0:26

All right , you guys . So thanks for coming back . I'm your

0:28

host , dr LaTosha Nelson , and today we

0:31

are honored to have Mr Aaron Trahan

0:33

on the show with us . He is dedicated

0:36

to helping leaders unleash their full potential

0:38

. He is also the founder of

0:40

Performance Mindset Coaching , which I can't wait

0:42

to hear more about . Can you start us

0:44

off by telling us a little bit more about your career

0:46

journey and what inspired you

0:48

to found this organization

0:50

?

0:50

career journey and what

0:52

inspired you to found this organization

0:55

? Yeah , absolutely . And for me the

1:01

origin story of kind of what's put me in this seat that I'm in today

1:03

really started with me being on the other side of the screen

1:05

, or table , if you will . The past almost

1:07

20 years for me has been spent

1:09

as a executive leader

1:12

operator . I was

1:14

fortunate enough to have worked

1:16

my way into a leadership role

1:18

very early in my career . Just

1:21

a few short years into my corporate

1:24

career I assumed some

1:26

leadership responsibilities and took

1:28

on my first leadership role and

1:31

, yes , some of it was

1:33

hard work . There

1:40

was also some right place , right time . But over the next seven to eight years my career really

1:42

skyrocketed . I climbed up the proverbial

1:45

corporate ladder very , very quickly and

1:47

eventually landed to becoming a senior

1:49

executive leader of a billion dollar

1:51

publicly traded organization by

1:54

the age of 30 . And if that

1:56

sounds like a highlight reel , let me throw

1:58

some cold water on that , because I can

2:00

assure you I made every mistake

2:02

there possibly could have been made on

2:05

that journey . And I think where

2:08

just about every leader kind of

2:10

reaches this point

2:12

after they've kind of found some success

2:14

was some type of realization

2:17

. As Marshall Goldsmith has always

2:19

said what got you here won't get

2:21

you there . So somewhere along the

2:23

lines , I started listening to that internal

2:26

voice coming from inside the comfort zone

2:28

telling me look at what you've achieved

2:31

, you've made it . You've achieved , you've made it , you've arrived , you've

2:33

got it all figured out . And listening

2:35

to that type of voice

2:37

for too long , I

2:39

realized that I was no longer growing

2:42

at the same rate that I was . I was no longer

2:44

being as coachable as I once

2:46

was . I was no longer striving for continuous

2:49

improvement I

2:52

once was . I was no longer striving for continuous improvement and I knew that if I needed

2:54

to get back on that growth journey , I needed to go back to the

2:56

drawing board . I needed some help . And so

2:58

that's what actually led me to coaching , was

3:00

me needing it for myself as kind

3:02

of a young let's

3:05

just say inflated ego

3:07

executive that

3:09

had probably been avoiding

3:11

blind spots in development areas

3:13

for a bit too long . And , to

3:15

make a long story short , that was a

3:18

very pivot point

3:20

moment in my career that

3:22

really drove an entirely different mindset

3:25

shift for me of

3:27

helping me become a more effective leader

3:29

. Stop focusing so much on me and

3:32

start putting my focus on the we . What if

3:34

I helped everybody else around me

3:36

my team , my direct reports get

3:39

better and reach the next level , and that's where

3:41

I was kind of deriving all of my purpose

3:43

. And so , about two years ago , the

3:45

window of opportunity opened for me to really

3:48

take the plunge in doing this full time

3:50

, launching my own firm , and I

3:53

guess , as they say , the rest is history .

3:55

I think it's really empowering to hear

3:57

someone share the

4:00

real side of their journey . As

4:02

you were describing your journey , what I

4:04

thought immediately was that sounds so scary

4:06

. And I say that as someone

4:08

who can remember very clearly

4:11

early career , just

4:13

still trying to figure out who I was , what

4:15

the rules were , how

4:18

to apply those rules , especially in

4:21

my particular position , because I

4:23

was always finding myself to be one

4:25

of the youngest people on my teams my

4:32

teams , in fact . I can remember someone saying to me I've got shoes older than you

4:34

. So I got to a point where I just stopped sharing anything that was identifiable

4:36

about me that someone could use to

4:39

say , hey , you don't have enough experience

4:41

here , or even

4:43

your input , your insights , may not

4:45

be as valuable because you lack this

4:47

experience . So the

4:49

fact that you went from there very

4:51

quickly to an

4:54

executive leader who

4:56

was able to recognize and I'm eager to

4:58

hear how quickly you got to this

5:00

point you were able to recognize at some

5:02

point that maybe you weren't as

5:04

pliable , as

5:06

coachable as you should have been

5:08

. Talk to me a little bit

5:11

about what that looked like like

5:13

from the guy who

5:15

maybe couldn't hear it , didn't hear it , didn't

5:17

want to hear it , to how you

5:19

finally got to the point where you

5:21

recognize I've got opportunities here

5:23

. I'm limiting myself by

5:25

not acknowledging this .

5:27

Yeah , it's such an important question and

5:29

you know , it really comes back

5:32

to really where everything

5:34

starts with my new kind of

5:36

methodology and approach and that's having

5:38

a strong foundation of awareness

5:40

. And I think when all

5:43

of us , when we find ourselves

5:46

in some point of cruise

5:48

control or we're stuck in the comfort

5:50

comfort zone or we know

5:52

that we're not giving it our

5:55

all , we're not leaving it all on the field

5:57

I hate using a sports metaphor there

5:59

, but it really is going to come

6:01

down to are we going to

6:03

really acknowledge that awareness

6:05

or are we going to do what the , as

6:08

you said , the 90% do and

6:10

just overlook it , paper

6:12

it over and just keep maintaining

6:15

kind of the status quo ? I bring

6:17

all that up is because I think all of

6:19

us , we all know to some

6:21

degree whether we want to

6:23

acknowledge and double click on it

6:25

or whether we want to kind of turn the other way . That's

6:28

a completely different topic and a choice

6:31

, but I for me , it kind of came

6:33

back to it was that thing that was eating

6:35

away at me and I knew , month

6:38

after month after month , that I'm

6:40

not playing my highest level , I'm not playing

6:42

my best game . I know I've got so

6:44

much more to give . There's so much more potential

6:47

. And it just kind of became that thing , that small

6:49

itch that turned into a big one . And it was kind of became that thing , that small itch that turned

