938. Q&AF: Ownership Without Guilt, Tough Leadership Decisions & Balancing Team Commitment

Summary

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REAL AF with Andy Frisella

Episode 938: Q&AF – Ownership Without Guilt, Tough Leadership Decisions & Balancing Team Commitment

Date: September 15, 2025
Host: Andy Frisella
Co-host: DJ

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Episode Overview

In this Q&AF (Questions & Andy Frisella) episode, Andy Frisella and DJ field live calls and listener-submitted questions on topics surrounding entrepreneurship, leadership dilemmas, integrity in the workplace, and building winning teams. Andy stresses the importance of mental toughness, personal accountability, and maintaining high standards, while giving practical guidance to up-and-coming leaders and business owners. The tone is punchy, motivational, and always real, with Andy cutting through the usual platitudes and confronting tough topics head-on.

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Key Discussion Points & Insights

1. Taking Ownership Without Guilt – The "Marty’s Gourmet Seafood" Call

Caller: Jake from Long Island, NY
Time: [09:09] – [27:01]

• Background:

  • Jake manages a gourmet seafood market, starting from humble beginnings and working his way up for 10 years.
  • He's planning to buy the business using a loan from his father-in-law but struggles with the emotional conflict of feeling like it's a "handout" instead of a "hand up."

• Andy’s Advice:

  • Taking a loan is not a handout if you make it the best investment your backer ever made—focus on paying it back quickly and at a profit.
  • “Dude, the real way that you make what you’re trying to do happen is to make it successful and make it worth his while.” – Andy ([12:32])
  • Make a concrete scaling plan—never race to the bottom on price, always maintain premium product quality.
  • Build a compelling brand around Jake’s story, with Cape Cod/Northeast vibes, leveraging social media and high-end content.
  • Prioritize direct-to-consumer opportunities and retail experience, then expand into unique catering concepts (e.g., a Chris Craft boat serving as an oyster and seafood bar at events).
  • As the business scales, offer lasting equity as a thank-you to those who believed in you (e.g., for the father-in-law who gave the loan).

• Notable Moments:

  • Jake’s vision includes gourmet frozen products and experiential catering, which Andy labels “highly scalable.”
  • Andy’s branding insight: “Great product, great branding, digital ads, direct-to-consumer model. … The retail will become a landmark.” ([21:59])
  • Andy urges Jake to stay true to quality and never cut corners in exchange for wider distribution: “If you’re gonna play in a premium space, you cannot ever, ever, ever cut corners on quality, no matter what it does to the price.” ([26:14])
  • The two connect over the value of giving back, karma, and personal standards.

2. Leadership Dilemmas – Integrity, Confrontation & Team Standards

Listener Question (Submitted): Handling a co-worker who steals time and isn't held accountable
Time: [28:12] – [38:14]

• Scenario:

  • A listener discovers a co-worker is stealing time (clocking in fraudulently), provides proof to the boss, but the boss chooses not to fire the person due to her “irreplaceable” status.
  • Listener feels demoralized and questions how to proceed in such a compromised environment.

• Andy’s Guidance:

  • Allowing misconduct destroys team morale and credibility as a leader; all standards become meaningless.
  • “When you have someone who is doing something that is outside the realm… and you allow them to continue doing that, you demoralize the rest of the team.” ([29:04])
  • The so-called mercy of not firing someone for major policy breaches hurts not only the team but the offending worker’s long-term growth.
  • If you want things to change, have a final candid conversation with leadership—explain the damage it's causing and be willing to leave if core values are being violated.
  • Developing the skill of direct, unbiased feedback is crucial for career advancement; those who master it are rare and highly valuable.

• Notable Quotes:

  • “If this is making you nervous to handle, instead of letting it make you nervous, maybe you should look at it as an opportunity to grow.” ([33:25])
  • “Direct feedback… is some of the most valuable that you can have inside of a company.” ([34:42])
  • Andy shares that most career ceilings aren’t about skills or effort, but about the inability to communicate directly and honestly.

3. Balancing Team Commitment & Stepping into Leadership Roles

Caller: Bailey from Charlotte, NC
Time: [38:38] – [54:08]

• Background:

  • Bailey, a former Air Force member now in flooring sales, is stepping into his first formal leadership role and is nervous about ensuring his team matches his standard of excellence.
  • He's concerned about not everyone caring as much as he does, and balancing the need to coach up vs. moving on from low-performers.

• Andy’s Insights:

  • Leadership is a separate skill from personal performance. Even top individual contributors start “back at zero” as a leader—the scoreboard resets.
  • The most effective leaders live the standard, coach individuals personally, tie the team mission to personal benefits for each member, and show real care.
  • “Your score is not the numbers you put up. Your score is the numbers they put up. And a lot of leaders don’t understand that.” ([52:24])
  • Part of effective leadership is letting people experience consequences (not shielding them), even though it hurts.
  • The “game” of leadership and business never ends—real leaders thrive on continual challenge and improvement.

• Advice for New Leaders:

  • Accept that not everyone will buy in; the team culture will eventually weed out the wrong fits.
  • Don’t look to hire “yourself”—success comes in different forms for different people.
  • “If you help them win, you win. And it’s not just about them, dude. It’s about their kids, about their family, about their bills.” ([55:30])
  • To create a great culture, you must genuinely care about the people you lead, not just what they produce.

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Memorable Quotes

• On Taking the Loan:
  “Have the intention, which I could tell you already do, of not just paying the loan back, but also making it a strong financial investment for him.”
  — Andy Frisella ([12:32])

• On Team Standards:
  “When you have someone… outside the realm of what is supposed to be allowed… you demoralize the rest of the team. … Eventually, all your good people leave.”
  — Andy Frisella ([29:04])

• On Leadership:
  “Your score is not the numbers you put up. Your score is the numbers they put up. … It’s very hard to adjust from being someone just responsible for themselves to then putting your life and your performance in other hands.”
  — Andy Frisella ([52:24])

• On Directness:
  “Direct feedback that is not biased to either way is some of the most valuable … The most valuable people in my organizations are those people.”
  — Andy Frisella ([34:42])

• On Building Culture:
  “You can’t build a great culture when you don’t give a shit about the people that work for you, bro.”
  — Andy Frisella ([56:13])

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Timestamps for Major Segments

• Intro, types of episodes, show fee: [00:16] – [03:10]
• DJ’s football refereeing story: [03:30] – [07:08]
• Live Call: Jake, Marty's Gourmet Seafood (Ownership, Expansion, Legacy): [09:09] – [27:01]
• Leadership Dilemmas & Integrity in the Workplace: [28:12] – [38:14]
• Call: Bailey, Stepping Up as a Team Leader: [38:38] – [54:08]
• Leadership Wrap-Up & Culture: [54:09] – [56:39]

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Episode Takeaways

• Take responsibility for your opportunities—turn any “handout” into an exceptional ROI and legacy.
• As a leader, integrity and holding the line on standards is non-negotiable; compromise it, and you lose the team (and often the business).
• Leadership is about your people, not just your performance; your success is measured by their growth.
• Never compromise your product or values to chase scale—premium brands are built on relentless quality.
• Direct, honest, and unbiased communication is a career superpower—master it to become invaluable.

