Yeah, went from sleeping on the floor, now my jewelry box froze. Fuck a pole, fuck a stove, counted millions in the cold. Bad bitch, booty swole, got her on bankroll. Can't fold, that's a no. Headshot, case closed.
What is up guys, it's Andy Frisella and this is the show for the realists. Say goodbye to the lies, the fakeness, and delusions of modern society and welcome to motherfucking reality. Guys, today we have Q&A-F. That's where you submit the questions and we give you the answers. You can submit your questions a few different ways. DJ will tell you how.
Yeah, guys, you can email your questions in as always. Um, but you can also submit video clips and audio clips. You check the links in the description below for that, or just drop them in the comment section of the Q&A videos on YouTube.
As you guys may or may not know, tomorrow we'll have CTI. That stands for Cruise the Internet. We're going to put topics on the screen. We're going to talk about what's going on in the world. We're going to speculate, and then we're going to talk about how we the people have to solve these problems going on.
All right.
Other times we're going to have 75 Hard Versus. 75 Hard Versus is when someone who has completed the 75 Hard program comes on the show. They talk about how they were before, how they are now, and how they use 75 Hard to transform their lives. If you are unfamiliar with 75 Hard, it is the initial phase of the Live Hard program, which is the world's Most famous mental transformation program in history. And it is available for free at episode 208 on the audio feed only. You can also get the book. The book is available at andyforsella.com. It's called The Book on Mental Toughness. It includes the entire Live Hard program, plus a whole bunch of other information on mental toughness, how to use it, uh, to become the best version of yourself. And guys, don't forget, Uh, we don't run ads on the show. Okay. We're the biggest show in the world that doesn't run ads. We do that because I don't want you to be thinking I'm getting paid to say something or think something. And in exchange, I ask very simply that you help us share the show. All right. So if it makes you think, if it makes you laugh, you see a clip out there, do us a solid, man, and share the show, put a lot of work into it.
And, uh, you know, it does us a great deal of good when you guys share it out. So don't be a hoe.
Share the show.
What's up?
Uh, guten Morgen.
Yeah.
Yeah. How's it going?
It's good.
Yeah, man.
It's beautiful.
Uh, beautiful Friday. We got Fall Fest. Yeah. This is, uh, we're recording on a Friday, guys. Show's on Monday. But yeah, Fall Fest is probably one of my favorite things to look forward to.
Yeah, it is my favorite event we do.
Like, it's fucking awesome. We got the bulls, got the rodeo.
I can't wait, dude.
I can't wait.
Yeah. They said you signed up to ride this year. I did. Yeah.
They signed up to ride me.
Oh yeah.
It's like Chuck Norris. What is that, gay?
Oh, that's pretty— yeah, I mean, yeah, yeah, yeah.
A little gay. I think I'll clip that. All right, it's Monday. It's Monday. Hey, I forgot to mention, you know, if Q&A is your jam, uh, remember the MF CEO Project is back and we are hammering away at episodes on that. We have been all year. And for those of you who love personal development, how to build, how to create, how to become, you could get the MFCEO Project at operatorstandard.com. Uh, go over there and sign up. And not only will you get the MFCEO Project, you will gain access to the most incredible personal development tool that has ever existed. So if you're tired of being who the fuck you are, it is a no-brainer. So go check that out at operatorstandard.com.
Yeah. We also saw a lot of you guys are not fucking subscribed. Quit being hoes.
Yeah, dude. What is it with you guys? You watch the show, but you don't subscribe. If you, if you're on audio and/or video, however you consume the show, make sure you subscribe. Leave a comment to get involved in the conversation.
That's right. Whores. Sorry. You're not whores. You guys are great. Subscribe. Yeah, man. Well guys, it's Monday. Um, it's time to make some people better.
Yep.
I got 3 good ones for you.
Cool.
Let's get into it, guys. Andy, Question number 1. Hey, Andy. Hey.
All right.
Hey.
Hey, I got my Form Energy.
Yeah. Oh, that's orange. I haven't seen you do orange in a minute.
Bro, orange is so good.
Orange is good, bro. Bro, you know what I had? I had that, uh, that lemonade.
The clear?
The clear.
