherfucker, you gotta get over here or whatever. You know, it sounds direct, but like

• 20:25Speaker 01

  There will be times. There will be times, no matter if you're running a 10, 20, 200, 500 million dollar company, where you have to walk over to your team and say, hey, we need to fucking do this right now.

• 20:38Speaker 02

  Yeah.

• 20:38Speaker 01

  Okay, and I don't want to hear any fuck, we're doing this. Do that. There's gonna be times. But those things do not frustrate the team if 95% of the time, you're allowing them to just do their thing. Right? Then they've earned the trust. They say, well, fuck, that must be important. Let me do that.

• 20:55Speaker 02

  Yeah.

• 20:56Speaker 01

  And then, the important thing is to follow that up. Okay, look, the reason I came in and I was this way is because we need to do this, this, and this, right now. That has to happen. And they're gonna get it, you know?

• 21:08Speaker 02

  The analogy you've always used, uh, when you talked about this, this, this uh, situation is like, you know, you got the, the fucking ship. You're in the crow's nest watching out for the, the icebergs and shit, right? When, when it comes to allowing mistakes, uh, you've called them investments, right? Is that dependent on how much time I guess you got from hitting that, that iceberg? You know what I'm saying? Like if you can course correct it, will you allow that mistake to even?

• 21:34Speaker 01

  90%, 98% of the time, you, you're, it's not life or death. Okay? So, it might feel like it because we're urgent and we want to win.

• 21:45Speaker 02

  Right.

• 21:45Speaker 01

  But it's just not. And when you get so wrapped up in the urgency that you think that everything's an emergency, then you cannot develop the team to actually know what the fuck to do. Which creates a situation, like I said before, where it becomes impossible to scale because you don't have an actual team that contributes. You just have a bunch of people to do what you tell them. And those are two different things. Okay? And when you have a team where it's just a bunch of people to do what you tell them, you're gonna have high turnover because those people have ideas, they're talented, they're skilled at what they do, and they want to contribute. Okay, and if you don't allow them to contribute, they're gonna get frustrated and they're gonna leave. So, you gotta find that sweet spot of making sure that, you know, and by the way,

• 22:30Speaker 01

  they're gonna make mistakes. And when they make mistakes, you're gonna handle it the same way.

• 22:35Speaker 01

  Hey, come here for a second. Why'd you do this? Well, blah, blah, blah.

• 22:43Speaker 01

  Knowing what you know now, would you have done that?

• 22:45Speaker 02

  Yeah.

• 22:46Speaker 01

  Well, no. What would you have done differently? I would have done this. Okay, well, are you gonna do that next time? Yes. And there's, that's, that's the, that's the development.

• 22:57Speaker 02

  It's simple, yeah.

• 22:57Speaker 01

  It's very simple.

• 22:58Speaker 02

  Yeah, yeah.

• 22:59Speaker 01

  It's very simple. It's, it's, it's shifting your, it's shifting from directing to asking questions. That very simple switch helps them, because dude, nobody, people believe their own solutions and their own ideas more than someone who, else who has the idea, right? So the key is to guide them to where the answer comes from within them. You see?

• 23:26Speaker 02

  Yeah, bro, that's powerful shit right there, man. I love it. I love it, man. We gotta, we gotta write in, dude. Let's, uh,

• 23:31Speaker 01

  Yeah.

• 23:32Speaker 02

  Let's get a write-in question. Uh, Andy.

• 23:36Speaker 02

  I'm making more money than I ever thought I would, but for the first time in my life, I don't have a clear target. When I was broke, every extra dollar mattered, every promotion mattered. Now I can pay my bills, I can invest, I can live comfortably, uh, and I feel strangely aimless. How do you keep ambition alive after you've already accomplished the goals you thought, uh, would make you happy?

