Neptali Martinez

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LinkedIn: /neptali-martinez-b635195

Show Notes

Robert Peterson 0:21
Welcome to the Add valued entrepreneurs podcast, where we're on a mission to end entrepreneurial unhappiness. If you're an entrepreneur with a burning desire to change the world, this podcast is for you. We're here to help you transform your life in business so you can achieve the freedom and fulfillment you crave. This show is dedicated to entrepreneurs who want more of their life, more meaning more purpose, and ultimately, more happiness. You deserve it all. And it's possible. I'm your host, Robert Peterson, Pastor turned life coach for business owners. I believe that success without happiness is not true success at all. But there's always hope for those who are willing to take action. Join us every week as we bring you inspiring leaders and messages that will help you on your journey towards success. Thank you for investing your time with us today. Let's get started. Our guest today is Naphtali Martinez. He's the founder and principal of MGM career leadership coaching, which provides career and executive coaching for professionals in middle and upper management levels, business owners and entrepreneurs in diverse areas, such as information technology, human resources, supply chain management, and other business organizations. As an author Naphtali has published more than a dozen articles. And he published his first book coachability Are you in a state or condition to be coached? Robert Chatswood Neftali Martinez, an author, educator and executive coach who has taken his experience and used it to prepare others. He's an expert at understanding people and helping them see the problem within themselves. He knows how to help people write down what they want, and then figure out how to go get it.

Unknown Speaker 2:04
I'm originally from Ecuador from Quito, Ecuador in South America, we'll be in Yeah, but I've been living in New York for since 1968. So I'm Excuse me? A few years, few years. Yes, a few years. So I'm a native New Yorker. And that's how I see myself. So yeah.

Robert Peterson 2:25
Very good. All right. Well, typically we talk about the entrepreneurial journey. And as an author, we consider authors, entrepreneurs, and I know you've you've written some books and, and you've got a new book coming. And so just share a little bit about about your journey.

