Office Hours #888 | How to Thrive in Uncertain Times: Adaptive Leadership, Smarter Money Habits & Business Growth Secrets

Speaker A: Doctor Piper, my man.

Speaker B: How are you?

Speaker C: David, Good to see you.

Speaker A: I am doing well. I heard Dr. Sean Dill would be here, too, I think. Double docs. And I'm, um, here with Dr. Cine Croppi, uh, in Minnesota. Going to get the Aspire tour tomorrow. Are you going to be at the

Speaker C: Inspire Tour tomorrow in Austin?

Speaker A: I'm not.

Speaker C: I'm actually on call right now.

Speaker A: Oh. Oh, wow. Well, thank you for, uh, soul hosting, uh, as well. And hopefully Dr. Sean Dill will show up as well. Um, I do not have my notes, so I just want to say hello to everyone. Office Hours, episode 890 or so, with incredible Dr. Jason Peifer. And, uh, we will be, as I mentioned, we're in Minnesota right now. I'll be in Denver tonight, then off to Austin with the Aspire Tour, uh, where the amazing Dr. Pifer will be on and off, if you haven't noticed. And there's Dr. Shawn Dill. Hello, my friend.

Speaker D: I'm not on any tour. I'm not on any tour.

Speaker B: So.

Speaker A: The Dave Meltzer Friendship Tour. And so is Dr. Piper in the friendship realm. I, uh, am at an event, so I'm gonna have to jump off early, but I'll let you guys drive with me. Uh, we are going to be in Newport beach, if you want to come join us after. Austin, Texas, in Newport Beach, California, with the amazing Tim Story. Uh, but nonetheless, let's get, uh, started. We have our friends in the wing. Sean, I'm going to let you introduce our first guest. And like I said, I'm going to be in and out here, but I had to say hi. This is how I hang out with my friends now. Office hours, 8:90. Uh.

Speaker D: Oh, wait a minute, wait a minute. Where are you? Where are you?

Speaker A: I am at Dr. Syropi's VIP, uh, dinner here in, uh, Minnesota. And I'll be leaving for Denver tonight to Austin early in the morning to get there for the, uh, business tour that has blessed and graced both of your talents. Um, but thank you for asking. Where are you, Dr. Dillon?

Speaker D: Well, I'm in Naples. My glasses are. The sun's coming in through the thing is turning my glasses dark. But I just want to know where you were so I can keep up with you.

Speaker A: And I miss you, brother. Well, you know, Dr. Piper, he's on call, so he may have to leave early, too. If somebody, you know, has some sort of, uh, knee injury or something happen

Speaker D: real quick, blow out their knee. All right, everybody, listen up. Everybody pay close attention. We've got Max Martina, Jumping in. And he is the president at Cambridge Leadership Associates. You guys are in for a real treat. Um, over there at, uh, Cambridge Leadership Associates. They are working on, and I love this word, by the way, adaptive leadership and adaptive intelligence, including research tools and executive programs that help organizations lead through complexity, AI transformation, and so, so, so much more. Dr. Max, welcome to David's awesome show office hours.

Speaker B: Uh, thank you, Sean, and thank you, David, for having me. Nice to meet you. Dr. Jason, as well, I should say. Dr. Sean, pleasure to be here. Thanks. Thanks so much.

Speaker D: Dave, do you need to. Are you jumping off? So should we give you first question, or you want me to lead off with a question?

Speaker A: Lead off, and then I'll do a question and I'll try to make it through the whole guest.

Speaker D: Okay, Max, I love this concept.

Speaker A: Call me on stage.

Speaker D: I love this concept of being adaptive, Max. I mean, um, listen, with Dr. Pfeifer here, um, I believe that, um, basically, you know, the human condition really depends on our ability to adapt. Um, one of the things that I think is that the only way that we really get sick is when our bodies cannot adapt to its environment, either internal or external, and then we then have sickness. And when it comes to business, I think the same thing when we're talking about businesses. Um, a business that fails to adapt is going to be, quote, unquote, sick. And I love what you guys are doing at Cambridge Leadership Associate, and I love this use of the word adaptive, and especially today in this world of AI. So talk to us a little bit about the changing environment and how you are helping, um, people like the three of us to be able to adapt to that environment.

