Episode 5: Are You Too Messed Up To Be An Entrepreneur?

The gift of being different

Are you doubting whether you are really equipped to be an entrepreneur? Are you really shy? Distractible? Impulsive? Not good around people? Dyslexic? Have mood issues? 

In episode 5 of the Elite Entrepreneur show, we tell you that none of this has to matter! 

Host Niel Malan gets really personal about his struggles going from failure to success; how he went from “being different” to identifying his strengths and using knowledge and people to build a successful business.

We look at the importance of acknowledging your weaknesses and building a team around you to fill those gaps.

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Transcript

Ladies and gentlemen, welcome to episode number five of the Elite Entrepreneur show, where we invest in our own minds and our own knowledge to become those elite entrepreneurs who build empires, where most entrepreneurs struggle. 

Today, I have a very special episode that has kind of a weird title: “Are you too messed up to be an entrepreneur?”

You see, over the years I’ve had so many entrepreneurs come to me and say, “Neil, I don’t know if I’m really equipped to be an entrepreneur”, “I’m very ADD”, or “I’m very distractible”, or “I’m really shy”, “I’m not good around people”, “I feel awkward”. 

I’ve noticed a lot of entrepreneurs really struggle with this, and I thought today I would get very personal and share with you guys a lot of information about myself that I don’t normally reveal.

I want to address this question: are you too weird or too messed up to be an entrepreneur? 

Welcome to our show. I look forward to spending time with you. 

So, a little bit of background about me. When I was born, my mom had severe birth trauma and basically, what happened is I had insomnia my whole life. I slept an average of an hour a night and I had tremendous trouble sitting still. And from what I can remember, I had severe learning disabilities. I had to constantly go for classes and lessons on how to learn. 

I had an awful stutter, I just battled to pronounce words. And I was shy as a kid, I just couldn’t talk to anybody. 

Everything was just broken, it was just wrong. Even my hips, my hips were turned out and the doctor told my mom they were going to have to break my pelvis to get my legs turned in. She just said, “Listen, it’s going to be too traumatic for him to do that.” Until this day, I’ve got a little bit of a duck walk as a result of it. 

I had behavioural problems. I was rioting at school; I was constantly in trouble. I spent more time in the headmaster’s quarters getting a caning, back then there was still corporal punishment about what I had done in class. 

I was sensitive to light. I was sensitive to labels from my clothes. Till this day, I cut out labels, I can’t wear labels in the inside of my clothing. 

I had tremendous sensory overload. You know, the smallest of things would make me feel just completely overwhelmed and completely overloaded. 

I really doubted myself because I really wasn’t good at anything. You know, I come out of a family of academics. So, my mother has a Master’s in Psychology, she’s a clinical psychologist. My dad has a PhD in language. My sister has a PhD in anthropology. My brother’s got a PhD in computer science. Yeah, I could barely finish high school. 

I think the only reason they put me through high school is so that I can stop bugging the teachers and everybody else that can get under that. 

I doubted myself, I had severe distractibility, dyslexia. Until this day, I mean if you see my writing, my wife always laughs at the way I write. It’s quite something to behold. 

My whole life, I would start projects and not finish them. I would jump from one idea to the next one. I had awful administrative skills. I mean, I just couldn’t keep it together when it came to money, when it came to admin, when it came to any kind of arrangements. There was just constantly a state of disarray and mess around me. 

I was inconsistent. One day, I’d be happy and the next I’d be sad, the next I’d fly off the handle, had mood issues. To be honest with you guys, I didn’t know if I’d really had anything to offer this world because I just thought to myself, “you know, you’re a mess”. It’s like everybody around you is these academic achievers. My brother and sister in school, they were always the top performers. My sister was head girl. My brother wrote the first year of college math when he was in Grade 10 because he was bored. That’s how bright the guy is, he had nine distinctions. He was one of the top three people in the country when he graduated in his grade. 

So, I had this contrast of a really clever, very bright academic family and I just wasn’t good at anything. I wasn’t even good at sport. I had Simon’s disease, which affects your back as a kid. You’re basically in agonizing pain all the time; it’s difficult to move. Fortunately, I outgrew it. 

I just really doubted myself. I had tremendous self-doubt as a kid. I couldn’t be good at anything. The only thing I was good at was causing trouble. So, I was really down on myself as a kid and I didn’t have any real career prospects. 

So, my life became a self-improvement project very early on. It’s like when I was in high school, I felt constantly depressed. I felt down on myself and I didn’t know if I could succeed at anything. 