• 24:00Speaker 01

  Well, you've gotta be realistic. Okay? Um, you haven't done shit. Okay, you're just getting by. You're comfortable. You're not killing it. Okay, so those are two different things. And the, there's a saying, you know, the enemy of great is good. And the reason that is, is because when comfort infests itself into you, you can't become great because you don't have the ambition, you don't have the drive, you don't have the, the will that you had before. And the key to overcoming this is to continuously set bigger goals and bigger goals and bigger goals. Now that comes with a caveat. Okay?

• 24:41Speaker 01

  Most people do not ever define what the win actually is. Like, what is the win? Okay, and because they don't define what the win is, they never feel like they've actually won. All right, and they get caught up in the game for the sake of the game. Now, there are people like me, like I fucking love the game. Okay, like, I get this all the time. People are like, well, how, why do you work so hard after all these years? Because dude, I'm a different, I'm, I'm different. That's what, I love the game. I love the game. I don't know, like, you might like to go play golf. I love the game.

• 25:18Speaker 02

  That's right.

• 25:19Speaker 01

  Okay?

• 25:19Speaker 02

  I'm not fucked up.

• 25:20Speaker 01

  I don't know, yeah, but see, because most people don't, they have a hard time understanding that. Right? Like the day, like when I go home on the weekend and everybody's out of here and we're not fucking working, like dude, I hate it. It's my hardest time. The, the weekends for most people are the favorite time, the weekends for me are the least favorite time. Because I'm wired for the game. I love the game. I actually love it. And I know that's hard for people to understand. There's people like that. Okay? Most people are not like that. And what happens to most people is, they fail to define what the win is, and then they mindlessly go down the path and they never feel like they're getting anywhere. Okay, so the key is, what is the win?

• 26:04Speaker 01

  Okay, the win is not for you to be comfortable, oh, you know, I'm paying my bills, I got more money than I, than anybody in my family. So what? You're still fucking broke.

• 26:16Speaker 02

  Right.

• 26:16Speaker 01

  Okay, like, that's not the win. All right, and what's that, what, if you stay where you are right now, where are you gonna be in five years? Where are you gonna be in 10 years? Where are you gonna be in 30 years? You think that, do you not understand that life is long? You're gonna need a lot more fucking money than you think you need. Okay? When you combine with the time of life being long, and then the fact that we have tyrants literally devaluing our money at light speed, you, you need to understand that whatever you think your financial goal is, you should like 100x that. And then work towards that. Okay? But when we think about like, how do we get that fire back, or how do we get that? That's very simple. You set another goal.

• 27:00Speaker 01

  You set another place, but to, to do that and actually believe it, you have to acknowledge that you're really not anywhere yet. Okay, so like, people like to say, well, I don't like to compare myself to anybody. Well, you should.

• 27:12Speaker 02

  You have to.

• 27:13Speaker 01

  You fucking should.

• 27:13Speaker 02

  Yeah.

• 27:14Speaker 01

  Okay? Um, so,

• 27:20Speaker 01

  admit to yourself that you're not really where you wanna be. You're just in a middle phase where it's not as painful as it was. And if you refuse to continue to go, it's gonna get painful again. Okay, by default. And then decide where it is you really wanna go, and don't just settle for what you have and go after it. And that ambition and fire and drive will come back. Okay? Champion mentality people, set a new goal before the old goal's even reached. That is a big difference between people who get somewhere and then lose it, and people who continuously win over the course of their life. People who get somewhere and then it fades out, they do exactly what this person's doing.

• 28:01Speaker 01

  They get to a point, they say, oh, I got it made, when they don't got it made, and then they stop working, then they get out of the habits, they, they get out of the lifestyle, they start to get really comfortable, they get fat, they get lazy, and then by the time they realize they gotta get going, they're so far out of the game, they've lost all the momentum, it's like starting over. So, um, you know, I think it's about being honest with yourself, dude. Like, real talk. I mean, I've seen a lot of people, I've seen a lot of people ruin their lives because they got to a point where they were better off than maybe like their parents or anybody they know in their family, and they stop. I've seen more people ruin their lives that way than people who just don't even try.

• 28:47Speaker 01

  Because dude, what's worse than kind of staying where you are your whole life is getting better and then losing it. You know what I'm saying?

