065 | The Behavioral Science of Success: How Top Entrepreneurs Think Differently with Hugh Massie

[00:00:00] Speaker: What if the key to building a thriving business wasn’t just about strategy, but about truly understanding the people behind it, how they think, make decisions and respond under pressure. Welcome back to another episode of the Vital Wealth Strategies podcast. I’m your host, Patrick Lonergan. In today’s episode, we dive deep into the fascinating world of behavioral science Massey, the executive chairman of DNA Behavior Solutions.
[00:00:28] Speaker: Hugh has spent years developing cutting edge behavioral profiling tools. We’re breaking down the number one trait of successful entrepreneurs, how to navigate leadership beyond theory, and why understanding human behavior is the ultimate key to scaling a business. Hugh also shares game changing insights on decision making, risk tolerance, and how leaders can reframe their approach to money for long term success.
[00:00:51] Speaker: If you’ve ever struggled with team dynamics, communication, or making high stakes business decisions, This episode is packed with actionable takeaways. Stay until the end to learn how embracing behavioral insights can help you lead with clarity, build stronger teams, and ultimately make massive moves in your business.
[00:01:09] Speaker: Let’s get started, Hugh Massey. Thank you for joining us here today. You’re the executive chairman of DNA behavior solutions. And I’m really excited to get into this discussion today to talk about how we can not only have our, our entrepreneur listeners, uh, lead their teams well, but also effectively lead their clients and just thinking about, uh, Yeah, behavior makes money, right?
[00:01:35] Speaker: Like if we can affect people’s behavior, both in the business and out of the business, we can, we can drive profit to the bottom line. So I’m excited about this conversation. Thank you very much for, for joining us here today.
[00:01:44] Speaker 2: Uh, it’s great to be with you, Patrick, really looking forward to the conversation.
[00:01:49] Speaker: Yeah, thank you. So I’m going to start off and just, uh, outline the problem that I see. So. As a leader of my organization, uh, you know, I think about the term leader, right? People are going to follow me. And if I’m, uh, thinking about my, my kids even, right? Like I need to lead my family well, and I have three daughters and I can’t.
[00:02:12] Speaker: I can’t lead them all the same way they, they need different things. They behave differently. They have different wants and desires. And so I have to customize that, um, that experience for each one of them, for lack of a better term. Um, same thing with our clients, right? Um, uh, if I’ve got people that I’m trying to influence in a, in a positive way to, I see the issues that they’ve got going on and it’s like, Hey, I want to help you.
[00:02:35] Speaker: Um, and so, uh, I’m. I’m looking forward to, to getting into this cause I think, I think if we can crack this code, it can, it can allow us to be a better leader all the way around, both in time, internally in our organization and externally to our clients. So yeah. Can you give us a quick overview of what DNA behavior solutions is?
[00:02:56] Speaker: And then we’ll, we’ll go from there.
[00:02:59] Speaker 2: Our business is a, uh, enterprise. Behavioral data analytics business. We’ve built our own behavioral science technology platform. So in, in, in, in simple terms, we’ve got our own proprietary model, Patrick, for profiling people, and that can be done the usual way that you’ve seen out there.
[00:03:23] Speaker 2: With StrengthsFinder, DISC, Myers Briggs and all sorts of other tools where there’s active participation, but our work in 2024, we built a AI driven digital scan model, which which is creating a lot of scalability for us now where we can get a very accurate profile on the person using AI. So that’s something we do.
[00:03:51] Speaker 2: But You know, we’ve then built 4000, uh, behavior and money insights from the, uh, the profile information we have. So we’ve got a very deep model. Our, our, if you want to call it, our specialty is how people deal with money, whether it’s a leader, you know, what, you know, they’re making a business decision, how’s their attitude to money wrapped up in that decision.
[00:04:16] Speaker 2: And that, I think that’s probably something pretty important for us to unpack today, but also. Uh, how does that happen in terms of wealth management as well? So, uh, you know, and, and it’s all interrelated. So the energy of money is everywhere in every, in every decision, in every relationship, that’s. A good part of it.
[00:04:34] Speaker 2: But then there’s also how do people want to be communicated with? So you talked about lead leadership. So if you’re going to lead your company, each person is going to hear hear the message differently because they are different. Just like you, you, you talked about your two, your three girls, right? I’ve got.
[00:04:56] Speaker 2: I’ve got a daughter who’s 13 and a son who’s 12. I was reflecting as you, as you were introducing me, you know, I, I think that, thank God I got married. And had kids later in life, I was in my mid forties, I’m not giving away completely my age, but, um, but I think that understanding human behavior and how people are different has, has enabled me to lead my kids, but also it’s enabled me to lead my team, which is the first thing I’ve got to be able to do if I’m going to help a client.
[00:05:31] Speaker: Yeah, you’re right on with that. You know, we think about, uh, our organization, like one of our core values is. It’s love for our team because if our team is healthy, then we can go impact the clients. We can love on our clients. And then if we’re, uh, taking care of our clients, well, we’re profitable and can have impact in the community.
[00:05:49] Speaker: So, uh, I, I appreciate sort of that, that, that arc you’re, you’re outlining there. And I think one thing that is, is interesting is. Leadership’s hard, you know, we need people to be able to grow. Um, and like you, you mentioned in the context of a business relationship, money is sort of the core of those, those relationships.
[00:06:11] Speaker: And, um, the interesting thing is there’s no handbook, right? I wish there was a handbook. I wish there was a class I could take online that it would just, I could sort of download and know how to interact with. Uh, everybody, both internally and externally in my, my organization to be able to, to, to influence them and serve them well, I feel like it’s, it’s not fair that nobody’s sort of trained me on this or sort of made the handbook.
[00:06:34] Speaker: And I’m, I’m looking forward to hearing more about, uh, the tools that you’ve created to, so we can take these, these things and go. Uh, I have a positive impact because again, business is hard enough the way it is. And, uh, if we can start to make some of those pieces easier that, uh, uh, I’m excited about that.
[00:06:51] Speaker: So,
[00:06:51] Speaker 2: yeah, I think that, you know, there’s a lot of leadership theories out there. Um, but actually then how do you manage people? Which you’re bringing this, which we’re bringing this back to behavior, then that’s, that’s somewhat of a different thing, you know, because you can have a theory like we are, we sometimes use it, you know, leaders go first or the leader has to be authentic.
[00:07:19] Speaker 2: Okay, what does that mean? Um, now there are important things. Um, but, or leaders got to have values that, you know, all those core values spelled out. And I think it’s a good one that you’ve got there that you’ve got embedded in yours. Love. That’s very unusual for a financial services consulting firm to have actually, but I think it says something that’s really important about, you know, the heart resonance that you’re bringing to.
