The Daria Hamrah Podcast
Do you want to change or simply improve your life? Take your business or your personal relationships to the next level? Have you ever thought why change is so difficult? Ever wondered how people become successful and we just call them "lucky". The Daria Hamrah Podcast gives you Dr. Hamrah's personal insights and pathways to his successes and what he calls "true happiness". Featuring interviews with some of the most successful entrepreneurs, authors and experts in their field, he shares their insights into what he calls the "Secret of Life".
The Daria Hamrah Podcast
Empowerment Through Leadership and Wellness Transformation
What if the key to unlocking your potential lies in the synergy between business strategies and personal goals? Join us in this episode of the Daria Hamrah podcast as we welcome the insightful Anthony Blanco, a business and mindset coach who passionately shares his journey from a sales consultant to an advocate for holistic personal and professional growth. Anthony reveals how embracing clarity, discipline, and consistent habits has guided him and others toward success. Expect to gain a fresh perspective on aligning business ambitions with personal aspirations for an all-encompassing sense of fulfillment.
Discover how structured processes, leadership, and emotional intelligence intersect to create a culture of excellence in Anthony's world. By fostering an environment where mistakes are seen as opportunities to learn rather than failures, businesses can thrive and evolve. We explore the nuances of leadership scalability, highlighting the necessity for data-driven decisions and effective delegation. Anthony's philosophy underscores the importance of empowering every team member to lead, ensuring a dynamic and resilient organizational structure.
Anthony also shares his transformative wellness journey, sparked by a personal health crisis, leading to a thriving nutrition business. By focusing on the interplay of mindset, nutrition, and fitness, he demonstrates how personal triumphs can inspire broader community change. As we discuss coaching strategies for both business and nutrition, Anthony's emphasis on client readiness and practical approaches provides listeners with actionable insights. This episode is a treasure trove of inspiration and knowledge for those eager to enhance their personal and professional lives.
Anthony Blanco:
URL: https://www.anthonyblanco.com/
https://www.instagram.com/anthonyblanco_coach/
https://www.facebook.com/anthonyblanco.coach/
https://www.linkedin.com/in/anthony-blanco-88647711
Tweet me @realdrhamrah
IG @drhamrah
All right, everyone, welcome to another great episode of the Daria Hemra podcast. Today, I'm thrilled to have a guest who embodies passion, drive and relentless commitment to helping others achieve their goals and overcome challenges. Anthony Blanco thrives in dynamic environments where his leadership and inspiration can spark transformation in individuals and organizations alike. Anthony is deeply dedicated to personal development and self-discovery, continuously seeking growth, not just for himself, but for everyone he works with. As a multifaceted coach, anthony offers a comprehensive suite of services, from leadership coaching and executive training to guiding businesses in aligning their personal goals with their personal values. His work ensures harmony, fulfillment and effectiveness at every level. He's here to share insights on how to unlock potential, foster collaboration and lead with confidence. Get ready to be inspired and learn actionable strategies from both personal and professional growth. Please join me in welcoming Anthony. Thanks for coming on to my podcast. Really excited to have you here. For sure.
Speaker 1:We met less than a month ago in Florida, where you were there as a featured speaker, and immediately, within the first five minutes, I knew it's gonna be super fun. Uh, you had a very engaging style and it was like no bullshit. It was um. It really hit me straight to the core everything you were saying um, so I after five minutes I'm like I gotta have anthony on my podcast because I gotta pick this guy's brain. And then at the end of the um uh, at your uh of your talk, um, um, it was interesting.
Speaker 1:I learned so much because I do similar stuff that you do not at a full-time basis, at a part-time basis, and every time I listen to talks of kind of like speakers and coaches like yourself, I always wonder what I can come out with and what is it there that I can learn that I don't know yet. And I was taking notes like a wild man that day and one of the questions I didn't ask you I wanted to ask you that day what inspired you to become a business coach. I know you told us briefly about your life and I want you to tell my audience too, but what was the inspiring moment? What was? Where was the moment where you said you know, I want to teach others, I want others to learn what I learned?
Speaker 2:Yeah, I don't, there wasn't a moment. It was more like a crock pot right. And so over the I've started very, very young like 21, 22 years old as a kind of a sales consultant, a marketing consultant to financial planners, and back then I realized that I loved like and I didn't know this because growing up I was told that I was learning disabled. So I was. Therefore I was not good at learning, right. That's what learning disabled means is my learning capacity has been disabled. Well, now I've discovered that in reality I just learned differently, so it's a different LD right.
Speaker 2:And so I would work with these financial planners all over the country and I absolutely loved building in. I would read articles, I would read books and then I would teach. I had this ability to go, take in a vast amount of information very quickly and then I could teach the principles to those who won't take in those vast amount of principles like I will, and I enjoy doing that. So I always say it's like I'm a gold miner, so like I'm out there in the field just mining, mining, mining all these nuggets and all these gold, and then I love to present them to people as gifts to go use that that gold or go use that diamond that I pulled out of a field and give it to them to use, uh to, to enhance their life and their business. So I wouldn't say that it was something that, like I at aha, aha, I'm like, oh my gosh, like business coaching it was. I loved learning and the things that I liked learning about helped people in the business world, both personally and professionally. Does that make sense?
Speaker 1:Yes, and. But my question was was there like a pivotal moment? I know a lot of times we involve in what we do, and whether it is that we read an inspiring book or we go to an inspiring talk but was there a pivotal moment where you said I want to do this as a career?
Speaker 2:Okay, I would say if there has to be a pivotal moment, it was the pivotal moment of somebody telling me that you are so good at this and I'm like I don't want to do this type of thing, it's too easy. And they're like no, it's not easy, like you're good at it, that's why you think it's easy. And so at that point in time I think it reinforced confidence as a business coach to say, oh, I am as good as dot dot dot, I have the ability, I have the strength, I have the wisdom and knowledge to go do this. So I would say that at that time, when somebody said, no, what you think is easy is hard for most people, and so that's why you're so good at what you do, because you just do it like breathing. And then that's when I I would say, if that was a pivotal moment, that was what instilled the confidence in me to really step forward without any kind of worry or anxiety about not showing up as good enough as a business coach.
Speaker 1:And then you also do nutritional coaching. I know you told me recently you got into that too. How do business coaching, nutritional coaching and mindset coaching in your opinion intersect, meaning what are the commonalities or human traits that one would or should have to be successful in all? Because to me it comes down to discipline. Whenever we look at success, you know, discipline to me is one of the most important traits of successful people. You know, I even love Aristotle's quote when he said we are what we repeatedly do. Correct Excellence, then, can't be an act Right, it is a habit.
Speaker 1:Right can't be an act, it right, um, it is a habit, right so. And habit comes from discipline through repetitive action. That is consistent. So, yeah, where do you see all these three intersect?
Speaker 2:so the three intersects are the, the mindset, the nutrition coaching and the business coaching. Correct, correct, okay. So the very first thing is is somebody has to be open to being aware. And so I was talking with a friend one time and he was like, well, you know, people need to have the kind of the go for it or accountability. I said, well, they can't be going for it and they can't have accountability if they're even unaware that there needs to be a change, that needs to be made.
Speaker 1:And so self-awareness is absolutely huge.
