John Eades Interview | CEO of LearnLoft and Author
We sit down with John Eades. John is the CEO of LearnLoft a leadership development company which exists to turn managers into leaders. He was named a 2017 LinkedIn Top Voice in Management & Workplace. .
We sit down with John Eades. John is the CEO of LearnLoft a leadership development company which exists to turn managers into leaders. He was named a 2017 LinkedIn Top Voice in Management & Workplace. His weekly leadership column has over 150k subscribers. He is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Other to Success and is the host of the Follow My Lead Podcast. As a motivational speaker, he connects to the hearts and minds of leaders from all industries and experiences.
Buy Building The Best: https://buildingthebestbook.com/
John Eades Page: https://johneades.com/
Questions Asked:
00:16:00 What is your story and tell us about LearnLoft?
03:10:09 Is there born leaders or is it leading something anyone can learn?
04:53:23 Is there a common trait that you would say that all good leaders have?
07:06:01 Do you think in light of the pandemic leadership has changed at all? Is it possible to be a good leader in a 100% remote environment?
08:59:14 How has video helped you out during this pandemic?
10:45:07 What were some of the fundamentals that you used for yourself to execute yourself being a better leader for your team and maybe even yourself?
15:06:17 What do you think is the difference between being a leader or a manager?
16:30:08Do you think leadership is a lonely position because nobody is coming up to you and just being like, "Hey, good job."
18:02:01 Do people in leadership positions get lonely when they can't lead anymore?
22:15:01 Is there anybody that inspires you?
24:54:05 Is there anybody that you want to inspire?
30:09:19What can corporations do to help managers become better leaders when they move up in their position?
35:12:07During the pandemic did you learn any new skills or pick up a hobby or maybe something you learned and you want other people to know?
Bobby Starks:
Thank you again for tuning into Starks Media Podcast. I'm your host, Bobby Starks and today's guest is John Eades. He the CEO of LearnLoft and also an author of the book Building the Best. So instead of wasting any more time, let's get into it. So how about you tell us her story and tell us what LearnLoft is all about.
John Eades:
My story, how far back do you want me to go, Bobby?
John Eades:
No, I'll go from where it really started recently. I got the opportunity to lead a team, we were really struggling. I was about a year into that role of leadership and I let one of my team members go. It couldn't have been John's fault, had to be somebody else's. And she sat in my chair, she didn't know it was about to happen. It was a 45 minute dialogue, a lot of emotion. And at the end of that meeting, she said, "John, I didn't know where we were going, I didn't know what we were doing, And I didn't know how I was helping us get there." It was in that moment that I realized that the problem was not my team, the problem was John and the way I was leading. It showed me the impact and the influence that I had over the people that were in my sphere of influence. And it trickles down way beyond work Bobby, it trickles down to all parts of life.
John Eades:
So it was in that moment when she left my office, I'm a pretty emotional guy, I might cry before the end of this podcast, and she left my office and I put my head in my hands and I cried like a baby. I recognized that the problem was me. And that was a tough thing to realize. There's a guy named Jocko Willink, he says, there are no bad teams, only bad leaders. And I was living proof of it and I hated it. As I got the courage, I was wiping away the tears and I said, "God, I don't know why that just happened, but I'm going to do everything in my power to not let that happen to other people." So the last 10 to 11 years has been all about trying to help managers and executives to lead their best and to lead to the best of their abilities. Not everybody's the same, but to become the best who they can at home, at work, in their personal life. And that's what the journey's been like.
Bobby Starks:
Was that your motivation to start LearnLoft?
John Eades:
It was my motivation to get in the leadership development space. Pain does strange things to people, pain either... I was in pain in that moment. I was in pain that I had failed my team from a leadership perspective, and it bothered me. So when pain happens in your life, whether it's personal or professional, it causes one of two things to happen. It causes you to pause or it creates purpose. For me, it created purpose and it created action behind that purpose that I wanted to do something about it. A lot of people, for whatever reason, that pain causes them to go into a shell, become a much smaller version of what they're ultimately intended to be. For me, it had the different event, and that's what caused me to get in the leadership development space.
Bobby Starks:
So during that story, you were telling me that, the feeling that you're about to cry on, do you think it's born leaders or is it something that anybody could learn to do to become a leader?
John Eades:
It's a great question. There's a study done by Leadership quarterly, are leaders born or made. And what they found is that 24% of us, from a leadership perspective, is genetic, something they we're born with. 76% then is learned or developed. So I don't know if you're wired or I'm wired to be one of the greatest leaders ever, I don't know if I have those leadership genetics. I do know that you and I and anyone else that's listening can become a better leader. Because even the very best leader that comes to your mind right now, guess what they've had to do, grow and develop as a leader. And it's something that with experience and effort and confidence grows that you can lead yourself and others to a better place.
John Eades:
I define leadership in Building the Best this way, "Someone whose actions inspire, empower, and serve in order to elevate others." It doesn't take a title to inspire, empower, and serve somebody else, it takes someone with the courage and the willingness to do it. And my experience has been the people that take ownership over themselves and leading right where they are not only are they more fulfilled people in their own life, but they positively elevate those around them. And I don't know if there's a better thing to do in this world.
Bobby Starks:
Just going back to you writing your book, Building the Best, and I know you interviewed hundreds and hundreds of people, is there a common trait that you would say that all good leaders have?
John Eades:
It's funny, I think at the end of the day, there's not only one way to lead, there's a lot of ways to cut a pizza, there's not only one perfect way. The commonalities across all these leaders across the board are that they find a way to inspire people, meaning I'm not going to demand you to do something, but I'm going to inspire you to do it because you want to do it. The word inspire, what it means Bobby is to breathe life into. So just think about all the leaders in your life that you might think of leaders, did they suck the life right out of you a bad manager, you go home, you're just spent, that guy is the worst or that woman is the worst or did they challenge you and help you become the best version of yourself, but at the same time breathe life into you so that you know that they care about you?
John Eades:
So I think if there's one commonality, I think they do really well is they inspire their teams to become the very best version that they can be. And that's not always easy. I was just at lunch with a guy and he was talking about how he's in a position of leadership, he's a phenomenal person, but he really struggles to have the difficult conversation with his team. He knows what he needs to do, but he struggles to do it. He's like, "Who am I to tell them this?"
John Eades:
And I use the example of, if anybody out there has children, if you're just going to allow someone, if you knew they were capable of more, would you just allow your kid to mail it in? Would you allow your kid to give half the effort that you know they're able to? I certainly would hope not. And if you do do it as a parent, it's time to change. Which means that if there's a tough conversation or there's something that needs to be had with someone, breathing life into them, isn't always easy, in fact, it might be a tough conversation. And a lot of people avoid those unfortunately,
Bobby Starks:
Let's just talk about the pandemic and in your realm, do you think in light of the pandemic leadership has changed at all? Is it possible to be a good leader in a 100% remote environment?
