0:00

leadership is the lid. Leadership

0:02

determines the growth of a business,

0:05

of a family, of an organization,

0:07

or the degeneration of a business,

0:09

family, or organization. Welcome

0:14

to the Bedros Coolian Show. What's

0:31

happening friends? Welcome to the Bedros Coolian Show. My

0:34

name is Bedros Coolian and today we've got a

0:36

great show on leadership and the four levels of

0:38

leadership that you need to know to

0:40

really thrive in life. So let's

0:42

get started. Now everyone on

0:45

Spotify and iTunes want to thank you all

0:47

for listening to the show and watching the

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show and I'm massively grateful for you guys.

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We are growing by leaps and bounds on

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iTunes platforms and it is because you

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are leaving a review, a thumbs up,

0:59

and dropping a comment in there. So

1:01

thank you so much. Those of you

1:03

on YouTube, we are growing at a

1:05

breakneck speed and again it is because

1:07

you continue to comment, engage, subscribe, and

1:10

share. So again massive amounts of gratitude. It

1:12

is not lost on me that

1:15

this is a solo show which

1:17

means I'm not bringing guests on

1:19

the show that then give me

1:21

the opportunity to expose my show

1:24

to other audiences. We are literally

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growing as fast as possible. We're

1:28

in the top five of podcasts

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out there in our genre of

1:32

self-development and entrepreneurship simply because of

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you subscribing, listening, sharing, commenting, and

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of course engaging in the Bedros

1:38

Coolian Show. So thank you so

1:40

much. By the way if any

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of you are going to come

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out to the Bedros Coolian

1:47

live event taking place in

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September 13th and 14th Scottsdale

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Arizona, you

1:54

can go to bedroscoolian.com/live and you

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can get early bird registration tickets

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at the lowest possible. price

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later this summer of 2024,

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right middle of July,

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the prices are going to go

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up. But you go to beddresscooling.com/live

2:10

and you can get your early

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bird tickets to BK Live September

2:14

13th, 14th in beautiful Scottsdale, Arizona.

2:17

Let's talk about leadership and how

2:19

great leaders lead, right? Think about

2:21

this, like how do great leaders

2:23

lead? Is leadership factory installed for

2:26

most people? I don't think

2:28

so. And every study I've

2:30

read about leadership is not

2:32

factory installed in most of us. I believe

2:35

maybe there's a small handful of people in

2:37

humanity where leadership could be factory installed. For

2:39

the rest of us, it has to be

2:41

developed like a muscle, right? So you have

2:44

to first understand what is leadership but it's

2:46

not just giving orders and commands to people,

2:48

right? You would think

2:50

that that's what leadership is and probably from

2:53

the outside, that's what leadership feels like. But

2:55

as someone who has built multiple businesses and

2:58

we're doing $200 million a year in gross revenue

3:00

across all my brands, it

3:03

takes a high level of leadership and it takes

3:05

a lot of leaders across my brands and my

3:08

companies to be able to run

3:10

the machine and lead the people

3:12

that produce the desired outcome, right?

3:15

In this case, it's a quality product, whether

3:17

the product is a service or a physical

3:20

product or supplement or whatever and

3:23

profits, product and profits matter

3:25

and great leaders help produce

3:27

that because a shitty quality

3:29

product means ultimately bad reviews,

3:31

bad feedback and there go your profits and

3:33

you find yourself working a jack in the

3:36

box and growing those

3:38

fat pitties because you're

3:40

eating them jumbo jacks again. All right, so

3:42

let's talk about leadership and what is leadership

3:45

and what is not leadership and how great

3:47

leaders actually lead, think, process and get things

3:49

done. So first, I want you to understand

3:52

that there's a thing, there's

3:55

positional leadership and then there's

3:57

moral leadership, right? And you could really just...

3:59

just take leadership away and just

4:02

call it positional authority, right? That's

4:04

what a leader is. They have

4:06

authority over a business and a

4:08

group of people that they lead

4:10

into towards

4:13

an action, right? So there's positional authority

4:15

and then there's moral authority and we'll

4:17

break that down in a second. Now

4:20

positional authority means this, right? It's

4:22

a leader who's got

4:25

a title, right? Positional leadership,

4:28

positional authority, you've got a title or

4:30

someone's made you the leader

4:32

to lead that group of people. And

4:34

so that group of people are going to do

4:37

what you say because well, you've

4:39

got the title and that's the

4:41

chain of command. But do they like

4:43

you? Do they respect you? Do they

4:46

feel that you make sound decisions? Do

4:48

they feel that you are the type

4:50

of person when you make a mistake,

4:52

you're able to own up to it

4:54

and take responsibility and make it right?