Speaker 2:And so I said everything starts with self-awareness. Whether it's a mindset, whether it's nutrition and getting in a better way nutritionally, or running a better business, or becoming a better leader inside your business, it doesn't matter, it comes with self-awareness. So I would say that's one of the major things. Then, second, is that people have to be willing to be humble, and so they have to be coachable, and coachable doesn't show up in what somebody tells me. Coachable shows up in what they do, and so that is the second thing that I would say is a very big thing. So, number one, self-awareness. Number two is they have to be coachable. And number three is they have to be hungry. So they have to be willing to make the change and they have to go after it. So are they aware that that change needs to be made and do they accept it? Then we're looking at are they humble, are they coachable, and then are they hungry, which means they'll take the steps necessary to change. So those were the three. All three of those intersect, because whether you're talking about mindset, nutrition or business, it's all, to me it's all the same. It's really coaching human behavior and getting people to start to pivot from where they're at and I said this quote during the event that we were both at is I said you can't change your destination overnight, but you can change your direction right by Jim Rohn, and so that's what I work on with people in the compound effect with Darren Hardy.
Speaker 2:He tells a story in regard to a lady that was I think she was very overweight, I want to say it was like 300 plus pounds, but she wanted to run a marathon and the first thing that she did was open her door and go touch her mailbox and walk back to the house, and so there's a whole story with how she went to the next driveway, then the next driveway and then pretty soon I think it was like nine months she ended up losing whatever it was 150 or 200 pounds or something like that, and end up running a marathon. But it all started very, very, very tiny. And so you mentioned habits, and there's all kinds of books. There's tiny habits, there's atomic habits, there's this habits, that habits books out there, and so just getting people tiny, tiny things to do with clarity in what they want to accomplish and then putting those little habits in place with direction to get them moving Amazing.
Speaker 1:Have you seen such an amazing transformation in businesses that you've been coaching you?
Speaker 2:seen such an amazing transformation in businesses that you've been coaching. Yeah for sure, I have a friend. So pretty much all the clients that I ended up working with for a long period of time this guy I worked with for six years became very close, still visit him often, still talk to him often, but working with him is he is a avid entrepreneur, he's a beautiful soul, an awesome guy. So is his wife. They're both co-doctors in their practices. But he would constantly be out there learning, learning, learning, learning, learning. And then he'd bring it back to his office manager, the main office manager, and he'd be like do this, do this, do this, do this, do this, do this, do this?
Speaker 2:And so at the very beginning of a relationship, I had to ask him I'm like, are you open for feedback and coaching? And he said he said yes, and I said, all right. I said, dude, you have got to stop setting fires everywhere. I said you're never going to get your business or businesses because we ended up acquiring two more practices. You're never going to get them where you want to go If you keep the people so distracted beyond the top three priorities.
Speaker 2:And he's like, okay, now, through that transformation and us becoming very clear on the strategies and implementation of what needed to happen. He ended up growing from a it was like a it's close to like a three to $4 million operation to then it built to like an $8 million operation because we acquired some practices, got some treatment, acceptance up, stuff like that, and then we were able to sell for many EBITDA later and so that was pretty cool. So that again and that was a six-year transformation. That was actually a 10-year plan but we accomplished in six because he was able to take on a new leadership mindset and then build that down amongst his team.
Speaker 1:Interesting. So I know a lot of businesses have like this mindset that they're stuck on and then someone has to come in from outside of the box. You know, have an honest talk with them. What are some of the most common challenges both individuals and businesses face when they're trying to maximize their potential? I know you mentioned this example that this guy was scattered all over the place and setting fires everywhere. Is this a common thing or are there in your experience dealing with a lot of these businesses? Is there a more common obstacle that a lot of these businesses face or deal with?
Speaker 2:I would say, as entrepreneurs, the majority are hyper learners or hyper researchers, and so they're so passionate about what they do.
Speaker 2:They learn at night, they learn on weekends, they read books, they go read articles, youtubes because they're passionate about what they're doing and so they're trying to go.
Speaker 2:So one of the biggest obstacles is them getting out of their own way and understanding that the other people in their office are not entrepreneurs. They are the implementers of the strategies of the entrepreneur, and what ends up happening is they overwhelm them, right? It's like, as I originally said, so usually I have to talk with the leader about getting out of their own way and teach them, a way of saying all the learning and all the stuff you're doing isn't wrong, that's not wrong. You should be constantly pursuing better ways to do things and so giving them an outlook to say, hey, listen, put together a Google doc and I call it a learning journal and you just go through and you put all these topics that you're learning, with links and all that kind of stuff, and then in October, you go through and revisit all these with your leadership and see which ones, by ranking, you want to implement for the next year.
Speaker 1:So you're recommending more of a strategic, one-by-one implementation as opposed to a shotgun approach and implementing all the good things that you learn. Because the reason why I'm asking this question a lot of times, a lot of these different things we learn, they're related in one or the other way. Like you can't do one without the other, and so forth, and a lot of people, including myself, forth and and a lot of people, including myself. Initially, when you learn a lot, the challenge is to kind of put everything together and in in a strategy and then take action and implement them. And if the strategy is wrong, then the implementation will come to at some point, come to a halt or actually work out as a disadvantage and could actually even hurt your business.
Speaker 1:And no, it's hard, because no one other than you knows what direction you want to take your business or what you're passionate about. How do you get into your customer's head? Do you have like conversations? Because to me it's a very individual thing. How do you align the strategy with the personality of the business owner and with what the business owner actually wants. How do you align these two things?
Speaker 2:Sure. So what I make sure to do first is I, I have to find clarity, so the business owner has to find clarity Absolutely. And so, like, when I'm working with a business owner, usually I, when I very start working with somebody, usually it's like a full day process where I'm either in their office I don't like doing zoom, so usually if I have to go fly out to see somebody, I will zooms. They exhaust me, people empower me and get me excited, and so, like, I'll be on site and then going through essentially the clarity equation, and so I ask them a ton of questions about what they want personally, right? So business isn't life. Business is to help us get what we most desire in life, and so I need to know what they want personally. What does their life look like? What does their time off look like? And so I'll ask a thousand questions and really, really deep dive into that and then I say, okay, so what does the business look like that serves that lifestyle? And then we go and we build that business that looks like that.
Speaker 2:Now I have a, if you will, an avatar of an ideal business and personal life that I can hold them accountable, and so every time you're making a strategic decision with something you say does this build or bust this ultimate goal? And there's always going to be variations from like one to 10. So somebody might come and say, well, I've got this thing that I learned, that I want to implement. Okay, well, let's talk about that as, on a scale from one to 10, does the needle move at a level three, or does a needle move at a level seven or a level 10? Well, it's probably a level three. Okay, well, let's move to the next idea that you have. And then we rank everything that way against clarity for their personal and professional life to live that life. Does that make sense?
Speaker 1:Absolutely, that's exactly 100%. Answer my question, because that's one of the things I wish I'd known you 10 years ago, but it took me literally 10 years to just figure that out. Had I known that there are coaches like you out there, it would have taken me much less time aggravation and probably changed my life in the past 10 years. But that's exactly what I did with myself. One day I sat down and asked myself what is it that I want from my life? I asked that question before I started structuring my business Because at the end of the day, I asked myself why do I go to work? Well, the first question is I love what I do, but at the same time, I love life too, which is my family, which is things that I love doing besides the business. You know hobbies that I have, from traveling, from sports to arts, from just hanging out with people that I care about and spending time with people I care about All of those things that you need as a human. You know, as much as you love what you do as much as you love your work. We are multifaceted people. We need different things in life, and other people need us too, and it's a game of give and take. And so when I asked that question, I realized what I need to be doing in my business. And now not only I'm thriving, but even my business is thriving as a result of me thriving. It was almost like it opened my eyes to all the stuff that I'd been missing, yes, in my personal life, but, more importantly, even in my business. I started even noticing the people in my business differently. I started caring more about them. They weren't just pieces, they were actually human beings, and my relationship changed with my staff. So it's hard to explain, but you understand it. It's hard to explain but you hit the nail on the head is really to ask the question what do you want in your life? What do you? What makes you happy? That question comes before structuring your business, and that's something that when I talk to many of my colleagues, they, when I guide them that way, there's I see a huge question mark on their face. And which brings me to the next question.
