Episode 004: What is the purpose man? – Cellular Repair School

Episode 004: What is the purpose man?

ABOUT THIS EPISODE

In this episode Will and Josh play the "5 Whys" game to dig deep into each other's stories and why they are passionate about the cell phone repair business and educating the world how to start, grow and succeed in cell phone repair.

What You'll Learn:

Ways to tap into your personal passion, to understand what you truly want out of life as explained by Will and Josh and their choices in building their various cell phone repair businesses through the years.

AskWill+Josh 004 EPISODE TRANSCRIPT:


Josh: Right.

Will: Right.

Josh: Exactly. Well, because what I would say is my next question will be is to five why's game.

Will: Yeah.

Josh: Right?

Will: Yeah.

Josh: So to always get to the true meaning.

Will: Right.

Josh: Right? So the next question will be why? So everything you just said,

Will: Yes.

Josh: Why?

Will: Why? Why, is because I am, I think I'm a creative by design. I really believe everybody comes into this world as a creative, it's just kind of sucked out of us through the experience of life.

Josh: Yeah, this is the system.

Will: For sure.

Josh: Especially here in the US, I love our country but man, this system is designed to create robots, man.

Will: For real.

Josh: Soldiers and workers, that's it.

Will: Absolutely, absolutely and I think some of us actually find ways to escape that and which if you listen to my story and Joshua's story, we got caught up in the traditional, right? Which is fine. It's not even being caught up in it, it's what the expectation kind of was and what we thought was the right thing and then we kind of went through that and we kind of decided for ourselves that that's not really what made us happy, right?

And so, what we did is we started, we took the initiative to find what did make us happy even if it didn't make a lot of sense to other people or even ourselves at the time, it was a risk. It was a thing where you go with your gut sometimes. You don't necessarily go hey, this makes the most sense and I think that's the hardest part about it because humans are very logical in terms of making sense before you make decisions.

And you're judged by society because it has to be logical to society to actually make sense or for them to agree with the decision you're making, and so a lot of times that paralyzes people and they think hey, if the majority of people feel like this is not going to make sense then there's enough pressure to keep me in the space that I'm in even if I am not happy. And so what makes it hard and what makes you special, what makes Josh special, what makes myself special because I do believe we're special cases is the ability to go against that grain.

Josh: Yeah, yeah I would agree with that.

Will: It's to go against that grain. You know what I mean? It's to go against that grain that says man, it's the peer pressure and don't think just, you got to be in high school to have peer pressure, right? Peer pressure is your peers. Period. No matter what age you are, you can be 20, 30, 40, 50, 60, 70 years old.

Josh: As long as you got peers, there's going to be some pressure.

Will: As long as you got peers, there's going to be some pressure because you're supposed to be doing this thing at 20, 30, 40, 50, 60, 70, you are supposed to be doing this, this is what everybody else does, right? And what you have to be strong enough is breaking that mold or breaking that

Josh: Expectation, right?

Will: Expectation, for sure.

Josh: It's really about getting in touch with what you want.

Will: Yes.

Josh: Right? And I think that's a big part of the game.

Will: Yeah.

Josh: It's about who you are and what you want versus what you think you're supposed to be.

Will: Supposed to be.

Josh: Right?

Will: Yes. And we get started with that very early in life, right? Very early and that's one thing I got a four year old right now, and one thing that I really, I want her to do is get a lot of experience and make even at this age her decisions about what she likes and what she wants to do.

Josh: Yeah, I know I'm the same way.

Will: More so than pushing on her what she is supposed to be doing.

Josh: Right.

Will: Because you see that a lot. I mean we see that with our friends now. We see that in all aspects of life is adults really pushing on

Josh: Expectations

Will: Expectations, right?

Josh: This is what you need to do.

Will: This is what you supposed to be doing.

Josh: We did this, you do this.

Will: Exactly. And so I feel like that is just what where I am and kind of the difference that, and that happened to me around, so I'm 42 years old right now. That realization happened to me right around maybe 33, 34 years old when I started to figure out that the things I was doing was more traditional than what I really felt in my gut I wanted to do and I should be doing. You know what I mean, if that makes sense.

