Brian Snicker, the manager of Atlanta Braves.

Called us all out.

He said, guys, anyone can work hard.

I need people that do.

What really matters is the results you put out on the field.

You can have a sound strategy, you can have a great culture, but at the end of the day, what really matters is your results and your performance on the field.

But we need to transfer what you're doing on your early work into game situations.

Inspired all of us to be doers, which is about executing and being incredibly focused.

Are you looking to increase sales, grow your brand and share your leadership message?

Then check out our business podcast program.

Each week more people listen to podcasts than have Netflix accounts and one third of the US Population listens to podcasts regularly.

So your customers and team are already listening to podcasts.

It should be yours.

Discover our five step profitable podcast framework and what results you can expect for your company by setting up a 20 minute call with my team@BenLeads.com schedule that's been leads.

Welcome back to Lead the Team with number one bestselling author and in demand corporate trainer Ben Fanning.

On this podcast, the world's most innovative senior leaders share their top success strategies to motivate your direct reports, cultivate your top leaders and accelerate your career.

Let's get started.

Here's Ben.

Hey there.

Lead the teammates.

And welcome back to another great episode.

Today we have for you, Bill McCarthy, who is president of Securitas Healthcare.

They are empowering caregivers in over 15,000 hospitals and senior living communities.

So well known as the leader in infant security in hospitals across the nation.

They're part of Securitas, which is a worldwide leading safety and security solutions company that helps make the world a safer place.

With over 300,000 employees in over 47 markets, they are doing huge, important work out there.

And although Bill has spent his career as a healthcare executive, he started his career, y'all, as a major league baseball player for the Atlanta Braves.

Our favorite team.

Bill, welcome to Lead the Team.

Well, thanks, Ben.

It's good to be here today and share a little bit more about our story.

Thanks.

Let's, let's go.

Let's go.

So what was one of your earliest leadership lessons?

Gosh, I'll actually start out by sharing a leadership lesson that I learned from your favorite baseball team, the Atlanta Braves.

Brian Snicker, who's actually a World Series champion in his own right and current manager, Atlanta Braves.

I can remember like it was yesterday.

I was in Double A at the time and we were going through a rough stretch And SNCC called us all out.

He said, guys, anyone can work hard.

I need people that do.

So you come out here and you want to hit the batting cages for hours before the game.

You want to come out here and get in your extra work, and that's all fine.

But what really matters is the results you put out on the field.

And at the time, I didn't realize how much that would resonate with me.

So that was back in.

That was in 2004.

So you fast forward 20 years and you look at how much execution matters in the corporate environment.

You can have a sound strategy, you can have a great culture, but at the end of the day, what really matters is your results and your performance on the field.

And it certainly inspired all of us to be doers, as opposed to just getting out and saying you worked hard and spending hours in the cage.

It was about putting the results on the field.

He actually pointed to a industrial complex in Greenville south and said, I can get people out of that factory to come right now and work for hours in the cage because they all want to.

They would love to be doing what you're doing as young men right now, but we need to transfer what you're doing on your early work and your work into game situations, which is about executing and being incredibly focused.

And Ben, I think that's always stayed with me over the years.

And so what did you notice about your own preparation or what changes did you make when Brian gave you those.

Those words of wisdom?

When I look at my own preparation back then, I think I've.

I've always been incredibly performance focused or fake.

But if you look at things, it's not necessarily about the time you put in, but it's about the balance and the consistency.

So same thing with.

If you look at exercise or anything else, it's about the intensity that you put into that work.

It's not about being out there for four hours before a game.

It's about making every single rep count.

And I think the same thing in the business environment.

It's not about having being locked in a meeting room for 12 hours, which at times we certainly have to do, but it's about how quickly we can get to end decisions and put the right teams in place to go out and execute.

And it's one of those things that you look back and I think it's a cool story because Snip's gone on to do so well in.

In his career.