Speaker 1:You consult many businesses now, as human beings, different things are important to us, meaning a lot of people are in business. Look as a business means to an end, meaning making money, and that makes them happy. That's their north. You know how much money they made today, how much money they made last year and how much money they want to make next year, for 2025, you know New Year's resolution. What's the goal? I want to make this many percent more than I made last year. They just go by numbers and that's what gets them excited.
Speaker 1:Then there's another group of people that they just enjoy the process. They enjoy the process of running a business, whatever that is they're doing, whether they're surgeons, whatever, even if they're not in healthcare profession. Maybe you're a mechanic, I don't care what you are but some people are process-oriented and they just enjoy the process and they welcome new challenges, because a new challenge then makes the process more exciting, makes you aim towards something, gives you motivation, right. So I don't know if there is a group that I'm missing, but I see it as binary as that. What percentage of businesses that you consult belong to the one versus the other group, and what is easier to coach? Which type of people are easier to coach and more likely to succeed?
Speaker 2:Okay, so summarize what you just said for me.
Speaker 1:So there is two groups of people. One are process-oriented. They enjoy the process of the business, got it? They don't look at, they're not fixated on numbers necessarily, they just like growing the business. And the other group they're just purely numbers-oriented. Everything is in numbers. They just want to increase the revenue compared to last year and it's all about making more money and they're basically chasing the dollars as opposed to the process okay, I I would say that the process driven folks are more likely to succeed. And why?
Speaker 2:The reason why is because everything that I've studied and read over the last 20 years have to do with the process. I mean, you look at quotes on it, YouTube videos on it, People like they say now, like if you want to become a millionaire or a hundred year or a billionaire, or all these folks is that it's the people that do the boring and mundane things that end up becoming the millionaires. The boring and mundane things are you find something and you make it work and you keep on doing it over and over and over and enhancing it. I heard this phrase one point in time is imitation before innovation. This phrase one point in time is imitation before innovation. And so when we have a lot of entrepreneurs, they will see a process, they'll buy a process and then, instead of imitating the process or best practice from another business, they'll immediately try to innovate it, as opposed to just implement what they have and then get a body of work of three, six, nine months a year and then get a body of work of three, six, nine months a year, then innovate on top of that to tweak it. So what people that have numbers that are just chasing numbers? What I would say? They have a tendency to be short sighted. So if they don't see, if they don't see the numbers are happening the way they think they should happen, they actually don't know what the problems are. There's nothing to go back and look at because they're not following, they don't have any structured processes in their business and then they make assumptions.
Speaker 2:I mean, I've had somebody make an assumption before where they're talking to me about marketing and they're like you know, I, I, I'm not getting a return on investment on this. And I'm like well, what's your, what is your tracking? Oh well, I, it's just a gut feeling. I said so, you're not tracking it, there's no spreadsheet. And they're like no, I said so, let me call the company and I'll figure out through business coach mindset. So I called back and he was getting a 10 times ROI on his money. It wasn't a zero right, but there wasn't a process.
Speaker 2:In that case, there wasn't a process of measurement, right. And let's say he wasn't getting an ROI, let's say it was like 2%. So they're spending $75,000 to get a 2% ROI. Then I would say, well, let's go back and look at the process. What is the lead generation? What is the scripts and follow-up? What does the sales presentation look like? What does the close look like? What does the financing look like? So I would go back through and look at every step of the process I call it backing it up and measure every step of the process to find out where the bottleneck is in that process. But if there is no defined process, there's nothing to go back and look at. So we just look at numbers and then we try to make up what we think the numbers mean and say to us, but we actually don't know.
Speaker 1:Do you interesting? And then when you do that, or, in this case, what was the response of that owner he?
Speaker 2:said oh, and he kind of giggled. He's like, oh, I just didn't know. I said that's not a problem. And I want to be clear is I want entrepreneurs to chase those gut feelings? The reason why they're usually successful entrepreneurs is because they chased a gut feeling right? So what I'm able to do is help them with those gut feelings and make them more profitable Interesting.
Speaker 1:Now, how do you? Talking about scale and growth, what are the key elements that make a business scalable and successful? To you? What pieces does a business need per se to make it scalable and successful? You know, you mentioned the example of the owner who bought multiple practices and then sold at multiple EBITDA. You know, maybe we can use that as an example of success and scalability.
Speaker 2:Sure, leadership. Number one I've worked with owners that tell me that they want better leaders in their practice. And I asked the owner. I say, well, tell me what leadership studying you're doing. And the majority of them are like, oh, I read a Maxwell book 17 years ago and I'm like, okay. So I said just the number one thing.
Speaker 2:And again we're talking about scalability. In order to have scalability, we have to have a strong foundation. A strong foundation implies that we have leaders inside the organization that can lead people. Right. So the way I like to look at it is leaders, leading leaders to lead leaders. Everybody's a leader from every position.
Speaker 2:The number one leader in the organization has to be in some way it has to be the owner, because the law of the lid with John Maxwell says that your personal professional life will only grow to the current size of its leader. Right, the current capabilities. Can you grow beyond it? Absolutely. Will it come back to your lowest level of leadership? Absolutely, right, so you can recruit a strong leader in your organization and I've seen this happen too is I've had owners recruit a strong leader into their organization. This person knows Maxwell, or they've done leadership study or they're just. They've been through a lot of experience and so they've got a lot of leadership capabilities. They are actually a better leader than their owner, and that causes problems. So what ends up happening is that, when the leader in the organization becomes the person that everybody goes to, the one that everybody listens to, what ends up happening is that leader tends to feel like they're capable of more and they may need to go spread their wings somewhere else.
Speaker 2:Right, so we don't. Yeah, so we don't. Make a situation where we can grow leaders and make it a fertile ground. Our people that come up against our lowest level of leadership will come out from underneath this and they'll go seek a different organization where they can actually become better leaders. So that's number one is a culture of leadership, leadership development, because on the shoulders of leadership we can grow amazing organizations. Because leadership leaders are problem solvers, and that's what we have. Anytime that we open a business, we have problems. The more that we grow a business, the more problems we have, and the bigger problems we have, the bigger the paycheck. So if we want a bigger paycheck, we got to assume we're going to have bigger problems, and so we have to have the leaders on board to work with those problems, because we cannot be the person that everybody goes to for problems in the business Does that sound fair Totally.
Speaker 1:And a lot of times you can be a great doctor and typically in our industry the doctor is the business owner and leads the business. But when you scale at some point as a doctor, you have to make a decision how much time are you going to spend on doing ceo stuff and how much time in a week are you going to spend on doing doctor stuff? And when you're, when you start scaling and have multiple offices, what do you consult you? Do you recommend them to bring in an actual CEO, like a business person, to run operations, or at what point do you recommend to make that transition so you're not stretched thin, but also based on the expertise and talent of the particular doctor slash leader? Maybe they're a great doctor, but they're really bad CEO, and so how do you navigate those waters?
