FTC 220 | Future Leadership

220: Leadership Instincts For Controlling The Future With Mark S A Smith

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Controlling the future sounds almost supernatural, but in reality, it’s something you can do not only for yourself but for those around you. By having the right leadership skill set and values, it’s possible to control the future with your actions today. This episode, Mark S A Smith, a Business Growth Strategist at Bija Company, talks about the common denominator between successful companies, which is their focus on marketing. He details the leadership that transpires within these companies and explains why tracking KPIs are very critical if you want to make sure everybody’s in line within your company. Furthermore, learn what it means to lead with valor and understand how wise leaders think and decide when it comes to planning for what lies ahead.

Leadership Instincts For Controlling The Future With Mark S A Smith

Welcome to this moment in time when you get to chill out and extract wisdom you could use to grow your business with your first thousand clients. We are here to support you by making sure you know what is working in business and in life. If you have a business that’s in need of some love, revenue, and profits, I want you to grab my latest new product. It’s called Profit Stacking Secrets. It started out many years ago as a new client assessment but it became more detailed as the years rolled forward. Hundreds of clients later, I’ve refined it to be what you need to grow quickly with little investment using strategy instead of cash. Go to ProfitStackingSecrets.com and get your copy. Onto my guest and his incredible story.

His professional life started out carrying a bag, which is slang for being in sales. He’s had his share of wins and losses but nothing was working so he decided to figure out why. Using his years of experience, he drew up a selling manifesto, one declaration at a time, then refined each point and evolved this systematic way, selling technology products that placed him in front of rooms, presenting to multi-billion dollar companies, and closing deals.

After six books, each focused on another aspect of both understanding market intelligence and demand force, he’s come up with his most impactful work ever. In his book called Wise Leadership Instincts: How to Lead with Valor, Kick Out the Pirates, and Completely Control Your Future, he lays waste to the old school thinking that keeps most people trapped in a life of mediocrity and shows them a step by step path to greatness. Welcome, Mark S. A. Smith, to the show.

Thank you, Mitch. It’s a delight to be here with an introduction like that. I can’t wait to know what I have to share.

Mark, the way we love to always start the show is with a simple question, which is, how did all this get started for you?

Like most everybody else, an accident. I went to school initially to become a disc jockey. When I found out I could make three times the amount of money with my head in the transmitter and my feet on the tower, I went on to school for electrical engineering, specifically antenna theory. Our connection is our electrical engineering background. HP hired me out of college into sales and marketing and I had no idea how to make that stuff work, but I figured it out. Along the way, I figured out some extraordinary things about selling disruptive technology. That is a new technology that once you’re exposed to it, you’re not going to go back to the old way of doing things. Mobile phones are probably the best example of that, that we have in hand.

We now have a Zoom meeting. It’s highly disruptive. Like it or not, it’s where we are now. Last I saw, Zoom has a larger market cap than all of the major US airlines combined, which is absolutely scary because it’s just software versus things that fly through the air. Along the way, I learned how to sell that disruptive technology, and what we focus on is the outcome, not the product. Along the way, I worked for HP and I worked for a software startup for a while and I formed my own company. I’ve been doing this as a small boutique consulting company for many years and worked with extraordinary human beings on extraordinary projects. My book, Wise Leadership Instincts, is a rounding up of all the leadership traits that I’ve experienced with my clients that I’ve had to go through in running my company, and that’s where we are now.

Mark, I’ve got to ask you a little bit about that. You zoomed right through your background, which is great. You covered the high points. Wouldn’t you say that any company that has a technology product would call it disruptive?

Focus on the outcome, not the product. Click To Tweet

It is truly disruptive if indeed it replaces an old technology almost completely. Most technology companies do things that are incremental. What they’re doing is taking something and doing a small slight improvement in its capacity or its cost. We call that Moore’s Law, which is the fact that we can double the amount of compute power or have the cost of something about every 12 to 18 months. That kind of innovation is less disruptive than it is just the natural form of technology in general.

Technology across the board tends to respond to the exponential growth of Moore’s Law and it doesn’t matter if we’re talking about transistors or any other aspect of technology. It’s always there. What I mean by disruptive products is something where it radically changes how we approach life or the tasks that we have to complete. That’s what we mean by disruptive technology. Elon Musk is at the cutting edge of all disruptive technology. Everything he does and everything he touches, whether it’s The Boring Company or SpaceX or Tesla. He is the man that is leading with disruption.

