0:09

From the headquarters of Ramsey Solutions,

0:11

this is the Entree Leadership Podcast,

0:14

where I take calls from leaders

0:16

like you about what it takes to

0:19

win in any stage of business and

0:22

leadership. I'm Dave Ramsey, your host. I've

0:24

been doing this for over 30

0:26

years in the trenches, actually doing

0:29

leadership, actually running a business.

0:31

So that's where the advice comes from. This is not theory

0:33

for me. That's why the

0:36

book Entree Leadership was a number one bestseller,

0:38

because it's a playbook of how we actually

0:40

started on a card table in my living room and grew this

0:42

to a $300 million

0:45

business today. Open

0:47

phones, if you want to call in and be part

0:49

of the program, you call 844-944-1070, or

0:54

leave us a note at

0:56

entreeleadership.com/ask, and we'll get back with

0:59

you and set you up to be a caller on

1:01

this show. Christina starts this

1:03

hour off. She is

1:06

in Nashville. Welcome to the Entree

1:08

Leadership Podcast, Christina. Thank

1:10

you. Sure. What's up?

1:12

So I have a business. My business is Your Happy House Cleaner. work

1:15

around my kiddo's school hours. part-time

1:17

hours. So I'm a

1:19

full-time house cleaner. I'm a full-time house cleaner. I'm a full-time

1:21

house cleaner. I'm a full-time house cleaner. I'm a full-time house

1:23

cleaner. I'm a full-time house cleaner. But after

1:26

a couple of years, I found some other moms who

1:28

wanted part-time hours. So I had it built up to

1:30

several teams and an office manager by 2021. Last

1:34

year, our gross revenue was $128,000. I

1:39

was actually up at your studio last week. I did my debt-free

1:41

scream with my kiddos. Wow.

1:45

Yes, and three years ago, I started

1:47

that journey after my divorce. And

1:51

after I got

1:53

to the beginning of this year, I finally

1:56

scaled way back. I

1:58

stopped investing in hiring and growth. I took over

2:00

roles of office manager and cleaner and I paid off

2:02

the last 20,000 of my debt. So

2:05

last year I brought home 21% of

2:07

the gross revenue and this year I'm bringing home 46%, which

2:10

has really helped speed up the process. So my

2:13

question now is kind of just

2:15

how to move forward. I

2:17

built it up by investing in coaching groups

2:19

and workshops and hiring more and this year I

2:22

totally stopped all that to just pile everything

2:24

into debt. So I kind of have

2:26

a two part question. How long

2:28

do I stay so strict with my money? I'm

2:30

working on my personal emergency fund right now. So

2:32

do I just need to finish that before hiring

2:34

more or also save some

2:36

extra for business? And how do you

2:38

know how much to? And then also

2:40

doing work and doing home life alone is

2:43

really hard and I missed some of the

2:45

accountability I had when I had mentorship before.

2:47

So is it okay to invest in

2:49

some more accountability and growth now or

2:51

just hustle, keep my head down and keep

2:53

going? Well,

2:56

I think you cut back and artificially

2:58

cut expenses really deep and put yourself

3:00

back in the labor role two

3:03

or three places to create

3:06

cash flow, but that's not sustainable. That's

3:08

a temporary move. Agreed? Right.

3:10

That's what I did in January of this year and it's been

3:12

a lot of work. But yeah, but and you don't want to

3:15

do that for five years. You don't do that for five years.

3:17

That's what I mean. It's not sustainable. You can do

3:19

it for a year. You can do it for 18

3:21

months, but you don't want to do that for five

3:23

years. That's not a that's not a goal. I want

3:26

to do for 20 years, 10 years, five years, that

3:28

kind of thing. That's what I mean by sustainable. So

3:30

yeah, you want to create a model that will run

3:32

in perpetuation that just runs out there into the future

3:34

as far as you want it to. And

3:37

so what I would start doing is as

3:41

a part of your profit and loss statement, I

3:43

would set aside out of

3:45

your profits a percentage of profits

3:48

for training and development

3:50

of you, coaching and mentorship,

3:53

that kind of thing. It doesn't

3:55

have to be much, just a little bit.

3:57

Set aside a percentage of your profits for.