6:51

into a big one , and it was kind of just eating away

6:53

at me and to the point where , when you're 30

6:55

, 31 years old , sitting there saying

6:58

, is this going to be it , is this going to

7:00

be the peak of my career ? Because I'm

7:02

now operating from a place

7:04

of comfort and kind of prioritizing

7:06

the status quo and I'm not getting

7:08

as comfortable as I used to be , I'm not

7:11

focused on my development areas and weaknesses

7:13

that I used to be . So , yeah , it was really

7:15

really leveraging that awareness

7:18

of knowing and we all

7:20

know I'm a firm believer that when we're not operating

7:22

at our highest level , playing our best game

7:25

, we know it . But it comes down

7:27

to are we going to do something about

7:29

it or are we going to kind of ignore

7:32

the quote , unquote , 800

7:34

pound gorilla . That's kind of in the

7:36

room of our own head . And so , yeah

7:38

, for me it was just kind of making that conscious

7:41

decision that it

7:43

became more painful to

7:45

stay status quo than

7:47

it was to take the actions to

7:49

kind of get back to being in that

7:51

growth mode because I just knew

7:54

. I just knew that there was so much more

7:56

to give and I didn't want to spend the rest of my career

7:58

not playing up

8:00

to my full potential , getting to that point

8:02

where I'm , at my 80-year-old self

8:05

, looking back and saying what

8:07

if ? Every single day ?

8:09

I'm curious was there anything in particular

8:12

that made you say I've

8:14

been feeling this itch for some time now

8:16

I've got a scratch ? Was there a specific

8:18

event you can point

8:20

back to , or was it some culmination

8:23

of things that made you go okay , enough

8:25

is enough ?

8:27

Yeah , I think it was a couple things . Two

8:29

big things that I can point to is

8:31

with a lot of leadership teams , you bring

8:33

in outside experts , you do

8:35

these 360-degree

8:38

feedback surveys and it

8:40

was pretty hard-hitting for me . They broke

8:43

it down into and I still

8:45

have it somewhere here in my office because I

8:47

never wanted this to escape my

8:49

visibility , because one side

8:51

was all the great things , all the strengths

8:54

, all the things that you were great at , what made

8:56

you unique , but the other

8:58

side was all the feedback

9:00

that was coming out that may have not been given

9:03

to you directly . So you really got

9:05

to see what

9:07

other people's perceptions

9:09

were , that , whether you agreed or

9:11

not , that is someone else's reality and

9:14

for me that was pretty eyeopening . And

9:16

for the business that I was in

9:18

, we continue to grow , we continue

9:20

to scale , and so you know where

9:23

I started was very

9:25

, very different from where I finished is the

9:27

company went public

9:29

it . You know , when I joined the company , it was probably

9:31

a $300 million annual revenue run

9:33

rate company . When I left , it was hovering

9:36

somewhere between 1.5 billion and 2 billion

9:38

of revenue , and so you find

9:41

out a lot about yourself and if

9:43

you're not scaling at

9:45

the level or degree of the organization

9:48

that you're responsible for , leading , cracks

9:51

in the foundation are going to start to form , so

9:53

a lot of those things that was

9:56

requiring me to lead

9:58

a bigger , more dynamic , more

10:00

complex organization . The

10:03

areas I was responsible for were scaling

10:05

at a much , much faster rate than I was scaling

10:07

myself as a leader , and so

10:09

there was all kinds of different feedback and

10:11

data points coming back , of saying what

10:14

you used to do is now not going to work . What

10:16

worked at 500 million doesn't work at 1.5

10:19

billion . You've got to adapt , you've got to evolve , you've

10:21

got to scale , and

10:23

the truth of the matter is

10:25

there is no status quo . I mean , look around

10:27

us , whether it's relationships , environment

10:29

, society , businesses . I mean , look around us , whether it's relationships , environment , society , businesses

10:31

nothing ever remains the same , doesn't always

10:34

mean that it's growing or evolving fast

10:36

, but it is in fact evolving

10:38

and changing . So

10:47

if you're maintaining or operating on the perception that you're just maintaining , you're

10:49

actually falling behind . So if you're not growing , you are , in fact , in decline behind

10:51

. So if you're not growing , you are in fact in decline . And so for

10:53

me , that

10:56

started to show up on a much more frequent basis than it ever had before , with a lot more

10:58

visibility me being a senior executive

11:00

versus a mid-level

11:03

manager at like , a director level . So

11:05

a lot more eyes on me , a

11:07

lot more scenarios

11:09

that simply required me to be better

11:12

than I was before , and

11:15

so it was the environment that

11:17

served as the forcing mechanism to say

11:19

it's now or never . You're either going

11:21

to grow or you're probably

11:23

going to get pushed out at

11:25

some point in the next couple of years if

11:27

you can't level up to the new area

11:30

of responsibilities that I was in charge of leading

11:32

.

11:33

Wow , there's so much to impact

11:36

there and I have to ask , just because

11:38

I think human nature is to

11:40

resist changes

11:42

, especially when you're in a good season , right

11:44

, like when everything is exactly

11:47

as it should be , sometimes better

11:49

, people don't have to question

11:51

why there's a need to change

11:53

. Can you talk to us a little bit

11:55

about what you personally

11:58

experienced navigating some

12:00

of the feedback you were receiving during times

12:02

where things were going exactly as expected

12:04

it may be better and then

12:06

during seasons where all scrutiny

12:09

, all eyes were completely on you ?

12:18

I think what you just mentioned I surprisingly now that's what I get to do on a full-time basis

12:20

, because I always tell people that success

12:22

will always breed complacency

12:24

. Don't think that you're going to be the

12:27

exception . Don't think that you're going to be

12:29

able to avoid it . This is a universal

12:31

truth that occurs in life , business

12:33

, sports . Think of complacency

12:35

as , like that little monster that's kind of lurking

12:38

in the shadows waiting for your

12:40

guard to come down which it usually

12:42

does during those good seasons that

12:44

you mentioned , when everything's going well for

12:47

it to show up and try to enter

12:50

through the door and look , you hear championship

12:52

teams cite this all the time . It's

12:54

far more difficult to repeat as champions

12:57

than it was to win the title the first time . Companies

12:59

say the same thing . Far more challenging

13:02

to maintain and sustain number one market

13:04

share and industry dominance than it

13:06

was to achieve it the first time , than

13:14

it was to achieve it the first time . So as you become more successful , the area of