But these life lessons at the time, you may not realize how important it is and then looking back, these things stay with you.

And I share this story with my team and in teams of teams, because it is about execution on our strategy.

Yeah, I love that.

And I think about probably the baseball field or even at work.

It's so easy to be going through the motions, like, hey, I'm showing up, I'm going to the betting cage.

We're having a good time.

We're just chit chatting, we're talking about the weekend or hitting a few balls, you know, but instead of, hey, I've got to do better than I did last time, bringing that level of focus.

And also I think about Cal.

There's this author, Cal Newport, that talks about work accomplished being time plus intensity.

And if you just have all the time, but you're not applying the intensity and thinking about you in the way that you're delivering that story, it makes me think of intensity, like I think.

In every facet of your life too.

Right.

The time.

I have two.

I have two daughters at home.

One, you know, just actually verbally committed to go to UNC to play lacrosse.

And she's an incredibly focused person.

And my other daughter is, you know, kind of figuring out she's in sixth grade and involved in all sorts of sports in school.

And even the time I put it at home after hours, the level of different.

It's not just about being present.

It's about, excuse me, it is about being present with them.

It's not about looking at my phone.

It's about hearing their stories and being in the moment and focused.

And I think one thing, Ben, I think we've kind of learned internally, at least with my team coming out of the pandemic, is zoom calls and teams meetings and the.

How easy it is to multitask and maybe not be present in the moment and focusing on what you really need to focus on, which goes back to the whole execution and moving projects forward and moving your culture forward and moving your business forward and being in that moment.

And I think it expands every facet of life.

Yeah.

How do I.

Curious, how does that show up, like in your workday from a present standpoint?

Talk about being present with your family and then.

You mean in a fairly high pressure role here, working at Securitas.

How does present show up at the office and with your team when you're probably thinking about, I guess, trying to be fully present in the moment when you have a lot of other priorities coming at you?

Yeah.

I think how that shows up is just the level of focus that you're in every Meeting as much as possible.

And that sometimes means you have to back down and do the most important meetings together.

So, you know, being present or how this shows up at, in the office or in a remote environment is when you're on calls and meetings.

Are, are you.

Are you really in that meeting or are you looking at your phone?

Are you looking at your email?

Are you taking notes?

Are you actively listening?

Did you prep for the meeting?

And it's easy to stack your schedule back to back to back to back, and you never get caught up.

And I think as leaders, part of the thing we discuss a lot is when you come into a meeting, did you prep?

Because every meeting should mean something, otherwise it's probably not worth doing it.

Are you prepared to offer either key insights, ask good questions, or help move things forward?

My boss now talks a lot about our role as leaders is to.

Is to move things forward, not just report out results, but actually influence and change results.

And I think that's something we continue to drive and strive for within our business that aligns with our.

With our corporate goals and targets.

Move it forward.

Now coming back to baseball.

Can you recall a moment in baseball that taught you the importance of teamwork?

Oh, God.

It's almost hard to pinpoint one, Ben, because when you're in a.

When you're in a baseball environment and you're in the Meyer Lakes, start there, you're on bus with people from all sorts of different backgrounds, diverse backgrounds, different parts of the world, and you're in a bus with them for seven or eight hours, and you get off that bus or eight hours, and it's not very glamorous.

When you're in the Maya Lake, especially the lower levels, you're taking one bus for 24 guys, equipment, a couple trainers, a coaching staff.

So you can imagine how many seats there are.

Not everyone gets their own seat.

So you're around other folks quite a bit.

And they may not.

They may not be your best friends outside of work.

They may not even be someone you want to spend time with.

But when you're on that field, it's all about that connectivity and playing for the team.

And I think you kind of put your personal preferences behind.

And I think when you're part of a winning culture and you're part of a team where everyone's aligned and looking forward to whether it's to bring home to a championship, to win a division, it all starts with that day and kind of being aligned to win that game in that day and what you do.

