10 Secrets to Success (Part 2)

Mark Cole:
Hey, welcome back to the Maxwell Leadership podcast. This is the podcast that adds value to leaders who multiply value to others. My name is Mark Cole, and today, John Maxwell. Chris Goede and I will continue a two part series on the ten Secrets to success. Now, at the end of today’s teaching, John is going to ask you to rank all ten so you don’t have to press pause yet if you haven’t heard episode one. But you’re going to want to go back and hear the first part and link this together so that you too can experience success in your life and your leadership. Now, after John’s lesson today, my co host Chris Goede and I will John up to discuss the lesson and offer practical ways that you can apply it to your life and to your leadership. If you’d like to watch this episode on YouTube or download the free bonus resource for this episode, just visit MaxwellPodcast.com/Secrets.

Mark Cole:
That’s what we have for you. That’s how it’s going to make a difference for you. Let’s go to John Maxwell.

John Maxwell:
Number six. Successful people who realize their dreams learn to analyze details. They get all the facts, all the input. They learn from their mistakes. A minute of thought is worth more than an hour of talk. Emerson said, beware when the great God lets loose a thinker on this planet. All things are filled full of signs. And it is a wise man who can learn about one thing from another on analyzing and the details.

John Maxwell:
One of the things I request is every month to get monthly reports from all the managers and all the financial data. Because I found out that it tells me a story. I can sit for a half a day and read all the reports, look at all the financial data, and then I can ask some great questions because there’s a story there. And successful people learn to see the numbers, they learn to hear the story, and they learn to pick out and see what’s important. Number seven, focus your time and money. In other words, don’t let other people or things distract you. Stay focused. Peter Drucker said, first things first and last things not at all.

John Maxwell:
Here’s a rule of thumb. Here’s for your notes. A rule of thumb for organizing your overall work strategy. This will help you on focusing, prioritizing a rule of thumb for organizing your overall work strategy. Work where you’re strongest 80% of the time. Work where you’re learning 15% of the time and work where you’re weak 5% of the time. Number eight, the 8th secret of success from people who have realized their dreams is this. Don’t be afraid to innovate.

John Maxwell:
Be different. In fact, following the herd is a sure way to mediocrity. So how do we become an innovator? Here’s a bunch of stuff. Get ready to write. Look for new opportunities everywhere. Challenge preconceived beliefs, biases, and assumptions. Spot trends before everyone else does. Redefine goals.

John Maxwell:
Continually develop and try ideas of your own, and watch for concepts that you can morrow and apply from other fields. Rely on intuition to assess risk and read people and deal with complex decisions. Think long term and persist when others decide to quit. Find a way to do things when the odds are against you. Seek both positive and negative feedback from employees, colleagues, and customers. Thrive on networking and build teams to carry out your products and projects. Great words by Bob Tucker don’t be afraid to innovate. Don’t be afraid to be different.

John Maxwell:
Number nine, people that received their dreams achieved them, got to the end of their goals. Successful people. Number nine, deal and communicate with people effectively. In other words, they are marvelous communicators and they’re very relational in communication. Recently I read a story that I want to read to you. That’s just a very short one, but it does what I wanted to do in this section here. Let me just read it to you. Listen carefully.

John Maxwell:
An experienced nurse recounts this story. During my second month of nursing school, our professor gave us a pop quiz. I was a conscientious student and had breezed through the questions until I read the last one. What is the first name of the woman who cleans the school? Surely this is some kind of a joke. I had seen the cleaning woman several times. She was tall, dark haired, in her 50s. But how would I know her name? I handed in my paper and leaving the last question blank. Before class ended, one student asked if the last question would count toward our quiz grade.

John Maxwell:
Absolutely, said the professor. In your careers you will meet many people. All are significant. They deserve your attention and care, even if all you do is smile and say hello. I’ve never forgotten that lesson. I also learned that her name was Dorothy. That’s a powerful statement on relationship and communication and being able to communicate effectively with people. John Craig said, no matter how much work you can do, no matter how engaging your personality may be, you will not advance far in business if you cannot work through others.

John Maxwell:
Number ten, be honest and dependable. Take responsibility. And I love this phrase beneath that. Otherwise, numbers one through nine won’t matter. In other words, everything I’ve said so far isn’t going to matter at all. If you and I don’t take responsibility. It is true the time is always right to do what is right now. When Bill Lear learned that two lear aircraft had crashed under mysterious circumstances, he was devastated.

