Welcome to the win at home first podcast. I'm your host, Cory Carlson. This podcast is where we talk about how successful business leaders win, not only at work, but also at home. On this podcast, we will go behind the scenes with great leaders to hear stories of how they win. Thank you for listening and on to today's episode.
(00:25): Hello, this is Corey today's podcast episode with Ben. Bashir is super helpful. If you are looking to improve your culture at work and at home, Ben goes over the eight points of his culture code that they use at the office. This helps them recruit the right type of employees that they want to have. It helps them retain those employees as well as the clients that they want to have. We also talk about his culture coat at home and how you can put together one for your family. So it was very practical, helpful application episode. Hope you enjoy it. As much as I enjoyed the conversation on to today's episode. Hello, this is
(01:06): Corey. You're listening to win a home first podcast today. I am joined with Ben Bashir and it's actually the second time that he has been on this podcast. He was my first guest ever. So thank you, Ben, the first guest ever on the window and first podcast. And it's been one of the most highly listened to once because we kind of unpack some things as the pandemic at the very beginning. Cause it was last June that we had this conversation, but a lot has transpired in, in his life and in the world and the economy in this last year, we want to revisit our conversation and see what has taken place. And so discuss what has changed during the pandemic. What has remained the same? So Ben, it is a great to have you on the podcast today. Corey, thanks for having me back. Very good. So a year ago and we talked and just to give context, you are the co-founder and president of LivWell capital, and that is a industry that saw all kinds of ups and downs due to the pandemic, but also what in your life has remained the same since the pandemic. What has changed as you lead your family as you lead your work.
(02:16): So I'll give you a, I'll give you a mixed tape of thoughts because I have a lot of thoughts as we think about last year, the last 12 to 14 months, when we talked last year, we called it a time where change was frictionless because everything in everybody's world was changing. And I think we all had permission to change last year and normally there's friction to change. But since we were all going through this collective experience at the same time, we had permission to change. And so what I would say is one of your favorite quotes that I like is the quantity of your nose will determine the quality of your yeses. I'm sure you've said that on this podcast before, but I do think if you look at what was, what was happening to all of us pre pandemic, cause I think we were so busy that we really didn't have room.
(03:12): I think when you create room, you actually create space for what God may have in store for you. And I think what, what I learned in the pandemic when I'm having to continue to learn it, because there's this temptation to return to normal is when you create room and margin for your life, God has room to bless you. And when you have no room whatsoever, everything is about stacking meeting on top of meeting on top of meeting on top of meeting that you have a bunch of kind of important things all day long and you miss the really, really important things that you can do when you have margin. And so it is interesting pre pandemic youth. I thought I needed a reason to say no to things. And now I can just say no, because I don't want to, like I told somebody the other day, like I didn't even make up an excuse.
(04:05): So I just don't want to do that. And I had a friend say if it's, and maybe it was you I'll give you credit. If it's not a hell, yes, it's a hell no. And so if it's not something that I'm going to bring a ton of value to the other person, if it's not something I'm going to be engaged at, it's not something that is in my sweet spot. If I'm not delivering value for the other person, then it's really easy to just give yourself permission to say no in this season. And I think that's hopefully what we all learned from pandemic.
(04:35): I liked that idea before pandemic. We had to think of an excuse to say no, and now post-bac endemic. We have to have an excuse to say yes, like we actually have to think it through. Do I need to do this? I love your idea that we need to create room to hear from God. What does that look like in your life?
(04:56): I think what it looks like I use the word margin or you can use the word room, but I think for me, part of the reason I'm always so busy as fear is if I don't have enough meetings lined up, if I don't have enough going on that the business will fail, all fail, everything will fail. And I think part of having the courage to create margin is the courage to say God's in control anyway. And I'm going to leave some space in my day. And you know, it goes beyond just having a quiet time in the morning. If somebody is a faith person, a quiet time with God or meditation, if they're not a faith person, I think it goes beyond carving out time in the morning. For me, I don't have time in the morning right now because my wife just bought a puppy which destroyed my mornings.