John Eades:
Yes, leadership has changed, the fundamentals of leadership have not. And what by the fundamentals, much a golf swing, it's still going to come down to your grip, your posture, your technique, impact. The fundamentals of shooting a basketball or swinging a golf club are the same. But the game of golf has changed because of technology, the game of basketball has changed because of the way people shoot threes. Leadership is the same, the fundamentals remain, but the game of leadership has changed, and I'll explain what I mean. People have had a new found flexibility, they used to go into the office 8:00 to 6:00, certain way, this is how we do things. The idea of a flexible workspace or work wherever you want whenever you want, it was a pipe dream for many people.
John Eades:
And what's happened is that this pandemic, not only has it opened our eyes to how short life is or how short it can be, but it's also opened our eyes to different ways of working, different experiences of flexibility and freedom and our lives in our families, and being able to do multiple things at one time. Which means if I'm leading a team or responsible for leading other people, I then have to adapt my leadership style and the way that I communicate with my teams to the way they want to work. So I do think the fundamentals are the same, but some of the techniques or strategies that a leader might use to meet and reach their team have changed.
Bobby Starks:
I've done some work for you in the past and you seem to know how to navigate getting your word out there. You implemented videos, you send it off to different clients that you had or partners, and I thought that was a pretty good idea. And it seemed after you did it, a lot of people started following suit. So that helped out for me in a way because I'm in the video production company. So I was just helping other people get more video out there. How has video helped you out during this whole?
John Eades:
I wish I didn't have a face for radio, that might've been more helpful in getting it out. No, I think communication is at the center of leadership. So video is just a method or a medium of communicating. When the world goes digital and people are working and there's lots of content and lots of things available to them to be distracted by, meeting them where they are is an important thing. So I found early on that it's a medium that people enjoy receiving communication. So I tried to meet people where they are and where they were going, and that's why I chose video.
John Eades:
But then again, not everybody learns the same, not everybody to receive communication the same, which is why different mediums are required. Which is why I still write, which is why I still do video, which is why I still do audio. There's lots of... We're wired to learn different ways. So I think as a leader, you have to be not just about what you want to deliver, but what message are you trying to get across and what's the best medium to reach your peoples' hearts and minds. I think that's where having a multi-pronged approach is important.
Bobby Starks:
So what were some of the fundamentals that you used for yourself to execute yourself being a better leader for your team and maybe even yourself?
John Eades:
I think getting to know yourself becomes critical, really who you are. I think I had to take a real deep look inside about not only who I was in the moment, but who I wanted to become. I think too often people are looking at the immediacy that, give me that drip of dopamine right now, what's this quarter? What's this moment look like?. And what it really taught me in this journey is looking at who do I want to become as a man, as a leader, as a father, as a husband. And that's deep work, and a lot of people that's why they don't want to do it. It's going to the gym, it's not easy to get up and go to the gym every day, it's why people don't do it.
John Eades:
But doing some of that deep work about who you are, what are some of your core values, which the vision that you have for your life or the impact that you want to have. Those are some of the things that I had to dig deep on. It's one thing to teach it, it's nothing to eat your own dog food, and that was tough work for me. Sometimes that stuff's hard to look in the mirror and say, "This isn't who I want to be, this isn't who I want to become."
John Eades:
I was reflecting of a story recently, a dad was really struggling, left his family when they were in high school, he didn't think it was a big deal. Thought they were self-sufficient. In that moment, what was right to him was to leave in that moment. And I've gotten to know one of his children and the impact that that had on her the rest of her life. It's the trickle down effect of that one decision by that one man to leave in that moment about what he needed and how much that's impacted her life, about who she wants to become now.
John Eades:
So I think sometimes when we reflect on, we make these decisions in the moment, we don't often reflect on the impact that it ultimately has another people. I've been thinking about this word a lot lately which is commitment. One of our clients, they celebrate these employees that stay for 10 or 15 years. And they get them up, the whole company sees them, it's a big moment for them. And as I was watching this one recently, is a person that had been there 15 years, I imagined how she didn't feel like that every day for 15 years. In fact, she probably felt like, "Man, this is hard work." Or, "Why am I doing this?" Our commitment in those smaller moments on a daily basis, it adds up whether you know it or not. I tell people all the time, there's a big difference in being interested and being committed.
John Eades:
I had a good friend inviting me to go hunting and I was excited. So I got a gun, I got the gear, got up at 3:30 AM, went out to the deer stand with him, it's 100 degrees. Never shot the gun, never saw a deer, never been hunting again. I was simply interested in hunting. Commitment is much different. Doing the things that you don't feel doing but you know it's the right thing to do and doing that over and over and over again even when no one notices, I promise it'll add up. It might not add up on the scoreboard that you want or that I want in my life, but it's going to add up for those that you get the opportunity to influence. And they're going to recognize like that guy or that woman showed up and did the right thing every single day. And you just hope in those moments that they remember you and they do those right things every day. So I do think there's a big difference in being interested and committed, and I think the best leaders are committed.
Bobby Starks:
What do you think is a different between being a leader or a manager?
John Eades:
Well, there's a big difference. Being a manager is about a role that you have, being a leader is about inspiring and empowering and serving those that you get the opportunity to lead. A manager puts together the spreadsheets or puts together the numbers or runs the payroll, all the critical things in that role that need to get done in the job, but it's far from leadership. And the majority of tasks that managers actually do in their role can be automated, leadership can't be automated. A robot can't lead you, it can't lead me. Software can't lead me, software can't lead you. I can sit across this table right now and I could inspire you to go do something when we leave, I could tell a story that says, man, I want to go help the needy or go to this or call someone I haven't called in a long time just to check in. And that's what leaders do, they breathe life into people, they inspire them to go do more, be more, become more. So there is a dramatic difference and one is essential today one is becoming less essential today.
Bobby Starks:
Do you think leadership is a lonely position because nobody is coming up to you and just being like, "Hey, good job."
John Eades:
There's an old quote out there that says it's lonely at the top, is the quote about leadership. I fundamentally disagree. Is leading hard? Absolutely. Do you always get the credit that it deserves? No, you do not. It's far from lonely. It's only lonely when you're not leading people, we don't have people around you and you don't build a team. You go ask any basketball coach or football coach that are great leaders if they feel lonely, there's not a chance. Surrounded by people all the time.
John Eades:
I think there is a tendency for leaders to not get so used to pouring into other people and looking out for others people's best interests that they forget to do that for themselves. That's when it could get a little lonely. Meaning you don't recognize that I haven't taken care of my health or my finances or my marriage or the relationship with my kids. I could see where then those people that felt I'm not getting taken care of by this person and they're giving all their energy to this team or this job or these people that's where it could get lonely. But I don't think leadership is lonely at all.