Dude.
Fuck, bro.
That Formula 1 clear lemonade is the best protein ever.
No, no, the non-carb.
Oh.
Oh yeah.
Well, non-carb, bro. Fuck.
This is— well, the Formula 1 Clear. We're just gonna make this a whole fucking commercial. Let's do it.
Yeah, let's do it.
Yeah. Anyway.
Yeah.
You got the what? Non-carb? Which one?
Non-carb lemonade.
Yeah, bro. The pink or the regular?
The regular.
I like the pink lemonade.
Yeah. Pink's good.
Yeah.
Pink's good. They're both fucking great, but I gotta drink 'em on ice.
You could drink 'em warm, dude.
Yeah. See, I like—
ask me how I know.
How?
'Cause we, I had to, I needed some energy and we only had a warm one and I fucking drank it. It was still good.
It was still good. Yeah.
Yeah, man.
Um, but yeah, let's, uh, let's make some people better, guys. Andy, question number 1. Hey Andy, uh, me and my brother own an excavation company, uh, and we're wondering how, at what point in business do you set tiers of leadership, executive managers, et cetera? We, we run about 40 employees and growing. Um, I would just love your advice on this. Is there like a ratio of leaders to lead, To lead these?
You know, I bet there's people that have a certain formula for that, like X amount of people for this amount of leaders. But at the end of the day, you know, you got to find out what works for your particular organization. And, you know, I wouldn't say there's a quote unquote time, but in terms of like, okay, we've got 10 people or 12 people or 40 people or whatever, but you have to pay more attention to what's actually going on. Okay. When you are leading a small group, it is very easy to lead a small group because the communication comes from your mouth directly to their ears, and there's no game of telephone in between, right? There's no dilution of message or standards.
Yeah.
As you grow, when you get, you know, 20, 30, 40 people and you're not able to talk to all of them at the same time or get all of their ears at the same time, Now you're in a position where you're starting to depend on other leadership inside your organization to take up that cause and make sure that they're leading. Now, the best way to do this is that as you start, you know, like excavation, for example, like a lot of people think that that's just happened on an excavator or a piece of equipment and doing work, right?
Digging.
Most excavation companies operate that way. But if I were building an excavation company, and let's say I just started and I had 20 or 30 guys, what I would do is I would make leadership training part of the training. So I would have offsite trainings that, you know, you paid the guys to be at, where you talk to them about leadership and you explain to them, hey, this is what we're trying to do. This is where we're going with the company. These are the opportunities as we grow. And I need some of you guys to step up as leaders so that we could scale that out because it's impossible to scale without good leadership. So, making leadership training part of whatever you do inside your organization is a must from the beginning if you want to scale from the inside out. If you want to hire in leaders, that's a different thing. It takes money, first of all, but second of all, a lot of times when you hire in leaders, there's no rapport built between The new leader and the people who have been there. So there's not much respect and it creates issues.
So growing—
The culture either.
That's right. Growing your leaders from the inside is super important to long-term culture because you want new people that come in over— let's say you're going to grow this excavation company into 500 employees. You want the new people to come in and see the success stories of the other guys who started Grew, escalated, and built a career inside your organization. So while I wouldn't say there's an exact time or an exact method, now some people might have one. I don't think there is one. I've run many different companies in many different industries, and it's always been the same. You, you, you kind of need it from the beginning. You need to start cultivating it from the beginning. Your natural leaders, the people who pay attention to what it is that you're trying to do, the people who are bought in. will escalate their skillset, which will help you scale out the brand. But you want to start that way before you need it, not just when you need it.
100%, dude. One thing I've learned when, you know, when you talk about leadership, one of the things you've said before in a certain way, but it's like, you know, you don't just go out and here's the title of leader now, right? The peers kind of develop, okay, who's this guy? And then you give the title once, They've acknowledged it. Yeah.
Leadership is not a title. It's, it's an initiative. It's a, it's a mandate. It's something that you have to like recognize. And, you know, on Friday I talked about, uh, solutions people.
Right.
Okay. Solutions people get paid.
All right.