4:00

uh... growth and that's adding you know and

4:03

starting to get the training going into people back

4:05

on again a little bit of time and

4:08

then the rest of your profits come home and

4:10

i don't know what that percentage is but i

4:12

mean let's just pretend so you said okay i'm

4:15

a set aside ten percent for uh... five

4:17

percent of our profits for uh... investing

4:19

in me i'm gonna set aside fifteen percent

4:21

for investing back in the business and getting

4:24

people back on board getting payroll going again

4:26

uh... getting this thing built back up where it runs

4:28

on its own steam instead of my steam uh...

4:31

get back out of the treadmill operator stage back

4:33

up in the pathfinder which is where you were

4:37

and then uh... if that's

4:39

the case that's a five and fifteen is

4:41

twenty that means i'm taking home eighty okay

4:44

if you if you use those numbers i'm not sure those

4:46

are the right numbers but that's an example and

4:49

so what i would do this each month when you do

4:51

your profit and loss is okay i got x

4:53

number thousand dollars a profit that

4:56

i'm going to plow this formula say art five

4:58

percent goes to me for my mentoring and training

5:01

fifteen percent goes to uh...

5:03

growing the business in mentoring training the new

5:06

people coming on building business backup with the

5:08

coaching stuff you were doing all that

5:11

and then the rest of its going home to finish up my

5:13

emergency fund uh... it

5:15

could be it could be more than that staying in the

5:17

business by the way it could be ten percent to you

5:20

twenty percent of these other things and seventy

5:22

percent comes home i don't care what the

5:24

percentages are i just think you need to

5:26

develop a formula so that your own autopilot

5:28

to do all of that at once that

5:30

would be my game plan if i were

5:32

in your situation but

5:35

you can also apply that formula that so i've

5:37

got some debt i'm

5:39

gonna live on a living wage out of the business and

5:42

that's all and i'm gonna put a

5:44

percentage to uh... retain

5:46

earnings and the rest of it today so i

5:48

knocked that out this the

5:51

ownership on hey

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7:01

Hey, listen up, small business owner. I don't

7:03

care which stage of business you're in. If

7:05

you're doing it alone, you're doing it wrong.

7:09

We were just talking to her about getting someone in

7:11

your life where you have mentorship, where you have coaching

7:13

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7:15

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to entrezleadership.com/elite today. Peter

7:56

is with us. Peter is in Salt Lake City.

7:58

Hi Peter, how are you? Good

8:01

sir, how are you? Better than I deserve.

8:03

What's up in your world? Oh,

8:06

we're doing great. I just wanted to first

8:08

say what an honor it is to speak

8:10

with you. I've been listening to you since

8:13

I was about 12 years old. So this

8:15

is a true, true honor to be on

8:17

the phone and to share a little success

8:19

story with you. Awesome. Tell

8:21

me, I like, hey, we like putting Bragg Stories

8:24

on because it tells people that small business people

8:26

in America are awesome and they're winning. Tell me

8:28

your Bragg story. Yes, sir. So

8:30

I'm 24 years old. I

8:33

started a low voltage electrical company

8:35

about a year ago, year and

8:37

a half ago, and we

8:40

have done phenomenal. I mean, I haven't

8:42

really shared with very many people

8:44

how well we've done, but we've grown.

8:47

We've got one full-time employee outside of

8:50

myself. I'm an a part-time employee. And

8:53

what I'm excited about is that so

8:55

far year to date, we have done

8:57

just over $220,000 in

9:01

top-line recipes. I love it. So

9:03

by low voltage, you mean you're running wiring

9:05

for things in residential or

9:07

commercial settings for speakers,

9:11

for Wi-Fi,

9:14

that kind of thing, right? That's

9:16

exactly it. Yeah, AV, fire alarm,

9:18

burglar alarm. Something

9:21

that your normal electrician probably wouldn't touch. Yeah,

9:23

you're pulling wire. That's kind of what we're

9:25

working for. Yeah, pulling wire. $250,000 worth of

9:27

wire. Yes, sir. That's

9:30

what we've done so far. And

9:33

it's been an amazing journey.

9:37

There's been a lot of scary moments.

9:39

And then the first month when

9:41

I actually wrote in about it, we've

9:43

done $20,000 in top-line revenue

9:45

since then. I mean, we've done significantly

9:47

more than that. And I

9:49

mean, I'm just incredibly blessed. And it

9:51

feels good to share that with somebody

9:53

that can appreciate that success that doesn't

9:55

feel like... You

9:57

know, because a lot of people my age or people don't...