Speaker B: Yeah, thanks, Sean. Ah, great question. Uh, we often know the cliche that the only thing that's constant is change. And that, of course, holds true. But what we're seeing in the marketplace is the rate of change actually increasing as well. And so this is particularly true in the AI space for businesses. In fact, it's. If you look at the stats, um, there's record turnover in CEOs that are actually meeting their metrics, meaning the boards behind them are uncomfortable with the performance of the executive, even though they're meeting target. So why is that? Right? It's because I think I have this working postulate that there is so much change happening that what boards are really wanting from executives is more than just performance management. What they need and what they require is the evolution of organizations to be able to tolerate and expand new behaviors. And that, by definition, is what we call adaptive capacity. How do you build new behaviors. Um, it's a hard thing to do. Ah, it's a layered accretive effort. And so we take organizations and executives through what we call the leadership gym, and we help them become familiar, uh, with the difficulty and constraints and experiences of what real change feels like.

Speaker A: You know, Max, it sounds like to me that you guys uh, are solving the bigger issue, uh, which today in the corporate world is culture. You know, people aren't working for companies or corporations anymore. They're really driven to work for a culture, but yet so many different leaders don't even understand what that means. And it sounds like your methodology allows a, uh, leader to build a culture which will not only attract more talent developers, better talent and retain the talent which, you know, as much as the adaptation to the technological advancements are so unbelievably rapid, uh, when you can attract talent, develop talent and of course retain it, you're going to have a successful not only business, but culture. What aspects of what you do are building that culture?

Speaker B: Well said, David. I mean, I think if we, we all, most ah, of us know businesses, even if we're in a medical practice because there's, there's a business behind that, um, but people, systems and processes, right? So the culture in some circles is the dreaded C word. How do you build it? How do you create it? And yet, uh, if we think of culture as simply the way things are done here, then how does that organism, whether it's an individual, a human body, right, A team, a, ah, group, how do they actually respond to the pressures and stimuli in their environment? And so part of, part of what culture building requires in organizations is, is the capacity to learn new behavior. And so, so much about building organizational culture is effectively building that new behavior. And um, you know, the, the interesting thing I, I think, and I've committed my life to this is really about culture. Um, is, is it goes beyond simply, you know, pie in the sky thinking. It has to be behavioral. It has to be connected to the results. And so a lot of organizations talk about immune culture, but they're not connecting to results. So it has to be grounded in that for sure.

Speaker A: Nobody builds a better culture than Dr. Jason Peifer in a very difficult situation, uh, which is orthopedic surgeon, uh, and the amount of pressure and uh, I can't imagine what you're doing as a leader.

Speaker C: Well, so Max, I love, as I was looking through the uh, Cambridge Leadership Associates, uh, your information and some of the background, uh, that word that keeps coming up for me is disruption. Right. And not only managing it and leading through disruption, but also almost, it appears to be a strategic disruption when you need that disruption to help change, uh, the culture. And so I wanted you to expand a little bit on how you take, uh, leaders, uh, through that, uh, through those disruptive phases in their business. In their businesses, but also how you, you use disruption to, to maybe help them lead in a different way and change that culture.

Speaker B: Yeah. Thanks, Jason. And that could point the question right back at you. In the context of an operating environment, which I'm sure it also applies, uh, we have this idea called the zone of productive disequilibrium. And so the metaphor for me is again, it's like the gym, right? None of us grow, none of us get stronger unless we're stretching our muscles. So if we were running a marathon tomorrow, right, and you, uh, had a personal trainer that said, here's the solution, to get your time, walk around your house once a day for the next six months. Right. None of us would hit our times, particularly if those times were aggressive for us. So we have to stretch, we have to build that capacity. And so when we work with executives, it's a functional process of building the stretch so that they are actually in the zone of disequilibrium. We know that, that challenge. In fact, look at, look at the uh, bedrock of innovation. It doesn't come from freeform thinking, it comes from guardrails. It comes from constraints. So constraints provide a really valuable and powerful medium for the ability to innovate, to push boundaries, to stretch, to building muscle. Right. And that's uncomfortable. No one particularly wants to sweat a lot or stretch their muscle fibers to the point of exhaustion and failure, uh, until they maybe become accustomed to it, until they've adapted to that. Right. So when we work with executives, we put them through fairly rigorous training, which feels like a boot camp, maybe military, uh, process, unfortunately. Um, but it's been extremely effective for us, um, and for our clients.

Speaker D: That's great.

Speaker C: Thank you.

