Fuller Wallet Media

Fuller Wallet Media

Fuller Wallet Media

Being A Great CEO Versus A Good CEO With Trey Taylor

FWM 10 | Great CEO

A good CEO can see the forest and the trees together, while a great one can do all of that plus have a different view of people and their obligations to people. Join Julie Houston as she talks to investor, author, speaker, and CEO Trey Taylor about what it takes to be a great CEO. Trey is the Managing Partner of Threadneedle, the Taylor Family Office, and the CEO of Taylor Insurance Services. He also has his own newsletter, Plant Your Flag with Trey Taylor. Learn what makes a CEO great with his book, A CEO Only Does Three Things: Finding Your Focus in the C-Suite. Discover why you need to focus on culture, people, and numbers. Start being the best CEO you can be today!

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Being A Great CEO Versus A Good CEO With Trey Taylor

I am super excited about our guest. We have Trey Taylor on the show. Trey, welcome.

Thanks for having me.

Before we dive in, I’d love to share a little bit about your background, if you don’t mind giving a little overview of your background and where you’re at now.

My day job would best be described as running the family office. We have a collection of assets and investments. We’ve tied them all together under a single management structure that benefits four current generations of the family. That has been an iteration to get there over many years. The family started with a business founded by my grandfather in the financial planning, insurance, and benefits space. We’ve grown that. We consistently acquire other companies that do that. We hold those in a private equity zone of our family office.

We also do technology and startup investments. We do a lot of real estate investment, all the way from wholesaling to development, to historical rehab, and all of that sort of thing. We enjoy that, me especially. We do VC investments and some debt private money. That’s largely what I do on a daily basis. I have a part of my life where I am coaching CEOs to get better focused on the things that make you a good and effective CEO. That’s the kind of stuff I do. I speak at functions all over the country. That’s how you and I met. It’s a pretty good thing.

My dad had told me at one point, “Don’t do what I do for a living. Go and find your own thing.” I went to law school. I came out of law school in the first internet bubble. I got deep into venture capital pretty early on 2001 and 9/11 happened. There was no venture capital being raised and done. I was in corporate life at a company called EarthLink, and then had been hired at AOL when my dad very suddenly passed away from what we now know is COVID. We didn’t know it back then, but it was the SARS-2 variant.

I had to come home and take over the family business because we didn’t have a good succession plan laid out. Despite his desire for me not to come and do that, I was the one that was able and prepared to step into that role. I was so prepared that I closed the door on my first day and googled, “How to be a CEO.” I didn’t know, and I didn’t want anybody to know that I didn’t know. I began a fifteen-year journey of studying what that looks like and all. That culminated in the book on the speaking and coaching that I do now.

FWM 10 | Great CEO
Great CEO: If you step back and analyze why you’re not making progress on the things you want to get done, it’s because you’re focusing on the right things.

I’m going to share this and I know we’ve briefly talked about it. Over the years, we’ve met and I’ve always been impressed by you. You wrote a book and I literally picked it up. I’m going through it. I’m rereading it a third time because it’s such incredible value. I was blown away knowing your background and your history. You’re a very humble person and nobody would know that just speaking with you.

Nobody would know that I was humble speaking to me because I am proud of the things that we have achieved as a family and as individual contributors. Anything that comes from hard work, I think we should be proud of.

You have an incredible background. I’m so honored that you’re here. Going back to the book, where did this come from? I know there are three primary focuses that a CEO should focus on. I know that from reading your book. Would you like to dive into that further and how you came about writing this book and the three main focuses for any CEO?

The book is called A CEO Only Does Three Things: Finding Your Focus in the C-Suite because if you step back and analyze it, every time we’re not getting something done that we want to get done, we’re not making the progress we want to see being made. It’s because we’re focusing on too many things and not the right things. It’s like this open secret. You and I know many people that are mired in hustle culture. Every time you meet them, they’re working on the latest, greatest buzzword thing. None of their stuff works because they don’t spend enough time on it. I didn’t have the luxury of doing that. I inherited a job where I had to come in and make sure that the things that were working stayed working because we had a lot of people depending on that.