13:16

opportunity for more complacency to settle in is that much

13:19

more difficult . That's something

13:21

that I learned with hindsight

13:23

, that I did not fully learn

13:26

and appreciate on my journey , that

13:28

as you become more and more successful

13:30

as a leader , professional fill

13:32

in the blank . You have to

13:34

be more diligent around continuous

13:37

improvement , around always

13:40

making sure that you're not

13:42

getting sucked into that comfort zone

13:44

and becoming content

13:46

and satisfied with the status quo , because

13:49

as you get more successful

13:51

, you're going to get more comfortable . There's all the perks

13:54

that come along with it , and so you

13:56

have to be much more diligent when

13:58

you're on the other side of success

14:01

, because it's a hell of a lot easier to stay

14:03

hungry and driven when you're chasing

14:05

after that thing called success . And so

14:07

, yes , one of the things that I wish

14:09

I could go back and tell my 25-year-old

14:13

self is that be

14:15

even more aware and cautious

14:18

of complacency trying to set

14:20

in after you achieve

14:22

whatever it is that you're pursuing

14:24

to achieve , because it's going to

14:26

try , and it's going to try much harder

14:28

after success than

14:31

complacency will ever be prior

14:33

to success . You've got all the reasons in the world

14:36

to stay hungry and stay driven because

14:38

you're chasing after this thing you don't have . But

14:40

now , as leaders and as successful people

14:43

, we got to realize how are

14:45

we going to operate after getting

14:47

what we were striving for , whether it's

14:49

a title , whether it's a status

14:52

thing , whether it's a number in your bank

14:54

account . Whatever it is that

14:56

you're defining success as

14:58

, how are you going to keep

15:00

striving for continuous improvement

15:02

on the other side of that achievement

15:05

? And that's what I continue

15:07

to see show up , most especially for

15:09

myself , but for many , many others , they're

15:11

not prepared to tackle that challenge . I continue to see show up , most especially for myself

15:13

, but for many , many others they're

15:17

not prepared to tackle that challenge . And when you're not , the foot comes off the

15:19

accelerator , the comfort zone kind of takes over . That

15:21

crack in the door for complacency to

15:24

sneak in starts getting wider and wider

15:26

. And then you wake up five years later saying

15:28

you know , I really

15:30

haven't met the expectations I

15:32

had for myself . I never reached my

15:34

full potential . My trajectory up

15:37

into the right seems to have hit a plateau

15:39

. And only then do people

15:41

say , ok , I need to . I need to change

15:44

from a reactive standpoint , not a proactive

15:47

standpoint a

15:52

proactive standpoint .

15:53

You know that one's so tricky because there's the let me continue to seek out these opportunities

15:55

right , so that I don't have these blind spots

15:57

. And then there's the how

16:00

do I do that without continuing

16:03

to move the goalposts

16:05

for what success looks like ? Right

16:08

, and then everything in

16:10

between . But how would you balance

16:13

those two things ? Continuous improvement

16:15

is essential . There's no such

16:17

thing as being competitive

16:20

, continuing to be your best possible

16:22

self , without experiencing

16:24

and exploring these things that I may

16:26

not even realize . I have opportunities

16:28

to do better with , but I want to do

16:30

these things without saying well , success

16:33

now means that I now

16:35

need to do more in order

16:37

to experience or

16:39

do what I consider to be successful

16:41

.

16:42

Yeah , and I think that's the guidance

16:45

that I like to give . There is really

16:47

just a perspective shift on

16:49

the scoreboard , right , and

16:52

I would say de-emphasize the

16:54

outcome and overemphasize

16:56

the process , because if you're chasing

16:59

after finite things or some

17:01

dedicated finish line , you're

17:04

always going to run the risk of , well , what happens

17:06

after that ? Right , and we see

17:08

this all the time with New Year's resolutions . I want

17:10

to lose 20 pounds , right , and so everything

17:13

is geared towards the outcome . And for

17:15

the small few that actually hit it , what

17:18

do you see typically happen in the couple months after

17:20

that ? There is no continuous improvement

17:22

plans . They've hit their goal . Now

17:25

they slowly start resorting back

17:27

to the behaviors that they had before the goal

17:29

was in place . It all , that way , goes right

17:32

back off . Right . I think that's a microcosm

17:35

of their

17:37

focus . The scoreboard

17:39

they were looking at was some external

17:41

outcome , and when you

17:43

can shift that focus to the

17:46

process and your

17:49

definition of success , you're playing

17:51

an infinite game , not a finite

17:53

game of continuing to get better

17:55

. We can all have

17:57

nuanced definitions of what getting

18:00

better looks like . My definition will

18:02

likely be very different than yours

18:04

, and so , instead of the scoreboard

18:07

of it being some type of comparison

18:10

game of . If you're the home team

18:12

and this outcome is the away

18:14

team or this some thing , this

18:16

vision you're chasing , that you were inspired

18:19

to chase after from Instagram or whatever

18:21

it was . I like to shift the focus

18:23

to what if the away team that

18:26

you're scoring yourself against was

18:28

just you from yesterday ? What

18:30

if you can just continuously look

18:33

to get and become

18:35

a better version of yourself

18:38

on a day over day , week over week

18:40

, month over month level , and

18:42

the scoreboard becomes the process . The

18:45

measurement of success is

18:47

the process , not some artificial

18:50

outcome . That that's a title

18:52

, the status chasing some

18:54

you know , shiny object . Because

18:57

when you're chasing after things

18:59

you don't really want , don't really need

19:01

, you'll never have enough . And

19:04

so when I think , when you can make sure you're

19:06

measuring your definition

19:09

of success to be the

19:11

process , to be the journey towards

19:13

continuing to find your

19:15

next best version , I think that's

19:17

the single best way to avoid that

19:21

feeling of reaching something

19:23

just to kind of give it all back or

19:25

have that self-deflating

19:28

kind of viewpoint

19:30

of never being satisfied

19:32

, because the goal is always moving . You're always

19:34

chasing more .

19:35

Absolutely , and I want to just make sure we

19:38

level set our audience here . So I'm

19:40

going to back us up a little bit and I'm

19:42

going to ask you to share what

19:44

does a performance mindset mean

19:48

, and then I think we can build from there .