And so for me I was strong enough to follow, make the sacrifice, right? Which is what we talk about all the time because what you know is to make the transition oh my gosh, when you’ve invested so much time into tradition, right? And if you think about it, I mean you start tradition very early, right? And tradition is pushed on you very very very early.

Josh: Oh yeah.

Will: And with all of that tradition pushed on you, what you know is to change the direction, there's going to be a lot of sacrifice, sacrifice and friendships, sacrifice and relationships, sacrifice in some of the investment you've already made going down the traditional road, right? There are a lot of things you're going to have to give up in order to switch direction and go into different direction to follow what you heart and your gut is telling you, you should be doing.

Josh: Right.

Will: You know what I mean, or what makes you happy, so yeah.

Josh: But you didn't answer them, why though? I agree with you, but you didn't answer the why.

Will: The why and what was the question again, let me go?

Josh: It started off as why do you do what you do?

Will: Why do I do what I do?

Josh: You obviously went down to this tangent you were explaining.

Will: Yeah.

Josh: More of your philosophy.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: Because you answered the financial independence and the ability to kind of be you're creative and all that.

Will: Yeah.

Josh: But why?

Will: I mean for me that kind of is the why. The why is that, it's that, it’s to actually fulfill what I think my purpose is which is to just be a, I don't know, it's kind of a tough question because I feel like I kind of answered it a little bit in terms of my why.

Josh: But I asked you why that was your why, right? So, because and it's going to be tough as you dig deeper.

Will: Yeah, right.

Josh: Because really that's what, that's the whole purpose of the exercises.

Will: Yeah.

Josh: Is to dig deeper.

Will: Right.

Josh: to what the real, the real why is.

Will: I get it.

Josh: Right.

Will: And it's interesting, right, because you really do you go a lot deeper in trying to figure out what it is that actually motivating you to do exactly what you say, get up and go and why you do it even when you know it's a long tough road, and for me I really think it's a bigger purpose. It's actually for me, it's serving a purpose that is, I identify and this is how I go into things. I go into things kind of like trying to figure out what the problem is, right?

And I look at problems on a huge level, and for me I look it like the world we're living right now and some of the issues we have, and I always say, one of the things I always say is education is the key to all societal ills, right? Education, information is the key to all societal ills. And I think it's about informing people, and then that's kind of what we've, the line we went down or the path we've went down is education. And I think it's not by mistake, I think it's actually by desire that we went down that road in this space. Like we started in the cellphone repair business, and if you think about that, right? We're one of the few that actually started in the repair business that transitioned to the education business, right? And I don't think that's by a mistake. I think that's by design, I think that's by who we are, right?

Josh: Right.

Will: And it kind of ties into the why, right? And it's like why, and the question I would ask is why did we go from instead of going down, because we talked about this before in some of our previous shows, why didn't we go into franchising, right? Why didn't we go where the perceived money was, right?

Josh: Right.

Will: Because if you think of franchise, right, everybody who has franchise has been successful makes a lot of money.

Josh: If you do it well.

Will: If you do it well, right?

Josh: Yeah, if you do it well. And your franchisees were successful if you do it well.

Will: Exactly, exactly.

Josh: Right?

Will: Yes.

Josh: Everybody in the organization is prosperous.

Will: For sure, yes, absolutely. I mean if you think about some of the most popular and most successful franchises in the world, I mean it's a money maker, right? For sure. But obviously that's something we could have done and that's something we were excited to do.

Josh: Well, that was the original goal.

Will: Right, but we transitioned.

Josh: The original goal was to do that. 

Will: So, the question I will throw back at you is why did we choose to go down that road as opposed to the original and what you've stated quite a few times, which was your original thought was to franchise and

Josh: Yeah, when I got into the business that was the goal.

Will: That was the goal.

Josh: That was to dominate the industry by being the number one franchise and having the most doors.

