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HireMyVA Podcast 104 – Bringing Out The Best In Others

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Episode Summary

In this episode, we talked about strategies to bring out the best in others. There are many things you can do as a leader to help your team, and we're going to share some of our best practices with you.

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Episode Transcription

Dave Braun
Well guess what, somehow you’ve made it to the HireMyVA Team and Business Building Podcast, you are here, we’re changing it up a little bit, doing this off the top of our heads, Larry. And you know, we’ve got over a hundred episodes. I have said the same thing, almost everyone. So we’re going to change it up today, right? So that’s what we’re doing. HireMyVA team and business building podcast. Team, business building podcast, both of those things come together because guess what? You can’t build a business without a team only to a certain point. And really if you’re by yourself, Larry, I mean, is that really a business?

Larry Broughton
No, it’s probably a hobby, but we talk about this all the time. Handsome Dave, you know, to life by themselves. I use the example all the time in the military. Even snipers have sniper buddy spotters, right? Divers have swim buddies, right? Everyone’s got someone on their team. Right? And we gotta be other team. We gotta be teammates for, for everyone else. But it’s good to see you, Dave. I’m glad that we are doing this again today. I think you said the question today and it kind of reminded me of,

Dave Braun
Oh, wait, before we get into that. Before we get into that, we are not too far away from a veteran’s day. Thank you my friend for your amazing service as a Green Beret in the US army. Awesome. Awesome.

Larry Broughton
Thank you. My friend. It was an honor to pick up the sword.

Dave Braun
But it’s not just then, it’s that how much you serve veteran business owners as well.

Larry Broughton
All right. Well, listen, I think that I wrote an article for US veterans magazine that got, that just went out to the publishing their magazine a couple of days ago. We’re recording this in November folks for those who are wondering how happens to be November 12th, the day that we’re recording this. So the, the magazine just at the new stands, you know, a couple of weeks ago, and it was on veteran’s day. Like what’s so great about veteran’s day. And it was reminiscent what the reason I wrote is because several years ago, I was invited to speak at the veterans day celebration in Monterey. And I was telling a young friend of mine, you know, I was excited to be speaking about it. And she said like, what’s so great about veteran’s day. And it was such a shock the way she said, I didn’t even know how to answer, but I actually talk about, about that.

Larry Broughton
Like, what is so great about Veterans Day? Because honestly, it was, I think with the legitimate question, what is so great about it? but when you consider that just a couple of decades ago, 18% of the population were veterans. And then in 2018 it’s down to 7%. And you know, it was only 40 or 50 years ago when we had the draft where every family either had an, a family member or a friend who had served. Right. And so the point is there are fewer people doing the heavy, heavy lifting on our behalf. And so I just, the reason I do it is because I believe that entrepreneurship is the way to break the multi-generational change of poverty, the plague, a lot, lots of parts of the world. And I believe in veterans, so why not merge the two, right?

Dave Braun
One of these days, we’re going to have to tell some stories. I got, I got a couple of stories about people who have just came in this country from nothing. Like no money in their pockets. We’ve got somebody in our tribe, a good friend of ours, who basically came from a country with his family with nothing and a

Larry Broughton
Couple hundred bucks in his pocket.

Dave Braun
Yeah. And you know, and anyway, we get that. We can talk about that, but let’s get into what we’re supposed to talk about today.

Larry Broughton
What we are talking about today?

Dave Braun
Well, we’ve got a really cool question here. It’s how do we go about bringing out the best in others?

Larry Broughton
Well, this is where I started to say that it reminded me of a couple of podcasts we did where we kind of split it up. There’s a part one and two. I think it was, I don’t remember. It wasn’t too long ago. It was talking about how to be a great boss and folks who worked with me know that I hate that term boss, but there’s a reason we use that, that term. But do you remember episodes always where Dave?

Dave Braun
Yeah, they were yeah. 89 and 90. So not that long ago.