4:57

Or are you the type of leader that says,

4:59

well, it's not my fault and you blame it

5:01

on something else? Most people who

5:03

are in a position of kind

5:06

of positional authority, they

5:09

are the type of leaders that have a

5:11

high turnover in their organization. You can call

5:13

the organization whatever you want, a sports team,

5:16

a business, right? Now obviously we're talking

5:18

about great leadership and how great leadership

5:21

actually leads in terms

5:23

of through the lens of entrepreneurship, business,

5:26

making more money. But make no mistake about

5:28

it, you can lead your family, you

5:31

can lead a sports team, you

5:33

could lead in battle in the

5:35

military, you could lead obviously as

5:38

a entrepreneur or in a business, right? You

5:40

could lead a church. Why are there some

5:42

big mega churches that are on the same

5:44

page? And there are these tiny churches that

5:46

are barely going getting by. You could leave

5:48

a charity. Like if you run a charity

5:50

and you're like, man, I want the charity

5:52

to make more money so we can help

5:54

more kids or save more animals or whatever

5:56

it is that your charity does. Again, leadership

5:58

is the problem. Leadership is the solution and

6:01

most people think that positional leadership,

6:04

positional authority is

6:06

the highest level of authority and it's not. That's

6:08

actually the lowest level of authority. Moral

6:12

authority is the highest level of

6:14

leadership, right? Moral authority

6:16

meaning being loved, liked, trusted,

6:21

where they feel like if you were to make a mistake,

6:23

you would own up and so

6:25

we're going to talk about that now, now that

6:27

we're able to kind of break down leadership as

6:29

authority and then say, okay, there's positional authority and

6:31

there's moral authority and we know moral authority is

6:33

the higher level of leadership that

6:35

we want to evolve into. So

6:37

what are the four levels of leadership? Well

6:40

let's start at self. Number one,

6:42

leadership of self. Because look,

6:44

if you think that you're just going to

6:46

go out there and lead people in a

6:48

company, in your company or in an organization,

6:51

but you are unable to lead yourself

6:53

to your own desired outcomes, it's

6:56

called hypocrisy and there's no

6:58

faster way to be seen as a hypocrite

7:02

and an imposter than

7:04

by trying to lead others

7:07

without having the ability to lead yourself. And

7:10

so leadership of self is that first

7:12

level of leadership. It's that

7:15

first, first position. And

7:17

so what do you do about it? Well think about this. If

7:20

you are looking to lose weight, if you're looking to

7:23

be a better husband or wife, if you're looking to

7:25

be a better father, if you're looking to speak

7:27

and orate better, if you want to be a

7:29

better decision maker, you want to be a better

7:31

visionary, you want to have

7:34

more emotional discipline, you want to have more

7:36

mental toughness and you may

7:38

be told others that or it's obvious that you're

7:40

trying to build those skills and traits. Are

7:43

you actually leading yourself to that outcome or are

7:45

you the person that says, I want to be

7:47

a better father, I want to be a better

7:49

husband, a better mom, a better wife, a

7:52

better business partner, but then you continue

7:54

to not be it, right? What

7:56

if you want to lose weight and get fit and

7:59

each year you tell people that I'm on

8:01

a mission to eat right and work

8:03

out but then you

8:05

sabotage yourself and you still stay fat

8:08

and floppy and you never reach your

8:10

goals. Well, you're seen as a hypocrite

8:12

because if you're in a position of

8:14

leadership, they're saying, wow, you can't even

8:16

lead yourself to the most

8:18

important things that you want out of life. How

8:21

can you lead this company? How can you lead

8:23

us? How can you lead this

8:25

department towards the desired outcome? You can't. Therefore,

8:28

you're seen as a hypocrite and

8:30

an impostor. So the

8:32

very first level of leadership

8:35

is leadership of self and

8:37

if you can't master leadership of

8:39

self, you do not deserve to

8:42

move on to leadership of a

8:44

team which is the next level.