(05:49): But I think it's about creating space all throughout the day to take a walk to literally just lean into the fact that we all should have gratitude for the lives we lead. And I think sometimes when you're you have 10 straight meetings in a row for 10 hours in a row, it's hard to be even grateful cause you don't even have space for gratitude. And so that's what it means to me. That's what we're trying to lean into. I've liked the guy in the neighborhood. I do a lot of my calls walking now, but get outside, see some sunshine. It is just amazing. When you create a little space makes your day better. It makes you sharper.
(06:27): I really liked that throughout the whole day, as Paul talks about never cease praying. And I mean, that's exactly what he's getting to is yes, a solid morning routine. It is very impactful, but it's actually throughout the whole day is more important help you recalibrate. If a meeting goes south, if a meeting goes great, like you mentioned, give you a posture of gratitude. One of the items we really want to talk to you about today on the podcast is economics are talking about right now, the great resignation. There are surveys showing that 20 to 40% of people are looking to resign because employers are saying you have to come back to work. And these employees are saying, I don't want to go back to work. I enjoyed working from home. I enjoyed flexibility. I enjoyed working out mid day or taking my kids somewhere or picking them up, whatever it looked like. And then there's other people who actually had a pay reduction and they're okay with it. They adjusted their lifestyle. They have more freedom. So overall in America, right now we are seeing this, this shift and maybe money's not as important as it used to be from an employer standpoint, but instead it's more about purpose. It's more about culture. And are you seeing anything right now in your team or in your clients of this idea of this great resignation?
(07:54): Sure. Changes when transitions in life happen. I think it's a great opportunity for businesses to think about growth strategies to get new talent, to get new clients. So number one, I think we should be thinking differently about where we can find talent. Number two, I think we should be thinking differently about how we find where we find clients. I mean my last five clients have not been from Cincinnati. You know, I think there's a big opportunity to think about growth strategies beyond the market you're in, because I think this thought even clients, I don't need to look for the best financial advisor in my city. I need to look for the best financial advisor in the country because I can work with them through zoom. So I think if you're a business owner listening to this, I would be very careful about how you think about the future with your employees.
(08:47): Because I think the cat's out of the bag, the employees saw that remote work worked in the past. I think business owners could say that will never work. And in some industries that worked really well. And so business owners can just put their head in the sand and say that won't work. And I think there's a very interesting opportunity. We have to figure out what the right amount of flexibility is. The create going forward. We created four days in one day, remote and unlimited PTO. So if there's ever a day, you don't want to come in, want to work remotely or want to take a day off. We don't track it all. It's all about getting your job done, but a normal week, it would be four days in one day remote, but with lots of flexibility. And I think there's a big opportunity for us to figure out what's the kind of culture where somebody would want to come in no matter what, rather than I'm going to force rules on you to make you come in.
(09:46): And so our unlimited PTO, our four days in one day, remote has been a good balance for us. We might go three and two. Eventually we might make a change. Even beyond that, we have two team members that aren't in Cincinnati that already do work totally remotely. So I think if you're a business owner, I think I would be flexible in this season. Jeff, that owns Amazon said be flexible on strategy and inflexible and vision. And so I think it's a big opportunity to think through how we think differently in this season about how we strategically build our companies. And I think there's some, there's some team members where remote work is going to work really well in the future. I think we've gotta be open-minded.
(10:37): What about Jeff Bezos in that vision comment is, is attracting talent attracting clients to a vision and values. And that is a big piece of how you're recruiting individuals. So I'd like you to expand on that culture code, kind of that push pull idea that that's a big part of what's helped you with your retention as well as your recruiting of clients and employees.
(10:59): Yeah. So we went on the, went on a little bit of an adventure last year, creating this culture code as a team. And I don't know, it might just be that everybody has mission, vision values, all this kind of stale stuff that nobody seems to remember. Culture code sounded like more of what we wanted to create because all of mission, vision values, all of those things exist for your culture, right? All of those things are about creating a culture. And so we decided to skip it and just go directly for what we were, what we were aiming to do. And so our culture code, we have eight points I'm going to, it may be a little long, but I'm gonna go through them for the purposes of, if somebody that's listening to this as a business owner, I think it's important to think about what your culture code should be.