Unknown Speaker 2:41
Okay. I guess the writing bug began when I was an administrator at NYU here in New York. And I found myself having to write memos, memos, and business letters, and I had no idea what to do. So working for a university, sure enough, I found out a course that was called business writing, and right away sign up. And it was a great, you know, experience for me, because the teacher taught us a lot of things. But one thing that stuck in my mind was, you have to start with why you want to tell them, which is the kind of the heading, then you go to the body and you tell them what it is, and you went by reminding them what you told them. And that kind of stuck. And it's true. You know, whatever you read the book and article, even your blurb is like that, if it's a well written, you kind of at the beginning, you tell them what it's going to be about, then you give them a bit of detail, you know, the body, and then at the end, you kind of go back to remind them at the beginning. And that has been my guide. So I've written a number of articles for a hobby magazine, which again, it was a surprise after I retired from my administrative work. I thought I, I said, Well, I know how to write business letters. I know how to write memos. So I try with an article and the magazine editor bought it. So I say wait a minute. Through my career, you know, handful of times people came to me and told me a Nepali. You should write a book. And I go, Yeah, sure. Sure, sure. But having more time on my hands on the pandemic, keeping me cooped up, you know, I said, you know, how do you write a book, you know, what do you do about it? But since I've been doing coaching for like, over 15 years, I had a large body of work in there, which is mainly a lot of stories, a lot of situations of professionals, individuals, that find themselves you know, for whatever reason, stuck for what reason when happy, disconnected, and you know, they hire me And we begin a journey in which, you know, we uncover hidden qualities heating abilities, heating capacity that they were not even aware of. Okay, and that gives them energy that gives them ideas. And that gives them the greed to go take the new direction go higher, you know, look for another company, you know, go do something different, which is why they weren't happy to begin with. So I had a lot of stories based on that. And I thought, I think that's the body of the book. So, towards the middle of the pandemic, I sat down. And in the back of my mind, there was one thing that was rattling, and he was like, you always read about writer's block. You know, that's, that's usually a typical complaint that a writer say, oh, man, like, it didn't happen. And I realized that it happened, because it is something that I went through with the clients is something that I experienced with them. So all I had notes and stuff like that. So this stuff just kept pouring out. The biggest challenge was, how do you shape it into a book? You know, how do you make it interesting? How do you put it together, so somebody, you know, may pick up the book and find use in it, because that was, that was my main thing. And I guess the underlining reason for writing the book was that, although I have numerous clients that have gone on to, you know, better positions, you know, better titles, more salary promotional that I did come across, with a small number of potential clients, that for whatever reason, did not want to be coach. And that kind of stuck in my mind. And, you know, as some part of me, I was blaming myself, I say, Oh, I was not good enough to tell them to, you know, educate and to help them make the decision. But, but I also realize that you have to be ready, you know, as an individual, you have to be whatever it takes, in your mind, whatever, you know, you have to say, yes, you know, what, I'm gonna do it, I for whatever reasons, they were not. So that's part of the reason that I'm writing the book, because I realized that there's got to be more people like that in the fence, sitting on the fence, realizing that they need help, realizing that somebody can do something for them, and they don't take the plunge. So I'm writing the book in a way that shows I call, I don't call them chapters, I call them scenarios. Because each situation is a scenario with an individual with specific challenges with specific goals, you know, dreams. And, you know, each scenario shows how it begins, how they got through the process, and what the outcome is. So I figure, somebody picks out the book, they may see that, and they may see themselves in one of the scenarios, or they may see how the coaching process is, you know, and then they make them feel more open, to also jump in and take advantage of all the reasons, you know, you ask somebody for a hand, you ask somebody for help. But there's this, there's this thing, that we live in a kind of a cultural environment in which we are supposed to do things on our own, we are supposed to prove ourselves, we are supposed to stand on our own two feet, you know, be successful. So with with that environment, it's hard for us to say, You know what, I'm struggling here. You know, what, I need help, I think I need to help. So that's also part of the book, trying to by the way, I have copies of the book. So I'm trying to make it friendly, you know, as approachable as possible. I call it coachability with a capital H to focus on the abilities that we all have, you know, that maybe we're not aware of that they act so far. And every case we we unearth that we uncover that, and it's a surprise for the client that hey, I didn't think about that. But you know, they're nice. Yeah.

Robert Peterson 9:46
So let's, let's back up a little bit. Let's, let's talk a little bit what what got you into coaching 15 years ago,

Unknown Speaker 9:52
okay. I began my career in tech Knology so I became a manager in a technology department. And one day, I realized that I was tired of that. And one of my clients and technology was the human resources department. So I kind of learn a good deal about human resources simple, simply because I was serving their technology, their systems, their, you know, the applications and all that. And I sort of gravitated towards that. And then I was given the chance to do part time, human resources. And I found that I liked it, I was tired of talking to machines. And I liked talking to people kind of a thing. So I became the director of human resources for the department. And one of the responsibilities I had was something that we used to call employee relations. And have you heard the term employee relations was all the problems that the managers and the people they have, they will dump it on my desk. And somehow, I found that I was able to resolve that it didn't affect me, I didn't get upset, you know, it didn't ruffle my feathers. And the managers were happy the employees will have the Annika, you know what, hey, you know, I didn't think much about it. But talking to all the colleagues in the HR world, one day, one of them says, you know, when I retire, I'm going to become a coach. And you know, how you see the light bulb going in, and you know, many cartoons, many stories, the light bulb went in, went on. And I said, That's right, coaching. So when I retired, NYU, offers you tuition for whatever kind of vacation and they had a as a coaching program, they have a certificate. So there was a whole month, everyday nine to five classes for a whole month, and I took it, it was intensive. So so that was just a continuation of what I was doing, but in a more formal way, in a more structural way. Because now I learn how to be a coach. Now I learned how to run a business coach, and I identify what I already know, and identify what I didn't know. And I had to learn. So I felt more kind of a in a position to offer a useful service, you know, so. And it has been, for me very gratifying to meet with somebody who's struggling, and which happens to me every time, I have no way of knowing how am I going to help this person, I don't know this person, this person seems to be struggling. And every time we find a solution, every time we find a way, every time the person goes on better than before, with a new outlook, when new ideas with new skills or capacities that they uncover during the coaching. So that is kind of my reward. That's kind of my the impetus that keeps me going. I find that my stage in life, that's my way of giving back a little bit, you know, to society, because, you know, when you're long enough in a career, you know, that somebody gave you a hand, you know, somebody gave you a hint, you know, somebody helped you along the way, you know. So this is my way of giving back.