[00:07:48] Speaker 2: Working with your clients and you want your team to be able to bring it. But I think where we are going with leadership at DNA behavior is helping provide a framework to treat each person uniquely. And that was always my, that was, that was really what, what, what got me into this was, and you’ve used the word customization today and personalization.
[00:08:10] Speaker 2: What got me on the, one of the things that got me on the, on, on the human behavior track was. Because I wanted to be able to create personalized experiences for each client. And that also involved understand, wanting to understand how they, uh, deal with money. Because money causes so much stress for people.
[00:08:29] Speaker: Yeah. Yeah. No. And I love this. Uh, idea of thinking about money and how it influences our behavior. Cause man, what a loaded topic. You know, we, we think about, uh, we can even go to the scriptures and scriptures say that that love of money is the root of all evil. Right. And so it was like, Oh, okay. We we’ve got 2000 years of, Hey, if you’re.
[00:08:51] Speaker: If you’re consumed by this, it’s problematic. And then we can think about our, uh, our upbringing, right? Like we, we’re probably have some default modes that are our parents handed off to us from a money perspective. You know, it’s either scarcity or abundance and, you know, mismanagement or head in the sand approach, you know, there’s, there’s lots of different ways to, uh, to look at that.
[00:09:16] Speaker: And then, then there’s also, um, You know, I feel like our limiting beliefs are so, uh, drive a lot of our behavior, you know, the things that I believe about money and opportunity. And, you know, again, that might lead us back to some of the, the scarcity or abundance, uh, side of things. And it’s, um, you know, cause I, we run across a lot of really sharp people.
[00:09:37] Speaker: Uh, and it seems like most of our clients that have, uh, really successful businesses have an abundance mentality. They have a belief that. Uh, I can work through these problems that, you know, I can persevere, even though it’s hard, I can do it. And so, uh, I’m, I’m really looking forward to getting into some of your thoughts about how.
[00:10:00] Speaker: Behavioral solutions really leans into this, this money question. So, yeah, so I think
[00:10:06] Speaker 2: that the first thing just to, to, to wait in on, you know, what you just said there, you know, for the entrepreneurial leaders that, that, you know, see that they can or know that they can work through difficult problems, the successful ones, you know, we measured this looking at, we did a research study of, uh, 500.
[00:10:27] Speaker 2: Successful entrepreneurs that build a business past a million dollars. And then another pool of them that had built a business past 10 million from scratch that the number, the number one trait is actually resilience. Um, and, and, and that’s by quite a long way. And the bigger the business, the stronger that trait gets, interestingly enough.
[00:10:48] Speaker 2: Um, and there’s some other, there’s some other behaviors around creativity and, um, uh, risk taking as well. And, and, and, you know, work ethic, charisma, but they’re all, um, important ingredients, but. You know, where does all this come from? My first 10 years of my career was as a CPA, uh, in Australia, we call it a chartered accountant.
[00:11:12] Speaker 2: I was a tax specialist. So like you, I help people with, uh, tax strategies, uh, that, you know, that type of thing, businesses, high end families. And then I left that world to, to set up a wealth management family office business, and, and I wanted to provide a personalized experience to every client. And I knew when I was working at Arthur Anderson there that I’d figured out early that when I was providing the tax advice.
[00:11:42] Speaker 2: That, that the people reading the advice were all different, right? So I needed to customize the, the, the presentation of the advice differently for each reader. I intuitively learned to do that. And that, and, and as you can imagine, tax advice and tax solutions is quite complicated. Um, everybody wants to minimize the tax, uh, but don’t want to always want to take the risks of, of actually doing it, right?
[00:12:08] Speaker 2: And you’ve got to understand. So. I got good at that. But then I decided to set up the wealth management family office business. Yeah, I did some tax work in that to, um, business strategy type work again. But I started to see, though, that people when people were under pressure, which was usually caused by money, different types of behaviors came out.
[00:12:30] Speaker 2: So, you know, you and I are interacting right now, right? And you might have already made an assessment of me and I’ve intuitively made one of you. But You don’t see the truth till someone’s under pressure. And I wanted to know what that was because I thought, okay, if I’m going to help people with their money, with their investments, making big business decisions, family decisions, I need to know how they’re going to behave under pressure.
[00:12:57] Speaker 2: And that is also where the longterm, if you want to call it plans get set is who is the person instinctively. And so that’s where I then hired a psychologist to come and work in our wealth management family office business. And she said, look, you know, this is, this is what you’re talking about, the fact that people have a natural hardwired behavior and that hardwired behavior is a combination of your genetics and your very early life experiences.
[00:13:29] Speaker 2: And, you know, there’s been more studies done on it since now that is sort of if you want to call it. The born behavior. That’s what you’re born with. Not necessarily what you end up with. But when you’re under pressure, you will instinctively revert back to this stable set of traits that can come from you alluded to it before some very early life experiences.
[00:13:52] Speaker 2: Like for me, at one year old, my father died and my brother was born a few weeks later. Now, we, my brother and I, he’s younger, obviously, are polar opposite. Same home, same genetics, but the early life experience was very different. key areas that shapes your life perspectives. You know, my brother is a pediatrician and, and, you know, it’s a very different type of person to an accountant, entrepreneur, deal, do it like I am.
[00:14:24] Speaker 2: So he’s not a CEO running a company, has no desire to do that. Um, but that’s, But our, our attitudes to money are also shaped with that.
[00:14:36] Speaker: Yeah, this is great. So there’s, there’s a few things that, uh, I’d like to, to touch on. I’m very curious in understanding how you, cause you talked about the, the core of people is like how they respond under stress, right?
[00:14:55] Speaker: How do you, how do you get to the bottom of that? What I would, is really challenging for me to do is to put somebody in a stressful situation, um, It’s hard for me to manufacture that, right. And not have it be contentious in some, some way, shape or form. So I’m curious about that. And then I think another question I have is like, I wish I had this tool.
[00:15:16] Speaker: Cause we have some clients that, uh, we’ll prepare a topic. Okay. And we’ll start discussing that and five minutes into a 15 minute presentation. They’ll be like, I got it. Let’s do it. Or I got it. I don’t want to do it. Or I’ve got this one question. Okay. And so I appreciate that the other times we have clients that will get through the 15 minute presentation and be like, that was a great primer, but I need all the supporting documentation as well to help me.
[00:15:42] Speaker: And some are like, you know, Goldilocks right in the middle. Like, thank you for that, that very thorough overview. And so I would love to know, like leading into some of those things, like, which one do I have? Do I have the engineer type that needs every possible detail, or do I have the. The, I just need the high level overview and then I can make a decision.
[00:16:01] Speaker: So, uh, yes.