Bobby Starks:
I'm going to take it back to where you said, "You're lonely as long as you're not leading." So you haven't made it to this point yet, you're not retired, and I only know a few retired people. So do you think it's harder for somebody that's maybe in that leadership position like CEOs or big executive people and that time comes around where maybe they're forced to retire or they're just at that age to retire, do you think it's harder for them to come up with that or not come up with anything, but to accept that then somebody maybe that was just working in finance or accounting and at the time of their 20 years and they're done?
John Eades:
I don't know. I don't know. I do know that we all have a finite amount of time that we're in a position. Every role in the world runs out of time, somebody else is going to have it at some point. The Pope, somebody else is going to be the Pope, the president of the United States, someone else is going to be the president of the United States, CEO of Bank of America, someone else is going to be that. So when you start thinking of leadership in that way, that you only get the roles or these responsibilities, these opportunities, you could call them, for a finite amount of time, wouldn't you want to give your very best while you have them? So there's a last day for all of us at some point, whether you're the CEO. It doesn't matter if you've been wealthy or poor or rich or an ass or the nicest guy in the world, there's an end time for all of us.
John Eades:
So come from the perspective, and I think when I've studied every great leader that I've interviewed, they relish those opportunities while they have them. They know that they're not going to be the CEO forever, so as long as they're in that seat, they're going to give it everything they have. I think that's an incredible lesson for all of us right now. Your families, those relationships aren't guaranteed forever. Relationship with a parent, relationship with a child. It's a humbling thought really to think about, "Am I attached to my phone or distracted by something else when I have this person sitting right in front of me that I might not sit down with again?" It's humbling.
John Eades:
And we don't think that, we think about what's buzzing in our pocket, and it's really unfortunate. But I'm a positive and optimistic thinker and I think there's going to be some inverse effect of social media and technology. Meaning it's not going away, it's a part of our lives forever and it will be. I do think there will be a time where people are going to say, "Does this even really matter, how many followers I have? Does it even matter how many people this picture or this video?" Versus the person that they're sitting across being like, "Guess what, if my funeral was tomorrow, I know they would be there."
Bobby Starks:
That's good to think about actually. And you're right, social media is part of our lives and sometimes I even get wrapped up into it like why isn't this one getting as many followings or likes than maybe something I posted a month ago. And I've put so much more time and effort into something and it's just barely getting any traction. I even think about that and I try not to let it bother me but-
John Eades:
It's hard.
Bobby Starks:
It is hard.
John Eades:
It's hard. And I'm not knocking social media or technology, I'm not. It's great way to communicate, it's great way to grow a business, it's great way to inspire people. But there is a dark side to it, and comparison is that dark side.
Bobby Starks:
Is there anybody that inspires you?
John Eades:
Yeah, there's a lot of people that inspire me. C.S. Lewis, he's passed away a long time ago. As I've gotten older, I try to read more, I read a lot and I listen a lot. C.S. Lewis, speaking of comparison, C.S. Lewis is a Christian writer that wrote about a lot of deep topics as it relates to our human nature and our soul. And he famously said, "Comparison is the thief of joy." So social media, why is this picture? And I'm not saying don't look for new strategies to do and try to improve, but if it's to compare yourself against somebody else or to prop yourself up to make you feel better, then you're doing it for the wrong reasons. So C.S. Lewis is one. I'm thinking of... Ryan Holiday has become someone that I respect a great deal. His writing, I've always enjoyed reading his stuff.
John Eades:
There's a man that I'll give a lot of credit to, his name is John Gordon. John Gordon wrote a book called The Energy Bus and the Power of Positive Leadership. And I had to spend a ton of time with John, but I'll tell this quick story. When I figured out that I wanted to write books and speak about leadership, I had read John's book, The Energy Bus he made it, it's a fable story, and it hit me what I needed at that time. What most people they say, writing hits you right when you need it. I didn't want to meet him at a conference, so I reached out to him and I knew his daughter was going to Clemson. And I said, "I'd love to meet you at a Clemson football game a weekend that you're going to go see your daughter." I figured I'd do that if I was a dad. He's like, "Yeah, I'm going to go to this game, do you want to meet then?"
John Eades:
And he came over to the tailgate and he spent 45 minutes to an hour with, at the time, a 32 year old guy that he didn't know from Adam. And it made a big impression on me. So when I get LinkedIn messages or notes about interviews or spending time with college kids or someone that needs help, I'm eager to do it because of people John Gordon. So he might not even remember that. And that's the beauty of life, is that he took the time to do that in that moment, and I try to give back because someone did it for me. So John Gordon, give him some credit.
Bobby Starks:
In that case, is there anybody that you want to inspire? I'm sure you inspire a lot of people all the time, but is there a specific?
John Eades:
I've been thinking there's not one person specifically or one type of audience. But I will say I would more people, regardless of their age or their gender, to do things that get their emotions involved. When you feel something about the work that you do or you feel something about being involved in something, you feel alive, you're more engaged at work. And I'm not saying there aren't things about your job that you might not like and you have to do, work is not always meant to be easy. But I would like more people to do things that even if they fail they'll feel alive, even if they struggle, even if they post that picture and nobody likes it, they feel alive when they're posting it or they feel alive when they did this interview. I would prefer that versus going through life acting they like don't matter.
John Eades:
There's an old quote that a guy told me, a mentor of mine, he said, "Failure is not final, failure is feedback." And it's always stuck with me because even these moments when I fail at work or this article doesn't do well or the book doesn't do as well as you want or that speaking engagement doesn't go as well as I want, boy, did I feel alive doing it or boy, did I feel alive when I was creating it. More people doing things that get that emotion going in them, it'll inspire your kids to do the same, it will inspire those around you to do the same. So I want more emotion to the surface in people, I think it would help them.
John Eades:
I'll tell one really quick story. I got the opportunity to speak at a conference in New York, and it was the most intimidating speaking engagement I've ever done. It was for an association in New York that they're security guards in jails, not the easiest people to get under their skin, to get to their heart. They've created a skin over themselves and their heart because of what they see every day. And here this, at the time, a 36 year old white guy is in a room of a hundred hard working people in jails all over the state of New York, and I bombed, I really did. It was one of the worst hours and a half I've ever had in my life. I'll never forget I got off that stage and I just was like, "Maybe I'm not good enough to do this." It was in that moment that I remembered failure is not final, failure is feedback. I took out a notebook and I wrote down everything that I learned that I would need to do better from that talk.
John Eades:
I kid you not, nine months go by my phone rings, same association invites me back to speak the next year. I'm like, "Were they not at the first one?" I went back up, same crowd, did 10 times better the second time. I tell that story only because if you're willing to give up after one time, you're never going to reach your full potential. And getting better at anything, building confidence, it comes from consistent daily repetition, and it's steeped in the work. I'm far from a finished product just you're far from a finished product. But that attitude, that today is an opportunity to get better. And no matter what it is that you're doing in life is the right attitude to have. And I think it's what the best leaders do. They're constantly looking for ways to improve, their marriage, their job, the way they interact with their people, the way they... It's I'm never going to settle for average mentality. And I appreciate that in people.