Robert Peterson 13:36
That's so good. All right. Earlier, when you were talking about the book, we live in a culture and environment and I, I call it our American independence, right? We Yes, we we were very independent. And then you add a little bit of ego to that. And, and it's hard for entrepreneurs, especially business owners, it's hard for executives, to ask for help

Unknown Speaker 14:01
executives especially Yeah, especially and you're right, that ego is the thing that is there. So many times what I've seen is that you have to learn how to deal with the ego, the person, you don't even have to be a good coach. You have to be a good psychologist, you have to you know, treat the person. So for instance, when I was doing HR, the thing that I did all the time and I think we're successful is that the manager will come in very angry with the employee ready to fire the employee, you know, they already had fights, they already have problems and they just want to fight them. And one thing that I did is I treat both of them individually and a group with the utmost respect. I saw two professionals in front of me and then I always when I was one on one with employee spoke To the employee, as you're a professional, you have all these abilities, these are your responsibilities, let's talk about that. And that save the day. Because that, you know, put the onus on the person saying, you know, what, you come to work because, you know, a these, whatever. And so just let's focus on that, like, how do we improve that? You know, so that has been something that, let's say has been the basis for me talking to anybody to help them, treat them respect. Right, acknowledge who they are, you know, and this is just a business proposition. They want something that is service that I offer, and that's all so it's never, you know, hurt the ego and never heard the person never, you know, make them feel bad. Yes, that's to me the basis. Yeah.

Robert Peterson 15:50
So, so obviously, working in HR, the manager, drug the employee to you and said, This person needs your help. But now that you have a coaching company, how do you who's who's dragging these people to your door to say they need your help? So that's

Unknown Speaker 16:04
so interesting. For a time I was teaching at NYU, and I was teaching in one of those schools that focuses on adult education. So all the students were adults, Alston's were like 1015 20 years in the industry. And they came back to pick up a refresher course, they came back to learn something. So that was my pool of clients. Because once they learned that I did coaching, and once they saw me in action, you know, so they would contact me. And then or what I do sometimes is I see them in action in the classroom. And I could see, you know, they present themselves, Oh, I'm the manager of blah, blah, blah. And the way they acting is like, wait a minute, you know, you have issues, of course, with very delicate, you know, diplomatic way I will talk to them. So after the class finish, you know, we'll meet for coffee. And I will say, you know, well, I kind of have served that. What about that, you know, how, and then they will say, Oh, yeah, I'm struggling, I don't know what to do. So that's how the clients develop. And they also found references, you know, for my clients will send me the names. I have one, which is one of the stories in the book, a colleague from from HR, reaffirm me, her daughter looked at. So that was kind of a unique situation, the daughter was, you know, early 20s graduate, wanted to go into the movie business, Hara an arts degree. So it was well prepare, but was struggling, because all she could find was a producer, a producer, Assistant, a PA, and that, you know, minimum pay running errands for somebody. So the parents could not stomach that the daughter with a great education was doing jazz, you know, so she referred to me and so that was kind of a, you know, how do you take a young person who, whose mind is focused on something and kind of expanding? So the book has a chapter on that has, sorry. So I've had clients from like a young person like that, all the way to recently, I helped somebody get a C suite position. So you know, I've gone through all situation, and is usually usually the stuff is within the client, the stuff is within the person, you know, I, what I do is, I offer the believe that they can do it, I offered them a safe environment. I offered them a neutral area, I offered them a sounding board, but I also put a mirror in front of them. Okay, I definitely I very strict about that. Because they haven't had a chance, many times that somebody puts a mirror in front of them. They have different ideas that have, you know, they don't see themselves. So as soon as we talk about that, and you know, they open up and they see. And then once they see then it's easier to find options is easier to find, you know, different ways that they want to do. But typically, is the ability to dump with a new mind in front of somebody else. And then a lot of times for the first time they see it. They have the idea. They have the image in their mind. But I asked them to write or I asked them to talk and that gives it a different dimension. Because that was in black and white. They send me the note And now we can, you know, number one we can measure. You know, that's, that's a strong tool that I use, they will tell me. Oh, but I don't know that. So I will tell them, Okay, from one to 1010 being the most expert, and zero being that you don't know anything, where are you? And they will say, Well, I think I'm a seven. Well, you know, what, seven is pretty good. You're seven, you maybe need maybe another point or two, and then you are in the ballpark, you know, so that, that allows them to see themselves, you know, more capable, more that yes, you know, is it is a imposter syndrome is their self doubt. That stopped us a lot of times from from knowing something. So measuring what half,

