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- [00:01]
A
Good morning. This is the JP Donnell podcast, episode 129. I am JP Donnell, and I also always have Lucas with me. When in doubt, do more. So on the SEAL teams, this was something you would commonly hear, especially when you're talking about explosive breaching. If you were in. When. If you were in doubt with how much explosives to use, just add more. And this was commonly discussed in the SEAL teams and it applies in many other areas. When you're not 100% sure, hey, you're loading out your gear and you have a full loadout and you're like, all right, cool. Hey, this should be good. Okay. Hey, add a little bit more. Now, there's a dichotomy here. You don't want to overload your gear to where you're too heavy and you're not able to properly function and move around, but it's good to err on the side of doing a little bit more, adding a little bit more, and also putting in more effort to whatever you're. When you think about it from a leadership aspect, if you're a new leader, you need to go above and beyond to do the work to build relationships so that you can actually influence your team. Not assuming that your position or your title, your rank is going to get you where you need. There's a difference between managing and leading. And if you're a leader, you have to build relationships. Never assume that you've done enough. Never assume that that leadership bank account that you have with somebody is good to go. You know, Jocko talks about this a lot, is how he assumes that he's always running in leadership capital with people. So it makes him think and be very intentional about the words he's using, his actions, what he's doing, what he's asking of his people, not making withdrawals. You know, if you think about it from the, you know, the saying of, hey, the minimal requirements, you're going through training, you've hit the minimal requirements. Well, it was a common thing in the SEAL teams, especially if you're trying to get a contract or just do well. If you just hit the minimal requirements all the time, that was a reflection of your character, your work ethic, how prepared you were, and obviously you didn't take it serious. And the other thing we have to think about is the minimal requirement is just one step above failure. And we don't want to operate in this realm of like hitting the minimal requirements. We want to be going above and beyond. So that means doing more, putting more effort in, adding more to what you're doing to deliver a higher product. You know, for leadership position. When you're trying to lead up the chain of command, which some people could think it's really hard, but it's actually not as hard as people think, because this comes down to performing, doing work, going above and beyond, establishing trust with your leadership, especially when you're trying to build that relationship, put in more effort than you think is needed. You know, think about it from a aspect of when you're dating and you know, you get married, you put in all this effort, you're dating, you're going above and beyond, you're doing all these things for this person because you enjoy it. But over time, that complacency creeps in and, you know, the relationship isn't as strong, it's not as passionate, and it becomes a transactional relationship. That's a problem. That's because you stopped putting in the work. You just assumed that because, hey, we're married, we have some kids, everything's good, that you can just keep doing the minimal requirements in your marriage. And then that creates separation, which creates arguments, which creates, you know, marriages ultimately falling apart when people aren't putting in the work and they're not putting in the effort. So this is something I've been thinking about this week. You know, running some FTX is, you know, doing a bunch of workshops last week. FTX is over the weekend. FTX is right now. And, you know, it's just this mindset of don't get comfortable. Just putting in the bare minimum, go above and beyond all the time. How are you doing, bud?
- [04:00]
B
Man, I'm, I'm doing great. And I got a couple of questions like, directly related to, to this because I think this is something that a lot of people who are bought into, you know, walking out the laws of combat in their leadership will naturally do. But it's one of those things that it's difficult to implement in a, in a way of like creating a culture of doing more. So, you know, the, the first question that I have is if we're doing more, that means that we are exceeding expectations in some area. So how do we properly set an expectation so that we can do more? And then when we realize that we're doing more more often, how do we adjust that expectation at that point?