Larry Broughton
Yeah. So you may want to go back and look at that and you know, you and I look at this, a flash points for achievers book that we worked on together and on a pretty regular basis. And there was a flashpoint in there that might speak to this a little bit. And it might make some sense for, for me to read that, because I think that if you’re trying to bring out the best in others, by the way, I commend you for that, for anyone who wasn’t even asked this, kudos to you. I think that think about if we all did this, right, Dave, you and I, and a couple of buddies of ours and Ben, my son, went to see Rocky versus Drago. Remember that what I thought was, I hope you remember it was less than 24 hours ago, dude, you and I are both advanced in age. However, I hope we’re still remembering that Ben and I were talking about it afterwards, you know, cause this is a 17 year old kid. And so he was, he wanted to like, why was that so powerful? Why were you guys so entranced, you know, like drawn in by this thing. And I told him, listen, you got to think about when was this film made? It was released 87? in

Dave Braun

Larry Broughton
Or 85. It was during the height of the Soviet union. And in know, Soviet union fell. And I think it was 91. And Stallone was pretty ballsy. If you think about it to do this where he said, what’s going to take, what’s going to bring the world together is not us fighting in each other. Not as hating each other. It’s for us to love each other. And I can do it if I can change, you can change. And I think that’s how we need to look at this as leaders, Dave. How am I going to help bring out the best in others? That to me is a form of love. Isn’t it? try to help people become the best versions of themselves. You don’t do that because you hate them. you do that, you do that because you love them on some level.

Larry Broughton
And so this flashpoint that is in the flash points, daily journal, flashpoints for achievers daily journal. It’s week number 44 on a Friday. If you, if you do actually look at flash points for achievers, but the flash point read like this, I listen, I learn. I believe. If I were to rewrite this, Dave, I would probably add also in there. I probably put it this way. I listen, I learn. I love I lead. So when we do second edition on that, but let me read this. Is it. Okay. If I read this, this is a little bit of perspective.

Dave Braun
Everybody, if you want to get these, these are absolutely free. You can get them on a daily basis. Just go to Yoogozi.com, whose sponsoring our podcast. You go to Yoogozi.com/daily. And then you can subscribe to this and you get it in your inbox for free every single day.

Larry Broughton
If you’re someone who likes to write, you can go to Amazon and buy this bad-mama-jama. And it’s a pretty powerful, so you can do it that way. But let me go ahead and read this. If you don’t mind, Dave, and then we’d go rip off of that. So I said, I, listen, I learn, I lead. Sure, We might be leaders, but we don’t have all the answers all the time. Leadership involves in listening, collaboration, partnerships, and team building. Yes, we may be very well the go-to answer person like in our organizations, but it’s likely our teammates have the answers within themselves already. This is interesting for two reasons. Firstly, because contrary to popular belief leaders don’t have all the answers, even though they attract all the questions and problems. Secondly, it should come as a big relief that as a leader, all we actually need to do well is empower our teams to believe in themselves and their own judgment.

Larry Broughton
Sure. It takes the pressure off having to be the right to be right all the time. Doesn’t it? How far or I’m sorry, how do you bring out the best in those around you? Thank you for bearing with me during that reading, I felt a little bit like Brookville Burr during that who is self-professed terrible reader, but I could feel my laziness and dyslexia kicking in on that. But so how do you bring out the best in people, Dave? Well, I think first of all, we need to ask tons of questions, right? Leaders have to do and ask more questions than delivering edicts. If all we’re doing is delivering edicts over and over again. We’re not learning, we’re not learning about our team members and Dave, you know that I’ve got this to-do list, right? That I carry with me everywhere. And at the bottom of it, for anyone, everyone who’s been through any of my programs or Dave programs, my programs, I’ve got a bunch of questions down here at the bottom that I ask my team members on a regular basis.

Larry Broughton
I’ve added three additional ones recently, but the original six was this. Dave, what decisions do you need from me? And again, I’m asking this to direct reports. All right. So how am I learning from them. What decisions do you need from me? What problems are keeping you from your priorities? What plans are you making, which we haven’t discussed yet? What progress have you made since we last met, on a scale of one to 100, how are you personally? And then why? And then number six and what areas can I keep you in my thoughts and prayers. And then I added these three recently, what do I need to stop doing? What do I need to keep doing? Know what do I need to start doing? That, my friends takes courage to ask a “subordinate” or team number. But I can tell you, since I’ve been asking that I’ve been seeing a lot more engagement from people. So what’s that doing? That is open, that’s building Dave, an environment of learning and people are opening up because then I can ask them questions, right?Because once we understand what their goals are in life and how having them on our teams help us along, that becomes really powerful.