20:13

Yeah , you know . And then I think nine

20:16

out of 10 people that you ask , hey , do

20:18

you know the difference , or have you heard of fixed mindset

20:20

versus growth mindset ? I

20:22

think nine out of 10 people will be somewhat

20:24

familiar and aware of that . As

20:27

I started really examining different

20:29

teams , different groups , different rooms

20:31

that I'm speaking to , I

20:33

started noticing something pretty interesting

20:36

. And you know , starting first with a 20%

20:38

, let's just go ahead and carve that out . That's going to be

20:40

our fixed mindset group . Right , that's going

20:42

to be those handful of

20:44

individuals on any team . They're

20:47

not looking to learn and grow , develop

20:49

. They're allergic to change . They

20:52

prioritize stability , certainty

20:55

and they want to stay comfortable . No problem

20:57

with that . But that is what it is

20:59

. No shock value there . But

21:01

here's where it gets interesting room

21:12

, every team . When you talk about what a growth mindset is , that foundational belief that with the right

21:14

amount of time , energy and effort , you can build your abilities , enhance

21:16

your skills , grow your intelligence . With

21:19

the right amount of work and perseverance

21:21

, nothing's fixed , anything

21:23

can be grown . But if you were to

21:25

double click on this group , the 70%

21:28

, these are going to be all the people that raise

21:30

their hands and say , yep , I'm all about growth

21:32

mindset . I identify with a growth mindset

21:34

, but they're not doing all

21:36

that much different , I found

21:38

, from that 20% group . They're

21:41

believing all the right things , they're saying all

21:43

the right things . You go to their LinkedIn profiles

21:45

. They're probably posting all the right things too but

21:48

they lacked a level of energy

21:50

behind that growth belief where

21:53

they knew , at the end of the day , they're

21:56

not playing their best version

21:58

or at their highest level . They

22:00

were leading a lot of potential on the sidelines

22:02

, and so that's where I kind of developed over the past

22:04

couple of years the performance

22:06

mindset . This is going to be that 10%

22:09

, and the key differentiator

22:11

between the performance mindset versus the growth

22:14

mindset really comes down to

22:16

action . These are going to

22:18

be the individuals that put the action

22:20

behind their growth beliefs

22:22

. They are comfortable

22:25

getting uncomfortable because they know all

22:28

the growth , the greatest growth that's going

22:30

to be found , is when we venture to the outer edges

22:32

of our current capabilities , when we're challenged

22:34

, when we're stretched , when we're being pressed the most

22:36

. That's when our best is going to

22:38

come out . So to simply

22:40

summarize that what thinking

22:43

and believing is to a growth mindset

22:45

, taking action is

22:47

to our performance mindset .

22:49

Couldn't agree with you more , and I know

22:51

we talked about this a little bit . But there's

22:54

this difference between I have

22:57

a title , or I believe

22:59

strongly in X , y , z , and

23:01

anything that you believe without

23:04

any action means absolutely nothing . Right

23:06

, but it's a little bit difficult . I think some

23:08

folks , especially aspiring leaders , maybe

23:11

people who are fairly new in

23:13

their careers , or maybe

23:15

even people who are pretty tinkered , but

23:17

they haven't received the same guidance

23:19

. They're , you know , culturally , they're accustomed

23:21

to seeing environments where someone

23:23

just has a title and that's enough . Someone

23:26

can sound great , the message is awesome

23:28

, we can all kumbaya around the message

23:30

, but ultimately there's nothing moving

23:33

the needle towards anything that

23:35

we've just talked about . What kind

23:37

of strategies do you recommend , anything

23:39

that's actionable that you leverage in

23:41

your coaching to help people move from ? I've

23:43

got a great mindset . Now how do I move the needle

23:46

through action ?

23:47

I like to start by really

23:50

getting and generating that foundation

23:52

of awareness , and I have people

23:54

think about this through what

23:57

I refer to as the potential gap

23:59

, and I encourage

24:01

everyone to think about the gap between

24:04

the level at which we are currently operating

24:06

at and then think

24:08

about the level that you know

24:10

deep down at your core

24:12

that you're fully capable of . What

24:15

sits in between these two data points

24:18

is the gap that represents

24:20

our potential . So

24:22

once we can kind of crystallize

24:25

that , then we can think about

24:27

how do we close that gap , how do

24:29

we build that transformation bridge

24:31

? What needs to be true ? If

24:33

you identify , this is what I know I'm

24:36

fully capable of , this is

24:38

where I'm at what needs to

24:40

be true , what's one thing that we

24:42

can do to make progress to close

24:44

that gap ? And then it comes down to are

24:46

you willing to take those actions or

24:49

are you not ? Because acknowledging

24:52

what separates

24:54

that current version versus that ideal

24:56

version is one thing . It's

24:58

then taking the actions on that acknowledgement

25:01

is something totally different . So

25:04

the time at which you can really

25:06

shorten between acknowledging and taking

25:08

action , all the potential

25:11

, all of the growth , growth , all the results that you're

25:13

looking for , is always going to sit on the other side

25:15

of that action . But that's where I

25:17

really like to start is by just

25:20

developing that awareness , that understanding

25:22

of this is the level that I'm currently

25:24

at , and forget

25:27

any external circumstances , forget

25:29

environment . Just let's talk

25:31

about that level that you know deep down you're fully capable of either in this role , different environment

25:33

. Just let's talk about that level that you know deep down you're fully capable of , either

25:36

in this role , different role . But you know

25:38

you can operate at this level Once

25:41

we have those two data points . It's almost kind of

25:43

like opening Google Maps in your phone right

25:45

To build a route to get anywhere

25:47

. You're dependent on providing

25:49

that tool to critical data

25:51

points your current location and your destination

25:54

, generating a

25:56

route or a bridge or a pathway to

25:58

get to where you want to go . Without knowing those

26:00

two things , it will never

26:02

be an optimized route . You'll never get

26:04

a path to where you want to go

26:07

, and so for me , that's where

26:09

everything starts in acknowledging

26:11

what this gap looks like , really

26:14

crystallizing what is that representation

26:17

of our potential .

26:19

What I heard you say is hey , what's that one thing that

26:21

can help me move the needle right now ? I

26:23

think right now , whether

26:25

it's because we're so into watching other

26:27

people do so much , it

26:29

can seem like , oh well , they're

26:31

doing like 30 different things . I should be

26:33

doing 30 different things in order for

26:36

me to make an impact , for me to influence things

26:38

, and in reality , it might

26:40

just be getting 1%

26:42

better , 1% closer to where

26:44

you need to be , but probably

26:46

even just as important as being able

26:48

to measure it right

26:51

, being able to say I

26:53

have preached to myself that

26:55

I moved the needle in some way . How

26:58

do I show myself this ? So it's not just I'm

27:00

doing something that's really intangible . It

27:03

could , or it might or might not

27:05

, help me get a little

27:07

bit better than I was yesterday , and

27:09

it's really about making sure

27:12

you're doing a little bit better than you were yesterday're doing a little bit

27:14

better than you were yesterday , not a little bit

27:16

better than someone else was .