- [04:54]
A
I think the first step is doing an honest self assessment. Um, and you have to have some knowledge of like, what's required for you to be proficient. You know, when you're going, if you wanted to go to buds, you knew what the Minimal requirements was for that screen test. But the recruiters also told you and the seal motivators also told you that just hitting the barren minimum numbers might not get you a contract. It's very competitive. They only have so many slots that they can do. So you're going to have to be at the top. You're going to have to be at that top percentage. And so when I think of this from a leadership aspect, we all have good leaders in our life and we all have bad leaders. And if we think about what the good leaders consistently do, that's what I want to mirror, that's what I want to reflect. And as you're building relationships with your people, if you really care about them and you're getting to know them, you'll know what they need. And so you as a leader can over deliver. Jocko and Leif know that I like to, you know, direct feedback. I like them to tell me, hey, this is what you're doing well, this is not what, this is what you're not doing well, these are things that you need to prove upon. And so they're always error on the side of giving me more feedback, communication, direction, because they know I like that. And that's what helps me drive and just continue pushing forward. And if I'm in a leadership position and I'm trying to assess and evaluate that, I think we typically know what we're supposed to do is the fact that sometimes we just get complacent, lazy, or we're not willing to put in the extra work. You know, Matt has been one of our leadership instructors at Echelon Front when he was. We were talking about it one time and I can't remember how the story came up, but he's telling me when he was a platoon chief, one of his guys came up to him and said, hey, Chief, do I need to get a haircut? And Matt said, if you're asking the question, you know the answer. If I have to ask my leadership, should I get a haircut? The answer is yes. Because the reason why you're asking that is you're not sure or you're hoping that you can get away with not having a haircut and you can push it out a little bit longer because you're either at those grooming standards or you're outside of those grooming standards. And so you're hoping that someone will give you a little leniency. If you have to ask your leadership, if you're in the military, and if you have to say, hey, hey, Chief, do I have to get a haircut. The answer is yes. The answer is absolutely yes. And so just something to be aware of. It just comes down to self awareness and evaluating things in your life. And that's why we have to take time to slow down, do some evaluations and ask yourself also, am I getting traction in the right direction? If I'm getting traction in the right direction, cool, I'm going to keep doing that. But if I'm not getting traction in the direction that I was hoping to move with my people, that I need to reevaluate and ask myself, am I putting in enough effort? Am I putting in the right effort? Am I doing the right thing or am I wasting time? Being busy and efficient are two different things. Just because you're busy all the time doesn't mean that you're actually doing a lot of effective things that are moving the needle forward. It could be that you're just really bad with your time management.
- [08:32]
B
I feel attacked. That's one of the things for me that I'm really working hard on this year is being a better time manager of my own time, not of everybody else's, but just the way that I'm using my time. And I've got some cool tools that have helped me out with that. This idea, though, of doing more is we talk a lot about how a lot of these principles are biblical principles. Jesus is the one. You've heard the saying, go the extra mile. And Jesus was teaching people, hey, if somebody tells you to go one mile, go with them too. Like, this idea of doing more, going the extra mile is a biblical principle. And it has created a culture of being able to encourage people to do more in, you know, that, that sect in that group. That was something that we saw kind of with Jesus's disciples and all of his followers in the early part of the church. How do we create a culture of doing more? Because so many people now are at that minimum. And I'll give you a quick example of something that we had to talk with some of our guys is they were working. We had a big project that we were working towards. There are a lot of people that were working towards it. And one of the guys finished up for the day, was talking to one of his friends and said, you know, I just, I got to a point where I was kind of stuck and I didn't know what to do. And so I was going to ask Lucas some questions, but, you know, I. I don't know why, I just didn't. And the advice he got from this person who's slightly older than him, with a. With a degree, who's in a different field is like, if your boss doesn't give you the information that's not on you, they still have to pay you to be there. So there is a. There is a spot there, right, that, like, maybe there was miscommunication, maybe not. He asked the question. It was easy to answer. But the attitude that's there is not the go the extra mile. It's not the do more. And we're seeing this kind of more and more. Yeah. So how do we create a culture of helping people to realize that, like, doing more is the standard?