Will: Right. And I know a lot of times you say is it's we felt like it wasn't the right way to go, we transitioned into the education, but the question I would ask is with this exercise, is why did we make that transition? Why did we make that decision? You know what I mean?

Josh: Yeah.

Will: Going a little deeper and understanding why we did make that decision to do that.

Josh: And I think that's actually a good question. And I think it ties into couple of different aspects, right? There's why we did things as a business and then why I do what I do day in and day out.

Will: Right.

Josh: So overtime and you know this man, like overtime what happened is what I thought I needed to do as a business became more aligned with why I do what I do.

Will: Right.

Josh: My whys, they used to be a little different and now there are very much aligned. So, when the goal was franchising, it honestly was more of just a financial goal, right? And that’s why the five whys is a good exercise, because at the end of the day anytime you ask anybody why you do this.

Will: Right.

Josh: Why do you get up and go to work every day? Oh man I got to feed my family.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: I want to do this. It's always financial initially which is why you got to go deeper, right? Of course it is.

Will: Yes.

Josh: That's the expectation, right?

Will: Yeah.

Josh: If we were not in a society where you could trade services for other services and goods then it would be like why do you get up and tend to the farm every day? Because that is how I got to eat.

Will: Right.

Josh: I got to grow my crops, right?

Will: Right.

Josh: I don't have a choice, it's what I got to do. That's a given, we are all in that boat.

Will: Everybody, that's universal.

Josh: That's the universal truth.

Will: Yes, yeah.

Josh: Right?

Will: Everybody.

Josh: Yeah, for 99% of us.

Will: You got to work to live.

Josh: Well, 1% don't have to, right?

Will: Right, right, you got to work to live.

Josh: But 99% of us do.

Will: Right.

Josh: Right, so that's a given. So, if you go deeper at why you still do, because there are a lot of people man, and I used to be in this boat too, where back when I was at Intel. Man I had days where it was hard to go in.

Will: Yeah.

Josh: I, my last day of my weekend would be ruined because I was dredging going back to work. I'll tell you how deep it is. I think about that.

Will: Yeah.

Josh: You don't even enjoy your last day off, because your last day off is mental preparation for your work week, right?

Will: Yes.

Josh: That's how I knew.

Will: Yeah, you have to get mentally prepared.

Josh: That's how I knew like this ain't the path for me.

Will: Yeah.

Josh: I am not happy, right?

Will: Yeah.

Josh: And it's funny I had a mentor tell me about integrity.

Will: Yeah.

Josh: All right, and I used to think integrity meant something completely different. But integrity is just being integrated, right? That's what it is. When all the pieces line up as a whole - Voltron, Voltron, all the pieces comes together to form Voltron.

Will: Voltron, yes.

Josh: Right?

Will: Yes.

Josh: That is being integral.

Will: Yeah.

Josh: That's integrity.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: For me I didn't have true integrity because I was doing it for the paycheck.

Will: Right.

Josh: Because that is what I had to do to take care of my family.

Will: Right.

Josh: It's not actually what I wanted to do.

Will: So it didn't fulfill you.

Josh: I hated it.

Will: Yeah.

Josh: I hated it.

Will: Yeah.

Josh: You know what I mean? So

Will: But the paycheck was nice.

Josh: The paycheck was phenomenal.

Will: Yeah and the days off?

Josh: The schedule was killer.

Will: The benefits?

Josh: Right until this day. I was talking to a buddy of mine man.

Will: Right.

Josh: Big Intel vet from way back in the day.

Will: Right.

Josh: Shout out to Sean Blake, much love Sean and Stacey out there in Arizona.

Will: Right.

Josh: And he called me up the other day. Man, I known this guy 20 something years. I met him when I was in Intel way back in the early 90's, right?

Will: Right.

Josh: And he was like man, you did it. He was like you left and you never came back.

Will: Right.

Josh: Because most people don't. They leave and they come back.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: For me though I had a different reason and it wasn't financially driven. It just I didn't want to live my life like that.

Will: Yeah.

Josh: Right?

Will: Yeah.