Dave Braun
Yeah. That’s, that’s awesome. I love those last three questions too. You know? So let’s, let’s talk about that really quick. I know it’s not exactly the episode, but we want to give you guys some practical tips. So you’ve got those lists of questions, Larry and like, how do, how often do you ask that of folks? Is it like on a weekly basis when you meet with them, you think?

Larry Broughton
So this is not as I’m not dodging it, but this is the classic. There is no black and white answer on. It depends. If it’s someone who is struggling, if it’s someone new in the organization, then I ask them more frequently. If it’s someone who’s just soaring on their own, it might be once a quarter. We’re actually getting deliberate about asking the questions, but the newer to the organization, the more frequently I ask them, if they’re struggling with something, you know, or there’s been some performance issues, you know, obviously I’m touching base with them more frequently.

Dave Braun
Or if it say it’s like a personal issue that you know, something with their mom or their,

Larry Broughton
And by the way, every question, every time I meet with them. Okay. Okay. But those are just good guiding questions.

Dave Braun
Okay. That’s good. That’s good to know. So now after you ask those questions, you, you listen, do you like write down little notes afterwards so you can kind of remember? There is no way I can remember.

Larry Broughton
Oh, sorry, so that’s why I’ve been doing this for years. And I carried here on my to-do list. I’m still old school on my to to-do list. Each of these little categories is someone’s name. Right. And I carry a compendium with me everywhere I go that’s data each day. I put the date at the top. I’ve got, you know, I write things in there and because some of this stuff, frankly becomes it can be subpoenaed. When people like you and I talking to every, you know, the number of people that we do, and let’s say that for some reason, we get subpoenaed for something that might happen three years ago. So it would be nice to have a document, documentation of it. Well, let’s remember we’re in business, we’re in business. We’re not in a hobby.

Dave Braun
Okay. Yeah. You know, when I’m, I’m meeting with my team, I always ask them, Hey, what’s up? How are you doing everything going okay? But I think I I’m going to adopt at least every time I talk to them, at least go and ask, you know, one of those questions. If, you know, maybe go through those maybe one or two each time. And of course, if you’ve got to like talk to somebody just about a quick thing really quick, maybe you don’t have time to do it, but you should be, you know, the key people on your team, you should be talking with them on a regular basis. And not just like for five minutes a week, that kind of thing.

Larry Broughton
All right. Well, what this does, it helps me. My thing is this Dave, as leaders, we need to be, we don’t need to be the answer person, but we need to help people solve problems. If we’re going to help people get closer to their fullest potential, which is basically that what we’re doing, we’re asking you, how do we help them solve problems? So when I say, what decisions do you need from me? What problems are keeping you from your priorities? I’m helping them solve problems. And so by taking the notes that I take on this, by looking at the compendium that dated I then, encourage them that to solve problems, there are many coaching sessions. And then when you tie that into the regular performance reviews that we ought to be doing with people, you start really developing a strong communication line. Because I think we’ve done one. I think we did a podcast on doing an effective performance review. And again, you’re spending less time on talking about the past and you are talking about the future. We know what the past is. You just go through it. Here’s the challenge that we’ve had. Okay. Let’s develop a plan for the future.

Dave Braun
All right. I agree. I agree. Awesome. Okay. So yeah. I, I think one thing to remember too, for everybody here listening is, you know, we’ve got some training on how to do this with Larry’s to do list, but we have it in our victory program. That’s one of our paid programs and maybe we’ll bring it on here at some point, maybe do a mini one or something. But yeah, if one of these days we’re going to open up the victory program for anybody to, to get access to it. Okay. So sorry for the side thing. But I think that’s important because we talk about being, bringing out the best in others, having those questions, where you talked about listening to people and having those questions in the back of your mind. Some people, they may more, more naturally be able to come up with these questions and answer and go and talk to people. But other people need a guideline. And it’s helpful to have some guideline and have these questions, you know, in front of you when you folks. to talk

Larry Broughton
Well, Dave, when we talk about bringing out the best in others, this stuff is not is not sidelines, this is exactly what we’re talking about here. Stasis is one of those things that just kills people- being the same, being stagnant. And so another way to do this, you know, once you’ve developed your performance review and you, and you’ve done some kind of strengths based assessments with your, your team members, we have to then provide the opportunities for them to grow, to become bigger, become better, to stretch them in a safe environment. Because there’s the leader that ought to be our top priority is helping them grow their skillset, which helps them feel better about themselves. Cause because remember 67% of the workforce is disengaged or actively disengaged or why one of the top reasons is they don’t feel like we’re investing in them. We’re not helping them becoming better versions of themselves. And so there are going to be times, absolutely, there’s going to be times where we have to call them out on something that they’re falling short on or failing at. But use that as an opportunity to help them grow. I think that’s very important.