- [10:46]
A
Talking about it. This isn't rocket science. People are like, well, how do we. How do we teach our people these things? You talk about it like, these are things that you communicate to your people. You set it as part of your core values. This is. Hey, this is who we are. That's what Jocko, Leif, and Seth did. And the guys in our task unit was, you know, and it came from our leadership. And so if you're trying to develop a culture in your people doing more, you have to actually tell them, hey, the minimal standard is not enough here. The minimal standard is what everybody else does. Do you guys want to be like everybody else, or do you want to dominate? If you just wake up and do the bare minimum every day, you're never going to achieve something. Your life is going to be miserable. Your health is going to be miserable. The relationships in your life are going to be miserable. And, you know, people complain about, you know, relationships falling apart, friendships, whether it's with friends or family members, you know, and it's, you know, people playing the victim card and blaming everybody else. And it's like, well, when was the last time you were intentional with, like, building that relationship by communicating them and making sure that you're. That what you did was just not transactional. Are we providing value to the people around us? And if you're not providing value, then why would somebody want to spend time with you? Why would somebody take time out of their busy life and give that to you when you're not providing value back to them? And so when I. When I think of that from, like, a business leadership aspect, if. If I'm confused as to what I should be doing, I'm going to my leadership and saying, hey, I'm sorry, I didn't get clarification on what is expected. Could you help me out? What is it that you expect of me? What are our standards? What are My responsibilities. What am I accountable for if I don't know what those things are? I'm seeking those answers out. And if I'm in a leadership position, this isn't just a one time conversation. I'm talking about this with my people. I'm reminding them, hey, you know what, you know, I was just trying to think of like a vague business example. But you know, you could look, you know, you could just compare your industry to another, you know, your company to another company within that industry and you know, and just say, hey, you know, if we want to dominate, we want to win, this is what we need to do. And then you reverse engineer back to like, okay, how much time, effort and focus do we need to do? Like we, you can't, like, if you're not measuring things, if you don't have KPIs, if you're not, which are key performance indicators, if you don't have those things in your business and in your life, then you're just always guessing. You need to actually have some data for like, hey, where are we at? Where are we trending? What do we need to do in regards to delivering more effort? We do this at Echelon Front when we're selling tickets to the muster. Hey, this is where we're at. This is where we wanted to be. We're ahead of schedule, we got some momentum, let's sell it out early. Hey, this is where we're at. We're slightly behind, but typically based off of previous musters and the time of the year, we're typically behind about the same amount. So we know that if we do these things, boom, we can push a little bit harder to get the muster sold out. But we talk about it every week. We're reviewing numbers every week. I'm talking about these things with Cody and Justin and Josh for the FTXs. Like, hey, where are we at with these things? You know, Cody and I, you know, we talk as much as we can throughout the week. It's not just like a one time call, it's touching base. Hey, how'd that FTX go? What do you need from me? Hey, I know that you're now getting ready to offer advanced FTXs to corporate clients. What can I do to help? Do you need me to do some videos? Do you put together some scenario? Like, I'm just, I'm asking him, he's asking me. We're, we're constantly communicating to each other back and forth so that we can maintain alignment and momentum. And so if you're trying to improve your culture towards one that, like, hey, we go above and beyond. We have to be talking about it.
- [15:18]
B
We've talked a lot about how important it is that we as leaders don't become the easy button. How do you balance doing more with not becoming the easy button? Because if you lean too far into the doing more, then you're doing everybody's job, right? So how do we find that balance?
- [15:38]
A
Owning it all doesn't mean doing it all. I have to be delegating things to my people, asking them earnest questions. Hey, what do you think we should be doing right now? Hey, you know, we are trying to hit these numbers. I know. You know, our numbers have increased from last year. What, like, what's fair? What's feasible? And in order for us to increase our goal by 15%, what does that look like on numbers? Is that one more big contract? Is it three medium contracts? Is it five small contracts? Is it a. Like, is it one medium and. And three smalls? Like, what does it actually look like? We have to be able to know what things are so we can measure them and know if we're going in the right direction. And so for me, as a leader, I'm asking my people questions. It doesn't mean that I'm doing all those things. I'm asking them questions, giving them direction, keeping them Dr. Driven, keeping them focused, keeping them pushed forward. It's not a one and done thing. Also, if I have created an environment where I am the easy button, and I've been doing all these things in the past, and they come to me, they ask a question, I'm like, hey, I got it. I'll take care of it. Or I tell them what to do, that's a problem, and I have to correct it. And the easiest way to correct it is just start asking them questions. If you came to me and said, hey, what do you think we should do for this? And I was just like, typically the past, like, hey, I got it. No worries. Hey, what do you think I should do? Hey, man, I got it. No worries. And now I have this realization that that was wrong. I need to actually be driving it back to you. Because delegation is a gift, by the way. Because when I delegate tasks to my people, they get more reps, they get to work, they get to struggle, they get to learn. And so I need to switch that up by asking them, what do you think we should do? Hey, Lucas, we have to hit these numbers within the next 45 days to make sure that we maintain staying on track. How many contracts do you think it'll take for us to hit that number? And you're like, I don't know, seven. Cool. Well, what's our average close rate right now? Well, 25%. Okay, so in order for us to get seven contracts with a 25% closing ratio, that means that we have to have how many qualified leads? You do some good math and you're like, I think what, around 30, 28? 30? I'm like, yeah, that sounds good. Because if we hit 28, we have a, you know, 25% closing ratio. That's 7. But hey, you know what? We want to go a little bit more because what if some of those don't fall in? What if we don't have a 25% closing ratio? Let's aim for 33 qualified leads, and if we're above awesome, that'd be great. This is how it impacts your bonus. What do you need from me? How can I help support you to get those numbers?
