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So I lost a lot of money, a lot of money, a lot of money, and a lot of brain power when I got in

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bed with a very bad partner. So I'm going to tell you what I did and what I did wrong. So bad partners.

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Now I had partners before and they were good partners. We had bad partnerships. This is bad partner.

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So I want to be really clear about the difference. All the partners I had before, ethical,

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find people, nothing wrong with it. We had a bad structure. And so you have the person and you also

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have the structure of the relationship that both have to be aligned. And as a side note, if you

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are dealing with somebody that you like, but you can't agree on a structure, it means don't do it.

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And the hard part is a lot of people get to that point where they're like, well, let's just make

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it work. Are you trying to concede? That will be a problem later. I promise you. And so like,

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if you're going to be making decisions together as co-owners of a business and you can't agree on

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the structure, that's a great sign. And the thing is, it's okay to not agree. The amount of deals that

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I've negotiated and gotten to the enemy like, oh, we just value things differently. That's fine.

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You only want to get into bed with somebody who values your contribution the same way you do and

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you value their contribution the same way they do. Like you have to have alignment there. If you don't,

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you're going to be at the offset misaligned and it's just going to be trouble. Now, this is bad

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partners. All right. It's a bad partners. I'll define as people who have nefarious intentions

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who actually want to hurt you. There's a difference there between somebody who wants to win. And

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it's just about how much of the pie they want to get, which is completely self-serving and fine.

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Like there's nothing wrong with that. It's America. It's capitalism. Everybody wants to have more

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of the pie. That partners want to take your pie and do so in a way that's deceitful. So,

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some of you as I have heard my story, this was actually the last partner that I took on. So,

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this was punishing enough that it was traumatizing. It permanently changed my behavior. All right.

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And so I had just sold. So I had six locations at this time with my gyms. I had bought out some of

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my past partners, which cost me a lot of money, costing me more money than it cost me to sell

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to have them buy in. All right. So I had to pay that money to those guys over time so I could buy

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them out. And so I had six locations. Now, I shut down one because it was too new and I decided

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to switch gears because I wanted to start the licensing business. And I sold five. Now, for a

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separate story, I sold each of the five different people. I sold two employees. I sold the customers.

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I sold to a competitor. And so I sold all these different locations, different people. And I did

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cash deals, seller finance deals. I did debt deals. So I actually got a ton of M&amp;A experience

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really early on from selling to different types of buyers and doing different types of deal structures,

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which will be a conversation at that time. But now I had big pile of money, big being relative.

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I had some money that I got from the years of me growing the gyms. And so at this point,

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this is now like basically my egg. What I have to show for it, for all this work and all the

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sacrifice they've done at this point, I've got this, this stick. Now, I was doing gym launches at

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the time. So this is why I made the transition. I started flying out to gyms, I started making money.

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And I could do like $100,000 in sales in about three weeks. And I would keep that cash for myself,

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because I had almost no cost besides my airfare, my hotel, and the ad spend, which usually for me was

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like one to three grand. So not a lot. Mind you, remember that like big crazy return on capital? Like,

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I spend two grand and I make a hundred good returns. Now, I had this little system and it worked.

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And I have any employees who's a great life. I just fly out, make a hundred grand, fly somewhere else.

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And I have to worry about any fulfillment. I just sell all day long. I would make calls and I'd sell.

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That was it. That was my entire life, 12 hours a day, nine and nine, I'd sell. And one gym owner was

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like, Hey, you're leaving so much money on the table. Red flag number one, you always leave money

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on the table, because you can't pursue every opportunity. So it's the definition of entrepreneurship

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that you have to say no, which means there's always money you could make, but you choose to leave

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small amounts of money on the table so that you can have the one pile of money that is on the

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table that you're choosing to play at get bigger. All right. Big lesson that took me way too

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fucking long to learn. So he's like, Hey, man, you're leaving all this money on the table. And me

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being the greedy new entrepreneur that I was, I was like, well, shoot, I should get that money too.

