Episode 36: Richard Maloney – Activate and Engage Your Team For Success

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Gold Nuggets

  • “A business is a commercial, profitable enterprise that works without you.”
  • “Companies and leaders need to go beyond traditional training methods to truly engage with their employees.”

    “Knowledge-dumping is important, but when it comes to culture, leadership, creating influence, and mass movements, it’s the culture that needs to shift.”
  • There are three types of employees in every organization:

    “Actively Disengaged – they come to work and do less than is expected.”

    “Disengaged – they come to work and do what is expected.”

    “Engaged – they come to work and do more than what is expected.”
  • “If you’ve got employees in your team that come to work and just get through the day, then you’ve got wasted money on the table.”

    “You’re wasting 34% of their salary before they even walk in the door.”
  • You can turn an organization around in 4-5 weeks.
  • “I’ve learnt all my leadership stuff from bad leaders – what not to do.”
  • “You’ve got to start a business where you’re not working in it. You’ve got to start a business that is scalable, leverage-able, and online.”
  • “Your past is perfect. Even if it didn’t work out or you had an argument with your boss and got fired, it’s a good contrast to keep pushing you toward your passion and dreams.”
  • “The biggest lesson in life is always to charge towards your highest excitement; charge towards your true north. If you’re not charging towards your highest excitement that means you’re off-course.”
  • “Everything is neutral until you give it meaning.”
  • “It is a hell of a journey, and the more you can look after your mental health along the journey, the better off you’re going to be as a leader, influencer, and entrepreneur.”
  • “I’ve never lost a game. I just ran out of time.” – Michael Jordan

Meet Richard Maloney

Our guest is Richard Maloney, Founder and CEO of Quality Mind Global and Engage & Grow. Richard is a serial entrepreneur, internationally sought-after keynote speaker, mental health coach, and mentor. He has authored three books: The Minds of Winning Teams, Engage & Grow, and Injury Free. His method, known as the Maloney Method, has grown into a system of healing that has allowed people to transform their lives through mental training. He has a passion for fine wine, the outdoors, friends, family, golfing, and surfing.

Smart Man, Smarter Woman References

We talk about a lot in each episode; however, we don’t want you to miss a thing! Here are some key items were mentioned if you want to take a closer look.

Website Recommendations:

Book Recommendation:
Repeatability: Build Enduring Businesses for a World of Constant Change, by Chris Zook and James Allen

Stay Connected:
Instagram: https://www.instagram.com/qualitymindglobal
Facebook: https://www.facebook.com/qualitymindglobal
Facebook: https://www.facebook.com/engageandgrow/
LinkedIn: https://au.linkedin.com/in/richardmaloney1
Twitter: https://twitter.com/richard_maloney
YouTube: https://www.youtube.com/channel/UC7Kvilm5U3k93eoU8MNoOwQ

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Steve (00:00):

Hello everyone and welcome to the podcast Smart Man, Smarter Woman. A podcast for entrepreneurs by entrepreneurs. And thank you very much for joining us today. I am Steve Loates.

Juliet (00:15):

And I am Juliet Aurora.

Steve (00:16):

And we are your co-hosts. And before I introduce our special guest today, let’s hear a few words from my wonderful co-host that smarter woman herself. Juliet, how are you doing today?

Juliet (00:29):

I am excellent. Thank you, Steve. The sun is starting to come out. It’s a little scary this morning, we had a little bit of snow reminding us that winter is coming, but the sun is out now and I’m really looking forward to our episode today. One of the biggest challenges with us in growing our business, has always been around developing a team, growing a team, engaging the team. And so we’ve got an expert coming on board with us today to share all the nuggets of how this is going to be just so easy for everyone else, they don’t have to go through all the pain that we did. So I’m looking forward to the episode today.

Steve (01:08):

Awesome. Thank you, Juliet. And joining us all the way from the other side of the world, and literally it is the other side of the world from where we are, from wonderful Australia and that’s on our bucket list, we’re going to get there, Juliet. Right?