And that's how it works in any organization. And what happens is, is as you start to paint the vision, as you start to move down, those, there's, there's people like that. in every organization. You may not know them because you're not leaning on them to actually, or empowering them to actually show that. But as you start to train, you'll see people buy in. They will start to escalate their skillset. They will naturally become someone who is very clearly taking control of what's going on. And then those people basically become, they go from peer leadership to recognized leadership. And that's a good way to do it because there's respect built there.
Yeah. Yeah. I guess, you know, my next question on this, like, you know, small company, like, you know, this guy's excavation company, you know, how important is it for him to, to be very hyper-aware at the leaders? Because I feel like, you know, leadership, you can have great leaders who are, you know, actually pushing shit the right way, but you can also have bad, you know, leaders of the peers that are fucking off doing the bullshit.
That's absolutely a thing.
Yeah.
Yeah. I mean, dude, there, there are leaders just like there's people in life who use their natural abilities for not good things.
Right.
And just because you think of leadership as something that leads towards the outcome that you're after, if you have someone who learns leadership skills and is not bought into what you're doing, they can very easily lead your guys off into the fucking wilderness where you don't want them.
That's right.
Okay. So it is extremely important to recognize who has influence and what are they using it for and are they using it for good? And those are going to be the people that lead and those people that are going to— that you— that have leadership skills that come in and are cancerous to your— you have to, you have to fucking get rid of those guys immediately, immediately, because they will use their natural ability to lead to turn into like a little coup. You know what I mean? Inside your culture.
Yeah. So, yeah. Last question. Leadership is a great conversation, dude. It's just—
Well, it's because it's an ever-evolving skill set.
Yeah.
It never ends.
Yeah. But I wanna ask you, you know, let's go back to 2010, right? 2011 when, you know, your companies really started pushing, right? How, how easy or hard was it for you? Right. Because, you know, it's like that saying, you know, like you want shit done right, you do it yourself. You know what I'm saying? How, how easy or hard was it for you transitioning into allowing others to carry the fucking ball down the field?
It's very hard. Because when you're used to doing things yourself and you have a high standard for the way that things are to be done, it's very frustrating, especially in the beginning years, because the, the, the stakes are higher. Right. You have less tolerance for mistakes because there's less business. Your brand isn't established. Every dollar fucking matters, which by the way, is how you should run your business regardless of what level it's at. But in the beginning, that's a real thing. Like it's not, Uh, made-up thing. It's very important that you recognize that you can't scale without it.
Mm-hmm.
Can't scale with just your own two hands, bro. And a lot of entrepreneurs kill their growth because they refuse to allow other people any responsibility. And as a leader, what you have to look at when you're scaling out a company is what is your tolerance for the mistakes to be made? And how do we, view those mistakes through the proper perspective. And the proper perspective is that when someone makes a mistake, if they make it in good faith, like they made a mistake because they're trying to make the company better, or they're trying to do a job right, that mistake should be looked at as an investment in their skillset. So you have to understand there needs to be an allowance for them to create, uh, you know, mistakes. And then when they make them, you have to, you have to eat that. Even if you knew the answer, looking at it as a positive to their own development as a leader. You follow me?
100%. Yeah.
So, so like if you were to, if you had a company and let's say people keep making mistakes and you keep firing people for the same mistakes, they keep coming in and making the same mistake. Right. So you have a guy who's invested a year or 2 and he makes a big mistake. But he did it with the right intention. And you fire that guy, you're going to bring a guy in who's going to go for a year or 2. When he gets to that same point, he's going to make the same mistake. And then you're starting with the same thing over and over and over again.
Mm-hmm.
So you have to have tolerance for their mistakes to a level of which it's looked at as a deposit into their education. Now, if they make big mistakes, like you should never allow people the enough leeway for them to make mistakes that will like crush the company. Right. You want to limit their capacity to hurt the company with what they're able to handle.
Yep.
But you also want to give them the freedom to make some of those decisions. Right. So it's like, there's a nuance there. Yeah.
Yeah. I think you also mentioned too, like how you respond to those mistakes that are made too is important because if you shut it down and you fucking, you know, maybe you don't—
Well, it depends. It depends. It depends on what it was. If the mistake is made in good intent, that's a coaching point. If the mistake is made out of laziness, that's when you fucking, you know, do what leaders got to do sometimes.