27:18

And what you just said is so

27:20

insightful because I think

27:22

there's a great study out there that everyone

27:24

needs to be aware of , and I think it was

27:26

conducted by the High Performance Institute

27:28

. It studied 19,000

27:31

cases of individuals

27:33

around setting goals , and

27:36

what they found was , for the cohort

27:38

that didn't have robust

27:42

tracking and measuring and monitoring

27:44

systems of their progress , they

27:46

perform no better than the cohort

27:49

that didn't even have a goal to begin with . So

27:51

, said differently , if you're not tracking

27:54

, if you're not measuring , if you don't have a system

27:56

in place , it's no

27:59

different than you not even having a goal . It's no

28:01

different than you not knowing where that destination

28:03

is . And so I can't

28:05

put an exclamation point on

28:08

what you said , big enough to

28:10

really call out how important

28:12

and impactful really

28:14

making sure that you can measure

28:16

, track and monitor

28:19

the progress and or the lack

28:21

of that's being made , because

28:23

then you'll know exactly what to

28:25

double down on and exactly what obstacles

28:28

you need to address right away .

28:30

Which means reflection , right

28:32

, carving out enough time , not just set the

28:34

goal and then whatever it

28:36

is that you felt you needed

28:39

to do to achieve the goal , but

28:41

that reflection piece . Are we taking enough time

28:43

to step back and say , okay , this is

28:45

what went well , this didn't go so

28:47

well . Even if it didn't

28:49

go so well , is it really as impactful

28:52

as I thought it needed to be ? Or , to your

28:54

point , what do I need to double down

28:56

on in order to really achieve

28:58

what I'm trying to achieve ? I

29:00

find that a lot of leaders , again

29:03

with or without titles , when you're invested

29:05

, there's a level of ownership and accountability

29:07

there , and that can often lead

29:10

to I need to solve

29:13

all the world's problems , and

29:15

it's just that can lead to burnout

29:18

. I watch a lot of people who

29:20

try to boil the ocean

29:22

. For you know , in the spirit

29:24

of making an impact , what

29:27

type of advice or guidance do

29:29

you give to those who are aspiring to

29:31

make more of an impact ? Of advice or guidance do you give

29:33

to those who are aspiring to make more of an impact , right where they are , regardless

29:35

of title , who are listening to this great

29:38

guidance on taking action , making

29:40

sure it's measurable ? Now let me step back

29:42

and reflect . Where does overcoming

29:45

or avoiding burnout factor

29:48

in ? What does that look like ?

29:50

Well , I feel like we can spend a whole

29:53

hour on just that , but

29:55

yeah , not

29:57

to use some cheeky quote here , but I think

30:00

it really does come down to leaders

30:03

understanding and acknowledging that the

30:05

most important thing is

30:07

keeping the most important thing , the

30:09

most important thing and

30:11

I'm a firm believer

30:14

in a management

30:16

system that was actually created way back

30:18

in the 70s , that's

30:20

become popular , most especially in Silicon

30:22

Valley , and I've kind of created

30:25

a derivative version of this that I

30:27

call objectives and key priorities

30:29

, and it's kind of built on the framework

30:32

of the OKR system , which I'm sure a lot

30:34

of people in the audience may have at least

30:36

heard of . But I

30:38

heard an executive say this one time

30:40

that , as a leader , the

30:43

most important thing to you should

30:46

be ensuring that your organization

30:48

, your team , the people that are reporting

30:50

to you , knows what the most important thing

30:52

is . And

31:01

so when I think about how to do that from a system-driven basis , I really

31:03

work with the leaders , even on a one-on-one basis , applying this to their personal lives , because

31:05

, you're right , it's not about the

31:07

30 different things , it's not about

31:09

how much can I

31:12

do across all these different areas

31:14

. It's identifying if

31:17

there is a list of 30 , identifying

31:19

what are the top two or three . Use

31:21

the 80-20 principle what are going to be the

31:24

most important things that

31:26

you want to achieve over the

31:28

next 90 days ? Once

31:30

we have those , then underneath

31:33

it we can develop the key priorities

31:35

right . So if the objective is what we want

31:37

to achieve , the key priorities

31:39

are what must be

31:41

true for this objective

31:43

to be achieved over the course of the next

31:45

90 days . It's got to be quantifiable

31:48

, it's got to be easily trackable and

31:50

that's where all of your attention

31:52

goes . That's where you can then

31:55

10x your focus on those

31:57

three , four or five key priorities

32:00

. That's really the set of

32:02

things that need to be done for that objective

32:04

to happen . Not only will

32:06

this allow you to be able to see the week-over-week

32:09

progress , know why

32:11

things are happening the way that they're happening , what

32:13

to 2X or double down on what

32:16

obstacles to avoid . But

32:18

if it doesn't fit here , you

32:20

have to be able to develop the muscle and

32:23

this system allows you to do that of

32:25

saying no or not yet to everything

32:27

else . So this is a system

32:29

that forces the focus

32:32

to keeping the most important thing , the

32:34

two or three that must be achieved

32:36

over

32:54

the next 90 days . You

32:56

know , fill in the blank on the time period .

32:58

But yeah , I think focus is a superpower

33:00

and if you don't have a system in place

33:02

that can harness your focus , you

33:04

will always be at the whim of

33:07

your external environment driving

33:09

the priorities for you if you don't

33:11

do it external

33:14

environment , driving the priorities for you if you don't do it , which can inevitably

33:16

leave the folks that you're stewarding over feeling like they have a lack of

33:18

direction , and then they , by extension

33:21

, feel like they're all over the place and potentially burned

33:23

out , because all these awesome efforts

33:26

that they may have contributed

33:28

has been thrown out the window

33:30

for this next thing , the

33:32

new priority .