Bobby Starks:
So you mentioned something earlier and I just want to bring it up in a corporate setting. And I've been part of it too, say somebody is in corporate life, they're working finance, and I've been there for five years and they worked really hard into it. And they got to this certain position because they worked hard for five years. All of a sudden they have a promotion, now they need a lead somebody else that they were good at or multiple teams. What can corporations do to be better to help maybe these individuals that get that promotion to start helping them lead instead of being micromanager at that point. Because I think that's what happens, is you get really good at a role, and then you want to micromanage everybody because you were really good at that role. So again, my question is, what can corporations do better to help those people move forward and be better leaders instead of just management?
John Eades:
The first thing they can do is to promote people that have a heart for leadership, that have a heart for people, not just as a retention tool, that's the first thing they can do. Is to evaluate whether that person has a heart for inspiring and empowering and serving people, that is the first thing. After that, that by itself isn't enough, go back to are leaders born or made? They're made and they're developed through a lot of hard work and experience and dedication and training. You have to provide them opportunities to grow their leadership skills in a safe environment. I'm not saying they're going to be leading, they are going to be running meetings, they're going to be having one-on-ones, those are experiences that they're going to have. You also have to create a safe space for them to fail where it's not going to negatively impact somebody else or someone that they're getting the opportunity to lead. They're going to probably do that anyways, leadership is hard.
John Eades:
But create safe spaces, training environments, pairing them with mentors, putting them in situations where they can work and develop their skills so they feel equipped and they build that confidence that they can do it. So number one, promote the right people that have a heart for leadership. And number two, provide them opportunities to learn and grow and develop their skills. It takes time. Everybody wants it right now like the microwave generation. Guess what? That's not the way leadership works. You're a better leader today than you were when you started this organization.
Bobby Starks:
True.
John Eades:
I'm a better leader than I was when I started leading a team 10 years ago. It takes time. People just don't want to wait, they want it right now, so we'll go hire somebody else immediately, terrible, terrible strategy. And in this world we're living in right now and this great resignation where I had a client leave an organization for $5,000 raise, and it wasn't about the money. She left because she wasn't known and felt she belonged with her manager. Now, just think about that. They've spent 2, 3, 3 years developing, molding, paying this person a lot of money, she had a team. But because her manager didn't know how to lead, she left for $5,000 more. You know how much it's going to cost that organization to rehire someone as good as her?
Bobby Starks:
And time and resources.
John Eades:
It's 2X her salary. So if she's making 150 grand, it's going to cost her $300,000 in time, money, development to get someone to speed. And she left for five. Tell me organizations and HR and executives don't play a big role, you've lost your mind. And more HR leaders or learning and development leaders or executives to have that mindset, that one of my number one responsibilities is to retain my people. It's a big one, it's a big one.
Bobby Starks:
That is big. It's crazy how much it... Is it usually-
John Eades:
We'll multiply that by 25 people leaving. Now you're talking about a $295,000 difference times 25, not one, most organizations can withstand one high performer leaving and $295,000 over two years. But when you times that by 25 or by 50 or a turnover rate that's 35%, now all of a sudden you got to bring in a lot of revenue to cover that. So those are my two big takeaways. I'm passionate about that one.
Bobby Starks:
I see it. So during the pandemic did you learn any new skills or pick up a hobby or maybe something you learned and you want other people to know?
John Eades:
I rededicated myself to something.
Bobby Starks:
Oh yeah.
John Eades:
Yeah.
Bobby Starks:
What is that?
John Eades:
I rededicated myself to the game of golf. I have a good friend for those of you that don't know, I played college golf at the University of Maryland on a scholarship. And then I played a couple of years professionally afterwards before I got into professional world. It's always been a big part of my life really since I was five years old, football and golf. And you hit a point where you near 40 and you're like, "I'm either going to not play anymore because I'm used to playing at a certain level or I'm going to rededicate myself to the game." And during COVID, with everything closed, the only thing that was open was my golf club. So I rededicated myself to the game. I got a new golf teacher, took some lessons. I went to work on improving my game, my physical fitness, I went all in.
Bobby Starks:
Oh, wow. But you were already really good.
John Eades:
I'm pretty good, I can hold my own. But it's just... So that's something that I've rededicated myself to, just knowing that I only have a certain window of age where I... I'm not Tom Brady or something. So I rededicated myself to that craft and trying to work at it. That's one thing I definitely rededicated myself to.
Bobby Starks:
Nice.
John Eades:
One other thing.
Bobby Starks:
Yeah.
John Eades:
I've just thought about this. I'm 279 days into listening to the Bible every single day. There's a Catholic priest named... He's a great man, he's a phenomenal man. And they started a podcast at the beginning of this year called Bible in a Year, real catchy marketing title. And I've read over the years the Bible and all the stories in it, but never in a year or through the entire old Testament. And I thought, I learn best audibly, so I'll create a habit where I listen to 20 minutes a day of him reading the Bible and then giving commentary. And I've stuck with it throughout the whole year.
Bobby Starks:
You got to do it for 365?
John Eades:
I'm not stopping now. Now it's just a test. But it's been a great discipline in my life. Some days I don't feel it, some days I don't get a lot from it, but it's the discipline of showing up and doing it and letting it seep in however way it's working. Think about the confidence that it provides, if I can do something for 365 straight days, what else can I do?
Bobby Starks:
How does that fall on your routine though, do you do it in the morning, do you do it at night before you go to bed?
John Eades:
I do it in the morning, typically on the way to the office, I'll listen to it. If I don't finish, I'll finish it on the way home. And then other nights I'll do it. If I don't get it in the morning, I'll do it in bed, I put the AirPods in and listened to it. Hopefully I don't fall asleep. But no, it's been a really great gift that I picked up through this. His name is father Mike Schmitz. But the only reason I why say that is it's a test, Bobby. Sticking with something, committing to I'm going to listen to the Bible in a year is a commitment that I'm making. And then it's a test like, can I create the habits every single day to let me to continue to do this?
John Eades:
And I tell people in leadership workshops and in keynotes all the time, only leaders who are tested become great, that old adage of iron sharpens iron. If you can survive that test, you're going to come out on the other side better off. This goes way beyond a habit of listening to a podcasts every day, it's life. So I'm really encouraged, I'm proud of myself actually, I really am.
Bobby Starks:
That's awesome. That's always cool. I got to hear about the 365 I'm going to text you back, I'm like, "Hey, man."
John Eades:
Now I got an accountability partner.
Bobby Starks:
I'm like, "Hey, it's 365 days, are you still listening?"