(11:50): And so our culture code number clients and team members are family. The whole thing in our culture is we are a family and we're going to treat each other like a family. It might mean we argue sometimes, but we treat each other with respect and put, put the other person first point too. And this is kind of financial planet specific. It is our job to deliver creative planning and a fun engaging experience to encourage and inspire our clients to live their best life. I think it's really important for our team members to know the better the experience we create for the client. The more they can live their best life. Point three, really simple people over money. We're in the finance business. And we need to remember this business is about people, not money. Point four. We call it authentic positivity. Authentic positivity means Ben can be having a bad day some days, but we are going to do everything we can to be authentically positive and encourage people.
(12:54): Point five, we become the best version of ourselves. When we serve others that has all kinds of implications in our business, how we serve clients, how we give back what we do, charitably, how we serve our families. Point six, we celebrate moments. We're in the finance business. And I think sometimes things can get really stuffy, but we get to be part of great moments. People sending their kids to college, it's people retiring people, having their 25th anniversary, people paying off their house, people selling their business, whether it's a team member or whether it's a client reserving that moment to celebrate it. I think people sell a business and they move on. Nobody stops and says, dude, you had the vision. We're going to start this thing 30 years ago. You sold it today. That is awesome. Let's celebrate. Let's wait. We bring champagne into meetings every once in a while, somebody wants to open it at nine o'clock in the morning.
(13:52): I got to look at the rest of my day when that happens, but we celebrate moments. We make it fun. Point seven of the culture code. We have an abundance mindset, which means personal growth, thinking big and gratitude. Today are a part of our culture. It's really important. That mindset piece. And then 0.8. When we do our job, we change the world for good. And it's bringing back to our team members that we made, maybe working through the minutia of somebody's financial plan. We may have a bunch of numbers, the crunch, but ultimately when we serve our clients, well, you look at the, the money influence and kind of position power. A lot of our clients have in society that when we do it, good job taking care of them. They get to be their best for their teams, their companies, their families, the people they lead and the ripple effect of what we get to do is really important. And I think it's really important that team see the bigger picture of what they're doing or these people.
(14:55): Thank you very much for listening to today's episode. I hope you are joining so far before we go back to the rest of this episode. I want to share with you my book when at home first, some of you have read it. So thank you very much for others of you. You have not. And I encourage, if you're looking for a resource to help you with these times of your work is now in your home and your home is now in your work and what this looks like. This book is being helpful to many leaders like you whores magazine said it was one of seven books. Everyone on your team should read in the book is broken up into four different sections to help you versus about you. Understand who you are. The second is marriage in ideas and tips to help with your marriage. Third is parenting and the last is work. So these four different sections to help you recalibrate during this time and to help move forward. So if you are needing additional resource, I encourage you to check out my book went home first. It is available on Amazon, as well as audible and so on to the rest of the episode. Thank you very much.
(16:03): Those eight points, those eight guys, very, very powerful. Lot of companies have them on the wall. They are plaques on a wall. They're flashed on the website, but you guys are actually living them out. It's just not a, a fancy plaque on a wall that people will kind of walk by, but they are part of your DNA. I mean, you weave them in and out of the interview process of monthly meetings with the team. And so I want to kind of talk through each of those in the importance of it. How are you using that to attract new team members?
(16:39): Well, when, when I look at most team problems or from a lack of value alignment, right? If you really get to the bottom of it. And so I kind of think when you're really clear about your, the culture you want, I don't know that it's like you get to cheat, but I feel like I kind of get to cheat. I'm going to get the people that are most aligned to my culture, because I'm really clear about what that culture is. And if you think about magnets, the right person is going to be pulled towards the culture. They want to join. And the wrong person, it's like magnets that push each other away, the wrong person is going to be repelled. The person that doesn't have a growth mindset that doesn't want to grow, that isn't thinking abundance that wants to come in and just clock in and clock out.