Robert Peterson 20:59
so you could say, let's, let's talk a little bit more about that mirror. And this, this is the self belief. And obviously, you're coming alongside I think one of the most powerful things in coaching is, is borrowed belief. Where were your transmitting? Look, I believe in you, right. And so, so let's explore a little bit more about this, putting them in front of the mirror and helping them really see themselves.

Unknown Speaker 21:27
Okay. So for instance, I had a lady from South America that was trying to advance and she is a good and technology. So she thought that for instance, she is a project manager, professional PMP. And she thought to advance to advance her career, she needed more training on PMP. So she had courses, she has certification, but nothing was happening. Then we began and we, and she said, No, I want to become a manager. So well, you gotta get out of that. So I said, you know, have you been to events? Have you been to other activities outside? You line of work? There's no just said, you know, how about going to an event and talking to different people? She says, No, that's impossible. So I stopped for a moment, let her think and I said, Who is saying is impossible. So she started from when he says, I am saying, I say, there you go, you are saying is impossible? I said, you know, would you like to talk about ways. So you will be successful in that? And sure enough, so yeah, sure. And now, she is speaker and events. She is a co writer of a book with somebody else. She's all over LinkedIn, you know, simply because we work for her to go to an event and just talk to strangers, because she never thought she was able to do that. She, she was afraid.

Robert Peterson 23:02
We will be right back after this short break. Are you an entrepreneur who started their business with purpose and passion, only to lose sight of it amidst the daily grind, we understand how frustrating that can be. That's why we're offering free strategy calls to help you gain clarity on the barriers holding you back from achieving your dreams. In just 30 minutes, our experienced coaches will work with you to identify obstacles and develop strategies for overcoming them. There is no commitment or pressure, just a chance to get some assistance and clarity, unique. Scheduling is easy, simply visit smiling cole.com and select a time that works for you. Let's jump on a call and build your business together. It's time for you to add value and achieve your full potential as an entrepreneur. Welcome back. Let's get back to more great

Unknown Speaker 23:53
on you know, you teach the person a couple of tools, you give her a couple of samples. But the key thing is that she went that she did it, you know, I could have all kinds of bells and whistles for them. But if you're not going to do it, you know nothing's gonna happen. So to me, the you know, I gave her credit because she went and did it. And now you know, we check on in LinkedIn and the message and she's doing well, simply because she believed in herself. She had it within herself. And I just put a mirror in front of her and she saw it. So that happens a lot. That happens a lot.

Robert Peterson 24:33
So let's let's talk about that power of taking action. So many are procrastinating or waiting until they get it perfect or waiting until they get the perfect education or waiting until they have the perfect thing. But action. Taking steps is really the most important piece.