Speaker B: How do you see that in medical world? Is that question relevant for you too?

Speaker C: Oh, I mean we see it, I see it every day. I see disruption of normal human anatomy with fractures, stress, um, you know, when, when pressure and angles meet the body at the wrong, at the wrong angle, we uh, we see disruption that uh, that can cause, you know, functional deficits everywhere. So, uh, and then we've got to try to help the body heal itself.

Speaker A: Mhm. Sean, take us home.

Speaker D: Yes. Max. Max. Martina. He is the president at Cambridge. Ah, leadership. You need to check him out. Cambridge-leadership.com we're going to throw the link up there, Max, you're out there in the beautiful state of Washington. The next time the David Meltzer show comes to town. Let's get you out, let's get you plugged in. Um, I love this stuff. Listen, I'm going to speak for David and say we've got to hear more from you and, um, definitely, maybe we can coordinate. You got to ask David and Nick if Sean's going to be there and if Dr. Pfeiffer is going to be there. But we definitely would love to see more of you. And I want everybody watching to check out Max, Martina, and Cambridge Leadership. There's just some amazing things if you're a CEO. Um, listen, that was very interesting, right, that you're not being measured just on your KPIs. And it would be interesting. We got to bring back on someday so we could talk. Talk about, well, can we create KPIs around adaptability? That would be an interesting conversation. Max, you crushed it on the show. Thank you, my friend.

Speaker B: Thanks for having me, Sean. Thanks, David. Appreciate it.

Speaker A: Thank you.

Speaker B: Thanks, team.

Speaker A: Thank you. Double M's are in my business. All right, gentlemen, I'm gonna hand it off now as I wanted on stage here in two minutes. I just could not pass up the opportunity to be with two amazing souls like Dr. Jason Piper. Uh, Dr. Jason Piper, I hope to see you. Uh, I'm going to be so close, but yet so far, in Austin, Texas. And Dr. Sean Dill, you're always with me in my heart and in my soul. Cannot wait to see where we're going to be together, all three of us. Continue on. Carry me and make me look good. Thanks so much, guys. All.

Speaker D: Uh, right, everybody, well, listen, Cameron Mulvey, he's our next guest. And boy, Cameron, you lucked out because you don't have to deal with David here on office hours. And I promise you, me and Dr. Piper, we're going to. We're going to make sure that you look absolutely amazing for everybody watching. Cameron is the co founder and CEO at Weekend, and I love this because, look, when it comes to your personal finances, um, when things are great, of course we want to check in with our finances. When things get difficult, that's when we kind of, you know, put our head in the sand. Um, and Cam has developed an amazing app in we can, that is a personal finance platform that is helping Gen Z's. But listen, if you're. Don't tune us out. If you're not a Gen Z, we want everybody to be able to take back ownership over your finances, your personal finances, and your budgeting. Cam, listen, when we say budget, so many people are immediately like, whoa, whoa, whoa, whoa, whoa, I'm tuning out. What do you say to the people who have sort of this resistance to that word budget? And how can it be useful to us?

Speaker E: That's a great first question. First of all, great to meet both of you. Super excited to be here. Um, but that's a really important first question because it's something that we've wrestled with internally a lot, which is the word budget. Just, uh, like 10 for a lot of people triggers more anxiety. And that's the exact type of thing that we're trying to avoid. And so the way that we like to describe it is, um, undoomed budgeting. We want to undo your budget. And so you hit on another thing too, talking about Gen Z and um, why we're building specifically for them. And that's because it feels like, I mean, for a lot of Gen zers, the way that they feel is that they've just been dealt a bad hand with all of the different things. Like everybody had their struggles in their 20s and absolutely not taking that away. But with Gen Z, there's, It just feels like a really different ball game. And I'm happy to talk about why that is. Um, and so it just feels like the traditional budget, and therefore the traditional path to financial stability is just doomed to begin with. And so that's why we use the word undoomed budgeting. Because budgeting is a word that still, it's so specific, you know what it means? It's like getting your stuff together. But, um, undoing that budget makes it a little bit more attainable to the people that don't that feel like they don't want to have that level of restriction that's typically associated with budgeting.

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Speaker C: So yeah, that I love, I love the idea. I'd love to have all of my, anything in my life undoomed. That's fabulous. So I have, I've got a very interesting. Right, Gen z is what, 1997 to 2012, right?

Speaker E: Basically, something like that, yeah.

