S1: Welcome back to Building Billions. I want to take you
S1: behind the scenes of a meeting that I had with Mr.
S1: Grant Cardone earlier this week, because I learned a couple
S1: of things from it, and I figured that those things
S1: might be helpful to you as you run your meetings
S1: throughout the week. So in this particular meeting, there was
S1: a group of executives. We go over partnership items like
S1: the key, the key things that are going on across
S1: all of our different business units and the different partnerships
S1: that the Ten-x organization has going. And I kicked off
S1: the meeting by talking about what we're doing at Cardinal Ventures,
S1: some highlights on Ten-x health, and then Grant just entirely
S1: redirected the meeting. And what I loved about that is
S1: sometimes you have an agenda and you go through the
S1: agenda just because it's what you always do. When in
S1: reality that's not as the leader, what you need to do.
S1: I find myself oftentimes just like going through the motions
S1: on a meeting that has been in place for maybe
S1: six months or a year. And when I take a
S1: step back, like, wait a second, I don't even need
S1: to cover these things. These things aren't as big of
S1: a priority. They don't need my time and attention. Somebody
S1: else is responsible. And so watching him like, allow me
S1: and allow the team to go through the original agenda structure.
S1: But then redirecting was really empowering because I'm like, oh yeah,
S1: I should just redirect in the meeting. You don't have
S1: to do it after the fact. You don't have to
S1: wait and waste your time, just like redirect in that moment.
S1: So that was number one. The second piece is when
S1: he did redirect. It's like, okay, wait, wait a second.
S1: Like let's just talk about where we're going. We need
S1: to get clear on where we're going. And if I
S1: don't know where we're going, there is no way that
S1: our team members know where we're going. And of course,
S1: in general. Grant knows where we're going. There's been hundreds
S1: of millions of dollars of growth over the last five
S1: years across our organizations, and that growth is continuing. We
S1: just ended June with our best month in company history.
S1: On the Cardone Ventures side, and all of the other
S1: Ten-x business units are absolutely thriving. But as you add
S1: new things, sometimes you have to take a step back
S1: and assess now that these new things are incorporated, who
S1: are we now that these things are here? We are
S1: different today than we were a year ago, or two
S1: years ago, or three years ago or five years ago.
S1: So how do we assess where we're going? To ensure
S1: that the team stays on the same page, that the
S1: team is in alignment, that the priorities are in alignment,
S1: because as you get bigger, it gets harder and harder
S1: to have an organization stay moving in the right direction.
S1: And it's really easy for fragments to start happening, fragmentation
S1: to start happening. You know, one business unit is moving
S1: in a certain direction, and you think everybody else is
S1: moving in that direction just to find out that there's
S1: teams of people who are actually working on the exact
S1: same thing, because no one was talking about the synergies,
S1: nobody was talking about the true North star of these
S1: different business units in your business. That might be different departments.
S1: And so we spent the next 20, 25 minutes just
S1: talking about where we're going and what tools that are
S1: already in existence that we can leverage to help us
S1: get there. And it was really cool just watching Grant's
S1: excitement about some social platforms, that we're going to start
S1: making investments into Twitter, Twitter spaces, and watching a leader
S1: get excited makes the team get excited. I left after
S1: that call like pumped jazzed. I had a few things
S1: I needed to check off the list after that meeting.
S1: It was just like, Spike. Wow. Okay, great. We're all
S1: moving in the same direction, which I loved. And then
S1: the last piece, he ended the meeting by asking every
S1: single one of us. There's about seven people on this call.
S1: He asked every single one of us, hey, guys, what
S1: can I do for you? Let's do round robin. Let
S1: me know what I can do in order to support you.
S1: And at the level of leadership that we're at, it's
S1: not like it's a laundry list of things that all
S1: of us individually need from Grant. But it was reassuring
S1: to everybody that he cares enough that he's interested in
S1: the success of these business units, and he doesn't have
S1: to end a meeting like that. He could just be like, okay, great,
S1: everybody ten x on three and just like end the meeting.
S1: But that's not how it ended. He asked, like, what
S1: can he do to support us? What can he do
S1: to help? And that type of leadership is often overlooked
S1: in the chaos of your busy day. I was thinking
S1: a lot about this in the days following this meeting.
S1: Sometimes I feel like it's unnecessary for me to do
S1: things like that because I don't want to be perceived
S1: as soft, which is so ironic because the softness is
S1: actually what gets people to like you. And I normally
S1: don't want to be liked. I'm like, no, I don't
S1: need to be liked. I just need to be respected
S1: and we need to get results. And it's a very
S1: task oriented, high driving like go, go, go. Forget how
S1: you feel, just like fucking execute. And that has worked
S1: for me up to a point. But I used to
S1: never be like that. I used to only lean in
S1: onto the soft stuff and really ask people, you know,
S1: how are you doing? And I think that there's a balance.
S1: I think that the pendulum can swing too far in
S1: one direction. And I used to be too soft and
S1: used to take on too many people's problems, and used
S1: to not know how to get myself out of doing
S1: other people's work, quite honestly when I would ask that question.
S1: But I think I've swung a little bit too far
S1: to the other side, which is it's black or white,
S1: it's this or that. I'm making the decision. We're going
S1: to get results. We are winning. Therefore, let's just keep
S1: pushing hard. And I think a slight swing over to
S1: the other side, uh, is really necessary. And as I was,
S1: you know, thinking about this and just working this thought
S1: process out over the last few days, it's really occurred
S1: to me that both of those phases in my life
S1: have served me, and I would never say that I'm
S1: that I did any of those things wrong, necessarily. But
S1: it's a new phase and in new phases of your
S1: team and new phases of your business and new phases
S1: of growth, you have to pivot and you have to change.
S1: And there's something different today that's required of you to
S1: get to the next level. So us getting to 100 million,
S1: there was a there was something that was required of
S1: me to be very harsh and to be very task oriented.
S1: But I'm in a phase where I want to invest
S1: in relationships and spend more time doing something that I
S1: already naturally feel really compelled to do, which is understand
S1: where people are at. Help remove barriers and keep the
S1: thing moving. So it's a mixture of two things. Two
S1: phases that I've had before this that individually were successful
S1: at the time. But this next phase is like the
S1: marriage of the two. It's like cookie batter and brownie
S1: fudge ice cream together. It's like both things are going
S1: to work so beautifully in combination. So I want to
S1: take you behind the scenes of this meeting. If you
S1: like these behind the scenes of meetings content type, I
S1: don't know why I can't talk podcast types. Let me know.
S1: I would love to see just what feedback you have.
S1: The podcast is an interesting thing because it's just me
S1: talking into a microphone, and I look at stats of
S1: downloads every week, but I don't actually get to talk
S1: one on one with you or get your feedback. So
S1: I do have a site building buildings podcast.com and you
S1: can leave a note there. You can ask a question
S1: you could give me feedback. Would appreciate both so that
S1: I can hear from you, help you out in whatever
S1: it is that you're struggling with. Let me know what
S1: you'd like to hear more of so that this podcast
S1: can continue to grow. And speaking of this podcast growing,
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S1: on social, tag me. Tag your girl. I will repost it.
S1: Looking forward to hearing your reviews. Looking forward to seeing
S1: your shares and looking forward to catching up next time.