• 28:53Speaker 02

  That fucking sucks.

• 28:54Speaker 01

  Yeah.

• 28:54Speaker 02

  Yeah, I feel like the flip side, cause it's funny, cause how you picked up on the language that he was using, like, you know, you're not, he didn't describe himself as killing it, right?

• 29:01Speaker 01

  You're not killing it.

• 29:02Speaker 02

  But-

• 29:02Speaker 01

  Who the fuck are you? I don't know your name.

• 29:04Speaker 02

  That's right, that's right.

• 29:06Speaker 01

  What'd he say? I make more money than what?

• 29:08Speaker 02

  Uh, than he ever had. Yeah, he made-

• 29:10Speaker 01

  Yeah, so what?

• 29:10Speaker 02

  Yeah, cool.

• 29:11Speaker 01

  Yeah.

• 29:12Speaker 02

  Right.

• 29:12Speaker 01

  You know what would've happened to me if I would've quit when I started making more money? I never, like, my first year I made real money, quote-unquote, real money, I made 180 grand. You know where I would be if I would've quit then?

• 29:23Speaker 02

  Fucking killing it, dawg.

• 29:24Speaker 01

  Yeah.

• 29:24Speaker 02

  That's right. That's right. Well, I mean, but I think there's links to what you're, what you're speaking on, and the fact that like, you focus on the scoreboard, not the trophies, not what happened in the past goals that you've-

• 29:33Speaker 01

  What, listen dude.

• 29:34Speaker 02

  You know what I'm saying?

• 29:35Speaker 01

  That's a huge deal. Okay? It does not matter. Your past victories do not matter. More people ruin their lives because they've done one or two things, and then they put their value and their identity in those one or two wins, and then time keeps going, and they don't keep going. And it passes them by. It does not matter what you did yesterday, it does not matter what you did last year, it does not matter that you were the biggest deal ever five years ago or 10 years ago. What matters is, is what are you doing today? And if we're being honest, here's the reality.

• 30:19Speaker 01

  The life that you are living right now, and I'm talking to this dude, is built on the ambition and the hunger of that dude five years ago. Right now, you are not that dude five years ago. You aren't even close. You're not even behaving, you're not taking any of the actions, you're not going hard, you're sitting with your feet up, disrespecting the effort of the old you.

• 30:43Speaker 01

  And you have to realize that if you continue where you are right now, that that next 1,000 days, you're gonna fucking lose everything you got. Okay? Our lives that we live in today are the product of a past version of ourselves and the actions that that person took. We are living in a material reality that was created by the version of you that was three, four, five years ago. Okay, if you're fat, you don't have to accept that you're fat. The reason you're fat is because that weak motherfucker that you used to be is what's created that outcome.

• 31:24Speaker 01

  And whatever you're taking actions today on is going to produce another result two, three years from now. What's that result gonna be based upon the actions that you took today? And if we're being honest, your result is gonna be fucking losing.

• 31:40Speaker 03

  Do you also think that the problem lies with most people not being able to handle two sides perfectly? One of the sides is, oh, look how far I have come, and another side is, how far I have to go, and most people kinda are weighing more on one side? Do you think that's also the problem?

• 31:59Speaker 01

  Yeah, that's an awareness problem. You know, like, and there's pros and cons to both. Like, I, I err on the other side of this. Okay, and you know this, cause you're one of the ones that reminds me of this. And you can vouch for this. Remember that meeting we had three weeks ago? Where I came in and I'm like, bro, I feel like a fucking failure. Okay, and you're like, dude, what are you talking about? You did this, you did that, you did this. So I never remember the shit that I've done. And that's not bullshit I'm saying on the podcast. Is that true?

• 32:29Speaker 02

  It's almost to a fault.

• 32:31Speaker 01

  It is to a fault, because it makes me very unhappy. Okay? Because I never acknowledge anything that I've done. I only care about what I did today and what I'm doing moving forward. And so that creates this feeling of I never accomplished anything. And people have a hard time when I say that. They think I'm full of shit, because they're like, holy shit dude, what? Well, yeah, when I stop and I think about it, yeah, I've done a couple things. But I don't base my identity in that. I base my identity in what I'm doing moving forward. Okay? So I err more towards that way. Most people err more towards the other way.