Speaker 2:So when we have somebody that's looking to be a COO, ceo you know, cfo, those types of C-suite positions is we have to look at the overall revenue that's generated and the profit that's generated from the practice. So I wouldn't say like it needs to be doing a specific amount because I can tell a general practitioner like they might be operating at like 25% profit margin, where maybe a specialist is operating at like a 40% profit margin. So it's it's everything is is customized, so I'll just go generally. I've got Everything is customized. So I'll just go generally. I've got, and I'll tell you a story. So I've got an office that right now is navigating these exact questions and so when I first started working with them they were doing $250 per month in production. They're now knocking at the door of $500 per month and that's just about a year later.
Speaker 2:We've acquired another office. We had another office that they already had but it was kind of dormant until we could find the right associates to go in there. We've acquired another office that'll be up and running by July and then we're looking at creative strategic partners and other purchasing other offices Once we get to a critical mass, probably about with this organization, with the revenue, profit and the way we're looking to build, we'll probably have that gal as COO, probably, I would guess, by the end of the year, if everything ends up happening the way it needs to happen, because by then we might have probably close to five practices. So we'll have five practice managers inside those practices that somebody will need to lead those people and not be managing the day-to-day of a practice.
Speaker 1:Yeah, that's exactly my question. And talking about leadership, I listen to a lot of Simon Sinek and I love how he looks at things. Simon Sinek and I love how he looks at things, and one of his quotes about on leadership says leadership is not about being in charge, it's about taking care of those in your charge.
Speaker 2:Yeah, what do you think he means by that? Well, the word that I said earlier is I said, uh, they have to manage those people, and what I really mean is they have to lead those people. So management went out. Maxwell says management went out in the eighties because managers manage systems and processes. Leaders lead people Right, and so when he talks about leading the people in your charge, that is building into them. And when we follow the model of servant based leadership is our job as the number one leader in an organization is to is to be the biggest problem solver to allow our soldiers, our army, our leaders to get their jobs done in the highest capacity.
Speaker 1:And to to that point. I like that. Yeah, the chart you draw on a whiteboard in that meeting where you talked about victors and victims. Oh, yeah, yeah, it comes to staff. Can you talk a little bit about that? Because that's one of the most common challenges when you're trying to find your leaders within your organization or help them succeed.
Speaker 1:You will find two different people as you find the victors and the victims, and I can tell you from personal experience most are victims. Um, they are hidden victors, but you have to coach them to get there. You have to help them to realize that they can do much more than they think they can. You have to empower them, and I do that, but some are just not. They can you have to empower them, and I do that, but some are just not. They just don't want to be leaders, they don't want to be empowered and they always complain. They always have a problem for a solution as opposed to a solution forever problem. Can you talk a little bit about that? Because to me, that's one of the key factors of a successful practice, as to me, a successful practice or business starts and ends with your people.
Speaker 2:Yeah, so it is a concept I learned a long time ago, but it actually fits perfectly into the model of high road leadership and low road leadership, and so high load leadership is above that line. So the high road is ownership, accountability and responsibility. So those are the people that are victors, right. So they are accepting everything is on their fault, like if one of their team members doesn't do something right, they don't go. Well, that team member, blah, blah, blah, blah. They go. Okay, what isn't it that I didn't communicate? Do I need to communicate it different? Did they go through the appropriate training? So they put they don't blame themselves, but they kind of go through a mental checklist first, did I do this, this, this, this and this and this? Then they'll seek to say, okay, maybe the person's just not getting it, maybe their job IQ doesn't fit for this particular business, whatever it may be. But they go look at themselves first, and that's what the ownership, accountability and responsibility is. And so when we're building a team with leaders and again, a team with leaders means everybody in the organization is a leader is that we want everybody with ownership, accountability and responsibility. What could they have done differently to come up with a different solution right, always solution-based, not problem-based. And then you've got the low road leadership.
Speaker 2:Those are the folks that are focused on the blame, the excuse and denials, and that's the victim mindset. So I would tell you, right now, today's society is when I teach this, I always have to be careful, because right now we're blaming, we're saying, oh my gosh, like I have a business full of these people of below the line blaming, excuse and denial. And I will tell you and Simon Sinek says this in one of his things about millennials, years and years ago, where he says these people that are now in your business have never learned what it looks like to be dot, dot, dot. So I'll say that I'll fight for those people and I'll say listen, some of these people that are blamers, they make excuses and they're deniers is because that's the way they've been conditioned to learn since they've been a kid. And so for me to punish them for somebody else's education that they were a part of, maybe isn't that fair.
Speaker 2:So what do I need to do as a leader? I need to be ownership, accountability, responsibility, take on. Do I feel like this person's got a good engine? Do they have a good mind? Maybe they're just. That's just the way they react. And if they, maybe they've got some good is what they used to call in real estate good bones, right, and we put them through kind of the ownership, accountability, responsibility of leadership change, giving them a book to read, some podcasts to listen, to see what they do with it, see if we can re-educate them on what it is to be a team member and leader inside the office. After that then say okay, nope, they are a blamer and excuser and denier, they're low-road leadership. Our low-road leader in our business may be somebody else's high-road leadership in their business, right, and that's okay because we're going to free them up to let them go do that, right.
Speaker 2:But first, again, I don't want to punish people for a conditioned life that they know anything different. And that's when we go back to the very, very first thing that we talked about. You said what's one of the first things and I said awareness, right. And you said self-awareness, absolutely. Because these people that are a lot of times below the line, below their low level leader they are, or low level leadership, they are below the line in their thinking because they're not self-aware. They don't know any different, right? So us as leaders have to start pointing out what it looks like. Give them a role model to see. Here's what a leader looks like. Here's what a team member looks like. These are the attributes of an ideal team player. Here's an attributes of a ideal leader. And now they have a model, because up until they meet us maybe they don't they've never had a model, so they're just behaving in accordance with what they know. Does that make?
Speaker 1:sense, absolutely. What are the attributes of a perfect team player? The?
Speaker 2:attributes of a team player are humble, hungry and smart. So and I take this from Patrick Lencioni, who's absolutely phenomenal from Table Group you can look him up on YouTube, he's got some good stuff. And so, patrick Lencioni, humble is are they coachable and are they willing to learn? Very simple If you can hire somebody or find out that it's a humble person, chances are that you can build the other two things, but if they're not humble, then the other two things don't matter, right? So then you have to have hungry. Are they willing to do more than what they're asked for?
Speaker 2:So when I'm looking at team players and somebody says, if somebody ever says that thing is that's not my job, well then this, probably you know, you're, probably you're right that this whole, this whole business that you're working, is not your job. So you can go be not your job somewhere else where maybe it is your job, right? Because I want people that are, um, they're they're doing. I think you said this this word about excellence is habits. How did you phrase that? Like habits, we become what we are repeatedly do and therefore that we have to be almost excellent in everything that we approach, right?
Speaker 1:Yes, so it's, you know, it's what we are, what we repeatedly do. So excellence, then, is not an act. There you go.
Speaker 2:But a habit that's right. So we have to teach them the habit of excellence. And so excellence means that if I see a paperclip on the floor, I don't step over it because I want to make my environment awesome. Excellent means that I'm encouraging my team members even if my day is sucky. Excellence means greeting the next person that comes through the door with a smile. It means greeting your team members with a smile, despite how I feel in in with with if I'm having a damn day because I spilt my Starbucks, right. So those are excellent things. And that's. That's hungry, right? That's doing more than what you're asked to do, like if you're asked to answer the phones or you're asked to um, do sales, and but you're encouraging others. You're seeing that there's there's a problem in the kitchen with trash. You see that something needs to. The dishwasher needs to be ran, like.