10:00

Well, it's hard to find people to brag to. That's why

10:02

we want to have a place here where you can brag

10:04

on this show because it's good for other people

10:06

to hear you brag and it's good for you to brag.

10:09

You need to put some people around you that want

10:11

to celebrate with you when you're winning. I'm so proud

10:13

of you, man. Well done. Thank

10:16

you so much. Feels pretty good, doesn't it? Oh,

10:19

it does. Oh, it feels good. And

10:21

we've got some good projects coming up to

10:23

finish out the year and hopefully, you know,

10:25

we cross that $250,000 by

10:27

the end of the year and finish out with

10:29

that, you know, that strong first year of

10:32

business. Amen. So

10:34

actually, are you doing mainly residential

10:36

or commercial? Mainly

10:38

commercial. So that's been

10:40

about 95% of what we do. So

10:43

we do a lot of subcontract work

10:45

for some of your normal electrical companies.

10:47

And then we've got into some property

10:49

management companies as well here

10:51

and there. We've started to kind of grow

10:53

our own basic customers outside of

10:56

doing subcontracting work. Okay.

10:59

So on a commercial building, if they're redoing a bay or they're redoing a

11:01

retrofit for a tenant that left and the

11:03

new tenant's coming in, then you get to

11:05

roll in there with the electrician while they're

11:07

resetting plugs and walls and drop the low

11:09

voltage where it needs to go.

11:13

That's right. Yeah, we'll go in. We'll drop the

11:15

data drops. We'll get your Wi-Fi set up.

11:17

We'll do your key fob access. We

11:20

can do your fire alarm, your burglar alarm,

11:22

your cameras. Kind of

11:24

do that whole aspect there. And

11:26

what we found is that customers really love the

11:29

fact that we're small because there's a lot of

11:31

big companies out there. I don't need a name.

11:33

There's a lot of big security companies out there.

11:36

Kind of what pushed me to start to do

11:38

this was that I realized that those big companies

11:41

couldn't reach their customers in a

11:43

personal way. And

11:45

so that's kind of what pushed me

11:47

to start my own thing. It's

11:49

been able to help me to cater a little bit

11:51

more to the customer and give them a little bit

11:53

more of that personalized care. Yeah,

11:56

it changes everything. Find somewhere else.

11:59

Yes. Well

12:01

done Peter, proud of you man.

12:04

That is awesome. Congratulations. We

12:06

need to get some kind of a celebratory

12:09

noise or something we make around here like a

12:12

party starting or something when you have somebody like

12:14

a stud like Peter call in

12:16

is 24 years old and

12:19

pulled $250,000 worth of wire this year. That's

12:22

pretty cool man. I love it.

12:24

This is the Entre Leadership Podcast.

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13:44

Hey guys, if you're liking the Entre

13:46

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13:49

taking calls from business leaders with actual

13:51

questions about actual situations.

13:54

We're not having theoretical discussions

13:56

of leadership. No, we're actually doing

13:58

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check out here as a YouTube show. I want you to

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us spread the word share, share, share. Sharing

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is good. They taught

14:36

us that in kindergarten. All right. Mark

14:38

is with us in Houston, Texas. Hey, Mark,

14:40

what's up? Oh,

14:43

nothing much. How are you doing better than I deserve?

14:45

How can I help? Yeah. So

14:47

my question for you is how

14:50

does, how do you handle

14:52

having to let people go at Ramsey solutions? Cause

14:55

I'm my current workplace. I'm a restaurant manager.

14:58

And I find a lot of our, my bosses, they

15:01

kind of surprised me on when

15:04

they're not letting people go, that seems pretty clear

15:06

cut to me. Like someone called out five

15:08

times on our own and some reason we're

15:10

not letting them go. So I was kind of curious on

15:12

what y'all think through before y'all make a decision like that.