He deserves all the attention that he’s getting because he is a true genius. Elon Musk lacks the one thing that would prevent him from failing and that is he will never stop. He has the persistence and he does not recognize the idea or concept of failing. All he sees is a need to make a left or a right turn but he never stops. What I love so much about him is that failure is simply not an option. It’s how do we pivot into the next success? One of the things I love about him is that he’s such a great role model for that.

Elon Musk is Thomas Edison reincarnated. He certainly has a lot of the same characteristics.

It’s interesting you bring that up. I studied Thomas Edison as a little boy and I became a little retentive about Thomas Edison. By the time I was fourteen years old, I’d read every book in the public library on Thomas Edison and had my mother standing in front of the librarian, demanding that she find more books for me. I have a fairly good background on who he was. One of the things about Thomas Edison was that he didn’t care what other people thought ever and he did not pay attention to what others thought was right or wrong, which is to some degree how he lost his hearing.

I don’t know if you know the story about him being on a train that he wasn’t supposed to be on for the sake of the experience. He was in fact conducting an experiment when the conductor grabbed him by the ears, flung him off the train, and damaged his right side eardrum permanently. You might say he might have been on the edge of the spectrum because he was brilliant and had no social skills at all. It wasn’t until later in life when he got married that this wonderful woman in his life gave him, tempered the way the world saw him. Elon is in many ways and incarnate, so I agree with you there. Let’s get on to what your most important work is, which is helping people understand how to lead with valor. What’s valor?

We’re in the heart of the pandemic, which is impacting the entire planet and valor is this notion of being willing to do the right thing at the right time. It comes from the military where we talk about courage and valor. I like to apply it to executives because we are doing battle every day. We’re doing battle with our competitors, the government, and our customers. Of course, we have to lead from this point of being able to do tough things in tough times. I found that valor works well not only because of the idea that it calls for courage and bravery, which is required if you’re leading an organization.

It also fits nicely into my mantra for leaders. All leaders have to think about four things every day. That is their vision, value, velocity and valor. When I work with my clients, we focus on those four areas. The vision is the future we’re creating and specifically, the portion of that vision that we’re creating. The value is how do we generate what customers will give us money for? That value generation is a moving target. For example, in the middle of this pandemic, what’s valuable to people has changed radically because of the concerns for their life.

FTC 220 | Future Leadership
Future Leadership: All leaders have to think about four things every day: their vision, their value, their velocity, and their valor.


We got to survive this place we’re put into by the news media, scaring us horribly into our houses. I completely reversed that. I decided to get out of the house and I’ve been touring the United States and have put almost 20,000 miles on my car since COVID hit. I’m not going to get locked down. There’s a little valor there. Velocity is how fast are we going to go? A leader sets the speed of the team, not the team sets the speed of the leader. Of course, there are exceptions to that rule, but we’re talking about business leadership.

If you’re letting your marketing or sales departments decide how fast you’re going to go, then you need a new marketing and sales department. As a leader, you get to decide what that velocity is, and ultimately, the valor is. What are you going to do in tough circumstances? Valor is set up by your culture. What is the culture of your company? Therefore, what is the culture of your leadership? When I work with my clients, the question is, are we working on a vision, value, velocity, or valor issue today? That allows us to separate out what we need to do at the moment.

The definition of valor according to Merriam Webster is the strength of mind or spirit that enables a person to encounter danger with firmness.

It’s exactly what we have in mind here.

I can see exactly now with that definition. It’s a form of personal bravery that requires the individual to depend on his values to guide him, as opposed to the opinions or actions of others. Does that resonate with you?

Well said. In fact, I’m going to steal that directly from you. Thank you, Mitch, for that summary because that’s exactly what we have in mind for this.

This brings us to the next portion of the title of your book. How to Lead with Valor, Kick Out the Pirates.

There are 1 of 2 responses to that.

Valor is this notion of being willing to do the right thing at the right time. Click To Tweet

I have my own vision of what that looks like and I think of the US government. I can see who the pirates are, at least who I think they are. I could look back at my previous company and identify the pirates who were plotting against me in secret. It was a small group and once I understood who they were, for me, it was an easy problem to solve. You’re out, get out, and don’t you ever come back. That was the end of the pirates. There’s that element of culture that you bring up as well. Tell me what you meant by Kick Out the Pirates.

Piracy ranges from somebody who steals office supplies to somebody who steals customers to somebody who’s out to steal the company. To take over your company and kick you out of your company stealing all your assets. I’ve been engaged with my clients at every edge of that spectrum and unfortunately, there are people on this planet that make a living going into small organizations, assuming a role of leadership, and then kick out the owners.