When it was time to leave school, the only thing I could do was take commission sales jobs. I mean, nobody else would hire me because there was nothing to hire. 

I had to take really crappy jobs. And even waitering jobs. The only places I could find waitering jobs were the jobs that other waiters didn’t want. 

I had to do these commission sales jobs. I think I may have told these stories before, but I sold pots and pans and I sold encyclopedias and all that stuff on commission because there’s no risk in hiring a commissioner as a salesperson. 

Even that, I failed at. It was awful. 

My whole life became a self-improvement project. I had to teach myself how to learn. I had to literally sit with a book in front of me and finish cover to cover. 

The first time I finished reading a book from cover to cover was, I think I was 19 or 20 years of age, when I’d forced myself to learn how to sell. 

I had to learn sales and marketing because it was very clear to me I wasn’t going to get any job other than sales. 

I wasn’t good at that in the beginning either. I had to really just force myself to learn, and it took me so much longer to learn than anybody else. It took me like five times longer because whenever I would sit down and tried something to get to study, to start studying, something would distract me. I had to learn to focus more. 

I had to learn to get along with people better. I was never really good with people at all and I had to learn to regulate my mood that I don’t fly to handles all the time. The list continues. 

I always felt resentful. I always felt like, why me? Why do I have to have so many damn problems? Can’t I just be normal? Can’t I just be that person that can study for a test and actually write it, and not be seen as this delinquent that’s purposefully difficult or a troublemaker or anything like that? Why is it so hard for me to concentrate? Why is it so difficult for me to just get my financial affairs in order? Why am I constantly going from chaos to chaos and behavioural problems and relationship problems? 

The list continues. 

I felt like a three-legged pony trying to win a race. I just didn’t feel like I had the equipment and the goods, the mental and emotional equipment to succeed in life. And I was really resentful, I always felt like, why me? Why do I have to have all these problems? And why can’t it just go away? I had a lot of anger for a long time in my life as a result of that. 

What then happened is – I told this story before so I’m just going to power through it real quick – I learned to succeed in selling, and I became good at one thing. And it was such a God-sent that I became good at something that I just applied myself and I just sold and sold and sold and sold. 

I was the hardest working guy in that gym. I was selling gym memberships on the phone back then, out of the white pages phone book. If you can believe it, okay? And I just said, “Look, I cannot get ahead in any other way other than working harder than anybody else. I just don’t have what it takes”. 

It takes me longer to learn. It takes me longer to finish anything. I’m distractible. I’m all over the damn place. I’ve got behavioural problems. The only thing I can do is work harder. That’s literally all I had. 

And all I did is, I just applied myself to sales and I pushed myself and I pushed myself. And I became very, very successful in selling and at a very young age, I was given the opportunity to buy a business. 

I remember that I thought to myself, who the hell are you to become an entrepreneur? I mean, you’re an absolute wreck of an individual. Why on earth would you succeed as an entrepreneur? I mean, what have you got going for you? 

I don’t know what got me to do it. I guess I just had nothing to lose. I was 23 years old. The company offered me the opportunity to pay it off. I didn’t have the money for it back then because I was always spending all the money that I was making. I was making a lot of money. I was spending more than what I was making. 

Anyway, I became successful as an entrepreneur after I bought that first business. And things started changing for me. I started developing more confidence. I started noticing that there are certain things that I’m good at and I ran a successful business, despite myself. 

It took me many, many years to realize that with all of the challenges that I’ve got, all of the behavioural issues and the AD…

By the way, I want to talk to you a little bit about ADD. It’s become very popular for people to say, “ADD is overdiagnosed” and people just go and drug their kids and Ritalin… it’s this awful thing, it kills people or whatever”. 

Listen, I’m not here to cast judgment on whether ADD is real or not or whether Ritalin or drugs are good or not. That’s not my point. 

All I can tell you is that every single test and every single brain scan I’ve ever done shows severe ADD. It’s not a made-up thing. You can physically see a brain scan. 

I flew over to clinics in New York a couple of years ago, where they physically did a brain scan on me. And it showed my left frontal lobe, I’ve got a little bit of a legion from a head trauma as a kid. Very little blood flow in the prefrontal cortex. When I try to concentrate, it shuts down the amygdala, which is kind of your fight and flight, it’s always like flared up. 

