Most soloists I know want to make a living on their own terms, but many are also driven by a bigger vision of making a difference,  infusing both passion and purpose into their work. Have you ever wondered if you and your business could start a revolution?  

I sat down with Rochelle Moulton, a brand strategist, author, podcaster, and advocate for soloist consultants doing work that truly matters to discuss what it really means to have a mission-driven business. 

Unlike the political or violent imagery often associated with the term, we discussed revolution in the context of business and life. A revolution, as Rochelle defines it, is about driving change with a purpose.

Whether you aim to support queer-owned businesses, protect undeveloped land, or empower the neurodivergent community, your business can be a vehicle for transformative impact.

Practical Steps to Start Your Own Revolution

Identify Your Mission: Reflect on what passionately bothers you about the status quo in your area of expertise and what change you want to lead. 

Experiment & Iterate: Don't jump in without a plan. Start with small, manageable steps. Evaluate what works and build on that. This allows you to maintain momentum without feeling overwhelmed or losing your drive.

Align With Allies: Build a network of like-minded individuals who support your mission. This can involve collaborations with other businesses, partnerships with influencers in your field, or joining relevant communities.

Monetize Wisely: Ensure your revolutionary idea can sustain you financially. Balance your passion with market viability. Think about how to price your services, the channels to reach your audience, and how to scale sustainably.

Stay True to Yourself: Authenticity is key. Match your revolution to your genius zone. Play to your strengths, whether it's writing, speaking, or connecting deeply one-on-one.

Fun Fact:

Rochelle introduced the concept of a “situational extrovert”, describing people who are usually introverted but light up and slay the room when discussing their passions and expertise. This describes many mission-driven business owners, Is it you, too?

Mentioned in this episode: 

Michael Kitces financial advisor 

Want more Rochelle in your life?

Website - The Soloist Life Podcast  - The Authority Code Book 

Did you love this episode? 

If this episode really spoke to your mission-driven heart, won’t you let me know?  Here’s the link that makes it super easy to leave a review and helps spread the word to other neurodivergent entrepreneurs who want to make a difference in the world.  

© 2025 ADHD-ish Podcast. Intro music by Ishan Dincer / Melody Loops  / Outro music by Vladimir /  Bobi Music / All rights reserved. 

H: Unlike the majority of my guests on ADHD-ish, I have had the distinct pleasure of meeting you in person more than once because we are lucky enough to live near one another and have had so much fun. Rochelle, you and I have so many things in common. But what we're gonna talk about most today is how we both feel about the importance of doing work that matters as a soloist and especially doing work that is infused with passion and purpose, what you refer to as leading a revolution. So where shall we start with unpacking that?

G: Oh, perfect. Well, do you wanna talk about kind of what a revolution is? Because I think most people think about it like politically.

H: Indeed.

G: And we're talking about this very much in in business and life terms.

H: Let's do it.

G: Okay. So in my mind, a revolution is you have an idea for a change you wanna make in the world and you are going to do whatever is in your power to lead that revolution forward. So it could be as simple as I wanna help people make more money. And you might be very specific about which people right? It could be I want to make sure that there's a percentage of land left in the world that is open forest and undeveloped. There's so many different things that you could pick, but I think that it's not the first inclination for those of us who start businesses to think, oh, what's the revolution I wanna lead?

H: Absolutely. As a matter of fact, I think most of us, don't really see ourselves as leaders. And even though we are, even though the people around us may see us as leaders, our clients probably think of us as leaders, certainly. But thinking about starting a revolution and then infusing that as part of your business, probably not. And, also, I think the term as you said, the term revolution conjures up, you know, political war, violence. But what you're talking about, maybe some may think about as their mission or, they're a crusader for something.

Because they really, really care, and they don't like the way things are being done with the status quo. You've given some really good examples. And I'm thinking about, people who say, I think there should be more queer owned businesses. So I specifically wanna help queer people who wanna be self-employed. Or in my case, I know that most neurodivergent people are underemployed relative to their true potential. And even though many of them end up as solopreneurs, they may not be as successful as their genuine talent and ability might predict. So I wanna help close that gap. So I guess I'm a revolutionary.