John Eades:
Hey, you know what? There's a there's an author that I liked, his name is James Clear. And he wrote a book about habits and he said something in it that really stood out to me. He goes, "You've got to give yourself the grace to know that you're human and you're not going to do it every single day, whatever the habit is. Just human nature. You're going to be sick, tired, don't feel like it, whatever. But can you not miss two days?" Because once two days, and then three days, then four days, all of a sudden you got a new habit, and it's not the habit that you want. So I think about that often, that lesson is I don't expect myself to be perfect, if I miss a day, I'm okay. I just can't miss two days. And that's the adage I've taken. And some days I've had to listen two or whatever. But that mentality that if you're going to... I'll close with this.
John Eades:
There's a lesson in Building the Best, and this is what it says, it's called the route to results, "Standards, produce behaviors, behaviors become habits, habits become your results. All a standard is is defining what good looks like. That's all that it means. Great leaders don't define what good looks, they define what great looks like." So what does great look from a standard perspective? That is going to then turn my behavior or the behaviors of people that I'm leading to meet that standard. All a behavior is, is a conscious decision that you have to make to do something. When you do it for 33 to 66 straight days, that behavior becomes a habit. Something that you do so often it becomes the very essence of your being, that's what a habit is. You don't even think about it, you just do it. And when you get the right behaviors to become the right habits, you're going to get what? Great results.
John Eades:
So when you think about leadership or life or anything, the route to results, what are my standards, defining what great looks, that's going to produce behaviors out of you. When you do it 33 to 66 straight times, it's going to become a habit. Those habits become your results. And it's powerful for leaders, it's powerful for you, it's powerful for me, the route to results.
Bobby Starks:
I don't think you could end a podcast any better than that.
John Eades:
Thanks for having me.
Bobby Starks:
I loved it, man. Hey, if anybody is interested in buying Building the Best, I'll link the links on Amazon. I'll find it on your website. I'll get all the links in the description and I'll put your website on there too.
John Eades:
That'd be great.
Bobby Starks:
Thanks.
John Eades:
Thanks for having me.
Bobby Starks:
Peace.
Bobby Starks:
(singing)
Dianna Bock Interview | Founder Hustle House Fitness
Dianna Bock is one of the founders of Hustle House Fitness located in Charlotte, NC. With their opening of a second location in South Park, how they stayed innovative during the pandemic and taking on different risks to keep the doors open.
Bobby Starks:
Thank you for joining us again today with another guest. And it's Dianna, she is one of the founders of Hustle House Fitness here in Charlotte North Carolina.
Dianna:
Yes.
Bobby Starks:
And you guys are opening up another location.
Dianna:
That's right.
Bobby Starks:
So before we get into that, did you ever think you were going to be a business owner one day? What'd you want to do when you were growing up?
Dianna:
Oh, I wanted to be a marine biologist because I like to swim. I thought swimming with dolphins would be really cool. But I don't like sharks, so that got squashed. I always wanted to be in business. So I was a finance major as an undergrad, and then MBA and all that kind of stuff. I think that's where it kind of shifted my focus to: how do you really build wealth? And also, what do you consider to be your passion?
Dianna:
And I don't know if you've experienced this ... when you go to your first real job, you're like, "This is what I'm going to be doing for the rest of my life?" And I was like, "I might need to reassess what I thought my life was going to look like." So I didn't know what it was going to be, but I was open to trying to figure that out.
Dianna:
So my dad owns his own business. And I never thought I wanted to take on that kind of risk. But then you realize, by not doing it, you're also taking a different kind of risk.
Bobby Starks:
Right.
Dianna:
I'm very risk-averse, which is interesting because we're opening a second business. But we're doing really well so I feel confident in which to do that.
Bobby Starks:
Did you help your dad out?
Dianna:
Yeah, I mean, we would go to job sites, he's a home builder, so we go to job sites and I was always around it. But I mean, again, if we talk about 2008 or other times within recession or high interest rates, it's just, you really feel a lot of it. So it's just interesting, right? Seeing it as a kid where you're like, "I don't, that's so much risk," but at the same time, it's like, well, it's what he loves to do. So now being older, I think that kind of shifted my focus a little bit. It's like, well, at least he's always doing what he wants to do and that's awesome. It's what he loves to do, and he's really good at it.
Bobby Starks:
So what did you do before you got into the fitness industry?
Dianna:
Corporate finance at a couple of big companies then got into consulting, because I liked working with businesses. I mean, granted bigger businesses on implementation, so technology implementation is one thing that I've done. I've also worked on a couple other finance initiatives where I was accounting and things like that, so really interesting stuff. But I thought it was really interesting, but it was learning how business actually runs, which is you kind of peel back the layers a little bit. Again, small portion of a large business, but it's just interesting. You get to see how people actually work, how things actually get done and it's kind of slow.
Bobby Starks:
So why, why the fitness business?
Dianna:
I was an athlete growing up my whole life, so that was a big part of how we spend our time. I was one of four, I am one of four, and two older brothers and younger sister, and we were always really competitive with each other. So it's just something where it's just fun. I mean, we were always playing a sport or attending somebody else's sports game. So something that I just never really gave up and just kind of went through college, played club sports, made sure to kind of do all of that, but still have a social life, I'm about balance. So it was just something that I just never, I couldn't seem to get rid of it. I couldn't not do it, so I got into coaching and then coaching volleyball for high schoolers and then club teams in addition to my full-time job.
Dianna:
So it's always kind of something I've done. And I was like, you know what? I really love this, it's such a positive way to interact with people and it's challenging for them. And it challenges me in new ways to try and motivate or teach or cue or whatnot that I always walked out of there feeling better. And so to me, that's an amazing experience to be able to have, because when I go into my 9:00 to 5:00, it's not always that experience, right? But for that portion of the day, I had a really good hour or whatever the class was. So,
Bobby Starks:
But since you're a business owner now, it's not like you're teaching everybody all the time,
Dianna:
No, but you still deliver the experience. And what's so great is I get to share our vision with other people and people are bought into it. The coolest part to see is when you have people come in and they're like, "Wow, this is really great," or, "I want to be a part of this." I mean, that's where I feel like we're doing the job, right? And there's so many people that are staff members, and now other owners that are so bought in that it's incredible to be able to share that. For me, I love being part of a team. That's where I feel like I really succeed. And so to be able to have this team kind of around me, that's how I knew I could be in business because, or do my own business, because I didn't want to do it alone. I was like, I need to find a good team or good partners with which to actually do it.
Dianna:
So to me, it's even better because now I see all the aspects of it. And it's not just in that one singular focus, but because we do the workouts and deliver them to the coaches and the coaches teach and all that kind of stuff. You really get to experience it not just in one way, but in so many different ways. So it's really cool.
Bobby Starks:
That's cool.