So, you can look at it at a neurological level, it’s a real thing. It took me many years to actually come to terms with the fact that I’ve got it because it was easier to be in denial about it. It’s like, that’s just the thing. That’s crap. That’s not me. Like the male ego kicks in with this kind of thing, and it’s like that’s not me. 

Anyhow, I realize that I’ve got it and the moment I accepted that I could do something about it. Until this day, I’ll take [medicine], and there’s a lot of other things that I do. 

You’ve got to get your diet right, you’ve got to get your exercise right, your sleep right, your social support. 

Don’t get me wrong, there isn’t a magic pill, but that’s one of the things that I do to keep it together. 

I systematically learned to take care of myself. I learned to accept the fact that I’ve got this thing and that I’ve got to deal with it. And the way I dealt with it is I said, look, a diabetic that has to take insulin shots, they don’t feel weak or pathetic because they’ve got to take insulin, they’re diabetic. Someone who’s got cancer has to take chemo. And the list continues. 

I just said, listen, I’ve got this thing, I’ve got to take medication to help me. And it’s been the best thing that I’ve done for myself to help get things together. 

That’s really when a lot of things changed because I could finally concentrate, I could finally finish tasks, I could finally become more together. The mood swings got a lot better and all that kind of stuff. 

But I was still different from most people. My whole life, I’ve always been different. 

I remember when I wanted to buy that first business, my whole family said to me, “Neil, that’s risky” and “what if it doesn’t work” and “what if it fails?”. 

My friends at the time didn’t have a frame of reference for entrepreneurship. I grew up quite poor, I guess we were middle class. I felt broke because I had all the hand-me-down clothing. Anyway, to cut a long story short, through just not giving up I just learned, building block by building block, how to improve different areas of my life. Until I got to a point where I was functional. 

I started becoming a lot more functional as a person. 

And when I was studying ADD, I started noticing that a lot of entrepreneurs seemed very similar to myself, although they were also, in their own ways, very weird. 

A lot of the guys were just awkward, they looked different and some of the guys were crazy with ideas. A lot of them would also have mood issues and would often be very impulsive. 

So, when I started coaching entrepreneurs, then I started noticing, wow, that’s interesting. I’m noticing more and more people like me. 

I started noticing the gift in being different. I started noticing that I think in a different way to most other people. Where most people see boundaries and boxes and rules and difficulty seeing past it, I could start seeing connection points across the lines and through that, create new concepts, new products and put things together. 

Entrepreneurs generally are different, and it’s not to say that all entrepreneurs are different. There’s a brand of entrepreneurs that are “normal”, that also run very successful companies. I’m not saying you have to be weird, but I can tell you, statistics show that about 70% of all entrepreneurs are ADD, many of them are dyslexic, many of them have got the same mood issues, they’re impulsive and so forth. 

I want to tell you that there’s a gift to it, right? If you can resonate with anything of it, there’s a gift to it because you can see opportunities that other people can’t see. They can only see obstacles. And you’re willing to take risks that other people aren’t willing to take. 

To succeed as an entrepreneur, you have to take calculated risks because you can’t play it safe. You have to push yourself. You’ve got to push the envelope. 

Leadership comes with the ability to take risks. I want to talk to you about leadership. To lead means you go first. And to lead generally means that you’re going into uncharted territory. 

I mean, why else would you need a leader? If there’s a path that gets walked every single day, you don’t need a leader to show the people the path, they already know the path. You need a manager to make sure people walk the path. You don’t need a leader. 

A leader takes people into uncharted territory. And to be able to lead you’ve got to be able to take risks. You’ve got to be able to go into the unknown bravely and conquer. 

Another thing that I’ve noticed with entrepreneurs, they’ve got tremendous resilience. I think the game of business is a long game, and a lot of people battle with this, and I battled with it in the beginning. 

I thought, “Boom, you walk in, you make a lot of money. Bam, you’re sorted, holiday for the rest of your life”. 

The weird thing with me is it actually happened. I became a millionaire at the age of 26. I had a lot of money and I was bored out of my skull. 

So I decided to go back into business and make myself useful to other people. 

But the businesses I started after that took a long time. Remember, I bought an existing business. The new ones I started, oh my God, it took a long time. 

So, it’s a long game. Entrepreneurship is a long game. You don’t walk into wealth without hard work, you don’t walk into instant riches. Your first three, five years, it’s going to be invasive. It’s going to be suffering and is going to be a lot of pain before you really make the big money. 

It requires tremendous resilience, it requires tenacity, and a refusal to give up. 