John Maxwell:
He had developed the airplane to offer business travelers a fast, economical alternative to the airlines. At that time, 55 leader jets were privately owned, and Bill sent word to all the jet owners to ground their planes until he and his team could determine what had caused the two crashes. Bill, a Christian, learned early in life that God expects courage and honesty of his children. And the thought that more lives might be lost was far more significant to him than the adverse publicity that the grounding of all lear jets might generate in the media. And as he researched the ill fated flights of the two planes, the possibility of a specific technical problem began to emerge. Using his own plane, Bill personally experimented to recreate the same problem. He nearly lost control of the jet in the process. But he found that a defect in the plane’s mechanism did exist.

John Maxwell:
All 53 planes were fitted with a new part, eliminating the danger. Bill spent two years rebuilding the business. Lear jets were soon soaring again, carrying thousands of business people safely to their destination. Bill Lear protected the lives of his customers while counted on God to protect the reputation of his corporation. And he has never regretted his decision. Great story of somebody taking responsibility. Now, here’s what I want you to do. We’ve talked about ten secrets to success that successful people know and do in reaching the dream that they have.

John Maxwell:
And what I want you to do if. If one is low and ten is high, as I give you these ten things, I want you from a one to ten. One being low, ten being high. Cole yourself in these ten areas that will bring you success. Number one, how you think is everything from a one to a ten. How do you do there? Number two, decide upon your true dreams and goals. How well are you doing? Number three, take action. Number four, never stop learning.

John Maxwell:
Are you a consistent grower? Number five, be persistent and work hard. Number six, learn to analyze the details. Number seven, focus your time and money. Number eight, don’t be afraid to innovate. Be different. Number nine, deal and communicate with people effectively. And ten, be honest and dependable. In other words, take responsibility in this last statement.

John Maxwell:
Don’t let someone else create your world, for when they do, they will always create it too small. If you have a dream, use these ten success principles and reach it.

John Maxwell:
Hey, John Maxwell here. I’m in the studio. We’ve been recording all day, and I was thinking about, really one of my very favorite experiences that we have, and that is called day to grow. If you want to grow, you want to grow in every area of your life. I tell people all the time, you don’t want to go to something. You want to grow to something. But if you’re passionate about personal growth, development, your team and growing them, you do not want to miss day to grow. I’m going to have some real players with me, Dion Sanders, Jamie Kern, Lima, myself.

John Maxwell:
Oh, my gosh.

John Maxwell:
You don’t want to miss it. So market, come and see us on day to grow. I will promise you this. You come and bring your team. At the end of the day, you’ll come up and shake my hand and say, one of the best days I’ve ever invested in for myself and for my team. I’ll see you there.

Mark Cole:
Hey, welcome back, Chris. I’m really excited once again for five more success thoughts from John and once again this week, just like last week, I watched each one of these play out in things I’ve observed with John through the years. As we start today, we’ve got this theme, this underlying kind of a standout statement that we want to leave you with today. And that is the time is always right to do what’s right. And I thought about that because here we go with number six. And, Chris, I’m going to kind of do a little reverse on you right here, because number six is learn to analyze details. We did a survey of our team multiple times, and one of the things that we discovered through the years is you bring something to our leadership team that nobody else has. Welcome to the world of being unique.

Mark Cole:
Chris, I took the podcast to tell you you’re really strange.

Chris Goede:
I appreciate that.

Mark Cole:
No, really, it is your ability to process and analyze before you act. Most of the people on the team is actors, and then they analyze after they’ve already acted. But you really have this unique ability, and I know a lot, John, and I don’t share that with you. You are unique to our world. With that, I thought we would start today with you talking about analyzing the details in a world where a lot of people don’t analyze the details, talk a little bit about how you stay true to your integrity of doing that, and yet feel like you’re not slowing everybody down in the process.

Chris Goede:
Well, it’s a lonely island. I’m glad you asked me this question. First of all, we have to understand, we talk a lot about this, that you need a diverse team. You need diverse people around you. And then the key is, and this is a principle of John in our DNA is, how do we inclusively lead those that are diverse from us? And when we say diverse, that means everything from a thinking process like we’re talking about today could be generational, right? It goes across the board. And I think you’ve done a good job that has allowed me the space to process, because I do process things. But here’s what I want to say to those that are listening. Go, oh, man, that’s me.