The shiny object syndrome was such a real thing where you’ve pulled this and that way always with pretty good intention from people, but they take you away from the three things. Those three things are culture, people and numbers. You say to a CEO, “You should only do three things.” He says, “That would be great. I would only love to do three things in a day.” What I mean by that is you have to do the things that only you can do. You can’t delegate culture to anybody in the organization and expect it to be a culture that you want to participate in. You can’t delegate the setting of an agenda around who’s going to be with you on the journey to somebody else. You can share responsibility, but you cannot delegate it out the door.

As far as numbers, you can’t fully delegate a way the idea of setting, “These are what the numbers should be. These are the numbers we are trying to hit.” Those are the job of a CEO. Where do I find it? Not in the job description because there is no job description for a CEO. That’s what the book became when I thought about it after it had been written. The CEO typically is the only person in an organization that doesn’t have some kind of a job description. What that means is everybody in the organization says, “If it isn’t this job, it must be that person’s job. Let’s delegate upwards to her.”

Everybody in the company gets to put something on the CEO’s to-do list. That’s not fair, optimal, or efficient. My mission is to gently slap CEOs in the face and say, “Get back to doing the things that only you can do.” Once those have been fixed and finished, then you can go work on other things as you create value in the organization. Before that, this is where value creation happens: culture, people, and numbers.

Anything that comes from hard work, you should be proud of. Click To Tweet

I’m going to share a little secret. After reading your book the second time, I hired a COO for my company. It has honestly changed my life literally overnight, where I can focus on the higher-level items that I should be focused on. My time, effort and energy are focused on diving in on the cultural aspect of the company, the numbers, building the bottom line and opening up more opportunities for growth for me. I was limited because I didn’t have these proper pieces in place. The book was the game changer and I was like, “I’m going to look into a COO.” I was grateful I found an incredible COO who’s been in the business industry. He’s an older gentleman, but he gets the big picture. It was from your book.

I appreciate you saying that. It is one of those moments for an entrepreneur to eventually realize that, “It’s okay for me to hand something off to somebody else. They’re going to complete the tasks. They’re not going to complete it exactly the way I was going to do it. The result might be different than what I was going to bring back, very often superior, and it’s okay because it frees me up to challenge myself to get good at the things that I can do and nobody else can.” It’s a real joy for me in my consulting practice when I work with CEOs and they make that. It’s like leaping out into thin air and hoping that the COO is there.

It was scared. I’m not going to lie. I was like, “I don’t know how I could do this. I didn’t feel like I was involved in the day-to-day. I don’t know what’s going on.” Now we’ve set up such a system and process in place on a weekly basis. I know exactly where we’re at and where the numbers are at. I know where things are going. I know exactly what’s coming in, the projections. I personally want to thank you because it was from your book.

I’m so glad to know that. Part of the mission is to get CEOs, founders and entrepreneurs to realize that other people are waiting to do a good job for you, but they will not do it if you retain any of that on your to-do list because the boss is the boss. If you have things on your to-do list that involve them, they’re going to say, “I’m going to let the boss handle that. That way, he’ll be happy at all times.” You have to say, “Here it is.” The moment for me, I had a sales agent that reported directly to me and ran one of our sales teams. He would come into my office every Thursday afternoon with no appointment.

He would waste 1 hour to 90 minutes recapping what activities he had done that week. He wouldn’t necessarily ask me real questions. He would ask me questions. Finally, I was fed up with it. I said, “What would you do if I was dead right now? How would you make the decision on this issue?” He gave me the decision. It was the correct decision. I said, “What do you need me for?” He had this shock in his face. He never came back on a Thursday again. He went out and ran that business. He was doing it well anyway, but it was that moment that I decided to grow up as an executive and say, “Go handle what you’ve been delegated to do and do it well.” It was a real growth moment for me and a real joy to see that in other people.

What defines a good CEO to somebody that may not have the experience like myself? I’ve always owned my own company and had a few people on my team, but now I’m on another company where there are six people on my team, which is bigger than I’ve had in the past, which is new for me. What would you say defines a good CEO versus a great CEO?