Speaker C: Years, uh, when they were born. So I have a, I have kids that are 2008, 2010, 2012. So they're right at the end of Gen Z. They're going to be uh, 17 year old is going into his senior year of high school. Um, but I, you know, they've never lived life without social media. They've never lived life in a, in a situation. They, the analog life is not a life that they've seen before. So social, uh, media, smart devices, all these different things. And so I like the idea of, of specifically helping to target them because each generation has its own challenges. And so for as you look more specifically at this budgeting and using the weekend, what challenges, uh, specifically outside of undooming, but are there specific pieces of that that you're targeting for these gen zers and really for all of us?

Speaker E: Yeah, I think the biggest challenge is around clarity. Um, but I think any money app will tell you that they're going to help you with clarity because the first thing that anybody should tell you to do if you're trying to get serious about your money is open the bank account app and look at what's in there. Um, but there's an exercise that we do with all of our users with weekend, but it's also something that anybody watching can just do on their own, which I'd love to get into. But when I talk about clarity, a lot of times, uh, the way that I like to frame it is clarity on your values. The quote that I like to go back to a lot I've been attributed to so many people, I don't actually know who the first person to say it was is. You can do anything you want, but you can't do everything you want. And so in money there's these trade offs. Uh, and so you can look at your bank account statement and the way like let's say you go to a restaurant, it's 80, $80. No matter who you go with or when you went, it's the same statement but when you add that extra color around your values. So uh, you could go to the restaurant with your partner, you go to the restaurant with your coworkers, you go to that restaurant with your friends and it's still $80, but each one of those is a different values assessment. And so if you like to go with your partner and you don't want to go out with your boss, you value that connection to your partner. That is something that you really want to value. And so the way that we help isn't by looking at it as like a restaurants category, but a connection category. And we're going to help you honor that connection category and continue to invest there.

Speaker D: Well, that's awesome, Cam, because that was one of the things that I was thinking is, man, other than targeting the Gen z's, what makes weekendbudget.com different than all of the other apps that will create me this sort of doomsday budget? What's so different about the app other than it's kind of more available to or targeted towards Gen Z's?

Speaker E: Well, this is why the word budget really messes with us, because we actually don't give you a budget. What we give you is a plan. Um, and so the traditional way that you might visualize a budget is often like that pie chart. And we see that as a restrictive model where we want to just give you a plan. So we help you assess your values. Like these are the things that you really care about. Like you care about the connection with your friends or with your partner. Um, or maybe you care a lot about like seeing other experiences, but your parents are in your ear telling you that you need to be saving to buy a house. But if you want to live somewhere new every five years, like, maybe buying a house doesn't make sense and you can rent and kind of move around. It's really common when you're in your 20s. Um, and you know, in case you haven't noticed, housing prices have gone up exponentially, uh, just over the last five years. But certainly, um, relative to like, like, Dr. Uh, Piper, you mentioned, I don't know how old you were when you bought your first house. But if you ask yourself, are your kids going to buy a house the same timeline, the answer is almost always no. And so that's where a lot of the anxiety comes from, is there's the traditional milestones aren't within reach and no new milestones are being established. And so that's where we help out. So for people without using like a, uh, values attuned approach to their money, they don't know if they're on track, if they're off track, because it doesn't feel like there's a track at all. And so we help you establish that track and figure out what are the right milestones for you, even if it isn't the traditional ones like the white picket fence house or starting a family by the time you're in your early 30s.

Speaker D: Well, Dr. Pfeiffer's kids already own homes, but they're in a trust, right, Doc?

Speaker C: That's right. That's right. The family limited trust is rolling through.

Speaker D: Dr. Piper, what are your thoughts on this, especially since you have children, that this app is actually made for?

Speaker C: Well, I like the idea. I actually shouldn't say I like it. I love the idea of, uh, founding apps and technology where people can identify values and purpose. Right. And so that is, you know, as opposed to, like you said, I'm going to have. This is my, my social budget, this is my water bill. This is my. If, if your priority is, hey, I want to visit, I want to visit seven continents by the time, I want to visit every continent by the time I'm 30. Well, and that's something that you're going to build. It's kind of uh, to me it's really cool to be able to say I can use this app to, to help me find that because that's a lot of what I hear is like, somebody tell me what to do, help me what, where am I supposed to go? What is, you know, it's kind of silly to say what's the meaning of life? But what's my purpose? But if you can have tools that can help you, I, uh, think that's fabulous.