Dave Braun
Yeah, absolutely agree. Absolutely agree.

Larry Broughton
Another thing that comes to mind and just interrupt me, Dave, when you want to jump in here, particularly given what they call the great resignation that’s going on right now, we’ve talked about this several times on the podcast. And if you don’t know what that is, just do a quick internet search on the great resignation phenomenon that’s happening right now is that people are really wanting to make sure that they’re being fairly compensated. That’s not digesting an hourly rate. It’s like benefits. It’s time off it’s quality of life, where they working their work environment. All of that kind of stuff goes into a compensation program. Because you really can’t expect that someone’s going to give you their best, If we’re not treating them fairly. There’s already enough negative forces that are painting the business owner and entrepreneur as the evil villain.

Larry Broughton
We’re the ones who were exploiting the worker. We don’t need to give them more ammunition. Treat your team members fairly, give them the right amount of time off, giving them some autonomy, pay them fairly. I wish I didn’t have to be, or we didn’t have to be so intentional about that. But I think we do because there are some people there, sadly, there are a few people I don’t know them personally. And this is a good thing personally, in my circle. I don’t know anyone who’s underpaying their team members. I choose not to hang out with those types of people.

Dave Braun
Yeah, absolutely. And so I think as a CEO, it’s up to you on a regular basis also to make sure that somebody either on your team does it or that you do it, do a little bit of a research out there and to see what is fair compensation, because it could change and if you don’t go about looking for it, pretty soon a couple of years might go by and you’re, you know, maybe given a little bit of raise here and there, but that may not be enough.

Larry Broughton

Dave Braun
Absolutely. Yeah. It just may not be enough. Well, one of the other things, and I think you have talked about this a lot too, and you can expand on it, but you know, hopefully you’re hiring on your team, the way I like to look at it is thoroughbreds. You want to hire people who are going to be able to run fast and hopefully faster than you, especially in the era that you’re hiring them for. And so you want to be clear with them on the results you want, but you don’t want to just say, oh, achieve this. You always want to say, achieve this or better. And let them come up with the solutions to these problems, let them own it. Let them figure out how to get those results or better. Right?

Larry Broughton
Yeah. One of the mantras we have amongst our leadership core and our organization is people won’t meet your expectations unless they know your expectations. So we always say here’s, so let’s say that you’re doing a new marketing initiative or a new training program or whatever it is. Here’s what I expect you to do or better. Because there are a lot of people remember most of the people that are in the workforce right now were trained during the industrial age. Here’s the goal, meet it. Here’s the goal, meet it. Here’s the goal, meet it. But their capacity may be up here. It may be, you know, five degrees higher. So here’s what the expectation is or better. And you, you will be surprised at how often they come in and offer you a better product than you were even expecting when you tell them that. What you’re saying is I trust you, I believe in you, but here’s the minimum expectation.

Dave Braun
And you and you, but you have to, as the owner, give them permission to do that because a lot won’t take it. They just, they just won’t because it’s just because, they recognize no matter how much you like, don’t like the term boss, they will still see you as the boss, right? And yeah. So I think, you know, we talked about the example of the thoroughbred, you know, you don’t just tell him to jog around the track. I mean, you let them go and you encourage them to go as fast can. they as

Larry Broughton
The description I use the stallions, you know, and you know, when you’ve got a team of stallions, cause they were pulling at the range and you’re fighting to keep up with them. That’s when you know, you’ve got a good team around you, you become better as a leader, the business owner, because your team members are so darn strong. And that’s what excited us. It’s scary as hell, but it’s exciting.

Dave Braun
It’s scary. And it does take a little bit of humbleness on the leader’s part because so many people make the big mistake as a CEO of hiring people that aren’t as smart as them because they want to be the smartest person in the room and they don’t want to see people exceed them. And I, and what I’ve seen Larry is is some of the folks who have make their first hire, they’re going to go and control everything about them and really will almost suppress them. I mean, I’ve done well. as that

Larry Broughton
But why do you think that

Dave Braun
Is? I think it’s because I don’t trust them. I’m worried about things breaking or problems are failing. And it’s like, as a leader, you got to get all that stuff out of your head. Yeah. There’s going to be problems. Yeah. There’s going to be failures and there’s going to be times when they mess up. But I tell you, those are going to be far and few between compared to the times that they can do way, way better than what you think.