Unknown Speaker 24:50
Yeah. So recently in LinkedIn, I saw I don't know have you seen the name Greg S. Reid? Oh, yes. Yeah. So he puts out and I wrote it down because Great. He says, a dream written down with a date becomes a goal. I just love that. And then he says a goal, broken down into steps becomes a plan. And a plan backed by action makes the dream come true. And I wrote it down, because that's the essence, you know. So for instance, typically, I have a simple spreadsheet that begins with a goal. So the goal is all the way on the left on the spreadsheet and a column, and they have a sub columns have, what are the strategies, and then another column of what the action is going to be. And then another column with dates, when you're going to begin cologne is going to take and then a column with comments what's going on. So we populate that, during the discussion during the coaching, once we unpack what the goal is, and then we identify what the steps will be needed, you know, to achieve that, and who's going to do it? Or how long is going to take, and who's going to check, you know, and that becomes a roadmap. You know, many times we don't do that, you know, the ideas in our head rattling around. We think we want to do it. We don't know how to start, but it's just rattling in our brain. But once you have in front of you, like I said, a simple spreadsheet, once you have it, and you see your stuff in there. Well, you know, what is real is you know, black and white. And you can grow it, you can update it. You can add stuff, and it grows. Because you know, if you have a goal, you could have two, you can have three, now you have a plan. So yes, that's why I wrote these things. Because a nutshell, that's exactly what happened. But definitely the person needs to be committed without the commitment, you know, it falls apart. It doesn't go anywhere. Yeah, but

Robert Peterson 27:04
there's certain personalities that loves spreadsheets that love information. And they want to get every detail, right. And so they're writing that action plan. And they want to make sure that that every step, every step is going to be perfect to lead up to an end. They're kind of in analysis paralysis. Yeah. Here's what really happens when you take the first step. It changes all the rest of those action steps. Yeah. And so, for me, I tried to help clients see it as a science experiment. This isn't a failure. This is this is just an experiment. Yeah. And we're trying each step. Yeah. And if each step gets us a result, which it will it'll get a result? Does that result lead us towards our goal? Or away from our goal? Yeah. How do we help? You know, how do we help these people continue to take action and not get caught up in the failure?

Unknown Speaker 27:56
Yeah, one thing that I use, I need help say is to tell them like, we don't we don't get them anymore. We used to get them the, the test of the emergency radio, whatever. Yeah. So I tell them, this is only a test. There is no real thing. Let's see what happened, let's do a test. And that helps them, you know, overcome the fear is this is not your life. It's just a test. Let's see what happened. And then if we do a few tests, they become you know, used to that. And I said, Okay, you know, that yes, you have to remove another thing that I use. Because like you mentioned, people want to be 100% before they do anything. We talk about the 8020 rule. What do you know about the 8020 rule?

Robert Peterson 28:49
Well, it 80% of my revenue comes from 20% of my clients.

Unknown Speaker 28:53
Okay, so that's one way. Another way, the way I present them is that no matter who you are, no matter what your level of expertise is, you need to have 20% available to learn to grow something empty something blank, you cannot be 100% something because you have no room for something new. If you 100% That means you cannot grow. That means you have decided that that's who you are, and there's no way to grow, there's no room. So you need to have 20% You need to be in an area in which you don't know, and be happy about it, you know, as a key thing, especially with people and with big egos and higher positions. You know, they hate to be in a position in which they do not know the answer. Oh my God, because then they think that the higher they go, they need to know everything. So one of the biggest things that I have to work with them is how are you comfortable not knowing the answer, because your abilities that you're going to find out. But people around you want to trust that you're going to lead them where the answer is. And that's what they want. They want somebody upfront, leading them, where the answer is, they know that you don't know the answer. They don't know the answer is a new thing. But they want somebody brave enough to be upfront. And you need that 20% of having an open mind. But you have the ability to be okay with that not to be freaking out not to be that, that is one of the things that I you know, I really focus, especially when you are there, where you are the leader, that you're going to take them to the promised land, and you don't know where you're going to go, but you are going, you are leading them. And as long as you do that, then follow. They know how to do it. But they need somebody to go out front. That's hard. That's tough.