Dianna:
Yeah.
Bobby Starks:
And you built a pretty good team there. I've met a lot of your guys.
Dianna:
Yes. We've been really lucky. I attribute that to luck. I really do. And also to the fact that for the people that are bought into what we're doing, they want to share it. So it's such a... again, it's just such a positive experience for all of them, and then for us as well to kind of see... it's like watching a kid grow up. It really is. You put in all the work it's there like babies and stuff. And then I haven't gotten there yet, but apparently you reap the rewards of that later.
Bobby Starks:
Now you told me, you were just talking about being in the cool part of your job. I saw your passion just in your face. What is some of the not so cool stuff?
Dianna:
Ah, it's the things that I think I don't specialize in. So for example, I do our marketing, but it's so cool to see marketing-minded people and how they work and how much I can learn from them. So to me, it's the part that's become more fun. It's a big challenge, but it's such a great learning experience. I'm a learner. So for me, it's really great. I mean, of course, some of the day-to-day stuff can be a challenge. I think the biggest thing is just trying not to let those little things distract you from the greater picture. And so anytime I feel like I'm getting bogged down with... whether it's just emails or little things, they have to be addressed. I mean, you, can't not, right? The business never stops running.
Dianna:
But it's putting it in perspective of, "Okay. I'm going to have 15 minutes, and I'm going to do those things so that I have the next 45, the next hour, two hours to focus on everything else." So for me, I like to get that little stuff out of the way, but it's just onesy, twosy type things that, again, you just can't not do. So it could be anywhere from... we do client, some client follow-ups or some hard conversations, which you kind of need a little more time for, but those are things that are really hard, but to be honest with you, I've gotten very good at them. So they don't take as much time anymore. And again, we've built a good team to which we can kind of share some of that responsibility. So that's helpful.
Bobby Starks:
So let's talk a bit about... because you have a brick and mortar location and the pandemic. We went through that whole lockdown. And how'd you guys navigate that and keep their doors open because I think you guys did a pretty good job.
Dianna:
We did. Yeah. Again, our timing worked out. If there can be good timing, there is, this was good timing. So I think it's all about how you set up the business. So its example, like when you buy a house, you make... If you're looking at it as an investment, you have to make money on the buy. You have to know up front, you're already going to make money. Now maybe there's more upside than you thought, but kind of... Your base is covered, right? So it's similar to the way I think that we set this up on purpose, but almost by accident. You didn't obviously know pandemic was coming. But the way we kind of negotiated our deals upfront with the people that we were working with for build-out and stuff like that, that favored us going into it. It's all about... At the end of the day, it's about cash.
Dianna:
So we were able to kind of navigate some of that and Destiny and myself really... So my other owner, we went through everything that we could apply for as far as aid, we did. And we did it early. We did it often. We had a good partner as far as... So good banking relationships are extremely important, especially during that time when people were submitting. So having those relationships, we had to really lean into those. And I think that that helped us at least from a cash flow perspective, but from a technology and moving to video on demand or streaming... Actually there are a lot of good platforms out there and the support was there, people working 24/7. That's the way we were able to kind of keep the level of service. We rented out our equipment. We kind of did as many... We opened up our smoothie bar, which we hadn't planned to do until six months after we opened. So we're like, "Let's just push that up," because we wanted to be able to stay open. A little bit on-
Bobby Starks:
You rented out your equipment?
Dianna:
We did.
Dianna:
There wasn't a lot... I mean, of the things that could be rented, they were rented, but... which is a big concern to supply chain if we need to replace. But I mean, everybody was really great and we got everything back, so-
Bobby Starks:
That's awesome.
Dianna:
Yeah. So it was good.
Bobby Starks:
I didn't even think about that.
Dianna:
It was Destiny's idea.
Bobby Starks:
Oh, good for her.
Dianna:
Yeah. And I felt very uncomfortable doing it, but I was like, "I think you're right. You're right. Let's just do it. And we'll figure it out as we go." And that's a lot of what the pandemic was. Figure it out... We have a problem, find a solution, think about some other avenues, try to vet it out, but really it's just... You got to just, you just got to move. So if anything, the decision-making process was a lot shorter than maybe normal, so-
Bobby Starks:
So you guys are opening a second location?
Dianna:
We are, yes.
Bobby Starks:
And when did you guys know you were going to do that? And how hard was the process of finding another location?
Dianna:
So how long did we know? We've always wanted to open SouthPark. I've always wanted SouthPark, but finding a location was always really a challenge. The timing... again, coming through, which is great... So basically what the pandemic did was it forced us to become very good at what we do very quickly and just to be very agile. And so I think we did a really good job of getting through that time. And obviously we're still in it, things look a little bit different because we have so much more information and all that kind of stuff out there. People have actually access to resources to help them. There's actually testing, which they didn't have in the beginning, which is kind of crazy. So there's so much more than we know now. So we're still in a pandemic. However, we're actually able to navigate through that.
Dianna:
So once we kind of came through, I would say maybe the beginning of this year... So we would open a full year and we were doing well... If we can do well now, we can certainly do well again. And it was the point where we know how long the process can be for finding a new location. We're like, "Let's just start looking. We might not find anything for another year. So we have to start looking now." So that's kind of where it just... And we asked a lot of people met with our account. You know what I mean? Met with the people who we kind of wanted to get their business perspective of, "Are we ready for this?" And they said, "If you're willing to do these things, yes you are." We're like, "Well, that makes me feel a little good about it." You feel okay, a little vote of confidence when you haven't done it before, open a second location before, so-
Bobby Starks:
Yeah, I guess when you do it once, you just replicate it.
Dianna:
Well, you're just going. I mean, you're just like, "This is what we're doing. We're definitely doing this." You're kind of full steam ahead. But second it's like, "Now we scale." So scale is much different than first set up, right? It has to be able to run when you're not there, which is a much different process.
Bobby Starks:
So how do you guys find your members? I mean, there's the RockBoxes, there's the yoga studios. What is your guys' method on getting new customers because you guys are always packed out. It's crazy.
Dianna:
Yeah. So we have word of mouth, at least for fitness, is always the best, best thing out there. If you look at the stats, 60% of people are going to be word of mouth, friends of friends. So that's always going to be really important is that people have a... Whoever they are, have a positive experience when they're in the studio regardless if they become a member or not. So we have set up, again, by... We've worked in other studios, understood a couple of other business models, experienced them by whether we go or not. Every place does things very well, but they do them a little bit differently. And so it's just kind of figuring out what we do well. So delivering on that client experience every single time is something we're constantly training, retraining, trying to figure out new ways to make that experience better and consistent every single time somebody comes into the studio. So that's number one. So in studio experience, always making sure we deliver on that for that word of mouth.