8:46

Level two of leadership positions is

8:48

leadership of a team, right?

8:52

And if you're listening to

8:54

this and you're like, dude, this

8:56

explains why I'm not a good

8:58

team leader. This explains why my people don't

9:01

take me serious. This explains why we have

9:03

a high turnover rate in my company or

9:05

my department. This explains why we continue

9:07

to make a little progress and then we slide back to

9:09

where we were again. Like what

9:12

I'm sharing with you is going to give you a

9:14

lot of aha moments, right? Because if

9:16

you are unable to lead yourself, you're

9:18

never going to be seen as a competent and

9:20

capable leader of others. So

9:22

if the next level of

9:24

leadership, level two is leadership of

9:26

a team, how are you leading

9:29

those teams, right? Are you

9:31

leading them in a way where they see you as

9:34

a servant, as

9:36

a mentor, as a coach?

9:39

Or are you leading them by telling them what

9:41

to do but never telling them why you need

9:43

to do it? If I found

9:45

from my own experience when I

9:48

would tell them what to do but

9:50

didn't tell my team why they needed

9:52

to do it, I would have more

9:54

resistance because everyone is

9:56

naturally curious. Now I get

9:58

it. Remember there's positional leadership. And

10:01

as someone who has position leadership, my team would

10:03

do what I would ask, but

10:05

it was very short lasting because it was

10:08

done with resentment. It was done with,

10:10

I don't understand why I'm doing this, so

10:12

they don't have the full picture in

10:15

sight. Whereas when

10:17

I became a better leader of teams, I realized

10:19

I needed to tell them what

10:21

we need done and why we needed

10:24

done. When you tell your team

10:26

what you need done and why it needs to

10:28

get done, you satisfy their

10:30

need for understanding what is happening. They're

10:32

able to see the bigger picture. For

10:35

example, I might say, guys, we

10:38

need to start creating two

10:40

different marketing departments, a

10:44

online marketing department and

10:46

a offline marketing department, like door

10:48

knockers, people that go door

10:50

to door, flyers

10:52

and postcards, mailers, print

10:56

ads, billboards, anything

10:58

that's not online falls in

11:00

the offline world. So I need you guys

11:03

to create those two departments, please. Well, okay,

11:05

that's great as position or leadership. But

11:08

moral leadership, moral authority says,

11:11

here's why we need to do that. Our business

11:13

has gotten more complex. We're getting more sophisticated. Competition

11:16

is steeper than ever. We're

11:18

able to get clients offline and online.

11:21

I want to create two separate departments so that

11:23

we can have singularity of focus online. We can

11:25

have singularity of focus offline

11:28

out there in the world through direct

11:30

mail, print ads, postcards and billboards and

11:33

buses, et cetera, and therefore

11:35

maximize lead flow into our company and

11:37

crush our competitors in the next 24

11:39

months. So

11:41

now I've told them why I want two

11:44

different marketing departments. Not only did

11:46

I tell them what to do, but why I

11:48

want it done. They have

11:50

a better understanding what the outcome is and

11:53

therefore they can produce

11:55

the desired outcome more effectively, more

11:58

efficiently and without resentment. and

12:00

instead with enthusiasm. Level

12:03

three of leadership is

12:06

leadership of leaders.

12:08

You're like, wait, what do you mean?

12:11

Well, in the beginning when you're building

12:13

your business, or maybe you have

12:15

your family, right? You have

12:17

your wife and let's say three kids, and

12:20

they're all children. Well, that's cool.

12:22

You're leading your family. Let's say your

12:24

kids get older. They're adults now. Wouldn't

12:27

you say that if you led

12:29

them well, they became leaders? Wouldn't

12:31

you say that even when they become adults,

12:34

you still have a responsibility as a mom

12:36

or a dad to continue

12:38

to lead and educate and mentor your

12:40

kids? So now you're leading leaders,

12:42

right? And so when

12:44

you are leading leaders, it's a very different

12:47

way of leading, because what you're doing is

12:49

you're giving them anonymity. You're giving them the

12:51

ability to, or

12:53

autonomy, I should say, ability to start

12:55

making decisions on their own, making bigger

12:58

decisions on their own, problem solving on

13:00

their own. When you are working

13:02

with leaders, you

13:04

are expecting your leaders to lead the

13:06

teams, right? The rank and file employees.