Speaker 2:I'm looking for those characteristics when I'm building a team and when I go into a business and I'm observing the team for like two or three days, I catch up, I catch on those things of the people that don't know I'm watching, because normal people aren't, don't know that a coach is in there watching the excellent behaviors. So that's hungry. And then smart. Smart isn't like IQ, smart. Smart is emotional intelligence. How well do they deal with their team, how well do they deal with the customers and clients? How well do they communicate? That's emotional intelligence. And so that is humble, hungry and smart. And so when I'm looking with ideal characteristics, everything can fit into those three right there with Patrick Lencioni. But if you want to take a more specific dive, then I build into teams with the John Maxwell as a book, with the 21,. I think it's the 21 attributes of a characteristics of a team, right? So he's got 21, this, 15, that 16, this. You know all these different numbers. This one has specific to do with team members and going through and defining those things.
Speaker 1:Ask what you can do for your country, not what the? Country can do for you, and that's the mantra I try to teach my team every time they come and try to victimize themselves when there is a fire and it's funny.
Speaker 1:One of the biggest challenges for me is to not make my staff feel that if they make a mistake or if they fail in whatever task, that they're going to get punished, because what it does, it wires them to to not do anything because of fear of failure. So almost like deers in the headlight, when there is a challenge or there's a problem that they need to be solving, which I know they could easily solve if they just put their mind to it, right. But because they're so afraid to make a mistake, they come to me and says hey, what do you want me to do here? Right, and usually I look at them and say, well, what would you do in a case like that? And then I realized they haven't even thought about it because they didn't even want to take on that responsibility, because they didn't want to be blamed if it doesn't go well.
Speaker 1:So how do you overcome this? And I've said it repeatedly, but still they're just afraid of making mistakes and therefore they don't take action. And I would always have to ask them. And then, when I ask them, then they eventually do it, and then they do it successfully, even come up with a much better idea than I would have come up with, because they're in the trenches, they know the challenges much better than I do from the outside a lot of times. But how do you set them free, so to speak?
Speaker 2:So I do that at the very beginning with positioning. So you build a position and inside of an organization, if you want to say that we are a learning organization, so when you onboard a new team member you say hey, listen, just want to let you know that we're a learning organization. Let me define that for you. A learning organization is we make mistakes. We're not punished for our mistakes. What we do is we learn from our mistakes.
Speaker 2:Mistakes are only mistakes when they don't become lessons right. And so then, when we make a mistake, all we have to do is not hide from it. We have to say what are we learning from it? And that's what I build into the culture number one. And so that way you free people to know that when they make a mistake, the most important thing is to take it to leadership and say, hey, I made a mistake, I need help thinking through this better next time. So when we empower people at the very beginning the positioning of when they're hired, what we are as a learning organization and define that here's what making a mistake means, here's what accountability means, here's what making a mistake means, here's what accountability means, here's what peer-to-peer coaching means, and you define that. You've now freed them up with open and transparent communication to become better.
Speaker 1:Yeah, so you know it's interesting because it's one of the. Probably empowering your own staff is one of the biggest challenges that I've had Because, again, we are all creatures of habit and I think a lot of the personalities come from how you were raised. As a child you will have that almost that inhibition or feeling of being punished, no matter like who your boss is. It's almost ingrained in you and, right, it's so hard, I feel, it's so hard to overcome. There is some extremely intelligent, hard-working people and they're so intelligent they come up with much better solutions than anyone. But that fear of failure, um, doesn't allow them to exploit their potential and it's sometimes it's sad to witness it. And you know, I I'm really relentless, relentless when it, when it comes to coaching these people, because I really believe in them, right, but boy but boy, it's hard. I mean, it's so ingrained in them. And on the other hand, there are, you know, one of the big challenges I have is right now I have a situation where I have a very smart person. She's very highly productive, but not a team player.
Speaker 1:Yeah, kind of the example you mentioned. You know there is something to be done and you ask that person to complete a certain task and then the response is well, that's not my job, that's not in my job description. To me, there's two problems with that. One is that type of attitude, which is against what we just talked about, and the second thing is don't you feel it's a little? I know, I compliment the honesty, but at the same time it's a little audacious to say something like that when the person you work for kindly asks you to chip in or help with a task that he or she thinks you are good at and that's why they came to you and asked you for that and then your response is well, that's why that they came to you and asked you for that, and then your response is well, that's not my job description yeah, yeah.
Speaker 2:So two things is one.
Speaker 1:I can see this scenario at the same time they two weeks ago, they came and asked for a raise. By the way, just to make it more interesting, yeah that's awesome, like what do you like what do?
Speaker 2:what do you?
Speaker 1:start the conversation, like what do you even say? Like, how do you kindly, let's say, you're really planning on retaining that person because you think, well, maybe I can coach that person? Yeah, where do you start? Like, how do you open up that conversation?
Speaker 2:Okay, so the way that I would open it, I'd sit down with them and I'd say okay, so tell me about what it is you you like most about working here, and allow that person to go through and tell them okay, what do you understand? And I'm assuming, let's say, it's your organization, I'm assuming that you, just based upon your, your nice conversations, do you have your core values mapped out? Yes, okay, inside your core values, do you have anything that's relating to hungry, or doing more than what's expected, or excellence, or anything like that?
Speaker 1:Absolutely All of the above and that everything we do is for the sake of the patient and for the sake of improving their lives and our lives.
Speaker 2:Okay. So what I would do is I would sit down with that person and I'd go back through those core values and I would match up what the expectation is and, going above and beyond your current position, where that fits in one of those core value points or several of the core value points, and if it isn't specifically spelled out there yet, I might add a short sentence definition to one of those things that actually specifically states going above and beyond the defined roles of expectation in order to be a team player. That's the way I would approach it. Then I would say when people come and they're looking for raises or looking to make more money, that means that they are doing more. That's what's already being asked of them.
Speaker 2:The mindset of I'll do more when I get paid more is not inside the culture of this organization. It's I do more, then I get paid more. Okay Now, with that being said, and I'll tell you this straight up, you and I have talked a couple of times, and so I always say I use this word for everything allegedly. So I allegedly believe that you're a couple times, and so I always say I use this word for everything allegedly, so I allegedly believe that you're a good leader, right? I don't like until I see you in action over an extended period of time. So I'll just say allegedly right. Let's just say I'm learning, yes, I'm constantly learning.
Speaker 1:We're always in a continuum right Continuum learning, because good and bad are relative terms.
Speaker 2:Yes, yes, good and bad are relative terms. Yes, yes. And so what I would say is that I've run into docs or owners of businesses that want their let's say, it's an office manager and they're saying they've got defined terms of what an office manager role is, but they need them also helping with this and this and this and this, and that office manager will do all those things. But then they come to me and then they're like I can't get everything done, so it's less of a it's not my. Even though they made the words it's not my job may come into their thinking. What they really mean is I've got my role Plus.
Speaker 2:Now the doc wants me to do, or the owner wants me to do, these other eight things and I don't know what to do, right, so that's that's one. That's one caveat of that. Now, on the other side, I have people that that I'm currently working with, where the owner is doing the learning thing and they're off learning and sending links to their, to their practice manager and they're saying implement this, this, this, this, this, this, this and this. And the person's like that's not my job, like I have one one practice manager right now that like she's fixing the TVs and she's messing with the computers and she's reprogramming this and that I'm like that's not your job.