Chris Goede:
I have to process and I have to analyze and I have to think. I want you to go to your show notes, and in there, there’s a statement right here that we won’t tell the rest of them that act a little bit quickly or maybe just talk while they process. It says, a minute of thought is worth more than an hour of talk. A minute of thought is worth more than an hour of talk. For me, it’s a really good question, because oftentimes what I find myself doing is listening and processing and then going, I want to process a little bit more, which that’s not necessarily what I need to be doing. I need to listen. I need to hear input. For me, I like data.

Chris Goede:
I like thoughts. I like perspectives. But then once I have that, and I’ll take notes in meetings and I’ll be thinking while maybe some others are talking, but I don’t want to. And here’s what I want those that analyze a bit. I don’t want to miss the opportunity to add value to the team or our leaders that are in the room of what I’m thinking and be comfortable in that space. We’re talking with our leadership team right now about having this robust dialogue and understanding that it’s not personal and it doesn’t have to be perfect. And so because I analyze and get in that mode, I’ve had to learn to be okay with it not being completely analyzed and completely thought out. But when you think about this and you think about learning to analyze the details, I think John is also talking about in your personal life, are you asking yourself the right questions? Are you asking yourself the questions that allow you to think and strategically plan to outperform what your goal was that year, what your dream was? So we’re here, and if you’re listening to this, it’s at the end of January.

Chris Goede:
And before we move on, if I didn’t answer the question, feel free to push back a little bit more on what we just talked about. But I would also want you just to share a little bit about, because I think you do a really good job of on your personal dreams and on your personal mission, you both and Stephanie, and you reevaluate and you look at the details and the data from the year before, and you just came off your year end review where you did that thing. Talk about just a little bit about that from your perspective on the personal growth side.

Mark Cole:
Yeah. Thanks. Because I do think in our areas of passion or in our areas of gifting, I think all of us exhibit more analyzing the details than we do in areas that we’re just kind of passionate about. But it’s not necessarily a gift. And I’m really passionate about my year end review. I’m very passionate about what I did at the end of December last month. I’m very passionate right now in the month of January, watching that play out. I analyze every week.

Mark Cole:
I’m reading my growth plan, my life plan that I put together, the end of December, I’m really into it and analyzing what’s working, what’s not, what’s tweaking, what needs to be lifting. And I’ll do that throughout this year. On that particular segment, I think for all of us, we need to understand the value. What John’s saying is to analyze the details in my growth plan back to you. Bringing it to me personally, it has been a difference maker in my leadership, not just having a growth plan, but having it on paper. Not just having it on paper, but being accountable to it with myself and with others. But then where the real thing comes in is when I’m reviewing it, analyzing it to make sure that it’s working. And I think for all of us, we get passionate about analyzing the things we’re passionate about.

Mark Cole:
But for those of us leaders, we don’t give patience to people that are analyzers. I’m going to go back to the adverse of what you said. I think there was a time to where you wanted to analyze, get it right, sleep on it, think about it, and then say something. And certainly you have developed in that area. I’ll tell you where I have developed. In appreciating the analyzer, when we began to build trust that your analyzed thoughts was better than an hour of somebody else talking, including me, you underscored that.

Chris Goede:
Yeah, I was going to say that.

Mark Cole:
When I began to trust your analyzed thoughts, you can look at me now and say, I need an overnighter on this one. I need till next week to talk to two or three other people. And because your analyzed thoughts come back so good, and I’ve learned to trust that I have built patience with a practice I’m not naturally inclined to.

Chris Goede:
Right.

Mark Cole:
And I think, again, us leaders, if you have an analyzer on your team, number one, be thankful. Two, give them space to grow and not wait, not to say something. But once you start being able to trust that when they truly need time to process rather than time to be paralyzed, then I would challenge you to let that processor go to work.

Chris Goede:
Yeah. And so that kind of gives us a really good underscore as we’re listening. And maybe you’re viewing, watching this on YouTube to this number six of ten that John’s given us in this two part series. Learn to analyze the details. Right. We want you to realize your dream. We want you to be successful. But in order to do that, you got to understand what’s going on.

Chris Goede:
And what Mark’s saying is, even personally, he’ll look at his calendar and they’ll be like, I don’t need to meet with that individual next year, or I need to change the cadence of that and I need to whatever. And that’s extremely important. All right, I want to skip down to the 9th one that John talks about here, where he says, deal and communicate with people effectively. For you and I, this is a gifting of ours. We’re passionate about it. We love it. And you go, man, there are some people that are extremely competent that could be extremely successful, but maybe they missed the boat here a little bit. Maybe they haven’t spent enough time on developing this skill set of their.