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Tone and Style Recap

Andy Frisella remains bracingly honest, motivational, and unfiltered, delivering actionable, real-world advice backed by his experience as an entrepreneur. The episode blends humor, sharp insights, and a focus on personal and professional development, with DJ providing comic relief and furthering the discussion.

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For Listeners

Whether you're aiming to buy a business, confront a leadership failure, or lead a high-performing team, this episode offers a no-nonsense guide to owning your actions, confronting uncomfortable truths, and leveling up beyond your personal goals for the greater good.

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“There’s nothing that I have that you don’t have. All you got to do is just show the fuck up and keep doing it, dude.”
— Andy Frisella ([26:46])

Transcript

[DJ]

Yeah, went from sleeping on the floor now my jury box froze up Pole stove counted millions in a cold bad.

[Andy Frisella]

Booty swole got her own bank roll.

[DJ]

Can'T fold just a no head shot case cloak cloth.

[Andy Frisella]

What is up, guys? It's Andy Frisella. And this is the show for the realists. Say goodbye to the lies, the fakeness and delusions of modern society and welcome other reality guys. Today we have Q&AF. That's where you submit the questions and we give you the answers. You can submit your questions a couple different ways. The first way is, guys, email your.

[DJ]

Questions into ask [e-mail] and what's the second way? You can also drop your questions in the Q and a episodes on YouTube.

[Andy Frisella]

And what's the big way?

[DJ]

Big way, guys, is you can click that link in the description and submit your questions for live call ins.

[Andy Frisella]

Yeah, I think we're going to start doing the live chat on the Q and A and just pick you right out of the chat.

[DJ]

No, that'd be sick.

[Andy Frisella]

Yeah, let's do that.

[DJ]

Sick.

[Andy Frisella]

We're doing that from now on. Executive decision. Yeah, so look. Look out for that. Let's see. Throughout the week, we're gonna have shows within the show. It's not always going to be Q&AF. Sometimes we're gonna have real talk. Real talk is just 5, 20 minutes of me giving you some real talk. Tomorrow we're going to have cti. That stands for cruise the Internet. As we talk about what's going on in the world, we speculate on what's true, what's not true, and then we talk about how we the people have to solve these problems going on in the world. And there are a lot of them. Then we have 75 hard verses. We just had an awesome 75 hard verses. If you didn't get to check that out, it was 75 hard versus Lexi Johnson. But that's where someone who has completed the 75 hard program comes on the show. They talk about how they were before, how they are now, and how they use the 75 hard program to fix their. If you're unfamiliar with 75 hard is the initial phase of the live hard program, which is the world's most popular mental toughness program ever created. And it is available for free at episode 208. Get the whole program for free. Episode 208 on the audio feed only. There's also a book on my website, andy4.com called the book on Mental Toughness. Go buy it. Has the entire program in there, plus A whole bunch of other chapters on mental toughness, how to. How to use it, how to build your life the way you want, and why it's important. All right, so for you nerds out there that, like, dig deep, get the book. Yeah, what else? We got a fee.

[DJ]

We do have a fee.

[Andy Frisella]

Fee is very simple. Please share the show. We're always dealing with throttling and bands and all that. We need your help sharing the show. So if the show makes you think, if it makes you laugh, gives you new perspective, if you think it's information that needs to be heard, do us a favor and don't be a hoe.

[DJ]

Share the show.

[Andy Frisella]

All right. What's up? What's going on, man? Nothing.

[DJ]

Yeah.

[Andy Frisella]

Yeah. Beautiful day is.

[DJ]

Yeah, it's a beautiful day, dude. It's been hot. It's been hot?

[Andy Frisella]

Yeah. How long is it supposed to stay hot?

[DJ]

Like, I don't know, but I don't like it, dude. So, you know, it was nice for, like, a week. Yeah, it was beautiful. 7 degrees.

[Andy Frisella]

Now it's hot again.

[DJ]

Yeah, it's back hot. You know, it is crazy. So, you know, one of my passions, for those that don't know, is I like, I love football.

[Andy Frisella]

You love foodball. Do you say food ball?

[DJ]

I said football.

[Andy Frisella]

Oh, football. Oh, got it. I thought you said food ball. What's it's supposed to be better at? Like, Thursday?

[DJ]

Oh, is it?

[Andy Frisella]

Yeah.

[DJ]

Yeah. That's nice.

[Andy Frisella]

Yeah.

[DJ]

Anyway, so, yeah, no, I love football. It's a big passion of mine. I played it for years, Coached it for years. And so recently, I'm like, I want to. I want to ref. Right? Like, I want to be a referee. So I went through the whole process. I'm doing, like, little league junior high games. And now. And yesterday I caught two cramps in my quads on the first play trying.

[Andy Frisella]

To scoot across field, bro.

[DJ]

Listen, first of all, do they have.

[Andy Frisella]

To call the fucking. The trainers out, bro?

[DJ]

I started running, like, fucking. Like, I had something up my ass, bro. It was so bad. Crazy thing is, though, like, one of the coaches recognized me, and once he saw you running. Yeah, he says, all right. He's like. He's like, wait, you said your name was dj? You're dj, right? I'm like, yep, that's me. Flag. It was great, though, man. It's been.

[Andy Frisella]

Where's the games at?

[DJ]

They're all over. I've been doing, like. I'm doing junior high right now because do the. The J. They want me to do some JV games, but, like, those are on Mondays at, like, 5:00'.

[Andy Frisella]

Clock.

[DJ]

I can't do those. Yeah, now I can do, like, some of the varsity stuff. I just haven't got a sign. It's my first year, so. Yeah, but I'll do the junior high game, so. 6th, 7th, and 8th grade yesterday was at Marquette.

[Andy Frisella]

Yeah.

[DJ]

And they got, they got swept. Who'd they play? Rittner.

[Andy Frisella]

Oh, really?

[DJ]

They fucking swept, bro.

[Andy Frisella]

The kids are good. You ref. You're gonna ref M, I, C, D, S?

[DJ]

Probably, yeah. Yeah, probably.

[Andy Frisella]

We played them in junior high. They've always.

[DJ]

We played them in high school, too. They.

[Andy Frisella]

They're good.

[DJ]

Yeah, they've always had a program there.

[Andy Frisella]

Yeah.

[DJ]

Yeah, it's been cool, man.

[Andy Frisella]

Yep.

[DJ]

It's been fun. But. Yeah, I caught two cramps on the first play, man. I was dying whole game, man. I'm like, y' all got some diabetes water here for me or something? I, I. Dude, I just wanted something, man.

[Andy Frisella]

The diabetes di.

[DJ]

Diabetes water.

[Andy Frisella]

The diabetes water.

[DJ]

Pickle juice. Dude, I would have, I would have drank anything.

[Andy Frisella]

Yeah. Speaking of drinking anything. That's right.

[DJ]

How about that plug?

[Andy Frisella]

Now, we may not run ads on the show, but if I were.

[DJ]

Yeah.

[Andy Frisella]

It would be for this amazing Form Energy, man.

[DJ]

That was good.

[Andy Frisella]

Energy drink.

[DJ]

That's right.

[Andy Frisella]

The greatest energy drink in the history of Earth. And just so you know, there's more because we also have. Look at you, the form first form, snack stack.