• 33:10Speaker 01

  Where it's like, okay, I won the high school football game, I was the valedictorian in my class, and they think that these, I built a business that did this, or I did that. And they build their identity in that, which creates a scenario of stagnant stagnation, where they're not improving to become the next version of themselves. And to answer your question, I think you need like 80 20. Okay, I'm a hundred percent forward. I really am. Okay, and I'm gonna, I'm being real with you guys. It's not healthy. Okay, I'm a hundred percent forward.

• 33:47Speaker 02

  You're gonna have all the people, see, they fucking healthy.

• 33:49Speaker 01

  Yeah, but, but here's the thing. It keeps me young.

• 33:52Speaker 02

  Yeah.

• 33:52Speaker 01

  Okay, I'm the young. Yeah, dude, for real. Like, so there's benefits to it.

• 33:57Speaker 02

  There's pros to it.

• 33:58Speaker 01

  But, but when I'm frustrated and when I'm, when I'm in a bad, getting a dark spot, it's always because I'm not having gratitude for where the fuck I, what I've done and where I've been. And, and I'm not seeing, I'm not seeing it in front of my face. I'm only seeing what hasn't happened yet. And so ideally, and this is something I'm trying to work on, is keep it real with you guys. I don't have it all figured out. You know, what I'm trying to work on is to bring that hundred percent to maybe a 90%. And give me 10% of like, okay, I can acknowledge that this and this and this is something that we did and was good, right? But I, I think most people are the inverse.

• 34:37Speaker 02

  Yes.

• 34:37Speaker 01

  You know, they have one or two good things, you know, like they, they got a, they had a big win or they did a big thing. And we see this a lot with pro athletes. Like athletes will come out of, we see two scenarios coming out of pro sports. Okay, it's, it's all, there's only two. There's no middle. Either they create their entire identity on what they did in the past and then they become basically a has been and they don't really do anything. And then you see them like, when they're 60 years old, signing autographs at a baseball card show and nobody's really in line, right? Or they come out and they're like Peyton Manning, who becomes an entrepreneur. He takes his focus and his drive and his competitive nature and he says,

• 35:23Speaker 01

  yeah, dude, I, I did that, but now I'm doing this. And he dedicates himself to that, that same thing that made him great over here. He's dedicating to this. And so typically out of pro sports, we're seeing two scenarios. They either lose real bad or they continue to win real big. And that comes from that balance that we're talking about. If you are looking at your life and you're consistently saying, this is what I did and I did this, or do you remember this? Or remember we did that? You're, you're out of balance. Okay, there's a time and a place to recognize those things. You might have some photographs or something. You walk by in your house, you say, oh, I remember that.

• 36:02Speaker 02

  That's cool.

• 36:03Speaker 01

  Right? But the focus has to be forward. Okay, and so I think most people need to shift that 80% looking backwards to 80% looking forward. In my scenario, I need to do the opposite.

• 36:14Speaker 02

  I love it, man.

• 36:15Speaker 01

  Yeah, I think, I think that's a very important concept. Yeah, because, you know, and this is not something I'm proud of, but like there's a lot of things that have happened in my life that were very good and very significant that I don't even remember. And like, like I have no memory of them because I'm so unfocused on the past. And that's not good. You know, like Chris and Sal and like you, and you guys have to remind me of those things because like I really don't even fucking think of them. You know what I mean? And that creates a scenario, which I think most, super high drive, you know, I'm talking about like

• 37:00Speaker 01

  the, the, the point one percent of the one percent. They get in a scenario like that where they are just so focused on moving forward that like, the past is completely fucking irrelevant. And that's not good because you, you need to have memories and you need to acknowledge, you know, the cool people and the cool things that happened and the events that came along the way. You know, that's, that's the, that's the crux, I think of, of being that kind of individual.