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Right? He's like, you're opening these gyms and you're filling them up to full capacity. He's like,

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you should own them. Like you shouldn't just be flying out and filling them up. Now, meanwhile,

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side note, average gym owner makes $36,000 a year for a full year of work working eight hours a week.

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I was making 100 grand in 21 days and walking away. Way better business. But me being a moron,

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I was like, sure, this is what a moron would do. So I should do it. And so he says, how about this?

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I used to run this gym that we were doing $4.2 million a year out of. I know how to run a gym.

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I don't know the marketing sales stuff. You go to the marketing sales. I'll come behind you and

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I'll run the gym after you. So he's like, every month you open a gym, you fill it up. I'll come

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behind you. I'll staff it. He's like, every month you can open a gym. And I was like, man, that means

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at the end of the year, I'll have 12 gyms. That means that my ego will go up and I can tell people

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have 12 gyms. And so I said, sure, deal. So I launched this gym across that. And so he's like, hey,

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so now let's do this next gym. And I got this perfect place picked up. It's super nice. Whatever.

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So he said, okay, as we're about to sign the links, he says, small detail. You know, I had a little

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bit of a bad credit situation, big misunderstanding, but you're going to have to personally guarantee the

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lease. And I was like, sure, make sense. We're partners. I'll personally guarantee it. He's like,

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also, I mean, you just made all this money on my gym. You should front the cost for the new location.

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And I said, of course, what? How could I expect to do that? He's like, also, you should run the whole

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thing. And then I'll come after you. I was like, okay, so I'll take the risk, do all the money,

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and do all the work. And then you'll have half. And he's like, yeah, I was like, oh,

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steal. What a great partner. And so that's what I did. And so I crushed this launch to 370

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sales in like six weeks, like new members. But mind you, the way that I was launching this gym,

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I put all the cash into the account and like all this cash, my big easter egg, because I didn't

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understand how money worked. So I was just like, because I lived out of my business account,

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which many small business owners do is it was like, it's my money, whatever. And we were partners.

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And I never had a partner steal from me before. And so I just had no idea that you shouldn't trust

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people. And so I put all the money into the new bank account for the new NC, because I was going

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all in on this new idea and start selling. And more and more cash comes in. And then I wake up

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a morning, because I would always check the bank account every morning, because it was a habit. And

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all of a sudden, it was at zero or close to zero. And I paid it. I thought there was like a

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fraudish. I didn't even know what happened. So I called him up and I was like, dude, bank

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he was like, oh, yeah. And I looked at where the withdraw was actually just one withdrawal. And it

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was to him. And I was like, huh, what? And he was like, oh, yeah, I was just taking my half. And I was

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like, heck, what? He was like, of the money. He's like, I know you're taking your half off the top.

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He's like, I'm just taking my half. He's like, I did the math. He's like, this is how much my

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half should be. And I was like, first off, you're accusing me of stealing. Second off, what?

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And so I was so distraught by this. I had a coach at the time. And I was like, dude,

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what should I do? And he's like, confront the facts. Honestly, a wonderful coach at the time. He

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said, print out the financials. Go line by line. It's show them where all the costs were. And I was

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like, okay, so I printed all the all the expenses. It took me like three hours. I analyzed everything.

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And I was like, let's go have lunch and like, let's go over this. And so I was going to meet up

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with him. Very tense. And I sit the papers down. I was like, let's, I was like, I want to go over

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this. Like, like, that profit wasn't yours. Like, that's not yours to take. And I put the papers

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down and he pushed them off the table. He said, I don't need to see that shit. And I was like,

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oh, I just got robbed. And so at that point, I was like, well, shit. And so then he ended up

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sending the money to his girlfriend in Sweden and filing bankruptcy seconds. So now here's the

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little wrinkle in the story. So remember when I said, like, he said, oh, there's this big misunderstanding

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early on with the whole least thing. He had been indicted for fraud before that. I knew about

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and he was like a big misunderstanding. And I was like, of course, we've all had misunderstandings.