Juliet (01:25):


Steve (01:26):

So Richard is the founder of Engage and Grow a company whose vision it is to create a globally engaged workforce one employee the time. And I think that it’s going to be a great topic. Certainly as Juliet said, team and engagement are pretty key to growing a successful business. So let’s bring our guests into the show without further ado, Richard Maloney, thank you for joining us all the way from sunny Melbourne in Australia.

Richard (01:58):

Good morning, Steve. Good morning, Juliet. It’s a great pleasure to be beaming in all the way from down under, looking forward to getting deep and dirty and dark on this entrepreneurial discussion, because it is a great passion of mine.

Steve (02:11):

Awesome. And likewise, looking forward to the conversation and for those in the audience who’ve been listening to us for a while, you’ve certainly heard us say before that our definition of a business is, a business is a commercial profitable enterprise that works without you. And so by definition, if the enterprise works without you, there must be someone else running it and that means you must have a team. And that’s why I always love talking with people about teams and the importance of getting everyone to be engaged, we work together to build that successful business. So before we jump into that, maybe we could start out, Richard, you’d tell us a little bit about yourself, who you are, what you do, who you help? Go.

Richard (03:04):

Sure. I’m 45 years old. And as you said, I live in Melbourne, Australia. I have a wife with three young daughters and I have two companies, I’ve got Engage and Grow Global, which is a number one employee licensing company in the world. And I also have a company called Quality Mind Global, which is now becoming the number one mindfulness licensing company in the world. And so Engage and Grow is a group activation and Quality Mind is a personal activation system. So I have a great passion for fine wine, for outdoors, for friends, family, golfing and surfing, you could say and I love to travel. So the last eight years you could say, being really heavily involved as a keynote speaker around the world, I have been living on a plane for four months of the year, speaking in multiple different countries and different languages. And I’ve authored four books and have a mobile phone app. I’ve also started a forum online for Blokes United, which has about 23,000 blokes, which is men and women united as well to help in mental health space. There’s a snapshot for you Steve.

Steve (04:17):

Awesome. That’s a lot to unpack there, Richard-

Juliet (04:22):

A serial entrepreneur is in our midst, absolutely.

Steve (04:26):

Yeah. Now, does that qualify as multiple serial entrepreneur or does serial entrepreneur cover-

Juliet (04:32):

I think serial entrepreneur covers this, just starting a business and then starting another one, and starting another one.

Steve (04:38):

Okay, awesome. Richard, maybe start out a little here, one of the things I read on your website and I guess this was the Engaging and Grow website was that you believe, or your company believes, you believe that companies and leaders need to go beyond traditional training methods to truly engage with their employees. Can you talk a little bit about that, about what you mean about going beyond traditional training methods?

Richard (05:09):

Sure. A lot of my upbringing, working in different organizations and having a real passion for human performance, I just … sorry, stock reality of the levels of unhappiness in the workforce. And having a sharp eye and a sixth sense for the human development, I was bewildered somewhat where even when going to training sessions or whether it’d be one day training sessions or a weekend away training sessions to become better leaders for the managers still culturally, a lot of organizations weren’t shifting, weren’t changing but the individual was. And so there was a lot of wasted money left on the table with a lot of work, but not a lot of rewards. So I was working in the sport’s industry in the lead sport’s teams here, we did a seven leads sport team, so my real passion is working with elite athletes and high level executives.

Richard (06:04):

And so I just uncovered a pattern to help leaders activate neurologically the hearts and minds of their employees in a way where they had to move and had to change to shift the culture, saving businesses thousands and thousands of millions of dollars, because really, it really comes down to the leadership of an organization of how will you survive and how will you thrive? So when I say, traditional training, knowledge dumping is important, but when it comes to culture and leadership and creating influence and mass movements, knowledge is great, but it’s the culture that needs to shift. So basically Engage and Grow is known around the world now, and all the coaching circles is the quickest way in the world to create a high-performance culture. And we do that by changing habits, reprogramming people’s minds, reprogramming teams with three constant repetition and insightful ways of learning how they’re motivated, but in a way that it is done subliminally, so it looks like less effort, but a lot of reward.

