Here's a direct link to watch.

As I've mentioned on the calls, I've been working on a new book. I'm posting the cover to force myself to start telling the universe what I'm doing. I'm creating illustrations, a landing page and an interactive income analyzer to go along with the book. This is my first attempt at writing a book and creating a sales funnel. I will continue to update my progress.

$1200 to $53k a month in just a few years - and a $50k down payment. A few years ago, I was charging $1,200/month for coaching. And honestly? I thought that was a lot of money. I didn’t even fully believe people would pay it… until a client told me I should be charging that. One year ago, I made a decision: I was no longer going to think of my work as “coaching individuals.” (Some of you remember Ben telling me in Austin in May 2024, to stop doing it) I was going to start helping organizations build better leaders, better cultures, and better systems for growth. That shift changed everything. Because I started asking a different question: What is the monetary value of one or more truly great leaders inside an organization? Not theoretically. Actually. What is it worth when leaders stop avoiding difficult conversations? What is it worth when every employee has a real plan? What is it worth when bad news travels vertically instead of horizontally? What is it worth when people stop trying to be right and start trying to get it right? That became the foundation of my work. I created something I call The Friction Triangle. It teaches leaders the difference between being kind and being nice. Nice is comfortable. Kind is clear. Nice helps both people escape the difficult conversation in the name of comfort. Kind tells the truth and builds trust. That became conflict navigation. Then I started diagnosing cultures through a simple question: “How does bad news travel in your organization?” Does it travel horizontally, through gossip, side conversations, and quiet frustration? Or does it travel vertically, to the people who can actually solve the problem? Organizations that want bad news to travel vertically are organizations that are serious about psychological safety. Then I saw another pattern. A lot of leaders have egos that require them to be right. But great cultures are built by leaders who care more about getting it right. That became ownership and accountability.

My wife shared this Bible verse with me over the weekend. It gave me a different perspective on delegating. EXODUS 18:17-23 What's wrong with trying to do too much? Moses was an enormously gifted leader, but he fell into the trap of believing he had to do it all himself. This story teaches us that it is possible to be too responsible. When we stretch ourselves too thin, we put not only ourselves at risk, but others also. We can wear ourselves out, make others wait, prevent those with gifts from having the opportunity to use them, and keep them from growing spiritually through serving others. In the process, God's people are dissatisfied and distracted, and God's work is delayed. Jethro's advice had been God's strategy from the beginning: delegation and discipleship.

Wrote up the physics argument for why missed calls are not a staffing problem. What triggered it: a party of six called one of my client's agents last week. Six appointments back to back, two and a half hours. The agent booked the whole thing. A human at the front desk with a customer in the chair does not take that call. That's the part I keep coming back to. The biggest bookings are exactly the ones a busy person can't answer. https://www.linkedin.com/feed/update/urn:li:activity:7492986352397930496/ Curious what the rest of you see: what's the largest or most complex booking one of your agents has handled end to end?