Growing a business from a disaster seems daunting enough, but having to sell that business and make it attractive to prospective buyers is something Kevin Waldron would have never thought of dipping his toes into. Now a high-growth performance coach, Kevin shares his experience and perspective on how to figure out a system for business recovery or growth that will make your business work and perfect it to the point where success is the only outcome.
Entrepreneurs, when you started your company, was it a disaster? I want to introduce you to a gentleman who started a company because of a disaster. He liked it so much, he made it his business. Kevin Waldron started and grew a $24 million a year disaster restoration company with over 200 employees and five offices before selling his business to a national franchise. He built and grew his company and now he helps others access higher levels of performance. Introducing master business builder, Kevin Waldron.
Perspective and Experience Lead to Fast Business Recovery with Kevin Waldron
Kevin, welcome to the show.
Mitch, thanks for having me.
I always like to find out how things really started. I know that you did start a disaster recovery company and I made up that part about your company starting as a disaster. Why don’t you give us the truth here? How did it really start?
It’s like the accidental entrepreneur. Literally, I met a guy in a bar. I was one night having a conversation with a good friend of mine, trying to figure out where I was going to go next. I bumped into a guy in a bar that did disaster restoration. He asked me to come and work for him and I did that for probably just under two years before I started my own. I really got the opportunity to work for somebody else, to start learning how a business like that really runs. Quite frankly, I was too naive or dumb or whatever to not realize that I can’t be successful, so I just started there. I looked at the guy I was working for and I figured it didn’t look that difficult. The truth is obviously once you get started, you see how difficult it is, having that entrepreneurial spark and just the willingness to get going. It helped at the time too that I wasn’t married. I didn’t have any obligations so if it was going to tank, it was all on me. What a wonderful journey once I got started but at the start I was so naive.
Aren’t we all? They say that if you ever realize how hard it would be ten years after you started your business, you might not have started it at all. We both did that and now we’re happy we did. As a result, we both sold our companies as well. That was certainly worthwhile. Let’s go back to that time when you were working for somebody else. Clearly, you did not have the idea that you were going to start a disaster restoration business, sitting in that bar that night. I might venture to guess that when you got started working with this individual, that also wasn’t on your mind, or was it?
No, not at all. At the time I was 23. I came from Scotland. I came on a student visa. I was trying to figure out what was I going to do next and then landed on this business. It sounds weird but it wasn’t a great situation to be in because this guy did everything wrong in business. He cheated his customers. He didn’t pay his taxes. He wasn’t good with his employees. It was really bizarre. That’s what I’m saying; the naivety came from looking at how this guy ran his business and how he even made money because he was fairly successful. I thought to myself, “If a guy like that could do that by essentially shafting his customers and not taking care of his responsibilities, how hard can it really be if you just show up and do a good job and take of people?” I know it sounds really simplistic but if you show up, you do a good job, you take care of people, you do what you say you’re going to do, you’re going to beat 95% of the competition. It’s not that complicated.
Again, we have a common trait in our background. When I went to work for a gentleman named Leo Gilson in the semi-conductor rep firm that I was hired in, he lied to his employees all the time. He would be drunk and show up at meetings late and drunk. He looked like he had just rolled out of sleeping in the backseat of his car when he would show up at a meeting. For some reason, he was able to maintain that business for many, many years. He cheated us on our commissions as well. I took all of that as a benefit, as a gift, if you will. When I started my company, I thought back, “What would Leo do?” I would at that moment said, “Now I know what not to do.”
It very much became a, “What would Jeff do? I’ll do the exact opposite of that and I’ll probably be okay.”
Here you are, you’re two years now. When did the light bulb go off? You mentioned it earlier, you said, “If I can go out on my own and do half the job that this guy could do, I might be successful.” When did that light bulb go off for you?
For me, probably about a year. I was looking at the customers I was dealing with. I was looking at why were they calling me and they weren’t asking for the owner when they would call the company. I got this sense that a few key customers really started to believe in me because I was really taking care of them. I always go above and beyond and it had created some good relationships. There was one guy in particular, his name is Jerry Griffin, that said, “If you go on your own, you’ll have our account.” I thought to myself, “Why would you do that? I’m not established. I don’t have the track record.” Jerry said, “We’ve seen the work that you do. We’ve seen how you take care of us and we want to support you.”