Juliet (07:12):

Sounds intriguing. Okay. So we have to dive into that. I loved the phrase you used that the leaders have to activate neurologically. What does that even look like? Where would you even … let’s start with, how would a business owner know that they need your help? Let’s start with, how would they recognize that they need to know?

Richard (07:35):

The best way to recognize that would be, your gut sense is always a good start, knowing fully well that people are coming to work. There’s three types of employees in every organization. The first type of employee, they’re actively disengaged. They come to work and do less than as expected. The second type of employee come to work, they’re disengaged, they come to work and do what is expected. And the third type of employees is someone who’s engaged, who comes to work and does more than is expected. And so if you’ve got employees in your team that just come to work and just get through the day, then you’ve got disengagement, then you’ve got wasted money on the table. So they’re saying [inaudible 00:08:14] is now saying that if you’ve got a disengaged employee who’s coming to work and just doing what is expected, or if you’ve got someone coming to work and actively not doing anything, really, then you’re wasting 34% of your salary before they even walk in the door. And so if you’re prepared-

Juliet (08:29):

That’s a scary number.

Richard (08:29):

Yeah, it’s a scary number. And then because of the years of disengagement and the years of just training, training, training, everyone’s gotten used to it, because we’ve tried and tried, but now we’ve had to come up with a new way and that’s pretty much the success of Engage and Grow. We can change that. We guarantee the change. So neurologically it means, people are neurologically motivated by pain, pressure, reward, punishment, transcendent, purpose, all sorts of different … as we have seven neurological motivators. And it’s very difficult for business owners to know what they are and the employer, because they don’t know themselves. So we’ve built systems to activate those consistently to create the change, which is what I mean by subliminal change. You’ve got to create a movement like a tribal movement within an organization, takes about four or five weeks to get the movement going. And then you really need to keep on top of it from then on in, if you want to make sure that your people come to work and do more than is expected.

Juliet (09:29):

That’s pretty impressive that you could turn an organization around in four to five weeks. So this isn’t only something that you would need to consider when you’re bringing on new team members or growing a team, you could certainly do this as well with an existing team. That’s ultimately who you’re able to help.

Richard (09:51):

Well, I’d prefer with an existing team, because they’ve already got … they’ve already matured, they’ve already grown. There’s issues, there’s challenges with a new team they still need to storm and form and find their feet. So it’s really about, once you’ve got the team on the ground, give it three months, then we usually come in. And then …. because you need to just go through the motions to start with. When we say organizations, Juliet, we wouldn’t be able to go into a bank and change that whole organization, because there’s 20,000 people there. But we do it in departments or multiple departments at once. So you start … it’s really start a ripple effect, you could say. But then we involve solos. For your audience in particular being entrepreneurs, a lot of these guys would be solopreneurs, where they’re by themselves and today’s world we live in a viral world. So you would have a team whether it’s contractors or we work with a minimum of four people and up.

Juliet (10:45):

Okay. And do you find that in the experience that you’ve had, that you’ve ever had to go into an organization and say, I can’t save this team?

Richard (10:56):

We have had situations where the leader … because remember what we’re doing here, is we’re making a leader’s job easy. So we’re really setting the bench or setting up the environment for leader then to take over in a high performing environment. If a leader drops the ball after that, then he drops the ball or she drops the ball. There have been situations where the leader just goes, oh, listen, just go and fix my problem, and I don’t want anything to do with it. That’s when we won’t work with them, because we just know that everyone would just end up leaving anyway. So we need to say, listen, if you want us in, you’ve got to be 100% in and we’ll show you how to get there really quickly. And then usually within a few weeks they go, wow. I didn’t realize it could be that much of a transformation.