G: Well, you're leading a revolution for sure. But yeah, and I think if it, you know, if it helps the listener to make this step, then I would encourage them think about it as your mission. The only drawback to that is the mission tends to be about us. Like we're trying to figure out what it is we wanna do and that's an important step. It is you do not wanna miss that, but then you need to be able to flip it around to say, how does this serve the world not how does this just serve me? And putting the business together, you absolutely have to make sure that this revolution you're leading is going to serve you, that you can make a living at this business, that it uses your genius zone, that it uses your talents and what was it, passion and purpose that you said that it that it incorporates all of that in what you do. And I think this shift that you've made and just the way that you've rebranded and rethought the podcast into ADHD-ish, that absolutely feels like a revolution to me and you are like waving the banners.

H: You know, I really appreciate you acknowledging that, Rochelle, and, and paying attention to the meaning of that because you're right. What I was finding that was frustrating me as a person who is ADHD and has raised 3 children to adulthood with ADHD, and I identify part of my personality with it, but maybe not as much as some. I was hearing too many conversations in the ADHD space where it was either being talked about as a crippling disability or a superpower. Now that's really confusing. While the superpower message is obviously much more appealing, it really discounts and disregards the lived experience of millions of people.

At the same time, if we're only focusing on the downside, the struggles, the negatives, the challenges, then we're not allowing people to connect to a sense of hope for change and their own fulfillment in the future. So I really didn't like those 2 extreme ends of the conversation. I also felt like there was too much emphasis being placed on whether you had an official diagnosis or not, Like, it was a special club and you maybe you weren't a member if you hadn't gotten the special diagnosis. And then you further divide into the Medicaid and don't Medicaid and therapist coach. All I just thought, wait a minute, this is missing, to me, the most important thing, which is this is a very special, talented, creative, driven group of people who, relative to their potential, may not be making the contributions in the world that they wanna make.

And for those who want help closing the gap, that's the group of people that I'm here for. And you can kinda hear my voice when I start talking about it. I get animated. I get excited. I get infused. But what also is true is this group of people is often very passionate and driven by purpose and tends to forget that they need to balance that in their own business with profitability and sustainability so they're great at starting things that fizzle out. So to your point, it's like, it's great to wanna start a revolution. It's great to have that meaning and that purpose and that passion because we kind of need those as fuel sources. But we have to do a little bit of homework because sometimes we wanna lead a revolution that the world isn't ready for or doesn't need or won't get behind or there's no money to sustain right?

G: Yeah. It has to be big enough, for there to be a big enough problem. But before we go too much further, I wanted to go back to what you said because it's so interesting to hear how you honed into this area for your revolution and the way that you described it, there were 10 other potential revolutions for people who believe a different thing than you do but are still in your space.

And then if you divide that into people who don't have your specific background but have something else, and what I love about that is when somebody says, oh, everything's taken already, it isn't. No, it isn't because we're all unique and we have different points of view. We have different backgrounds and experiences. I mean, you're having been a therapist lends something to it that that somebody who wasn't wouldn't have. I mean, it's fascinating and there is virgin territory for people that are really struggling to figure out where to take this with their business.

H: I love that. This is such a different, take on the niche conversation, Rochelle, because so many consultants like yourself or coaches like me are trying to help people sort of with their positioning right? And I know that this conversation relates to that part of your book, The Authority Code. As a soloist in particular, we need to kind of claim a lane. We need to plant our flag. We need to let people know who we are, how we help, who we're for, what they can expect from working with us. And it needs to be so clear that the right people find us without a tremendous amount of friction or difficulty. But I don't know about your clients, but many of mine really have a hard time with refining their focus and getting clear about, well, what is the specific thing I'm here to do because we wanna do it all.

So when you're helping people position their consulting business and figure out, okay, what is the thing that I care so much about? I'm willing to have conversations on this topic again and again and again and again. I'm willing to go on podcast interviews and talk about this. I'm willing to write about this, blog about this, publish books about this. Like, a lot of people really worry about being so focused that they end up feeling limited. And I, in particular, am really allergic to feeling limited in any way. So how do you help them with that? Now, I'm afraid it's, I guess it's probably pretty obvious to you.

G: Well, I mean, first of all, I think everybody has trouble positioning themselves because and it's not just because we're reluctant to commit to a particular niche, and that may be more common with folks who are ADHD-ish. But it isn't just that, there is this human need to be able, when we're in these helping professions, to be able to go, oh, I can help with that. Well, I can help you with that and I can help you with that. And so it feels, when you narrow, it feels like you're losing. And so there is an emotional component of the work that I do that we inevitably have to get past. And occasionally, I will meet someone, come across someone or they'll engage me where they are just really clear about who they are and who they serve. They just haven't figured out the how to make it work yet.