And I think you look at that corporately, kind of some of the lessons learned.

It is about being able to walk, being able to work.

We call it cross function, working cross functionally.

Now in the business world, when I look back a bit, the minor league locker room, it was maybe still cross functional.

It was just across diverse backgrounds, whether it was an individual from Dominican Republic or Venezuela or California or Florida, and I grew up in New Jersey.

Those are all completely different parts of the globe with different mindsets, upbringings.

And you kind of have to figure out where that middle ground is.

And that's something.

And Ben, I mean I've seen everything in my league locker room from small fights over what was playing on the radio to guy hugging at the end of a game because we pulled it out, you see a little bit of everything.

Well, I never thought about that.

Yeah, so especially in baseball where there's so many people.

Yeah, you need that, you need a big team.

And maybe a little bit unlike football, baseball has people from a lot of, a lot more varied countries and cultures and languages.

What, what are some of the keys to success that you found during your baseball days to really build that cross functional success for you and, and to build the team with people that like, unless you're fluent in Spanish, you might have a hard time communicating.

I don't know.

Yeah, look, I, I back in, gosh, the winter of 2004, I played winter ball in Venezuela.

So it's, it's funny when you get to walk in other folks shoes and I went to a country where I wasn't able to speak the language and to put yourself in those shoes, to realize how uncomfortable that is, actually it was an incredible life lesson at the time.

Again, you don't realize until years later, but to go to a foreign country, to live there, to live out of a hotel for a few months, you kind of get the walk of the walk.

But going back to your original question, Ben, I think kind of what I learned or I think one, I think a lot about setting clear goals and expectations.

So you start with the team, you have certainly team goals.

And then you have to think about as an individual, how do you contribute to those team goals.

And I think that happens in, in the business world now.

And that's certainly how we help build our goals.

We start with our okrs at the corporate level that come from securitas corporate and how does, excuse me, secure, tough healthcare contribute.

And then that goes down to the individual contributor level.

And we like to have our leaders build out their goals based on peers.

I think next If I think back to the baseball days and how that kind of has impacted my personal leadership journey, I think of setting clear expectations and goals and then celebrating, celebrating those wins.

And I think there's two things there.

One is when you, it's important to catch people in their moment, and it's important to even catch our business in the moment.

So, for example, in baseball, you hit a line drive back to the middle, you want to understand, how did that happen?

Did I get my foot down on time?

Was I in a good hitting position?

Did I still get a good pitch?

And you want to repeat those behaviors and then improve.

And I think the same thing in the business world.

So when we have individuals who succeed, I really push on our teams to celebrate those moments, to catch people when they're in that moment, because we want one, them to feel good.

But we can learn, we can learn so much from our folks who are closest to our end users and clients and then repeat that behavior that ultimately is going to drive the right client experience.

And then three, I think, and certainly in baseball, it's easy.

And unfortunately in my career, I've always, I can, I can say this with a lot of condition conviction is that I think you have to do stuff you absolutely love to do.

And when that happens, it doesn't feel like work.

Like, yeah, you love come in every day, you're taking calls at night, in the weekend, you're answering emails because you just feel incredibly passionate about the mission and purpose of what you're serving.

And, and I've been fortunate that, you know, my first wasn't my first generation.

I was at 12, but my first real job was with Elan Braves, where, man, the alarm couldn't go off quick enough every day.

And I think that that was so cool.

And as I look throughout my journey and I still have that same drive today in what I do.

I love what I do.

I love people I work with.

I love, I love every morning when that alarm goes off.

Now, some days I'm tired, more tired than others, but I think that's so important that you absolutely love what, what you do.

And I think that when you surround yourself with people that have that same mindset, it's amazing the results that can kind of come forth.

Would you or your CEO be a good fit for this podcast?

If you know a uniquely talented leader who has a story to share and a message to deliver, then we'd love to host them on the show.