A good CEO reads my book. A good CEO is able to see the forest and the trees together, but not necessarily run down to the tree level every time there’s something going on. You get this cadence and balance where you are delegating and empowering other people. That’s how you know you’re doing the right work and your results are being met. The crisis doesn’t knock you out of the game. Those are the characteristics of a good CEO.

FWM 10 | Great CEO
Great CEO: A good CEO can see the forest and the trees together even when something is happening. A great CEO also has that, plus a different view of people and their obligations to people.

A great CEO is something completely different. A great CEO does all of those things as well, but they have a different view of people and what their obligations are to people. I always think back, the greatest CEO of our lifetime supposedly was Jack Welch, Neutron Jack, who ran GE. The day that Jack Welch died, the chairman of my board and I were having a meeting. I got a little Wall Street Journal notification. I said, “George, Jack Welch just died.” George and Jack were contemporaries at GE, 40 to almost 45 years before.

They had come up in the organization together. George told me, “Everybody knew he was going to be the CEO of GE. He lived and breathed GE, but that’s not why he got the job ultimately. He got the job because he knew what great CEOs do.” He’s telling me this in tears over the loss of a guy he hasn’t seen face-to-face in 40-something years. There’s something going on there. I was digging into that. Jack and great CEOs in general, when I think about it, have the ability to look at someone and perceive gifts in that person before that person can see that in themselves.

If I phrase the question correctly, “Who saw something in you before you saw it in yourself?” You know who that person is immediately, and all of your readers do as well. That person holds greatness in our minds, but it isn’t enough for us to simply drive around town with a pair of magic binoculars and say, “That person has greatness in them,” unless we call it out. Seeing it in the first place is a process and a benefit, but calling it out of somebody makes it real for them and for the world. It creates an expectation that, “If I can do it, I should do it.” That’s exactly what we see. We call those gifts preception and evocation. A great CEO looks for opportunities to see gifts in other people, team members, partners or vendors. It doesn’t matter.

The great ones can’t help themselves. They evoke those and it comes from the Latin phrase which means “call from within.” You call those gifts out from within. In my own life, my sixth-grade Algebra teacher, Mrs. Madeline Brownley, had a bouffant hairdo and polyester suit pants. She had beetles, birds or butterflies on her little broaches all the time. She had this whole persona. She was tough. She was like a grandma, but not a nice and sweet grandma. She wasn’t mean or anything, but down the line, she was going to get business done. I don’t want to brag too much here. When I was in the 6th or 7th grade, she made me the homework monitor for the class, which is not a prestigious position for a sixth grader to be in.

In 6th and 7th grade, you’re pre-teen. You’re trying to be friends with everybody and not be judged. It’s a terrible job to get because you have to narc on people. You have to turn them in. My job was to turn people in that didn’t do their homework. It wasn’t a great thing. I did it one day in a way that one of our star athletes didn’t get to play in the big game. It was like an ‘80s movie. That’s what played out.

I went to her office the next day and said, “I quit. I don’t know why you gave me this job. I never wanted it. I’m not good at it. I don’t like it. I want out.” She said, “I gave you this job because you have the ability to see right and wrong. That’s important to have people in this world who can do that. I knew you could do it. That’s why you have the job. That’s why you will keep the job.”

I was stuttering. She pulled out the last report that I gave her. She said, “I’m looking down this list and I see your name on the list. You mark yourself that you didn’t do the homework.” I said, “I didn’t do it. I gave myself an X on that.” There were consequences that I can’t remember now what they were. She said, “Right and wrong matter, Mr. Taylor. I’ll see you on Monday.” I was stunned at that point because I still got stuck with the job. I realized for the first time that she saw something in me and that I did not see in myself. She called it out and I trusted her from then on.

As a CEO, you have to do the things that only you can do. You can't delegate culture, people, and numbers. Click To Tweet

If Ms. Brownley said to do something, I just did it. One day, she’s walking down the hall with a new student, “Mr. Taylor, come over here. This is Mr. Cannon. He’s new to our school. I want you to take him around and introduce him to all the good people and make sure that he fits in here.” Todd Cannon is still a friend of mine at age 48. I had dinner and drinks with him because Mrs. Brownley said, “You guys should be friends.” We were walking down the hall and there was a signup sheet for the student council election. She told me, “Why isn’t your name on that?” I go, “I don’t want to do that job. That sucks.” She said, “Put your name on that list.” I put it on there. I got elected. I was elected all of my years in school when I decided that was who I was going to be from then on.