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And honestly, it was because I had a desire because like, I have my own demons of like, I fucked

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up in the past two. And I'm trying to, you know, do good now. And so I want to always give people

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that benefit of the doubt. And I'm going to say something that probably won't be popular.

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I don't do that much anymore. And it's because there's just plenty of people I can partner with

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that I don't have to do with that for. And there's somebody else who will get robbed by that guy who's

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been indicted and who will give him that chance. And it'll work out. I'm just not willing to take

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that chance anymore because I don't need to. And so here's my little TLDR lesson on this.

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If someone shows you who they are, believe them the first time. How many red flags that I tell you,

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like, I have to sign the thing. I have to front the work. I have to front the capital. Oh,

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by the way, when he was supposed to come and take over the gym, he was like, oh, no, you keep

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having it. I was like, wait, what? This wasn't the deal. I'm going to watch one of these every month.

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He was like, no, no, I'm busy over here. And I was like, no, I'm not running a gym again. I just

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sold all my gyms. Like I'm not doing this again. And that's the one that I shut down. That's the one

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I shut down. And so yeah, red flags are red flags for a reason. Stop. Avoid bad partners. And with

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that one, I lost, I'm not even going to tell you the amount of money that I lost because I will

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tell you what's more important is that I lost all my money. And what felt like years of work. And

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so from a lost perspective, it was the amount of money was one of the smaller ones in terms of

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total dollar amount that I lost. But in terms of emotional significance of everything that I had built.

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Because remember, I had spent all these years not making money. I had finally scaled the locations.

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I had something that was working. I got this nest egg from a sale. I had to hustle my ass off to

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sell these five locations. Like getting five deals done. It's not easy. I got five deals done. I

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did it in like 90 days or 120 days to close these deals. I finally had something to show for it.

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So I actually felt like a little bit of success story to myself. Like you think about story. Tell

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yourself, like I went from a multi location gym owner to successfully exiting my gyms to losing

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everything that I had spent years building in six months. Wild ride. I recommend watching someone

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else ride and not needing to ride for yourself. All right. So use that lesson so you don't have to

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have the scar. All right. So if you don't know what the push in pivot dichotomy is for most entrepreneurs

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and most people in general say, there are some times where shit gets hard and you need to push through

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it. And there are other times where your fundamental assumptions were wrong and you need to pivot.

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You need to change direction because the thing that you originally thought was true is no longer or

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you found out that it isn't. And so the hard part is sometimes when you're in the thick of it,

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you're not sure if this is a push or this is a pivot. It's one of the hardest decisions

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in entrepreneurship. And there's a lot of crazy stories of people who were digging for gold for

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four years and then quit. And the next guy buys the piece of land and two weeks later strikes gold

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and gets rich. Right. That guy should have pushed. On the flip side, there's the people who spend

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nine years on a losing idea and then just lose everything. And that's it. That's the end of the story.

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Right. And they should have pivoted. And so there are dead bodies on either side of this road and

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it's hard because you just got to use judgment to be able to make the best guess you can and the

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thing is you can never replay the game. I just do the best you can. All right. Now for me, I was an

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employee. So I graduated three years from Vanderbilt and I got a job at a management consulting firm

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that did space cyber at least the projects I worked on with space cyber intelligence in the military.

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So the PT firm defense contracting. That's what I worked on sounded fancy. That's why I took it.

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Now when I was there, I had the desire to learn. And what was interesting is that I did learn

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a lot quickly in the beginning. But after that period of time, which might be took 69 months,

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I didn't feel like I had more to learn. And so I had two options and I took neither of them.