I think for a lot of people in life, like some of your listeners or maybe the ones who are just getting started or they’ve been established for a while, this whole thing about a self-made man or self-made woman, it’s total BS. Nobody is self-made. Everybody gives you a leg up. Do you get a leg up from how you show up in the world? Absolutely. People don’t support people that aren’t up to good things in the world. To have that support of just a few key people and pay attention to those, not people telling you you’re not going to be successful. As a matter of fact, Jeff, on the way out the door, when I told him I was leaving, he originally tried to sell the company to me. At the end he said, “You’re not going to make it. You don’t have what it takes.” I was like, “Which person am I going to listen to? Am I going to listen to Jerry Griffin who looks like he really knows who I am, or am I going to listen to Jeff?” It was clear which one I listened to.
This is such an important moment in the history of what you did. I’d like to highlight some of the things you said because they’re really important. You talked about this conversation that happened with this other client about maybe having his account if you were to leave. That is a gift that comes from the universe, if you will, that is that flag that says, “Kevin, if you even had the inclination, here’s that little baseball bat to the side of the head that says do it.” When that happened, it became clear to you at that point obviously that there’s a safety net, there’s a path, there’s a reason. Now you are able to mobilize yourself and take that chance. Did that happen right after that conversation or did it take a while to sink in?
It happened fairly quickly. I had the conversation, I thought about it. Like everything else, I’ve got a really good way of looking at things sometimes in terms of taking risks. If you think you have a good idea, we all get our hopes up and we all think we have the idea for curing cancer, go away and let it percolate for a couple of days and then come back. If it seems like it’s a really good idea, then it probably is. I’m a huge fan of listening to your intuition and really paying attention to it, but then you’ve got to follow through. If you have that small whisper that it keeps coming back and for me for two weeks after, it kept coming back. It tickled something and it was like, “I really think I could do this.” I have no idea how the hell I’m going to do it or where I’m going to get the money for a startup or any of that stuff. When you get that little tap on the head, pay attention to it and then follow it. If everybody else was following down the regular path and you hear a little whisper that takes you off the path, go follow it. You don’t always have to follow it off a cliff but go follow it. You get that one whisper, just follow it.
I have to tell you, it’s been really the way I’ve run my life. I wait for things to show up sometimes. Let’s say I do the prep work and then “I get lucky,” something does show up. I take that as the beginning stages of whatever it is I’m about to do next. You did it. You went out. Fast forward twelve months later. You’re in business for a year now. You had your first client show up because he basically helped you start your business. What was it like? Was it all peaches and cream?
We’ll call it the opposite of peaches and cream. It’s funny, people are like, “You’re a successful entrepreneur. It must be great being you.” It’s not that nobody wants to know but they just see you as how you are today. Let’s be honest, the first eight years as I was growing the company, it’s never how you think it’s going to be. There’s a ton of challenges. The only thing that got me through the first year probably was I kept my overhead really lean and mean. We had an office that we didn’t have a ton of stuff. We didn’t do a whole lot of splashy stuff. We really grew organically and kept the cashflow tight. We went through everything: screwed up employees, marketing things that don’t work, customers that don’t pay you on time, customers that don’t pay you at all. We had a problem working with insurance companies. When building gets damaged by fire or flood, you deal with the customer who’s a homeowner but the insurance company ends up paying for that. If there’s a gap between what the insurance coverage is and what the homeowner has, sometimes the homeowners will just turn around and say, “We’re not paying that,” then you’re stuck with the bill. Not only did your profit margin go out the window, some of your cost did too.
Learning how to navigate that stuff just in general, and it comes from one of my favorite books, The E Myth by Michael Gerber. A lot of us start as entrepreneurs and we’re really good at what we do in one particular field. We are really good in disaster or recovery tech on a national level, but you realize you don’t know anything about bookkeeping. You realize you know nothing about marketing. You know nothing about HR. How do you build those skills as you build your company? I made all those mistakes in the first year.
I have a feeling you’re not alone. Certainly, between the two of us, we probably only knew the smallest amount of what a business was like. I could speak for myself. When I started my business, we started literally, my partner and I, with $5,000 each. Luckily, we had savings from our past work and we worked in my house. Our overhead was basically, in the beginning, $300 a week. What that meant, if we sold three copies of Timeslips for $99 apiece, we were covered. I remember the conversations like, “If we hire someone to help out in the office that means we have to sell two more copies a week.” We kept our overhead very lean. I think to some degree, it’s the secret to really getting a business going because you don’t need the money that badly. You need the business to work; that’s the first priority. Even if you do need the money, it’s still not going to take any less time. You’ve got to take the time and do it right.