Juliet (11:46):

Because they do say that, usually that when someone quits the job, that they’re not quitting the job, they’re not quitting the company, they’re quitting whoever their direct supervisor is, or their manager is, or their leader is, that that’s … usually they’re leaving the leadership team. So I’m just interested to know whether or not as you’re going into organizations, do you ever find that there are people who shouldn’t be on the team and that’s a recommendation, because it’s very difficult and a lot of business owners and we’re guilty of it as well, tend to keep people so that you have bums in seats doing work, but they’re not the right people in the right seats or they really shouldn’t even be on your team to start with, but the pain of bringing someone new and starting them at zero is more painful than keeping someone who’s working at 30% or 50%.

Richard (12:42):

[crosstalk 00:12:42].

Juliet (12:42):

So I’m just interested as to whether or not that’s also a recommendation that you would make is, maybe you need to shift some of the dynamics of your team or release some of the team members?

Richard (12:55):

It’s interesting conversation and a good question, Juliet. But what happens here is, when we go into organizations and usually they’ll say, oh, we just want to probably move on Jane and John and we’ll let you know when we’ve moved them on. And I’ll say, whoa, just pull up. Let me in now, because they’re not activated. They are simply not activated, which means they’re not loving their environment. Something has happened, or there’s a relationship problem, whatever it might be. And so that’s the magic of what we’re talking about.

Richard (13:26):

When we go in with the program, then it uncovers what the issue is. And then you can get them back into the game. And that happens 90% of the time. And then there’s that 10% of the time where they really are not required, or they need to move into a different department, or they’re just not required. But then you need to put systems in place where they … in some countries, they can get to a point where they de-select themselves from the company so you don’t have to fire them.

Juliet (13:53):


Richard (13:53):

Especially here in Australia, you can’t just go and say you’re fired, especially in government, because they’ll take you legally. So we’ve set up a system that works in the favor of the leader, so if this person is genuinely narcissistic or disengaged to the point where they’re just taking or a cashing income, then we will expose that very gently and then we’ll have the ability to coach them into the company, or they’ll now have to de-select in a way that feels like they’re just not part of the tribe anymore.

Richard (14:21):

And so it’s like they’re slowly pushed out, but in a way that they have to go through the process of being pushed out and in your away. So what I always say, wait, give us the opportunity, because you’ll be blown away, and this is a really big thing, you’ve just got all these gold sitting in your business, that you’re just going to activate. You’re not finding, because people are complicated. We’re very emotional, where if you say one negative thing to me, it takes seven little hits to get me back up and running. And so there’s all these sorts of things, but we clean that out really quickly.

Juliet (14:53):

Very cool. Okay.

Steve (14:57):

That is excellent. In your experience of working with many different companies, when you see disengaged employees, do you see a common reason as to why? Or is it one of 20 different things?

Richard (15:19):

No, I think it’s what we mentioned a bit earlier, it’s got to do with people. It’s as simple as that. And there’s people or passion. So they’re just not enjoying their role, they’re not enjoying their industry, it’s a stepping stone, which is what we’ve all been through. For you to become great at your business, you had multiple jobs to get there. You’ve learned … I was on a podcast recently and they said to me, Rich, what’s your number one leadership piece of advice that you’ve been given, or you’ve got? And I started thinking, out of the hundreds and hundreds and hundreds of books I’ve read, the number one, the best piece of leadership advice quite simply is, I’ve learned … or not so much the advice, but who you’ve learned from, I’ve learned all my leadership stuff from bad leaders.

Steve (16:04):


Richard (16:04):

Not what to do. And so I’ll just have another bad leader or another bad sports coach, not bad, I’ll just say wasn’t conducive for me. And I’ve learned not what to do. So I’d say 80% of my leaders and coaches have been not great. And so to answer your question, it comes down to people.

Steve (16:21):


Richard (16:22):

And knowing when they’ve expired and when you need to activate them. But yeah, it really comes down to that.