[00:16:03] Speaker 2: Yeah, I think the first, the, the, I do know what your first question was, but let’s do the second part of it first. And then we’ll come back to the second one is that, you know, in, in simple terms, you could put people into four quadrants, you know, as you said, there’s the people who want the high level.
[00:16:20] Speaker 2: They’re usually very goal driven. There’s other people that want to see it all in the pictures. They’re very much focused on their lifestyle. The third quadrant is people that want just much more very focused on security, all the language needs to be around that and, you know, their world can’t be rocked by the solution you’ve got to present.
[00:16:40] Speaker 2: And then you’ve got, as you said, the engineer type that want to see all the details. Now they may take some risks. Some of them will, some of them won’t. How do you, how do you get to that? Well, in, in, in, in one way from a DNA perspective, they either have to be profiled so that you actually know right before you start, but you’re only at the presentation stage.
[00:17:04] Speaker 2: What we’ve now done is we’ve built the, the AI driven DNA digital scan. So you could just put their name. And the company where they are working or leading into our system, and we will tell you where, where they sit in those quadrants and then give you the, the, the script Patrick for managing that present that meeting, right?
[00:17:28] Speaker 2: So you’re going to get a very good idea how detailed they are straight out from that process and what, what type of words you should be focused on and use, right? So that doesn’t require them, them to do anything. And what we would say is, okay, let’s say that they then decide to go from sort of the prospect phase to being a client of yours now, get them to go and do the actual profile takes 10 minutes.
[00:17:56] Speaker 2: And you’ve got the, uh, uh, you know, if you want to call it the real story, you probably want to get their team to be doing it too. Right? We can get to the roll out. And what happens. Um, in a minute, because I’ve got sort of a different approach to this, but how do you know how someone’s going to behave under pressure unless you’ve actually seen it?
[00:18:16] Speaker 2: Like, if you’ve been in the trenches with someone over a 10 year period and seen them do ABCD when this moment came up. When they were nearly bankrupt and the bank was calling them up to foreclose versus now they’re happy and they’ve got, you know, they’re million plus a year, right? And you’ve been on the journey of that.
[00:18:37] Speaker 2: Then you can start to see it, but you don’t have that luxury upfront, right? And people mask behaviors. Because they, they might show up a certain way because that’s what they want you to see. But you don’t know the truth. So, so what we’ve done is using a particular, uh, questionnaire, you know, science based questionnaire model, which is called a forced choice model and we get people to choose between three words now, very, very much for, for you know, Out of the, out of the question, six to eight of them for every person are going to be very tough to do.
[00:19:18] Speaker 2: It’s putting them under pressure to choose between their three greatest strengths or their three, uh, uh, struggles. But usually it’s the strengths, right, that have a problem. Well, I’m all three of those. Yes, you, you, you might exhibit some of all three of those, but you’ve, one’s more than the other. And, and, and collectively as they go through the 10 minute exercise of doing that, we’re able to, to, to get out the truthful answer of who they are at the core.
[00:19:51] Speaker 2: Now, that is what we would call the natural behavior, the instinctive go to behavior. That’s where they’re going to be comfortable at the end of the day. But it doesn’t mean that they, that we’re not saying leaders are born. We’re saying leaders are made. That is your starting point as a leader. Then, so let’s say Hugh is a very results driven initiator, goal driven type person, risk taker, pioneer, but to successfully manage a team, I’ve also got to build relationships with people, with my team, with clients, I’ve got to learn when to lighten it up, soften it up.
[00:20:31] Speaker 2: Ask a difficult question in an empowering way, not a critical way. All that stuff is learned behaviors. And that’s where you’ve got to take your raw material. If you want to call that and constantly work on yourself to exhibit some, you know, relational behaviors. Now there might be leaders out there that are more relational.
[00:20:55] Speaker 2: They’re great at networking with people, first up connections, people feel like they’re their best friend from, from second one, but they got to tighten up on the results side, right?
[00:21:07] Speaker: Yeah. Yeah. I love that. I love that you’re, you’ve created a. A model that I don’t actually have to put somebody in a hyper stressful situation to see how they respond.
[00:21:20] Speaker: The questions sort of lead you to those, uh,
[00:21:23] Speaker 2: we’re not putting people through some sort of, you know, army based type walking the tightrope and repelling 300 foot or jumping out of an airplane to see what somebody does, um, you know, or putting them in some kind of fishbowl with really you. Difficult questions.
[00:21:41] Speaker 2: Now, even in that situation, people will respond different ways, depending on how they feel on the day, whether they’ve had to answer that question before or not. So that can become flawed in its own right. Like, it’d be a bit like you saying, look, you’ve got a choice here with your taxes. You can do A, B, C, D.
[00:22:01] Speaker 2: Um, how people respond to that might depend on how they’re feeling at a particular time, right? And how will they understand it? And so there’s a situational bias with all of that. And what we’ve tried to do with our questionnaire, um, which was very difficult to build, is remove the situational bias. Out of it, right?
[00:22:21] Speaker 2: Now, situational bias questions are still important. Like, you can still have that situation with somebody. Okay, they’re earning a couple of million dollars of profits a year. Here’s ways to shelter it. Here’s what you could do for the long term. Here are the options, right? Um, but you want to know what their core behavior is at the starting point to frame all of that up.
[00:22:43] Speaker 2: And to walk them along the journey of the varying degrees of risk or security that they might need.
[00:22:51] Speaker: Yeah, absolutely. Hopefully it ends
[00:22:53] Speaker 2: up to the right place, if that makes sense.
[00:22:56] Speaker: You’ve got a quote that I think is great, and it’s, A healthy relationship with money will not only drive wealth, but will fuel both happiness, or health and happiness.
[00:23:05] Speaker: Yeah. I would love to have you expand on that a little bit. Cause I, I believe that’s true. Um, and I’m going to give you just a example of how the opposite of that is true. Like if I’m, I just see the abundant times we’re living in now. People have more money than ever, but we also, by all measures, right.
[00:23:26] Speaker: Even by inflation adjusted, like we have more money and more wealth than we’ve ever had, but we’re. I’ll say as broke as ever, you know, because I think we have limiting beliefs that, you know, if I just buy or do this additional thing, it will make me happier and, and it affects our health, right? We see marriages fall apart because of money issues.
[00:23:49] Speaker: We see the stress that it causes people when they’re have burdensome debt on them. Um, And so it’s both health and if I’m not healthy, I, it’s really hard to be happy. So, uh, I’d love to have you expand on, on that.
[00:24:01] Speaker 2: I think that, you know, I, I’m, uh, I’m a outside, I’m a citizen of America now, and I’m an outsider in one way, but I’m also live here.