In the first year, it sounds like you had many of the same problems I had and probably many of the same problems that our listeners have in their business as well. What happened at that point? Where did that change take place where you got past some of those problems and maybe some of the lessons as well?
I think after about a year. I knew when I started it that I was willing to work hard. That was never going to a problem. When you’re working twelve, fourteen-hour days, when you’ve done it for yourself, you have an amazing amount of energy it takes to accomplish anything because it’s yours. I realized that close to a year, I was working way too hard. If I wanted this thing to be successful, it couldn’t be dependent upon me. It had to be built through systems. There have to be other people involved. It just couldn’t be people calling for me and me doing everything. Otherwise, I was just going to have a job.
As a matter of fact, one of the biggest things I ever learned was I heard this thing from Michael Gerber who said, “If you have to be there every morning to open the door and you will also be the guy that closes the door on their way out at night, that’s not a business. That’s a job.” I was really clear I didn’t want a job. If I was willing to work out but I didn’t want a job, how was I going to do that? For me, it came down to building systems. I know a lot of people might roll their eyes and go, “Systems, we’ve heard that a million times before.” To actually do that, to go learn stuff that you don’t know how to do and then do it systematically. Quite frankly, I also got help from some of the people. I started working with a coach just after a year. That made all the difference for me because I got somebody else working at my business and working at what was possible that I didn’t know, didn’t all have to come from me.
You were smart enough to get a coach. I didn’t know what a coach was. I didn’t have one. I really sought to learn through the books that I read and the occasional conference that I would be able to run out and see. I’d like to have you tell us more about the systems. Explain to me where some of the needs were and how you filled them with systems.
Here’s a couple of really stupid simple ones, but are foundational. For example, one of my things was when you call when you have a disaster. Your building was flooded or you just had a fire or whatever, you’re calling a particular company and you want some help. We wanted to systematize the way we answer the telephone. Your system was you have to pick up the phone between the second and the third ring. Why between the second and the third ring? We didn’t want to answer it on the first ring because that scares the hell out of people when you just pick up the phone and also looks like you don’t have any business. If you have a disaster, you also don’t want to wait for seven or eight rings because then somebody’s going to think that, “Nobody’s there, so I’ll just hang up and call somebody else.” Those are for us a potential $50,000-sale flowing right by. The deal was between the second and the third ring.
When we pick up the telephone, we say the same thing every time. I haven’t had this business in twelve years. I sold it twelve years ago. I can still remember the phrase, “Thank you for calling Olympic Restoration. This is Kevin. How can I help you?” We say that phrase the exact same way every time. We never deviate because we’ve done a research and we figured that was the calmest way, the most professional way, and the way I get into a conversation that connects me with people that worked. If you find something that works, don’t keep changing it. Just do what works every time and don’t deviate. That was one example.
Another silly thing; our technicians had to have their shirts tucked in. That was a uniform thing for us. The theory was if you’re going out to do work on somebody’s house, you want to see something that’s clean, that’s neat, that’s professional. When somebody’s got a T-shirt hanging out, it didn’t send the message that we wanted to send. These are two tiny examples. You could say those aren’t even systems, they’re just rules. No, for us they were systems. A system for me is a repeatable event that’s going to produce a result. It’s that simple.
What you’re saying is basically pay attention to the little stuff that shows up in a big way. I love the way you put it.
If you think about the phrase in McDonald’s, “Would you like cheese with that?” adds $3 billion a year to the economy. They’ve got minimum waged people that they have trained to say that phrase every single time because it works, and it has add-ons for sales. Pay attention to the little things like that in business. There’s a great phrase I love that’s from a time management guy named David Allen. He has a GTD Methodology, getting things done. He has this little phrase that says, “Small things done consistently in strategic places create major impact.” The little tagline that he has at the end of that is, “No motivational transformation required.” In other words, you don’t have to gird your loins up and be Tony Robbins and thumping your chest and running about. If you did those things consistently, small things done consistently in strategic places, you’ll get the impact.
When I asked the question, I expected to hear about electronic systems or telephone systems and yet you’re really bringing us back to some of the most important elements of a business. I would summarize what you said a little bit differently and it’s really what we talked about. It’s pay attention. Experiment with the little things and discover what really works for you. When I had certified consultants show up in my clients’ offices and they look disheveled, my clients would complain to me. I had to write a memo that says, “Please, if you’re going to show up in a professional office, shower the night before and wear clean clothing.” In the range of one to two, two to three years, what was changing as you started to scale?