Steve (16:28):

Okay. You also mentioned early in the episode that your passion is you love working with elite athletes or high performing executives. Why?

Richard (16:44):

Because they’ll do whatever it takes. I just had a box, this just … what’s today, Wednesday, on Sunday in Las Vegas at the MGM Grand for [inaudible 00:16:56] and I’ve been working with him for quite a few months and so forth and there he is on the big stage and he just knows, even they really appreciate it. I didn’t work with him with in Engage and Grow now that’s Quality Mind, to get him in flow state.

Richard (17:09):

So I teach people how to get into flow state, not just as an athlete, but in everyday life, how to get into the flow state, where life is coming to you, as opposed to you chasing life. And so I’ve untapped that, so that’s where I get a lot of athletes saying, I’ve got to get into the flow state. But they really work their ass off, Steve. And they’re attentive, there’s no excuses and if there is, they are happy to couple of whack. Executives, they’ve got a lot on the game, they got a lot of money involved, they’ve got a high pressure situation, and so I just tend to gravitate to people that really want to play a really big game.

Steve (17:46):

Okay, great answer. Go ahead Juliet. You look like you’re going to say something and-

Juliet (17:52):

I was. I was waiting. I was waiting to see if you had a question, I didn’t want to interrupt. So for those businesses or those entrepreneurs in our audience who aren’t able to start with you, but know that they have a problem with their team. Is there something that you could recommend as a starting point for them to start to move towards re-engaging their team?

Richard (18:21):

There’s 500 of me. I’ve got 500 odd coaches around the world. You can always engage with as many coaches in Canada and so forth. And as I said, we’ll probably the largest employee engagement licensing company in the world. We’re in 50 plus countries. I guess the first thing to do is I can send you these … I can get my team to send the link to you, there’s a 6o seconds health checks survey you should take every three months. And of course simply, it’s nine quick questions, anonymous and send that to your team. And it’s a health check on where they are in those three categories, actively disengaged, disengaged, or engaged.

Richard (19:00):

And then you get a benchmark of how well your organization is faring. Say for instance, you’ve got a boat, you’re in a boat. And that shows you got two people really rowing towards success, you have seven or eight people watching the scenery with their feet up on the side of the boat with binoculars and you have two people trying to actively sink the boat. So you’ve got to make sure your boat is full of people that are heading in the right direction and rowing towards success. So that would be the first thing I would strongly, strongly advise, because it becomes glaringly obvious whether you’ve got a problem.

Juliet (19:29):


Steve (19:30):

Yeah, that’s great. And I am curious, because I am not sure you actually touched on it. Why did you decide … was there a point in your life where you decided you wanted to have your own business, you wanted to be an entrepreneur, you didn’t want to go the corporate route? Was there a trigger for you or some moment where you said, yeah, that’s what I have to do?

Richard (20:03):

In school, I was a bit of a wild kid. I was asked to leave a few schools and I probably would have been put into that category of, attention deficit disorder. But back then, there wasn’t such a thing. And I was just ratty and all I wanted to do was go and explore and be an entrepreneur from a young age, I wanted to start a business. I had a fencing company, I had multiple little businesses on the side, I couldn’t wait to get out of school. And then at the age of about 17, I got recruited to the elite sport’s industry as a AFL footballer and blew that out really quickly and then fell in love with human performance, so my passion had arrived, human performance, because I really wanted to figure out why I’d stuffed up so heavily, because my dream of being a lead athlete had been destroyed.

Richard (20:46):

And then I went to a conference, I’d always had this burning desire, but then I went to this conference. I can’t remember who the speaker was and it was a big aha moment for me. And I was barely 23 years old. And it was more or less along the lines of, you’ve got to start a business where you’re not working and then you’ve got to start a business that is scalable, leverageable, online. So you’re not there and you really don’t need a team. I was like, aha. So then I went and worked in multiple industries and I just couldn’t. I was just picking up data the whole way through. So I thought it was really, this isn’t really my dream. But then all the time, I was picking up and learning lessons for me to create what I needed.