Speaker 1:Are you talking about my? Are you talking about my practice manager? Cause that's exactly what she's doing.
Speaker 2:Yeah, and so I always say, I always ask every practice manager, this or owner I said what is the highest value of their time? Now, if they have to do something as a one-off, that's fine, but if they have to do something as a regular, then you have to say is this a $20 an hour task? Is this a $50 an hour task? Because if their value is at $500 an hour and then you're repeatedly putting things on their plate that are $20 an hour, then you have to really evaluate how to subcontract that, whatever that thing is out, or have somebody else come in and do it.
Speaker 1:Yeah, that's. It's funny I have. It's funny that you said that because my office manager I love her to death. She's someone that fits all the you know all the categories in me. She's amazing. She's the embodiment of a team player, to the point that if there's something wrong with a computer on someone's computer, instead of her calling IT she goes and just fixes it. She leaves her desk and she goes and fixes it. The problem is others knowing that they abuse her. There is an issue, they go to her and peel her off her desk.
Speaker 2:Yes.
Speaker 1:And I'm often doing what I'm doing and I miss it. And then at the end of the day, I'm trying to see what she has accomplished and she looks totally overwhelmed, she is totally stressed out. I'm like what's going on? She's like Dr Hamra, you don't even understand this, this. And I'm like, well, why are you even getting engaged in those things? Why don't you outsource it? Why do you? It's like, well, because they come and ask me. I'm like, well, learn to say no. I mean because that person just comes to you for convenience. They could easily figure it out, but it's a path of least resistance to come to you. You're just too nice. And we've been having this conversation for the past 10 years.
Speaker 2:Yeah.
Speaker 1:And it's not changing yeah.
Speaker 2:So the change comes from the again, whether it's an owner or whether it's an office manager, is my questions are always the same what is the biggest impact that you want to make in the people around you? And then they tell me okay, what does that do for you personally? And then they define it Okay, what does that do for you professionally? And then they define it Okay, what does that do for you professionally? And then they define it and they say, okay, so what are the actions that you take on a daily basis that build those things personally and professionally, versus bust those things?
Speaker 2:So there's builders and busters and they have to define those builders and busters for themselves and understand that if they go change mouse, if they tell somebody or go look for mouse batteries because their person can't find them, that's a buster. You know, that's like a $3 an hour task. Right, you need to go find it. Order some off Amazon, I don't care. Like you shouldn't be asking me that question, right and so? And then the question comes up do we have a place that we normally keep batteries? Did they even look where the batteries are first? Right, this goes back to processes. So it's changing their thinking, because they may have thought that their jobs and they usually what I find is is they love their owners Like they're like they want to serve their owners so much but what they do is they because they love their owners so much they kind of fall on the proverbial sword like 30 times a day to protect their owners instead of building up leadership quality.
Speaker 2:So, like the majority of the coaching that I do, yeah, it's with owners, but the amount of time that I spend with like practice managers to help redirect their leadership and so that they can become a more powerful, empowered leaders empowering a team of leaders is probably where I spend the majority of my time.
Speaker 1:Yeah, you hit the nail on the head and that's the problem, and I'm still working on it. But it's not easy, because she's so passionate, she loves the business and I feel she loves me so much that she wants to make sure that everything goes well, that I'm happy at the end of the day. She wants to make sure that everything goes well, that I'm happy at the end of the day, that I even verbalized and went to her and said I'll actually be unhappy if you do this, so please. So, just so that I've communicated, now I'm even creating a door that doesn't have a window in her office, so then people are less inclined to come and bother her, so she can actually close it. They would actually have to call her on her phone if they wanted something, which maybe creates another barrier as opposed to someone just being able to walk into her office easily.
Speaker 1:So, yeah, that's probably the. You know. You have the ones that are on the one side of the spectrum that love you so much. They're hyper-intelligent, they can fix any problem and they're being abused. And you have others that they use their intelligence negatively, trying to constantly cut corners. And worse, even when there is an issue that they witness, they know they can solve it, they don't do it knowing that it would hurt the business, but because they say, well, that's not my job. And then when you tell them that, they even verbalize it and say, well, that's not my job description, by the way, would you fire that person on the spot or would you give that person a chance?
Speaker 2:What I would do is I'd go back and re-educate Again. I go back. I always hold people accountable to the core values and principles of the organization.
Speaker 1:And then I'll say but my question is, because it requires a certain audacity, Like you have to have. It's a personality thing to me, so you can cite or quote the core values. Is that going to change the personality of that person? I mean you could values. Is that going to change the personality of that person? I mean you could force, enforce something. You can enforce a law or a rule or a mission statement, but then is it long-term sustainable if the person's personality is not wired the same way?
Speaker 2:So what I do again, it's when I go back to the core values or virtues of a team player is I say here's what they are. And then I say here's because you had mentioned something just a second ago is you talked about their heart, right? So it's a? And I heard this somebody say this one time. They said, even like laws, and they're like you can create a regulation or a law, but you can create a regulation or a law, but it doesn't change the heart. And so it's a heart condition, not a legislative condition. Right, and so.
Speaker 2:But what I do is I still go back there and I say, listen, from what I understand is, even if you gave me actions that look like this, but your heart doesn't believe it, then if I'm you, I'm asking myself is this the right organization to work with? And that's the conversation I would have with them. I would say that to them directly and say and that's okay. If it's not, there are that as we grow, like for different points and times in life, as we grow, we're like this At some point in time. The organization is still heading this way, but maybe you've grown or you've learned something about yourself and it's okay to go take advantage of another opportunity that comes your way. You don't have to stay here, because it's the proverbial saying of we were good for this time period and now we've grown apart. It doesn't mean that either person's bad or either entity's bad, it just means it's no longer a fit and that's okay.
Speaker 2:And so that's a way to have that conversation to say so, are you really where it's a condition of okay, yeah, really, my heart is I want to serve, or is it say, well, no, it's really not my job and I don't want to do it, that's fine.
Speaker 2:So let's come up with a plan to help you go find another position somewhere else, right, and let's do it over this whatever time period, because I've had people that like their team member a lot. That's kind of in the same situation. So they don't just want to fire them unless they're a real big dental term I use is turd, unless they're being a real jerk, right. Then I say, okay, well, let's do something over 30 days, 60 days, help them transition into another job, and that way it really helps. Now, some people will do that by keeping them on board. But if you keep them on board and you think, well, they're just their condition will just get worse and worse and worse. Because they're really not in it with their heart, then you just pay them for the 30 or 60 days and not have them inside the organization. Either way is fine.
Speaker 1:Yeah, very helpful insight. Very helpful insight. Thank you for that. Well, let's pivot to nutrition and performance a little bit, because I know that's another one of your pet peeves that you got into and it's another pet peeve of mine.
Speaker 1:I'm actually currently writing a book on integration of functional medicine into anti-aging and aesthetic medicine. So I'm trying to shift the paradigm in my field that is about anti-aging and aesthetic medicine and integrate more of the insight of cellular health and how everything starts. And it's kind of a paradox what we do in my business in facial cosmetic surgeon aesthetic medicine, which is constantly tackling the problems and the challenges externally through fixing stuff that has aged slash broken, through fixing stuff that has aged slash broken, as opposed to learning the things, the science that's out there, how we can prevent these things, not just to prevent the aging process, but, you know, as part of getting older, which is feeling tired, having all these aches and pains and these nagging things and constantly being low energy, that stems from cellular aging. Certain genes get turned off and certain genes get turned on. And all of that has to do with our epigenetics, which is a direct result of what we do to our bodies, meaning how much we rest and sleep, what we eat and drink, our mindfulness, how we treat our mind. And you know I like the quote it says I think it was, it probably was Jim Rohn. It says you have one body to live in. Take care of it.