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And I think that was the real mistake. And so I could have gone up to my spiritual and like, hey,

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I'd like to be challenged more. I'd like to develop in these ways. Can you give me these things so

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that I can get better and learn these skills? Because that's what I'm here for. On the other hand,

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if I didn't want to do that, I could have had the balls to fucking quit because I had some money

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saved up and could have decided to go on a management career. Now, if I had gone a management career,

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whatever I made this year, I would have made last year. And so a lot of money is the cost of

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this mistake if we just took it on a one year basis or one and a half year basis. So it'd be more

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than that suitcase worth. So a lot. But on the flip side, maybe if I had gone up a level and

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asked for more skills, maybe I'd be here also faster. But the real mistake was that I didn't push

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and I didn't pivot. I did nothing. I coasted. I just checked in. And it got to the point actually,

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like I actually only think I've ever talked about this. We're at the end of my stay there.

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My boss is pretty much like, I don't kind of want you here. Because like you don't really do anything.

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And so I think this might resonate for some of you, which is that like I was actually in that job

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a fairly bad employee. Now you can look at work environment, you can look at people you work with,

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whatever. I was a bad employee. And I would actually agree with them because I didn't get challenged

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in that last period. And so I just read books all day. I just like they had a big library of

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books. And so I just read all that. I would just sit in my desk. I'd grab a book and I would read

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I'd read business strategy stuff and I'd read whatever because that was my attempt. Now I could have

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learned so many more value like learning from book is one thing in its valuable. It's way more

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valuable to have somebody in real time giving feedback on a skill. That's why jobs. I'm such a

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proponent of like if you don't know what to do, go work at a job in a business you want to learn

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from in a small business, ten or so employees. So you can learn and taste all the different departments.

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You can learn how business works. And then you can go do something else and you can learn different

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skills that you can apply later. And you get paid to learn where otherwise you don't get paid to

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learn. But otherwise I was basically just learning on their dollar and I left because they kind of

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wanted me to leave too. And so I was kind of forced to go. And so at that point it was either go to

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business school or start something else. And so that's why I decided to start something else.

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But a lot of people don't know that story. I was actually it's weird because I was an exceptional

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employee at every place I worked before that. But that place I was honestly a horrible employee.

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And so I will say this. If you are somewhere where you know deep down you are not living up to

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your potential and you are cutting corners and you're looking at the clock and you're trying to

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just like count minutes and you're like holy shit it's only been an hour I've seven more hours of

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this shit. Like if you were living like that, leave. I promise you whatever the alternative is is

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better. It's kind of like people get stuck in a relationship and they're like why don't be alone.

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But they don't play out the alternative of like so rather than be alone you'd rather be miserable

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in a relationship with the rest of your life. That's what you think is better than alone. And another

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work for alone is on your own which sounds way better. So like just reframing that. And so for

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me I was so afraid of being unemployed same idea. Also I was pursuing entrepreneurship. I wanted to

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do my own thing. And so you could be unemployed or doing your own thing which is what I ended up

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doing. And so I think if you're in that spot it was one of the most costly mistakes I made.

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Also because of what I started feeling about me you know what I mean? Because I was like am I a

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slacker? Like I am slacking. I'm not working hard. I know that. And they do that too. And so they

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start treating you like you don't work hard and they start believing them. And so part of this is

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why I was so miserable in that period of time because it wasn't me like I work all the time. And so

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if you're in that zone it is one of the biggest mistakes of your career. Do something. Just don't

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do this. Push pivot push being go up. Let me learn more. Give me a challenge pivot being I'm

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going to change career paths. I did nothing until it was forced upon me. And so I told the story

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before I think that there's a very hot possibility that I would have stayed in employee. If I had

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liked that job a little bit it's very likely I would have stayed in employee. I only got in this

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game because I kind of was forced to. And some of you are in that position right now. So I feel

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you and there's nothing wrong with you. And if you were a good student so was I. So like you don't

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have to be like ADD and dyslexic and like all these entrepreneurs stories like school families.

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Well didn't fail me. I fucking did homework and I did a good job. So like I just see that as

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anyone can win if you try hard.