13:09

And it is your leaders who are going to lead

13:11

your rank and file employees. So you

13:13

find yourself in a position where your job

13:16

is now, if you're leading

13:18

leaders, your job is really mentorship, coaching

13:20

and education, isn't it? You're not

13:22

really leading your company anymore. Your

13:25

leaders are leading your company because

13:27

they're leading your team

13:29

members, your employees. Your job

13:32

then becomes on level three

13:34

to become that mentor, advisor,

13:36

coach, consultant of your leaders.

13:39

And there's a great book out there called

13:41

Good to Great. And

13:43

in his book, Jim Collins talks

13:45

about a great leader needs

13:47

to have the right people on the bus,

13:49

like your business being the bus, and

13:52

you've got to have these people in the

13:54

right seats on the bus. So

13:56

as a leader leading leaders, you

13:59

have to know What are

14:01

the strengths of my leaders? What

14:03

are they good at and not good at? Maybe

14:05

some people are really good at executing, but

14:08

they're really bad at communicating. And

14:11

so I might have them in a very

14:13

different seat in my business, whereas

14:15

those leaders who are better at communicating

14:17

and not necessarily executing, I might have

14:19

in a different department, right? I

14:22

might have leaders that have higher attention to detail,

14:25

let's say they're more cut out to

14:27

leading the counting team, right?

14:29

Or bookkeeping team, because we

14:31

certainly have that in this building with all the companies

14:34

that are under our brand. Then you

14:36

might have leaders that are better at sales and marketing, right?

14:39

They move fast, they make

14:41

quick decisions, they're enthusiastic, but

14:43

the attention to detail isn't that

14:45

great. Well, I'm not gonna take a

14:48

leader who is

14:50

used to leading accountants

14:53

and bookkeepers and have them oversee

14:55

the sales and marketing department. Those

14:58

two personalities don't mesh. And

15:00

so I wanna make sure that my leaders

15:03

who are, if I'm

15:05

leading leaders, that they're leading

15:07

the right departments that are congruent to

15:09

their personality types, to what

15:12

they are good at, because I

15:14

wanna have them work in their zone of genius, as

15:16

Gay Hendricks talks about in his book, The Big

15:18

Leap. And every leader has

15:21

a zone of genius, right? They have

15:23

a zone of competency, things

15:25

that they're good at, but then they have a

15:27

zone of genius. And if I can identify my

15:29

leader's zone of genius, now

15:33

I can put them in the right seat

15:35

on the bus, leading the right department, getting

15:37

the most amount of desired outcome out of

15:39

them, with the least amount of friction and

15:41

burnout. Because a leader that

15:44

is not necessarily fit to be

15:46

in a department and lead a department,

15:48

yeah, they might be able to lead

15:50

it, but it's gonna be short-lived, because

15:52

it's not congruent to their

15:55

personality type, to their leadership type. So

15:57

it is your job as the leader

15:59

who is leading. leaders to identify who

16:02

do I have on the bus, what seats

16:04

are they in, and who do I

16:07

need to move around to make it

16:09

even more efficient and effective. And

16:11

then that fourth level, the fourth

16:13

and final level of leadership is

16:16

empowerment. Empowering

16:18

your leaders to create other leaders.