Even to this day, I am involved in politics. The governor of Georgia is a very good friend of mine because we went to work hard for him when he had no shot at winning that office. He did a great campaign. He put great people around him. He doesn’t know Mrs. Brownley put me in his world to help him win that. That’s the kind of impact that great CEOs and leaders have.

Here’s the thing. There is no special magic in that. You don’t have to go to school for twelve years to be able to see gifts in people that they can’t see in themselves. You don’t have to go and be vetted and pass tests to call those gifts out. You simply have to make a choice to do it. If more leaders made that choice to build people from within, they would find that they didn’t need to do so much of people’s jobs later on.

To your clients that you work with, what are some of the first areas you look at when it comes to the three things that the CEO should focus on, when hiring the right people, numbers, and culture, and meeting with a new client, for example? What is maybe your primary focus when you first start working with someone?

When I first started working, the first couple of sessions were decompression. I let the CEO vent it all out. It is always the fact that my people don’t do what they’re supposed to do, then I’m called on to do everything else. That’s never true, but that’s how we perceive it. If I do something wrong, this is how the human mind works, then it’s because I’m doing the best I can under the circumstances.

If you do something wrong, there are some character flaw that makes you act that way, but I won’t give you credit that you’re doing something wrong because of the circumstances. The first couple of sessions I do with CEOs is typically around the idea that I want to decompress them and get all the bad air out of them, and then go to work. A lot of times, what I will do is insist that the entire team come together to have a day and a half discussion on the ten core functions of a business. We will look at marketing, sales, products, leadership, training, financial results, and all ten core things.

What I do is ask the team to rate the business, “How well are we doing these things?” We will manipulate the numbers a little bit to smooth them out, then we bring those back to the CEO because CEOs don’t want executive therapy. They don’t want to lay on the couch and say, “Mommy told me I should do this. Daddy told me I should do this.” That’s not what we want. We want results. We want to make things better, easier, faster, cheaper, and more profitable. We want to make progress. We start with those ten things.

FWM 10 | Great CEO
Great CEO: CEOs don’t want executive therapy. They don’t want to lay on the couch and say, “Should I do this or that?” They want results. They want to make things better, easier, faster, cheaper, and more profitable.

In the background, the other three focuses of a CEO will come up because the CEO knows when we get finished with that project that there are literally 125 and 140 projects that need to be done. No one person can do that. If that CEO does not have the ability to delegate to people who they trust are going to get those things done, then we have to immediately go into culture, people and numbers to figure out, “Do they have the wrong team or the wrong heart?” Whichever it is, is what we have to fix. Sometimes it’s the CEO’s inability or unwillingness to delegate and hold people accountable because those have to be the bookends of a project.

Sometimes it’s, “I don’t have the right team. I have the team that I needed five years ago to get me here, but they’re not the team I need five years from now.” We have to work through that. We do all of that in a twelve-week process because what I hate are these gurus and coaches, they put you on the couch and keep you there for years while you give your feelings about things. I don’t care about the feelings associated with the results. Emotions are part of it. We do work with that. What I want to do is to get in and out, make a SWAT-team-style response to real problems, and put people back on the path that they need to be on. We check in quarterly after that for a half day.

There’s a dialed-in system that you have for this.

That’s what people want. When they hire you to help them with existential problems, they don’t want you poking around, “Let me look in this closet and see what I find. What’s under the desk over here?” They want to say, “This is what it should be in that closet. Show me if it is. If it isn’t, then we know what we need to work on.”

You make it sound so simple when it’s not.

It’s complicated but simple because there are only a certain set of right answers that are going to apply in any of these situations. The other interesting thing, and I don’t know why it’s interesting to other people because it seems common sense to me. I coach five people at a time. 3 for pay and 2 for free, because that’s as much as I can show up for somebody in the course of a week. That’s at least 10 to 12 hours of pretty focused work a week.