15:17

Okay. I'm confused about, so you've

15:19

got people there that are repeat

15:21

offenders on a behavior

15:24

and, uh, no

15:27

one ever does anything about it. They just say, stop doing

15:29

that. Yeah. Or

15:31

like just this last week, they talked to

15:33

them and like, you know, they're telling me like, Oh

15:35

yeah, we're going to let them go. And then they're like, well,

15:37

we're going to spend them for a week instead. You know, and

15:39

so it's kind of why

15:42

this that's, I don't get as I

15:44

was wanting. Well, I don't know why they did on that. Or

15:46

why didn't they fire them? I

15:49

think they're just from what I sound

15:51

see, it sounds like they're worried about Oh,

15:53

they're going to get unemployment

15:55

and then it's going to raise their like cost

15:57

them some money on the, uh, learning

18:00

that that leader that you're reporting to

18:02

is not doing a very good job and

18:05

then you've got to figure out okay when I

18:07

am a leader someday what would I do now

18:09

the way we try to treat people here is

18:11

like we'd want to be treated okay

18:14

and so if I'm screwing up I'd want somebody

18:16

tell me I'm screwing up right yeah

18:20

and then if I've been screwing up as

18:23

a pattern over time and not

18:27

just a singular screw up but it but

18:29

I keep doing the same stupid thing after

18:31

being told don't do it that

18:33

way I do it that way don't do it that way I do

18:35

it that way don't do it that way I do it that way

18:37

at some point you go okay this one's

18:40

not teachable not coachable

18:43

right and then I but

18:45

I've talked to him about it so they're

18:47

not surprised and then we go okay look

18:49

the next time you don't do it that

18:52

way you are choosing to not work here

18:54

anymore because

18:57

your autumn just expect me to come in

18:59

and let you go okay expect

19:01

me to end it so I'll

19:03

give you an example okay years ago in

19:05

our call center we had

19:08

we hired a young guy who was

19:10

very very good at his

19:12

job and matter of fact he broke

19:14

all the records in the call center he

19:17

was excellent at sales he

19:19

could be and handled the phone very

19:22

a very productive new

19:24

team member we were really excited about him but

19:26

he had this problem he couldn't seem to get to work on

19:29

time like he would just

19:31

wander in whenever the flippy wanted to now

19:33

in those days we all started

19:35

at 830 now we started all kinds of different

19:37

times but we work eight hours here so I've

19:39

got people to come in at seven leaving four

19:41

I've got people coming at 830 to leave at

19:44

530 so I've got all kinds of different times

19:46

in the building depending on what your job description

19:48

is and what you got there but in those

19:50

days the whole building came in at 830 whole

19:52

building left at 530 all right

19:55

and I sat down with him I'm like dude

19:57

you're doing really good except for this not showing

19:59

up on time thing and he goes yeah my leader

20:01

talked to me about that and he goes

20:04

I'm just breaking all the records and I went

20:06

that doesn't mean you don't show up on time

20:08

to see if I allow you to not show

20:11

up on time then I'm sanctioning your incompetence and

20:13

it sends a message to the rest of the

20:15

team that they don't have to show up on

20:17

time as long as they are a superstar and

20:19

we don't have different classes of people here I

20:21

come to work on time and I own the

20:23

freaking place so you come to work on time

20:25

you get to keep working here so do you

20:27

understand that you have to come to work at

20:29

8 30 here or you're going not going to

20:32

be here anymore he said yeah and

20:34

I said I don't think you do but here's your

20:36

warning I want you to sign this he signed the warning

20:38

not from a legal perspective just to make sure I

20:40

communicate with him I said I'm not sure when you sign

20:43

that you understood what that is he goes what do

20:45

you mean I said that is the bring a box

20:47

piece of paper and he said what

20:49

do you mean I said well that

20:51

piece of paper you just sign said if

20:53

you're late again bring a box

20:55

to pack your desk because

20:57

you're done that's the bring a

20:59

box paper and he goes oh

21:01

okay and you know sure enough it

21:04

kind of worked the guy came to work on time for

21:06

like three weeks and then the fourth week

21:08

I looked up at 9 30 and he's coming through the

21:10

parking lot late but he was carrying

21:12

his box so we had that part figured out

21:14

so that was his last day but my point

21:16

is I gave him all kinds of warnings I

21:18

gave him an explanation why I showed him what

21:21

was going on there's a pattern it wasn't one

21:23

time he was late because his kid was sick

21:25

and I'm just chopped his head off that wasn't

21:27

the thing but it was just like okay this

21:29

is why we can't have the whole stinkin place

21:31

running on a different rhythm that doesn't work this