[DJ]

That's right.

[Andy Frisella]

I just picked this up on my way over here at Wally's.

[DJ]

Yeah.

[Andy Frisella]

Not really.

[DJ]

Okay.

[Andy Frisella]

But if I did, I actually got this out of my office, but I could have bought it at Wally's or 711 or pretty much anywhere else, and you should, too.

[DJ]

I needed those yesterday.

[Andy Frisella]

Yeah, that's right. So this is definitely not an ad because I'm not getting paid, but this is a personal recommendation.

[DJ]

I like it.

[Andy Frisella]

Damn. That is fucking good, bro.

[DJ]

Orange is good, bro.

[Andy Frisella]

They're all good.

[DJ]

I can't wait for the new flavors, bro.

[Andy Frisella]

I know which one you're waiting for.

[DJ]

You know which one.

[Andy Frisella]

I'm right.

[DJ]

Yeah.

[Andy Frisella]

Can you guys guess? Can you guys guess which flavor is coming the DJ is really going to like?

[DJ]

Yep. I'll send you guys a case if you guess it right. Yeah.

[Andy Frisella]

All right.

[DJ]

Case will be stolen, too.

[Andy Frisella]

I was waiting for that.

[DJ]

Yeah, let's. Yeah, dude. Hey, listen, it's. It's our Monday morning, so let's make some people better today. I got some good ones for you. We've got some callers ready, too, so let's get this first one going, we got. Let's give Cody a call.

[Andy Frisella]

Cody.

[DJ]

Cody with the C. Cool.

[Andy Frisella]

Because is there other ways? Yeah, The K. Cody. Yeah.

[DJ]

You guys do that all the time.

[Andy Frisella]

No, we do not. Yeah, we do not. Yeah, now that's clarl. You know, 28 year old, 25, 28 year old. New moms.

[DJ]

Yeah.

[Andy Frisella]

And they're trying to be unique.

[DJ]

Yep, that's right.

[Andy Frisella]

Yeah, they'll do that.

[DJ]

Yeah, We.

[Andy Frisella]

We normal people do not. People don't realize like, how bad that, like, fucks up their kids. Like, every class you're in, you got to spell your name out. You know what I'm saying? Like, people that have, like, a regular name don't know that. But, like, I know that you know that I know. Yeah. I just spell my last name. And everybody always says it so many fucking different ways for silly. Frizzilla.

[DJ]

Yeah.

[Andy Frisella]

Frisella.

[DJ]

Yeah.

[Andy Frisella]

It's. How hard is it to fucking pronounce, bro? It's free speech. Sella, like fry. Sella.

[DJ]

Fry seller.

[Andy Frisella]

See, and that's. That's my calling, is sell fries.

[DJ]

Is that what it is?

[Andy Frisella]

Yeah, I got this whole plan, bro.

[DJ]

Oh, yeah?

[Andy Frisella]

Yeah. I'm gonna transition into a fry.

[DJ]

No, barbecue.

[Andy Frisella]

Bro Tycoon.

[DJ]

No, we gotta do the smoked meats.

[Andy Frisella]

Both.

[DJ]

Okay, we'll do both there.

[Andy Frisella]

Yeah.

[DJ]

We'll put smoked meats on the fries. Fuck. Talk about diabetes.

[Andy Frisella]

And then we'll sell them weight loss supplements. That's right.

[DJ]

Perfect. It's perfect.

[Andy Frisella]

It's called vertical integration.

[DJ]

That's right. We'll put a Gy right next door.

[Andy Frisella]

Yeah.

[DJ]

All right, let's give. Let's get a call in going. We got. We got Jake. Let's give Jake a call. Hello, Jake. What's up, dude?

[Jake]

What's up, big dog?

[DJ]

How'd you know I was a big dog? I'm the little dog. I'm the little dog, bro.

[Andy Frisella]

You know you're the big dog. Jake. What's up, dude?

[Jake]

What's up, Andy? How are you?

[Andy Frisella]

I'm doing great, brother. How are you?

[Jake]

I can't complain. Another day, another quarter.

[Andy Frisella]

Yeah. Where are you calling in from?

[Jake]

Long Island, New York.

[Andy Frisella]

Oh, nice.

[Jake]

What do you.

[Andy Frisella]

So what do you. What do you do up there, bro?

[Jake]

So I run a gourmet seafood market.

[Andy Frisella]

Okay, so you sell all to all the. Do you sell to individuals or also restaurants?

[Jake]

Individuals, mostly individuals.

[DJ]

Okay.

[Jake]

A lot of hedge fund guys and housewives.

[Andy Frisella]

All right.

[Jake]

So they want in between, you know, I got everything from hedge fund guys to, you know, people who clean houses. So it's a really, really good job.

[Andy Frisella]

That's awesome, dude. So what, how'd you get into that?

[Jake]

I was a pretty troubled teen, always fighting and getting into problems, you know, running the streets and doing stuff like that. And I turned 18 and I said, well, it was either I'm going to go to work or I'm going to go to war. And, and there really wasn't much of a war at the time. So I walked into this little seafood market in my town and I actually had a black eye at the time. I didn't think I was going to get hired. I got stung by a bee a couple of days before and the woman at the time, she really needed help. So I just walked in and asked for a job. And that was 10 years ago and I've been here five, six days a week. Blood, sweat, tears. My first year here, I boosted sales 30%. Really just knuckled down and, and did my best and it's taken me, taking me pretty far.

[Andy Frisella]

That's awesome, bro. So. So do you own this place now?

[Jake]

No, I don't. And that's part of my question. So I, like I said, I've been here 10 years and it was always a plan to either buy into this one or me and the owner now we're going to open a new market together. In the past couple of years, she's taken like a 180. She got divorced, bought a house and then got remarried. And she's in nursing school right now. She kind of, she wants out of the business. But me, I have my foot on the gas. I want to grow the business. I have a lot of things I want to do with the business, do things with community. I have a whole lot of ideas. So I'm looking to buy the business within the next six to nine months.

[Andy Frisella]

Okay.

[Jake]

And my question is, is I'm going to be getting a loan from my father in law, the business. Like I said, I've done everything by myself my entire life. Phone bill, car bill, everything. I've never, you know, gotten a hand out and getting the money from my father in law. To me it feels like almost like a hand out, not a hand up. So I'm kind of just like struggling with that a little bit. How I can feel like I'm getting a hands up and not a handout.

[Andy Frisella]

Okay. This is very easy. The one way, dude, the real, the real way that you make what you're trying to do happen is to make it successful and make it worth his while.

[Jake]

Beautiful.

[Andy Frisella]

Yeah. I mean that's it, dude. You know, like, yeah, take the loan. Understand that, you know, this is something that you're not really comfortable with, but have the intention, which I could tell you already do, of not just paying the loan back, but also making it a strong financial investment for him. You know, it sounds to me like you're trying to scale this out and, you know, who knows? This could be one of the greatest investments that he, he's ever made. And I would make it my personal goal to make it that way. And it sounds like you, you understand the business. You've been doing it a long time. You sound confident. You sound like, dude, I, I, I, I think you're thinking about it exactly how you should, you know, anytime you take money, you should feel a little hesitant about it. I think that awareness is like, yeah, it's a healthy thing, dude. Yeah. And then figuring out how to make it worth as well. What are the terms that you guys figured out or did you do that yet?