• 37:30Speaker 02

  Yeah.

• 37:30Speaker 03

  But as you said, there are pros to that.

• 37:32Speaker 01

  For sure.

• 37:33Speaker 03

  A lot, a lot of pros.

• 37:34Speaker 01

  For sure.

• 37:35Speaker 03

  We as a team talk to more people than you do.

• 37:38Speaker 01

  Yeah.

• 37:39Speaker 03

  And especially one of the examples was Summer Smash, when we were doing the live show.

• 37:42Speaker 01

  Yeah.

• 37:42Speaker 03

  Every single person that talked to any one of the team members was talking about how your content and your drive has helped them level up in life in ways that they didn't even know. But it came, it came from you and your drive.

• 37:56Speaker 01

  Yeah. Well, and I mean, that's the important part of having good people around you. You know, like I, like everybody in this room, I fucking would take a bullet for. You know, and I think vice versa.

• 38:05Speaker 03

  Absolutely.

• 38:06Speaker 01

  So, but yeah, man, we all got things to work on. That's what I have to work on and you guys have to work on it on a different way. This guy here asked, dude, you're, you're living in the past, bro. Get, get the fuck out of there.

• 38:17Speaker 02

  Cool trophies, dude.

• 38:18Speaker 01

  Yeah, that'll fucking ruin you.

• 38:19Speaker 02

  Yeah.

• 38:20Speaker 01

  You know what I mean? At least looking forward won't completely ruin you.

• 38:23Speaker 02

  That's right. That's right. I love it, man. Guys, remember if you want to submit these questions, guys, click the links in the description right now. You can submit these, these questions to be answered. Let's get another one in. We got an audio submission.

• 38:36Speaker 01

  All right.

• 38:36Speaker 02

  Let's check it out.

• 38:38Speaker 06

  Hey, Mr. Frisella. My question for you is on how to properly set up a team. Would you first set your mission, vision and any standards that you have? And then see who on your current team is the right fit? Or would you try to get the right people on your team and then set the direction for where you want the team to go? Small backstory is I'm transitioning out of the military here in a couple of months where we don't have complete control over who is on our team. We just motivate them and try to get them in the direction where we want to go. So in transitioning, I'm just trying to see how to properly set up a team once I'm in the corporate world.

• 39:16Speaker 01

  Okay, well, you don't want to go in the corporate world.

• 39:18Speaker 02

  Yeah, hold that.

• 39:20Speaker 01

  Yeah. What were you gonna say?

• 39:23Speaker 02

  It's like, what came first, man? The chicken or the egg?

• 39:25Speaker 01

  It's, it's, listen, I can understand why that would be confusing.

• 39:28Speaker 02

  Yeah.

• 39:28Speaker 01

  But it's really not. It's mission first always. When you have a team, like for example, okay? When I bought those six stores back in 2006, okay? We had two stores, we bought six, we closed two, we had six total at the end, right? I inherited a bunch of people that weren't my hires, okay? And I, I walked in, I said, this is what the fuck we're gonna do. And nobody believed it. In fact, there was two people that believed it. These guys were here for 20 fucking years, okay? The, the rest of the team did not buy in.

• 40:10Speaker 01

  All right, but because I had those two that bought in, when we brought new people in, those two that bought in would capture that third one. Okay, so mission first, outcome first. This is what we're gonna do. Vision casting, we're gonna do this, we're gonna do this, this is how we're gonna do it. You're gonna have a percentage of people that are gonna be pumped, okay? And then you're gonna make those people your people. Okay, you're gonna pull them in real close. You're gonna communicate with them more, you're gonna meet with them more. And then what's gonna happen is a few of the other people will see that there's like a little club forming and they want to be a part of the club. Okay, so they'll kind of adapt. Not always, but most of the time. And the rest of the people will wash out.