(17:27): Doesn't want to think about the bigger picture. Doesn't want to build relationships with the team. The wrong person is going to hate that culture code. And that's a blessing too. And so if you think about like, what are all the hacks a business owner can have? And one life hack for business owners get really clear about the culture you want to create. And it will attract the right person and repel the wrong person. But if you're not clear about what that culture is, you have the wrong people wanting to join your team. Cause they don't know what you're for. Cause we all say the same things in the interviews if we're not careful. And so it's been a big blessing for us in trying to attract the right kind of team members.
(18:10): I assume this has also had a big benefit on attracting the right clients, where you are sharing who you are, what makes you a different company, a different wealth manager than the one down the street, because at the end of the day, I mean, not that we would, you know, we're going to discuss the products or anything that you're you're advising of, but products are going to be roughly the same. But instead it's the culture that the relationship that you're bringing to the clients. And so your in that process, as you're attracting clients, you're also sharing this culture code. You're sharing about the who you are as opposed to just what you do,
18:47): Right? So, I mean, if you think about wealth managers, we all have access to the same stock market. When the stock market is up for me, it's up for everybody. And when it's done for me, it's done for everybody, right? I've accessed the same stocks, bonds, mutual funds, exchange, traded funds, same research. And so values are a big part of what sets you apart. And you know, one of the things we talk to clients about is this phrase beyond money. And so one of our value propositions is we're a financial advisor that will help you think beyond money because that's, it's not about having the biggest pile when we die. It's about having a life that isn't about money. It's about all the things that matter beyond money. Point two is we do talk about the culture code and the, in the lobby culture code on the team.
(19:35): This is the way we're going to act. We're fun. We celebrate moments we're different than the average advisor. If you don't want to have fun and don't want to think outside the box and don't want to have a life that's beyond money, we're probably not for you. If you want somebody that wants to talk about spreadsheets all day live well, capital's not your people. And then the third thing we do is when a client is open for it, we do talk about the, the five capitals and our goal setting exercise as, as has been talked about a lot on this podcast, but we talk about spiritual goals, relational goals, physical goals, intellectual goals, and financial goals. And we really say if every goal you have in life is about the fifth capital financial. We do know for sure you're going to be unhappy. If that's the only place in your life where you have a goal, that's the only measuring stick.
(20:31): Because the only thing we're measuring is how wealthy or not wealthy you are. We know that that's going to lead down happiness because we know it will never be enough. So we need to set goals and all of the areas of our lives, because money is purely a tool for our other goals. And if money is the goal itself, we know how that ends, right? There's lots and lots of those stories. And so we think about the culture code. We think about the term beyond money. And we think about the five capitals to have an experience that is drawing in the right kind of client that wants to have a deeper, more thoughtful conversation about their wealth. How
(21:15): Do you live out the culture code with your employees from the day to day? Are you given an award once a week of, Hey employee, you lived out authentic positivity, well, or you celebrate the moments. Is there a way that you're making it part of the, the dialogue by calling someone out or something out in a, in, in a good way that week, that month, how do you to encourage other business owners? Are you making it more than just a plaque, but it is we, we celebrate these words. Anybody can call out these eight culture code items because we're talking about all the time. That's how we start our meetings, how we end our meetings, whatever it may be. So how are you living that out on the day to day with your employees, your team members?
(22:04): I would say w we don't open the meeting with it. We don't close the meeting with it. I would love to say, like, we inscribe this on everybody's brain every day. We don't, but we use it to inform the decisions we're going to make. Right? Like a couple of silly examples. Like we just had our, we have a couple rhythms, so we have a weekly meeting on Mondays we have a prep meeting on Thursdays and then we have quarterly meetings. And so, and then we have an annual meeting and we have some awards. We call the bennies where we just give out silly trophies that are some funny thing or something the person accomplished in the last 12 months, Jared and Kelsey on our team run that. And so it's a way to have fun. It's a way to celebrate a moment. It's a way to talk about the last year on your birthday.