Richard (21:25):

So I was always gathering gold and this is really important for entrepreneurs. So your past is perfect. And so just make sure you look at your past and go … even if it didn’t work or you had an argument with the boss and you got fired, it’s a good contrast to keep pushing towards your passion and dreams. And then I started to realize, that the biggest lesson in life is to always charged towards your highest excitement, charged towards your true North. If you’re not charging towards your highest excitement, that means you’re off course. Instead, I started falling in love with uncovering how people make them … coming up with pedigree great, great cultures. And it was just a great passion. And all of a sudden I had to scale it, leverage it, credit and losses and company and partner with bread and sugars and so forth. And then next minute, I’m around the world and in that capacity.

Richard (22:17):

So I just … really, the key lesson about that is, if you’re not charging towards your highest excitement, your true North, you need to sit down and reconfigure where you’re going, because there’s more for you in other words. And that’s what [inaudible 00:22:31] sends you little messages along the way, subliminally and in the environment we live in and through your imagination of where you need to take your life. And so I just fell in love with it, I hope hypes of entrepreneurs now get off their feet. I’m a bit of a … we do deals with selling entrepreneurs, where we’ll take part of their business and help them build that capacity, because I just love it that much. When there’s an opening in the market and you can see an opening and then it’s, this is a great journey. It really becomes a great journey, because it’s bloody hard work.

Steve (23:03):


Juliet (23:04):

And we’ve heard that statement before where the advice to entrepreneurs is, make sure it’s something that you’re passionate about. You said, follow your true North. Do you think that is also true of the team members on your team, that they also need to buy into whatever your true North is? How important is it that your team members or your employees share or carry that same vision as you do?

Richard (23:36):

It’s your job to create … as a leader, it’s your job to create a movement. And so you’re never going to have everyone fully thriving towards your passion. But if you have an inclusive attitude, then you’ll keep them longer than you need. But it’s one of those big questions, Juliet, multiple people come at different times. And that’s entrepreneurial-ism is, the biggest issue you’re going to have with organizations is people. Because they make or break businesses. And that’s why they’re so important too, because if you don’t have people, you can’t sometimes make a business. And so, your energy is critically important. If you look at … a team’s only the reflection of the leader’s attitude, quite simply. So you can’t win them all. But most importantly is, you’ve just got to be high energy, keep the vision clear and get them to buy into the vision as much as you can and when their day is up, their day is up.

Juliet (24:37):

Okay, thank you.

Steve (24:38):

Yeah that was a great answer. I think that brings us to that part of the show that we call the Smart man, Smarter Woman version of James Lipton’s Q and A from actors studio. And that’s where we get to ask each one of our guests the same six questions. And so if you’re ready, Richard, I would like to get started with that.

Richard (25:06):

Happy to go.

Steve (25:07):

Awesome. Okay. Question number one. What one word best defines an entrepreneur?

Richard (25:16):


Steve (25:18):

What profession other than your own would you like to attend?

Richard (25:24):

A horse race in China.

Steve (25:27):

Okay. What profession would you like never to attend?

Richard (25:33):

Working in the government in a bureaucratic slow political environment.

Steve (25:37):

Okay. Yeah, I couldn’t really see you working in a government. What sound or noise do you love?

Richard (25:49):

I’m a big meditator. I love to meditate every morning and sometimes at night. So I really love just that ambient, soft music and it just takes me … it’s like in frequency music. It’s science-based music that really can heal your mind, heal your body. And I love just to sit in that space of just taking my mind away with that beautiful power of music.

Steve (26:11):

Awesome. What book would you recommend every entrepreneur should read?

Richard (26:21):

It’s a good question. I’ve got quite a few, but one that’s stood out to me is a book called Repeatability: Build Enduring Businesses for a World of Constant Change. There just seems to be some gold nuggets in there to exactly what I’ve done, these are repeatable, scalable leverageable and so you can build up an asset where you’re not working in it and everyone else making you income.