They haven't monetized it. They haven't exactly positioned it very well. They haven't created, options to buy them that make sense or that maybe they've monetized, but they're monetizing it making $50,000 a year when they could be making $500,000 a year. Or they've monetized it in a way that doesn't reflect their genius zone. So, yes, they're doing well, but they hate it. And I imagine that's another fear of those with many options. It's like, oh my God, I couldn't possibly commit myself to just one. But I think what happens and you kind of have to try it.

It's one of those things where you have to demonstrate it to yourself and you can you don't have to do it in a big public splashy way saying I'm focusing on this and this is the new name of my company and this is what I'm going to do. You could do it just very subtly by just saying, you know, client X, I really loved working with them. They are like my absolute ideal client. I would like another client like X. Well, what makes X so fabulous? And so you start making a list of those things and inevitably something on that list is going to be nicheable. Maybe it's an industry, maybe it's a title, maybe it's the way they go to market. Maybe it's how many employees they have or how much revenue they have or how open they are to change or how hard headed they are to change or whether they work in teams or individuals, all of those things.

And you just try one say, Oh, I'm going to do another one. And the next one, that one goes as well as the first, Oh, I'm going to try another one. And so that's a very easy way for somebody who's doing work with existing clients to just try it without, repercussions, nothing bad's gonna happen. And what often happens when people do that is then they start to see, especially if they have a client base that's recurring, they start to look back and go, okay, so x was great. Now I have a, b, and c who are driving me nuts. I need to not work with those kinds of people anymore.

And that's when they have the confidence now because they've been able to get the new ideal clients to say goodbye to the ones that no longer fit and those have that has a revenue impact. So that's not easy for somebody who doesn't have extra revenue to spare. So a lot of this is having courage and going back to this idea of a revolution, that's what helps you feel the courage to do these things because you know when you're making a difference, you know, for money, right, with your clients, with your prospects, with the people that you are, meeting on social media and impacting.

H: You know what you're reminding me of, Rochelle, is that I think I've always had this notion that if you're the kind of person who's going to be leading a revolution with your business, the way we've been talking about, that it's gonna be something like you just wake up in the middle of the night and sit stark upright and realize, I found my purpose. The way you're describing it, sort of like giving yourself permission to do little experiments, and to try something different and to kind of like pay attention to what you really liked and maybe what you didn't like as much and then do another experiment. I'm realizing that when we're not the kind of person who likes to make big bold changes at once, that we can have our revolution almost sneak up on us through a series of small adjustments.

And that would sort of begin to infuse us with that sense of passion and purpose over time as we're like, well, I don't know if this is gonna work or not but I think I'm gonna give it a try. Oh, not only did it work, I have a lot more ideas about how I could continue in this way. So it's sort of like you gain momentum as you go along, and you start picking up speed and gathering excitement as you go. Have you seen it work that way as well as the people who come in with guns blazing with a great idea from the jump?

G: Yes. Yeah and it's just we're all different. Some of us don't have the financial ability to make a big, bold, risky decision and some of us are a little bit more hesitant just generally with risk taking. Now I'm not talking about the person that will never change, but the one that needs to feel comfortable enough at each stage to take another risk right? So I don't wanna make a $100,000 bet, but I'll make a 10,000 bet. And when that goes well, all right, I'll make a $20,000 bet. So you go incrementally and there I'm not one of those people generally, but there are people who will do it incrementally.

And I encourage that when I'm coaching somebody with this because it has to work for them. You can go out and hire somebody to create this big splashy thing for you, but if you're not gonna do it, it's gonna fail right? And if it doesn't work and you've lost too many marbles, you will never try it again. So my goal is to kind of match how they move with their risk taking, philosophy generally, and then sometimes push them a little bit harder when it's really obvious.

H: That makes so much sense because I think a lot of neurodivergent people are impulsive and may impulsively decide, now I'm gonna do this new thing. And as long as the dopamine holds, they can be charging forth. But then all of a sudden, you know, the novelty wears off, the doubts start to come in. There are things they didn't anticipate, and then it's like, oh, shit. Retreat. Retreat. Retreat.

So doing this more measured approach where you can, you know, gather momentum over time makes so much sense. You know, what I find myself wondering, Rochelle, is that I can easily see why a business owner would choose this, especially a soloist, because we have a need to stand out from the crowd in order to be found, in order to be hired, in order to have our marketing, pay off without, you know, excessively long period of time. Why do you think a business owner would want to choose this and follow-up question, why wouldn't they?

