Growth requires a team. When it comes to fast growth, every team is comprised of talented people. One essential factor to keeping the team intact is improving employee retention. You will struggle to create growth if you can’t keep the people you have. Today’s guest is Adam Hergenrother, founder at Hergenrother Realty Group. Inc Magazine ranked his company #442 on the 2020 Inc 5000 list. Adam believes leadership has been a critical factor in improving employee retention, which has led to company growth. He talks about his strategies that enhance employee loyalty and engagement. Improving employee retention leads to more employees that take ownership of their work.
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Adam Hergenrother: The Transcript
About: An entrepreneur at heart, Adam Hergenrother is the Founder & CEO of the $1 billion organization Adam Hergenrother Companies. He is passionate about using business to transform lives and believes that when you focus on growing and leading yourself first, the business results will follow – always.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
Adam Hergenrother: We want people, generally speaking, one of two things, tips the scales with a person, money or culture. And so we said, Hey, money’s important, but we want 51% tipping the scales with culture and 49% profit. And so when we started developing that, it actually changed the way we wrote our ads. It changed the way we wrote our job descriptions. It changed the way, we sold our vision and mission and we stopped trying to chase people and we allowed, we got content out there. What’s the content then return allowed people to come to us, looking for opportunities because of who we were as an organization. And since we’ve done this for the last two years, we have a 93.4% retention rate, which we monitor every week. And that’s the other thing that we did. We actually started monitoring the number every single week. And we went from basically 10% to essentially 93.4% and a little less than 6 months.
Intro: Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs, the fastest-growing privately held companies. I am the host. My name is Gene Hammett. I hope leaders and their teams navigate the defining moments of their growth. Are you ready to grow?
Gene Hammett: Employee retention is one of the most important factors to the success of your company or the failure, employee retention is not just something that costs you money. It’ll cost you stress it’ll cost you an opportunity in the marketplace, and it may even lose you your place in the market because employee retention is a signal to everyone else that you’re running a great business employee retention improves. When you get intentional about it. Improving your employee retention takes certain strategies, but it takes a lot of focus and a lot of shifts in the way you show up to what you believe in and really focusing on the right things. Our conversation today is with Adam Hergenrother. , Adam is running HRG amongst many other companies, but they are a fast-growth company. When he looked at the retention rate that was going on, he was flabbergasted, and that’s a simple way to put it as he had no way to explain how 30 employees were coming in each month and 25 were leaving. Didn’t add up. He had a whole group of people that were onboarding and exited employees because they weren’t doing the right things. They weren’t focused on the right things. So what are those right things?
Well, Adam and I talk about the keys to the retention and what really has to shift inside there. We open up and talk about a little bit of my research. We talked about somehow some of the things he does to be a better leader, you’ll be surprised about how much effort he puts into being a better leader. And in fact, I think you’ll be flabbergasted because you becoming a better leader is the key to improving employee retention. All this to be said, if you want to continue growing as a leader, I’d like to invite you to look at fast growth boardroom. We have a community of founders, CEOs, and really ambitious leaders that want to continue growing and be extraordinary leaders because they know that’s important to the success of the company. If you’re looking to create, your company to 10 million or push it to a hundred million. You’ve got to evolve as a leader in each of the steps. And it’s necessary to get intentional about that. If you want to look at, see what a fast-growth boardroom is, just check out some of the stories we have in there. What we stand for, what we believe in, and see if you’re a good fit. You’ll have a conversation with me and we will see if you’re a good fit. Now, just go to www.fastgrowthboardroom.com.
Now, here’s the interview with Adam, Adam, how are you?
Adam Hergenrother: Gene, I’m doing amazing. How are you doing today?
Gene Hammett: I am fantastic. We are wrapping up a very busy flurry of interviews. You’re number four today. So, but I promise to bring you a hundred percent.
Adam Hergenrother: I know you will. And I just want to say thanks for all that you’re doing to get your brand out there and get this content out there because there are so many leaders and entrepreneurs who need to hear this. And it kind of keeps them going. I mean, in the early stages of my career, listening to other people’s kind of transparency of, of failures and successes, really the hell out of me to get through some of those dark nights of the soul. So thank you for doing what you’re doing.
Gene Hammett: Well, I appreciate it. And that’s a good kickoff here. You have multiple companies under your leadership purview, and one of them is just made the Inc list recently. I’m going to make sure I look at my notes. Hergenrother realtor. You go by, you got to HRG.