[Jake]

So right now I have, we're getting contracts and everything written out. I know I, I do everything here, so taking over really wouldn't be that much of a problem. I write the checks, I do the ordering. You know, it's not really like a job to me. I love it so much. I talk to all different people and stuff like that. The terms would be, basically, we haven't really talked about, like a payback situation.

[Andy Frisella]

Yeah.

[Jake]

Because he's one of those guys that I just got the contract from, the lawyer and everything. He's one of those guys that's nothing happens until that contract is written and signed and then we move forward. But it would probably be kind of like a traditional SBA loan.

[Andy Frisella]

Yeah.

[Jake]

Where I have a 10 year period to pay it back. It would be my mission to pay that back in, in four years. And I believe that I can do that with the revenue of the business.

[Andy Frisella]

Yeah.

[Jake]

Because for the first couple years, I really, I'm gonna take the salary I take now, which isn't great, and then I'm gonna take whatever else from the business, reinvest back into the business and pay back my loan. Like I tell all my customers all the time, like, I'm prepared to open a cooler, put a blanket in there and a pillow and sleep in that thing if I have to.

[Andy Frisella]

Yeah.

[Jake]

So I really, you know, I really think I could pay back the loan. The loan isn't in terms of like, you know, it's a couple hundred thousand dollars, but I really think that just grinding it out for a couple of years I can pay back that loan in full, and it would probably be my mission to do it with under four years.

[Andy Frisella]

Yeah. Do you, do you, do you ship your product or is it walking?

[Jake]

We don't ship. So that's, that's one of the next steps that I want to look into once I get everything situated and start the business and doing things my way is we make a couple of niche products here that I look at. The seafood, the frozen seafood selection in, you know, supermarkets and things like that are pretty trash. It's fish sticks.

[Andy Frisella]

It's. I'm aware.

[Jake]

Fish mix.

[Andy Frisella]

Yeah, it's.

[Jake]

It's trash. So I really want to look into. We make swordfish meatballs. I make swordfish meatballs. I make these really nice salmon burgers that I think in the long run, you know, I would try to get into a frozen space in supermarkets. Walmart, BJ's, Costco, things like that. You know, I know a Walmart customer is not to be the same as a Target customer. So you have branch out and have different things that I could put in these, these shelves and stuff like that that I can do different products. And that would be the ultimate goal. I have another idea that I want to do is I want to take like a 10 to 13 foot Chris Craft, a wood grain Chris craft boat.

[Andy Frisella]

Yep.

[Jake]

And I want to hollow it out with a metal fabricator and I'm going to gut the engine, gut it out and have a metal fabricator come and we're going to install a metal bin inside the boat that I can bring to beaches, parties, people's mansions over here. People have funny money. The average house over here is like a million dollars that I could bring to these people's houses. And it could be a shucking boat, put clams on it, oysters, king crab, lobster and things like that. And they're really. There's. They have canoes and things like that, but a real wood grain actual boat has not been done. And I look at that as like a business inside of the business.

[Andy Frisella]

Yes.

[Jake]

That I can grow. And I can even get one boat, two boats, three boats, have a separate Instagram for it. Post things, you know, run it as a business inside of the business. Not taking my attention away from my bread and butter, which is retail seafood for sure. But something like that could easily bring me an extra 20 to 30 grand of summertime season just renting it out on the daily.

[Andy Frisella]

Yeah, brother. Look, can I. Can I tell you what I do?

[Jake]

Yeah.

[Andy Frisella]

All right. Because it sounds like you got it all figured out. And I'm going to play big brother here. How old are you?

[Jake]

I'm 27.

[Andy Frisella]

All right? I'm big brother. All right? I'm not dad yet. Here's the deal, bro. You got a great thing going, okay? And. And it's niche, too. It's gourmet seafood. Here's what I would do if I was your partner, all right? I would take the loan. I would. Well, first of all, before I take the loan, I would sit down today and I would make a concrete plan of how we're going to scale this motherfucker out. And how I would do it, if I were you is I like the Chris Craft idea a lot, by the way. I would. Are you on social media yet with your fish market?

[Jake]

So there is a social media for it. I. I tried to take it over about a year and a half ago. The owner, the woman, she was like, no, I'm doing it. The social media is trash. So that's number one thing when I take over is I'm going to delete everything and rev revamp the entire social media. That's my number one. My number one goal.

[Andy Frisella]

Okay? When I take over, okay, here's what I would do, dude. I would make a plan, and it would look something like this. We're gonna go out and get the loan. We're gonna pay this thing back within five years. Here's how we're going to do it. Going to take over the ownership of the retail location. We're going to continue to run that. We're going to continue to make it better. The product is going to continue to get better, not worse. We are never going to compromise the product. We are only going to move it in the direction of better. Because you're playing in a premium market space, so the price of what you sell is less relevant than any of the other spaces. It's about quality. Then what I'm going to do and what. Well, what we're going to do is we're going to get that fucking Chris Craft boat, but we're not going to get five of them. We're going to get one. And what we're going to do is we're going to shoot content around the brand story. All right? This is how Jake makes the meatballs. This is where we get the fish. This is what I do. It follows you around. It shows. It shows that you're a blue collar, small fishing expert who loves his product. And by the way, you do love it. I can hear it.

[Jake]

Yeah.

[Andy Frisella]

Who loves what he does and loves this this whole thing and the content that we make is going to be very Cape Codish feeling, all right? Premium, you know, the Northeastern feel. And then what we're going to do is we're going to create an amazing social. Social strategy that's going to tell this amazing story. What's your, what's the name of the business?

[Jake]

It's Marty's Gourmet Seafood.

[Andy Frisella]

What is it?

[Jake]

Marty's. Marty's Gourmet Seafood.

[Andy Frisella]

All right, that's great, dude. That's highly merchandiseable.

[DJ]

Sounds like a place.

[Andy Frisella]

That sounds like a place I want to get my fish from.

[DJ]

Yeah.

[Andy Frisella]

Real talk. Yeah. So. So then we're going to create this. We're going to create a direct to consumer model. Okay. That's the first thing we're going to do. So we're going to have the walk in, we're going to create the content. Then we're going to create a direct consumer model fueled by advertising, you know, on digital spaces. And we could, we'll start to create an operation where you can sell to individuals, wealthy, high class, high demand, high standard individuals at a high price point throughout the country. All right. And that's going to create, that's going to create a high margin that you're going to be able to scale the business off of. You know, most of the problem that. Most of the reason that most people can't scale their business is because they don't make enough margin and they race to the bottom. And the, the reason I like the premium category is because when you're dealing with a customer that just wants the best, it allows room for margins to be fair. And.

[Jake]

Yep.

[Andy Frisella]

And so this, this is basically what I would do with, you know, with what? Marty's Gourmet Sea. Marty's Gourmet Seafood. Is that it?

[Jake]

Yeah.

[Andy Frisella]

Okay.

[Jake]

Yeah.