Speaker E: And that's an excellent example because that's a really common goal. Like not just necessarily seven continents in, um, by the time you're, but traveling more than like your parents did. That's a great goal and that's a really admirable goal. You're probably not going to also buy a house at that same timeline. And so it's just understanding those priorities. And like the other example that I did is everybody often says, like, I'll ask any Gen Z I meet, like, what, what are your longer term goals for your finances? And they'll typically say to buy a house. And then I'll always ask why. And a lot of times it's like a shrug. I thought that's what I was supposed to do. But then people will think about it and there's a couple different answers for that. Like, for some people it is like planting their roots and being part of a community and raising their kids in a solid place. That's the house is for you then. But for other people it's like, I want to own a house as an investment vehicle. Okay, well, do you need to live in that house? Could you buy it in a cheaper area and rent it out to somebody who's already living there in a place that you maybe wouldn't necessarily want to live? Or is that money better suited in the stock market? Like, there's many ways that you can approach long term investing and property, uh, ownership has, is a great one. And it's been one of the, like most talked about ways that you can build long term wealth. But there is a high cost of entry with just the down payment. I mean, I'm calling in from outside Boston, Massachusetts where the median down payment is something like $200,000, right?

Speaker A: Yes.

Speaker D: Well, listen, Cam, you absolutely crushed it, man. I am actually. I mean, I do a lot of these shows. This is fascinating to me because I am actually going to check out and see how you guys approach this because I love this concept where we're not just taking all of your expenses, throwing it into a pie chart and then telling you to just be like everyone else. And I feel like that's going to be exceptionally appealing especially to the Gen Z crowd that you're targeting. I want everybody to go and check out Cameron Mulvey and his amazing app, weekendbudget, uh, dot com. It's up there on the screen, weekendbudget dot com. And listen, if you're like Dr. Piper and you have kids, uh, that are in that age range above or below, but this is a phenomenal opportunity to get them updated on financial literacy and not your financial literacy like us old folks, getting them updated with something that, I mean, Kim, you did a great job of articulating how it is in alignment with, with how they are viewing the world. Um, and like I said earlier, listen, out there in Boston, the um, David Meltzer show comes out there, New York, Boston area, a ton. I'm hopeful that Jason will be along with me and we'll connect up with David and uh, hope to see you uh, at some of a VIP dinner or an Aspire tour or something out there. But let's definitely get you connected to David's team and do more together.

Speaker E: Absolutely excited to be part of the Meltzer Network. Just uh, to throw one thing in. We're on a wait list right now, so we're adding more and more people people every single week. So throw your email in on there and we'll make sure you get off the waitlist.

Speaker A: Love it, Love it.

Speaker D: Thank you so much, Cam. Listen, folks, don't delay. There's a wait list for this thing. Get over there right away. Make sure you jump on the waitlist. Well I'm going to lean on Cam a little bit so we'll doc and we're gonna, we're gonna help to get you guys in because I want you to use this app.

Speaker C: Yes.

Speaker D: Our next amazing guest is Jill Simons, Fort Collins, Colorado. I know a couple chiropractors up there in Fort Collins, Colorado. Um, Jill is with Savvy Strategic Partners and here's the best news for everybody. She has a brand new book that you all need to read especially if you are in business and you're in leadership. The book is called Unseen Master the Levers that Power a Value Savvy Business. This book is a practical guide for leaders who want to take ownership of how their business scales. They want to build companies that compound in value and create, I mean create lasting freedom. Joe, this is like the holy grail I guess of entrepreneurship. Who doesn't want a business that scales and wants to build a company that will compound in value and create lasting freedom.

Speaker A: Mhm.

Speaker D: But I also understand when you write a book that's no easy task. Tell me about the process of how you put all of this together because this sounds absolutely amazing. Amazing for anybody who's watching today.