[00:24:11] Speaker 2: My family, my wife, children are American. And I, I came here as a friend said. Um, to me today, he was also Australian who’s come to live here and we, we, we do some, some work together in the, in the, in the financial behavior space, but I came here for greater fulfillment to play, to paint on a bigger canvas.
[00:24:32] Speaker 2: Um, I loved America’s or love America’s work hard, play hard type philosophy culture. But America also, I think, is, is a country that is highly money focused, um, and puts money and transactions or a transactional, uh, attitude to money at the center of everything, which leaves people, uh, coming up to the bigger point that you were alluding to, leaves people comparing themselves to others based on how much money they have.
[00:25:06] Speaker 2: You know, we’ve got people at the moment, you know, talk about, well, this person’s the wealthiest. human on earth or this person’s, you know, a fantastic human because they’ve done X, but it all comes down to how much money they have. And you, you know, you use the biblical term, people have a, the love of money is the root of all evil.
[00:25:27] Speaker 2: It, it, it is absolutely true. There is no problem in saying, I want to earn a lot of money and have a lot of money. Uh, I don’t think there’s a problem with that. And, and, and a person that I, you know, follow a fair bit, a guy called Peter Diamandis. And, um, you know, talks about the fact that if you want to make a billion dollars, figure out how you’re going to impact a billion people.
[00:25:53] Speaker 2: And so your relationship to money now, not that Peter goes to this level, but this is where Hugh is at, is if you can measure your success by your human impact, you’re going to be far happier. Now, you know, you and I are in a way, both in different, in different ways, but I think in some similar ways, Patrick, financial engineers.
[00:26:16] Speaker 2: How do you engineer the right business model around that? So let’s take one of your clients. He’s, you know, man, woman’s earning, you know, a million dollars or five million dollars net a year. There’s a higher chance he or she is comparing himself or herself to, to their neighbor. And there’s always in your, and they’ve upgraded their neighborhoods a few times.
[00:26:37] Speaker 2: There’s always somebody with something better, or they buy a boat, okay, well, the next person’s got a better boat or beach house or lake house or whatever plane. It’s a disaster, right? And that all filters through to the kids. They’re comparing all of that. Whereas there’s greater contentment, and I think this is where we’re trying to get to is, if you can measure your success.
[00:27:02] Speaker 2: By your level of human impact, but have a great business model sitting behind that. Then everything is going to flow from there. And that’s where you can then build social impact into your business. It’s something that we’ve done. You know, we’ve got a, a charity that go, that called boys without fathers, that, that, that is part of the DNA business.
[00:27:21] Speaker 2: But, you know, having that charity, yes, we give money to it. We spend time with it, but it also helps us build our business. But we’re also impacting a lot of people through that, you know, that, that didn’t have a father because I found that a lot of my clients, believe it or not, didn’t have a father. And so they’ve all sewed into this concept because we understand psychologically what that means.
[00:27:42] Speaker 2: But I think what I’m trying to do is in terms of is help, help these leaders reframe what money really means to them. Why is, is, is, is money there? Money itself is just a tool. But it carries an enormous energy that flows through to everything, you know, in terms of how you look at your, uh, your teams, how you look at your spouse, um, and you know, your, your, your children and that can get you mentally knotted up and then you start as an entrepreneur, start thinking, well, gee, this person over there is earning more money than me.
[00:28:16] Speaker 2: Why is that? And maybe I’m not so good. That causes a lot of mental stress. And all of those things add up to the health problem because at the end of the day, stress is what kills you. It accelerates aging. And we don’t talk about this enough. There’s a lot of talk out there now about longevity and how can I live 30 years longer.
[00:28:35] Speaker 2: And, you know, I’ve done all the health work I can do and continue to do to live longer.
[00:28:42] Speaker: Yep.
[00:28:42] Speaker 2: If I don’t manage stress, all that’s for naught, probably.
[00:28:45] Speaker: Right. Absolutely. So, you’ve touched on something that I think is, um, fantastic. The comparison. And, uh, I’m, I like Morgan Housel. He’s written a couple books.
[00:28:58] Speaker: Uh, I, I believe, I believe in Same as Ever. He was talking about, you know, when 1950s, uh, those kids were Coming out of the great depression, they were buying houses, they were coming back from, you know, uh, major wars and they were going, okay, um, I can look around at people close to us and we’re doing okay.
[00:29:23] Speaker: You know, uh, our house is good. Our cars are nice, you know, like, um, cause they could compare to like, They could compare back to what they came out of, right? Uh, the great depression there wasn’t enough food to go around. So hey, i’ve got food in the the pantry and Uh, the heat turns on i’ve got indoor plumbing like this is this is good uh, and they didn’t have things like social media, you know that uh, I I think are problematic and it’s so easy now for me to Turn on the tv or turn on social media and see the kardashians or whatever You know personality out there is living this lifestyle and go You know, I’m not living up to that, that standard.
[00:30:03] Speaker: And, uh, you, you, you brought up the comment of the boat, right? You know, we see the billionaires that have a 300 foot yacht, their buddy gets a 320 foot yacht. So they go buy a 340 foot yacht. And it’s like, I don’t think that’s actually going to make you any happier. You know, I, I think you could probably find some satisfaction and enjoyment out of the, you know, the yacht, the size of a football field, but, um, yeah, I, I do appreciate, uh, all of those comments.
[00:30:28] Speaker: I think that is, uh, um, is, is excellent. And, and we see so many people that, um, you know, In, in we’ll call it high stress work environments, uh, having heart attacks, you know, uh, attorneys, CPAs, it’s like they almost work themselves to death. Uh, they get to the end of their careers and the, the mortality rate.
[00:30:55] Speaker: Two years within those professions, retiring is really, really high. It’s like, ’cause all this accumulated stress is just, uh, you, you can’t undo it. And so well,
[00:31:04] Speaker 2: and, and, and I think I, I was lucky I figured it out some of that out intuitively early when I, I, I was 30 years old and I had the choice of do I stay in Ath Anderson and be a partner and, and go up the ranks there or do I leave?
[00:31:19] Speaker 2: And now, you know, I wasn’t married. I had a lot of choices at my disposal. Um, but I looked at every person above me was not happy and I’d lost my passion a little bit for, um, the tax advice in the, in, in sort of in the corporate way that it was being delivered. So, I, and having to do research every weekend to keep up with it, but, um, you know, that was the, that was the primary driver of my decision at the end of the day was everybody else happy, you know, I thought, you know what, I’ve got a runway here.
[00:31:49] Speaker 2: Just go out in the street and create something new. But part of, part of that relationship with money was as an accountant, I’d go home every Friday night and I’d look at, okay, how much money did I cash and I have in the bank? What was my house worth? Uh, where were my share investments? Other, other stuff that our family had?