By starting to put the systems in place and starting to follow them, and obviously those were the two simple ones, but we’ve got marketing systems in place, we’ve got production systems in place. One key thing is everybody wants to get their thousand clients but you’ve got to do a good job. You actually have to deliver what you say you’re doing. We would pay as much attention to the production as we did to the marketing because actually the production allowed us to do such a good job and have people raving about us. That’s what helped bring clients to the door. That’s pretty much why got to a thousand clients and beyond.
In the beginning, it was really working out what those systems were, and then perfecting them to the point where you can now scale.
You made a really good point, Mitch. You were talking about a little bit of testing, experimentation. You can learn stuff from a book, you can go to a seminar, you can even work with a coach, but if you’re not coming back into your business and be willing to experiment and try things, and not only try things but pay attention to the results. If you try for example a marketing program and you spend $5,000 trying something but you don’t look at the results and you don’t see what came back, then you didn’t really learn anything and you just wasted $5,000. It really is about paying attention to that dashboard of projects and systems that you’ve got, and then when you try things, what’s working and what’s not working? It sounds super simplistic. A lot of what we would do would be we bet on things, we try it, and we go, “What was the result?” We get ten extra time on that. Rather than move on to the next new thing, we would deepen that channel and see how deep we could go and move that from 10X to a 100X.
These days, there are so many electronic dashboards to keep track of this stuff and ultimately, I think we’re inundated with metrics. What I liked about what you said earlier was that you were measuring stuff that maybe others never think about, like how to say a phrase when answering the phone. These to me are the nuances that can make a huge difference, like answering somewhere between two and three rings. This is stuff that I believe is only available through the wisdom of experience. That’s why I’m so happy you mentioned stuff like that.
It’s foundational. All the programs that are being offered and the technology and the social media, it’s all wonderful stuff but there’s a lot of shady bells and whistles there and a lot of fancy metrics. If you, as the entrepreneur, are not paying attention to all the nuances of that stuff and what it really means, I think your job as an entrepreneur, as a CEO, quite frankly, your job is to see around the corners. It’s that simple. Your job is to see what’s coming up and any idea that can look at a sales projection and see this year, what’s happening in a year or two years down the road, and how will you interact with your customers in a way that you’re going to continue to be able to scale your business. Does that make sense?
Yeah. This is really so important. I’m so glad you’re talking about these things. It must have been almost four years into my business when I woke up one morning and said, “I think we’re a real company now. I think at this point, we have real accountants and we have products that people like and all that.” When did that happen for you?
I think I have that impostor syndrome as an entrepreneur where you always think that somebody’s going to tap you on the shoulder and go, “You’re not a real entrepreneur. This isn’t a real business. Get out of here.” I think for me it was when people would start calling the company and they would ask to speak to other people in the company that weren’t me. As I was growing the company, I knew it couldn’t just be me. Once the company got a little bigger, we put a management team in place. That was my way of getting all my ideas shot through the whole company. There was one day I walked into a meeting in our company and it was one of my senior people, I can’t even remember what they were talking about, but they were talking to a group of about seven or eight employees. My idea was coming out of that guy’s mouth as he was talking to those people. He was saying it in his own words and it was from his own heart, but it was my ideas getting transferred into our frontline staff that was making it to the customers. That for me was, “I’m a real company now. I can actually produce results through all the people that’s not just me.”
It’s a turning point. It’s really when you can see your business philosophy, your mission, your vision being translated through the mouths and eyes and ears and actions of others. Now we’re going to fast forward a little bit further when you actually did get to about 1,000 clients. I’m sure at this point you have your systems in place and things are running really, really well. What did you learn? What was the difference between 500 and 1,000 clients or 300 and 1,000 clients?
There were a couple of bets as we were growing up where we would go forward and then we would go back a little bit. The difference was it’s one thing to have a system, it’s another thing to follow it day in and day out. What a lot of entrepreneurs did, and we made the same mistake, was you put a marketing system for example, you’re trying to get to 1,000 clients. You get to 250, do all the hard work and then all the work starts to come in, which is a success. I got what I want and I got all this business coming in the door. Then the focus goes to production and delivery. We took our eye off the ball of continuing to market. Once you do all the production, you’ve gone through that but then you realize, “I don’t have a solid enough pipeline coming back,” and then everybody has to run marketing. I like to talk about it as it’s like one of those old sailing ships on the ocean. When they’re in really rough seas, everybody runs to the back of one deck and the ship goes up in the air, and then it comes back down and everybody runs to the other side. That for us was the run in between delivery systems and marketing. Then over a period of time, it clicked. We need to be doing marketing day in and day out whether we’re busy or whether we’re slow. The Always Be Closing thing, but for us, it was Always Be Selling.