Hammer down, baby. Yeah. Yeah.
You know, dude, you can't tolerate fucking bullshit, bro. You can't do it. You cannot tolerate it. Like, the reason most companies fail is because their standards are fucking— they allow the standard of the owner to be diluted to a point where they just accept mediocre work and they end up failing. So, you know, your standards have to be protected and they have to be protected aggressively. And any, any person who's ever won any business ever, whether it's a small business, medium business, large business, sports team, organization, whatever, Their standards are high and those standards are consistent and they are monitored by the leadership and they are, they are enforced. And, uh, if you do a really good job building culture, the culture will enforce those standards itself. You won't have to.
Yeah. Going back to the importance of raising those leaders. Right. Yeah. I love it, man. Uh, guys, Andy, question number 2. Uh, Andy, I'm 28 and I've landed a job as president of a smaller oilfield service company. How do I network with people that are older than me? Most people are 50+ in similar roles and same for my client's age. Uh, most of their kids are my age. I feel like this is more of a, how do I get the respect of the older OGs in the group?
You get the respect by being good. Okay. Your respect doesn't come from your fucking age. It doesn't come from your title. It doesn't come from what school you went to. It doesn't come from the experience you had. It comes from if you're able to put, put up when everybody's watching. That's what respect's about. And you got to earn it every single time, dude. You go, it doesn't matter what you did for 20 years. Okay. If you don't come in the room and fucking show them what the fuck you're all about, you're not going to have the respect. Respect is always earned all the time.
So.
When you're a young person and you're trying to make an impact with older people, you have to earn that respect by being good at what you do, by being a hard worker. And if you're, if you're doing those things, like if you're outworking all the old guys, which isn't hard, it's not hard. They're all fucking set in their ways. They're all, they all cut corners. It's all, oh, this is the way we do things. I mean, dude, you can run circles around old people because dude, old people have stopped giving a fuck.
Yeah.
So does that come with its own headaches though? You know what I'm saying? Like the, you know, the young bucks showing up the older guys. Who cares? Yeah.
Why you care about that?
Yeah.
I don't give a fuck. Get better.
Yeah. Hell yeah. And I'm with it. I'm with it. Hell yeah, bro.
Them motherfuckers don't, they don't, they don't give a fuck about you, bro. They fuck, oh, don't work so hard. You're fucking making us all look bad. Well, get better like that. See, and that's another thing. They'll respect that. Like, they respect that. When you, when you first get into a group and everybody's— and this is the— this is why people have such a hard time leading. They get in, and this is not due— this is not dedicated to this question exactly. This is just in general. When you insert yourself in a group and you try to lead it, you, you understand that you're fighting an uphill battle automatically because that group has its ways that they do things, whether it's the right way. Or not. When you come in and people start like pressuring on you, like, hey, that's not the way we do things. And your response is, I don't give a fuck how you used to do things. This is how the fuck we're doing things now. They might go bitch in the corner and they might not like it, but they're going to fucking respect that. And that is a natural thing with humans.
Humans respect people when they know that those people are holding the line that they're supposed to hold, whether they voice it Or not. So if you really want the respect of older people in an organization, earn it by being great. It is that simple. Don't take any shit. Don't let them fucking influence you. Don't let them talk you into being mediocre. Don't let them talk you into cutting corners. When they try to, you say, hey, you might do shit that way. That's not how the fuck I do shit. And by the way, on our team, we're doing shit my way. Okay. Leadership takes assertiveness. And if you don't have the courage and the fortitude to look someone in the eye and be like, I don't give a fuck how you used to do things. We're doing them this way now. Then you can't lead. You can't lead.
How hard was that for you, bro? Cause like, I'm trying to like imagine—
It's not hard.
Well, I'm saying like, I mean, you started when you were 19, you know what I'm saying? Going into these meetings and shit with people like—
Yeah. Everybody's older than me.
Everybody. Yeah. You know what I'm saying? You probably, I'm sure at one point you had employees that were still fucking older than you. Yeah. Yeah. You just like, was that never like, you just never had an issue with that? Like you never had any?