[Andy Frisella]

And then I would create some cool old school feeling shirts. I would have those available and I would go with branding war on. On the product, dude. And great product, great branding, digital ads, direct consumer model. Keep the retail to where it is. And then what happens is, dude, is the retail will eventually become this, like this landmark where people who come to Long island, they got to go to Marty's because. Because this is where I get all my fish for my program or for my parties and my events. And I. And I gotta meet Jake, dude. You see what I'm saying? Like this?

[Jake]

Definitely.

[Andy Frisella]

Yeah. So this is how I would scale that business out in a very general way. But here's the thing, bro. And I'm like, I'm getting Excited about it. You have a. You have a highly scalable situation here and a lot of people don't. A lot of people have things that can't be scaled properly. This could be a massive brand, dude. And.

[Jake]

Yeah, that's the goal.

[Andy Frisella]

Yeah. And dude, you know, you originally asked, how do I make. How do I not feel guilty? Make the brand so fucking big that you can afford to give your father in law an equity position of 5, 10% that pays out for the rest of his fucking life. And then when he says, just undeniable. Yeah, right. Then when he says, well, you already paid the loan, you say, yeah, but now I'm doing the right thing because you believe. You believed me. That's right. And that's how we fucking do things here, bro. That's, that's. That's how I've always done. And while it's cost me money and, you know, it's not really. It's an investment in the right thing. And when you do good things, good things come back and.

[Jake]

Exactly.

[Andy Frisella]

You know, I believe that.

[Jake]

I. I've seen it a hundred percent, 100%. You know, I always tell people, I'm like, yo, if the homeless guy, $5 tip, the guy at the gas station pumping your gas a couple bucks, buy somebody coffee and Dunkin Donuts. Those things compound.

[Andy Frisella]

Yes.

[Jake]

If you might not see them, like, originally, a day, a day or two later, it's just, it's karmic. It's good karmic relief. There's karmic debt and there's karmic relief. And you put, you put good out there, you will get good back, dude, a thousand percent.

[Andy Frisella]

And people with bad karma will look at that guy on the fucking corner and they'll say, you just gave that guy 100 bucks and he's just going to go drink with it. Look, motherfucker, this ain't about what he does. It's about what I did.

[Jake]

Exactly. Exactly. If he wants to go party, let him. He's happy. You know?

[Andy Frisella]

That's right, bro. I'm with you, bro. In fact, man, like, this is an exciting. If we were a few years down the road, bro, I'd be like, say I'd be calling you back on and be like, hey, let's do this together. Like this. This is awesome, dude.

[Jake]

Yeah, I'm with it, man. I'm with it. You know, it's crazy. I found you in like 2020 and you were talking about like chopping heads off and putting them on the White House lawn. Yeah, I was like, yo, this is my guy. Yeah, he started talking about business and everything, and I was like, holy, this is really my guy.

[Andy Frisella]

Hey, we can make a business out of that, too.

[DJ]

Yeah. By the way.

[Andy Frisella]

We can make some, we can make some thrones with the skulls on the corner, you know, hey, look, dude, you're in a good spot and I like the whole idea. I, I love, I do, I really do, bro. And I'm excited for you and you're young enough to do it, and I, I hope one day. Oh, and by the way, after you've built the direct to consumer business, then you, then you have an opportunity to fill in that retail play that you're talking about. All right?

[Jake]

Yep.

[Andy Frisella]

So then you can go to the, the, you know, the, you could start with the high end groceries and then you can go to the, you know, you could go to the big chains that, and then, and then the box, and you can, you can scale this out. But here's the thing I want you to remember, because a few years from now when this is a real conversation, this is what the fuck they're going to tell you. They're going to say, jake, your product's too expensive. Jake, you need to make the product cheaper. Never do that, because the whole, the whole magic of your brand is the quality of your product. That's right. And if you're gonna, if you're gonna play in a premium space, you cannot ever, ever, ever cut corners on quality, no matter what it does to the price.

[Jake]

Definitely. Beautiful.

[Andy Frisella]

So hopefully that's helpful, bro.

[Jake]

Oh, it's, it's 100 helpful, Annie. And you know, if you're ever in Long island, hit me up. I'd love to take care of you, give you some, you know, whatever, brothers, whatever, whatever you need. You know, if you're ever, you're ever over here, you know, I'll take care of you, man. I, I really appreciate everything you guys do and, you know, you just get free game. You get free game. Free games, Free game. And that's really appreciated to, you know, a younger generation of entrepreneurs like myself. I, I really appreciate it. I listen to your podcast every morning. It just gets me fired up to just, you know, go out and conquer, brother.

[Andy Frisella]

There's nothing that I have that you don't have. All you got to do is just. All you got to do is show the up and keep doing it, dude.

[Jake]

That's it. I appreciate it. Thank you.

[Andy Frisella]

All right, Jake. Appreciate you, bro.

[Jake]

Appreciate you guys. Thank you for everything.

[Andy Frisella]

All right, see you, dude.

[DJ]

See you, brother.

[Andy Frisella]

Now, see that's a entrepreneur. Yeah, that's a young dude. That's why the I do this. That right there, you got a young dude who sees an opportunity. You can hear the hunger, bro. Bro, it reminds me of how I feel, dude. I feel that way every day. Yeah, I still feel that way. You know what I'm saying? Like, a lot of people are like, why do you still do this and this and that. Because I love the game, dude.

[DJ]

You're still Jake.

[Andy Frisella]

Yes. Yeah, Still. Because my goals are so big. You know what I mean? Like, and it's not greed. It's just the game.

[DJ]

It's a game.

[Andy Frisella]

I love the game. And he loves the game. Yeah, you could fucking hear it.

[DJ]

We got it.

[Andy Frisella]

We got it.

[DJ]

I feel like we got to stay in touch with him, bro.

[Andy Frisella]

I want to. I. I want to see Marty's Gourmet Seafood everywhere, bro. I want to see Marty's Gourmet Seafood Restaurants, bro. I'm about to call him back and give him that money myself.

[DJ]

I love it, man. I absolutely love it. I love it. Well, let's keep going. Let's keep doing it. All right, guys. Andy, here's another question for you. Hey, Andy and dj.

[Andy Frisella]

Hey.

[DJ]

This is right. That's right, Andy. How do I move forward? When I caught a co worker stealing time, clocking in at 4am when she wasn't there, which also manipulates our tip pool, gave my boss proof. My boss staked out the place to gather her proof for herself, and my boss confronted her. But instead of firing her, my boss let her apologize and is keeping her on because she's deemed irreplaceable. Mind you, this has been going on for months and months, and I had suspicion and have known it's not just one time thing. And my boss knew that. And I can and can see the proof in the POS system, it feels like this sets a bad precedent for the rest of us and honestly just shows we don't align on the same rules. Theft, this. Theft. What should I do?

[Andy Frisella]

Oh, man.

[DJ]

Doing the right thing.