I can relate to that in my own business as well. I remember when I ran BBI, a Tony Robbins and Chet Holmes business, for us it was recruiting. We had to be recruiting 100% of the time. Again, for the same reason that you talked about, it’s really the lifeblood of the company is having great people. I would say that our growth was limited by not having access to enough great people. You’re hitting on something that all of us, as we begin, are so excited when the customers finally come in and then we really dive into delivery. Without those marketing systems, we’re back to hunting as soon as we got done delivering and now there’s a drought.
To your point, Mitch, once it got close to 500 clients, I was able to back off personally of doing the sales and I had a sales team in place and a marketing team in place. After a bit, 80% of my job was recruiting staff because as we continue to grow the company, more work came in. The ability to actually deliver a great product and a great service, unfortunately, that never goes away. You’re always going to be on your game. People don’t care about what you did two years ago or even five minutes ago. What are you doing for them right now? We needed the staff to be able to deliver that.
At this stage, now you’re growing, you’re big. Tell us about how you ended up finding someone to buy the business. Before you answer that, start with what your intention was. Were you looking to sell it? Did you build it to sell or did it happen?
I had that business for seventeen years before I sold it. From day one, I never had the intention of selling it. Fortunately on sales, I think we did $132,000 in sales. That was it. At its highest, it was $24 million. I love building that business. I loved everything about it. I thought I would have it for a hundred years if medical technology could have kept me alive longer. No intention of selling it. The one thing that I did from day one, and I stayed in question about it because it helped me build it to what it ended up becoming, was if somebody was going to buy this thing, if it was going to be really valuable, what would they want to see? If somebody’s going to come along and pay me a boat-load of money for this, what would they want to see? Would they want to see a problem? Would they want to see shoddy workmanship? Would they want to see a client base that wasn’t that great? Nobody is going to pay me any money for that. It just became like a game to play for me. If somebody was going to pay me a boat-load of money, what would my business have to look like? Whether they would want to see it being systematic, they would want to see a strong management team in place with solid people. They want to see training systems. They would want to see consistent revenue growth, consistent profit. It just became a game to play.
Right up until about a year before I sold it, I had no intention of selling it. Because I built the business that way, it really did have all of those components, when somebody came to buy it, I was able to get a premium because those things were in place.
When you set out to build something that you know is yours and you treat it like it will be with you for the rest of your life, it’s got to be attractive to other people. That’s what happened to you. Clearly, these folks were looking to buy a business and you weren’t even really looking to sell it. I could imagine that after seventeen years, you had evolved the business to the point where you probably felt like it was almost a lifestyle in every way for you at this point.
It was completely a lifestyle.
Here’s the hard part. After you sold the business and obviously you can look at the bank account and see all the cash and go, “That’s great,” your lifestyle probably didn’t change much. What is your mission now? When you wake up in the morning, you certainly have the means to do what you want. Where is your mission in life now? What is that passion?
I sold it twelve years ago at this point. When I first sold it, I took about six months off and I did all the stuff that everybody talks about: played a ton of golf, took a bunch of trips, all that stuff. You can only play so much golf. Entrepreneurship is in my blood. I tried a few things after that that I thought might be interesting. Coming from a construction background, I did a bunch of real estate development, built some subdivisions up. I was in California but I did some stuff up in Washington State and Phoenix. I made some money, lost some money. None of that stuff really lit me up because it wasn’t marketing with people.
I realized after about three years, what I really love to do was I love to coach people. That was essentially how I built it. I built my business almost like a sports team. The ability to work with somebody and have them be able to produce a result that they had no idea they were even capable of, it absolutely lights me up. That’s what I get to do now working with other entrepreneurs. I work with very specific people. They have to be up to something. I work with people that are hungry. Somebody that just ate and is poking at the food is not somebody I really enjoy working with. I want to work with that man or woman that is up to something and they’re in the game that they want to be playing. They just want to figure out how do they have a bigger experience, how they create more results. Specifically right now, how do they create more fulfillments in their life, too? It’s not just about producing results and going 100 miles an hour and having a giant bank account. How do you have the fulfillment that goes along when you’re really being an entrepreneur and not just having a lot of money in the bank?