16:21

And so my, I guess

16:23

most mature or oldest company here in

16:25

this building is Fit Body Boot Camp,

16:27

our international fitness franchise, right? And

16:30

so I've had the good fortune

16:32

of leading Bryce, our CEO. Bryce

16:37

leads departments. Each

16:39

of those departments have leaders. So

16:42

Bryce is a leader who is now forging

16:44

other leaders. So as Fit Body Boot Camp

16:46

continues to grow worldwide, we

16:49

have future leaders that are being developed

16:51

underneath my existing leaders, right? And

16:53

I'm very hands off. I'm now

16:56

in a position of foundership where

16:58

Fit Body Boot Camp is concerned. I'm

17:00

the founder. I'm still involved in

17:03

the communication and the big,

17:05

big, big macro decisions with

17:07

Bryce. But

17:09

he and his leadership team make

17:11

all the micro decisions that continue

17:14

to grow Fit Body Boot Camp

17:16

worldwide. And so if you

17:18

can get to that fourth level where you've

17:20

developed enough leaders who are now developing leaders

17:23

themselves, like man, that's a

17:25

very powerful place to be because you

17:27

have now created leaders who feel empowered

17:29

to create other leaders, which

17:32

means your companies can continue

17:34

to grow knowing that you've

17:36

got leaders ascending up to seats and

17:39

different departments. And

17:41

why else is that important? Well, what happens

17:43

if you end up creating another company and

17:45

another company and another company? And

17:48

when you're creating leaders, you can take some of those leaders into

17:50

your second and third and fourth companies

17:53

and plug them in. In fact, I'll

17:55

give you a great example of that. I'll

17:58

give you a great example of actually my shitty

18:00

leadership in the beginning

18:02

stages, right? So we

18:04

started Trueling Supplements almost five years ago and

18:07

I know a lot of you drink the

18:09

Trueling Wellness Shots and the greens and that's

18:11

awesome and I appreciate it. It's something

18:13

that's like that product itself, the Trueling

18:16

Wellness Shot is something that we slaved

18:18

over, something that we worked super hard

18:20

to get the ingredients down perfectly in

18:23

terms of the cleanliness, the dosage, the

18:25

quality, nothing artificial or fake

18:27

about it, everything is natural in terms

18:30

of ingredients. Well when we

18:32

created Trueling, the supplement company

18:34

about five years ago, I

18:37

went out and hired a leader

18:40

and I did the best that I

18:42

could in hiring that leader, making a

18:44

decision, brought that leader into my company

18:46

and said I'm going to build

18:49

a company around you and he

18:51

felt competent and capable to do

18:53

that work. We

18:56

plugged them in and then we said hey here's

18:58

about a million dollars of money

19:01

to start up capital

19:03

to launch the business, to create the

19:05

products, to create the websites and the

19:07

Shopify store and to build a team

19:09

around you of three, four, five people

19:11

that can really prop up

19:14

fit body or Trueling supplements. And

19:17

that leader did the best he could for a period

19:19

of time. But like many

19:21

leaders, he

19:23

came to a place where he started

19:25

to hit the glass ceiling. He

19:28

was upper limiting as Gay Hendricks says in his

19:30

book. He was upper limiting and

19:32

he was too reluctant to

19:34

grow as a leader,

19:36

too reluctant to get past his ego.

19:39

I found myself in a position now that

19:41

as my company, my supplement company, Trueling grew,

19:44

I was having growing problems and

19:46

I could pinpoint the

19:49

growing problems directly to

19:51

the leader that I had recruited a

19:53

couple of years earlier and built a

19:55

company around. And so

19:57

I found myself in a position where I had

20:00

to part ways with that leader

20:03

and elevate someone else up

20:06

into the leadership position. And

20:09

guess what happened next? Truly

20:11

hockey-sticked over the next nine

20:13

months. And then it continued

20:16

to double again and double again and double again.

20:19

Now was it coincidence? No.

20:22

It was a byproduct of one leader continue

20:25

to do the self-work, evolve,

20:28

grow, understand

20:30

the numbers, be able

20:32

to lead and manage and communicate, whereas

20:34

the other leader was incapable

20:40

of leading beyond a certain point. And

20:42

this happens in many companies where someone will lead

20:44

a company all the way to doing a million

20:46

or two or three million

20:48

dollars a year and then

20:50

they hit this glass ceiling. They begin to

20:53

hit a wall and try

20:55

as they might. You just now

20:57

have a high level of turnover. You start

20:59

falling into debt. You're creating products that no

21:01

one's buying. You're doing busy work but not

21:03

productive work that's actually producing an outcome. And

21:05

that's where Trullian was. And I had to

21:07

make the decision to part ways with this

21:09

guy and then take his

21:13

second in command who came from Fit

21:15

Body Boot Camp, by the way, and

21:18

who had been groomed as a leader

21:21

years earlier, even though he

21:23

had no leadership position, we

21:25

continued to pour into this guy. His name

21:27

is Jeff and I want to

21:29

give a big shout out actually to Jeff

21:31

Rosenquist, our vice president of Trullian supplements because

21:35

he came in as a website

21:37

developer and graphics designer seven,

21:41

eight years ago, nine years ago, maybe

21:43

eight years ago. And he

21:46

continued to grow in Fit Body

21:48

Boot Camp. He continued to attend

21:50

the leadership trainings that my leaders

21:53

and myself were hosting.