I prep before every session. I summarize afterward. I make sure that any of the tasks that were delegated to me are handled. I listened and interacted for one hour with each person. Those that pay me, pay me and they support the efforts to help those that are in a place that they can’t pay at that point. I asked them, “Get me back later or pay it forward.” That’s all I do, is those five people at any given time, over a twelve-week period.

Things aren't going to get better unless you make them better. Click To Tweet

How nice of you to work with people that you see it in them and you’re like, “Pay it forward.”

The worst thing is when you know you’re in trouble and the thing to solve it costs too much money for you to achieve it, then it’s such a self-defeating thing. If I can remove the dollar figure barrier there, great. I do it for startup CEOs a lot of times. They don’t have any budget for those kinds of things. Sometimes they’ll compensate me in different ways. I think I come out ahead. They make introductions to people who can pay or who are probably good investment partners for me and all those other kinds of things. It pays for itself that way.

It’s great because you never know where the relationships are going to bring you down the road. A perfect example, I’ve raised private capital. In one connection, we raised over $3 million in private capital. I see where you’re at with the big picture and how it’s definitely beneficial for the clients that you’re working with and then how it all works itself out.

I don’t ever have to worry about it. Warren Buffett tells a story of when he was twelve years old, he read a biography of Christopher Columbus. The biographer mentioned that the Queen of Spain had given Columbus the equivalent of $100,000 in gemstones to finance the voyage to the new world. Columbus and the Spaniards had taken well equal to $1 billion over a couple of hundred years in gold and silver gems and exported that back to Spain.

Buffett took from that example that small investments over time have far unintended consequences. At no point did he ever stand up and say, “I’m going to give you queen a 17% IRR and an 8% preferable rich.” He didn’t do any of that. There was no PowerPoint that said that, but that investment was astronomically larger. The real answer there is we never know what the fruit of our actions is going to produce over time.

What are 3 to 5 takeaways you definitely want our audience to walk away from?

One of the things that we eventually reach in the coaching process is the realization that it’s not going to get better unless you make it better. We have this idea that if we just hunker down, if we do way more of what we’ve already been doing, that somehow miraculously, things will get better because who knows why? It’s like sprinkling some pixie dust on it. That’s never the case. It’s never once happened. That waiting around and not doing anything to fix a problem has made the problem go away. We get right into it.

FWM 10 | Great CEO
Great CEO: We live in a world where we have too many choices, so the value of each choice is diminished. As CEO, your job is to reduce the number of choices to the ones that make the greatest impact.

The very first conversation we have, I tell the story of Julius Caesar crossing the Rubicon. The point of the story is he had to make a hard choice that would land him either on the history pages 1,000 or 2,000 years later or in a jail cell or execution chamber, and nobody ever would have heard his name. He made the hard choice and came out to be the person in Rome that we still read about in Shakespeare’s plays.

The difference between him and other Roman generals is he made a choice and a commitment. He accepted the risks, responsibilities and accountability for that, but he walked through that river into the pages of history. For my clients, looking at the work that we do together, is it going to be that grand? No, it’s not. We know that, but it’s that level of commitment that you have to come in and say, “There’s something here and I need to go to work on it.”

The first point, things aren’t going to get better by themselves. The second point, we live in such a world of choice that the value of our choices is blunted. Your head is about to spin around when I tell you this. There are 763 flavors of Oreo cookies. Can you name them all? You and I are of similar age. When I was a kid, double-stuffed Oreos came out and we thought heaven had come to Earth. That was the biggest deal. My mother would be, “You can’t have that. That’s too much sugar. You can only have a regular Oreo.” That was my mom’s logic. Now, there are green tea flavored, cappuccino flavored, red velvet, cupcake, cinnamon roll, dragon fruit, and different countries have different flavor combinations, peanut butter and peanut butter jelly.