Robert Peterson 31:00
But but it's a that's what true leadership is yes. Right? Any, any monkey can take you someplace he knows how to go. That's right. That's right. A true leader can take you someplace that he's never been.

Unknown Speaker 31:11
Exactly, exactly. And then I have a good number of clients that are making the transition, you know, they been 1015 20 years doing the same thing. And all of a sudden say, you know, what, I don't want to do I want to, and that's hard, too. So I use the trenches. And the VA horizon, I said, you know, look, you are an expert, you being in the trenches, you know, everything about the trench, you they kind of present, but now you're getting up going up the ladder going up the tower? Are you looking at the horizon? What do you know about that? What direction are you going? Which direction do you want to go? What is the right direction, you know, has nothing to do with the trenches anymore, you know, now has to be directional. Not only that, but maybe as you look for maybe you see the weather coming down is a trench or going to be floated, you know, now you have all the things that you have to be are all the people digging trenches in the in the same direction, and you're going to collide, you know, so, so I tried to give them the big view, because that's what leadership is about to open up to talk to other people or their you know, in the industry. And that's a mind shift that needs to happen when they realize that they don't want to do the trenches anymore, that they want to do something else, you know. So for instance, you probably have seen the book by Marshall, Goldsmith, whatever Got You Here Won't Get You There. I use that a lot. Because that book is not too big. It's to the point, and it just gives you the big switch it is to go from working in the trenches, to leading the team, you know, whatever they going, so yeah, that's, that's a big switch. That's a common thing.

Robert Peterson 32:50
So you mentioned earlier with that young lady, or the one of your clients, basically, get out, get out network, get out and meet other people. Yeah, let's talk about the power of connection, okay, in growing your business.

Unknown Speaker 33:03
So that is another kind of challenge that I have with many clients that they as an expert in their field, they are an expert in the organization and as their bubble. And they will not step out of it, they don't see the value. The other thing is even within the organization, they, they they haven't spoken to the senior leadership. They feel there's a barrier between them and senior leadership. They are an expert managing down. But when I mentioned what about managing up, they look at me as if I'm speaking Greek up what does that mean, I have no power. So we begin to talk about emotional intelligence. And we begin to talk about being able to influence in order to influence you don't need, we will begin to talk about official and unofficial authority. You know, we begin to talk about those things that we have, we have an official authority based on our skills or on experience based on the trust that other people have, and we don't use it. Right. And we can influence in your leadership. We don't have the authority, but we can influence they can begin to trust us. We can keep bringing good ideas we can bring in you know we can we can make our bosses successful. And we make our bosses successful. They're gonna trust us and they're gonna help us, you know, but switching the language from the trenches, to, you know, senior leadership. That's usually you know, a big transition, because that's when they begin to see that is a different world out there. That, for instance, during the pandemic, I began coaching a lady that has been in the business for about in yours, she's middle manager. And she knows she wants to be higher. So she's, you know, talking to the boss that she, she reports directly to the CEO. He's talking to the boss, I want a position I want isn't that. And she's also she sign up for courses and everything. But nothing's happening. So she hired me. And again, I said to her what's going on in the new industry? She looks at me because we do and through zoom, right? What do you mean? The interesting? Yeah, all the competitors? Are there, you know, what's going on? I don't know. I said, What do you think are the problems your boss is facing? You know, you know, with a pandemic, you know, what do you think is happening, you know, to the game, the, you know, the revenue and everything. I had no idea. But she's smart. You know, she learned quickly. So we did the, she realized what she has to do, she realizes was to, I remember telling her you know what to do. And a couple of weeks go by, and she comes back very unhappy and said, what's going on? And she said, Well, I keep trying and trying, but I don't seem to make a dent. So I grabbed on to that. And I said, have you gone to the museums where they show those copper works for an ancient people that they were, you know, shape with a mallet, and they're full of dents. I say, you know, in there, you know, do the dents add or detract from the work? He's one on all the dents. Like I said, there you go. And then she says, Oh, you mean I have to keep on making dents? I say yes. But you have to keep in mind the direction that the company wants. So the dents contribute to that. You know, so the coaching ended, about a month go by, I got in touch with her? Well, because of the COVID, the company restructure, oh, she had another team. That was competition. Well, the boss restructure the company, fire the other team, make her the person in charge. And she was successful now simply because she learned how to talk to the boss differently. Because she opened up to say, instead of going demanding, I want a position to say can I help you? You know, what was going on? Kind of give you one? Simple thing? Yes. So definitely. There's power in all of us, we just need to know how to reach out to it.