G: Oh, we know how you feel about that from your two questions.

H: But this isn't about me.

G: I love it. I love it. Well, the why is because what it gives you that regular marketing and marketing messages don't is that it's authentic. It's visceral. It's this emotional connection to the people who respond to your mission, your vision, your evolution, and it cuts through a lot of crap. So if you go to a website and you're thinking about hiring 2, you know, 2 potential firms or people for something and you look at 1 and it says, I do this, I do this, I do this for so and so and the other one goes and has a, you know, a headline that just stops you in your tracks. We call those heck yeah headlines right? For your ideal client, they're like, heck yeah, I've got that. And they're usually negative in the sense of a problem.

Revenue too low, not enough, clients in your pipeline. I mean, those kinds of things. But you do them related to your revolution and you have this done well. You have this instant potential connection, they wanna know more about you. Now that might look like, oh, they'll connect with you on social media, or they'll sign up for your list. It doesn't mean they're gonna be a client or buy your stuff, but you are populating your universe. And what I love about that is that no revolution stays exactly the same as how you imagine it's gonna start. Sort of like that old expression about, you know, a plan never survives the first contact with the enemy right? In this case, you what a really successful revolution leader listens to other people, other people with expertise, other people with feelings right?

And so that you find who your allies are and this idea. And one of the things I love about this when it really moves fast is you find all these allies you didn't know you'd have and you get access to their audiences. All of a sudden, you're talking about ADHD-ish in front of a group of people that you never would have had entree to before. So you're building it and it's such an easy way for people who don't think of themselves as salespeople or marketing people. It's an easy way to connect with the like-minded to push your revolution forward. So yes, you're going to make money from however you've monetized your expertise, but it's really big picture. It's about getting this idea and this change out in the world, and that is so much more powerful than hire me to write this thing for you or to create this box that you need.

H: Okay. I'm also really thinking this must be so much easier for the extroverts among us, for those who are comfortable talking about what we do, for those who are more comfortable with marketing, more comfortable with sales, more comfortable with rejection, more comfortable with controversy, people who are not, what's the word I can think of, conflict avoidant. For people who are maybe not comfortable with differences of opinion, but just understand that it's not, them personally being rejected. So do you think that it takes a certain kind of person or a certain personality type or a certain temperament to either gravitate towards, starting a revolution with their business or other personality types it's better suited to.

Because I can clearly see gosh, you helped me realize I've already started a revolution. I didn't even realize I'd started. But I'm very comfortable stating my opinions, and I'm comfortable dealing with pushback. And I accept being misunderstood and judged and even not liked. I've done a lot of work around this. And it takes time and a lot of people are like, hell, no, why would I want to invite clap back and criticism and condemnation? I am not a revolutionary. What would you say to them?

G: Well, it's actually a really, good question and thought line. So let me start with the introvert extrovert thing because that is what you would think. Oh, this is gonna be easier for extroverts. And I could make an argument that, a certain kind of introvert will actually do very well with this. And, I started calling this, situational extroverts because I had so many I have so many introverted clients I can't even begin to tell you but I'm thinking of 1 in particular, PhD very academic brilliant man very self effacing humble just the nicest man you would ever wanna meet. You put him on a stage with enough preparation in his area of expertise and he would slay that room in his style right? And so what I found, I guess what I would say is if you are meek, I think this would be very difficult.

You can be humble and do this. In fact, I think humility is a great quality to have when you're doing this. Meek would be tough because you do have to be able to stand up for your belief system and for experts in particular that it's a growth curve. It's a growth trajectory where we over time, we get more and more comfortable as we learn more, we demonstrate more, we practice more. So I think in terms of the kind of person, it's that you're committed to the cause, that you are willing to face your fear if you have fears about being judged negatively, if you have fears about standing up on that podium. You have to be willing to face your fears because of that revolution or that mission.

And I would say take out this idea of where the leading a revolution means you are that fiery person at the front of the line of a 100,000 demonstrators. Sure, that's one archetype, but there are many others that are quieter and are super successful. I've just I don't know why this it just occurred to me. There's a gentleman by the name of Michael Kitcis, who is the authority for financial planners. And he kind of just I think he would describe himself as an introvert. He writes a ton, he speaks so much and he's brilliant, but he's a very humble, thoughtful guy. So, yeah, I think that there's room for all kinds of personalities as long as what you design works for how you work best for your genius zone.