I spoke to this group in a high school. I went to the grocery store on my way to the speech. I bought one flavor of every Oreo they had on the shelf. There are 30 boxes of Oreos. I handed them out and I said, “Grab 1 or 2 of the ones that you like.” There was one kid over here who had 100 Oreos. There’s another kid over here that only had one. My point to them was, “You live in a world where you have too many choices. The value of each choice is diminished when you have too many. Your job is to reduce the number of choices to the ones that make the greatest impact.” One of the tools that I use and have been using now for a couple of years but have been talking about it a lot lately, everything has to be a hell yes or a hell no.

I had a meeting with a strategic partner where we were proposing that they adopt a certain product that we have developed in the insurance space. They’re excited about it, but they didn’t want to commit too much. We got to the end of the call and I said, “We will not schedule a second meeting unless you can answer the question for me. Is this a hell yes or a hell no?” After some discussion, they said, “It’s closer to a hell yes than it is to a hell no because nobody wants to over-commit.” I said, “We’ll schedule the next meeting, but at the next meeting, I absolutely have to hear that it’s something we’re moving forward on or we’re not, because we’re not going to spend six months giving you free consulting and all this when we can go do that work better elsewhere.”

If you start paying attention to your choices and say, “Is it this or that?” the quality of your choices and the impact that comes from that is very different. That’s number two. Number three is to pay attention to your cadence. How fast are you trying to get there from A to B? Is it the right speed? If you ever noticed, when you get in the car and you’re driving, everybody who’s driving slower than you is what?

In my way.

Your cadence determines the way you perceive others. Click To Tweet

They’re in your way. They’re idiots. Everybody who are driving faster than you are maniacs. Your cadence determines the way you perceive others. That’s not something that we pay attention to. We don’t get up in the morning and say, “Today, I’m going to have a fast-paced cadence, or today I have a slow-paced cadence on purpose.” We don’t make that purposeful choice after our morning rituals.

That’s something that has transformed the quality of my life is to get up in the morning, review my calendar and say, “Today has to be a fast-paced day. Today, I have enough gaps in the schedule that I can make it a slow-paced day, do some thinking and writing. I can work on some things that are not going to pay me immediate return today. I don’t have to pay the light bill today, but I have to do something that will pay it in the future.” That choice every day of, “Is it going to be a fast-paced or slow-paced day for me?” is an absolute superpower because when people rush in and I’m on a different cadence, I can simply say to them, “Push off. You have to come back when I’m on that cadence with you because I won’t let people take me off my cadence.” That’s a real superpower. Those are the tips.

Thank you for sharing that. Those are good feedback. If you could look back in your life and in your whole professional career, I’m sure there’s been somebody that was most influential in your life. Do you know, off the top of your head, who that would be? Who most influenced you to be the man that you are now?

It was my father most definitely. He got taken to soon. He was 52 when he passed away. He wasn’t finished with the fun and sweet part of life. He was just beginning to get that. He had his first grandchild, but he hasn’t met the other five. His personal relationships were good, but he didn’t get a lot of the downtime with friends that he was working for. I learned from my dad’s example and from his instruction. There are some things that I don’t adopt from his working style because of the way that his life turned out that he didn’t get some of the things. I want those things now.

You and I will be at a conference in September 2022. That conference is maybe 2 or 3 days, but I build in some personal time or me-time into that conference. I’ll go down a day early. I’ll go to a museum or something of that nature. I’ll feed my soul in some way. I’ll go and be around the conference and learn from an intellectual standpoint a lot, then I’ll emotionally be able to be around people that are on the same journey as I am, which is very important as well. I’m making sure that I’m savoring all of that and getting everything that I can potentially do.

At the end of that conference, I’m going to say to myself, “How have you become a different person because of this?” Every time I can answer that, I’m growing and that I’m becoming somebody, not just intellectually but emotionally. In my definition of myself, I’ll go back to that conference. If it’s not that way, then I won’t anymore. I have to be in this evaluative mindset a lot of times. My dad taught me the difference between right or wrong because I would get a stern reminder. I’m like, “There’s something wrong.” It’s amazing to me how morally aware my kids are as well because that’s something that we talk about and believe. We believe in bright-line morality. My kids are very aware of it.