33:34

Right , and when you're so clear on

33:36

what the objectives and what the underlying

33:39

priorities are behind those objectives

33:41

, that can create a common

33:43

language that sets

33:45

the priority for everyone

33:48

. There is no showing up to a Monday

33:50

morning meeting and wondering what

33:52

the priorities are , wondering what progress

33:55

is being made , wondering what's

33:57

going to be the focus , leveraging

34:00

a system that blocks out all

34:02

of that noise and can 10x the

34:04

focus in these few areas

34:07

. Because if you can make 80 to 90%

34:10

of the progress you're looking for

34:12

in those areas , you know you're , you're

34:14

ultimately going to be at or ahead

34:16

of where you want to be in that 90 day

34:19

period , six month period , whatever it may

34:21

be . I think the whole thing of being

34:23

able to do the 20 or 30 things all

34:25

at one time is simply

34:27

a myth . I think I mean

34:29

I'm guilty . How many of us , over

34:31

what the past 10 , 15

34:33

years , we've kind of been trained . It's like , yeah

34:35

, you know you want to call out the job

34:38

interview or on your resume that you're a great multitasker

34:41

and I think that's kind of been proven

34:43

out now saying , yeah , that's kind

34:45

of BS , right , because there is it's

34:47

. Think of your focus and your attention

34:50

and bandwidth . It's a finite resource

34:52

. Think of your focus and your attention

34:54

and bandwidth . It's a finite resource , so

34:59

it's like walking into a casino and putting chips on every single square on the roulette

35:01

table right . And so if your attention and your focus is that fragmented

35:04

, you're not going

35:06

to apply the right level

35:09

and amounts and dosages of that

35:11

focus to the most important things . Right

35:14

level and amounts and dosages of that focus to the most important things . So yeah , I'm just

35:16

a big proponent in case you haven't picked up on this already is leveraging a system

35:19

that can serve as the forcing mechanism

35:21

, in common language , for

35:24

an organization to never

35:26

be unsure around

35:28

what the priorities are , how

35:31

we're tracking and measuring to those priorities

35:33

and what success is going to look

35:35

like .

35:36

Yeah , no , I completely agree

35:39

with you , but I recognize

35:41

that that can be a little bit challenging , right , because

35:43

it's interesting . I don't know if this

35:45

is true or not , but I heard somewhere that

35:47

the word priority used

35:50

to be singular in nature and

35:52

at some point we decided that we

35:54

just needed to do so much more that

35:56

we said , hey , priority , we're going to change it to

35:58

a plural term and

36:00

that was priorities . But if you have

36:02

multiple priorities , can

36:05

the main thing really stay the main thing ? What

36:07

are the most common challenges that you

36:09

see in leadership that prevent

36:12

folks from adopting

36:14

that performance mindset and truly being

36:17

able to focus on the main

36:19

thing ?

36:21

Yeah , I think it comes down to

36:23

a lack of systems right In every

36:25

organization that I've seen . That's trying

36:27

to focus here or trying to align

36:30

on as being easy , because

36:32

it's absolutely not . It's a

36:35

hell of a lot easier to say to be the Berkshire Hathaway

36:37

annual shareholder meeting

36:39

. So

37:07

I was watching Warren Buffett speak a little earlier

37:10

this morning and he had a great

37:12

quote , and one

37:14

of the quotes that I've always loved by

37:16

Warren Buffett was what separates

37:18

the average people from really really

37:20

successful people is

37:23

really really successful people say

37:25

no to almost everything , and

37:28

don't confuse this

37:30

system as just

37:32

making everything easier . It's

37:35

effective , but it is hard

37:37

and it requires

37:39

discipline . It requires commitment

37:41

and you will only see the benefits

37:43

of such system when you go

37:45

all in and commit , because saying

37:48

no or not yet to all

37:50

the other opportunities

37:52

that , at the end of the day

37:54

, can just be maybe disguised as distractions

37:57

. They may be things that you're interested

37:59

in , they may be things that you want to do , they

38:01

may be things that could

38:04

actually help move the needle , but

38:07

they're just not to the level of priority as

38:09

those two or three things . So

38:11

back to your questions

38:13

the things that I see leaders not

38:15

doing , that the successful leaders

38:17

are doing is being

38:19

able to understand those

38:22

priorities and saying no

38:24

to priority five , six and

38:26

seven to ensure you're able

38:28

to apply the focus on one , two and three

38:31

. It's hard , there's

38:33

no discounting that . It is very , very

38:35

hard , but if you can execute

38:38

that , you will see

38:40

the progress of that 10x focus

38:42

and impact on those items you're shining

38:45

that spotlight on and

38:47

it will ultimately free you up longer

38:49

term to take on more

38:51

. And I think the Navy SEALs

38:53

have a great saying about this it's go

38:56

slow to go smooth , go

38:58

smooth to go fast , right

39:00

. And so if you're saying yes to everything

39:02

you've got 10 , 15 , 20

39:04

different priorities that

39:06

are all equally weighted your

39:09

organizations are going to feel like they're running

39:11

too fast . There's mass chaos . It's

39:13

hectic . They don't know . If

39:16

we had to pick one or two , they wouldn't

39:18

know which one or two out of the 15 to pick . That

39:21

comes down to leadership and it's the

39:23

leader's job . Their most important function

39:25

is making sure that everybody else knows . It's the leader's job , their most important function is making sure that everybody

39:28

else knows what's the most important thing . It's

39:30

going to require to saying no

39:33

to things you want to

39:35

say yes to . That

39:37

is the big differentiator between

39:39

those that reach greatness and

39:41

those that just keep bumping up against

39:43

an artificially glass

39:46

ceiling that they just can't break through

39:48

. And it's because , back

39:50

to that roulette table , their focus is

39:52

just sprinkled on every

39:54

single chip and square

39:57

that's on the board .

39:58

Yeah , it's funny that you mentioned Mr Buffett

40:00

. I think he's also shared that of

40:02

the things that he has said yes to

40:04

that overwhelmingly . His

40:07

success is not due to the majority

40:09

of those yeses that he did Right

40:11

, that a lot of those yeses did not

40:14

yield the outcomes that you would think

40:16

, wow , he's such a successful man

40:18

and it's probably a very small

40:20

percentage of those yeses that have

40:22

positioned him to be who we know

40:25

him to be today . Which goes

40:27

back to your reference to Carol

40:29

Dweck and the growth mindset is

40:31

what is he learning from those not

40:34

just the no's right , but from

40:36

the yeses that didn't yield the type

40:38

of return that most people would think that

40:41

it did , and then the risk

40:43

, the what is ? Opportunities

40:45

he took advantage of that did

40:48

yield the outcomes that positioned him

40:50

to be who he is today

40:52

. So that whole reflection piece , it

40:54

all kind of comes full circle .