You probably have heard some of those horror stories. It happens all the time. First of all, let’s identify the fact that almost every organization has some pirates. Some are more lethal than others, but they’re there. As a leader leading with valor, you need to make sure the pirates go as rapidly as possible because they set the low bar in your organization. If you’re putting up with that theft, it sets the tone for others who may be associated or close to it, and they can decide how to do it. It’s a vicious disease that can take down a company and happens way too often.

I want to build on what you said because it plays into my belief, which is that the culture of the company is what supports the mission of the CEO. In my world and in the way I see things, the CEO sets the mission and the values that the entire company marches towards and from. My perspective is that if the culture is strong, the values are clearly articulated, and there’s a code of ethics that everyone has agreed to, then at that point, the pirates don’t have a chance.

You’re half right.

Help me with this. I love this.

Without a doubt, culture is the platform upon which we will build an organization that ejects pirates on a regular basis but there are two other components that we have to also have in play. The first one is that the leader cannot abdicate responsibility for any major function of the organization. Pirates usually sneak in because the leader says, “I’m not great at sales. I’m not great at marketing. I’m not great at finance.” Usually, it’s those three. Somebody will come in and they’ll say, “I trust you. Just make the decision.” All of a sudden, the pirate is entrenched and on their way to tanking the company to buy it at pennies on the dollar.

You cannot abdicate responsibility for any major part of your business. If you don’t know how marketing works, get educated. I have executive programs that teach people about marketing and it doesn’t take long. It’s a couple of hours and I will tell you everything you need to know about how marketing works. I’m not going to tell you how to do it tactically, but I will tell you how to do it strategically. The same thing for sales or finance. That’s the first thing. You have to have business acumen if you’re going to make sure that there are no pirates in your organization. The second aspect is that you have to have key performance indicators. Ideally, they’re leading key performance indicators that can help you identify where the pirates exist because they’re either not working correctly or you get a hint that they’re taking more than their fair share, or which do them.

FTC 220 | Future Leadership
Future Leadership: You cannot abdicate responsibility for any major part of your business. If you don’t know how marketing works, get educated.


One of my friends who did 38 corporate turnarounds in his career said that every organization is pirates. Key performance indicators are how you kick them out and how you keep them out. For most organizations, they’re cheap and they haven’t done the reporting required to identify those key performance indicators. To stack this up, you have to have the culture, you have to take responsibility, and you have to have the key performance indicators to prove that the pirates are a problem. That’s how you can get them kicked out legally.

Just to be clear, when you say KPIs or Key Performance Indicators, what your meaning are financial key reporting elements such as sales, profits, revenue, velocity, cash velocity, and things like that, or is there another element of KPIs?

Indeed. In fact, I’m glad that you pointed that out. I said that we have to have both leading and lagging key performance indicators. Leading indicators are those that are going to give us an idea of how we’re going to be doing in the near future. Lagging is the one that reports how we’re doing. A lot of financial indicators are lagging indicators because we don’t know what sales are until the sales occur. We don’t know what the cashflow is until we count the money in our account. Those are current or lagging indicators.

The problem is that you can have the pirate hit and run before your lagging indicators let you know that you’ve been victimized. The idea is let’s use some leading indicators which are about the activity. The number of leads coming into the organization is a leading indicator. The fact that the more conversations we have and the more business that we’re going to have, there’s a loose correlation between them that’s good enough for us to know if indeed we’re going to have some challenges or not.

The second one could be sales quotes. How many quotes are we sending out that’s going to be a near term leading indicator? Because quotes usually are going out to somebody who has an interest in purchasing in the near future. If we get any kind of a stretch, that could be a challenge. Another is a leading plus lagging indicator so it’s one of those intermediate ones, and that is the sales cycle. How long is it taking between the time somebody has a conversation with us and the time that they place an order with us? Of course, we want that to be short. If that starts to lengthen, then we may have pirate stealing customers.

What we need to do is identify some of those, the combination of radar looking into the future as well as speedometer letting us know where we are right now as well as odometer telling us where we have been. Those are the kind of things that we can put together strategically and it depends on the organization and what your goals are and where you are in your business cycle. All of those things come into play when we start to do that, but key performance indicators are a critical aspect. You’ve got to know what your compass looks like. Are we heading the right way?