Speaker 1:Um, and so you know, how did you first of all get into nutrition? You know, did it come from um personal experience? Was there like some health condition where you said, you know, I can't take this, which is what's was in my case? Um, I felt I have to make a change and no one none of my doctors could actually give me great advice that would move the needle to my satisfaction, to my standards and I hold myself to very high standards and have a lot of expectations of myself and I'm a very self-driven person and that kind of that curiosity came from not no one being able to give me an answer and proper advice. What was it for you and when did that start for you, and what are you doing now? All?
Speaker 2:right. So about 14 years ago I ended up I had in high school as an athlete, but I had a bad back like after high school At the age of 26, I finally went to go get an MRI and so I'm 46 now. But I went to go to an MRI and the doc said that she hadn't seen a 26-year-old with a back as bad as mine that had not been involved in an accident. So I had three bulging discs and one herniated disc at that time. But I was also 47 pounds overweight. I wasn't working out, I wasn't stretching, all that kind of stuff.
Speaker 1:Were you sedentary?
Speaker 2:Yeah, pretty sedentary yeah, pretty sedentary, wasn't doing much of anything besides working and watching TV. Right, that's about it. So the back pain got so intense that everything was firing up around my core my glutes, my lower back, my abdomen I mean just everything felt like it was on fire most of the time. Sometimes the back pain would be so intense I'd be sweating, and that was probably like every other week. I in such as in such pain that I'd be sweating just sitting there or standing there. It was terrible.
Speaker 2:And one night I was watching a P90X infomercial on TV with with Tony Horton, and I told my wife I'm like I'm going to do that. She's like you're not going to do that. You can't even hold your kids. At this time I my son was three, the girls were just born in her six months, so we had three under three roughly. And she said you can't even hold your kids, you can't play with your kids, there's no way you're going to be able to do that workout program. And so I'm stubborn. And so I said I am going to do that program. And so within six months I went from and I've got I've kept progress pictures every year since then. Every year I take a picture on my birthday and I post it on social media to show this was 20 years ago.
Speaker 2:Well, 20 years ago is when I started the doctor route and I went to go see doctors, physical therapists, chiropractors, physiotherapy-.
Speaker 1:When did this exercise thing start? About 14 years ago. 14 years ago.
Speaker 2:Yep, yep. And so that's when I got on my health kick, if you want to say so. I went on to lose. That's when I got on my health kick, if you want to say so. I went on to lose 45 pounds, 47 pounds in six months Went from it was like 215 to 167 or something like that, and I was too skinny but I had to get off the weight. But I also had done. I had felt better than I'd ever felt in my entire life. I went from barely being able to walk, sit, stand, run, jog or anything like that too long to be able to complete P90X twice, plus incorporate the program called Insanity with this guy named Sean T, plus be able to do my first triathlon at the end of that Insanity program.
Speaker 2:During that time period is when people started asking my wife and I a ton of questions, but they were thinking that my success came from working out, when in reality my success came from the nutrition that I changed. And so we always say it's 80% nutrition, 20% fitness or, sorry, it's 80% mind or 100% mindset, 20% nutrition and 10% fitness right, but people think that it's all this fitness that you got to do. But the proverbial saying is you can't outwork a bad diet. I've had people that eat garbage and try to get better. I've had people that go back to just eating carrots and lettuce and wonder why they can't lose weight right, and they're always tired and have headaches. So I've had people that try to eat right, but there's so much information out there now that it becomes very overwhelming, confusing and people don't know what to do and you go back to self-awareness and then you go back to creating habits and so what my wife and I started doing is we didn't I mean we had no intention of starting a nutrition business.
Speaker 2:That was not an intent, it's just I got healthy, my wife got healthy. My parents said what are you doing? And we're like well, here's kind of the nutrition program that we're following, we use these supplements. And so my mom's like okay, so they got on a program. My mom went on to lose 120. My dad 55 pounds, my sister 12 pounds. Ridiculous amount of people started asking questions back then. That's when we finally got on like Facebook.
Speaker 2:So people started seeing that kind of stuff and then we ended up building a team of other coaches around the country. It ended up leading into now we currently have seven physical locations that they front as a smoothie store, but we actually do nutrition counseling out of those smoothie stores. So we have seven of those. We have hundreds and hundreds of, first, I would say, clients that we touch just with Evie and I, and then our team has I don't know what it is now it's probably close to a thousand clients that they touch and work with over time. And so, yeah, and that's how that started, and it started 14 years ago and it's been a I always call it the accidental business blessing. And so when I've had, I work with a personal branding, my business that I own, it makes zero sense. I can't niche down out of either thing, because both things that I do. Does that make sense?
Speaker 1:Totally, and you know I mean, you know I've gotten a lot of advice, like you. You know niching down or you know focusing on one thing. I think people talk from only one specific perspective. At the end of the day, I ask myself what makes me happy? And if all three things make me happy, I'm going to do all three things and let the chips fall.
Speaker 1:And and fictitious success, which a lot of people associate success with money, how much money you make or how much you grow your business, versus doing what makes you happy and call that success, you know, as long as you don't go broke. And so I think it's more of a lifestyle choice than anything else we do. And a lot of these um, business or branding or branding advice is great and it works for a lot of people, but to me it goes all back to self-awareness. If you know what makes you happy, you know what gets you going, that's the right decision, and there's no one to say that you made the wrong decision and I really commend you for that, because I think without a healthy you, without a healthy body, you can't run a successful business.
Speaker 1:And habit building comes from inside. It starts with your nutrition, it starts with yourself. You know, I always look at successful people and or people in general, and based on how they treat their own body, how they treat themselves, I can tell how successful they are and whether their success is going to be long term sustainable or not. You know, anybody can have at any point in time a certain trajectory, but the question is the sustainability of that success, and I think discipline has a lot to do with it. And your own body tells a lot about how disciplined you are, because if you can't take care of your own body, how are you going to take care of other people or your business?
Speaker 2:Right, and I have people tell me this argument. They'll say well, and I'm just going to use a million dollars as an example. Let's say somebody says, well, I'm making a million dollars a year. But let's say that they're overweight and they're like, so I'm doing fine, like I don't have to be very healthy.
Speaker 2:And I'll say you're defining the dollar amount as success but not your potential as success, but not your potential. I'm saying that if you had the nutrition and every da-da-da-da and you were more in the ideal situation, that it wouldn't be a million, it might be three, a hundred percent. And I always tell people that's okay If that's the road you want to go down. I'm not here to argue with you. I don't need to argue with you. I'm just saying what I know, as, because of the stupid amount of things that I read, listen to and learn, I know what the scientific facts are.
Speaker 2:If you want to go down that path and believe that you're good with it, I'm good with it. If you're good with it, but don't come to me saying that it is your potential, because it's not, because I know that you have more in there. And if you were more ideal with energy, ideal with body, ideal with mind, because all those things are going to work, you're going to create a more impactful production. You're going to empower more people. Thereby you're going to become more profitable. Like all these things come out of a better human.