Dianna:
And then I think number two, we do challenges in studio and that kind of gets a few more people in, or they might not have wanted to do it before. My goal is always to have a very good relationship in the community. So that's with other businesses, whether it's corporate, corporations, more of like a... professional services type folks, or it's partnering events with restaurants breweries. There's a couple of different things that we can do. So we do a lot of outreach. Setting up at races, things like that. I mean, it's definitely like a lead for lead, but the more leads we have coming in, that's how we get people in the studio. So we just try to be out in the community as much as possible and try to provide a mutually beneficial service for the people that are also hosting us, right?
Dianna:
So there's always kind of some trade-off. We'll come bring their employees in for a private workout or... So we try to make sure that we are good stewards of those relationships, but honestly, it's just getting out there and dropping stuff off and just forming those relationships and figuring out the way to make it work together.
Bobby Starks:
How do you guys... What is your differential between... these other fitness studios, what is your guys' method and what makes it so awesome?
Dianna:
So what I like about what we do in the way we set it up is it's results-based. So what we have built in studio... So it's, strength-based high intensity interval training, so we're building muscle, but we're also bringing that cardio component to it. So for any strength day, so we rotate three different days, upper focus, lower focus, and then conditioning. There's always going to be that HIIT component to it. So that's going to get you that calorie burn, our goal is to get you an EPOC, right? So EPOC is what's going to help you burn calories over the next 24 to 36 hours. That's where the HIIT comes in. And then you got the strength piece that's building that muscle. Again, it's going to burn calories over time. It's very science-based. But what we do to kind of not have to always go into the science of all of it is we have our 3D body scanner, so our members get access to for a year.
Dianna:
And so we'll have weekends where we make sure everybody gets in and does it, or people do it throughout their year. They're able to see on paper, black and white, how their body has changed over time. And so it gives them that kind of real comparison of the progress that they've made, because they're like, "Well, I feel different." Maybe the scale hasn't changed. We don't really look at the scale that much. We really look at body composition. So it gives them 20, 30, 40 measurements all over their body... It's accurate. And then, obviously, body composition on top of that, but it literally has so much data in there and we can kind of scale as far as... So it's personal training... That I think is more of the personal training, like the one-on-one consultation and you get the results-based workouts. So to me, it's kind of the total package.
Bobby Starks:
So how does somebody get into EPOC?
Dianna:
So there's a couple of different factors. So, height, weight, gender, age, but it's all based on your heart rate zones. So if you've got a smartwatch, that's kind of where you're hitting your peak cardio. So it's different based on everybody. So I would say, I think Queens University does like a VO2 max is probably the best way to go do it. They offer it so you can go in and they're like... students will run it for you. It's pretty interesting.
Bobby Starks:
Do you guys do anything with nutrition there? Like talk about it, or-
Dianna:
We do talk about it. So we talk about macros, mostly. We are not nutritionists. So North Carolina, you have to be a registered dietician in order to provide that advice. We kind of guide people as far as... these are the principles, but we do kind of outsource them to people that we have worked with to get that specific nutritional advice, because it's really tailored to the person. And so we can provide guidelines, but I don't like to get too much into it unless they're actually speaking to someone. You can look at the whole picture and they do blood work and it's a full picture. So I never want to discount from the fact that they really need that full-on experience if they're really looking to get into it. And most of our people do. They're like, "I really, really, really want to get to know my body better and how to..." So it's great. Yeah. So it's been pretty good.
Bobby Starks:
Yeah. I guess you could just be like, "Yeah, eat your fruits and vegetables."
Dianna:
We can get into the percentages of protein, fat, and there's a lot of... and we provide them resources of which we've gotten from some of the nutritionists just to kind of get people started as far as how to think about it and what you should eat pre-workout versus post, and things like that. So we really leave it to them, but they've given us a lot of resources to kind of get those conversations started so that people are more educated when they go in and they know more without they're looking for.
Bobby Starks:
Let's go back to just the business portion of it. What was probably the scariest part for you when you decided to... "Hey, we're going to do this at Hustle House?"
Dianna:
Put in your money. When you had to write a big check. It's like when you plan for a group trip, right? And everyone's like, "Oh man, I'm in, I'm in," and then you're like, "Well, it's going to cost this amount of money," people are like, "I'm out, I'm out, I'm out." So I think putting in the money was probably the biggest one. When you have to write that check, I think that's the biggest one because once it's in, it's like, "Well, we're definitely doing it now."
Dianna:
Well, you can always... This is the thing. I think people there's a misconception. You can always turn back, but why would you, you've made so much work. You've done so much work. You're already going, just see what's coming, right? I guess you have to put in so much time and effort. It can take a while to reap the rewards of it, but why stop now? You've already made it this far. But if you write an... you do all the legal documents, you can always walk away. It's just, what are you walking away from? And I think to me, that's actually scarier. It's like, "Well, what would happen without me? I want to be a part of it every time it comes. Like, I don't want to miss it."
Bobby Starks:
Is that what you're scared of now? Walking away.
Dianna:
No. I think the biggest thing, I just want to be good stewards of the people that we're bringing on. So the new ownership that we're bringing on, the new studio manager, we now have an uptown... I want to be good stewards to them. And that's, that's me understanding what our vision is, knowing where we're headed, having good processes, for which to them to, to have a structure of how they're going to do things, but to still give them the room to figure out how they want to be a manager, but I need to have the constructs right for them of what Hustle House does. So we know what we do, but we're owners, so we're more invested, but for somebody who's... didn't put in then it might be different. But for the most, we have a really good team, so I can't... everybody's... does a great job, but it is setting up the contract.
Dianna:
So for me, it's more about the long-term vision and hitting those, and then hitting our quarterly and yearly goals is really where we're at right now. But that's what I'm... I am more scared of missing a goal, but I'm so... I refuse to miss it that I'm not even scared of it anymore. I'm excited to go get it. So now there's not much that scares me anymore at this point, because I think the pandemic got me scared enough.
Bobby Starks:
Kind of already took you over the edge.
Dianna:
It kind of did. I don't know. I mean, gosh, you learn a lot through that. So, yeah.
Bobby Starks:
Well, good for you guys. So let's talk about you personally. So you're a mom, how many kids do you have?
Dianna:
Two.
Bobby Starks:
You have two kids, you're a mom, you're a wife, you got this business, you just opened up another one. How do you navigate all this? Because you just told me you woke up at 5:00, you've got a workout in, how do you navigate your day? How does it even look like? Because you've got so much going on, not just your business. You've got whole-
Dianna:
Every day is different. Yeah. I'm actually Type A, but I've actually learned to become a little Type B, just go with the flow a little bit more, which has been good for me as like growth as a person. How do I manage it? A lot of communication, a shared Google Calendar with my husband, and clearly communicating to what... and being true to what I can really schedule and what time that I want to spend with my kids and have it be kind of undivided attention. So in the time that I'm not with them, I'm working because I'm like, "I don't want to have to do this when I go see them," so it creates a lot of time management.