What I’ve noticed with many entrepreneurs is that something in their lives forced them to become incredibly strong internally. Even though there’s a lot of self-doubt, there’s a sense of “I’m not going to give up, nothing is going to break me, nothing’s going to get me down”.

I believe that’s one of the most important attributes that you need for success. 

I’m living proof of it. Honestly, I have no special gifts. I didn’t come from a family that was networked. I didn’t come from a family that had any entrepreneurs. There was not one entrepreneur in my entire family, there wasn’t one salesperson in my entire family, everybody was academics. I didn’t have mentors, I didn’t have guidance. I didn’t have proper academics; it was just like I was at a disadvantage with everything. 

And because of it, I learned resilience and that became my biggest strength. There’s a blessing in every curse, right? 

I’ve noticed that entrepreneurs have tremendous resilience and if you don’t have resilience, if you don’t have the refusal to give up as an entrepreneur, entrepreneurship may not be for you because it is just that tough. It’s just the kind of thing that you cannot succeed with unless you can play a long game and unless you can deal with setback after setback and you can bounce back and you can get back in the saddle.

Entrepreneurs often become very good salespeople because they constantly have to talk themselves out of trouble. Even as kids, entrepreneurs will often be the guys selling stuff at school, doing deals, talking themselves out of the trouble that they’ve caused themselves in the first place. And every time there’s a sense of self-reliance that gets developed in an entrepreneur. 

What I realized many, many years later, I mean, you can see I’ve contemplated this sole issue for so long because it was such a big problem for me, I realized that I didn’t have to be good at the things that I was bad at. It took me until a couple of years ago to really get it. 

I knew it conceptually, but I didn’t really get it. I didn’t have to become good at the things I was bad at. I realized one day, I don’t have to become good at finances. I’ve become very good at finances, out of my own choosing, right? Very good. But I realized, at the time, that I don’t have to become brilliant at legal. I don’t have to become brilliant at people. I’ve got to become brilliant at hiring people that are good at those things. 

I mean, if I’m looking for an engineer, I’m not going to try to become a great engineer. I’m going to hire one. Right? Same thing with an attorney. 

In the old days, I was trying to compensate, I was trying to prove to myself that I was worthy. So, I tried to do all the stuff. I tried to become the guy that was good at organizing my finances and organizing my admin… and I became mediocre at it, instead of really bad. But am I good at it? No. Hell no. 

I realized I was actually not a smart entrepreneur. I was trying to overcompensate for my own lack of worth and my feeling that I’m not adequate, and that I’m not good enough. 

That’s why I was trying to do everything myself. I wasn’t an effective entrepreneur because I wasn’t leveraging other people’s skills. 

It’s only when I made that mindset shift and said, “Hold on a second, why am I trying to become good at everything else that I’m not good at? Why don’t I just hire people that are good at the things I’m not good at? Then I can focus on the things that I’m am good at?” 

What I did is I took stock and I said, “All right, what are you good at? What are you better at than most other people?” 

It came down to a strategy. I was very, very good at strategy. I was really good at rallying people, motivating for a cause. Lobbying, getting momentum on a project and influencing people. Those were pretty much my strengths. 

The rest of the stuff, I was bad at. 

I just decided, the next skill I’m going to learn, the most important skill I’m going to learn now is the skill of building a team. Because as long as I have the ability to attract and hire and retain all the skills that I don’t have, I can stop this effort of becoming great at things that I’m not great at and become world-class at the few things that I am great at. 

It sounds like such a small distinction, but it really changed absolutely everything for me. It’s like I said earlier, I started noticing entrepreneurs and I started noticing this pattern. 70% of them were ADD. Many, many entrepreneurs had learning disabilities at school. So many entrepreneurs till this day tell me, “my handwriting is awful”, “I’m dyslexic”, “I’m distractible”, “I’ve got five different businesses, none of them are working”. 

Many of them had mood and behavioural problems. Many of them are introverted, they seem very outgoing and gregarious, but quite honestly, they’re actually or preferably on their own. 

It’s not always the case, these are just some of the patterns that I’ve seen and they’re often very sensitive and extremely responsive and reactive, sometimes they overreact to situations. 

I read a book that excellently explained this entire thing to me. It helped me get it. It’s called, ‘Hunters in A Farmer’s World’. 

There’s a distinct difference between a hunter and a farmer, neither are good or bad, society needs both. They’re just different. 