[Andy Frisella]

Listen, here's the lesson here for anybody who is a manager, a leader, an operator who's in charge of hiring, firing, and running a team. When you have someone who is doing something that is outside the realm of what is supposed to be allowed to do, and you allow them to continue doing that, you demoralize the rest of the team. The rest of the team loses belief. They don't believe in you. They don't believe in the mission, they don't believe in the company. And eventually, all your good people leave because they recognize that all the standards and all the things that you say you stand for don't mean. And they also recognize that there is no accountability for doing good or bad. So you, as a leader and a manager need to understand that when your team understands that someone's off and you don't handle it, it ruins the team. It tells the team you don't need to try that hard. It tells the team that even if you break the rules, there's no repercussion. It literally makes it impossible for you to grow and build the company. So I'm going to say that first. That's terrible leadership. I don't know why he would do that. Maybe he has a friendship or a history or he's known this girl's family. I don't know. But at the end of the day, it doesn't matter. I agree with you. That is a character flaw that will end up biting him again and again and again until he. He does it. Because that same person is just going to find another way to cheat. And by the way, what are you training that person to believe about their job there and also their job anywhere? You see, this isn't just about holding someone accountable for the behavior on the job. It's about teaching them a lesson that they will carry with them for life. And what this leader just did was teach this person that it's okay to do these things and there won't be any repercussions. And because they now have witnessed this, they are much more likely to continue that pattern through their life everywhere they go. And this guy thinks he's cutting her a break, when in reality he's probably handicapping her for life. And so, you know, that's something that no one talks about or believes.

[DJ]

That's a real thing.

[Andy Frisella]

Yeah, dude, that guy just ruined that girl's life. She's gonna go to the next thing, to the next thing, to the next thing. And eventually the thing will get her arrested and it'll her whole life up.

[DJ]

Yeah.

[Andy Frisella]

So what should you do? You know, I'd probably have one more conversation with the boss and I'd probably say something like I'm saying. And I'd say, hey, man, I know you think you're doing the right thing, but here's the problem. The rest of the team hates you for it, and the rest of the team doesn't want to work here because that you're allowing her to get away with special. What's that tell us? That tells us that it doesn't matter what we do or not do. And by the way, if I do the same thing and you fire me, I could just sue you for discrimination.

[DJ]

Yeah.

[Andy Frisella]

So he's creating all sorts of holes and liabilities for himself that I'm sure he's not aware of. And I would have a conversation with him about it and. And I would be okay walking out of the room, not working there. You know, like, I would. I would already decide personally when I walk in the room that I might walk out of the room and not work here anymore. But I'm going to say what I think. I'm going to say the truth, and hopefully they respect it. And if they don't, then I'm going to move on to something different that, you know, is more representative of a place that I believe in and want to work at.

[DJ]

Yeah. Yeah. It's hard to have the courage. It's easy to have morals and values. It's hard to be able to stand on them. That's a tough thing for a lot of people.

[Andy Frisella]

Yeah.

[DJ]

You know.

[Andy Frisella]

Yeah. But I mean, that's also called being an adult, you know, like. Yeah, I understand that that's tough for people, but if they never learn the skill of confrontation or standing up for themselves, then you're going to get walked on your whole life.

[DJ]

Yeah.

[Andy Frisella]

So, you know, if this is making you nervous to handle, instead of letting it make you nervous, maybe you should look at it as an opportunity to grow and say, all right, this is something that's holding me back. My inability to have a direct conversation about things that are wrong is something that's holding me back, and I need to conquer that. And I'm gonna. I'm gonna invest in that right now by handling this situation the best way. And regardless of what happens, whether you. He gets rid of her or whether he, you know, says, well, hey, maybe this isn't the place for you. You're gonna be proud of yourself, and that's gonna build integrity and confidence in yourself to where actually what'll happen is you'll become less afraid to have those conversations, and then you'll get into a place where that direct feedback is very valuable. Because I'm gonna be real with you, dude. Direct feedback that is not biased to either way is some of the most valuable that you can have inside of a company. There are people who will tell you you're wrong because they think, like, well, nobody stands up to him. And they, you know, I gotta. It's my role to tell them the truth. Those are annoying, as everybody sees through them, they're not valuable because they take contrarian viewpoints no matter what. And then you have the other extreme, which is, oh, that's a great idea. It's great, we should do that. That's not valuable either. So when we think about, like, who's the most valuable, it's the people who can objectively tell you the facts of the matter without exaggerating them one way or the other so that you can make the proper decision. And the most valuable people in my organizations are those people, the people who come to me and they say, hey, here's what's going on, and it's the truth and the facts. And then if they want to be even more valuable, you know what? You know what happens? They come to me and they say, here's what's going on, here's how I handled it. And I don't even have to fucking touch it. Yeah, those are the most valuable things that you can do. And you're in a position now to invest into that skill set by having that sort of conversation. Not a conversation that is extra contrarian or abrasive and not a conversation that sucks balls. Right, right. Like the truth. Here's what it is. Here's what's going on. I want you to know, because this is real. And this guy doesn't sound like he might value that, so. But dude, I'm going to tell you, most competent operators, that's like some of the most valuable shit that you can look for. And I would, I would further this discussion to say that the reason that most people don't succeed and get capped out in their careers is not effort or hard work or even skill set, but it's their inability to communicate honestly and directly. Yeah, they're afraid. And if you're in the right place, what would you be afraid of in regards to telling the leader something that's going to benefit the overall mission? Yeah, they might get upset, they might bark and make some noise. But that's not at you. Yeah, that's at the situation. You see what I'm saying?

[DJ]

Yeah, I was just. He may not value it because he's never had it. Maybe never had anybody come tell him.

[Andy Frisella]

Yeah, because it is rare. It is rare.

[DJ]

You know what I'm saying?

[Andy Frisella]

Does it say where he works?

[DJ]

No.

[Andy Frisella]

So, yeah, I mean, it's rare. Dude, in my career of 26 years, I have probably 10 people that I would say have developed that skill set. Yeah, all 10 of those people are either making a lot of money or they've gone somewhere else and made a lot of money.

[DJ]

So it's a hell of a skill to have, man.

[Andy Frisella]

It's. It's. It's one of the best skills. And, you know, I truly think that from my experience, when I look back, there's not much difference between skill set. You know, there's people that have high performing skill sets that put up numbers, and then there's people that have high performing skill sets to put up numbers that tell you how to make shit better. Who's more valuable? Yeah, the second guy's way more valuable, so.

[DJ]

Yeah, that's real.

[Andy Frisella]

Yeah. And it can't. It's got to be real, though. It can't be bitching, it can't be complaining. It can't be, you know, some false information.

[DJ]

It can't be.

[Andy Frisella]

Yeah, it's got to be real. All right? The is your job to handle the real has to be communicated honestly, directly, without bias, in a factual manner so that your leadership can make correct decisions. And when you develop that skill set and you don't put emphasis on one way or the other way, and you're just telling the way it is, that's valuable, bro.

[DJ]

I love it, man. I love it. We got another call. Let's get a call in. This is Bailey.

[Andy Frisella]

Who?

[DJ]

Bailey.

[Andy Frisella]

Bailey.

[DJ]

I. I don't know which way. I don't know which way. So let's check it out. Let's give Bailey a call. Hello, Bailey. What's up, dude?

[Bailey]

What's up, dj? How are you, brother?

[DJ]

I'm good, man. I'm doing much better now. I'm talking to you. How you doing?

[Bailey]

I'm just living the dream, man, you know?

[Andy Frisella]

Bailey. What's up, bro?