And then you just, you know, you push yourself or have your coach push you to take some steps that maybe wouldn't be natural for you, but that where you could still succeed. So good, I love how much you keep coming back to making this work for you. Because some people are natural speakers, some people prefer to write and will never set foot on a stage, and both of them could be very effective, successful transformational leaders of a revolution. You've also given me a new term, situational extrovert. I like that so much. I love that, Rochelle, because it's literally making me think of several people I know who are by nature introverted.

And, but when they're talking about something that they feel very passionately about and they have a lot of expertise in, you literally see them transformed by it. And then afterwards, they're exhausted, and they have to go spend a lot of alone time to recoup their energy. So I imagine listeners by now, at this point in the conversation, are thinking, if I were to decide to do this or if I were to decide to accept that I'm already doing it and really lean into the potential that is available to me. This has got to have an impact on the choices that you make in your business and your ability to grow it, like your business model and, you know, how you choose to be of service and whether you choose to go deep or wide or both. So if this is your path or if this is the place you are in building your legacy, how does it impact the choices that you make and the size of your organization?

G: Yeah. So when I wrote about this in the book and I still believe that this is kind of a reasonable order of things, and I talked about how do you position yourself. And the first thing you do is you need a vision for yourself and where you wanna go, some ideas. And I actually have this revolution as the second thing, which I debated with in the book in particular long and hard because it is kind of ethereal. And I figured there might be some people who read that and they don't read anything else. They just stop and go, nope, not for me, I'm out. But I do think, and there's some questions that, you know, you can ask yourself to help you kind of get to that if you don't think you're there already. I do think it's important because it helps you to answer the rest of the positioning questions.

How am I gonna niche? Who am I going to serve? And then there's the monetization questions, right? Am I going to make, you know, small price ticket items for a large group of people? Am I going to do high ticket items for a small group of people? Where am I going to be on this continuum and where am I going to be price wise? How am I going to be positioned against who else is out there? And then the last piece is how you sell your expertise. And this is a classic authority model when we're talking about experts. So the way that we typically sell is we create content. We have a point of view and we teach people. I mean, you have a podcast, I have a podcast. It's the same concept. We're teaching people how to do that.

And in the ideal over time, we've built so much authority that we're not really having open 1 on 1 conversations anymore with potential clients. They've just decided they want to work with us and we're just having fit meetings where we figure out what do they want? Can we help them are we a match? So there's to go back to the original question. So how does this impact? You are gonna make very different choices depending on your revolution in how you monetize what you're doing and how you sell what you're doing.

You might sell by, basically renting and sometimes just borrowing other people's audiences. You might not spend an inordinate amount of time developing your own podcast or your own, maybe video series or social media. You might really spend a lot of time with 5 or 10 key, and when I say influencers, I don't mean like Instagram influencers, but influencers in your space right? Those key linchpins and you develop your cadre of people and you're going to make different decisions. I mean, I could, sit here and line up people who are in the same subspecialty in theory, but don't look anything like the others.

H: This is your sign that this idea, this invitation is resonating with you. So what is the first couple of steps they should take, Rochelle?

G: Yeah. Well, I'm gonna tell you this first, which is I put a name on this because I felt like there wasn't a name and I'm calling it a re-shift, not a downshift, which people tend to think of as we age, but re-shift because we might do more than we were doing before. Maybe we had family responsibilities we don't have anymore, we might do less. So the starting point, like all starting points, is to understand where you are now. And that's like the least interesting to people because they're like, oh, I wanna look at the ideas, I wanna look at the ideas. So you start with where are you now? And I like to think about this is looking at business and life together.

Because for those of us that are doing these kinds of businesses, our businesses and lives are separate, they're not balanced. Maybe sometimes they are, but they're intertwined. And so you start to ask yourself, you look around and you say, how am I doing? How do I feel about what I've already done and where I wanna go? And, you know, I'm arguing that there are really 8 different categories that I like to look at. So I'll just run through them quickly so people can think about it and I've got some resources, at work on my website, They're not there yet.

H: I'll make sure we link to those in the show notes.

G: Yeah. So, craft, right? This is not just about revenue and business, but it's the craft of the work that you're doing and how you feel about that money. Have you hit your enough button yet and what do you need to get through this next stage of your life. Impact. How do you wanna make your goal out in the world? Growth, personal, professional adventures, how are you gonna keep growing? How do you wanna do that? Community, who are you with, right? Who are you helping? Where do you want to be involved and connected? Health. Are there restrictions that you have on you right now or are there things you can invest in right now so your health will be better going forward?