Robert Peterson 37:28
Alright, name Dolly. What, in what ways have mentors helped you on your journey?

Unknown Speaker 37:38
I was finishing a master's in human resources. Because when I switched careers, I realized, although I knew the client, or know I knew something. Things were changing, used to be called personnel remember, and it became HR and I was part in the middle of that. And I realized that my boss was asking me to do things, and I had no idea what she was talking about. So I signed up for a master's in human resources. The program was small program, and the director of the program. He was a teacher for about five of the courses, so we got to know him really well. And he got to know us as students really well, too. There was a course on technology for HR people, which I don't know if you realize, but there are two opposite skill sets, technology and human resources. So I went to him and I say, Look, my prior career is technology. So I don't want to I don't want to take that course, I don't need it. So he says, Okay, give me a note. And I'll weigh the course. So I was not going to the technology. But the rest of the group was going and they were complaining, they were complaining that because they sent the HR people to the technology class. And there was different language there. I don't know what's going on. They were complaining, complaining. And one day, the whole group says to me, Hey, we're going to talk to the director, because that's not working. You want to come with us. They did not know I was not going so I said, Okay, let's go. So they are complaining to the rector, the court, we don't know what they're talking about. It's not for Allah, Allah. And the director looks on me, because he knew I knew technology. And he says, Okay, next year, Natalia, you're going to teach the class, and you know, I took it as a joke. I'm thinking about his diffusing the discussion with that, and that was the end of it. So soon, and off. We are the class ends, and we celebrating graduation. Him and I were having a drink. And he says to me, so where is the class? I look at him. I said, what class? He says the class that you're going to teach. So I said, Are you serious? He says yes. So I remember clearly. I said, How do you know I can teach? And he says, Because you have gravitas? And that's all he said. And that gave me the what I don't know what the power, the inclination, whatever it is to say, You know what, I'm gonna do it because he's the director of the program, he saw me in action. And look at one word, you have gravitas? You know, so through my career, there were times in which like, senior person will come in and tell me like a little thing like that, that, you know, put the mirror in front of me and say, Yeah, this is who you are. Because, you know, we always doubt ourselves, we always, you know, think we list of who we are. But once it was, somebody taps you on the shoulder, and lets you know, so. So there, it has been like that somebody gave you a hand, somebody who, you know, there was nothing behind that it was just a pure, you know, moment in which they felt they need to tell you something that was huge, you know, that was huge, that was helpful. So I want to be able to, you know, in as many cases as you can, to have an encounter with somebody who's struggling to have encounter with somebody who's not believing in themselves, and just show them the way show them that they can show them that it is within themselves, you know, and the book is part of that. He is a bunch of examples. So it's not me just telling you by the look, look at this people that have gone through that, you know, and you could be one of those two. So yeah, that definitely, all that is linked.

Robert Peterson 41:39
So, so what's been your biggest challenge?