Adam Hergenrother: HRG is better way of saying it.
Gene Hammett: Tell us a little bit about HRG. So we have a context of what you’re doing now, how many employees, and kind of what you guys are really focused on.
Adam Hergenrother: Yeah. HRG So Adam Hergenrother companies and HRG is kind of, HC is kind of the umbrella. HRG is the kind of the one parent company underneath there, or are the biggest company underneath the parent company. So total we have about 600 people. , that organization does. About 800 million or so in volume, but it’s selling houses. So that number is really high and kind of sexy. So if you actually distill that down to like a, like a GCI number or like commission dollars that are coming in it’s around 20 million, , for that organization itself last year, we had a, an NOI of 3.8 million, 3.9 million from that organization. So we were able to maintain about 23% profit margin. As we scaled, we have about 33 locations across the US, and we’re really. Diving into change the way the industry does real estate. And so that’s, that’s from a, from a different perspective from just owning a brokerage.
Gene Hammett: Well, I have excitement around this conversation today because you know, fast-growth companies are not immune to this, but one of the things they’re really good at is their retention rate. But you actually said that you went back and looked at some of the things that were going on and you needed more attention to create, increase your retention. Is that fair to say?
Adam Hergenrother: Absolutely. I mean, I woke up one day and realized that we were bringing on, you know, 30 people, if you will, a month. And then 20 to 25 of them were leaving out the back door. And what I had to do Jean is I literally had to staff people just too often. I mean, I had like a whole department of this and I’m going, what is going on? I woke up and I said, I don’t really want to live my life this way. And so we really sat down with our leadership team and I said, well, how are we going to build an organization so that every single person here is the reason why somebody else wants to show up for work.
Gene Hammett: I love that when you were able to do this. Cause I know onboarding is a very important piece to the employee experience that a lot of people miss. Yeah. I’m sure you work on different elements. Walk me through the process of. Re-imagining your culture so that we can kind of get a picture of it.
Adam Hergenrother: I think the first thing and we had to do is decide who was the right culture fit for our organization. And so we, I believe in the beginning of starting that organization, we’re hiring more mercenaries, which at one stage in my life I was too, which is really, there’s not a bad or wall or it’s not right or wrong. It just is. And you’re really focused more on that. And so when we did that, we had a retention problem. Cause people are always focused on the dollar. We really said, okay, who do we want to be in partnership with? So we really started looking for the right person. We developed this kind of numbers, if you will, where we said, we want people, generally speaking, one of two things, tips the scales with a person, money or culture. And so we say. Money’s important, but we want 51% tipping to skills with culture and 49% profit. And so when we started developing that, it actually changed the way we wrote our ads. It changed the way we wrote our job descriptions. It changed the way, we sold our vision and mission. And we stopped trying to chase people and we allowed, we got content out there, which the content then returned, allowed people to come to us, looking for opportunities because of who we were as an organization. And since we’ve done this for the last two years, we have a 93.4% retention rate, which we monitor every week. And that’s the other thing that we did. We actually started monitoring the number every single week. And then we went from basically 10% to essentially 93.4% and a little less than 6 months.
Gene Hammett: You know, I know that math is not everyone’s sweet spot, but 10% retention when you’re trying to grow as a company, everyone knows that doesn’t work.
Adam Hergenrother: It doesn’t, it doesn’t it, it was, it was a disaster. I mean, it was literally, I’m not kidding you. We had seven or eight people just offboarding and onboarding people and I woke up and I’m like, what are we doing?
Gene Hammett: Oh, wow. You’re over 90% retention rate is a fairly common thing with ink, but mainly because I think they’re growing fast and they need to keep people there, but they also treat their culture and leadership a little bit differently than companies that are pretty stagnant. When you were really looking at culture, you. How did you really define the culture that you wanted to do? Did you have to go back and recast your values?