[00:32:08] Speaker 2: What was it all worth? What was I financially worth every sort of week? And I then go, if I went out to a dinner party or to a bar somewhere or whatever, People are asking, you know, Hugh, what did you earn last year and how much you got and what’s this and that, you know, it’s like constantly comparing and talking about money and comparing each other and it gets, at a point, it gets toxic.
[00:32:30] Speaker 2: And when I got my life purpose right, when someone asked me the question, Hugh, you know, you’ve been very successful at a young age. But are you really happy? And I said, you know, no, I’m not. And well, what are you passionate about? Well, I want to help people all over the world become financially self empowered.
[00:32:46] Speaker 2: When I said that, and then figured out what I was going to do about that, which is the journey I’m on essentially now, everything else changed.
[00:32:56] Speaker: Yeah, I love it. And, and Hugh, this aligns exactly with the way we talk about. Uh, money and wealth with our clients. So, uh, when we, when we think about what we’re trying to accomplish with our clients, it’s minimized taxes, master wealth and optimize our lives.
[00:33:14] Speaker: And that’s the end goal. Like over my shoulder, it says make life great. That’s the whole point. Like it’s not to have more money money in itself. Doesn’t do anything for us. It’s like, what can that. Well, money in itself is, it has no value. It’s just like in a bank account. It’s what it can do for us that it brings value.
[00:33:30] Speaker: It’s
[00:33:30] Speaker 2: the life optimization. I think is really what your key thing is. And to me, I’ve always talked about that at how do you build a quality life, right?
[00:33:39] Speaker: Yeah. Yeah, because I, I think about your, you know, the contentment and human impact. You know, we, we look at this, uh, acronym called reach, uh, the Rs for relationships.
[00:33:49] Speaker: These are the most valuable things in life. It’s not a big bank account. So the Rs for relationships, E’s for experiences, A’s for advancement and growth, C’s for contribution. It’s better to give than receive. I love what you’re doing, uh, with the social impact side of things and H is our health, and we think there’s three components of that.
[00:34:05] Speaker: Um, Our physical health, right? Like you can’t give me cancer for any amount of money, our emotional health. If I’m depressed and can’t get out of bed, doesn’t matter how much cash I have. And then there’s a spiritual health component as well. So it’s like, you know, I want money to support all of those things, not go buy a bigger, faster, shinier fill in the blank, because I think it’s going to bring some life satisfaction.
[00:34:25] Speaker: So, uh, I love the way that you’re, you’re thinking about these things. And, uh, uh, Helping people see the real value there. So now I’d like to maybe transition from how, you know, our behavior around money leads us into managing our teams. Well, cause I think there’s a piece of this, you know, we need to talk about how are we going to, uh, lead the internal team well to serve our clients and customers,
[00:34:53] Speaker 2: the, I suppose the key point in here is that as the, as the entrepreneurial leader, probably the founder of the business.
[00:35:01] Speaker 2: your pay packet that you take home, the profits that you take home, whether it’s through Bonuses, dividends, however it comes out of the company, um, flow throughs, whatever, um, is, you know, is impacted by all the decisions that you make inside the company, you know, it’s profitability, which then comes reflected in how you, how you treat the employees, what they get paid, uh, what, what incentives they get, uh, whether they can have cookies, you know, While they’re working, whether they get a, uh, health care plans, time off, philanthropic days, all of that stuff plays into, is, is part of the, um, the tightrope you’re walking between those decisions, right?
[00:35:58] Speaker 2: That are going to create a great employee experience.
[00:36:02] Speaker: Yeah, because I can even see down to the, the very like micro level, if I have a, if we’re, you know, look at the sides of the spectrum here, if I have a poverty mentality, you know, around money and an employee makes a mistake with a client or a customer, I could lose it on that, that employee and they might quit in the short term.
[00:36:23] Speaker: I am, I am so focused on what it means for me dollars today, where a long term approach to that relationship would be. Okay. Hey, we, we made a mistake. Let me coach you through this and longterm, you’re going to be a more valuable employee because we, we made this error in this, this, this scenario. So, so I think it’s sort of
[00:36:42] Speaker 2: that, that, that the, you know, the very negative accountants view of managing people is okay.
[00:36:48] Speaker 2: How many hours did you work today? What mistakes did you make? What did it cost me? Because you did X, like you were alluding to, um, Patrick, or, uh, am I bringing people onto my team to invest in them for them to grow, for them to potentially be even better than me, one day be able to go and get new clients?
[00:37:08] Speaker 2: And, and, and that this is a, uh, this is a journey. Now, obviously there’s some things they can’t do. You can’t consistently make mistakes that, that, that cost the firm, you know, send the firm out the back door, but fireable stuff. But the rest of it is really getting good people in there and investing in them.
[00:37:28] Speaker 2: That is a prosperity or an abundant mentality, as opposed to, as you, as you said, uh, um, You know, more negative fear based poverty mentality. And I think that just comes back to the leaders on relationship with money. If they’re fixated on, I’ve got to have X dollars each year. I’ve created a lifestyle that’s burdensome on the business because I’ve got to go from a 300 foot boat to a 320 foot boat that all ekes its way through.
[00:37:59] Speaker 2: Right. And so you’ve got to, this is a very, uh, delicate balancing act. Um, but I think we, we, we know that if you look after the employees better that they are engaged, they will stay there longer. And this is far more. Then what are they getting paid? I think in today’s day and age, people want to get paid a reasonable amount, but they also want to have a great experience at work and they’re not going to put up with nonsense from the CEO.
[00:38:29] Speaker 2: And this gets down to really, it gets down to how they communicated to related to, are they working in their talents? Um, and, and that communication is very, very important. Like the words that you use with the people, even though you might be as a CEO, very stressed about whether it’s a personal issue or the company’s, you know, not want a new client recently, whatever it is, you can’t show up with that stress,
[00:38:57] Speaker: right?
[00:38:57] Speaker: Yeah, no, that’s, that’s a, that’s a great point. And so I think you touched on this. Is there a sweet spot, you know, on one hand I can be, uh, controlling, demanding on the other side. If I take it to the other extreme, I can just be. Oh, hey, you know, sure. Show up to work next week. It’s okay. You know, you’re, uh, take as much time off as you, as you need.
[00:39:24] Speaker: Results don’t matter. Whatever’s best for you is great. You know, I, I think about what we’re trying to do here is I’m trying to put our employees in a position to thrive, okay? Um, and thriving is not burned out. Thriving is also not sloth, right? There’s a, there’s a healthy amount of stress in there. That is really good that allows somebody to grow, but it’s, it’s not so much that they, they, you know, are, are burned out.