No, I did. Because people know there's issues with it because people who are fucking low IQ, they think that because they're a certain age that they are better than you at the thing.
Yeah. In life, just because I've been living longer.
And it's like, dude, well, if you're so good at life, why the fuck are you still doing this?
Right.
You know what I mean?
Right.
So you get a lot of that shit. And dude, when you, you know, when you're dealing with people who have low IQ and they think, well, I'm like, think of how stupid this argument is. I'm older than you. So I mean, I'm, I'm more important than you. I'm better than you. I'm, I know more than you.
Right.
This, that, this, this, this, it's all irrelevant shit, dude. It's low IQ shit. Like I never had a problem with it because The truth of the matter is, is where our asses were always on the line. And if my ass is on the line, I don't really give a fuck what your perception of me is. I don't care if you're old, young, in between, it doesn't matter. We're getting this done. Okay. And that is, that is something that when your ass is on the line for real, and this is how you could tell a lot of people that ask these kinds of questions, their asses aren't really on the line.
Yeah.
Because at the end of the day, bro, if your ass is on the line, You don't care if someone's 5 years older than you or 10 years older than you. Do the fucking job or get the fuck out of here.
100%.
Yeah.
Now, now on this piece, you know, you got a young buck in this situation. What's something he shouldn't do though, in this situation?
Try to overly assert and flex on them. That is something that young people tend to do. You know, they think that quote unquote, it's about being the boss. So they'll come into a, Uh, an organization where people are maybe a little bit older than them and they'll start like trying to flex that authority at inappropriate times. And that's what loses the respect of people like that. You know what I mean?
Yeah. The goal is to gain respect.
Yeah.
Period.
Yeah.
Yeah.
See, dude, in those situations, sometimes a lot of young people will try to, they'll try to assert leadership as opposed to earning respect. And there's a complete different thing.
Yeah.
Okay. Yes, you need to assert yourself, but you need to do so when it's appropriate. And a lot of young people, what they do is they get in pissing contests. This is very common amongst men too. They want to show the older men that they are in charge. So they will try to get those guys to do things that they necessarily like really don't need to do. Just to like prove the point of I'm being in charge. And that's where you lose the fucking respect. Right.
100%.
You don't misuse your, your leadership capital.
Yeah. Or play the game of like, I want to be liked. Yeah.
That's not, that's not, you shouldn't be thinking that. Being liked and being effective are 2 different things. And, and you don't have to not be liked to be effective. And in fact, the more effective you are, the more they're going to like you. That's what people don't understand. It's like when I talk about leadership, Leadership isn't about what they're going to say about you tonight when they go home. Leadership's not about what they're going to say, you know, this month because you're, you've, you've been in a bad, you know, it's been hard and you've been up their ass. Right. That's not leadership. Leadership's what they're going to say 5 years from now. Okay. And if you get someone to fucking win, they're going to fucking think highly of you later. So if you really want to be liked and loved, you're going to demand the best out of that person. Every single time. And that's what leadership's about. Leadership is about making them better so that we collectively can get to an outcome that we're all trying to get to. And it's that simple. But where it gets confusing for people is when they start to make it more complicated, they start to think it's a bunch of different things.
Or, you know, sometimes young leaders will be like, well, nobody made me the leader. No, you made yourself the leader. And leaders are self-made. They're not anointed. They're not picked. They're fucking self-made. They, they, they materialize. You understand? They show up and then you're like, that's the guy.
Yeah.
So the leadership from an entrepreneur and employee standpoint is the leadership is taken. It's not granted. And that's where people get, get confused, right?
Yeah.
They think that like, I've got to come around and say, oh, well, there you're, you're in charge. No, take charge. And then the, the, the people will come along and they'll say, okay, well, you're in charge because you're already in charge.
Yeah. He's our guy. Right. Yeah. I love it, dude. Love it. Guys, Andy, our 3rd and final question. Question number 3. Andy, I have a prospective client, uh, that I've been in talks with for over a month. Uh, the contract idea has been laid out and the client has been receptive of it. However, They are dragging their feet. We will go days without a reply from them. How do I motivate the client to move forward without coming across desperate or overbearing?
Read the ques— what was the first part of the question again?