Adam Hergenrother: I don’t think, I mean, culture is not ping pong tables and beer parties. I mean, those are perks, right? Culture for us is built in our DNA, which is we’re a company that execute. That is following models and we’re results-oriented. And so that’s really the the basics of who we are. And then fundamentally kind of our ethos, if you will, is that we as business, as an opportunity to grow personally, this is there are things that you sign up for in a business that you wouldn’t never. There are things that happened to you in business that you went to sign up for, like lawsuits, like, you know, people leaving, like, you know, you know, insurance claims anything that you go out there. I mean, people know every day something shows up, you’re like, wow, that was different. Right. And so what a great opportunity to use the business opportunity to grow personally. And so we teach that down the line, no matter what level in the organization you’re at, something’s going to happen today, that you necessarily didn’t want to happen. And so therefore you have the opportunity to grow personally through that. And so that’s how we show up every day. And, and really what we started to do was really open up these conversations so that people were letting people know that, first of all, I wasn’t perfect. If anybody gets anything from this interview, hopefully, they can see it. It’s like, man, if Adam can do any of this, then I can do this as well too. And so that’s kind of what we started with as cultures, me showcasing the failures that I had every day. Right. And they weren’t that it failed. They were just failures. And so that opened up, I actually walked into one of my organizations at one time and I said, Hey. You know, what, if anybody, if anybody in here fails and doesn’t share it, you’re fired. I don’t care about what failure that it is. I want you to share it, but if you, if you fail at something in your, in your, in, you can’t share it because you’re, you’re concerned about how other people are going to look and that’s, we don’t tolerate that. And so then every Friday, people would start sharing, like their fail. Four Fridays are what we call it. We don’t necessarily do that as much anymore because it’s built into our culture, but those are some of the steps that we started talking to really rebuild our culture. But it started with me.
Commentary: Now Adam, just talked about sharing failures. Is that something you guys do in your organization? Well, here’s the power of it. When you are willing to talk about your failures, celebrate them. Even you have very different energy going on because people aren’t trying to avoid failure. They’re trying to push beyond failure and learn from it. They’re trying to innovate because of failure. All of the things I’ve seen around failure, or it’s a sign of good things, not to be avoided, but actually to be embraced. And I wanted to put a spotlight on that tip for you today because when you avoid failures and your people avoid failures, avoid talking about it, you’re missing an opportunity that you could use to align people together and grow faster. Because you do embrace the failures. , back to Adam.
Gene Hammett: You talked about businesses, a chance to grow personally. And I know a lot of leaders get this because it is the best thing I’ve ever done is become an entrepreneur to challenge me, to grow. Because not everything works out. I have to learn my patients. I have to be resilient when I don’t want to be. I want it to just be easier, but you driving this down to every frontline employee and every middle-level manager, and all of the levels within the company.
Adam Hergenrother: Yeah, we are. I mean, that’s part of our, it’s just instilled in who we are as an organization is just re business as a conduit for your personal growth. I think that’s written and just about every single place that you can walk into an organization. And really when people see it as that, they see it, it gives them the opportunity. To not beat themselves up with something doesn’t go, right. It doesn’t mean we were become lax a day ago or passive. It means that we can actually take action with clarity. So we’re not so caught up in the problem that we can’t see beyond the problem itself. And so what I found is over the years of really working through people with this of giving them the opportunity to fail, giving them the opportunity to use business as a conduit for this inner growth. It gets them outside of their, that little voice inside their head. That’s always kind of, you know, judging them so they can actually see the problem, and then we can bring it to each other and then solve them. It just like Einstein said, you know, a long time ago that you can ever solve a problem, the same level that it was created on. And if you’re have created a problem and you’re beating yourself up over the problem, then you can’t solve it. And so here are just really focusing on everybody of using this as an opportunity to be able to solve problems faster and have more clarity. The more clarity you have it, as an organization, the faster everybody will run towards it.
Gene Hammett: We’ve been talking about the entire culture of the company, which is really about people. And so I probably know where you stand on this, but I have this impossible question and I’ve been asking this for a long time. So you ready to play with me a little bit? I call it impossible because it, of course, it takes both of these things. But as a leader of a fast-growth company, what’s more, important your customers or your employees?
Adam Hergenrother: Employees
Gene Hammett: Why would you say, employees?
Adam Hergenrother: Because, you know, if you can become obsessive with your clients and the service of your clients, you have to become obsessive first for the people that are servicing them. And so if you start with the end in mind, which is what we want to do, which is have a, have a service that’s consistent throughout the entire country, you need to make sure that you have employees that are sharing your vision, sharing your mission, and are fulfilling that at the highest need to provide that level of service cause any fast-growth company, the founder, isn’t doing everything themselves. And so in order to actually be able to deliver on that vision, you need all-star employees that are around you. And so if you take care of them first, they’re going to help take care of your clients.