Speaker F: Oh well thank you so much. So excited to be here as well. I think the process of putting it together really just came from years in the work. Right. Uh, whether it's corporate world and more in the private equity held businesses that I've worked in uh throughout the couple decades of my career to working more in entrepreneurial based businesses. The last eight years dozens uh, of organizations whether it's you know, serving as a community consultant and running a consultancy firm. I'm a four time founder myself. So the, the process of building teams and um, structuring organizations and systematizing for scale uh whether it's businesses we serve or those that I've owned myself. The book kind of came to be just through that process of experience and learning and empowering then business owners with that ah, shared experience and knowledge. Uh, kind of demystifying a lot of what you know. The value generation and value creation often consists of um, and is talked about is uh, complicated. It is a very complex multifaceted uh, approach and um, so simplifying it and boiling it down and process of putting it into a book is. It's really written more workshop shop style and educative without it being academic. Right. So it's all just uh, more so the process of shared experience and going through that journey with entrepreneurs and business owners that we serve. So uh, yeah, it's uh, about a year long project is what it, what it came down to in terms of start to finish and getting it out into the world.

Speaker C: I love that. I uh, I love. So, so Jill, I have a brother who lives in Fort Collins and I have two of. My wife's best friend is an anesthesiologist who's in Fort Collins.

Speaker F: Oh my gosh, what a small world. Yeah, this is not a, this is not a big. It's. Yeah. So that's very cool.

Speaker C: You guys have probably run into each other at somewhere at some point around there. Um, so from a medical side, you know, one of the things that we see physicians doing is trying and successfully trying for many of them to expand into the business world. Whether it's real estate, whether it's uh, consulting, whether they're uh, working in imaging facilities, surgical centers, uh, and whatnot. Um, how do you see the role for savvy strategic partners, uh, assisting in those things? Because I know that there's fractional C suite, uh, level, um, uh, guidance, uh, and uh, consultancy that you guys do. Uh, but if you're approached with a medical person who says hey, I'm trying to start my own, uh, my own business outside of medicine, where would you help them to start?

Speaker F: M. That's a great question. Yeah. Well as far as leadership goes, right. We're, we're really dealing with under led teams. So regardless of people you may have in positions with titles and say you've got a leadership team, uh, the, the fundamentals and systemization behind leadership is what we do so oftentimes with teams that have, you know, they've been in place or beyond that startup phase. Uh, the fractional C suite that we, that we employ and embed within organizations is um, focused on those intangible levers. Right? Your CFO is systematizing the infrastructure of finance for the business to actually be systematized and owning that as if they are the functional owner, um, and embedding within that leadership behind it as well. Beyond just the title. Right? So that's what the executives on our team, um, embedded within organizations are there to do, um, in the medical world and just I guess venture in terms of um, building that. It really comes down to really looking at the business and sort of those core functions and um, regardless of what level the business is needing, right. You're going to need a different level in caliber of leader for a startup and something new, um, than you are at a business that's in scaling and in growth mode and the complexities and nuances of the team with more people create more of those challenges. Um, but you need ownership. Right? So who's going to own and kind of um, really delineating and being really clear about skill set strengths, um, within the business to apply that in the best, you know, the best format, um, for what that business is needing at the time. Um, yeah, it all starts with yeah, those functional leaders and creating those lanes, um, as early as a startup.

Speaker C: I love it.

Speaker F: Yeah.

Speaker C: So I'm sure outside of medicine, um, you deal with, you deal with plenty of personalities, uh, and egos that believe that they know how to do everything right. And so I would say in medicine that would be uh, quite common in terms of having a physician, uh, say, well, I don't know that I need a chief marketing officer or a chief financial officer because I understand marketing and finance. If you had one pointed question for that person, uh, I mean I'm an orthopedic surgeon so I'm labeling my, myself a bit. But if you had one question to help, help open their eyes to seeing how you could help them, uh, what question would you ask?

Speaker F: Oh man, what question? Well, first I have to say you bring up just such a core point, uh, that we deal with oftentimes. Right. The craft of what it is that somebody does has incredible potential in building a business beyond that. Right. Engineers, medical, and they have a very specific skill set and craft and what it is they do doesn't necessarily translate to being a business owner and building something beyond their own knowledge base. Right. So I guess the question, a question might be, um, in that realm is like what? Uh,

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Speaker F: what's. What's required of you? Do you know what's required of you at the next level and the next version of yourself for this to be bigger than what it is, you know? Right. There's this ceiling that they hit because it's like, I know everything about this and maybe to a certain point we do. And there's entrepreneurs that build multi eight, nine figure businesses. Right. But it's the. As soon as you can realize and build around you a team or no matter how big or small of individuals that can outsmart or do better than you.

Speaker D: Right.