One more I’d like to add to that is probably buried in some of the other KPIs that you mentioned, which is the closing rate. We monitor the closing rate. That was one of the most important things we would watch. When we saw a closing rate drop, even half of a percentage point, we’d identify the problem right away and we would fix it even if it was global. If it was in the script, we knew it. If it was in a person, we knew that too. By the way, we’ve uncovered pirates in the sales community by watching the closing rate, so it’s a great indicator.

Close ratios are important because they give us a good early warning of problems that are out of hand. One of the things that we can also identify is that sales pirate who’s sandbagging deals. A sandbagging deal is a form of piracy and one that should never be tolerated by management ever. If the salesperson is deciding on their own volition the velocity of the company, that person’s got to go.

If a salesperson is deciding, on their own volition, the velocity of the company, that person's got to go. Click To Tweet

I will add that part of that is the management’s responsibility. Push an order from one month to another for example. If they set the commission structure up in such a way so that it encourages people to sandbag, then they hold as much responsibility as the pirate or the salesperson who’s doing it as personal gain. I would never blame the salesperson for sandbagging. To me, it was always a lack of a competent sales commission program. Once you fix the commission programs, sandbagging is irrelevant. That’s the way I always saw it.

I’ve also seen situations where salespeople sandbag from month-to-month less and year-to-year more. Another one that I see is sandbagging because they’re looking at jumping ships and they’re going to take that order with them.

We’ve spotted that too. How we found our sandbags is by monitoring closing rates. All of a sudden, we watched this one person’s closing rate dropped and we immediately got suspicious. Within 60 days, he resigned and took prospects with him to a competitor. You’re absolutely right. Readers, you’re a small business, I get that. We’re talking to a high-level corporate sales genius here and you’re wondering what this has to do with you. It has everything to do with you. It’s what your future looks like and if you don’t understand this, you’ll never have a future, which brings us to the next element of the title of your book, and Completely Control Your Future. From what you wrote and what’s in the book, what would a reader get from the book that would allow them to control their future?

The first thing you have to understand is those companies that completely control the future are marketing-focused companies and not product-focused. We see this over and over again where people have a fantastic product, but no marketing acumen or marketing budget to get it in front of potential purchasers. That marketing activity is how you control your future. To steal and rewrite a quote from Wayne Gretzky, “A leader’s job is to direct the company where the customer’s money will be in the future.”

If you as a leader view your world through that lens of where our customers are going to be buying in the future, it’s going to allow you to control your future. If you’re focused on your product, how can we improve this product? How can we add another feature? You’re no longer in control of your future. You’re now guessing and you’re mind reading. I don’t know about you, but I’m telepathetic. I do not know how to read my customers’ minds.

When they say, “I’m looking for something better,” my first response is, “I have no idea what better means to you.” Why don’t you share with me what you see for now, in the short-term, medium-term, and long-term future about what you might think is important and better for you, and then we’ll figure this out? An important aspect of controlling your future and understanding what customers want has been brought to the forefront during the middle of this pandemic.

In times of stress, people don’t know what they want. Part of it has to do with Maslow’s hierarchy of needs. When people are under physiological and psychological stress, they can only focus on 1 or 2 things at a time. Right now, if you’re running a focus group, you’re getting lied to because people are going to not know exactly what they want. At the moment things loosen up a little bit there, they’re going to have a different desire. What do we believe more? What people tell us or how people behave?

Clearly, how people behave. No doubt. Steve Jobs would have echoed that sentiment as well because he was a big believer that most people have no idea what they truly want if you ask them.

FTC 220 | Future Leadership
Future Leadership: Every organization is pirates, and key performance indicators are how you kick and how you keep them out.


They have no idea. They’re limited by their own biases, own self-identity, and the tribe that they hang out with. The way that we understand people’s behavior is through data analytics. The reason why is because people tend to stick closely to their personal identity on how they represent themselves to the world. That identity is probably the greatest behavior indicator that there is. I don’t remember, Mitch. Are you a scuba diver?

No, I’m not a scuba diver.

Scuba divers have interesting behaviors. One of which is there are more scuba divers based out of Colorado than there are out of Florida. Of course, there are more skiers in Florida than there are in Colorado if we tend to recreate the opposite of what our potential is. Scuba divers tend to be planners and they tend to think about things in a logical sense. If you can identify that the customer you’re speaking to is a scuba diver, you can use logic on them more effectively than if you can with somebody who isn’t that illustrated high-level of a planner, but willing to take risks that are calculated. We can look at a person’s identity and have a good idea, whether they’re going to purchase a leading-edge disruptive product or not. This is how we can control the future. Focus on what customers want and use data analytics to crack the nut on what they’re most likely going to say yes based on past behavior versus what they’re telling us they want right now.