Go to benleads.com apply to fill out a quick form form where you can let us know a little bit about yourself and my team will take a look to see if we're a good fit.

That's beneeds.com apply man, so many things to process there.

Number one, the whole empathy piece of going to Venezuela and relating like, okay, now I know what it's like all these players from Venezuela coming to the US not knowing the culture or the language as well.

Now I can relate to them.

And I suspect that changed your interactions a lot when you came back to the US and you're interacting with them, am I right?

It allows for a different level of grace.

I can, I can honestly tell you that.

And I think that's incredibly important because it's quick to jump to conclusions.

Right.

As you.

Because it's 17, 18 year old kids who would come here to play baseball and shaped their dreams just like we were and they're put into an environment where maybe they can't speak the primary language and it's easy to jump to conclusions and some with teas and things like that when you can't.

When you're in line at a McDonald's, which is where we stop on our bus ride.

And it was a struggle at times to order.

Yeah.

And then when you put yourself in those shoes and leaving my hotel in Venezuela, walked into a mall where when I was first there and had to improve speaking, I mean it was uno, dos, trace, I could only order based on 1, 2, 3, 4 on the fast food menu.

That's how it was at this point.

And you certainly learned to, to live and operate with a different level of grace.

Compassion for folks who are doing the same thing as you, which is chase dream.

Well, you don't hear that word in leadership that much.

The word grace.

And it's, it's, I think it's a powerful combination when you pair that with results and how can we, how can we have both together?

And the other thing that really leapt out at me was this part about catching people in the moment in a good way.

And in baseball they're great about it.

Right.

You have a hit, a line drive, you have success.

Yeah.

Get a run, you high five, you celebrate it and then you move on to the next play.

Right.

But it seems like it's so easy in the business world for leaders to be like, okay, well do we win the game?

Well, yeah, we're trying to win the game, y'all, we're trying to win the year.

But it's just easy to skirt over that.

Why are we so why is it.

I mean, I Mean, I don't always say why do you think this is?

But we're much better in sports.

It's celebrating the individual plays that create the game win.

And in business, I feel like it's just so.

We're so terrible at it.

Oftentimes we just go, we just want to think about do we win the game or not.

And different roles have different to your point, get different sort of recognition.

So if you were to compare baseball, for example, you have your stars that are out there doing their thing, you have your Freddie Freeman's like this year World Series and you have Aaron Judge throughout the year.

And behind those individuals there are certainly people that are, that are contributing that sometimes don't the thank you.

And I think that happens in the business world unfortunately as well that does on, on the baseball diamond.

So an example of that would be there's nutritionists that's more than likely working with the team to make sure players are fueled the right way.

There's strength, conditioning, there's, there's coaches, there's people that do things as easy as not an easy but.

But payroll, who's cleaning the uniforms, who's ensuring that everything is done the right way, that people are in that it's a safe environment for players to get better.

You look at the business world, then the same thing sometimes happens.

There's someone that's answering a phone that's taking an order for a salesperson.

And the salesperson is typically a little bit comparable to the, some of the baseball players I mentioned where they, the recognition certainly comes because they're putting up results.

But there's a whole support team that's in place that allow our sellers and customers to receive our products from folks who design our products from a napkin to being available.

There's folks that answer the phone.

There's.

There's folks that technical support, people that help our clients with challenges or potential issues that come up that sometimes don't seem to the right amount of recognition.

Ironically enough, I can.

This is actually timely because one thing that's really cool about Securitas is that different parts of the year we take time to acknowledge different functions in our business.

So for example, November, we're acknowledging all back office and administrative support throughout the organization.

Right.

So we have, you know, hundreds of people that operate within Securitas, within Securitas technology years, you know, not 300,000.

There's certainly a ton of folks and what we do is we take time across the knowledge all the back office support.

So you're thinking it legal, you Know, accounts receivable, all the different teams that make it happen that sometimes aren't on the front page.