21:33

is what we're doing and you don't

21:35

get an exception because you're the superstar sales guy and

21:38

so that would be marked what you would do with

21:41

a server or someone the restaurant business you

21:43

say okay you're being nasty the

21:45

customers okay you can't be nasty you have

21:47

to smile you say please and thank you

21:49

you have to be kind to get the

21:51

hot food out there quick you have to

21:53

get their bill to them quick turn

21:55

the table this is a restaurant business just what

21:57

we do here and if you can't do that

22:00

then we're not going to work here. And this being nasty thing,

22:02

I've told you, and next time

22:04

I tell you, bring a box. Next

22:07

time you're nasty to somebody, just go find it, go in the

22:09

back, find you a box and get your stuff and clean your

22:11

stuff out of your locker and let's go. And

22:13

so you're being very

22:16

clear, very precise that there are

22:19

absolutely going to be an

22:22

end to this pattern of

22:24

behavior. I can't keep

22:26

doing it anymore because, cause

22:29

the problem is you demoralize

22:31

your whole team leaders

22:34

when you sanction the incompetence or

22:36

the misbehavior of another team

22:38

member, if you just allow

22:40

that to go on, they think

22:42

you're an idiot as a leader, they

22:44

think you're weak as a leader, or

22:47

they think you're too dumb to even see what's going

22:49

on and maybe you didn't

22:51

see what was going on, but when you

22:53

discover it, you've got to act on it

22:55

then you don't have any options. And there's

22:57

no class of

22:59

people that get a

23:01

pass on this because you demoralize

23:04

everyone that's watching. And

23:06

by the way, they are energized when you

23:08

hold people accountable to the

23:11

values, to the behaviors, to

23:13

the productivity that you

23:15

stated, this is who we are. It's what we do. I'm

23:18

held accountable. Why aren't you? Of course you are.

23:21

The customer holds me accountable. I own the place.

23:23

And so I'm going to hold you

23:26

accountable for delivering the product with excellence

23:28

in a timely manner and

23:30

in a way that causes everyone to smile and

23:32

you know, and people aren't destroyed in the process.

23:34

You don't get to step all over people in

23:36

the process. That's how this deal works. I'm

23:39

not sure you're in a place to do anything about it, Mark.

23:41

I think you're kind of griping

23:43

about your leader right now and

23:45

you need to go to your leader and find out if

23:47

your leader just a doofus and is lazy or wuss, or,

23:50

uh, is

23:52

there something you can learn that your leader is saying,

23:55

there's a reason I'm not letting them go and

23:57

you go, okay, cause when I'm in your seat someday,

23:59

I'm going it

26:00

as well. It's a

26:02

bit hard for us to sort of manage that. I

26:04

wanted to share your thoughts on that. Yeah.

26:07

One of the ways I learned to

26:09

do that, because I'm

26:11

so driven and so entrepreneurial, that

26:14

I've got more ideas than I have money

26:17

my whole life. Does

26:20

that matter? You know what I'm saying? I've never had

26:23

as much money as I did ideas ever in my

26:25

life. Can you relate to that? Oh

26:27

yeah, I can relate. And so what

26:30

that told me was that I would never

26:33

get to the point ever,

26:35

and I still haven't, and I've been doing this 30 years,

26:38

that I had enough money to do everything.

26:40

And

26:43

if you're waiting to get there before you take

26:45

money home, you're never going to

26:47

get there, so you're never going to take money home. So we got to

26:49

change that. That was the logic

26:51

I walked through in my head. So

26:54

I said, all right, I'm never going

26:56

to have enough money to do all

26:58

the ideas. So I'm already having to

27:00

force rank, forced rank,

27:02

the ideas from best idea to worst

27:04

idea, most probable to make money idea

27:07

to least probable to make money idea.

27:09

And idea that's going to make the

27:11

money, the most money, the fastest idea

27:13

is at the top, right? You following

27:15

me? Yes. And then

27:17

some of the ideas we just, we ran out of

27:19

money before we got down the list very far all

27:22

the way. So all that happens there is

27:25

if I'm going to take some money home, I

27:27

just don't get as far down the list, but

27:30

you're never going to get all the way

27:32

down the list anyway. So you might as

27:34

well decide, Hey, the reason I'm running this

27:36

business is not sheerly so it grows. I'm

27:39

running this business so I can have

27:41

a great life. So while I'm growing

27:43

this business aggressively, then

27:46

I want to have a great life. And

27:48

so we've had double digit growth

27:50

almost every year for 30 years.

27:53

Some years we had 25 or 30% growth.

27:55

You're having a hundred percent growth in one year, but

27:58

on a smaller amount of money. percent growth,

28:00

it'd be 300 million growth on top line.