Larry Broughton
That’s right. I saw a video with someone that is even in Moscow, was talking about this exact topic, my son interview with him. And recently, in fact, we talk about it several times in the victory book, but also in the, in the flashpoint’s book about how innovation cannot be realized without a little bit of chaos and a lot of failure. And so you have to accept that there’s going to be some failure when you bring people on board. And when you let people know that I trust you enough to allow you to fail, but then recover the learning curve is shortened dramatically and innovation happens more rapidly. I think encouraged though it takes courage for us as leaders to accept that.

Dave Braun
Yeah. I think a good analogy might be like, think about it. We may have, I think we’ve probably used this before, but think about being on a basketball court and you’ve got the five people on your team and if all of a sudden, you as the coach start saying, no, shoot back your back, your foot up like one other, you know, go back another two feet, shoot back there. Cause then you can make that a three or no go forward. It’s a two or no go to the left. You know, it’s pretty soon you’re directing them so much. They’re going to be like, I don’t know what to do. And, and Larry, one of the things that we talked about is why are we building our businesses is for freedom, right? If we’re directing everybody in every step of the way where there’s no freedom at all.

Larry Broughton
I agree. I agree. Okay. What else you got? I kind of rambled on the beginning here

Dave Braun
I know we both have, well, I think one of the things too is depending upon, you know, maybe your religious background, praying for them. You know, I do that on a regular basis for everybody and for my team, I’m praying for them. So I think that’s a good way for you to, for do that. And Larry, you have that on your list, right?

Larry Broughton
Well, because what you just said to, depending on your religious, you know, bent and your team members religious bent this is why I have this phrase intentionally this way, I’m going to read it again in what areas can I keep you in my thoughts and prayers? I don’t care if people know that I’m praying for them. But some people are like, well, you gotta pray for me? That’s a little weird, like keeping my thoughts. Right. And you’ll be surprised at what you end up finding out about people, your team members, personal lives when you ask them that question, it’s like, no wonder they keep coming in late or no wonder they’re tired when, when they’re here, no wonder whatever, but you don’t know unless you ask

Dave Braun
That’s right. Yeah. Especially in the virtual world. Right. You can, you can kind of glean a few things if you are together physically and you see how they reacting physically and the energy level and all that, but it’s a little bit harder in the virtual world. You gotta be more diligent in how you ask.

Larry Broughton
Yeah, for sure. But all of this, Dave comes down to treating them as if they are your team members and not your employees. Because again, I, the way I describe it as this, when people, people want to feel like they’re on a winning team. And when people feel like they’re on the same team, they know that, Hey, we’re all in this together. And you have a shared agenda. And so I think it’s really important that we treat each other’s like team members and let them know that, Hey, I’m with you, you’re with me. You know, you’re not working for me, technically they are, I suppose. But really, if you are doing your job and you’re, you’re contributing to the success of the organization as well, then we are all in this together, we are working on this together. So I think that’s really important as well. And it comes down to, Hey, let them know that they’re being cared for. This is why I said, I would probably write this thing a little bit different. I, listen, I learn, I love I lead. Let them know they’re cared for.

Dave Braun
You know, one of the things about the caring that just occurred to me is that, and I’ve succumbed to this. It’s, it’s almost like a fatigue. I remember a sermon at church talking about compassion fatigue. Where you see the, you see the request all the time. You know, the dogs are chained up or the kids don’t have enough food to eat. And you see that all the time. And pretty soon, you know, you’re turning a blind eye and you’re just like, I just don’t care anymore. Cause I’ve seen it all the time. You can have that happen with one of your team members when they’ve got this, the same thing over and over and over and over and you can cut like, oh, here we go again. And you have to be proactive and just really, really care for them. Get rid of tha fatigue.

Larry Broughton
Yeah, and oftentimes that means suspending judgment.