Uh, prospective client he's been in talks with for over a month about signing this contract and they've been dragging their feet. How do you come off? Uh, how do you motivate them to sign without coming across desperate or overbearing?
Well, first of all, month's not a long time.
Hmm.
It's not, it's not really that long. It takes people sometimes some time to make decisions. Um, you know, there's a number of things you could do to increase urgency. You know, you can, and by the way, that what I'm about to say has to happen before you get to this point. Okay. So the more familiar people are with you, the less in demand you're going to be.
Okay.
So when you make yourself available to the point of, I'm always available, people don't respect that. Okay. They don't respect your time. They don't respect, you know, really anything. Cause they're like, well, they were just waiting on me to do this. While that's a good place to be as a business owner, it also creates the scenario that you're in.
Wow.
So one of the best ways that you can eliminate this scenario from happening is to make yourself and your time valuable perception-wise before you get to this point that we're at. Okay. Which means you have to set that precedent in the first conversation, the second conversation, right?
Yeah.
Hey man. Um, here's the proposal. Uh, I've got an opening. I can do it now, but if I can't do it now, I'm not going to be able to do it till fucking July. which is 6 months away. Okay. That could create some urgency.
Um, dude, that's incredible. Like, if I think about that, that's incredible.
No, it's just basic psychology.
What? Like, like, because like, I mean, I feel like on one hand, like, you know, like you are fucking desperate. Like, I need this shit to go, but you have to like, like, that's like, bro, that's crazy.
Well, I mean, do you want people to fucking buy your shit or not?
Right.
Okay. And do people want to buy shit from someone who's, who's just waiting for them to do, or do they want to buy it from the guy who's in demand?
Yeah.
Sometimes you got to make that perception happen. Sometimes you gotta fucking razzle dazzle that.
Fuck. Bro, that out the fuck here.
So another thing you could do now, since you're already in the situation, is you can try that move a little bit differently. And you could, you can call them and you could say, hey, look, I know we've been talking about this for a month. I just want to give you a heads up. I've only got this much time to do this job. I'm kind of putting all everything else on hold for this. I need to know if you want to do it or not. Now you don't have to tell me right now, but I'm going to need to know in the next week or so if you want to do it. Otherwise I'm not going to be able to get to it until X.
Right.
Okay. But that, and that can work, but that, that it works better when you set the precedent up front. Right. Does that make sense? There's a lot of ways.
It makes so much fucking sense.
Yeah. There's a lot of ways to create urgency. When you're selling that, you know, to create this urgency that we're talking about, but ultimately to solve the problem permanently. So you don't keep running into this problem is that you have to set that table up front. You got to set those expectations up front. You got to let them know, even if you're, even if they're your only fucking client, you got to let them know that your fucking time is valuable. And you've got to do that by setting that precedent in the first conversation. Okay. And don't fucking— you'll fuck it up if you don't commit to it.
Yeah.
Right. You know what I'm saying? Like, if they think you're full of shit, you're going to— they're going to laugh at you.
Right.
Right. But, but dude, if you do it in a professional way, it's, it's pretty effective.
Fuck, dude. That's incredible, bro.
I don't, I don't know. I think it's pretty basic.
I mean, yeah, but like, bro, that is fucking incredible. Like, I've never even like, that's crazy.
Well, dude, I mean, think about who you want to spend. Okay. Let's just hypothetical here. All right. Let's say you want your kitchen done.
Right.
All right. You just got your kitchen remodeled.
I did. It was a fucking, it was hell.
Yeah. It sucks. So let's say you have 2 guys bidding the job and the one guy is basically giving you off like desperate vibes. Like, hey man, Are you ready? Are you ready? Are you ready?
I could be there tonight.
Yeah. Right.
Yeah.
Okay. And you appreciate that. You appreciate that. Well, let's say the other guy has set this level of urgency up front and let's say he's more money. This is how you could sell for more money too.
Hmm.
And let's say he's a little more money and you're kind of dragging your feet because you're like, fuck dude, I'm not sure. And then the fucking second guy calls you and he says, hey dude, Look, it's time to shit or get off the pot in a respectful way.
Yeah. Right.
Yeah.