(22:52): We have a 1985 Budweiser jacket that, you know, the, it looks like the pitchers used to wear and warm up in the major league. So you got to wear the 1985 Budweiser jacket on your birthday. When we talk, we're a family. When we are our Monday meeting is basically about what happened this weekend. What are you doing this week? It's not straight to business. And so we use the culture code in form the culture, but it's not one of those things where everybody has to memorize it. We want the culture code, you hang that thing up on the wall and you don't live. It, it becomes a joke. Right? And so it's been very good for us to just think about how do we make this meeting more fun? How do we make celebrating this moment more fun? How do we treat each other, like family?
(23:44): How do we put our, our people over money? Like we, we did an, a team member quiz. What can we do to this survey to improve your experience here? Right? And so one of the things they wanted was gym membership. You know, planet fitness is $10 a month. Eight people signed up for a gym membership. It wasn't that expensive. But if you think about just an engaged culture, you're just asking, right. And I think sometimes just asking matters, right? What they wanted was that actually expensive or complicated or anything. And so I think as, as a business owner, sometimes we don't give team members the benefit of the doubt on sometimes just asking them what they want. People want a gym membership. Some people wanted more work, flexibility. Some people wanted access the sports tickets. Nobody said a raise, or like, I think sometimes we get when you're in the right kind of culture and you have permission to ask you get surprised by the simplicity of what people want.
(24:51): Talk a little bit about clients and for you, because I think this also is applicable to anyone, even if their clients aren't about, you know, luring them in as for wealth management services. But it's about anything, because I've also seen people want to spend, people want to associate with a supplier, with a company that's also aligned with them. How does the culture code help you attracting that? Right.
(25:16): I think when you start to think about things through the lens of the culture code, and you start thinking if I'm Noah and I can only fit so many animals on my art, I want to be pretty specific about whether I like the animals or not, you know, and this analogy. And did they value us? Did they value our time? Are there, are they courteous star team members? Are they aligned with the planning process we're doing? Do they value the extra things we do for them? Because you have some clients that are just a joy to serve, which is our vast majority of them were like, you're looking forward to the meeting, you're cheering them on. And you have some clients that, you know, RA energy soccer, because for them everything's about the money, about the fee, about the whatever. And you're, you always kind of feel like you're auditioning for your job.
(26:13): And the hard part about the tough clients is we actually do a worst job for them because we spend all of our time defending the work we've done rather than proactively planning for the future. Whereas the people that you have value alignment with that you trust that trust you, you're spending all of your energy of about the proactive resources you're going to create in the future. You're thinking about what about this tax strategy? What we could do a charitable lead trust. What if we could do a backdoor Roth? What if we could do? And so everything about your planning processes about adding value, not defending your position. And that's where we do our best work for clients that trust us. And so I think in this season, I've tried to be a little bit more open-handed with clients to say the right people are going to come and the right people are going to stay.
(27:07): And when we have somebody that leaves or somebody that doesn't respect us or the work we do, it's okay. You know, I had, I've had a couple of conversations in the last year or two where I called clients and just said something really simple. We're nice people. And we work with nice people and you're violating the second part of that right now. So you get to make a choice on whether you want to stay on their arc with us or not. And anything's okay. Right. And so, but you have to have a different measuring stick to have that kind of conversation because everything's about the money. You can't have that conversation. I do think as business owners, we get to choose who we work with. And that is a privilege that I think we need to think about prudently. And in the past, I think pre pandemic, I said all the right things, but it was more, the more, the better, you know, I, I was measuring by the fifth capital only. And I think this has given me permission to think about what kind of firm do I want to create. And that some days may mean taking on a large client and other days it might mean not. And I have to be okay with that
(28:22): One last piece on number seven, it is about abundance mindset. I think for no matter what industry you're in, that that can be difficult at night right now, whether it's a wealth manager, cause there's a lot of wealth managers, myself. I'm a coach, there's a lot of coaches, but whatever people are going through that idea of abundance versus scarcity is a significant game changer. How are you coaching your team to have that abundant mindset? What are you sharing with them to keep their head up? If they are to lose a client or, you know, there are a change in w within their portfolio. How do you lead with the abundant mindset?