You’ve done a great job of sharing some of the concepts in the book. If someone wants to buy the book and read the book, what would you say the practical aspects of what they can apply to their lives either as a company, CEO, or as someone who’s responsible for top-line revenue at a company? What would the book give them in terms of a toolset for example?

I would say there are three types of readers for this book. The first reader is somebody who’s new to leadership and they don’t know how to go about leading. What we’re talking about in the book is how do you think like an executive versus thinking like an entrepreneur. An entrepreneur has a great idea, sees a problem, goes and solves it, and makes some money along the way. Of course, they do it a bunch of times, and they may have a bunch of failures and they have a bunch of successes. The challenge is that the entrepreneur tends to be pursuing chasing a market need at the moment versus leading an organization.

I can tell you I resemble that remark because that’s how I started off. I started out based on passion instead of based on principles. This book helps introduce the concept of leadership principles, business leadership principles specifically. If you’re a rabbi or a priest, you’re welcome to read the book. It’s designed for organizations that are out there to extract value, create value, and extract money from the clients that find that value that exists. What are the principles you need to have in mind and the strengths that you have to illustrate as a business professional to be able to operate a successful business over the long haul?

That includes things such as business acumen as well as fundamental leadership principles, and that is the whole concept of the book, Wise Leadership Instincts. Through the decades that I’ve been working with leaders, and I’ve made these mistakes myself, the idea here is that there are instinctual actions that wise leaders take and they don’t always understand why. The goal of the book was to tease out what are those instincts and how do they get installed, so you can be a wise leader too. The first one is people need leadership.

The second one is a reader who’s feeling burnt out and they need to be re-energized. Part of it is for them to identify what they’re doing well and where their gaps are. All leaders who struggle have gaps. It could be a valor issue or a pirate issue, or they’re focused on the wrong thing in the organization because it was the way businesses ran several years ago. Let’s get revitalized. The third reader is a seasoned wise leader that wants to be able to articulate their instincts to others as part of their leadership development for their team. In that case, my words into the mouth of somebody who already lives these principles, so they can say them succinctly and uplevel their leadership.

A person’s personal identity is probably the greatest behavior indicator that there is. Click To Tweet

Thank you. That’s powerful. We are talking to the amazing Mark S A Smith. He has written an incredible book based on 40 years of business leadership called Wise Leadership Instincts: How to Lead with Valor, Kick Out the Pirates, and Completely Control Your Future. Mark is going to share something with us that he will provide to you at no cost that has proven to be valuable in his life and frankly, in mine as well.

Mark, this book might somehow be a landmark event in the leadership world of publishing because many books lack all of the elements that you are writing about. Most leadership books talk about stuff that’s old, worn out, and doesn’t apply anymore. That’s not at all what you’re writing about. This comes from decades of experience, your collective wisdom as well as the failures. Realistically, as an author, entrepreneur, and business owner, where do you expect this book to make the biggest impact?

The biggest impact of this book is the fact that most other leadership books are based on case studies. Jim Collins’ Good to Great is a fantastic book. Unfortunately, most of those companies that were great are no longer in business, so how good is that? Venture capitalists have a horrible track record of picking good products. One out of thirty thinks they’re doing great. I consider that to be an abject failure. If you’re in VC and I’m annoying you off with this, you and I need to talk because I can help you come up with a higher success ratio. Using the principles that I’ve been observing and working with companies in the past, and in fact, in some cases, the VC is the pirate.

What I see here is this distillation down to principles versus case studies. Case studies are looking in the past and principles are about where do you need to look into the future? If you’re a navigator, you function on the navigational principles that will never fail you when you’re trying to figure out where to go next. It’s the same concept for this particular book. A big reason why is because as an engineer, I’ve been trained to think like a system. How is leadership a system versus being specifically instinctual?

That’s where the dichotomy of this book is. The instincts are based on systems and they’re usually not seen as systems. In this particular case, what I’m writing is a system of leadership approach that is contextual. Every leadership situation has to be predicated upon what’s going on. What are the resources? What are the politics? What’s the team like? What can we do with that set of context moving forward?

I haven’t seen it in other places. The other innovative aspect is that while there are systems that we can be using, the interface between each chunk or component of the system, that interface is driven by the leader’s, team’s, and customer’s mindset. I’ve identified those human elements. It’s the glue that holds things together. It’s what can accelerate the outcome or can hinder the outcome. It’s a blend of systems thinking as well as mindset identity that allows us to put together a system that takes into account, not only the technology but also the humans behind the technology. I haven’t seen that before, which is the reason why I wanted to write this book.