Gene Hammett: Yeah, it’s very well said. I’ve been told by very respected CEOs of very fast-growth companies, big corporate companies that it has to be customers. Always customers always will be customers, but fast-growth companies just like yourself have set its employees over 90% of the time. I, I, I know that you have evolved as a leader over the years, you’ve overcome, some personal challenges and things that you’ve probably brought into your leadership. Is there something that comes to mind about something that, that maybe that would help us really understand? How did you see yourself in leadership?
Adam Hergenrother: Yeah. You know, I think that probably like some people listening to this, I had, I had a spot with my wife personally, where, you know, we were having a challenge and, you know, one of the things she came to me and basically said, you know, I’m not sure if I should be in this relationship with you. And what I ended up digging into, it was my first response was like, you know, like you need to get some help. Right? Like something along those, like I blamed, of course, I didn’t really want to look internally in this. And then when I, when I, when I actually stopped and paused and got out of my own head, I realized that. I’ve been driving a mission and being rewarded for that externally in the roles that I play. And so when I was bringing that home, I realized that my partner was actually living my life, not theirs. And when they were, they wanted to support me, but I wasn’t really giving them the intention that they needed because. Well, I convinced myself with this is really, I think leaders do this a lot. Right. I commit to myself was I was fulfilling and helping out as a partner personally.
However, I was only doing it when it was convenient for me. So therefore I was valuing myself because I bring money or make money more than valuing somebody. Else’s time. That’s supposed to be really important to me. And that took a lot to admit to myself. But the interesting thing is the minute I did. I started letting go of any outcome that could happen personally. And when I let go of that outcome, it actually, in my personal relationship, it actually created the space to have [00:16:00] these radical conversations, to actually be able to come into a relationship, to work on each other, just like businesses, conduit, personal growth relationships are a great conduit for personal growth. And so we just started having. That mirror image of when you start seeing, you know, the energy that shifts into a defensive position, right? You instantly your wife or your husband says something and you instantly shift that defensive position in your energy. It’s in that moment, can you stop and recognize like, Hey, what you just said triggered me. I might need a moment or whatever it is instead of reacting from that spot.
And so then I, that just, when I started working that way in my relationship actually started leaking into the business life and I started testing it kind of small. Like I said something I thought was very vulnerable and I wasn’t sure how it was going to be received to my leadership team and all of a sudden they’re like, wow, thank you so much for sharing that. I was getting text messages and emails and they’re like, we didn’t do it. Then all of a sudden they’re sharing that they had problems in this thing and all this stuff over here. Then we started creating the space for people to be themselves. Right to be the authentic person, but that starts with you as a [00:17:00] leader, to be able to be truly authentic and then have those radical conversations where people can show up and present their ideas, present their viewpoints, because isn’t that the point of having a leadership team. And so that everyone comes in there with a disagreement almost so that you can actually use that as a solution to create a better outcome than the one that you held in your mind.
Gene Hammett: I’m glad you said this. I haven’t shared this openly about my own personal struggles with my marriage of 20 years, but we went through a similar, tough spot that we had to get real. And I wanted not necessarily to blame her, but I wanted to play the victim a little bit instead of owning up to the issue. And I realized that that was a very weak position to take and very disempowering for me. Actually, reflect on what was going on inside me. So I’m glad you shared this with you. A lot of leaders would be afraid to talk about this stuff openly it’s recorded for others. It is recorded forever right now. , why do you have the courage and the power to do that?
Adam Hergenrother: I mean, at the beginning of the day, when I wake up, I just have a little mantra that just says I’m okay with everything because I’m already okay, you know, And so instead of trying to go rearrange people, places and things, to get it the way that I want so that I feel okay, why not just go play checkmate with life and just say, I’m okay with everything because I’m already okay. And so that’s the starting position that I start my day. So I really am okay with everything. It doesn’t mean you’re not passive. It doesn’t mean you want, I said, sometimes people are like, oh, we’re just going to like lie down and let like a tiger eat. You know, it doesn’t mean that it just means that you still take massive responses. It just means that you are okay with whatever the outcome is. You’ve let you let go of the outcome but still fight. And so you let go of the personal gain that you need from something and contribute. And so when I, when that starting position comes with me, then you just become, okay. And you become like a, like, essentially like a little child there are white people share things with kids because there’s no energy attached to what they’re saying to you. It’s like, I always give the analogy of like your golden retriever comes in their room. He doesn’t care what you look like. What you’re dressed, like what kind of day you had, it’s going to show up and just be there for you because they’re much closer to being than human beings are because we’re caught in our heads. And so if you can start from that position of just opening yourself up to being okay like I have this little saying that’s everywhere. It says need nothing and enjoy everything. Right. And that’s kind of my starting position. So that’s how I’m able to share a lot of this as need nothing and just enjoy everything that comes your way.