The anatomy of a hunter, if you think about the old days, back in the caveman days, a hunter had to be from a certain constitution, had to have a certain makeup to succeed as a hunter. The hunter had to have very open sensory awareness. 

Now, what I mean by that is that, if the hunter goes out and seeks prey, seeks food, and there’s the tiniest little rustle of leaves, that hunter must be able to notice it. 

The reason why the ability to get sensory overloaded very quickly is because more external stimuli needs to make it into that individual’s brain quicker, more than anybody else. 

So, that person could respond and say, “listen, that’s a sabre-tooth tiger, that’s not a little rustle in the wind”. 

The hunter has to have tremendous tenacity, to be able to run and track down game for days and days on end. 

But after the kill, they need to basically lie in the sun, when everybody else came in and chopped up the animal and processed it and all that kind of stuff. So, the hunter wasn’t built for routine. The hunter wasn’t built for, “Okay, cool. I’m going to wake up at 6 o’clock in the morning and then I’m going to do my push-ups. And then I’m going to go and find game, and then I’m going to come back at 12 o’clock.” 

That’s not the anatomy of a hunter. 

A hunter works on cycles; is often very intuitive, has a feeling that there’s something going on, or has a sense that there’s game or danger nearby. 

The hunter had to also be able to be a leader, but make internal decisions. Say, “Guys, this is the spot. Here’s why. I can’t always explain why I’m taking you in this direction but I am taking you in this direction.” 

The hunter had to have a tremendous appetite for risk and for danger, to be able to put themselves out there every single day. 

The hunter couldn’t be successful unless they were made up that way. And today, the entrepreneur is the hunter. We’re not hunting buck; we’re hunting business ideas. We are hunting capital. We’re hunting team members. We are hunting victory over established norms. We’re hunting for a better life for people around us. We’re still hunters, we just hunt for different things. 

The anatomy of a farmer is more built for maintaining, and more methodical work. The farmer is a person that likes looking at earthwork, breaking it down into components, putting it in place. Preparing the field, making sure that you’re sowing the seeds on time, making sure that there’s water, making sure that there’s fertilizer, making sure that the bushes are pulled out, making sure that the teams are working, making sure that the farming implements are sharpened and that kind of stuff. 

Now, society can’t function with either the one or the other, you need both. And no business can work without farmers. You can’t have too many hunters in the business because it’s just chaos. 

I don’t want you to see hunting or farming as a judgment call. It’s really more of an analogy in terms of people’s modus operandi. 

If you’re a hunter, you need to embrace it. Instead of trying to change who you are and your calling, you need to embrace it. You need to find the gift that makes you different in a way that can serve you, in a way that can serve your company, in a way that can serve your clients. You need to leverage those strengths. You’ve got to stop this idea of trying to become better at all the things that you’re bad at. 

Listen, when I say that, I’m also a realist. If you, for example, are really bad with people, like I used to be, if you fly off the handle and you’re destructive… you can’t build a team unless you fix that. 

There are certain weaknesses you will have to fix, but honing in on building a team, honing in on becoming great with people, honing in on building great teams and from there, understand what your strengths are, look at your repository of strengths and focus on those.

For example, Bill Gates, who for the longest time was the richest person on the planet. He didn’t like being the CEO of a company, he wanted to become an architect. So, he appointed employee number 23, Steve Ballmer, to become the CEO of that business. 

[Gates] just wanted to become an architect, he wanted to focus on building products and that’s what he did most of his career. It was very smart, very, very sensible. 

Effective entrepreneurs are the people that understand what they’re good at, understand what the base contribution to the business is and they build teams around them to compensate for it.

In our company, for example, we’ve got all leadership team. We’ve got Tam, who does an incredible job at Fulfilment. She’s much better than I am at making sure that every student has a student coach. Making sure that the campaign strategists that help our students are effective. Making sure that the new programs are being launched. Making sure that all the I’s are dotted and the T’s are crossed. Significantly, better than I am. 

We’ve got Candy and Geoff who head up Sales, that’s what they’re built for. Built for building sales teams and making sure that the sales guys achieve their targets. And we’ve got people in finance, Annelie is phenomenal, she’s brilliant, she keeps a tight ship, and the list continues. 

All I’ve got to do is, I’ve got to make sure that I provide leadership in this business. I’ve got to make sure that I set the strategy. I’ve got to say, guys, this is the direction where we going. 