And I think that's really, really important because every role the organization contributes to success, and the more folks we have inspired around our mission and goals and targets and doing the right thing for our clients, which is what it's all about.

It's pretty special.

It could become a real conundrum for organizations.

And you mentioned the salespeople often are sort of like the players on the field, and they get a lot of accolades and acknowledgement.

I remember my first job, I was working for athletic apparel company as an industrial engineer.

And we had a good year.

And all I could hear about was, man, did you hear about that great party they had the other.

The other night?

I'm like, what party?

Like, I was.

I was doing a time study in a manufacturing location.

They're like, oh, yeah, it was a sales celebration.

And I'm like, we can't even get a pizza party going on around here when we hit our numbers.

And it's.

Yeah, I felt so resentful and like, man, I've clearly chosen the wrong career and that.

And I.

And I was early on in my career.

But I think about leaders finding ways to acknowledge people and how important it is.

Because you can't just motivate people with money all the time.

Right.

Eventually it starts to run out.

There's got to be a culture.

There's got to be an appreciation side of it.

And it makes it challenging in a big organization like yours to think about everybody.

But it sounds like you've got a process in place to acknowledge each group.

Yeah, we do.

And we're proud of it.

And at the same time, Ben, it's one of those things that amongst our team, we talk a lot about my direct team.

I'll say we talk a lot about that.

Everything isn't going to be a big bang.

Meaning you can't fix this with one month of just recognition.

Have to be continued in incremental improvement throughout the year.

So these, these events and, and the things we put on in any given month.

And we have different.

We do it three, four or five times a year where we have different months that we do this.

But it needs to continue throughout the year.

It can't just be one, one month.

We celebrate it and then everything's fixed.

It needs to constantly happen.

And that can happen.

I think in.

In really good environments, working environments, when you work across a really good team, sometimes kudos and appreciation doesn't just come from Your quote unquote boss.

It comes from your colleagues and co workers.

And speaking of our sales team, I am very, I'm really pleased with our sales team because I think that they take time to do that.

Yeah, we have, we have field operations, organization, get back office support, but I see constantly are really good salespeople are typically incredibly thankful for the support they receive across the business.

And I think that's, that's pretty, that's pretty cool.

A lot of good lessons from baseball in that and a lot of good lessons from, from your organization.

But one thing that I'm taking away is, hey, this does not happen by accident.

Y'all the leaders have got to set the tone, do it and create that culture.

Yeah.

For us, it's easy to, to just focus on the players on the field and not everybody else behind them making it happen.

Agreed.

One of the things that I was going to ask you about are shortcuts.

Now baseball, there's some notorious shortcuts.

Performance and adding drugs and all that stuff which we've gotten away from in baseball and other sports.

But also there's shortcuts in the corporate world and our lives and things like that and shortcuts.

And I mean it in a way that's not as positive.

What did you, you know, when, when's the time that you learn, hey there, there's no, not going to be shortcuts here.

In my approach to baseball and at work.

Yeah, shortcuts, that's a good word.

I actually never.

This is a good question.

Bank allowed me to reflect quite a bit.

I think when I think there's shortcuts, I think, well, and I just don't think there's any room for that in the corporate environment.

I think it's.

Or even any sort of team environment.

Right.

And certainly when I, when I played baseball early 2000s, that was coming out of the late 90s, right.

Where all the, There was a lot of folks that, that were doing some of those.

Not a lot, but there were people that were certainly tailing shortcuts.

You know, I think about shortcuts now and I think it.

If I look at, I'll look at securitas.

One of the most important things that we hear from our CEO constantly, both internally and even externally in the market is that we do things with a high level of integrity.

And we have three dots within Securitas.

Right.

It's integrity, diligence and helpfulness.

And integrity is number one.

And the way you go about your business is everything.

And frankly, that bleeds down to our clients, if we operate with a high degree of integrity and doing the right thing, your clients feel that and your customers feel that.