Chris Goede:
We have this phrase here at Maxwell leadership where we say everyone deserves to be led. So that means that everybody that’s on this journey with you, on your dream and what you’re trying to live out deserves to be led well, and you have to work with and through. Matter of fact, we talked a little bit about this on our last episode, which, by the way, if you missed it, you need to go back and listen to it where we said, take action. Like, you don’t have to do it alone, but you’re going to be doing it alone if you can’t figure this out. This is really a sweet spot for you. As focus, talk to our listeners about why this is so important to you as a leader.

Mark Cole:
Well, let me speak to the non relational people first. Except for one trivial exception, the world consists of other people, and you are that exception. So as I tell my teenage daughter, she has friends that listen to podcasts now, I’ve got to be careful. I tell her, Macy, people can be pets, too, and that’s because she loves pets. But sometimes people are optional. There are people that really don’t get naturally how to deal with people. And all I’ve got to tell you is for you to advance in life, you’re going to have to introvert, extrovert. It does not matter.

Mark Cole:
Personality doesn’t. Personality. Personality toward people. Personality away from people. You have got to learn to work more effectively with people. All of us. All of us. You have got to learn to deal and communicate with people effectively.

Mark Cole:
Now, we can talk about that for some of you non relational people at another time. But what I do want to do, Chris, as you threw this to me, is I want to talk about the word effectively. Because where I get into trouble with all my relational abilities is I’m not always effective. Oh, I’m good with people, but I’m always, always effective with people. See, I walked out of way too meetings, telling John Maxwell, he’s the one that taught me this in the year 2023. So, Mr. CEO, that’s been going, I’m learning still stuff about relational. He said, mark, you walk out of meetings all the time and feel like it’s a good meeting, and so does everybody else.

Mark Cole:
And there’s only one person that walks out of that meeting with something to do. It’s you. Because you didn’t effectively empower and task people. You just made everybody feel good, and you walked out with the same problem you walked into. See, working effectively with people is not always Kumbaya. It’s not always everybody feeling good. Sometimes a leader, to be effective, has to let somebody else feel the weight of lack of performance. I’m not as good with that, so I want to talk as I am right now in this concept about how do we deal with people and communicate with people effectively.

Mark Cole:
I’ve communicated a lot of times for an hour. You’ve already called me out on this podcast for that, to where nothing really was said except add a boy, add a girl. Way to go. Keep doing it differently. I don’t always communicate effectively. Sometimes I communicate with my emotions rather than analyze data like we talked about earlier. That will show us we’ve got work to do. Because at the end of a meeting, let me tell you what I really want.

Mark Cole:
I want everybody smiling, feeling good, and patting backs. And there’s some meetings that doesn’t need to be ended with a pat on the back. It needs to be a kick in the butt, right? And I don’t always get that right, because I’m too relational. And so, in this world of effectiveness, some of us relational leaders, we need to understand we are recovering people pleasers. We need to stop trying to please people so much and be effective with people. And that’s not always the same.

Chris Goede:
Right.

Mark Cole:
And I think what John is saying here is relational leaders, or non relational leaders like we talked to a while ago, they have learned that working with people is about effectiveness, not about feeling good. It’s about realizing that I need people not carrying something as if I’m the only one that could get it done. And we excuse ourselves because we’re too good, or we excuse ourselves from having to work with people because we can get a lot done with our capacity. And what John’s point here is, you are limited in your success until you learn to effectively work with people.

Chris Goede:
Yeah, we talk about this where everybody that’s listening, you are in the people business. Doesn’t matter what industry you’re in, you are in the people business. I was reading an article the other day about AI and how that’s changing the landscape of how we work and what we do. But it was interesting because then it led us right back to a point of saying, hey, none of that happens without people behind making that happen. So people are not going away until we’re going to have to know how. We’re going to need to learn and know how to effectively communicate so that everyone can be led. Well, some of it, to your point, it’s a little bit easier than others, but there is an ability to develop that power, skill, that emotional intelligence of leading people. The last thing I’ll say about this, and this is big for us, because what you’re saying is that we are moving a ship, we’re moving a team towards a dream that we may have.

Chris Goede:
We may be leading our family, but we got to make sure that we’re doing it with the right motive. And we talk about, hey, influence. Leadership is influence. Doesn’t matter what your title is, where you’re going, what your dream is, the team you’re putting around, you have influence with them. Just make sure you have the right motive behind it. And if you start with the right motive, and you’re transparent with that, and you’re authentic with that, then what’s going to end up happening is you’re going to become an effective communicator.