If you’ve got a ship that doesn’t have a destination but has set sail, it’s going to end up shipwrecked against the rocks, because where is it sailing to? It’s just going to go around in circles. 

A lot of entrepreneurs neglect their responsibility to provide leadership. It’s your job as a leader to define the path, to say, this is where we’re going. It’s not your job to tell people exactly how are we going to get there, that’s why you hire people, right? 

It’s my job to provide direction or strategy, my job to set the big goals for the company and say “this is what we’re about”. 

It’s my job to differentiate the business and say, “How are we going to be different from competitors?”

For as at Elite Inc. it’s very simple. We have a higher student success rate than any other company like us on the planet. Not by a small margin, by a mile. 95% of our students graduate, our success rate is off the charts. 

So, I had to decide what are we going to be better at? Are we going to be better at technology or are we going to be better at training programs? Are going to have more pretty training materials… I said, “No, just student success”. That’s my job. 

I’ve got to set the company’s culture; the values, the vision, the mission, and I’ve got to make sure everybody buys into it. I’ve got to put higher level deals together. For example, we’re doing a capital raise soon, we’re going to be raising millions of dollars. I’ve got to work with my team, I’ve got to make sure that I get on stage and I can pitch it to investors; I’ve got to put high-level relationships together. 

Those are the only things I should be doing, for the rest I’ve got to back off so that other people can do their jobs properly. I’ve got to make sure we’re building the right teams. 

So, my message to you today is this, if you’re a little weird, if you’re a little bit awkward, if you’re a little bit different to other people, if you’re a troublemaker, or distractable, if you’re the kind of person that’s all over the place and you are questioning whether or not you should be an entrepreneur, I would argue that you probably should be an entrepreneur because you’re probably built for it. 

You are probably a hunter. 

Whether you’ve had entrepreneurial success in the past or not, it may be worth considering. 

I also want to give you a cautionary note. Don’t just rush it into starting any business, because you need to have a hot business idea in a viable market. 

That’s why a lot of people who are looking for a first-time business, I advise them to let us help them open up a lead generation agency, because that’s really where it’s at. 

I’m not going to talk about that, I spoke about it Episode 4. 

So, don’t just willy-nilly go out and start a business, that’s not sensible. Start a good business. But you probably are built to be an entrepreneur. If you battle with stress, if you battle with some long-term stamina; it may not be for you because it can be very challenging to run a business. 

To those who are already entrepreneurs, I know that many of you watching or listening right now probably already have a business. Your question is, how do I improve? How do I get better, how do I stop this grind of me doing everything? 

My best advice to you is what I just told you. Focus on your strengths. Focus on the few things that you should do and make your number one skill-building a team. 

Read what you can about building a great team; there’re wonderful books about it. Read whatever you can about hiring. There’s a great book called ‘Who’ by Jeffrey Smart that will give you a hiring methodology. There are great books on building culture. There are great books on becoming a more effective leader. There’s a book called ‘Multiply’ I’m reading right now, which is actually exquisite. Invest or even focus all your energy at building a great team because the more you build a successful team around you, the better you become at focusing on your areas of genius. 

Now, I want to know what you think. I want to know your thoughts, your ideas. In what way are you weird? In what way are you different? Did you have similar experiences to me? How did you feel about yourself and can you relate to what I just said? 

I want you to go to www.eliteinc.com/5 and in the comments box, I want you to tell me about your experience of thinking whether or not you should become an entrepreneur, being an entrepreneur. 

Give me some feedback on this episode. I’d love to know what you guys think. It’s a little bit different, I know, but I think it’s something that’s important to address. So, www.eliteinc.com/5. 

Those of you watching on YouTube, please remember to hit the ‘subscribe’ button, and leave a comment for us. Those who are tuned in on a podcast, please give us a review and give us a comment as well. We’d love to know if we’re doing a good job. 

Also, tell me what future episodes you’d like me to shoot, what topics you’d like me to address, what questions are in your mind. I always love reading the comments that you guys give me and I’d really want to make sure that our community is proactive and participative. 

Those of you looking for a business opportunity or to grow your current company, why don’t you go to www.eliteinc.com/5 book a complimentary 15-minute breakthrough call with one of my coaches. Maybe we can help you take that next step. 

Thank you so much for tuning in. I really appreciate your time. I don’t take it for granted. I know that every minute in your life counts and the fact that you just spent this time with me, I’m grateful for it. 

Thank you so much. See you in Episode 6. 

2019-09-19T22:06:44+00:00