- [18:34]
B
The, the support from leadership seems to be one of the things that we may overlook is that what we're, what we often do is feel like we have to set the stage. We've got to give everybody their tasks and, and then like, get them moving in, in the direction that they're going. What does good, healthy leadership support look like again, where we're balancing that out, where we're not doing everything, but we're continuing to support our teams so that they can stay on the mission.
- [19:09]
A
Regular communication, sometimes it's just you touch, touching base and saying, hey, how are you? How are things going? Is there anything you need from me? And then that's it. We'll work with clients. And this actually came up during an FTX recently where they mentioned, you know, hey, I have an open door policy, but man, my people aren't coming to me. And we say, you should have an open chair. Policy means that you're up out of your chair going and spending time with your people. Okay, does that apply to everybody? No, because I know some people are living in working environments where everyone's virtual. They're all in different locations. Okay, well, what does that look like in your world? That means jumping on a phone call, jumping on a zoom. Hey, investing into some travel once in a while to bring your people together to have some face to face time with your people. Again, going back to what we said at the beginning, above and beyond, talking to your people once a week is not effective. You have to go above and beyond. Now, Cody and I have a scheduled call every week. Leif and I have a schedule call every week, but we still talk more than that one call. Danny and I have a schedule call every week. Now we're going to be talking more than just that. It's just being intentional with talking with our people. Josh and I talk almost every day. Josh and Cody talk almost every day. I talk with Justin at least three to four times a week. Try to communicate with Jamie more than once a week as well. It's just being intentional of reaching out to people and saying, hey, how are you? What's. What's been going on? Is there anything I can help you with? And that opens the door to conversations. And then if I have information, data on my people's numbers and progress, because they've been reporting it to me, AKA leading up the chain of command and bringing in information to their leadership, people are naturally going to hold themselves a little more accountable into a higher standard, knowing, hey, here's what I need to be doing. I have to give this information to my leadership. If I'm not where I'm supposed to be, then I need to put in the work to get where I need to be. And if I know my people are falling behind on their numbers or where they need to be, then I, as a leader, can have that different conversation of asking them, hey, I know these are our projected numbers. We're about 20% behind where we're supposed to be this month. What do you guys think is causing that? What can I do to better support you guys? It's just getting people comfortable talking with you, interacting with you. So it's not just a transactional relationship. And, you know, that's something I struggled with before in the past, not so much the transactional relationship part, but getting so caught up in being busy with all the things going on. And I wasn't putting time aside to communicate and maintain those good relationships with team members. And it caused friction, and now it's like, all right, cool, identified. What do I gotta do to fix it? Boom. I'm gonna. I'm gonna hedge on putting in more effort than I think is needed.
- [22:23]
B
You know, you mentioned earlier that we need to evaluate what's required to be proficient. And that could be several different things in different areas. Right. It could be a review of systems and trying to figure out, like, hey, what do we need to do to take away extra steps in the systems? You know, there was an interview recently with Elon Musk where he was saying that one of the things that they often have to do is talk to their engineers, because their engineers are Trying to optimize systems that don't need to exist and that they've spent all of this time and effort trying to make something proficient, that is a redundancy in and of itself. So how do we evaluate our systems so that we can be proficient enough to know, hey, are we doing more? Could we be doing more? And are we again, in the evaluation of it? Not to make the question too convoluted, but are we doing things that we don't need to do, and is that preventing us from actually being able to do the stuff that we should be doing?