[00:39:51] Speaker: And so, uh, I’m just trying to think of this from a leadership perspective. If I understand somebody and how they. You know, their, their DNA behavior, you know, um, how I can lean into that. So they can get the, they can be the best versions of themselves. And we even take it so far as like, if there’s a better opportunity for you outside of our organization, you’re obligated to take it.
[00:40:14] Speaker: Like, I would encourage you to do that because I want the best thing for you. And if we have this mindset, people will be excited about working for us, you know? So, uh, yeah,
[00:40:24] Speaker 2: I think that you’ve hit on, you’ve set the scene very well with that, Patrick, that It is about, um, the right balance between results and relationships, right?
[00:40:37] Speaker 2: I, I think, so it can’t be too loose and it can’t be too, too tight, but, you know, there’s, there’s a little bit of, uh, tension that’s always got to be navigated between those two things because situations change. But I think that it’s about, it’s about consistency. So people are, are clear. It’s like with talking, you know, we talked about our kids earlier on.
[00:40:59] Speaker 2: If the kids know the rules and the boundaries. You work within that and sometimes there’s, there’s, you know, a decision that’s got to be made where you vary that, but I think that’s the same in, in, in the workplace, not that the people working for you are kids, but it’s, it’s, it’s similar in the sense that they’re all different, they’re all gonna, uh, uh, they’re all doing some different things.
[00:41:20] Speaker 2: They’re going to hear the messages very differently. So I think that having, that you as a leader being consistent is, is part of, um, being trustworthy. So consistent messaging, you as the leader walking your talk and being very authentic and, and, and again, that gets back to the fact that if you’re doing the things that you should be doing as the leader, everybody else will see that.
[00:41:47] Speaker 2: And then the other part that we’ve brought, bring to culture, I believe, is psychological safety and, and that. You know, you can have a reasonably tough operating environment, but if it’s, if it’s okay, that one of your juniors comes to you, Patrick, and says, look, I don’t understand this, or I’m not sure that you’re on the right tack here.
[00:42:07] Speaker 2: They can do that without recrimination, or they can say something constructive, not Not being rude or cheeky in a meeting and, and, and, and explaining a point of view, even if it’s wrong, right? Um, without recrimination and they’re gonna go and get fired or they can make a mistake. Okay, we took a certain strategy, it didn’t work out.
[00:42:29] Speaker 2: That’s all part of psychological safety. And I think that’s the thing that is going to create a great employee experience that will filter over to the clients. Because the clients also have got to feel psychologically safe to have proper conversations with you. And reveal all the information as quickly as possible that you need to know to design the right strategy, because if they’re withholding information from you, whatever you deliver is always going to be wrong, right?
[00:42:56] Speaker 2: Right.
[00:42:57] Speaker: Yep. Absolutely. This is, this is great. So the next thing I’m, I’m, I’m thinking about in all of this is how do we take people and put them in the right seats and build the right teams using this information? Because I can see, uh, diversity is really good, but I’m curious your perspective on like, If we have people on opposite ends of the spectrum, so to speak, like, is that a good idea to put them together?
[00:43:25] Speaker: Are we going to get great outcomes because they’re going to bring different perspectives or are we just going to have conflict the whole time? So I’m, I’m generally curious on your.
[00:43:33] Speaker 2: Yeah. So generally speaking, the more, the more differences you have in the team means more assets because you’ve got the differences bring different.
[00:43:41] Speaker 2: Um, talents and strengths, uh, that can be worked with that also brings different struggles, which is the strength overplayed and it brings different communication styles. So, so in a way that becomes more, more to manage, but you need that to thrive. You can’t have all of the same in the business, although it’s easy to do that, but depending on what your business is, it might be lopsided in certain areas.
[00:44:09] Speaker 2: You know, like if you’ve got in the sales teams. Or the relationship management teams, you might need more of a certain style because that’s what those roles require. And then in the accounting team, you’re going to want more of a certain style there because that’s what that, that requires. So at the end of the day, it comes down to the organizational chart and what talents are needed.
[00:44:31] Speaker 2: For each role, and then you build it out from that, and then it becomes about how you manage those people, how you onboard them, you know, their first experience with you on the first day is very important to who they took, how they communicate and related to, but how do we help you get there at DNA behavior?
[00:44:50] Speaker 2: I think it’s where part of your question was going was, everybody’s profiled, um, and, you know, ideally, in that sense, if they’re already employees, or they’re being hired, they would go through our full, you know, Well, really, it’s an average of 10 minute experience to get that and then you get all the data.
[00:45:10] Speaker 2: But if we, if we were stepping into an organization called, let’s say that, um, you know, I was working with you and helping a CEO, we might profile the CEO and then we might digitally scan every employee in his or her business. To get, and this is really the enterprise behavioral data analytics, is to get a read early on as to, okay, where is the organization lopsided?
[00:45:37] Speaker 2: Where is the real problem? Okay. The leader might be saying, we’re not making enough sales, or We are losing a lot of clients. We suddenly go and look at the. The client service team and find there’s a whole lot of bulldogs in there that are not very relational clients walking out the door. They had a great first up experience cause they talked to, uh, someone who was great, had a great brain, but, but it’s very cold service, right?
[00:46:05] Speaker 2: Um, and, and so, you know, what they perceive is sales fall off and are blaming the sales team might actually be, uh, something else that’s, that’s in another part of the business. And I think so. In a way, heat mapping the whole business as early as you can. It’s going to probably and then look at the numbers together is going to tell you what to do.
[00:46:29] Speaker 2: And then, then, then, then after that, we can work on whether it’s leader development, client service team development, uh, knowing clients better, whatever.
[00:46:39] Speaker: Yeah. Yeah, I love it. And, and one of the things that you’re, you’re hitting on is, um, John Acuff wrote a book called soundtracks and it’s the soundtracks running in our head.
[00:46:49] Speaker: And one of those soundtracks he just highlighted, um, around, we’re having this conversation around the beginning of the year is data kills denial, which prevents disaster. And so you’re talking about like having really good data in the leader’s hands. And like, I can, if I don’t have good data, and if we think about this from a financial perspective, right.
[00:47:11] Speaker: If I don’t know how my business is operating, like I don’t have clear data. You know, I might be in denial about the direction that we’re heading and, you know, seeing trends and, you know, I could think everything’s great and we’re actually, you know, uh, getting ready to fall off a cliff. We should have been, you know, reducing expenses at some point.
[00:47:27] Speaker: So, uh, and it would prevent disaster and I’m seeing the same thing here. I just look at how. Expensive it is for people turnover, for client retention, you know, all of those, you know, both inside the business, you know, in our internal team and external clients, like those are so expensive. And if I, if I had DNA behavior, like in my organization.