The other reason is partially because you get to work with many amazing companies and many amazing leaders. It would be a crime not to share all of that. Jay Abraham once said to me, “It’s your responsibility to take what you know and bring it out into the world.” Mark, that’s exactly what you’ve done with this book. Full disclosure, Mark and I have done work together and I’ve attended his events. I’ve certainly read his books and learned from Mark. He’s a brilliant strategist and incredible business coach. I highly recommend you take a look at his stuff and see why I say that because it’s remarkable.

You probably have never heard me say that before and there’s a reason. My suggestion is to look this man up, understand what he does, and learn from him. His podcast is incredible and his blog posts are meaningful and full of gold. I suggest you check him out. Mark, we’re at the point in the episode where we like to share a little bit more about you with our audience. We do that by asking you a couple of fun questions. Here’s the first question. Who in all of space and time would you like to have one hour to enjoy a walk in the park, a quick lunch, or an intense conversation with?

FTC 220 | Future Leadership
Future Leadership: Companies that completely control their future are marketing-focused companies, not product-focused.


That goes back to your hero in mind, Thomas Edison. I’d love an hour with Thomas. What I would want to ask him about is, what is your thought process for identifying what you’re going to invent next? Edison still holds the most personally held patents of any human on the planet today. He’s a hero of mine and like you, I researched him when I was young and read every book I could find. In fact, I have Edison’s book on my bed that I’m reading. He redefined the concept of failure and success. There’s a lot of people that think he was a jerk. He was. It didn’t matter because he didn’t care what anybody else thought.

The thing about Thomas Edison that always blew me away is that like Elon Musk, he never accepted failure as an option. It was simply a pivot point as far as he was concerned.

One step upon the discovery.

If I could arrange for you to meet Thomas Edison, would you mind if I tag along in that little meeting?

Please do and make sure you have some questions ready for him.

I’d have to first sit with him for the first 10 of those 60 minutes and say how much I love him and tell him how much he shaped my life and as a little boy, how I wanted to be like him.

He doesn’t want to hear that. Just like Elon Musk doesn’t want to hear that, nor does Steve Jobs. Anytime that you work and interact with people that are high production, they don’t care. They’re grateful that they inspired, but they don’t need to hear it to satisfy themselves. “Thank you, and what’s your question?” That’s what they do.

Mark, we got to the point where we are about to introduce the grand finale, the change the world question. What is it that you are doing or would like to do that truly has the potential to change the world?

The true cure for almost all ills is earned income that meets your needs. Click To Tweet

I can present these principles that I’ve learned by studying large and small outstanding leaders. I can teach those to up and coming leaders so they don’t have to go through the burnout, burn up, and destruction that most people have to go through. I can accelerate success in business worldwide. The true cure for almost all ills is earned income that meets your needs. If I can help organizations create earned income that meets people’s needs, we’re going to have a much better planet and I’m going to be grateful that I’ve been a part of that.

Readers, you know where to go. Mark is your guy. If you have any questions, I know that Mark would be more than willing to answer them as well as respond to any comments you have once you have a chance to read this episode or even read the book. Mark, it was a pleasure to have you but we have a special gift for our audiences. Can you tell us a little bit about what that gift is?

I’ll be glad to. I’m going to make available to you the assessment that I used when I started working with my clients that identify your strengths and gaps as a leader. We’re going to take a look at attitudes, abilities, tools, as well as what the situation is within your organization where you need to pay attention. We use this as a way of knowing where we need to focus our attention and what we can clearly ignore because you’ve got those skills well in hand. If you’d like to have access to this, you’re welcome to use it in your organization. I just ask that you don’t charge for this because that’s my job. Otherwise, feel free to use this and understand that what I talked about in this assessment are the underlying principles that are developed further in the book.

Mark, what is your best website?

The best way to get ahold of me is to email me, [email protected] or you can go to BijaCo.com, although I’m going to be updating that as we roll forward with this book. Bija was an older concept that I used when I was working a lot in the healthcare industry and I’m making this broader.

Mark, we’ll make sure to send people there. Readers, this is an incredible opportunity. You have access to one of the top strategists in the country when it comes to leadership in business. Take advantage of this. Mark, thank you for your time. It was such a pleasure. I always learn from you when we spend time together.

I do the same from you. That’s why I always look forward to Mitch time.

I’ll talk to you soon, Mark.

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