Speaker F: You're. You know, it's untapped potential. So, um. Yeah. What? I guess. Yeah, what. What could they dream of beyond what it is they truly know? And sometimes their ego is just too big. Right. It's too, um. It's at the. The forefront, and they're making choices based off of them pulling along and being the smartest one in the room. That's like, are you willing to let go of being the smartest person in the room for this to be something beyond your wildest dreams? Because the more power and energy you can bring in, people that could maybe run circles around you. How much of an amazing impact could that be? So I guess it's for a different person. Right? It just depends on. Yeah. Who they are, what they want.

Speaker A: Um, I love it.

Speaker C: I love.

Speaker F: Great question.

Speaker C: I think the big ego guys like myself know what they don't know. But you know what I don't know. So that's where we need you.

Speaker F: Yeah. Well, thank you.

Speaker D: I love this. Uh, Gigi, please put up the website, savvystrategicpartners.com. that's how you can learn more about Ms. Jill Simons and all of the amazing things. And, man, so much left on the table. So much more meat on that bone. Because as Dr. Peifer was saying, there's a difference between growth and scale. There's the freedom component. So definitely. Jill, I'm going to put in a good word. Dr. Piper's going to put in a good word. Let's get you back on some more, um, Meltzer programming, because we still have so much more that we need to discuss with you, so thank you so much.

Speaker F: Well, I have to add as well, David Meltzer wrote the forward in the book.

Speaker D: So come on now. Come on.

Speaker F: Exciting piece, uh, of this as well. So great. Grateful for that. To have his. Yeah. His forward and expertise in business, uh, and freedom. Right. Creating freedom. Creating optionality. Um, is all what he stands for. So he's, um, a big part of bringing this book to life. So I'm grateful to be here.

Speaker D: Well, if you don't sell as many books as you, as you expected, on the next book, I bet I could get Dr. Peifer to write the forward for you.

Speaker F: All right. I mean, unless it has anything to do with surgery or medical. No, no, no.

Speaker D: I think leadership. He's. He's versatile.

Speaker F: He's Gonna use also an orthopedic, ah, surgeon. Yeah.

Speaker D: Lots of letters behind his name. Way more letters than David does.

Speaker C: Oh my God.

Speaker D: Well, we'll talk.

Speaker F: Jason, I would love.

Speaker A: Yes.

Speaker D: Well, Jill, thank you so much for being on the show. You absolutely crushed it. Incredibly valuable. Thank you. We appreciate you.

Speaker F: Oh, I appreciate you guys. Thanks for. Thanks for having me.

Speaker A: Absolutely.

Speaker D: All right, everybody, here comes the most valuable part of the program where we get to quiz our hosts and see what they took away from today's interviews. Three amazing guests. And so, uh, Dr. Piper, like, what, what was your takeaway from today's episode?

Speaker C: I mean, I, I love the idea of really each of these, of these, uh, guests serving. Right. They're all serving people in a way that I think is making the world better. Um, whether you're serving as that fractional leadership and CMO leadership, whether you're serving through the weekend or, uh, leading, ah, through disruption. I felt like that service was a, uh, clear thread through all three. And I loved that, uh, for all

Speaker D: of them, absolutely amazing. And for me, listen, the word adaptability, potentially my favorite English word. My business is called the adaptable entrepreneur. And I think that all three guests literally exemplify directly the adaptability and leadership. But then listen, a brand new financial app that is adapting because what so innovative, like, it's not just a, uh, it's not, it's not food and entertainment. This is a connection expense and I absolutely love that. And then being adaptable as we grow and scale our business. And you know, as you pointed out, like so many of us that are entrepreneurs, unfortunately we build our own jail cells. We build a business that centers around us. And that by definition is. We're not being adaptable. We can't take a vacation, or all of a sudden our income just plummets. And so we actually become held hostage to the very thing that we loved. And so I loved all three guests and their approach to adaptability. Jason, my first time hosting a show with you, you absolutely crushed it. Tell us a little bit about high stakes leadership.

Speaker C: So, yeah, I'm orthopedic surgeon, um, and I'm trying from the high stakes leadership side to. I'm in the middle of writing a book right now, uh, about high stakes leadership, but trying to translate some of those, uh, those strategies for managing high stakes, high pressure, high trust situations that we deal with in medicine all the time, uh, and being able to translate that from the operating room over to the boardroom and help, uh, help people use those strategies to manage difficult situations.

Speaker B: So that's the plan?

Speaker A: Love it.

Speaker D: Everybody reach out to Jason as well.