And that that has to be priority number one.

And to your point, then I think that starts with the leadership teams, everyone who has the privilege.

And I think that's important to lead others, because I do believe it's a privilege and it's an honor.

And I think it starts there.

If you operate with the right set of values and integrity, your people will too, and they'll follow suit.

And that has to come before everything else, because if you don't have that strong foundation, the results do not matter.

Yeah.

It's leadership by example, ultimately.

Love that.

Now, I gotta ask you, so you, all of your years in baseball, you learned about as a professional athlete, taking care of your body like it's an.

It's an essential ingredient, then people tend to get into business.

And I'm not saying you, but a lot of leaders forget about themselves a little bit on that.

Right.

You're so focused on the company, the job, I suspect it's harder to maintain that huge regimen of health and wellness for yourself.

Whereas in baseball before, you had a whole team of people back there supporting.

How have you approached making that leap from major league baseball into the executive world and maintaining your own health so you can stay sharp?

Yeah, that's a, that's a great topic, Ben.

And one, I'm, I'm really passionate about this topic.

I'll put that out to start because I think I'm a big believer in you to take care of, take care of your body and mind.

And it's certainly more difficult in this environment and the corporate environment to do that.

So, for example, when I was coming out of college and 21, 22 years old and playing baseball, you know, you get up at 10, you play some video games, you go work out and you go to the ballpark, play cards, do some early work, and you have a game that night, well, that's a lot easier.

And it's rinse and repeat, and it's the same thing seven days a week in this environment.

I think you have to be much more structured and disciplined.

So I can tell you my day starts early, whether I'm on the road or here, but I work out every single morning.

So when I'm not traveling today, I'm working out of my office here.

I mean, it starts at 5, 15, the alarm goes off.

I do a Group Fitness at 6, 6am okay.

And I moved to group fitness as I've Gotten older.

And I think there's a couple reasons why one thing, and I think this is like this in the business world too.

But you want to surround yourself with, with folks who have a little bit of a common interest in group fitness.

You're around yourself that there's other people that are going on to their corporate roles that are getting up at 5:15, we do a class at 6:00am and then your day started and you're ahead and then you get out and go.

But I think that's a really, really big part of my life and even a little bit of a release where I can go and get that workout in and my day starts.

What type of group fitness is it?

What's.

Is it weight work or cardio or both or what is.

It's.

It's a little bit of both.

I'll give it shameless or maybe a not so shameless pursuit.

Fitness in Washington Township, New Jersey, done by an individual out.

He's.

He's fantastic.

But Monday, Wednesday, Friday is weight work.

Tuesday, Thursday is, is cardio.

Okay.

And then, and then you couple that with the amount of time that I spend on the road and that's typically what I try and do is take some of those workouts and repeat it at a, at a train, one of the hotel gym, like a hotel.

Yeah, but, but it's important to get something in.

And then the same thing with diet and sleep and nutrition and what you're kind of spending your time on.

But I think, I think it'd be incredibly difficult to have the level of stamina that's needed in particular roles if you're not taking care of your body.

And I stress that with, you know, my team.

I certainly stress it with, with my family, my wife and I.

I mean we take walks on the weekends as much as we can and get out there.

And my kids are certainly very active and we want to set that example even for our, for our children.

We want them to see that nutrition and, and keeping ourselves in, in shape so we can have enough energy to frankly chase them around and drive them all over the East Coast.

Yeah.

You have a bigger goal of why.

Right.

You're.

You're setting example for others for your family and then you're playing the long game.

Like I want to be able to, to wrestle around and get on the floor with grandkids if that's in the future, like you want to be that, that, that active.

And I want to mention to people too, I think the group fitness thing for, especially for men is under underappreciated because I don't know why, but I feel like men often end up alone in their workouts and, but having a group adds a level of accountability.

Right.

Like so and so is going to be looking for me there.