Dave Braun
That’s right. I agree. I agree. Well, we talked about failure. One of the things that to allow people to fail, I think is you’ve got to remove the fear of reprisal out in your organization. And what’s so funny is that, I remember, you know, in, in the corporate world, some of the, some of the folks that I work with, they’re like, oh, I don’t want to make a mistake. Well, why? Because I’m afraid I’m going to get fired. And I’m like, tell me, name me, one person in the organization who got fired for making a mistake. I can’t name anybody. There’s that fear that’s there, even though there’s really no evidence of it. And so I think as leaders, we’ve got to be aware of that and we’ve got to really go overboard and allowing people to fail and feel like they are safe.

Larry Broughton
I like it.

Dave Braun
Okay. What do you think about the last one in our list here?

Larry Broughton
What’s the last one on our list there

Dave Braun
Be positive, but not Pollyannish.

Larry Broughton
Well, yeah. Right, right. Well, what I, what I don’t want to do is paint a picture that we have to be positive all the time we have to do with be realistic. Reality is your friend, but we can face even the most negative and dire situations with a positive attitude. When you say, Hey, this is an opportunity and let’s go, let’s go get him. We we’ve got this. It’s gonna, yeah, we’re gonna get beaten up. We’re gonna get bruised along the way, but let’s go do it together. Naivete will destroy an organization if you’re overly naive about it. Positivity goes a long way. Think about, you know, Dennis Prager talks about this, that, you know, being dour and being negative is, and it’s fine if you could do it all by yourself. But when you start spreading that to your friends and people that around you, that’s a sin, you know, you’ve got a moral obligation to be positive around other people. Just because you’re having a bad day, doesn’t mean you have the right to bring other people down.

Larry Broughton
And I think that’s a good way to look at life sometimes Well, one of the things I would, I would say also kind of the last one, I think that I would, that comes to mind is how do you bring out the best in people? Well, catch them doing things right. When you see them doing something right. When you see them growing, when you see them taking a smart risk, when you see them having a good failure, you congratulate them on it. You let them know, Hey, I see you, great job. Then you’re gonna become a better person, a better professional for that. And by virtue of that, we’re gonna become a better organization. Thanks for your contribution. And that’s just a great way to live your life. Whether you’ve got, you know, loved ones or family and friends as well.

Dave Braun
Okay. Awesome. Well, I don’t know if anybody can succeed at all of these, but I tell you, I just take one or two of them and ratchet it up a little bit and your team will know, you know, that you care more about them and they will improve. You will be getting more and more out of amend yourself as well.

Larry Broughton
That’s right.

Dave Braun
We’re done well. So we’re going to do a little bit different at the end, something similar, but we’re going to do a little bit different, but thanks everybody for being with us, hanging with us. If you’re here this long, we love you. Yeah and, you know, we just want to see the world become filled with better leaders, entrepreneurs. And that’s one of the reasons why we’re, we’re doing this podcast and we thank you for being part of this. You want to get more of our insights and more of our thoughts we’re we got regular episodes. Make sure you subscribe to what we’re doing, especially in the phone that you’ve got. I think you can hit, I don’t know if it’s actually subscribe anymore. It’s like favorite or something like that. I mean, they changed the words all the time, but go to YouTube, subscribe, watch what we’re doing and, or just listen in the car, whatever you want to do.

Dave Braun
Because one of the things that Larry that I found in this podcast is that, I mean, I’m continuing to be reminded of things. That’s like, oh my gosh, I know this, but I’m not even doing this in my organization anymore. I did it at one point. I’m not doing it. So doing these helps. And so folks keep listening to these and you may want to go back to some of the episodes because there’s a lot of meat there. And the more you adopt these principles, the better business and the better teams that you’re going to build. So make sure you subscribe, click the button on YouTube to subscribe and the little bell, and also for more information on our course community and our white glove service, just go to hiremyva.com There’s some resources there, or we’re showing up the site and there’s a great download for you. We’re changing that on a regular basis. So just head there, you’ll get some tremendous value just through our podcast, YouTube videos and the articles that we’ve got there. So go to hiremyva.com.

Larry Broughton
Yeah. Hey, I love to hear from you in the comment section, wherever you found this recording, or if you’re already in the community, you could go there and make some comments. I’d love to hear from you. What are you doing to bring out the best in your team? What works with you? How can people around you bring out the best in you? Share those tips because we’ve got to do this journey together, right? And let’s share some of my best practices around and I’m just going to remind you, God bless you. God, keep you, God, hold you. All right. My friends go do something significant today. GO GET THEM! We’ll see you next time.

Dave Braun
Thanks for hanging with us!

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