- [23:32]
A
I think this comes down to misalignment on expectations, roles, and responsibilities. What does winning look like? And that's a misalignment is obviously, if people are doing things that they think they should be, but somebody says they shouldn't be doing it, and then people aren't doing things that somebody else thinks that they should be doing, that's 100% misalignment.
- [23:53]
B
If as leaders, we aren't encouraging our people to evaluate things, then they will continue on as though what they're doing is correct and proper and 100% right.
- [24:08]
A
Yeah. People don't have feedback. Why would they make changes? Because they assume that they're doing everything right. That means that we need to make time for regular conversations and feedback of results that's based off of data.
- [24:26]
B
How can we be critical of a person's efficiency without criticizing who they are? And the reason I asked this question is because so many people, their identity is based off of their performance that if you're saying they're doing a bad job that they're hearing, hey, I'm bad at this job, which may not be the exact same thing. So how can we be critical and critique somebody's proficiency without damaging the person?
- [25:08]
A
Well, if you don't have a good relationship with a person and you're giving them feedback, it's most likely going to come off the wrong way and people are going to get upset and frustrated and take that as a possible personal attack on them. So I think we have to evaluate the relationship and make sure we have good relationships with people. And part of this that's going to help you is setting expectations and standards with your people of, hey, this is to be a part of this organization, to win. This is what winning looks like. And as your boss, if you're falling behind, it's my obligation to you to give you feedback to, to help you work through whatever struggles that you might have and give you the resources. And if we're not Having conversations. If we're not reviewing things, then I can't ever properly give you feedback. This is part of what we need to be doing. And so if your organization isn't doing these things, you need to find a way to implement it. We need to have regular touch points. We need to have reports on our performance. And, you know, 360 surveys are always a great thing. Getting feedback from all your peers, getting feedback from your leadership. If we're not measuring things, it's really hard to accomplish the goal.
- [26:42]
B
When is it appropriate to ask the team to do more?
- [26:45]
A
I think we should always be able to ask our people to do more. Now we have to understand people's bandwidth and how hard have they been getting pushed? Because there's also a time that you've been asking people to do more for a really long time, and they've been doing as much as they can and they've been exceeding standards and exceeding expectations and they're running at a high pace and you have to be careful of burnout. It's based off their capabilities. And that's why it's really important that you know your people and you have to give them rest. I, I, I think of, like, what you're asking me. I think about, like the whole sled dog analogy that we've talked about before. You're on the SEAL teams. If you were called a sled dog, it was like a badge of honor because it meant that your leadership and your peers thought you were a hard worker. Because sled dogs are hard workers. They will run, they will run, they will run. But the thing with sled dogs is run themselves to death if they're not given rest and recovery. And sled dogs need guidance. They need guidance. And so as a leader, you have to know each person's capabilities and also be clear that you're pushing them in a manner that's going to benefit them. They have to understand. Why are you pushing me? I think about it like jiu jitsu. When I go in there and From Eagle asks me, he's like, hey, bud, how you been? I know you've been busy. You haven't been here for a while. What type of, what type of rounds do you want tonight? Do you want a bunch of really hard rounds or do you just want just average rounds? Get the work in, put in the sweat. And you're here because you're here because you're disciplined. And there's times I'm like, hey, the only reason why I'm here is out of discipline. I'm exhausted. I'm smoked. I've had a long week. I knew if I didn't get in tonight, it would be another seven to 10 days. So I'm here. He's like, okay, cool, sounds good. And he'll give me some not easy rounds, but you know, mid level rounds. And then he's a really good professor, he's a really good coach, he's a really good leader. He knows me that when I'm having those days, just give me one or two rounds to warm up and get my mind right. And then it's freaking straight murder fest. Like, cool, we're going to give you some hard routes. Because he knows that's what I want and that's what I like. And there are other times I show up and he's like, hey, man, how are you, Miss you haven't seen you a while. How are you feeling? I'm like, I'm ready, let's go. Like, like I want. And he'll bring that to me. So I think it goes back to knowing your people. And that's why it's really critical that we're focused on building really strong relationships with our people, but also being aware that we're not just running them to their grave. Because if you have loyal people that work for you, that's what they'll do.