[Bailey]

What's going on, Andy? How are you, man?

[Andy Frisella]

I'm doing real good, Real good. Where are you calling from?

[Bailey]

Charlotte, North Carolina.

[Andy Frisella]

All right, all right. Good spot. What are you doing out there, man? What you do?

[Bailey]

I. I do sales for a flooring company, and we sell exclusively to the. To the apartment business.

[Andy Frisella]

Okay.

[DJ]

All right, Sick.

[Andy Frisella]

So how'd you get into this?

[Bailey]

I kind of fell into it, man. After the Air Force, I left active duty to do the Air National Guard. And one of my. One of the guys in my squadron was working here and referred me, and here we are coming up on four years, man, and it's been an absolute blessing for sure.

[Andy Frisella]

That's awesome, dude. That's awesome. So what are you struggling with, bro? How can I help you today?

[Bailey]

Yeah, man. So it seems like I'm about to take my first jump into leadership here. I'VE got an interview Thursday and that's kind of the last step. And it looks like it's, you know, kind of before formality. But, you know, I don't want to count my chickens before my eggs hatch. But in preparation for that, you know, just doing some thinking and my question is, you know, I got like, I'm struggling with, like, not everybody's going to be committed to excellence the way I am. And like, how do I reconcile that, you know.

[Andy Frisella]

Well, if I knew that answer to get 100% compliance, I'd be worth a trillion dol. Yeah, look, you know, here's the reality of being successful in life. If you are going to be successful, leadership is a required skill. There are, there are basically two avenues, and you're in both of them, of getting paid real money. One is the ability to sell. Two is the ability to lead and manage a team. And if you have those two skills, you're extremely valuable anywhere in any industry. And the fact that you are aware that this is a different skill and it's one that you need to pay attention to is a huge deal. Because a lot of people think that leadership is just like a promotion or you get a title and you just show up and continue to do the same thing, when in reality it's a completely different thing. So obviously the biggest thing that you need to do as a leader is to operate at the standard that you expect from your team. And you are going to have some fall off. Okay, if you operate at a hundred percent, your team's going to operate at 85%. They're, they're not going to ever truly hit the standard that the leadership is operating at. They might. Now you will have some people that do and you'll have some people that exceed that standard even, but you shouldn't allow them to exceed it because your shit should be so high. So the first thing is, you know, you got to live the standard, which, the fact that you asked. I'm worried that they don't have the same level of commitment to personal excellence that I do. You know, that shows me that you're, you're probably already living a pretty high standard. The second thing that you have to do is you have to realize that leadership is not just about the job at hand. It's about the character development of the people underneath. And I think the difference between a leader who struggles and a leader who thrives is the amount of interest that they take in developing the individual. A lot of people who do claim to lead, people will basically set a standard inside the workplace and then let that standard be, and then never really teach them or coach them or make them understand. And, Bailey, the truth is, man, a lot of people do not understand. They just don't. You know, they've never read a personal development book. They've never listened to a podcast on success. They've never tried because they've never had anybody that has been successful within their realm of observation. And if people have never seen or touched success, it's very hard for them to understand that they can also have those things. And so your job as a leader is to make sure that, one, you're holding the standard. Two, you know, you're setting the standard for the job. Three, you are becoming their personal mentor in terms of how you're going to help them improve in all of their areas. And the fourth one is, is that you have to get them to care about improving. And that's the tricky part. So what you should be doing on a consistent basis when you get your team is to sit down and paint out the big mission, okay, this is what we're trying to achieve. This is what we're going to do, and this is what it means to you, all right? And then always tie the mission back to what it means to them. Their development, their career, and their family. And then you have to make good on those. On those situations when they earn them. So doing those things, bro, you'd be surprised at who will step up and want to be led and want to be coached. A lot of people have never had anybody take an interest in them at all. Not at home, not in school, not at their job. Never. And so when we have people who sort of, you know, I have this saying that you got to be brave enough to go after what you really want, and you got to be strong enough to pull people with you. And pulling people with you is draining, dude. It's a hard thing because you're basically trying to unfuck their brains from a lifetime of bad information and discouragement and bad experiences and bad belief systems. But the truth of the matter is, man, is that we're all human. We're all capable. And what one man can do, another can do. And so to be an effective leader, you have to embody these things that we just laid out. And at the end of the day, man, you know, you're gonna have people that are gonna step up. You're gonna have people that are there that are not. And the people that are not, you're. You're gonna have to move on from and replace with people who, you know are going to fit the culture that you're developing. And here's the cool thing. When you start to develop this culture of winning, when you get rid of the people who won't buy in and you bring new people in, the culture will vet those people. The, your team, your winners, your ass kickers. They get this new guy in and within, you know, two weeks, they're gonna know if this guy's gonna fit or not. So it weeds them out real quick. And yeah, man, I mean that's, I mean that's pretty much it, dude. Like, leadership is, is its own skill set. And I think the reason that most people fail at it is they don't think that it is. They think that it's just something they earn by putting up numbers on the board. You know, I scored a bunch of touchdowns, so I'm a leader. That's not, that's not it. It has nothing to do with it, actually. It's more about like, how'd you train? How'd you eat? What's your work ethic? Like what's your, what's your influence on your other teammates? Is it good? Is it bad? Do you bitch? Do you moan? Are you positive and empowering? You know, these are the things that make up leadership. Do you make the people around you better? And it's far less to do with the title and far more to do with, with your behavior. So I think you're going to be fine though, bro. The fact that you're aware of it already, you know, most people aren't like that. Most people will get a promotion into a leadership position and they'll just say, well, I'm the leader now and like continue to do the same they were doing. And then you'll say, well, why isn't this person or that person getting any better? Well, I don't know, they just, they're not any good. Well, your job is to make them good, you know, and, and it's a skill, bro. And I'm gonna tell you this too. The other thing is, is it's a skill you never master. You'll go your whole life continuing to learn, continuing to develop, continuing to be better. And it's a full time commitment, man. It's, you know, there, I've been doing this for a long time in business and there's still things that I mess up and there's still things I need to improve on and it never ends. So. And I like that. I like skill sets that we can continue to get better at over and over and over again through the course of our life. So I think you're going to be fine, bro.

[Bailey]

Is that Gotcha?

[Andy Frisella]

Yeah.

[Bailey]

And I'm fortunate enough too. It's like, I'm stepping into a good situation.

[Andy Frisella]

There you go.

[Bailey]

Culture here is great and everything. It's just we want to expand, capture more market share and all the good stuff. And I. I guess I'm very wary of trying to, like, not hiring myself, I guess, because success comes in different forms, you know? Like, some. Some people. A lot of people out there in the world, you know, don't have to wake up at 4am, hit the gym and do all this stuff to be successful, but I do. And I just. I don't know. I'm very conscious of that, you know?

[Andy Frisella]

Yeah, well, I mean, look, man, you're. You're holding. You're holding a high standard, and that's a great thing to be a leader, you know? I have to do those things too, bro. Like, I have to do all the extra shit. Like, I'm not gifted. I'm not fucking. Nothing was given to me. Like, I've. I have to fucking do these things. Like. Yeah. And. And, you know, I. It's. It's funny, bro, because I know I'm a lot better than most people. Like, I'm a lot more skilled and a lot better and a lot harder worker and. And way more intense and care way more than most people. And I still have to do those things to win, bro. And then. And then some of these people are like, I have to do those things. I'm like, you talking about you're special? Yeah, right.