Yeah.

And they're going to, they're going to give me a hard time if I don't show up for two weeks and I can't keep up with them when I go back if I haven't worked out.

Right.

I mean, you do a workout Friday and you say, okay, I'll see you Monday.

And you're, you're at a 6am class and then you're thinking to yourself, do I want to hit this news button?

Which everyone does at 5:15.

They want to hit the news button.

But there, there's that thing inside you that says, I told someone I'd meet him there Monday and your word means something.

And peloton in our basement.

And that I don't the same level of personal interaction and be able to.

I love it.

Ben.

We got into it, my wife and I, over the pandemic and haven't looked back.

Well, a good example for leaders to be thinking about, you know, this is someone who played major league baseball.

Right.

So you understand the importance of this.

I, I've amped it up a little bit.

I've got a trainer I meet twice a week.

And I mean, he's.

And like, I'm paying for it whether I show up or not.

So y'all, that's, that'll get you there even when you, even when you stayed out late tonight before.

No doubt about it.

Make you want to go to bed.

Are there any.

And you don't have to mention this, if not, but are there any supplements or anything along those lines that you recommend or dietary approaches that you follow that are specific?

Oh, I think sometimes it feels like I'm running in quicksand.

Because, Ben, I love food.

I mean, I love it.

I love a good steak.

I love wings.

I love.

Okay, all right.

I mean, so we're in the same boat on that.

Okay.

So, so, so diet.

I, I, I try, I do try my best, but I also believe they have to live life a little bit.

So I can almost guarantee that we'll probably have a pizza on our kitchen table this evening.

Friday night pizza.

But I do try and watch in terms of supplements, I kind of follow protein shakes and make sure I get the right amount of protein.

Yeah.

Obviously, hydration is incredibly important.

And then I do try and take creatine after some workouts.

As well.

I think there's been a decent amount of studies and talk about the impact it can make on both your cognitive skills but also your ability to build strength.

Yeah, it's like you're still approaching your days a little bit as a professional athlete in terms of thinking about these things in a very well rounded way.

Well, I got a lot more questions, but we're about out of time here, so let me, I'm just going to open it up for you.

I'll give you.

You can either part with a message or you can, you can talk about the advice you'd give your younger self today or something you tell them to try or you can tackle when you had an unexpected twist or failure in your career and how did it help lead your success on down the road?

Your call.

I say advice that I think is very important now that I would give my younger self and I certainly give it to my, my children.

The people you surround yourself with matters and we talked a little bit about whether it's through strength training, weight training, working out, if you surround yourself with other people who are getting up early in the morning and want to keep themselves in shape, when likely you're going to be in that same sort of mindset and environment when you're around other business leaders who have a vision and ambition and want to dream about bigger and better things and what they can do to bring solutions to their end users.

It's incredibly amazing how much, how much, how pliable your mindset can be and that ability to train.

And I think that is so important to make sure that you have the right network of people who are bringing you up and allowing you to continue to chase your dreams.

And I think that's something I didn't appreciate or think about as much when I was younger, how important your network is and that starts ideally at an early age.

And one thing, you know, it's not easy being a teenage girl.

Right.

And I go through, I've got a 13 year old.

Yeah.

And, and one thing I, you know, there's all sorts of things that, that young girls go through but your network matters and I think it matters whether you're coming up or whether at this point in your life where I am now, and maybe that's some, some words I would, I would really, I could tell my younger self, I'm sure my dad told me at some point, I just maybe didn't, didn't listen as well as I should.

Now you finally learned the lesson and you're, you're the one trying to pass it on.

And great.

Well Bill, thank you for coming on lead the team.

It was a phone today sir.

Likewise.

Thanks for having me Ben.

Really good to be here today.

Want to boost your productivity and decision making?

Get vital insights from each episode delivered directly to your inbox.

A great resource whether you've listened to the episode or not.

Go to benfanning.com insight.