• 40:54Speaker 01

  And what will happen is as you start to bring in new people, you're going to intentionally put those people with the people who have bought in and keep them away from the people who are sort of bought out that are kind of bodies at that time. And over time, you're gonna continue to replace people. And then what's gonna happen is the vision is gonna become so clear and so strong and there's so much evidence that you're moving that direction, that the team is automatically bought in. Okay, so it's always mission first, it's always outcome first. And the important thing is to tie into what they are going to gain from that outcome being achieved. And it's not just pay, okay? It's not just pay. It's, it's mission.

• 41:39Speaker 01

  What are we gonna do? We're gonna do this, this is, and by the way, the bigger the mission, the more inspiration. Okay, nobody wants to work for a stonemason that says, hey, we're gonna build a three foot wall and it's gonna be a thousand miles long. Nobody wants to do that. But you take the same guys who have the same skills and you say, hey, we're gonna build the most beautiful cathedral that's ever existed. And people are gonna come from a thousand miles, they're gonna come from all over the earth to visit this because it's gonna be so beautiful. That's a much bigger mission that inspires their best work.

• 42:13Speaker 02

  It's gonna stand for a thousand years.

• 42:15Speaker 01

  Exactly. So, so to answer your question, you know, getting back away from this shit, very simply, mission first.

• 42:24Speaker 02

  How much self-reflection, I guess, goes into making sure you know what the fucking mission is before it gets communicated then?

• 42:32Speaker 01

  Well, you better know what the fucking, you better know where you're leading your team before you fucking go in and talk to them.

• 42:37Speaker 02

  Yeah. Don't even get on the boat yet.

• 42:39Speaker 01

  Yeah. Like, bro, what, what are you leading them towards?

• 42:43Speaker 02

  Yeah.

• 42:43Speaker 01

  Like, are you, are you just telling them to fucking punch numbers into a screen? That's, that's not, that's not real, dude. So yeah, what is the mission? What are we trying to accomplish? You start with the outcome, we're trying to get here. Then you build the map, the best to your ability of how we're gonna get here. Okay, back in the early days when we, when we were starting First Form, I, I had this diagram that I drew and.

• 43:10Speaker 01

  Funny enough, it's pretty much exactly what happened. But I would draw the diagram and I'd say, okay, right now we have this. But we're going to create this and it's going to create that and it's going to create this. And this is where the careers are going to be. And those of you that buy in, this is where it's going to be. And then we're going to take, we're going to go back. And we're going to take this part of the business that we're starting with and we're going to scale that out. Okay, so I draw this diagram so that everybody could see it and I explain it. And dude, to be completely honest with you, I didn't know what the fuck I was doing. It was the best I knew at the time. Okay, but we made it happen. And we made it happen because people bought in and along the way, there were little pivots that happened. Okay, well, that's not going to work the way that we drew it up for the last three years.

• 43:54Speaker 01

  So let's pivot to this way, but we'll still get to where we're going. And having a clear understanding of the outcome and a general understanding of how we're going to do it is extremely important before you ever even talk to your fucking team. You have to know that.

• 44:10Speaker 02

  Yeah, last follow up on this too.

• 44:12Speaker 01

  Like for example, like you're fuck the security company, okay? Like you, you need before, you know, and I know we have a team already.

• 44:21Speaker 02

  Yeah.

• 44:21Speaker 01

  Okay, but you need to know the fucking outcome. Like what the fuck is this? What is the purpose of this?

• 44:26Speaker 02

  Oh, yeah.

• 44:27Speaker 01

  Right? And it has to be communicated all the time. We're going to do this and this is how we're going to do it. And this is where the roles are going to be. And those of you that work in here, you're going to be these people. That's how every great organization is built. Every great fucking leader, that's what they do. Nick Saban walks in the locker room when he was coaching and says, we're going to win the fucking national title. And this is how we're going to do it. And he's classrooms it out. And everybody knows what they got to do. And the players either went in and they executed or they got fucking cut. And that's no different than a professional organization of business. So it's, yeah, bro, you have to know the vision and you have to have at least a rough idea

• 45:07Speaker 01

  of how it's going to get there and you have to possess the ability to, to have the nuance along the way. This is getting into another question, but to have the nuance and understanding of if something's actually going to work or it's not going to work. Is it, is it hard? Or is it impossible? Right? Like, and, and a lot of people think that things that are hard are impossible. And that's the problem, right? So things get hard and then they'll switch the pivot too fast. You're not giving it enough time to grow, bro. Like the, the analogy of the bamboo tree, okay? You plant the bamboo tree in the ground and for five fucking years, nothing happens. That doesn't mean that nothing is happening.