40:57

Yeah , and I

40:59

think that's why there's so much awareness

41:03

, clarity and reflection that

41:05

needs to go into that

41:08

priority , setting stage right

41:10

. It's because when you can get

41:12

those right , I

41:15

think that's going to make all the difference . Using

41:17

a system like the one I was

41:19

just explaining kind of allows you to be

41:21

able to see that and

41:23

you're never going to bat a thousand

41:25

right , there's going to be things that , yeah

41:28

, maybe the environment's changed

41:30

, the business has changed , that what

41:33

was once a priority kind of needs to change

41:35

. So I think you need to stay flexible , you need to stay

41:37

adaptable and

41:39

you need to reflect right , and so

41:41

you're not

41:43

going to get it perfect , you're not going to get it right

41:46

A hundred percent of the time . That

41:48

shouldn't stop you from striving to doing

41:51

the due diligence upfront to

41:53

make sure . Really

41:55

, stress testing . If there's , if

41:57

there's , 10 different priorities that

42:00

you need to shrink down to three , think

42:03

about and this is where kind of the long-term strategic

42:06

planning what does success look like for the

42:08

organization ? What's our mission ? Why are we here

42:10

? Who are we here to serve ? How do

42:12

we do that and delight our customers

42:14

more than anybody else ? And

42:17

are these three priorities

42:19

going to get us further faster

42:21

than any other

42:24

set right . So I think it requires

42:26

work and don't shy away from

42:28

the work that goes in and really stress

42:31

test making sure that you're setting

42:33

the right priorities , because this is

42:35

, if we think about our jobs

42:38

as leaders , the thing

42:40

that we are most responsible for

42:42

, the thing that our teams will

42:44

most depend on us for , is

42:47

this type of high quality decision-making

42:49

that ultimately makes a positive

42:52

impact on the organizations we are responsible

42:54

for . So , yeah

42:57

, I think , as a leader , this

42:59

is the rent that's due

43:01

. This is what is

43:03

at the very top of your job description

43:06

. Is getting these priorities

43:08

right , or at least right enough

43:10

, that when you're able

43:12

to then harness the focus , attention and

43:14

bandwidth of the organization in

43:17

these few areas , it

43:19

drives the whole thing forward

43:21

so much faster than if

43:23

you were to focus on the 10 priorities . This

43:25

is what

43:27

really boils down on what

43:29

separates the good leaders from the great ones

43:31

.

43:32

Yeah , and you just used one of my favorite characteristics

43:35

adaptability and

43:38

resilience . What role do

43:40

you see adaptability playing into

43:42

having a performance mindset , especially

43:45

when things change so quickly and

43:47

to your point , what today's priority

43:50

may have been , or that decision

43:52

that you said yes to , and however

43:54

it may be playing out , it may require

43:57

you to step back and say I've got to

43:59

do something different . Talk to us about

44:01

the role that adaptability and resilience

44:03

play into having a performance mindset .

44:06

I think it's one of those attributes

44:08

that's only becoming more valuable

44:10

. I

44:28

mean , if you look at how fast things are changing right now , whether it's around the type of employees

44:30

in the organization , ai , just the ultimate societal shifts that are kind of happening and so I think

44:32

now is the time where you have to be better at being adaptable to be successful over the long term . And

44:34

on the opposite end of that , not being

44:36

adaptable can kill you way faster

44:38

than it ever has before , and

44:41

so I really like to

44:43

encourage leaders that I work with . It's

44:45

not about having strong opinions

44:47

that are tightly held . Replace

44:50

that , that's the old school way of thinking . Instead

44:53

, have very thoughtful

44:55

opinions that are loosely held

44:57

. If you're presented with new information

44:59

, new facts or even

45:02

proven wrong , celebrate

45:04

it , because you just got smarter

45:06

and you now are holding more information

45:08

that can help you going back to that

45:10

top job responsibility , make

45:13

even more higher quality

45:15

decisions going forward . But if your

45:17

heels are dug in , you

45:19

develop that fixed mindset . You're not

45:22

able to adapt , you're not able to be open-minded

45:24

. When you look at the pace

45:27

of change that's occurring in

45:29

the business world today , that's

45:31

a dangerous position to be in

45:34

, because if you're not able

45:36

to adapt and change . In a world

45:38

that's adapting and changing at a faster pace

45:40

than ever before , how are you

45:42

going to continue to succeed ? How are you going to

45:45

continue to grow ? So I would say adaptability

45:47

is almost that . It's no longer

45:50

a luxury anymore . I think it's got to be a requirement

45:52

. Is how you think about it .

45:54

And I love that you said celebrate it . Right , when you've

45:56

got new information . I find

45:58

that a lot of folks get stuck on

46:01

what they don't know , versus

46:03

this is what I have , enough information

46:05

to make moves , to make decisions based

46:07

on what I do know , and anything

46:10

new that comes your way just allows

46:12

you to adapt better , right To

46:14

figure out okay , what adjustment am I going to make

46:16

in the grand scheme of things , that's going to make this

46:18

that more impactful . And

46:21

so I love that you said celebrate it , and

46:23

I hope that the audience also hears that change

46:25

is not scary . I mean , it can feel

46:27

a little like , okay , what am I supposed to do with this

46:29

? But it's not a bad thing , it's

46:32

just hey , it's something else to enhance

46:34

what you're already doing , if you receive it in

46:36

that way you know when you think about

46:38

.

46:40

You know , really coming from an old school mindset

46:42

, and we used to see leaders

46:45

that were in positions for a very

46:47

, very long time , and

46:50

being a leader of a team used to mean that

46:52

you just knew everything that others didn't

46:54

, and I think that's changed

46:56

quite a bit . And being a leader

46:59

is not about having all the

47:01

answers . Being a great

47:03

leader is much more about always

47:05

knowing how to go out and find

47:07

the right answers , and that's extraordinarily

47:10

difficult to do if you're

47:12

not curious , if you're not adaptable

47:14

and you're not committed to continuous improvement

47:17

. That's where having

47:19

those strong opinions that are tightly held

47:21

, not able to adapt , not

47:23

able to rethink , not able to challenge

47:26

your own deepest held beliefs

47:28

, can actually be

47:30

the thing that is going to hurt

47:32

your performance over the longer term . And

47:35

so , yeah , I think

47:37

being adaptable is key . Being

47:40

willing , you almost have to be anti-politician

47:42

, right ? It's like you as

47:45

a leader versus a politician . Politicians

47:47

get crucified for flip-flopping because

47:49

of just this weird political culture

47:51

that we're in . Leaders is kind of

47:53

the exact opposite . If you

47:55

get new information and

47:57

you're presented new ways

48:00

and find out better ideas

48:03

, flip-flopping almost can serve

48:05

as a sign of intelligence and a sign of growth

48:08

and makes you more of an effective leader

48:10

, because if there's a better way to do

48:12

it or a better idea or a new solution

48:15

and you're not taking advantage

48:17

of that , you're not being adaptable , you're not leaning

48:19

into that , just because , well

48:21

, this is the way that it's always been done . I

48:24

think that's the single biggest thing that you can do

48:26

to then hurt the organization

48:28

, not help the organization .