Speaker 1:Well, you just gave him a perspective he didn't have. And you know, one of the to me, one of the connections between nutrition and mindset is you know the impact at least I can, I experienced it that it had on my mental clarity, on my productivity and on my general performance. You know, and that's something I wouldn't have experienced or wouldn't have known, that it will have an impact unless I had made the change. The changes that I made, and it's like you don't know. What you don't know and that's what a lot of people that think they have figured it out goes back to coachability and this intellectual humility that one may or may not have to a certain degree. But what are some simple nutritional strategies that you implement yourself or recommend for, like a busy professional that says, well, you know, when you tell them they need to be eating healthy, or you're coaching them about on nutrition, and said, well, I don't have time, I'm busy, I'm always on the run, and do you have certain strategies for these busy type of people?
Speaker 2:Yeah, I mean, there's all kinds of different ways to food prep and so some people might do the food prep themselves, some people might pay for the food prep. I don't care what it is. So if somebody, let's say it's a high income earner and they're like, well, I'm always so busy and I'd rather not have to cook, like when I'm at home, I'd rather hang out with my kids Great, you're a high income earner. Pay somebody else to do your food prep. Stock your freezer, buy an extra freezer. Stock your freezer full of dinners, lunches, breakfasts, snacks and all that kind of stuff. So I want people to understand and when I'm a coach that Now, if somebody is just pontificating to me and they're not really looking for me to provide projection of a feedback, then I won't do that. I'll just be like uh-huh, uh-huh, uh-huh. Now, if they're open to feedback and they're looking for questions or they're looking for a different way to look at running a healthy, active lifestyle, then I'm gonna say, okay, so tell me what your day looks like. And they say, well, I will help them with snack ideas, food ideas. I'll help the macros.
Speaker 2:Here's an easy macro plan. It's not about the carnivore diet or the lettuce diet or the eat grass diet or the dirt diet or the banana diet or any of these other crazy things out there. Keep it very simple. Here is the global nutrition philosophy. Here are the macros that you should have. It's not complicated. Either prep your meals or buy your meals with these things and just eat them at the appropriate times, right? Always have them available. You can have them available at work, you can have them available at home. You can put them in a nice cooler that keeps them cool during the day if you're out traveling around. So, whatever the excuse is, it's just understanding. What do you want more, right? So always tell people. If you will argue for your excuse, your liabilities, I'll let you have them.
Speaker 1:And yeah, I mean that's a lot of time. Again it's about excuses to justify why we can't do something and it requires a coach like you to hold you accountable. But again, you know you want to ask. A lot of times people are not ready for feedback. They're not Right Because you're telling them what they already for feedback they're. They're not, um, right because you're telling them what they already know, what they're trying to deny and, uh, sometimes they start fighting you and um, and I feel those people need a little bit time. But yeah, but um, hey, dude, um, I could talk to you for hours and I know you gotta go.
Speaker 1:We might have to do another session because there's so much insight, so much wisdom that myself, including my audience, would love to learn from you. And where can people get in touch with you? And what part of your business is something that you're still seeking to grow? Because I know we talked about it and you decided that. You told me that you have limits on the business coaching aspect and you have other direction and focus that you're taking your business to. So what's in the future for you? Right now, All right.
Speaker 2:So what's in the future for you? Right now, all right. So the way that I have it designed currently is I have I'm looking at a goal of only working with five clients next year in business coaching side.
Speaker 2:Right now I have one client that's heading into next year that I'll be working with. So I'm going to enroll four more people to groups of people, whether it's docs, whether it's business owners, whether it's doing podcasts or webinars and stuff like that, so that way it can be me one to many. And then what I've done is, over the last year, I've built up a, if you will, a coaching collaborative. So that way, the principles that I teach, the principles that I talk about from stage or on webinars, I have been coaching other people that are past CEOs, past practice managers, past this past that that all have. I've been working with them on how to coach businesses rather than just be in the business, and so now they are along with me so that, as I and I've got another alliance I just talked to last week it's freaking phenomenal, it's so cool, I'm excited about it. You should talk to him too. Um, I'll, after this podcast, I'll let you know his name, and but he's good, he's cool. So I want to be this, this, uh beacon, like this, this uh what do you call it? Lighthouse that goes out there, that brings people in, and then, when I'm full with my five, I want to be able to get out anybody else that needs those services to a group of people, so that way I don't have to be all things to all people. So that's number one.
Speaker 2:Number two is I'm trying to learn this game of how do I provide education and coaching and systemization and practices or leadership through some type of automated system that I don't have to show up every week or every day. But what if there was something that I can show up on Mondays and do some coaching and educating? But I already have a prebuilt system that people can follow and watch the videos. So I'm learning about that. I have no deadline for that, but that's something I'm learning. And then my nutrition business. We're looking to double that by the end of the year by systems, processes and and education and teaching. So, uh, that's essentially on my coaching side is what I want to do. What I do, what I've already done on my nutrition side is I've created leverage with many coaches. And on the business side uh, business coaching side I want to create leverage with many coaches. Same thing.
Speaker 1:Amazing. Love that, love that. Um, you know, it sounds like you're just getting started, brother, and that's amazing, but what's the one question you wish more people would ask you that they don't ask you? Is there any particular question that you're always waiting for people to ask you and they don't ask that enough?
Speaker 2:ask that enough? Um, if so this was them asking me I would say. I would say I would ask that have the masses. If you were completely transparent with me and you shared everything with me, without filtering it, but just sharing the truth with me, what would it be? That would be the question that they would ask me.
Speaker 1:And what? What's the answer?
Speaker 2:The answer would be, whatever it is that I observe in their mannerisms. So it might be you're too controlling and this might be da-da-da-da-da or you da-da-da. I mean it would be a number of things. It could be controlling, it could be not focused enough on goals, it could be you're not focused enough on leadership in the organization. I mean, it could be a number of things, but I cannot answer that until somebody asks me. But I would have to have observation of that business owner. But I wish they would just ask that because otherwise I'm trying to find creative ways to get them to have a self-actualization and a realization, but that could take six months. But if they just ask me that question and say, hey, just give it to me, then we can cut it down to one day.
Speaker 1:Amazing. Thank you, Anthony. Great insight. And what's the best way for someone to get in touch with you if they want to learn more from you and about you?
Speaker 2:Sure. So two things. One is anthonyblancocom Just go there, super simple, anthony Blanco. One is anthonyblancocom Just go there, super simple, anthony Blanco. A-n-t-h-o-n-y, b-l-a-n-c-ocom, which, if you want to put that in the show notes, because I think I sent it over to you in an email.
Speaker 1:Yeah, so just go to that website.
Speaker 2:I have a form there that people could fill out. You could also text me at 785-554-8626. You also have that number so people can reach out and if they want to do a 30-minute conversation just to ask me questions, say I don't know what it would look like to work with somebody like you, or I've had people say this I've worked with so many consultants. What makes you different? That's probably one of the best questions I love answering, and so I go through those types of questions with people over the phone, so more or less we can interview each other, because it's got to be a good fit both ways. Um, I've got to be a good fit for the organization and they've got to be a good fit for me.
Speaker 1:Thank you, thank you everyone. This was uh Anthony Blanco, uh business coach, personal coach, nutritional coach and great human being and um I'm lucky that we have met.
Speaker 2:Yes, sir.
Speaker 1:And it's rare to meet people like yourself, and it's always exciting for me. I hope everyone enjoyed this conversation as much as I have, and please don't forget to leave us a review on Apple iTunes and any questions or comments on Spotify. And happy holidays and a happy new year and until next time, bye, bye all right bye.