- [29:48]
B
You know, one thing that I recently heard a business owner talk about whenever he was talking about doing more guys on a bunch of successful restaurants was he had his staff go out to like their top three competitors in the area, and they talked about all of the things that they did really well. And then he asked what those other restaurants sucked at.
- [30:10]
A
Yeah.
- [30:11]
B
And then he said they were going to focus on doing, well, the things that everybody else did terribly, the stuff that they neglected and all that. And that became their niche. And one thing in particular was that he, he realized all the fancy restaurants in their area, they all had wine sommeliers and all these wonderful wine pairings, but nobody did beers. And so that's when that's what they did.
- [30:33]
A
And yeah, we talked about this before.
- [30:35]
B
Yeah, so they like, they revamp their entire thing in order to do that. Exactly. So how do we recognize where the right places to do more are and where are the places where we need to, you know, make those evaluations of like, hey, is this worth doing and is this an area where we need to do more?
- [31:01]
A
Yeah, I mean, you just go all in. You leverage your house, go in debt, raise a bunch of capital, and if it fails, then your life is Ruined. No, you make a small iterative decision. Let's test it out. Let's test the market. Is this something that there's a demand for? So do a little research. That's what he did. He had his people go do a little reconnaissance, do some research. Take time doing the research. Make sure you've done good, effective research that you have some good information on. And then go make one small change and see if it trends in the right direction. And if it does, expand upon that and then build that out. Get some momentum, then try something else. And if it works, cool, keep doing it. Expand, get some momentum, try something else. Up. Doesn't work. All right, cool. I didn't over commit. We didn't waste a bunch of time. We didn't waste a bunch of money. It's about just stepping back, detaching. This is why we teach, prioritize and execute. Relax, look around so you can gather information and make a logical decision, not an emotional decision.
- [32:17]
B
That makes a lot of sense. Yeah, but there. There are way too many people that we've talked to that came up with a brilliant idea one night and they decided to completely change the. The entire direction of their business that they now no longer have.
- [32:32]
A
Yep, I know a lot of those examples. I had a gentleman today. It's kind of. It's not. It was just a unique story. There is some connections between what we're saying. But when he shared that with me, this story to me, I was just like, bro, like, how does that happen? Because we were running a scenario at the FTX and he connected it to a business example. We're walking back and he's telling me that he works for a company and he loved the company, great company. And they were working on this technology that was groundbreaking in that industry. And, you know, they were flying in consultants all the time from everywhere. You know, had a bunch of. The company. Had a bunch of company jets. So they'd go pick them up Sunday, bring everybody in to the city, work, you know, hard, long days, Monday, Tuesday, Wednesday, and then on Thursday, partial day, and then flying everybody back from all around the world on these jets. And in nine months, bro, they were over budget by $100 million. How does that happen? By misalignment. Nobody communicating. Everybody just doing their own thing. Here's the deal. Nobody intentionally, when I want to go over budget, but when you have a bunch of people not communicating, not maintaining alignment on what's expected, not having touch points for, hey, are we ahead of schedule, behind schedule? Are we over budget? Are we under Budget. Are we trending in the right direction and just making huge, big commitments? Nine months, $100 million over budget. Crazy.
- [34:40]
B
I just looked it up there. There are double digit countries that have national GDPs under a hundred million dollars. There's entire nations that don't produce how much they went over budget.
- [34:58]
A
Yeah.
- [35:01]
B
Wow.
- [35:02]
A
Yeah. So, yeah, I think a lot of good talking points tonight. I think there's a lot of overlap between all of them and just some, you know, thoughts I was having. And yeah, I been getting some good feedback from people on the podcast that are listening and they like the Q and A things and they like what you did with Reddit. And obviously there's people like, oh man, we got to get some more of your, some of the previous guests back on. Hey, when's Mike Mitchell coming back on? Good feedback from my sister Sarah's episode as well. You know, just it makes you think, like, hey, I can do a little bit more in my life, you know, for what she's doing.