Dianna:
And then I don't know. I think you just kind of learn by doing. I mean, we have parents that live close by, so that's really helpful, like when you're kind of in a pinch, which is major when it comes to childcare, because that's kind of the biggest thing really for us, it's just making sure that our kids are obviously taken care of with people that we trust. Because at the end of the day, then it's just going to be a Zoom call. But sometimes you have to be there. So it's like, "Well, I'm going to be up late," but no, it's just taking each day and each... truly each week we plan it out and just kind of go one week at a time, but also long-term plan for the business. But as far as our day-to-day, plan one week at a time and try to schedule in a little vacation or a break where we're really disconnected. So just part of communication.
Bobby Starks:
So what would you want to tell people if they're thinking about starting their own business or thinking about [crosstalk].
Dianna:
I say, "Just do it. Just start."
Bobby Starks:
It's easier said than done sometimes.
Dianna:
So for me it was important to find the right people. So no kind of what's stopping you and how you can kind of get through those. So if it's money, right, well, how do you get more money? Or do you really need the amount of money? Because there's so many tools out there that I've learned that you really don't have to pay for. And there are a lot of people out there that are willing to... whether it's friend or a network or whatever that you can tap into. They were like, "You know what, I love this idea. I'm willing to do this for you for free for now. And then when you can pay me, pay me," there's actually a lot. And I don't like doing that because I want to pay people for their services.
Dianna:
But there are a lot of people trying to... whether they're coming out of school... They just want the experience. So there are a lot of people like that. I think it's just trying to find and trying to tell your story and having a solid story. Because you're selling a story, especially in the beginning. There's nothing really to show yet. So I would just say, "Just get started." I mean, what's stopping you? The more you think about it, you're wasting time, is the way I think about it now. Just go do it, just go do it and see. And so minimize your risk and figure out a way to get done.
Bobby Starks:
That's what scares me half the time. It's not like anything else. You know, what scares me is the voice that's always telling me is like, "Are you doing enough? Like-"
Dianna:
You got to be careful of that voice though.
Bobby Starks:
Yeah. I'm like, "Why am I still laying in bed?" It's 4:30 in the morning. I get up [crosstalk]
Dianna:
Well, you get up earlier than me.
Bobby Starks:
But I still got to work out. But that's the thing that scares me. I don't know if you ever think about that for yourself, like, "Am I doing enough? Am I doing enough during the day?"
Dianna:
1000% all the time.
Bobby Starks:
Yeah. I think that's a type a personality.
Dianna:
Yeah, because it... But I think, again, you figure out processes that work for you. So I'm all about processes, if you haven't noticed. Schedule, to-do list and it's figuring out... My to-do list is very long, but okay, so today with the time that I have after I talked to you, this is what I'm getting done. And if I get ahead, great. If I don't, at least I got those things done. So it's kind of knowing what you can do now, what you can do later, and maybe what's something like... I have a whole sheet of long-term projects that I want to do. And when I have time, we'll get to that, or if we bring on somebody and that frees me up to do some other things, then we'll do that.
Dianna:
But I would just say, "Get started." I mean, I think that's the biggest thing is why not just jump in and see where you land and frankly, if you're then not motivated to do it, then you probably shouldn't do it in the first place. But at least you started to try. You figure out where your motivation is when it takes away free time. Once you realize you have no free time, really, unless you schedule it or build it in, it's different. You get in a different mindset.
Bobby Starks:
Got to utilize that word "know" half the time.
Dianna:
Yes, knowing your boundaries.
Bobby Starks:
Can't be afraid to say it too.
Dianna:
Well, in the beginning you say "yes" a lot. And I think it's important to say "yes" almost to then learn where your "no" is. That's how I work. Not to say that that's what everybody needs to do, but I said "yes" to a lot, and then I was like, "Oh, this is kind of maybe not so good." Or you learn what works, what is worth your time, right? I don't know if it was Oprah, whoever, she said "yes" to everything. And then now she's able to say, "No, these are the things I want to do." So it's trial and error. You got to be willing to mess up.
Bobby Starks:
I actually know a cool story on Oprah. I'll tell you after this, but it's interesting, from Nashville. But let's talk about your future. What does it look like personally for you? What does it look personally for Hustle House? What do we got there?
Dianna:
So personally, I mean, it's so tied to just my family, and then Hustle House. So, I mean, I just want my family to be happy, healthy. It's very simple, at the end of the day, that we have enough quality time. My goal is really... I mean, personally, by the time my kids are in kindergarten that I can focus on Hustle House full-time, because I do have another job right now... focus on Hustle House full-time so I can pick them up from school. That's my goal. Might sound crazy, but I just want to be able to pick them up from school... not to say I won't work at night. I mean, I'm not, but just to have that. So I'm not having to put... block my time on my calendar, so I don't have anybody setting up meetings or whatever, but just know that I can be with them.
Dianna:
It might not be every day, but I have the flexibility with which to do that. But you know, once you're an owner, or a founder, or whatever, it's not 9:00 to 5:00. It's every day, and you set your schedule every day, right? So it's just more time, but that's personally my goal. And then at least with my kids and then I mean, with Erin and I... my husband, and it's just to continue communicating, and that's an everyday thing. So that's going to perpetuate forever, and I feel like as long as we're on the same page, we'll be okay.
Dianna:
And then for the gym, I mean, we want to grow. I mean, our goal is we want Hustle House everywhere, but we certainly want to be very smart where we pick and choose and who decides to kind of really be in those kind of foundational, whether it's 5 or 10 studios just because they're just going to be so close. It's going to feel so personal. That's really where I want it to go. I mean, I want it to be national. I want it to be international. I want it to be everywhere, but I certainly don't want to devalue the brand. So we're still kind of figuring out what's that balance and we're not going to know it until we do it. So the goal would be to have multiple and multiple cities.
Bobby Starks:
Nice.
Dianna:
Yes.
Bobby Starks:
So you want to be just South Carolina, Virginia, all of it?
Dianna:
All of it.
Bobby Starks:
All of it.
Dianna:
I want it all.
Bobby Starks:
Good for you. Well, thanks for joining me today. This was a great interview.
Dianna:
Yeah, no, thanks, Bobby.
Bobby Starks:
I think this is educational for a lot of people that just want to talk about getting into business or even fitness. So thanks again. And I'll definitely come in to get a workout. I keep on saying it but-
Dianna:
Yes, I know you do. I'm just going to sign you up. Just so you have the account, I'll put you in at 5:00. Don't worry, we got a big crew for you.
Bobby Starks:
Yeah. I'll just get my ass kicked. Get that EPOC.
Dianna:
I think you'll be just fine.
Bobby Starks:
All right. Well, thanks so much, and-
Dianna:
Yeah, no, thank you.