Mark Cole:
Yeah. Let me say this. Two weeks ago, about two weeks ago, Tracy Moore and I were doing a text talking about motive and math as it relates to adding value to people or multiplying value to people. And sometimes that’s a math thing, but other times that’s a motive thing, and you just hit on motive. And I 100% agree, check your heart, check your motive when you begin to work with people because you don’t want to manipulate them, you want to inspire them, you want to motivate them, but you don’t want to manipulate.

Chris Goede:
Yeah, well, let me jump to number ten. This one is something that I want us to unpack a little bit because we’re talking more and more about this in your leadership here at Maxwell leadership. I think it’d be important. Again, when you’re going after a dream, when you’re going after being successful, you’ve got to be honest with yourself. We talk a lot about self awareness and how the longer you have led, maybe the more you’ve been on this journey of your dream. We talked about it in the last podcast session about you’re going to fail and you’re going to jump in that cycle and it’s going to be a journey. Maybe the longer you’re on this journey, the more unaware you become of really where you’re at and what you’re doing. And so I love this because John says, hey, we’ve got to be honest and dependable, but take responsibility.

Chris Goede:
Now, you honed in on the word effectively last time. I’m going to hone in on the word here, responsible because we talk about we want people around us and our leaders and part of this journey with us and this team to be coachable and to be responsible. And if we do that, that fosters a culture of trust and open communication. But that’s extremely important for our listeners to understand. You have to take responsibility on your dream or where you’re taking your team or whatever it might be. And so just unpack a little bit about that as one of your hot buttons lately, as a leader inside our organization of making sure we take responsibility.

Mark Cole:
I get asked often, Chris, as I know you do, what’s the most desirable trait in a potential leader in your organization and without thinking about it anymore. And the older I get, the more certain, the more mature I get, the more certain I become that this is a number one attribute of leaders and it’s coachability. Are they hungry to learn if they have done it all? I love experience. Please give me experienced leader people that have been further than I have been. But if that experience becomes a crutch to not listen to a better way, they quickly become a liability in the organization, 100%. I’ve hired people that are so competent that I thought we’re going to bore them to tears. And we learned from them, and six months later, they were no longer useful to us. Because they didn’t keep growing with us.

Mark Cole:
You and I have friends. This is going to go very personal. Have friends that the couple, the marriage relationship, one grew, one didn’t, and it created major, sometimes fatal challenges because one outgrew the other. It’s the same with leadership teams. If one segment of your leadership team is growing and the other is grounded and they’re not growing, I shall not be, I shall not be moved. There’s a separation coming, just a matter of timing. So the thing that I look for the most, Chris, is a leader that knows how to ask questions, that knows how to be honest and dependable, and then takes that responsibility. So we talk about coachability.

Mark Cole:
I think coachability is actually a form of responsibility, and I’ll tell you why you do, too. Responsibility is saying, I have a responsibility to my team to be the best version of myself. The only way you can become the best version of yourself is to find out from others how you can grow. But let’s distill this down, Chris, to this concept of responsibility. You lead a large population of our organization now, and, you know, and we’ve led operations people, marketing people, salespeople. We’ve led them all in our years of tenure with John. And, you know, it’s the people that come to the table and say, this is what I could have done better. This is what I will do better that has the ability to bring out the best in you as a leader than the person that says, I didn’t perform because of that.

Mark Cole:
That was wrong. The sky was the wrong color pink at the sunset last night, and so I just couldn’t get my orientation. I mean, they come up with it all.

Chris Goede:
Just you talking about that is bringing up the hives of me. Like I was shut down. I forgot we were still recording, because that’s what I do when that happens. And I start hearing that, I just put a wall up when somebody does.

Mark Cole:
Not come and their first thing is, this is what I could have done better to respond to something I couldn’t control. I just had a financial meeting with some people heavily vested in our organization, and I went to them and I said, over the last four years, let me tell you three things that has lent itself to our current financial performance. Number one, I mismanaged here, I mismanaged there. I put money there too soon. I did the timeline, and, oh, yeah, by the way, we had Covid in there, and by the way, had a couple of bad contracts that I acquired. But I led with what the things that I could control, I could have led with COVID Covid was killer to certain parts of our business. It’s not where I led. And by not leading there, I got instant connection because I owned the things that I can control.