[DJ]

That's right. Yeah.

[Bailey]

I will take a mile.

[Andy Frisella]

Yeah, dude, me too, bro. And you got to know yourself for that, you know what I'm saying? Like, I have to stay focused because the minute I start sliding, I slide fast. Yeah. So that's, you know, I. I make this joke, bro. I've never done cocaine in my whole life because I know what'll happen.

[DJ]

Yeah, right.

[Andy Frisella]

I'll spend all my money and end up in a ditch in about 40, 48 hours.

[Bailey]

Zero or 100 with me.

[Andy Frisella]

Yeah. I watch these, like, how they behave when they start doing drugs. I'm like, that's why you never start, man.

[DJ]

Just don't do it. So.

[Andy Frisella]

Yeah, brother, I get it, dude. And I think if people are being honest with themselves, you know, real talk, they all have to operate that standard if they want to win. But, you know, some people haven't figured themselves out yet, so.

[DJ]

Love it. Yeah, love it.

[Andy Frisella]

I think you're in a good spot, though, bro. What are you most concerned about?

[Bailey]

Just the added pressure. Right. So, yeah, I. I fully understand. All these awesome sales numbers I put up and all this, you know, cool. I've done over the past four years. All that goes to zero.

[Andy Frisella]

Yep.

[Bailey]

Right? This next chapter, it's. It's another mountain, it's another climb, and, like, I'm ready for that. I'm excited for it, but at the same time, you know, it's. It's a bigger deal, you know, And I'm still relatively young. Like, I just turned 33, like, a. A week ago at this point, so. Yeah, it's just the next big jump, you know? I mean, it's what you want to see, right? That's what we're all after. I'm just trying to be, you know, prepared for it.

[Andy Frisella]

Yeah.

[Bailey]

The sake of my. You know, the. The team, because they deserve that.

[Andy Frisella]

Remember this, bro. The people that founded this country were 20 years old.

[Bailey]

Fair enough.

[Andy Frisella]

You know, you can. You can lead these. I promise you that.

[Bailey]

Yes, sir. I appreciate that.

[Andy Frisella]

Yeah, I could tell from talking to you, bro. I mean, you're gonna be fine. You're gonna do great.

[Bailey]

Appreciate it, man. I'm excited.

[Andy Frisella]

Yeah, I'm excited for you, brother.

[DJ]

Do work, man. Bailey, appreciate you calling in, brother.

[Bailey]

I appreciate y', all, man. Keep up the good work. Yeah, man. You guys are killing it. Keep going.

[Andy Frisella]

Yeah, you too, bro. I appreciate all the support and go out there and do it, bro. You're gonna be fine. Lots and lots and lots of people that don't have your mental acuity have become great leaders, I can tell you that. So you'll be good, all right?

[DJ]

Yeah, yeah, yeah. I mean, I think that's the other thing, too. It's like, when it comes to leadership, specifically when people get those positions, it's like, well, I was a great, you know, absolutely salesman. I mean, I know I'll be a great leader.

[Andy Frisella]

He understands that. You heard what he said. I'm starting a zero.

[DJ]

Yeah. It's a different scoreboard.

[Andy Frisella]

Totally different. Your score is not the numbers you put up. Your score is the numbers they put up. And a lot of leaders don't understand that. Right. It doesn't matter how good you were at selling. It doesn't matter how good you are at selling. What matters is, is are you good at transferring that skill into your people and helping them develop, and. And a lot of people can't connect those dots. It's. It's very hard to adjust from being someone who's only responsible for themselves and their performance to then putting your life and your performance in other hands. Yeah, like, dude, that's a hard thing. And, you know, as an entrepreneur, you got to do it every day. You know, not everything depends on how well everybody else performs. And you have to care about those people. You got to care about their lives. You got to care about their families. You got to care about, you know, their development. You got to care about them. And the best leaders care the most. That's the truth. And the best leaders have the ability to understand the difference between nuance, you know, cutting someone slack versus teaching them a lesson that they need to learn or it's going to cost them later. You know, I used to be someone who protected my people. Meaning, like, I would. They would make a mistake, and I would say I would kind of stand in the way of. Of them. What I realized is, dude, I was costing them time later down the road. You know what I'm saying? Like, I was doing them a disservice. And if I really cared about those people, I would let the results of their actions affect them so that they felt that pain and didn't allow it to happen again.

[DJ]

They gotta touch the stove.

[Andy Frisella]

Absolutely, bro. And you gotta allow that to happen. It's probably. It's kind of. It's probably kind of like being a parent.

[DJ]

Yeah.

[Andy Frisella]

You know what I'm saying? You got to let them learn. Otherwise, you're hurts. Yeah. Otherwise you're creating a situation. They get really hurt later. And when you really care about people, bro, you know, it's hard because, you know, 90% of the time, people value very heavily that you care about them. But then there's 10 of the people who see that as an opportunity to take advantage of you. And so you're always. When you really, truly lead the right way, you are always going to have people that take advantage. And you've just got to deal with that. It's heartbreaking. It really hurts. But, you know, you gotta. You cut those people out and you. You take the good with the bad, and the good far outweighs the bad. So that's my take on it, man. I think leading people's the hardest job. Managing people's the hardest job you will ever have. And if you can master it, it's worth big money. Big, big money. If you can run a team effectively, dude, you become invaluable not just to your organization, but any, because it's so fucking rare. So to all the guys out there and girls out there, you know, moving into a leadership position, I would take the responsibility seriously. I would take the opportunity seriously. I would understand that it's no longer about you. It's about them. And if you help them win, you win. And it's not just about them, dude. It's about their kids, about their family, about their bills. Like, there's a responsibility that we have as leaders in the workplace to help people win. If you actually care, man.

[DJ]

Yeah. Full circle.

[Andy Frisella]

Yeah, that's it, dude.

[DJ]

Just in the office.

[Andy Frisella]

Yeah. And a lot of people. A lot of people will say things like, well, how do you build a great culture? Well, you can't build a great culture when you don't give a. About the people that work for you, bro. And, like, that's. Most places.

[DJ]

Yeah.

[Andy Frisella]

You know, they're like, how do you get all these people to care? And dude. Well, I mean, bro, listen, let's be real. You don't give a. About them. You don't. You don't teach them, you don't sit with them, you don't help coach them, you don't. You don't give a. And they're not going to give a. People, you give what you get, you know, and that's reality. It's in life and business. And I think it's a universal biblical truth.

[DJ]

Yeah. So that's real, bro. That's real. Well, guys. Andy, that was three, man.

[Andy Frisella]

All right, guys.

[DJ]

Well, let me start on Monday.

[Andy Frisella]

Yeah, let's get out there, let's make some happen and we'll see.

[DJ]

Went from sleeping on the flow now my jury box froze fuck up Bow.

[Andy Frisella]

Fuck a stove Counted millions in a.

[DJ]

Cold bad bitch Booted swole Got her.

[Andy Frisella]

Own bank row can't fold just a.

[DJ]

No head shot case Close.