Commentary: Adam just shared his personal mantra with you. I want you to think about that for a second. Do you have a personal mantra? Do you have a phrase or something that guides? I have a few that I use, depending on the timing at which I need to, to bring that mantra forward. But those words allow you to be grounded and centered. When you understand the mantra, it really helps you with the values that you have in life. And when things go off a plan, when things really hit you in a hard way, you don’t get what you expect. Those mantras can keep you focused on the right thing. I know for me, one of my mantras is life doesn’t happen to you. It happens for you. I wrote about it in my book. , it’s something I got from Jim Carey, but I share this with you because every time I embrace difficulty in life, I know that it’s happening for me and I’m evolving past it. It’s not just something to wallow in and be a victim and happening to me. I’m giving you my personal mantra. Adam, give you his, what is your personal mantra? When you understand these things and their power of them, you can actually use it to propel you forward and grow through all of the things that you faced back to Adam,
Gene Hammett: Adam, there’s probably a lot of similarities between you and may. I have a little mantras that guide me too. You are an evolved leader, and I know that you, you’re probably still working on yourself. There are probably other levels of evolution that you’re going to go through. , what do you do on a regular basis that allows you to continue to evolve that you can share with us today.
Adam Hergenrother: Yeah, absolutely. I mean, well, first of all, my day starts between [3:30] and 4 and I spend the first three hours on myself. And so that is the first thing I do is I do transcendental meditation. And then right from there, I go into a whole series of journaling. I use Evernote because I type a lot better than I write. And, and I do, I have an affirmation journal, just everything I’m grateful for, and just get into a role. That’s about five minutes and I have three kids. And so I have a journal for each one of them. And one of the things that I do is for one, I probably like many people listening to this. I can really get caught, not being in the moment around my kids. I’ll be there, but I’m thinking about some business thing. Right. And so what I found is each day I want to journal about something different and I’ll pull in a photo that I’ve just snapped in my phone about what they were doing. So there’s a transcript of their lives. But also what it does. It’s a model that allows me to be more present with my kids the night before, because I know each day I’m going to be journaling about something that we did together.
And so it’s a little soul time that I have. So each day I journal about each one of my kids, and then I have something that I’m grateful for, for my wife each day. Some days can be a challenge to find that, but we always have that in the end of the year. I kind of put it into a book and I give it to her of the 365 days and I’m grateful for, and then I have a journal about just my life, the good, the bad, the ugly there’s no rhyme or reason to it. It’s just getting things out like. That clutter that’s in there. Just getting it out. It’s almost kind of like my priority to-do list. Like not the things that are screaming at me, but what are the most important things I need to do today as a leader, and how do I need to show up? So I go through that and then I exercise between one and two hours a day. And when I’m exercising, I’m listening to audible or podcasts or any type of filling my mind that way. And then I’m done right around [7:15]. I have breakfast with my kids and I’m at my office. And then the other thing I do is from [11:30] to 1, I have blocked off my calendar for Adam’s time. So nothing goes in there. Unless they have permission from me. And so I reset myself about halfway through my day with another medic, another meditation with TM. And that’s the, and sometimes I share this with people. Sometimes just the act of just sitting down and meditating is the meditation itself because there are so many competing demands that come on you. If you don’t take the time to go. The outside world can stop for 20 minutes. Right. And just pause the world. I come in, I meditate again. I’m also big on what I eat and what I consume. So I have food that is fueling me. So I make sure I’m eating properly during that time as well. And then I get back into my, I burst, for the afternoon.
Gene Hammett: You know, a lot of people would look at this and say, wow, I could never do that. And I’m sure it’s just something that’s evolved over time. It hasn’t been okay. I just started out day one. I’m going to go cold Turkey on all that. You’ve found what works for you and what really keeps you connected to your own growth. Is that fair to say?
Adam Hergenrother: Yeah, you’re absolutely right. I mean, I, I was not a boring person. I first started, I would wake up at seven 30, I’d roll out of bed and start lead-generating right. Just because of what I was doing. And then I remember the article I read when it was. I don’t know, it was about around Tim Cook back when Steve Jobs was alive, but it was about Tim Cook. I read an article about him and he said he got up at [3:30] and I was like, man, if these guys get up at [3:30], I need to get up at [3:30], but I didn’t start doing [3:30]. I did like, like [7:30] and then 7, and then, then I really just started feeling much better about my day then.