Josh: So that's one level of it.

Will: Yeah

Josh: Right? But then when I took the leap to go out of my own, and really to short circuit a lot of stories, when I took the leap to get into this business, right?

Will: Right.

Josh: I was already on my own for a while.

Will: Right.

Josh: But this business was another leap, right, and this business leap was because at the end of the day I wanted to make an impact.

Will: Yeah.

Josh: Right? So one thing yeah, I want to make money. Everybody wants to make money, right? But money at the end of the day isn't the driver. I mean it drives you to a certain point when you're starving you are driven to find food.

Will: Yes.

Josh: Once your hunger has been quenched, you don't necessarily need to go hunting anymore.

Will: Right.

Josh: So if you continue to hunt, there's a different reason.

Will: Yeah.

Josh: Right?

Will: Why are you hunting?

Josh: Why are you continuing to hunt if you already have what you need to be sustained?

Will: Or what is the motivator?

Josh: Exactly.

Will: What motivates, even if you do hunt, continue to hunt, what motivates you to continue to hunt?

Josh: Right.

Will: What are you hunting?

Josh: It's not immediate hunger.

Will: Yes.

Josh: So, it's maybe moving out of fear, so you're trying to make sure you have plenty of reserves.

Will: Right.

Josh: Whatever it is, right? And it's a primitive analogy.

Will: Right.

Josh: But at the end of the day it's the truth, right?

Will: Yeah.

Josh: And you know I tell this to students all the time too, because I felt this. It's hard to focus on growth if your stomach is growling.

Will: Yeah.

Josh: Right?

Will: Yeah.

Josh: Until you're in place to where you're okay and then can you only really focus on your true potential.

Will: Right.

Josh: Sometimes though that hunger is what makes you find your potential and it gives you the rocket fuel to take off.

Will: For sure.

Josh: Right?

Will: Yeah.

Josh: Because I see lot of people who get complacent once they get full.

Will: Yeah.

Josh: Right.

Will: Yeah, you see that all the time.

Josh: All the time.

Will: Yeah.

Josh: So anyways. For me I had been independent for over a decade and a half doing my own thing, right? I was fine as far as that went. I did have the transition that happened and maybe I had to do some more internal digging, found this business, right? But this business chose me and I chose this business not for the money potential as much as the impact. I knew that this industry, there was an opportunity to make an impact that had not been made in this industry because it was new.

Will: Right.

Josh: It was fresh, there was no real big players yet.

Will: Right.

Josh: Right? So it could be done differently. Now, I was naive to the fact that there was some huge players.

Will: Right.

Josh: Right? On tier 1 side.

Will: Yes.

Josh: But there was nobody on the tier 2, the retail side.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: Secondary market.

Will: Right.

Josh: So for me that's actually what's always driven me, so that's why I was like yeah, we're going to franchise, blah, blah, blah, blah, and then what I realized as we were going through and we had to create this whole network of really training people, because for franchisees to be successful, right? There are two keys to it.

Will: Right.

Josh: One, the biggest one is the support of your franchise, right?

Will: Right.

Josh: When you first start out the training was critical.

Will: Yes.

Josh: But the ongoing support is critical to sustain for you to want to continue to give up a percentage of your top line revenue. If I got to give 10 points up of every dollar I earn, there's got to be some value in return that I'm getting that far exceeds that 10 cents on the dollar.

Will: Yes.

Josh: Right?

Will: Yes.

Josh: So what I found in this business is I never felt like especially back then and I think it's changing a little bit, but back then I never felt like anybody actually did it, and even for me when we were talking about franchising,

Will: Yes.

Josh: I didn't feel like we have enough of a reason to be able to justify taking 10 cents on the dollar for everybody else. One.

Will: Yes.

Josh: Part two, right, so it goes back into support.

Will: Yeah.

Josh: What is support? Continuing education.

Will: Yes.

Josh: Really that’s what it is.

Will: Right.

Josh: Right? Let me help you with this supply chain.

Will: Yes.