21:56

He had an option to not, but he

21:58

continued to force himself to continue

22:00

to learn to lead and

22:02

manage people and communicate and

22:04

make decisions and problem solve.

22:07

And then when the opportunity came to put

22:10

him in, we put

22:13

him into a leadership position in

22:15

Trulene and we immediately

22:17

saw the difference between

22:19

him and the first leader

22:22

that we had recruited and brought in

22:24

to Trulene supplements. Now one

22:26

could say, well, it's a coincidence that this guy was

22:28

able to do it and that guy wasn't. I

22:31

say not. I say that the

22:33

first guy simply did not have the

22:35

skill sets, number one. He

22:37

had too much ego, number two, and

22:40

he didn't want to grow

22:45

as a leader no matter how much

22:47

I was advising, coaching, and mentoring him,

22:49

right? Now guess whose fault this was?

22:52

It was my fault. It

22:55

was my absolute fault

22:57

because I'm the one that recruited him.

22:59

I'm the one that brought him in. I'm the

23:01

one that saw him to be fit enough to

23:03

run my new supplement company.

23:08

But as a leader, the moment I

23:10

saw that he was now underperforming and

23:12

butting up into a glass ceiling and

23:14

wasn't taking the coaching and mentorship to

23:16

improve himself, I had

23:18

to do what

23:21

was right for my company and put the mission

23:23

over the man. The mission is

23:25

to grow Trulene

23:28

into the nine figures.

23:31

For this company to become a nine

23:33

figure business, it's a clean supplement line.

23:35

A nine figure business, we can't have

23:37

the leader at the top becoming

23:40

the bottleneck. Try

23:42

as I might to mentor, coach, and advise. I

23:44

have to part ways with him and

23:46

take someone else that we had developed over time

23:48

and plug them in. And

23:51

so think about this. If you were not

23:53

developing leaders or future

23:55

leaders because you think there's no position

23:57

available for them now in your companies,

24:00

you're doing yourself a disservice because you don't

24:02

know if someone gets hit by

24:04

a bus, if someone takes on a crack or

24:06

cocaine habit and you have to part ways with

24:08

them, or if they start upper limiting like my

24:11

leader did for truly supplements, and

24:13

therefore after you try and try and try and

24:15

correct them and course correct them, you have to

24:17

part ways with him. So it was always good

24:19

to have a surplus of trained and capable leaders

24:23

on the wings doing other

24:25

stuff, but ready to step into an

24:27

opportunity when presented, and that's exactly what

24:30

happened with Jeff Rosenquist. And

24:32

so I really want to stress to you how

24:34

important leadership is. And guys, we see it now

24:36

in our country, don't we, in the United States?

24:39

I mean, let's talk about, we

24:42

talk about positional authority. Well, Joe

24:44

Biden certainly has positional authority. He

24:46

is the commander in chief of

24:49

the military, but you ask anyone in

24:51

the military, hey, how do you feel about Joe Biden?

24:53

You're commander in chief? Like, well, he's

24:56

my leader, so I have to take commands and

24:58

orders from him, but I can't wait till

25:00

my time is up so I can get out of the military. I

25:03

despise him. I don't respect him. I

25:05

don't believe he has the best intentions

25:07

for our country. Like,

25:10

that's not the type of leader that you want.

25:12

He's got positional authority. He doesn't

25:14

have moral authority. Like someone

25:16

who, you know what, just

25:18

to keep it fair, will still stick

25:20

with the Democratic Party. How about

25:23

that? Obama,

25:25

right? Barack Obama, who

25:28

also was a Democrat, who had

25:31

moral authority. Our

25:33

military, our country felt

25:39

like they had a leader that they could

25:41

trust, that they are proud of, that

25:44

they have, that they

25:46

are willing to take orders from, and they

25:49

will do it with enthusiasm because

25:51

he's got the best interest for

25:53

our country. Now, I

25:56

know no politician out there

25:58

is... is simply

26:01

looking out for the best interest of our country. I

26:04

know politicians on both the left and the

26:06

right, Republican and Democrat,

26:09

are bought and paid for. I know they're

26:11

on the take. I know that

26:13

the wheels are being greased financially, and

26:16

they have their highest interests as themselves, and

26:18

there is massive corruption across every

26:21

level of government. But

26:23

the point I'm making is, just

26:25

on the macro level, if you look

26:27

at two leaders in

26:29

about the same timeline of history,

26:32

from the same party in the same

26:34

country, Joe Biden and

26:37

the Democratic Party, Barack Obama

26:39

as a leader in the

26:41

Democratic Party, Barack Obama had

26:44

more respect from both the left and

26:46

right, from the

26:48

citizens, from the military. He was

26:50

liked and trusted more than Joe

26:52

Biden, who was seen as senile

26:55

and corrupt and incapable.