Mark Cole:
Followers that can’t seem to get the attention of your leader. Can I give you a secret own the results from what you could have done different, what you will do different, and then talk about the things that the leader can help you solve and you’ll become more effective.

Chris Goede:
I love how John wraps this up in this statement right here where he says, hey, listen, if you don’t get this right, to your point where I just said, man, I feel a wall going up, will you just give me. If you don’t get this one right, one through nine, right? Last episode and then this episode. It doesn’t matter if you don’t get this right. What I loved about that financial meeting that you just shared was brings us right back to the first one we talked about today, which is number six on the list, which was you went in prepared, right, of this dream that we have of something that would make us and is going to be successful for us. You went in and you had analyzed the details, you had analyzed the data that allowed you then to be responsible and say why you’re responsible. And so, man, this list of ten is just getting smarter and smarter. We talk about it and how it. I mean, I thought he was just kind of taking off.

Chris Goede:
I think they’re all intertwined. I ended the first part of this with the same question, and I want to do it again here as we wrap up and then let you close us listeners. I asked Mark at the end of part one because this is big to us. We do what we do because we want to make significant impact around the world, one person at a time. We believe everybody deserves to be led well. And so we talk about, man, you can be successful. We want you to be significant. We want you to have significance.

Chris Goede:
And so I asked him the question. He didn’t know I was going to ask him, and I just said, hey, one through five, the first one, which one of these do you feel like leads to more of getting to be significant, have significance over success. So I’m going to do the same thing here. John kind of gave us a recap of all of them just to jump in here. Number six was learn to analyze the details. Number seven was focus your time and your money. Number eight, don’t be afraid to innovate. We didn’t talk a lot about that.

Chris Goede:
That’s huge. Number nine, was deal and communicate with people effectively and then finally be honest and take responsibility. Which of those stand out to you on this journey that you’re on of going from being successful to having a significant impact on people?

Mark Cole:
Yeah, you know, we didn’t talk about innovation much. We didn’t talk about my answer much either. But let me just orient us again. You said a little bit of this. I said it last week in part one. We believe success is what happens to you, what you acquire. We believe significance is what happens through you, what you help others achieve. My answer today is one we didn’t talk much about.

Mark Cole:
And it is focus your time and money. Listen to anybody teach, and they’ll say, show me your checkbook. You remember those? Show me your digital, show me your digital bank account and show me your schedule, and I’ll show you your heart. Because where you spend your time has your heart, and where you spend your money has your heart. And so I would look at it, and I would look at all of us here as we end up January, or we’re coming close to our first month of 2024 gone and say, okay, look back at January. Where’d you spend your time? Where’d you spend your money? And if it’s all about stuff that benefit you, and if it’s all about time spent, that where things that you get pleasure and enjoyment from, there’s a chance that you’re living in, at best, a success world, but probably a self absorbed world to where you’re not even successful or fulfilled. And so I would challenge you. Start spending.

Mark Cole:
You don’t have to start spending money yet. Maybe you’re still acquiring and trying to pay the bills that you’ve created. But start spending your time and your money in significant things, and you’ll start getting that success factor, that sense of success factor that my time, my acquisition, my success at work or at self advancement is now starting to benefit and be about. I want to finish up today with a comment from Gary. Gary listened to the podcast goal oriented to growth oriented. I remember that one, Gary. And we’ll put that in the show notes for you. But Gary says, thanks for clarifying.

Mark Cole:
Being goal oriented compared to growth oriented. I’m one of those 70 plus year olds. I’m so proud of you, Gary. You’re listening to a podcast. You’re trying to grow yourself. He said, I’m one of those 70 plus year olds that just joined the Maxwell growth plan, by the way. We’ll put it in our show notes how you, too, can be a part of the Maxwell growth plan. He said, I’m looking forward to learning more about the 15 invaluable laws of growth today matters and the 30 day growth plan.

Mark Cole:
Thanks for all the Maxwell team does. Gary, thank you. It’s your why we do what we do. Last week in part one, I made available the put your dream to the test, the book that John wrote, the online course. It’s available now to you. It’s normally $399. We’ll put a link in the show note. You can get that for $79.

Mark Cole:
We extended that because of last week making that promise. We extended that to this week as well. 70 will give you an online course to help you dream bigger and better. And why do we do that? Because, Chris, you brought up significance. Because we want to bring powerful, positive change to the world around us. Because everyone deserves to be led. Well.