[00:47:51] Speaker: I, I just look at the efficiency that creates and it’s like, Oh my gosh. Um, I think for the
[00:47:58] Speaker 2: effort of doing it, it’s going to help you cut to the chase quicker. And I think we, we spend a lot of time Patrick on, on the numbers and the numbers tell you a lot about the past, but they don’t tell you necessarily where you’re going to fall off the cliff in the future.
[00:48:13] Speaker 2: And, and, you know, I look at a lot at businesses make strategic decisions and or major strategic decisions that outwork themselves. A couple of years later, and I think being able to see what the consequences of your choices now might, how they might impact the business in 5 years time is also important with this.
[00:48:34] Speaker 2: And I think that’s where the alignment of behavior and the blockages that might be there with that and the numbers tell you a richer story. Um, and that’s why I’m trying to help. Leaders get more transparency quicker on, on the people in their business. So you can make those decisions quicker and better.
[00:48:56] Speaker 2: Yeah,
[00:48:57] Speaker: I, I love it. Hugh, I’ve really enjoyed the conversation around, uh, behavior and how it affects every area of our business when it comes to, uh, being more profitable and also just driving contentment and, uh, having an impact on both the human level. And, and I think that. Thins out to, uh, having social impact.
[00:49:18] Speaker: So what are the ways that our listeners can interact with DNA behavior?
[00:49:25] Speaker 2: Yeah. So I think the first, the first sort of concrete step is just to go to dnabehavior. com to our website. And on our website, there’s plenty of, uh, resources to, to have a read off just to learn about, uh, what we do, how we do it.
[00:49:41] Speaker 2: There are plenty of videos there. So everything is. Connected really, uh, in, in that website, if you want to, uh, experience the profiling process that we have to understand your own natural behavior and just get an initial. Pretty simple feedback. There’s also a link there on the homepage in about the middle.
[00:50:04] Speaker 2: So you can go in there and take that step. And then we will talk to you, give you some other reporting, but also talk to you about what that means and how it starts to get used and that links into our. Uh, DNA web app, which is the technology platform for, for using the insights to make it, uh, practically, uh, useful and real.
[00:50:27] Speaker 2: So that, that would be the, the first steps, um, and I think after that, before anyone dives into the, Patrick sort of buying one of our subscription services, it starts to come down to understanding what’s the problem that’s there in the business, or what do you perceive the problem to be? What are the objectives?
[00:50:47] Speaker 2: A lot, you know, cause behavior is broad. People have different objectives. Uh, and so, you know, we’ll have a discussion about that, uh, as well.
[00:50:57] Speaker: Yeah, no, this is great. And part of me thinks about, um, I’m going to, I’m going to make a health healthcare example here for a second. Uh, oftentimes our, our healthcare model is designed around, I.
[00:51:11] Speaker: Go to the doctor when I’m sick and I’ve got a problem, but I I’m, I’m going to make an argument that, uh, to optimize our, our health, we should be proactive on these things and looking at, uh, again, we, we talked about earlier data kills denial, which prevents disaster. Right? And I, and I think having this data at my fingertips will help me lead well, uh, and, and I don’t know if I should, uh, I think it’s a fantastic opportunity.
[00:51:37] Speaker: Like I’m. I’m excited to sign up for the free trial and just to get my, uh, feet wet with the software and see how it works. Cause I’m going, geez, just thinking about how this can impact our team and our clients, and we can just provide more value all the way around. I, uh, I love that idea. And so, uh, and I don’t necessarily look at my organization and go, man, I got, got all these problems I got to fix.
[00:51:58] Speaker: Uh, there’s obviously some things that are irritating me and it’s like. Uh, if I can be optimal, I, I want to pursue that. So, uh, I’m looking forward to digging into these, these tools that you’re making available because, uh, uh, just from this conversation today, this has been, uh, eyeopening for me on, on the opportunities that are out there.
[00:52:16] Speaker: So,
[00:52:16] Speaker 2: well, thank you for saying, and I think Patrick, it’s, it, you know, you going through the exercise for yourself. And if we take that as just as a concrete step, it, it, it all helps with your own self awareness. You’ll, you’ll get an insight there that says, okay. This is where I could adapt my leadership to be better.
[00:52:33] Speaker 2: Um, I think you no doubt, even if you don’t learn something that’s revolutionary, you’re going to get that insight. And now, you know, I think the next step for, for leaders, you know, participating in this, you know, go through the exercise yourself. And then the next step would be with our enterprise package, heat mapping.
[00:52:54] Speaker 2: Your whole organization, even if it’s just with the digital scan might start to help you see. Yeah, I did think there was a problem in customer service and here it is. Right? Everybody’s of the same talents and they’re wrong. Right? And we are getting some other feedbacks that people feel it’s not as warm as it should be or.
[00:53:17] Speaker 2: We’re not selling as much as we could. And you look at the sales people and realize maybe they’re not competitive enough, you know, whatever it is, it, it, it will, it will expose something and then give you the roadmap to, you know, where to go further. And when, when we work with financial services firms, and, and, and, you know, and, and, and, A lot of them have engaged with us because they want to understand client behavior.
[00:53:43] Speaker 2: Now we can see, okay, which advisors are getting on better in the team are getting on better with which clients and who should be matched up with who. That’s one of the big reasons that people use us. Yeah.
[00:53:53] Speaker: Yeah. I love it. And I think there’s also, um, After people get started with the web app, I, I, I think about if I’m going back to that health example, right?
[00:54:01] Speaker: Like now I have the data, but the data might point me to, I need to go talk to a dietitian and a personal trainer, right? Like I need somebody to help me, uh, implement and make the changes that the data is showing to me. So can you touch base just a little bit on the consulting work you do as well?
[00:54:19] Speaker 2: Yeah.
[00:54:19] Speaker 2: So, you know, a lot of our work is around. Business optimization. And so, you know, I think if we, if we sort of looked at the, the client, the types of clients you’ve got, they’re already reasonably successful businesses, but how can they optimize their business further? Or even, you know, my mindset is, you know, let’s say that you’ve, you’ve, you’ve got a business, you know, turning over 10 million and as a founder, you’re taking home, you know, a million or if not 2 million a year out of that, uh, depending on the business, How can you 10X that?
[00:54:55] Speaker 2: And, and, and how could you say, let’s say I want to 10X my business over the next. Uh, five years or seven years. That’s a reasonable objective. I mean, you know, we’d like to do everyone like to do that quicker, but I sort of modeling. That’s probably the time frame. What changes do I need to make to do that?