• 45:52Speaker 01

  That means you can't see it happening. Okay? And after five years, the thing grows 80 feet in six weeks. Okay, same thing with farmers. If farmers went out and they planted their seeds in the field and they went out there the next day and they said nothing happened. And then they went out there the next day and they said nothing happened. And they went out there the third day and said, fuck, I gotta plow the field and replant.

• 46:13Speaker 02

  The ground's fucked up.

• 46:14Speaker 01

  You're going to starve.

• 46:15Speaker 02

  Right.

• 46:15Speaker 01

  So you have to understand and have the ability to know the difference between something that's just difficult now or impossible. And you've got to be able to pivot around those things, right?

• 46:29Speaker 02

  Yeah, I was asking the question about like truly knowing the mission. I guess for this question, you know, you talk about the people who, you know, you call them like buy out from it, right?

• 46:38Speaker 01

  Hmm.

• 46:40Speaker 02

  How, how do you not take that personal? How do you not take somebody not buying into the vision? How do you not take that personal? If it's clearly, you know what I'm saying? Like how, how does it, how do you deal with that?

• 46:51Speaker 01

  That's your ego. Okay, um, I don't think there's anything wrong with taking it personally. I fucking took it personally. Every time someone fucking left our company, the first five, the first 10 years.

• 47:03Speaker 02

  Yeah.

• 47:04Speaker 01

  Uh, of 99 to fucking probably 2012, 13. I fucking took it personal. You don't believe in me.

• 47:11Speaker 02

  Right.

• 47:12Speaker 01

  Fuck you.

• 47:13Speaker 02

  Right.

• 47:13Speaker 01

  Okay, that's useful. But you don't want to live like that because you got to understand that not everybody cares about your thing, the way you care about your thing. Okay, now, now you can help the right people care a lot about your thing and they will, they, they will. But there's going to be certain people that have other priorities and they want to live a different life. And they don't share the same dreams that you have. And you have to understand that's okay. And if you keep this mentality of fuck them, what ends up happening is all the people that used to work for you fucking hate you.

• 47:49Speaker 02

  That's right.

• 47:50Speaker 01

  Okay, which is not good because you spent all this time around these people. These are good people. These are people that you, you loved when they were there. And you should, those are important people and you want to keep those relationships positive. And those are, that's an important thing. And so that happened to me, uh, probably 2013, 14, where my, my intent went from just growing the business to developing them to be successful, regardless of if they stayed or they went. And ironically, when that happened, we had more great people stay and we had more great people buy in. And we had people that wanted to be here.

• 48:33Speaker 01

  So like, you know, yeah, dude, in the beginning, you're going to take things personal because it feels very personal. But, um, you don't want to live your life with that kind of anger and that kind of bitterness. Because like dude, it'll burn you down later. Uh, so the faster that you can like understand that people have different priorities and they're going to live their own lives. And all you can do is lead them the best that you can lead them. And if they make a different choice, that's okay. The, the, the better your company is going to operate. And by the way, um,

• 49:13Speaker 01

  the, the more fun and more fulfillment you're going to have with yourself and your current team and the people who come and go.

• 49:19Speaker 02

  Yeah.

• 49:20Speaker 01

  You know?

• 49:20Speaker 02

  100%.

• 49:21Speaker 03

  One question I had on the, this question. So you always talk about you have to give this big vision to your employees and where we are headed like you do here. And then they see them, their role in that whole configuration and they have to level up and then everybody levels up.

• 49:39Speaker 01

  Hmm.