Josh: Let me help you with this need. Oh, what have you got here, you're running into this issue, let me get this product in place for you. Let me develop this.

Will: Right.

Josh: Let's put our heads together.

Will: Right.

Josh: That's support, that's CE, continuing education.

Will: It is.

Josh: Right?

Will: Yeah.

Josh: You're coming to me I'm the expert, I'm the parent company.

Will: Yeah

Josh: Right? So, what I also realized for us was man, the biggest franchise in our space right now has 500 doors.

Will: Right.

Josh: So that means that they've only really empowered 500 entrepreneurs. You know how many people we've empowered?

Will: Yes.

Josh: We're over 23,000 and growing. So for me I wanted to cast a wider net, and that's what I realized is when we decided yeah, we're going to franchise that means that you can only play if you were financially stable.

Will: Yeah.

Josh: We weren't really teaching a man how to fish, we were taking people who knew how to fish and teach them how to fish for bigger fish, right?

Will: Yes, that's deep.

Josh: And that’s really what it was.

Will: Yeah, that's deep, yeah.

Josh: Right? That’s really what it was.

Will: Yeah.

Josh: And that's what it is.

 

Will: Yeah.

Josh: That why we do what we do is because we want to empower people all over the globe to be able to really go out and learn how to provide on their own for their families and create something that impacts and benefits their communities. You know what I mean?

Will: Yeah.

Josh: You couldn't do that to a franchise the way I felt was right. You know, you're aligned on that too.

Will: For sure.

Josh: Right?

Will: Yeah.

Josh: So for me that’s what the missing has always been which is why we decided into delve in education, because the only way you really empower someone is to educate them and then give them the tools to implement that education.

Will: Right.

Josh: Because education without implementation is just data.

Will: It's just data. It's just information.

Josh: It's information.

Will: Yeah, it's not, what do we say it’s tactical, you got the technical, tactical and self-development. So, what you're just talking about is just technical without the tactical.

Josh: Yeah. You got to go out and do it.

Will: Yeah. You got to go out and do it.

Josh: Right? And a lot of times what stops people from doing it is they don't have the tools to implement it.

Will: Right.

Josh: They don't have the support, they don't have someone to kind of pat them on the back or kick them in the butt and say get out there and do it, you got this. You know what you need to do, just do it.

Will: Yeah.

Josh: Right?

Will: I agree and I think, first of all I want to say that was, the way you explain that and the way you're so eloquently explain that, I really appreciate it man, that was really deep, that was really from the soul and that's really because I will this, what I will say about that is that is the long road.

Josh: Yes.

Will: That is the long road.

Josh: Yes.

Will: And not many times do people decide to take the long journey, right?  They start first of all they start with the individual that doesn't necessarily have the resources that you're looking for.

Josh: Yeah, it's hard to become financially wealthy yourself when you're serving people who don't have financial means

Will: Exactly, exactly, exactly.

Josh: For sure.

Will: And so what we decided and what we did is we actually kind of decided to take the long road as opposed to take the short road, but what we understood with the impact which is the word we use would be greater.

Josh: Right.

Will: And I think what we've seen over the course of 6, 7, 8 years of putting it in, understanding, starting from the bottom. You know what I mean?

Josh: Right.

Will: And working with that customer and customers who don't necessarily have the resources to jump right into a franchise

Josh: Right.

Will: We've seen tremendous results, we've seen great experiences and stories.

Josh: For sure.

Will: And it has provided us with the motivation to continue to do what we currently do.

Josh: Right.

Will: Which is we continue to do that on all levels. You know what I mean?

Josh: You know what's crazy about it too man, at the end of the day, is by taking this position and we've been fortunate in the fact that for us it's never just been this, we've always had the other aspects of the business too that helps keeps us online. So we can do, because

Will: Sure.

Josh: I tell everybody when it comes to the school, this is our passion project, this is not a profit center.

Will: Right.

Josh: This is our passion project.

Will: Right, right, right.

Josh: A profit center is what gets our attention every day.

Will: You're right, right.

Josh: Right?

Will: Yeah.