(29:02): What I'm learning right now, I read a book about two months ago by Adam Grant called give and take. And the book's premise was you have three kinds of people in life. You have givers, mattress and takers. Givers believes that there is a unlimited abundance out there. And my job is literally to just bring value to the world and everything will work out. I'll get mine. So to speak by just focusing on others, right? And they don't even care about getting there, but inevitably, if you're a giver, you typically have a life of abundance. Because that way of thinking is just so attractive. I'm going to do a podcast and give all my best ideas away for free, right. It's what you're doing right now. That way of thinking is so so abundant and attracts people. Second kind of people are matters and matters. Are you did something nice for me?
(29:57): I'll do something nice for you. Right? And most of the society's actually bachelors that's actually. Okay. And then the third kind of people are takers were in every single interaction. I got to defend my turf and there's only a certain amount of resources and it's my job to make sure I get what I'm owed. And so everything in that taker mindset is about finite amount of resources. And my job is to make sure that I grabbed my slice of the pie. And I think it's really important in culture to the books take is you don't need everybody on the team to be a giver. You just need to eliminate takers because takers make everybody else think there's a scarcity to what's going to happen to them. And everybody's job is to defend their turf. And so one thing we try to do in educating team members and really educating ourselves is that giving mindset, that abundance mindset is going to make all of us win.
(31:04): Because I think there's a big opportunity in life to understand that for Corey to win doesn't mean Ben has to lose. And I think there's 330 million Americans. If somebody else picks another wealth management advisor, that's okay, there's a 329 million, 999,999 left or something. Right. You know? And so I think this concept of unlimited resources is a big opportunity for us to understand as businesses that when we have an abundance mindset, it will ultimately bring in the people that ultimately are right for us. And when we think that they're, everything is scarce, it will become scarce. Scarcity mindset is a self-fulfilling prophecy. The people that think things are scarce, we'll have a scarce, non abundant life. And the people that think things are abundant level of abundant life. And it's, it's something for us to lean into. If it's not something that comes natural. That's
(32:12): Great. I did not know we were talking about the give and take book, Adam Grant. I too love that book. One thing that I loved in there to everything you talk about, those three people is when he gives data and pretty much graphs out the fact that takers when early they're they're that taker, they're the sales one. That's getting the purchase order quick. You know, they're the wealth manager that is attracting the families in, and maybe their assets under management it's ramping up fast. But when word gets out that they are just about that financial capital that they are, and they're not about relational, spiritual capital, it starts to fall. Whereas the giver it's a slow grow. I mean, it's a slow, they, you know, they're building, they're building relationships that are investing in people. It takes time they're giving and serving, like you mentioned, then the word starts to get out. And now referrals kick in and show, it almost shows like a hockey stick growth of that giver where it's slower. They're slower than the taker at the beginning. But then there's just this change in the graph. And I, when I saw that it was, it was refreshing and just very helpful to see that
(33:24): You had to take her Sealy and the book doesn't call it a taker ceiling, but there's a taker ceiling in the fact that if, to your point of word gets out, that everything's about you, that word gets out quickly and take her set a ceiling that they don't understand.
(33:37): Is there anything in closing that you would just share that as you have led your family yourself through this, and even a culture code, if you will, of kind of your own personal life, what does that look like as you've led your yourself and your family?
(33:53): So, as, as, as we wrap up one thing that I wanted to say earlier that I, I didn't get to is I think that it is very easy to listen to a podcast and think whoever's talking, they have it all together. And all of these, we've had so many missteps during the pandemic that I just wanted to call out real quick. We returned to work. And then we went back to remote and then we returned again. And then we thought somebody had COVID and then we took time off and we had people questioning whether we needed to return to work at all. And so when I talk about some of these conclusions about remaining flexible in our thought, they are conclusions that have come from also making mistakes. And so I think as business owners, we're always making mistakes. Hopefully at the same time, we are getting better.