So over time I just started layering, better things in, and I tried different things and some of them didn’t really work out and what I find Gene, and I think you probably agree with this. If I don’t follow my morning routine to set myself up, it’s not that I’m that I can’t go through my day. I’m just off. Like, there’s just a little bit that’s often me. And so it’s just nothing. I mean, I wrote a blog one time that it got a lot of traction and talked about why fitness was more important than my family. And it’s the same type of question about your, your, a possible question about what’s more important and how my answer would be is employees. Because if I’m not able to show. Present with my family or present for my business or present for my leaders. Then I am letting everybody else down. So therefore I will do whatever is necessary to put me in the highest position to lead the organization and to contribute and serve as the highest level that I can.
Commentary: This is a message for all those listening on your phone. If you don’t know that we have a YouTube channel, we have some videos and content that you can only find on YouTube. If you want to be an extraordinary leader, you really want to tune in to what founders and CEOs of fast-growth companies are doing. Make sure you go to genehammett.com/youtube. You can register or subscribe. You can give us a thumbs up, but more than that, you can actually become the leader that your team craves go to genehammett.com/youtube.
Gene Hammett: What you’re describing is some of the elements I actually asked my leaders to go through. Not that I prescribe any specific meditation or any specific eating habits, but we really look at the energy management that’s necessary to play at their highest level. And they all are missing something, doing a little bit of this or that. And then finding their way, like one of my clients recently came back to me and he goes, you know, working with you helped me be a better leader, but he goes, I also lost 40 pounds.
Adam Hergenrother: That’s awesome.
Gene Hammett: And I don’t, I don’t, prescribed that as a promise or anything around what I’m doing, but it’s because he got everything else in a line. So, Adam, what you’ve shared with me today, I think is really clear.
Adam Hergenrother: I’ve you, have you, are you, you heard of an Uhler sleep system before?
Gene Hammett: No.
Adam Hergenrother: So this is a wonderful thing. I don’t own anything in the company, so I’m not pitching it for that, but, Uhler sleep system is I wanted to get my heart rate in my REM sleep every day. And I got an Uhler sleep system. This, they come in half king, half Queens, you can do it. And it’s all app-based. So you can set it. It’s like a radiant system. And I set mine the 52 degrees at night. And so the first night that I did this, my heart rate went down to about 36 resting. And from about 41 where it typically was before. In my, my REM sleep increased from about a half an hour to almost two hours. I woke up the next morning. I’m like, wow, this is amazing. It’s an athlete. It’s got like 15,000 stars on it. It’s called an Uhler sleep system. And for high achievers who always go and, you know, fast and hard. Recovery is so important for us, right? So even if you can only get five or six hours of sleep, which I really always try to get eight, I go to bed early but the sleep system allows you to access that deeper sleep, to restore recovery, your brain functionality in your cognitive ability. So I’d highly recommend people looking into that.
Gene Hammett: Well, I don’t know. I appreciate you being here and sharing your wisdom. W w the importance of culture, the importance of, of your morning routines, and really being honest and radical with us. Some of the things that you’ve struggled with as a person.
Adam Hergenrother: Yeah, thank you so much and always a pleasure to share, and hopefully some people can learn and take something away from, from my mistakes and failures, so they can go forward and prosper.
Gene Hammett: Well, I want to wrap up here, Adam, still with me listening in, but you know, what we talked about and witnessed today was something very powerful that leaders aren’t just showing up to get the work done, because that does. , require us, to focus on profitability and profits on their customers and whatnot, but there’s so much more to leadership and culture. It’s about people. It’s about an experience they’re having, we talked about retention rate, but even more than that, somewhat, you know, you as a person and how you’re living evolving as a leader, how you’re tuning into your energy, how you’re managing. I have a lot of customers that come to me and really don’t know where to start. So if you’re looking for answers, you might want to look at a community that we’ve been put together called fast growth boardroom, and really is for founders CEOs that want to take the leadership to the next level.
If you think you’re a good applicant for that, just go ahead and put an application in, we’ll check it out fastgrowthboardroom.com. When you think of leadership and you think of culture, think of Growth Think Tank as always live with courage.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
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