• 49:40Speaker 03

  What happens if, for example, let's say if this is a small barber shop? Or let's say your situation of having one store and they do not really have a big mission. They just want to operate in that location very efficiently and they want the workers to do the best job.

• 49:55Speaker 01

  That's okay.

• 49:56Speaker 03

  What would you do in that situation? Because they don't really have a big vision.

• 49:59Speaker 01

  Okay, so I'll use the example of a restaurant.

• 50:02Speaker 03

  Yeah.

• 50:03Speaker 01

  Okay, there are going to be people inside an effective restaurant that serves a great product that all they ever do is cook the fucking french fries. That's all they ever do. And as long as they cook amazing fries, then they are replacing the company. You see what I'm saying?

• 50:24Speaker 03

  Okay.

• 50:24Speaker 01

  So, so.

• 50:25Speaker 02

  They're valuable.

• 50:26Speaker 01

  Yeah.

• 50:27Speaker 02

  Absolutely.

• 50:27Speaker 01

  Yeah.

• 50:28Speaker 03

  When you're vision casting them, they, let's say the owner doesn't want to open a second location. So how would you conduct the meetings? Like what's the vision you're giving to them?

• 50:36Speaker 01

  Then, then, then that becomes, okay, if we're at a position where let's say I don't want to, uh, set the world on fire and I want to have one particular restaurant, then the meetings start to change focus about how to make sure that we continue to fucking operate at the high standard, which is providing the best customer experience, making sure that we handle things this way, doing things, uh, you know.

• 51:00Speaker 03

  No leaks.

• 51:01Speaker 01

  Exactly, no leaks in the bucket.

• 51:02Speaker 03

  Yeah.

• 51:02Speaker 01

  Exactly.

• 51:03Speaker 03

  Okay.

• 51:03Speaker 02

  So the point is like you, there, there is no just chill spot. You know what I'm saying?

• 51:07Speaker 01

  No. Everything will fall apart.

• 51:09Speaker 03

  Okay.

• 51:10Speaker 01

  Yeah, everything will fall apart. If you get to a point, let's just say you are a single unit restaurateur and you don't meet with your team about the quality of the food, the quality of the service, the quality of the drinks, the, the speed at which they get seated, et cetera, et cetera, et cetera. The, the restaurant will fail. So you have to stay intense about the things that you do well.

• 51:33Speaker 03

  Okay.

• 51:34Speaker 01

  Ideally, if you open a restaurant, right, like our barber shop, I mean, you would want, you would want that to be in high demand.

• 51:41Speaker 03

  That's true.

• 51:41Speaker 01

  Because if it's in high demand, you could charge more money, you could make more profit. Like if you're a barber shop and you cut amazing hair, like we had the barber shop question last time.

• 51:51Speaker 03

  Mm hmm.

• 51:51Speaker 01

  Uh, you know, you, you do an amazing cut, but you also do a, uh, you know, a foam shave and a, and you offer them a drink and you do all these things perfectly. What's going to happen is the word of mouth is going to spread so much that you end up having a line to come in the barber shop. And then the way that you regulate the line is instead of doing it for 30 bucks, you do it for 60. Some people won't do that. But you're, you'll have enough business backlog to where they're going to continue, they're going to pay that price and you're going to make more money without being overwhelmed. And that's what great restaurants do, right? Like the best restaurants, I mean, in our area, they're fucking hard to get into because everybody wants to get into them. And guess what? They aren't. They aren't cheap.

• 52:30Speaker 03

  That's right.

• 52:31Speaker 01

  Okay, and they make a lot of money. So, you know, when you're asking about that, that's how you got to look at that, that kind of thing.

• 52:39Speaker 03

  Okay.

• 52:40Speaker 02

  Guys, that was my, we got better today.

• 52:44Speaker 01

  Yeah.

• 52:45Speaker 02

  We got better today, man. Guys, Andy, that is all I got.

• 52:48Speaker 01

  All right, guys. Well, we will see you tomorrow for CTI. Don't be a hoe.

• 52:52Speaker 02

  Shout out to the show.