Josh: So the team that’s here at CRS, this is a passion project.

Will: Yes.

Josh: Throughout, all right? To empower people to be better. But what's actually kind of cool is that to bring it full circle is that now we actually get to serve franchises.

Will: Yeah.

Josh: We're doing what we originally would have did anyways.

Will: Do this backdoor.

Josh: Right? And now we're just more of a partner.

Will: Yes.

Josh: To franchises.

Will: Yes.

Josh: To help them develop their people because at the end of the day, a lot of times when it comes into franchise development you have a lot of really great strong pieces, but when it comes to this industry and the technical abilities and the people development and the technician development.

Will: Right.

Josh: Right?

Will: Yeah.

Josh: There's a gap, there's a black hole of knowledge.

Will: Yeah.

Josh: And again people are being held hostage, right?

Will: Yes.

Josh: Especially at the end of the day, if you're franchisee you own one door, five doors inside of a network or whatever it is, right?

Will: Yes.

Josh: You don't want to be held hostage by people.

Will: Yeah.

Josh: And your people don't want to feel like, maybe some people get off on feeling like they hold you hostage.

Will: Right.

Josh: But it needs to be a symbiotic relationship where everybody benefits, everybody wins.

Will: Yeah. Well, let's kind of talk about that, let's talk about it. Now that we're here, right? We're there, let's talk about some of the challenges that we see with that in terms of the franchise model that franchises actually see the biggest challenges in, right? And some of the solutions we actually provide to those franchises because of the way we actually approached it and the information we actually got. Now, how can we serve and how can we make a difference in some of the challenges that the franchises actually have?

Josh: That's a great question man, and again for me it's still I never thought about it until we just had this conversation, but it's kind of cool to actually realize that we are still serving the franchisees, but we're not the franchisor. Now, we're the partners of the franchisor.

Will: Right.

Josh: And we get to serve on the education which is our passion anyways.

Will: Exactly.

Josh: It's super dope.

Will: It's super dope.

Josh: It's super dope.

Will: It is cool, it is cool.

Josh: Right?

Will: Yeah.

Josh: So one of the things that we've learned throughout the years because we've always still had our thing, right?

Will: Yeah.

Josh: So we've had our retail doors, right? Where we cut teeth, and then once we transition out of retail into what we do today, right, the only difference is we don't have as many doors, but we have as many hearts that has to buy into the mission that we have to get inside of their souls and understand them and help develop them and help encourage them and help grow them, right?

Will: Yes.

Josh: And I think for us, that for me, and I know you're aligned on this too man.

Will: Oh sure, 100%.

Josh: To me that's the coolest thing. It's that when you started to realize that it's not so much about these stores or the doors as it is the hearts in every organization, it's the people.

Will: Yeah.

Josh: Because the people is what makes any organization work.

Will: It's always people.

Josh: Right?

Will: It's always people.

Josh: So what's been cool is because everything we've developed internally for our own organizations has always been on developing our people to be the best of the best and give them career paths that help them develop internally and even externally if they have to go a different path.

Will: Exactly.

Josh: Right?

Will: Yeah.

Josh: And as we've developed all these systems and tools throughout the years, it just so happens that they just all work really well for our partners.

Will: Yeah, exactly.

Josh: In retail locations and stuff too, because it's the same struggle.

Will: It's the same struggle.

Josh: Right? It's getting people to buy into who you are, what your mission is, what you're about, what your organization is here to do.

Will: Right.

Josh: Who you serve, why you do it, and then helping them grow and flourish on that journey with you.

Will: Right.

Josh: Right?

Will: Absolutely, yeah.

Josh: So that's part of the cool thing is that the tools that we've developed really help that happen.

Will: Yeah, and I just want to make sure that you guys understand that one of the reasons why I actually was excited about going down the education route is because number one, education is my background, number one. I've been an instructor for quite some time even before we got into going down the education route for the cellphone repair industry, and what we understand as a whole is how important of a value of people are, and how important it is to develop your people in terms of skill set, in terms of understanding buy in to what the mission is.