You’re teaching them at a young age. I love that. My son is 17 and he’ll be 18 this year 2022. He’s a senior. I’m grateful that we’ve always run a very ‘right is right and wrong is wrong.’ There’s no middle or in between. You need to own it and take responsibility for your actions. He’s growing into a fine young man. He wants to be a lawyer.

FWM 10 | Great CEO
A CEO Only Does Three Things: Finding Your Focus in The C-Suite

It’s amazing to me how people manage their business one way and parents in a completely different way. It saddens me all the time. My son will come and tell me when he’s done something wrong and apologize for it because he has seen his dad get on his hands and knees and say, “I was wrong. This is not how I want it to be.” I apologized to him when he was four years old for jumping to a conclusion, punishing him or something of that nature. You heard the story with a little piece of tacky art that he gave. He had a whole story around that.

The story there for the readers is he had gone on vacation with his grandparents. We are pregnant with our third child, and he had brought back a piece of tacky quartz rock art. I thought to myself, “This is ugly.” I asked him, “What’s this tacky thing for?” He said, “I don’t know what tacky means, but this is a sculpture of a bird kissing a bird. It’s me and my new baby sister coming. I want to give it to her. I can’t wait to give it to her.” I felt like such an idiot for missing what was important in that.

He didn’t know that I had insulted it. The next day as I sat him down and I said, “My knee-jerk reaction was to be a jerk. Here’s what happened.” He was like, “Dad, you should not do that. You shouldn’t be that way.” He knew immediately. My point is that if I ever want him to come back and tell me, “I’ve met this. I did this. I should have been better at it,” then I have to model what he sees. It’s no different than my work. I can’t run around the office and not do any work and then yell at people for not doing any work. That’s the rule.

I know you have your book. We’re going to share your book with our readers.

We have a hardback, softback, Kindle and Audible. The publisher has ordered a workbook that we are producing. It’s beautiful. That’s coming as well. If we hit a certain amount of copies, he’s already told me that he’s going to want a second edition. We’re 90% of the way there. That book is having a moment.

I’m on my third time reading this book. Even bits and pieces of it incorporated into my life. My life has drastically changed since we last connected by implementing some of the few key pieces that you mentioned. I need to break it down and simplify it. The book is incredible. I highly recommend everybody check out Trey’s book.

I do a newsletter. It’s PlantYourFlag.live. Every 2 to 3 days, I have enough material for a little bulleted newsletter. It’s a lot of observations of what I think about politics, but not political stuff. It’s not partisan stuff. It’s more so geopolitics a lot of times. I wrote one and sent it. It had a big piece of China and what’s going on with the debt crisis in China that we’re not seeing in all the pages of any news that we’re reading. It also has productivity tips like, “Here are four ways to evaluate whether your day was successful or not.” It’s little things like that. Real estate stuff will make its way into there from friends of ours that we hear from. Free newsletter, if anybody is interested.

I did register for it as well. I love the content that you are getting out. For all our readers, take a look at Trey’s book. It’s going to be at FullerWalletMedia.com/TreyTaylor. For his newsletter, it’s PlantYourFlag.live. Trey, did you have any final words you wanted to say to our readers?

We covered a lot. The only thing I would do is to throw the line in the water. There are CEOs out there that are struggling. They don’t have to come to me for coaching, but you should get around people who are going through what you are going through. When I say struggling, I don’t mean that, “I’m about to go out of business. I’m going to be suicidal,” or something of that nature. There are degrees of struggle. Struggle is made lighter by sharing it with other shoulders. That is such an important message.

I am in masterminds and in the Vistage group, which is a peer group of CEOs that run businesses the same size as my business. I speak to all kinds of masterminds and things of that nature. I won’t ever speak unless I’m allowed to attend because I’m there to learn. That is important for people to do. We get stuck in the businesses that we never get out of them long enough to take a look at them from far away.

Thank you for the feedback and for being on the show. It was such an honor having you here. You’re an incredible person.

I appreciate that. That’s nice of you to say and as are you, which we all know because you’re doing this wonderful show that gives great information out to many people. I will see you very soon at our conference.

I will be seeing you soon. Thank you. It was such an honor having you.

Thanks.

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