Relationships. Do you have a number of friends and family members and a support system? And last home, which most people don't really talk about, but home is it's really an environmental question. Where are you going to live? Who's in there? Does it feed you? Does it serve you? So you start to think about all those things. And so the first step is, where are you now? What is kind of niggling at you? You don't have to have an answer. You just like you're thinking about this.

The second step is figuring out your genius zone, which is those things that you do in a way that nobody else can match. So it's not your zone of competence. It's not your zone of excellence. It's genius. And by the way, most people's genius zone changes over time. So don't worry if it looks different right now than it used to, that's fine. It's what's calling to you based on the sum total of your experiences and passions and desires, right? So those are the 2 key things. Then at that point is really when you want to start thinking about, okay, this is my genius zone.

So where am I using it? Where am I not using it? Who do I want to align with in the future? So you start to say, okay, where are some of the, it could be people, it could be groups, it could be a company. Where do I want to align? And that's when you start really researching. And I think of it as having interviews as doing, you know, mister Google and figuring out what you need, what's out there, all the things that you don't know so you can start the exploration and then it's experimenting. All these little tiny experiments and you know and sometimes I think people don't wanna hear that because we want the big grand solution.

But you know what? Not everything you try or that you think you want is gonna work for you. I've got trust me, I have some stories about some things I thought I was gonna do with my life. I look at them now and go what was I thinking? What was I thinking? So experiment, take low risk experiments, you know, try a client with this or go volunteer with a local organization or offer to tutor a child in reading because you think that's something that you like and then evaluate it. What did I like? What did I not like? How does this work for me? How can I weave this into the life that I want? And there may come a point where you say making money isn't so important to me right now because I've hit my enough button or I have enough on autopilot that I can afford to spend a significant amount of my time on something else that intrigues me.

So it's there's a freedom with this that comes with this. And I am, I have to say, this is, you know, where I'm going with my revolution because I do think there's so much possibility that we haven't recognized and there are very few resources for entrepreneurs. It's like the corporate people. There's a whole industry that serves them with transition plans and help and coaching. But there isn't so much with this and I think it's because it is so individual. The path of experimentation is so individual, which is also what makes it so exciting and powerful, right? Because it's not like I'm watching everybody else doing something going. I'm not feeling that. It's about you and what's meaningful to you. And what's worth experimenting at this point in your trajectory.

H: But what I'm also hearing and reading between the lines, Rochelle, is that even though it's an individual path, you do not have to do this alone. And as a matter of fact, if you attempt to do it alone, and I'm not simply referring to hiring a coach or a consultant to guide you, but being a lone wolf when you have a revolution to run, you're gonna be screaming yourself in the middle of the desert. You in order to have the impact that you wanna have, that is the whole purpose of a revolution, it's joining forces with others. And while you might need to get quiet with yourself and ask yourself some really thought-provoking questions that might be difficult to answer, you might need a lot of time with those questions to answer them. Once you've honed in on it, building, a network of people around you is gonna be absolutely crucial to carrying you forward, right?

G: No question. No question. And in fact, what's really interesting is make that group as diverse as you can. And it's one of the things I love about living where we live is that there is, so many people who've come from different walks of life that we meet here, and we can kind of collect these people who we help them. They help us to kind of figure out what's next and see what that looks like and then align with the like-minded people. I mean, one of the things I think neither one of us has a lot of time for are people that, you know, suck our energy like vampires. I mean, we're looking for people who lift us up as we lift them up. So it absolutely and doing this alone is just no fun at all.

H: No, and I'm here for the fun. And I think you and I the first time we met in person, it was like a 3 hour lunch. We're not gonna make this a 3 hour podcast because, we don't need to. We have delivered the message, delivered the goods. I'm gonna deliver the resources in the show notes so people can find you, your website, your resources, The Authority code. And do you have a parting thought for someone listening thinking, damn, I think I'm a revolutionary?

H: I guess the parting thought would be brave. Be brave because that's what it takes. When you're standing at the front of the line, be brave and you're doing it in service for an idea that's bigger than yourself, so it's worth it. Be brave.

H: Big ideas make a worthwhile life, I think.

G: Yes. Absolutely.

H: Awesome. Thank you, my friend.

G: Thank you, Diann.