48:30

Absolutely . Could not agree more . So

48:33

I have to ask you , as we wrap up

48:35

here , what final thoughts or

48:37

advice do you have for anyone

48:39

in the audience and again that's aspiring leaders

48:41

or just folks who have been around for a while and

48:44

they're saying , hey , I'm ready to embrace and take ownership

48:46

of the impact that I can make in the space that

48:48

I'm in .

48:49

Yeah , so I'll go back to

48:52

really thinking about that potential

48:54

gap . Right , really , grab

48:56

a pen and paper , get this out of your head

48:58

and on paper what is that level that

49:01

you are currently operating at ? And

49:03

define that level that you know , deep

49:05

down , you're fully capable of . And

49:08

then what sits in the middle represents

49:11

our potential . But here's the one thing

49:13

that I want everybody to take away If you listen to

49:15

nothing else , please

49:17

remember this there will never be

49:19

a substitute for taking action . You

49:21

can read all the books , you can listen to all the podcasts

49:24

, you can attend all the books , you can listen to all the podcasts , you can attend all the conferences

49:26

, but if there's no

49:28

action taken , you're very

49:30

likely to be in the exact same place a

49:32

year from now than you are today . But

49:34

to go a step further , I want to

49:36

leave the audience with a tool , because I'm

49:39

a big fan of bringing the abstract

49:41

concepts down into something you can actually

49:43

use , and I want to leverage something

49:45

that you've been talking about quite a bit

49:47

and that's around reflection and how important that

49:49

is . So this is what I refer

49:51

to as my one one , one weekly

49:53

protocol . So every single leader that

49:55

works with me , I kind of forced

49:58

them into doing this , some reluctantly , some

50:00

not so much . But carve

50:02

out that time , usually at the end

50:04

of each week it could be a Friday , a Saturday

50:06

or Sunday and each week

50:08

, document your answers to these

50:11

three questions . Number one what

50:13

went well for me this past week

50:15

and why did it go well ? Go

50:18

below the surface , understand what you

50:20

did . Was it effort , preparation , some

50:23

other variable that made the highlight

50:25

go well ? The second question

50:28

ask yourself what didn't

50:30

go as well as I wanted and how

50:32

can I improve on that in the very

50:34

next week . But really define

50:36

the how . What will you do differently

50:39

? What action will you either

50:41

start taking that you're not or stop doing

50:43

? That will make things go better ? And

50:46

then , third , what did you learn

50:48

about yourself and how can you apply

50:50

those insights to becoming more successful

50:53

the very next week ? If

50:55

you continuously answer those three questions

50:57

in a weekly reflection protocol

51:00

, you give yourself

51:02

the greatest gift anybody could give , and

51:04

that is you're building your own roadmap

51:07

on how to get better , week after

51:09

week after week . And if you stay

51:11

committed to that , have

51:13

a strong feeling , you're going to see that

51:15

performance and that success

51:17

that you're ultimately looking for , if you

51:19

stay disciplined to that process .

51:22

Love it , love it , and I really appreciate

51:24

you giving the audience something actionable

51:26

they can do , starting immediately

51:29

to help move their needle and make

51:32

that impact .

51:33

Don't leave it abstract . Mark it in your calendar

51:35

, even for 15 minutes . Mine's on

51:37

my calendar every Sunday morning . That's where I

51:40

use it . Be intentional about

51:42

it . Carve out the space , give yourself

51:44

that strategic thinking

51:46

time , even if it's just 10 minutes . Go

51:49

through these questions , write them down , and

51:51

what you'll see ? You're creating your own

51:53

blueprint to getting better .

51:55

Aaron , give them the information they need to

51:57

stay plugged in with you and the

51:59

Performance Mindset Coaching Organization

52:02

so that they can continue to grow alongside

52:04

you .

52:11

Yes , absolutely so . The two places . You'll always be able to find me first on LinkedIn

52:13

. I'm very active there . I'm always trying to make sure my community is getting

52:15

a lot more value out of me than I

52:17

am of it . So , yeah , let's

52:20

connect , let's engage there , and

52:22

I promise it's going to be a high ROI follow

52:24

for you because I'm always providing tools . And there , and I promise it's going to be a high ROI follow for you because I'm always providing

52:27

tools and concepts . And then , secondly

52:29

, you can go directly to my website to learn

52:31

more about my approach , the methodology

52:33

that we use to help leaders get better

52:36

, and that can be found at performancemindsetcoachingco

52:41

. So those two places are where

52:43

. Those are the two areas I hang

52:45

out the most in . Feel free to connect

52:47

and I'd love to pick up the dialogue

52:50

.

52:50

Awesome , absolutely amazing . Aaron , thank you so much

52:53

for your insight , thank you so much

52:55

for your time today . I mean

52:57

just the fact that you were so open

52:59

and honest and honestly like

53:01

even just the beginning of our conversation

53:03

today around the vulnerability

53:06

, the mindset shift you had to

53:08

experience yourself from going from hey

53:10

, I got this , I'm the man to

53:13

you know what . Maybe there's some things that I need to learn

53:15

how to do differently , and then , more importantly

53:17

, how you package that to pass that

53:19

along to others is nothing

53:21

short of remarkable , and so I really just want to say thank

53:23

you so much for all of your contributions

53:26

and I'm so looking forward to myself and the audience

53:28

staying connected .

53:29

Yeah , thanks for having me .

53:31

Thanks so much for tuning into this episode of Thanks for

53:33

Coming Back with our amazing guest , erin Trahan

53:36

. We hope this insights on growth , adaptability

53:38

and the performance mindset have really inspired

53:40

you to take action and reach your full potential

53:43

. Be sure to connect with Erin on LinkedIn

53:45

and check out performancemindsetcoachingco

53:47

that's performancemindsetcoachingco

53:49

for more great resources

53:51

, and if you enjoyed our chat today , don't

53:54

forget to subscribe to Thanks for Coming Back and

53:56

leave us a review . Follow us on social

53:58

media for all the latest updates and more inspiring

54:00

content . Stay tuned for our next episode

54:02

and , until then , keep pushing towards greatness .