Steve (26:43):

Okay, terrific. I’ll have to check that out. I am not familiar with that book. And I like to read books. When your own entrepreneurial journey is completed, what do you hope your legacy is?

Richard (26:56):

I have a big dream. My legacy is to impact 1 billion people to make them a better person. And then my daughters will take over business or they will be in the same industry. So legacy really is to, when I leave the planet, they’ll say Richard Maloney had an impact on me some way on a major scale. I’m an ambassador for change. I shine bright light into dark corners of the world, that’s my why. And so again then I’ve got three young daughters who would love to pick up where I’m taking off and then continue the legacy. That would be my perfect legacy.

Steve (27:29):

Awesome. Great legacy.

Juliet (27:31):

How is that? 1 billion people. That’s amazing.

Steve (27:36):

Some of the best dreams are the simplest, right? That’s an easy one to remember.

Richard (27:40):

A big one for [inaudible 00:27:44].

Juliet (27:43):


Steve (27:47):

Absolutely. And for those in our audience who would like to connect with you, Richard, what is the easiest way for them to do so?

Richard (27:54):

You can call me on LinkedIn, of course, or you can email me at richard@qualitymindglobal.com or richard@engageandgrow.com.au. But I’ve got Quality Mind Global you can check out the app from iOvilus but LinkedIn is probably your best.

Steve (28:11):

Okay, perfect. And before we conclude the episode, do you have any final thoughts Richard, you would like to share with our audience or entrepreneurs?

Richard (28:22):

I think well done too for starters for being an entrepreneur and hats off for the journey you’re on, because it is one hell of a journey. And I guess that’s when I started my second business, I learned a lot from the first and I was broke, under the poverty line for many years, so I understand pain. And that’s what helped me good Quality Mind, because of the pain I was going through and how I had to manage my mind. Always follow your true North, know that everything … this is one of my favorite quotes of all time.

Richard (28:53):

Everything is neutral until you give it meaning. Everything is neutral until you give it meaning. Now that means quite simply, is soon as you label something you’re involved in it, if you can just let the egg or a world go past and manage your inner world really well, then you’ll have more energy. You will be able to manage your circumstances better, have better relationships, better health and so forth, because it is a hell of a journey. And the more you can look after your mental health, along the journey, the better off you’re going to be as a leader and influencer and a entrepreneur. And what a pleasure it’s been to be on this podcast. Thank you very much for having me.

Steve (29:30):

Awesome. Thank you, Richard. And what about you Juliet? You got any words for the audience?

Juliet (29:36):

I always have words for the audience. I love talking teams only because as you said, Richard, it is so fundamental to the success or failure of a business. And when I started my business, I wasn’t looking to even have a team and now we do. So I always find it interesting and always find that I learn something new when I talked to someone else about engaging my team and growing my team. So this conversation was absolutely no different. So thank you very much, Richard.

Richard (30:09):

My pleasure.

Steve (30:10):

That was great. And that brings us to our this episode’s words of wisdom, and the quote I selected this week, mindset is such an important thing to being successful. Not just in business, but in life. And so I’ve always loved this quote from Michael Jordan and he said, I’ve never lost a game, I just ran out of time.

Richard (30:39):


Steve (30:41):

That is mindset.

Juliet (30:43):


Steve (30:43):

And so again, thank you very much to our guest, Richard, for joining us. Thank you very much to my awesome co-host Juliet. You know I couldn’t do this without you. But most importantly, thank you to you our audience for tuning in again, giving us a listen, we sincerely hope you found some value here. If you did, please subscribe. You know we’re in all the regular places or you can go to the website, smartmensmarterwoman.com. So thank you until next time, take good care of yourself and those that you love. Bye for now.

Song by Adam Vitovsky / CC BY 3.0

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Episode 36