26:58

And what can we do about it?

27:00

Well, guess what? Remember I told

27:03

you the story of how this was my

27:05

fault for putting in a poor leader in

27:07

Trulene, and then I had

27:10

to course correct and

27:12

put Jeff Rosenquist into

27:14

position as a leader for Trulene, who was

27:16

better suited and was able to help Trulene

27:19

hockey stick and overcome the

27:21

debt and become profitable again? Well,

27:24

guess what? You and I

27:26

are the leaders of this country. We

27:28

are the ultimate decision makers in who

27:30

goes into the office. So

27:32

while a poor decision was made in

27:35

choosing Biden, and I'm not

27:37

gonna go into the fake fucking numbers

27:39

of votes that came in for him,

27:41

I'm not gonna go into the potential

27:43

rigging of the voting

27:45

system, and how

27:47

Joe Biden got more votes than

27:50

the popular Barack Obama did

27:52

during his election. I

27:54

will say that assuming this

27:57

upcoming November election is

27:59

not rigged, is not

28:01

corrupt and is

28:03

legit, that it

28:05

is our job to

28:07

choose Donald Trump as

28:10

the leader of this country. To

28:12

lead this country like a business

28:15

into greatness, into

28:17

getting respect, into

28:21

taking care of this 34

28:24

trillion dollar debt that

28:26

we are in as a nation, into

28:30

being once again a superpower, right?

28:33

Now I get it, Trump may

28:36

not be the most ideal leader, but

28:39

are the two that we have right now in front

28:41

of us, and both

28:43

have been in office now, Trump has been in

28:45

office, and remember during his time

28:48

we literally had no additional wars that we

28:50

were funding, that we were getting ourselves involved

28:52

in, and there was no balloon from China

28:54

flying over the United States, a spy balloon,

28:57

and it would have never happened during

28:59

Trump's tenure, because China

29:02

or any enemy

29:04

country would know immediately that

29:07

Trump would take very decisive and

29:09

violent action against them, and

29:11

so sometimes a leader must

29:13

also be feared and respected,

29:16

and in a time

29:18

of a country like ours where we

29:20

are slowly losing, you know,

29:22

faster than ever, losing

29:24

our constitutional rights, freedoms, and

29:26

sovereignty, and seen as

29:29

weak like our

29:31

leader, because our leader literally determines how

29:34

we are seen, right? And let's face

29:36

it, you've got Joe

29:38

Biden licking ice cream,

29:41

slobbering all over himself, sniffing

29:43

the hair of young little

29:45

girls the creepiest way possible,

29:47

slurring his speech, incoherent

29:50

and unable to understand where he's at

29:52

in any press conference or live

29:56

meet and greet, like he

29:58

does not represent you me as a

30:00

citizen of the United States well. And

30:04

so this is our time to

30:07

choose a better leader. But understand that

30:10

leadership is

30:12

the lid. Leadership

30:14

determines the growth of

30:17

a business, of a family, of

30:19

an organization, or the degeneration of

30:21

a business, family, or organization, or

30:23

country in this case, right? And

30:26

so that is how great leaders lead, and

30:28

those are the four levels of

30:31

leadership. Leadership of self,

30:33

number one, leadership of a team, number

30:35

two, leadership of other leaders, your leaders,

30:38

number three, and of course, the

30:40

empowerment of leaders so that those leaders

30:43

can develop other leaders, and that's where

30:45

you have exponential growth in a

30:47

country, in a family, in

30:49

a business like ours. And

30:52

guys, I appreciate you watching and listening

30:54

to this episode of the Bedros-Coulian show.

30:56

Remember that average is the enemy, that

30:58

success is your responsibility, and change can

31:01

take place in an instant when you

31:03

are willing to flip the switch. I'll see

31:05

you next time.