Unknown Speaker 41:44
My biggest challenge has been being a good listener being always open for new things. Because like, you know, sometimes our ego gets in the way. And we think the best thing since sliced bread. And that's not the case, you know, there's always something new to learn. So it's, again, going back to the 8020, I had to go unclear that 20% I have to make it available, you know, be comfortable not knowing that, and away wherever it comes in. Okay, let me let me see what this is. Accept that, I acknowledge that. So and that comes through listening, you know, to being able to shut up and listen, and think about it, because we always ready to give our answer, because that's how we prove ourselves. You know, here, I'm big shot here. I know the answer, you know, so that, that keeping that balance in which you know, shut up and listen, is an ongoing, you know, effort and ongoing challenge that I have to remind myself,

Robert Peterson 42:51
alright, and if they what's, what's your big dream,

Unknown Speaker 42:54
I want to write another book.

Unknown Speaker 43:01
I think I want to put all these in a sort of a context in which we are able to do great things. And it's just a little thing for status. You know, so far I've seen me other people is just a small thing. And the idea that I have is like, there's this very smooth, hard surface as a big roller thing coming down, and there's a little pebble and the big rolling thing stops the little pebble, you know, because the floor is hard, and the roll is hard. And the little pebble just pappases thing. So that's kind of image. So that's kind of a you know, one of the things that come to mind. So I want to write about that. I want to put it in a way, but I want to make it a kind of story. I want to make it kind of relatable. The coaching was specific about coaching, and I do put stories I like to tell the story. I'm trying to be like that, but these will need I think it needs to be something that we see ourselves in it. And we kind of the thing that comes to mind is that a lot of times when I'm dealing with a client, and they don't trust themselves, what I do is I asked him to write three, four or five success stories about themselves. That is like magic. Because we all have stuff that we have done that we know that we're good at it. Right? But we haven't put it together in like four or five, six stories that is in front of us and we have not given it to somebody else. We have not share it. And the moment we do that, we are saying look, look what I've done right That's powerful. That's powerful. Usually, when somebody's having doubts, once they do that, oh, man, we have such a great base to build what they want to do, because they're like, Well, you did that. And look at that you did that, you know, come on, you got it. And that helps them, you know, put the next story that becomes like the basement that becomes like a foundation. And then they can build whatever they want. So yeah, that I want to put something out to show that, you know, we can do the here's an example of, and so, yeah, so that's, that's the thing that's brewing in my mind, you know that the next challenge is going to be,

Robert Peterson 45:40
I like it. Alright, so typically, we end every episode with the guests sharing their words of wisdom, so Naphtali for entrepreneurs listening, what would your words of wisdom be?

Unknown Speaker 45:49
Okay. I think while we spoke that, it is very difficult for us to ask for help. The cultural stuff is telling us not to do. And I think he does not really take too long, too much, to say, You know what, I know what I want to do, I know who to ask well, and then just do it. I think it's the pebble, the pebble that I told you that that little thing stopped us. And as long as we realize how small that is, we're able to remove it. And the big roll thing keeps on going on this nice, flat surface. So that will be the message.

Robert Peterson 46:31
much for joining me today and this wonderful conversation. Appreciate your heart and appreciate your wisdom, and certainly appreciate the impact you're making in the world for people. Okay,

Unknown Speaker 46:41
I want to thank you for the opportunity. And this was great. If this is my beginning, I'm beginning the best possible way. And thank you, Robert.

Robert Peterson 46:49
Absolutely, thank you. Thank you for tuning in to this episode brought to you by the power of intentional decisions that lead to massive action. Those aren't just buzzwords. They're qualities that can help you take control of your life and build a successful business. To support you on this journey. We're offering you our most popular survey to help you establish a baseline visit enjoy biz life.com to check it out and take the first steps towards changing your life and we often make things more complicated than they need to be losing sight of what's truly important. This tool will help you refocus on what matters most. So that you can start doing the things you've always wanted to do, like spending quality time with loved ones. And if you enjoyed this episode, please show us some love by liking, subscribing, or leaving a review, but most importantly, share it with someone who needs to hear it. In our next episode, Andrew corto shares all about the money. And he wants entrepreneurs to be about the money too. They need to know how money works. They need to know how to use it for their benefit. He talks about how most entrepreneurs are playing the wrong game, and they think they can achieve wealth. Wealth is a money game and it can't be one if you're focused on just being great in your craft.