The people part of it is huge, and what we've seen happened and what we see very often is people under value so many times the importance of people, right? They don't understand how important development and buy in is to the success of their business opportunity, and so they think it is mostly about skill set, they think it's mostly about business acumen, they think it's mostly about capital, they think it's mostly about everything else but actual people.

Josh: And those things are important.

Will: Those things are definitely important.

Josh: But nothing happens without the people.

Will: Right, right.

Josh: Nothing.

Will: We got this thing and we call it AOS, and it is anything of significance, anything of significance, and what we mean by that is anything that is meaningful to a level that is bigger than yourself requires a team. It requires a team effort, and you can't do anything by yourself, no matter how great your idea is and it can be the best thing since sliced, you know this sliced bread and we understand that, you can have the greatest ideas, you can have the greatest work ethic, you can have the greatest everything as an individual, what you have to understand is the importance of being able to bring people into that fold.

Josh: And man, and you know and I'll tell you.

Will: Yeah.

Josh: At the end of the day, right? Actually you know what we need to do is, we need to go back and reteach the five stages of business that we taught in Launchpad a few years back, because that is so relevant.

Will: Yes.

Josh: Because the hardest jump to make is to go from a solopreneur to building a team and managing people, man.

Will: Yes.

Josh: It's just people are scared of having to manage other people, right?

Will: Yes.

Josh: I was just thinking I was like you know really what it is though when you're so low you keep your dough low. But the team makes the dream, man.

Will: Yes.

Josh: Right?

Will: Yes.

Josh: Because then everybody if you focus on making your team successful and you keep them aligned around a mission, everybody prospers.

Will: Yes, this is true.

Josh: It's the truth, man.

Will: 100%.

Josh: It's the truth.

Will: 100%. So Josh I think we're hitting about that 30 minute mark right now.

Josh: has it been that long?

Will: It has been that long already. Yeah, we

Josh: Man that was quick.

Will: We get it in, we get it in, but I think what we can conclude from this and what we can wrap up and really bring home the lessons learned around the importance of first of all, we started by explaining why we chose the education route, and for us it was the involvement of the people part of it.

Josh: Yeah.

Will: Right?

Josh: 100%

Will: And it is indeed the long road, right? In terms of getting to I will say the level of financial success you would want to get to, right?

Josh: Right.

Will: Because developing people takes time, it takes patience, it takes understanding, right? Which is the road for a lot of people.

Josh: Well, because it takes people who understand the importance of it.

Will: Exactly.

Josh: Right?

Will: Yeah.

Josh: Which is why throughout the years we've been working with colleges, high schools, community college, why?

Will: Yeah.

Josh: Because they get the importance of developing their students.

Will: Exactly. And that's not a quick thing, but at the end of the day when you start to see the impact that you make, and you start to see the buy in that you get and you start to see people aligned with your idea and people aligned with your approach, right, because they understand that people are the most important thing, it's the most fulfilling and it's the most rewarding financially

Josh: Right.

Will: Just happiness wise, it's all across the board, it is the most fulfilling, it has been fulfilling for us. So, I don't know with that being said

Josh: Man, I can talk for hours on this subject because it was kind of deep. But I didn't actually expect to kind of go down that avenue.

Will: Yeah, yeah.

Josh: Right?

Will: Yeah.

Josh: But at the end of the day that is why we do what we do.

Will: Right.

Josh: And again that's why it's exciting to work with a lot of the partners that we have.

Will: For sure.

Josh: Internationally and obviously here in our own shores.

Will: Yeah.

Josh: People who just get it.

Will: Yeah.

Josh: People who get it and have the same value and core values and you know.

Will: And that's another thing too, I think it is important to understand that you got to stick with what drives you and whatever drives you brings people who are likeminded, right?

Josh: Yeah.

Will: And that's how you find

Josh: It's magnetic.

Will: It's magnetic. And so yes, it kind of turn away people who don't understand you which the good thing about it, it's being polarized.

Josh: Right.