[00:55:17] Speaker 2: And we’re not just talking, you know, we’re talking. Pretty, pretty sort of heavy duty optimization, you know, looking in there, you know, applying the 80 20 rule into some, into some areas, looking at who’s on the team and maybe not everybody can stay or no, I’ve got a team that’s hungry, ready to go, but I need to push a certain strategy.
[00:55:39] Speaker 2: All of those things. Start to get exposed. And I think that’s where, where we step in and help you. If you’ve got that kind of goal, build the right culture to go and do it.
[00:55:52] Speaker: I love it. I love it. And, and a 10 million company and a hundred million dollar company have completely different structures, right?
[00:55:58] Speaker: And that a structure needs that structure needs to. Evolve along the way. And, um, yeah, I love the fact that you are there to help go, Hey, we need to reorganize these teams and look at, um, how these things can happen in a, in a different, more productive way. Cause we just can’t do more of what we’ve currently been doing it.
[00:56:16] Speaker: Uh, I think that’s right.
[00:56:18] Speaker 2: And, and, and, you know, I think a lot comes down in, in doing that into innovation and who’s got the innovation. capabilities in your team. And, you know, you might find it’s actually somebody that’s a 25 year old, quite a way down in the team that’s actually got the ideas and capabilities to help you innovate.
[00:56:35] Speaker 2: And, and, and particularly in today with AI. being, being, being important and growing in importance there. These are the types of things that, uh, you need to look at. And the, and the people in the team, I’m not an advocate of throwing everybody out of the team, although I do think there’s some people can only go so far and others can go further, but they need training and development.
[00:57:00] Speaker 2: And that’s includes the CEO, uh, the founder, you know, and I’ve, I’ve done a lot of research recently on founders, and I think too many of them. Are either exited out by funders too early or just decide to give up too early. And there’s far more that they could do, but they need to change their perception of themselves and they need to change their role, uh, day to day role that, that, that, and that might mean bringing in a company president or a COO.
[00:57:32] Speaker 2: Uh, but the culture probably dies when the founder goes, that’s the big risk. Yeah,
[00:57:40] Speaker: absolutely. And, and I think one of the things that we like to think about and talk about our championship teams, like it’s our job to build a championship team. And if we think about going through the different levels, you know, my.
[00:57:54] Speaker: The, the team I had at the high school level, not all of those players are going to be on the team at the college level, you know, they, they were, they, they helped us build a great, you know, high school championship team. But, uh, some of those people might need to move to, uh, a different organization because the, the level that we’re, uh, trying to get to is just going to surpass their, uh.
[00:58:13] Speaker: Their ability. So, uh, I, I love how you’re, you’re thinking about that. And I, I do think you’re right. Like owners at times, we often think we can do it all right. And it’s like, no, we’ve got to, to, to use a Dan Sullivan phrase. We’ve got a unique ability and we should, we should keep being more and more honed in on that unique ability and hand things off to people like operations and finance to, to those that, uh, uh, can do it.
[00:58:37] Speaker: Yeah, I think
[00:58:38] Speaker 2: the Dan Sullivan type approach is, is, is spot on for all of that. And, you know, he’s, you know, put a book out there 10 X, um, keeping 10 X focus better than 2 X optimization. I think, you know, I think applying that is that that kind of thinking is the way to go. It’s then about, you know, really getting an in depth look at all the people.
[00:59:04] Speaker 2: Thinking forward what your organization chart needs to look at. What are the talents that you need? Um, you know, it is going to be important and how you shape up as a leader. If you’ve got the stomach to go through that and you’re prepared to take some risks to do it.
[00:59:19] Speaker: Yeah, yeah, this is, this is great.
[00:59:22] Speaker: Hugh, I think everybody should go to dnabehavior. com and check out the resources there. I think the work you’re doing here helps people be better leaders, find more contentment, understand more about themselves, lead their teams better, understand how to provide value to their clients, uh, all of those seem like.
[00:59:42] Speaker: Tremendous opportunities. And then I think about not taking action on this. And it’s like, geez, you know, we, we’ve got frustrated teams. We’re, we’re talking to our clients in a way that’s just mismatching. And, uh, we’re just continuing to be, to be frustrated. So I think this is a tremendous resource and I, uh, appreciate the fact that you’re, you’re helping leaders grow into that sort of 10 X, uh, ability by being able to be.
[01:00:06] Speaker: You know, just, uh, better all the way around for their internal people and their, their customers and clients. So this is, this is great. Any, any final thoughts or comments before we wrap up?
[01:00:16] Speaker 2: No, I think that not nothing really specific. I think that, uh, you know, sort of the principle. If you’re an entrepreneur, you know, dream big, start small, finish big is something important that I always say.
[01:00:30] Speaker 2: I think, you know, learn to hold your power by managing your emotions, being patient. I think something that’s that that’s that’s important for a leader. And I would say that, you know, in terms of DNA behavior where we can really help you is building a psychologically safe Transcribed Workplace and culture.
[01:00:47] Speaker: Yeah. Yeah, this is great. Uh, I think there’s a lot of the employee has a lot of power and I think that’s great. And especially with the virtual work environment, you know, our team’s virtual, our clients are all, uh, virtual. It’s, it’s just giving people more opportunity and it’s giving us as, as leaders and.
[01:01:06] Speaker: You know, business owners, the opportunity to go, all right, let’s create an environment that somebody can thrive in. And, uh, uh, I think if you’re not taking action on these things, you’ll be, you’ll be left behind. So, um, again, Hugh, this has been fantastic. I appreciate, uh, all of your, your wisdom and insight into, uh, behavior and how it can affect us as, as leaders.
[01:01:27] Speaker 2: Well, I’ve really appreciated the conversation, Patrick, and really, we know we’ve connected a lot of dots, uh, today and look forward to continuing, you know, our relationship. Yeah, absolutely. Thank you so much.
[01:01:39] Speaker: All right. All right, Patrick. Thank you. Thank you for joining us here today for the vital wealth strategies podcast.
[01:01:45] Speaker: A big thank you to Hugh Massey for sharing his insights. There was so much value packed into this conversation, but if there’s one key takeaway to hold on to, it’s this understanding how people behave under pressure. Isn’t just a leadership skill. It’s a business superpower. When you know how to communicate, delegate, and build a team based on individual strengths, you’re setting yourself up for long term success.
[01:02:08] Speaker: And remember, you’re a vital entrepreneur. You’re vital because you’re the backbone of our economy, creating opportunities, driving growth, and making an impact. You’re vital to your family, building abundance and security in every aspect of life. You’re vital to me because you’re committed to growing your wealth.
[01:02:23] Speaker: leading with purpose and creating something truly great. Thank you for being a part of this incredible community of entrepreneurs. I appreciate you and I look forward to meeting you back here next time on the vital wealth strategies where we will help you minimize your taxes, master wealth, demise your life.