(34:42): As we think about our families and this, I think there is a big opportunity to think about what is the culture code for our family. If you look at our family, we have basically three things. We've got a board that we've made for the kids this year is make things fun. That's not number one, but I always want to make it number one, but shares make things fun. The sheers are kind and generous and Bashir's worker, right? And so if you think about our family culture, I think the art of working these things is having the kids learn about what you're about. I say, Bashir's work hard. It's the technical one is Bashir's, don't quit because Campbell like the don't quit more than work hard, but it's really, you know, I was doing something last summer and I decided to quit on it. Cause it wasn't working. But cam was like the sheers don't quit. And you're like, ah so I think one of the encouragement I would have for people listening is starting a culture code for your family, started a culture code for your business. And I think the reality is sometimes I think perfect gets in the way of progress. And
(35:53): I loved when you and I first started working on it for your family and talking about it. You talking about Campbell, changing up the last one of don't quit versus work hard. Same thing. Your first draft, if you remember on the, is this Bashir's do fun. Things was your first draft. If you remember, and can you, I can't remember what it was. You, you had to do something and she was like, I'm not doing it. That's not fun. And then you tweak the wording to say, we make things fun, right? Because no one would ever want to make their bed again, because that's not fun. But instead, now you can make your bed and maybe do it in a fun way. But I remember that tweak you had to make because of you know, a wise crack by her, which is great.
(36:35): Yeah. You have to, like, we kind of floated these out before we made, we have them carved in wood and their rooms and in the basement. So we had to float them the kind of see, because that, that whole point on make things fun. We have an opportunity to make anything we're doing fun if we want to, but you know, mowing the lawn, isn't fun or, you know, doing your homework, isn't fun, but we can make it fun. And I think it was a, it was a nuance from kind of floating and realizing this isn't going to work of everything is about fun, but it's about making things fun. Right?
(37:10): Yeah. That's great for anyone listening. I think putting together the vision values for your family is very important just to give you a heads up. If you do it, expect some eye rolls out of the gates. Oh yeah. Get some, eye-rolls just like I had my family thought it was a crazy idea, but then they started get buy in. So if you go try to do this, expect some eye-rolls, but push through it is worth it on the other side.
(37:34): Yeah. I mean, I had, I had an eye roll from Lindsay where like, Lindsey's like, come on. Like we we're, we're not even doing the basics. Right. And we're working on our culture code, like, but I think the you're going to have to bring a lot of energy to the conversation because there will be some eye-rolls. But ultimately, you know, Brian tomes is Tom's hustle. Right? Ultimately, my buddy Scott Phillips is Phillip's battle. So some of these people have simpler ones than we had, but I think the exercise of getting your family to think about what we're about is ultimately fun. I think everybody's going to eye roll at the start of the conversation, but it's something they come back to and, and ultimately love about being part of it.
(38:18): Ben, thank you for being on the podcast. Thanks for everything you shared talking about being a giver, you gave a lot to the listener. So thank you very much for doing that. Is there a best way for people to get ahold of you?
(38:31): Well, capital.com is our website. We're also live all capitals, Instagram, Facebook, and LinkedIn. And as always, we're pretty open with pretty open with people that want to reach out. My cell phone number is (513) 307-6636. We'd love to have a conversation about making the most of your life and of your money and we are open for business. Thank you very much. Thanks my friend. Thanks for having me great conversations.
(39:05): I want to thank you for listening to my podcasts. When at home first, I am so grateful to hear from listeners like you, that this content has been helpful. So now I would love for you to pay it forward. I want to get this message in the hands of more listeners. We need leaders to be winning both at home and at work, especially during this time. So please take a minute to share this episode with somebody you think would find value in it, as well as rate and subscribe as a thank you, please visit my website@coriumcarlson.com to download a free resource that people are finding value in. Thank you very much.
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