Will: It's a polarizing effect where you only want to attract people who believe and operate and have the same core values as you that is very very important. And so if you stick with those values, the problem I've seen a lot of times is people kind of, it's like double-dutch, some people jump in and jump out because they try to align on what they think of the people want or what's going to get them success, so they never really nail down what it is that their core value or true value is.

Josh: Right.

Will: So they're all over the place, and it's very hard to attract what you want and you get confuse and you don't really understand ()

Josh: Man, it's so much hard to build a team that way too.

Will: Yeah, it is. Because you don't understand, you ask () what are we?

Josh: But man, I'm going to tell you, I'm going to tell you, if you're trying to build a team and you got to tell somebody here is why we do what we do.

Will: Right.

Josh: Money.

Will: Yeah. It doesn't work.

Josh: Man, it might work temporarily

Will: Temporarily, it is.

Josh: Right?

Will: It's not a short gain

Josh: It's not a long game and you're not going to build of anything of real significance.

Will: Exactly.

Josh: I'm not saying that the profit isn’t important.

Will: Right.

Josh: But it can't be your why. It can't be why you do what you do.

Will: Definitely not your why.

Josh: It can't.

Will: So yeah, that's important. That's important to understand. So we're going to go ahead and wrap this thing up. Again, this is, we want to stress the importance of again understanding the people part of it, and so if you guys have any questions, this was definitely a kind of a self-development show, were we talk about the importance of self-development and understanding people, right? Understanding your why, right?

Josh: Right.

Will: Understanding your mission, right? Tapping into your culture, right? A lot of times this is not the most exciting thing to talk about, but I can guarantee you guys it’s the most important.

Josh: It is. And really it becomes important as the stages of business grow, right? Like when you really jump from just doing it by yourself to trying to manage a team, and then you get to a place where your team has to hire people, that's where it changes man, like it's all about that.

Will: You start to see it.

Josh: Yeah. it's all about that.

Will: You start to see it, it becomes so clear. I mean if you're really trying to scale and this is for you guys probably for more, this is more for you guys who are really trying to grow which I think everybody has this initiative to grow to a certain level, nobody wants to stay stagnant and the same all the time. Everybody wants to kind of grow in whatever it is they do, I would expect. So, if you're interested in growing these are the kind of things that you need to understand, because growth comes with add, they comes with adding to the pot and so that's adding people outside of yourself to the fold or to the group.

Josh: Right. Bringing in new skills, new skills, new perspectives,

Will: Perspectives, new ideas and sometimes that comes with a little bit of an adjustment to understanding and learning and understanding how to get to the same goal.

Josh: Right.

Will: Because the thing is everybody has the same goal, but sometimes people have different ideas of how to get to that goal.

Josh: Right.

Will: And which you have to be as a great leader and a person, a visionary is to understand how to get people who may have different ideas about how to get to the same goal to collaborate and get to that goal, that is the important part of it and that's how you dominate, that's how you win, that's how you strategically apply whatever it is that you're trying to accomplish.

Josh: At the end of the day the only thing that makes you unique is yeah, your mission.

Will: Right.

Josh: But it's your team, right? It's when your team aligns around your mission, and your core values.

Will: Yeah, yeah.

Josh: That’s what makes it unique.

Will: It is unique.

Josh: Because nobody else has your team.

Will: And nobody is going to do it like you.

Josh: That's right.

Will: So with that being said,

Josh: Let's get up out of here.

Will:  Let's get up out of here. All right, so all right guys thanks again. Once again this is the Ask WillandJosh Show, if you guys have any questions in regards to anything that we talked about tonight, please reach out to us. You can catch us on any of our social platforms, we have Facebook, we have Instagram, Ask WillandJosh, we are Ask WillandJosh everything, so Facebook, Instagram, all of the social network platforms you can reach out to us and ask us any questions, we'll answer any questions you guys have and with that being said, Josh.

Josh: () let's go.

Will: All right, let's do it. We'll see you guys in the next time.

Josh: See you guys next time.

Will: All right, peace out.

About the Author Joshua Gray

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