28:02

That'd be pretty stinking incredible. But I mean,

28:05

double digit is still, you know, 60 million

28:07

bucks, right? And

28:11

in growth. So, you know,

28:13

if I have double digit at this level,

28:15

it's it's sweet. But

28:17

even then, could I have, you know, 15 percent

28:21

instead of 12 percent? Maybe,

28:23

but I'm still gonna take some

28:25

home and not grow quite

28:28

as fast. Right.

28:33

I'm sorry. A lot of

28:35

our cash is not even going towards, you

28:38

know, future ideas. It's keeping up with current

28:40

demands, you know, just the increase in sales

28:42

that we have. We have to just keep

28:44

our our shelves stocked, so to

28:46

speak. So,

28:48

you know what I mean? That's what sort of makes

28:50

this equation a little bit harder. While

28:52

we also have a whole pipeline of ideas that

28:55

that have a high probability of success. The

29:03

only thing that comes to mind immediately, and I'm

29:05

not sure it's correct in your situation, but I'll

29:08

say it out loud anyway, is

29:12

if I'm running out of inventory because

29:15

I've got such a hit, the

29:17

rate of sale, the burn rate, is

29:19

so fast that it's eating up all

29:22

of my profits to keep inventory back

29:24

on the shelves. Maybe I

29:26

need to raise my prices and

29:28

slow the velocity down, but

29:30

make more money per unit. I

29:35

don't know the item you're selling or what it is,

29:37

so I don't know how accurate that idea is, but

29:40

sometimes if you've got something

29:42

where they, because here, what would happen if

29:45

you had more inventory demand

29:47

than you could find cash?

29:49

What would you do? Or

29:51

you would run out? You'd be in back order.

29:55

Correct. Yeah. And

29:57

so, what would you

29:59

do then? I mean that that's like the extreme

30:01

other end of this you you it's

30:03

possible that you could run completely out of cash

30:05

and Out of inventory

30:07

because the burn because the inventory velocity

30:10

rate the turnover rates so high on

30:12

the inventory velocity And so the

30:14

only way to slow that down is raise the prices

30:17

and that that solves two things It slows

30:19

the velocity down slow sales down and per

30:22

unit But it raises price per unit and

30:24

allows you to fold more money back in

30:27

So that's a really good problem to

30:29

have I Wish

30:33

I had that problem on a couple things around

30:35

here I don't I got a couple of them

30:37

that are but most of them are most of

30:39

them are the opposite end of the problem But

30:41

yeah, that's a really that means

30:44

you got a hit of some kind and Congratulations

30:47

on that so and I'm not

30:49

gonna borrow money into in but even a hit so

30:52

You know you got it. You got something that's hot

30:54

as a firecracker here. This is awesome Congratulations Charles well,

30:57

and that explains how you go from one to two

30:59

million in one year that that makes

31:01

you double your dead-end gun revenues, okay? so

31:08

Hmm Yeah, cuz

31:10

you're you're not holding that inventory. It's

31:12

burning straight through is what you're describing

31:14

it Yeah, that's the only thing I could

31:16

think of somehow. I've got to slow the velocity down and get

31:18

this to a Sustainable thing

31:20

because if it kept if it kept on doing

31:23

that power curve Exponential

31:25

curve on your math you're gonna

31:28

blow out you're gonna have nothing Because

31:30

and you're gonna end up with six weeks of back orders Because

31:34

you simply can't produce it fast enough and

31:37

so Yeah,

31:40

that's a horrible problem to have but there you

31:42

go Yeah,

31:45

that's the only thing I could think of off the top of

31:47

my head Charles. I'm not sure that's a great scenario,

31:50

but That's the

31:52

first thing pops in my head. Maybe maybe you'll get an

31:54

idea off of that bad idea Hopefully

31:56

hopefully that'll be that that kind of help you

31:58

know sometimes I tell you what this do and that's

32:00

just what you don't do. So there you go. Good

32:04

stuff. Hey man, that's fun.

32:06

Congratulations on your success. I'm so happy

32:09

for you. Hey folks, remember

32:11

better a weary warrior than a quivering

32:13

critic. This world needs more

32:15

high quality leaders. So take

32:17

courage and lead. This

32:20

is the Entree Leadership Podcast. Go

32:30

to beadaholique.com for all of your beading supplies needs!