I can relate to that as well. I understand where you’re coming from. I also understand the satisfaction that comes from working with somebody and watching them evolve for themselves and for their business. At this point, you told us that you just love working with others. What would you say is the insight that you can convey to us about the people who are looking to really grow their business that you’ve discovered that you help others see when you work with them? Is there one thing in particular?
The easiest way to describe it for me is if you can help somebody see their world just one degree to the right. If you’re looking at something and you’re staring at something intent, when you’re focused on it, you can just have them turn their head one degree to the right, there’s a whole new world that opens up and say, “You have to have the willingness to consider something different.” I’m pretty clear about that. A saint I am not and perfect I am not. One of the things that I love about myself is I love getting my mind changed. I love being set about something, but then bumping into somebody or somebody shows me something and I go, ” I never considered that before,” and it just opens up a whole world.
There was an English philosopher. He’s dead now. His name is Colin Wilson and he had this phrase where he said, “When you wake up in the morning, you don’t wake up to the world. You wake up to a million possible worlds.” It’s just which one do you want to have? Which one are you going to choose? You want to have a target. I want to be really clear about that. If you’re an entrepreneur, you have to have visions, you have to have goals, you have to have targets. People are counting on you. There has to be metrics. You have to have a target and say to that target how fascinated are you with that target. A lot of people, a lot of entrepreneurs in particular, they make up a game. Let’s say you’ve got somebody doing $5 million a year and they go, “I want to go to $20 million.” As soon as they create that target of $20 million, they tighten up. Even though it’s their game, nobody was putting a gun to their head. They said they wanted to do $20 million, all of a sudden that game becomes constricted and it becomes constrained and they get in their own way. I work with people to figure out how can you find that game fascinating like a little kid does? A lot of times we get so serious about business. How would a little kid be fascinated by that game? Like if he found a ball in the street or whatever and he pick it up and start playing with it.
What I heard is that sometimes, experience allows you to see something from a different perspective as the person who is deep into it and only looking straight in front of themselves. I think what I’m hearing is that what you like to do and what turns you on is showing someone that one degree to the left, and if it’s the right one degree, how it can completely change their world by seeing it with you and through your eyes. I really love that as an example for the mentorship model because that’s really what mentors are all about. It’s applying the experience that we’ve gotten the hard way by really in the trenches and helping people who haven’t been there yet to see it a little bit differently than they do today. Kevin, this has been such a great discussion. I really enjoyed my time with you today. I have one more question. It’s the grand finale, the change the world question. I know you have a vision here. Tell me what is it that you’re doing or would like to do that truly has the potential to literally change the world?
For me, that happens one person at a time. I think there are a lot of people that want to change the world and then they run off on stages and go flying around the world all over. For me, it’s one person at a time. If you can connect to one person at a time and you want to change that person’s world, there’s a ripple that starts to happen in the world.
I then see you as a conduit now, Kevin. I see you as the vehicle for others to help themselves as they move forward, and I love that. I know that you have an upcoming book coming out. Can you tell us a little bit about that?
The book will be out by the end of this year and the book is called Look. It’s exactly what we’ve just been talking about. It’s how do you see your world differently. It’s going to have a lot of real examples of high performers and how did they see the world. You can fill your head full of information. There are enough books out there and seminars. We go to all these things and we fill our heads full of information, but how do you see the world? By the way, I’ve attended every seminar and feel like I’ve read every book and continue to read but how do you see? When you look, what do you see? When Richard Branson looks at an opportunity, how does he see it different than you? Is he more intelligent than you? Probably. I don’t know but I guarantee you, he’s looking at it differently. It’s just training people in how to look differently. Quite frankly, one of the reasons you are able to look differently is you put yourself in new situations and be around new people. If you are, for example, in a manufacturing business, go spend some time with people doing an online business. If you’re in the online world, go hang out with somebody that runs a hamburger stand and figure out how they’re dealing with stuff.
Kevin, if somebody wanted to get a hold of you, what would be the best way?
The easiest way, Mitch, is just go to my website which is WaldronLeadership.com. It’s got all my programs on there, the book coming out and other stuff.
Thank you, Kevin. This has been such a great conversation. I have so enjoyed our talk. I know others will too.
Thanks, Mitch. I really enjoyed it.
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