- [35:39]
B
100%, man. And great, great stuff from Ty Smith and from his episodes too. It's been, it's been really cool to listen to people who've been inspired by his story. It's rad.
- [35:49]
A
Yeah, it's pretty rad. And I know we have a new sponsor we're bringing on board. I think we'll add that next week or the following week. Just get in alignment with that leadership of what that sponsorship looks like, what's expected on our end. But it's cool to see the podcast trending in that direction where, you know, have an actual corporate sponsor in addition to what we have with Jocko Fuel and, you know, just trending in that right direction to where we can actually put more into the podcast and give back to people and help people and yeah, man, it's awesome. So thank you to all of our listeners. You know, you know, I know Lucas talks about it a lot, but you know, the little things that you guys do by using the code JP POD20 for Jocko Fuel saves you 20%, gives a commission to the podcast to be able to pay for the production of the podcast and be able to actually try to do some cool things this year to expand upon the podcast. Obviously very thankful for everything that Origin does, the support that they give us. You want to check out origin, go to originusa.com 100% American made. Everything's 100% American made that they produce from dirt to shirt, which I love. They have some really cool products that are coming out and just continuously refining what they do. You know, I think of, like, good business examples, Origin and Jocko Fuel, and there's a bunch of other ones out there. But just having that connection and relationship with them, you know, getting to spend some time with Jonathan Montgomery this week as well, has been awesome. And you know, what him and Ann do at first in Nutrition. They're changing people's lives, delivering massive impact. They've been huge supporters of Echelon Front, huge supporters of this podcast. And what they offer to our listeners is awesome. So I'll let you finish closing those out, but I'm just. I was thinking about it today, man. It's such a gift, what we have in life. It's a gift to do what I do at Echelon Front. It's a gift to do what you do as a pastor. This podcast is a gift. The friendships that we've developed through the podcast, through the Jiu Jitsu community, through Jesus and Jiu Jitsu, it's. It's incredible when you really think about it.
- [38:03]
B
100%, man. And you know, JP just mentioned the folks over at first in Nutrition. If you go to first in Nutrition.com JPPOD, they'll give you four free weeks of nutrition coaching. I spent some of my weekend watching the Arnold Classic, and it got me all fired up to get back in to think about, like, what it would be like to compete. And so I reactivated that new pro
- [38:28]
A
series from Draco Fuel.
- [38:30]
B
I've. I've got. I've got an eyeball on it. It's in the cart. So it's. As soon as the current protein runs out, the triggers get pulled on on all of that stuff and then.
- [38:42]
A
So good, bro. Yeah, I had some when I was in Florida for work, and Amanda came out with me that week and we stayed with Pete and Amanda Roberts. Dude, I can't remember what. It's like a caramel flavored, salted caramel that. I mean, Pete and I went and knocked out a workout, and right afterwards, we each just crushed a shake. And it was so good that it was like when I tried the fruity cereal flavor milk sculpted caramel. Like, as soon as I started drinking, I was like, oh, boom. And you're just like, well, that was easy consumption of protein for recovery.
- [39:23]
B
You're just right in the middle of your white girl summer. Just drink that salted caramel protein shake, dude. The flavors on their stuff is absolutely incredible. So go check out the new pro series@gelcofield.com use code JBPOD20 and there's links to other stuff in the show Notes for Little Cattle Co to get your beef tallow products, you apparel printing. Go check out on the Path Printing and then jp, Leif and Jocko do custom gear packages and training through Bruiser Arms. Go look at all of that stuff. Go support the podcast in all those ways. Continue to like and subscribe. Jp, you got any any final thoughts on how we can do more better honest assessments?
- [40:03]
A
And if you're asking yourself, should I do more? The answer is yes. The answer is always going to be yes. And just remember, the minimum requirements are one step above failure. So I hope this episode has been a reminder to go do the work that's needed to put in the effort to build your legacy and to never settle. This has been the JPANelle podcast episode 129.