Um, you're going to go with that second guy most of the time.
Yeah.
You know what I mean?
100%.
Because the perception is that you're going to get a better quality job.
Right. Right. I think the value too, it's like, you know, you're almost playing it. It's like, you know, dude, I got, I'm booked up for the next fucking 3 months, man. So it's like, you know, it's an hour.
Yeah.
I don't know what prices are going to be like that.
Yeah. But not, yeah, but dude, there's other benefits to that too. So if you create the expectation that it's hard to work with you, and then you get the job and then you do the job, now you've set a post-job word-of-mouth story that is worth them telling, which is, bro, I got you. Listen, I got this guy. I don't even know if you can get him because he's booked up.
All right. That's right.
I know him. And maybe I can get him to do your shit too, but he's fucking awesome. Okay. And he doesn't do everybody and I don't even know if I can get him now. All of a sudden that guy wants the—
that wants it so bad.
And that's what we're talking about here.
Yeah. Fuck, dude. That's incredible, bro. Fuck.
Same way, same way you pick up chicks just for you young dudes. Yeah. Yeah.
That's like, yeah.
For like you, for like you young dudes, you know, The more in demand you make yourself, the more scarce you make yourself, the more, more girls are going to want to talk to you. So, but you can't do that because you're fucking so desperate for the P. That's right. You can't even think it through.
I can be there tonight.
Yeah. We should, we should do a whole episode of just game for the boys. You know what I'm saying?
I fucking love it.
Yeah.
I mean, real shit, like, like real question for you, bro. Like, because like how you just said, like, well, it's pretty simple to me. You know what I'm saying? Like, why do, why is most shit just like, overly complicated? Like, why do they— why does it appear to be just so overly complicated?
Why do you think it does?
I don't know.
Well, why do you think it's overly complicated? Huh?
No, no, no.
That's not what he's saying.
Yeah. I, I genuinely, bro, I genuinely, like, I feel like I, I do not know. I, I can't, like, I feel like, 'cause like you, you say this shit.
Okay.
It's so simple.
Why, why would anybody be confused about anything? What, what confuses people in general?
Uh, too many fucking opinions.
Too much information.
Okay.
Okay. So we have too much information on the internet about, from a bunch of people who have never done a fucking thing, telling people how to run their businesses. That's going to confuse people. Okay. And this is why I tell you guys, you have to be very careful who you listen to. You have to like do your due diligence. And so it's very important to block out information from people who are playing a different game than you are playing, or they have never played the game. So you've got to find someone who's kind of on a similar journey, the real journey, which is I start with nothing and it takes a long time and it's very difficult and I have to go through all these challenges. Whether they ran a, you know, a fucking snow cone company or an excavation company or a real estate company or fucking any kind of company, someone who's run a company for 20 years that's been successful, they, they're going to know all of these little things. Yeah.
I learned that it actually is pretty fucking simple.
Yeah, it is. It is super simple. And what fucks it up is the amount of Bullshit information.
Unnecessary.
It's confusing.
Fucking goob. The unnecessary goob mess that's out there.
Yeah.
Yeah. Oh, fuck, man.
I mean, listen, if you're trying to, you know, walk from here to California and you open up your phone to like go on Instagram, make a post and say, how do I get to California? And you have 4,000 people telling you a different fucking thing, you know what's probably going to happen? You're probably not going to go.
Probably do nothing.
Right. So there's this thing called paralysis by analysis, which means— and there's also this other thing called the paradox of choice. But when you're presented with too many choices, the natural choice is to do nothing. And that, that's the problem that we have with so much information. It's confusing and it causes paralyzation. Fuck, man.
I love it, man. Well, I know somebody got better today. Uh, guys, any tips?
All right, guys, let's go out there and have a good week. Don't be a hoe.
Share the show.
Yeah. Went from sleeping on the floor. Now my jewelry box froze. Fuck a pole. Fuck a stove. Counted millions in the cold. Bad bitch, booty swole. Got her on bankroll. Can't fold. That's a no. Headshot. Case closed.
On today's episode, Andy answers your questions on how to set different levels of leadership in your growing business, how to network with older professionals in your industry, and how to close deals with clients who take forever to commit.