The world has fundamentally changed, and waiting for things to return to "normal" isn't a strategy - it's a trap. My guest Rick Yvanovitch, serial entrepreneur and author of "Business as Unusual: How to Thrive in the New Renaissance," learned this firsthand during COVID lockdowns in Vietnam. As experts and entrepreneurs building our personal brands, we need frameworks that help us thrive in this "business as unusual" world while maintaining balance across all areas of our lives.

Three Key Areas We Explored:

🏰 The Castle Framework for Life Balance

Rick's powerful alternative to the Wheel of Life uses a castle metaphor where seven buildings represent different life aspects. Unlike the rigid wheel demanding perfect balance, your castle can be uniquely shaped with towers of different heights based on your priorities. The key insight: we all know when we're out of balance, even if we can't define perfect balance.

💪 Strengths vs. Weaknesses: The Strategic Approach

Instead of working on weaknesses, Rick advocates doubling down on strengths while solving for critical weaknesses that could derail you. Since you like your strengths and you're good at them, there's no resistance to improvement. His solution for people management as an introvert? Using psychometrics as a "mathematical formula for people."

🎯 Breaking Through Success Thermostats

We explored internal success limits - that psychological thermostat keeping us at certain levels. The solution involves coaching to identify blind spots and raise that internal bar. Like sports teams, sometimes you need different coaches for different growth stages.

Three Actions You Can Take:

📚 Read "The Slight Edge" by Jeff Olson - Rick calls this one of the most important books he's ever read, focusing on seven-step principles that have become his philosophy of life.

📧 Subscribe to Rick's Newsletter - "Business as Unusual TLDR" focuses on leadership challenges with simple acronyms and coaching-style exercises to help you practice solutions.

🤝 Connect and Ask - Rick encourages reaching out on LinkedIn. As he says, "If you want anything, if you need anything, just ask." Building relationships and seeking guidance is how we grow.

More from Rick : https://www.rickyvanovich.com/

Ricks Book : https://amzn.to/4pZkLvT

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Welcome to Building your Leader Brand. Today on the show, Bob is speaking with Ricky Vanovitch. We should know our strengths, we should know our weaknesses. If we want to go further ahead, double down, triple down, quadruple down on your strengths. Because why? You like them, you're good at them, so it's easier to be even better at them. And there's no resistance from you to keep practising what you're good at. But we do also need to be aware of our weaknesses because sometimes it might be a weakness that really derails us.

Welcome back to Building your Leader Brand. My name is Bob Gentle. Every week, I spend time with incredible people who share their secrets to building, marketing, and monetising their expertise and the mindset you need for your business and career to grow and thrive. You can download the Personal Brand business roadmap at amplifymee. Ca. Agency/roadmap. It's everything you need to start, scale, or fix your expert business. If you're new to the show, then while you still have that device in your hand, do me a big favour and hit subscribe or follow or whatever it is. That way, you won't miss a single thing. So this week, I am delighted to welcome Rick Ivanovitch to the show. Rick is the author of a book, Business as Unusual: How to Thrive in the New Renaissance. Rick, welcome to the show.

Thanks for having me, Bob. I'd like to share a core belief that I hold very dear, and that is we all have the potential to be architects of change in this world that we all live in, which is really defined by constant transformation. Our task isn't just to keep up, it isn't just to keep our head above the water, it's to try and shape the path forward. Every day, our actions, whether they are big or small, they shape our future. As we discuss stuff today, Bob, I want everybody listening to remember this. You are your brand. Every single decision you make is part of the unique story that you're crafting for yourself. How you react, how you adapt, and how you innovate will define your story and your legacy. So as we dive into our conversation today, let's not just think about adapting to change, but how we can define it as we're not just participants, we're catalysts in this ever-changing business as unusual world. So let's get started, Bob.

So I think you get the prize for the best introduction. It changes inevitably, I think, especially Especially these days in the political turmoil and post-COVID world, everything is different. I think a lot of people are, and I noticed this across my clients, across my audience, everybody's dancing on hot coals at the moment, waiting for things to change, waiting for things to go back to the way they were. I think you hit the nail on the head. It's probably not going to happen. That's just not the world we're in anymore. And there are only two routes through this. There is there is struggle or there is take control and thrive. I was mentioning to you before we started recording. I get pitched five or six times every day for people to come on the podcast. And the success rate is about 1% because I go out and very actively curate my guests. You came in, I think it was through a podcast agency, and they never get guests on the show. But you really stood out because your book has me mesmerised. I haven't I haven't read it yet, but I have it ordered. I'd like you to maybe talk about the book a little bit, how it came about, what the premise is, and you have some really fun metaphors in there that I think are extremely useful.

Maybe for the listener meeting or for the first time, who is Rick? What do you do? And then let's maybe go in and talk about your book a little bit.

Okay, so who am I? That's a good question. Be all day. Well, I'm a Brit, as you can tell by the accent. I am an accountant by training, by profession. I'm a serial entrepreneur, and the main company that I run is... We sell accounting solutions or financial ERP, if you want to put a more sexy word to it. We do that all around the world. I think we've done it in about 80 different countries so far. We do it out of the Far East because I've spent the last 35 years based in Vietnam. It was only last year that I relocated to much, much quieter Switzerland. That's one of the things I do. Other company I have, have a company that really focuses on people. It's all about psychometric assessments, and that's another thing I do. I also have a small coffee chain, as one It does, I suppose. Some years ago, I think it's about seven or eight now, I accidentally fell into coaching and mentoring, and I've been pivoting more and more and more towards that over the years. It's not just running this technology company, it's also coaching and mentoring and growing people.

I guess it's all the same thing because if you have employees, that's what you're supposed to be doing with them, right? Growing them and mentoring and coaching them. That's who I am. Let's talk a little bit about the book. During COVID, I was in Vietnam, and the lockdowns there were pretty tough in that there was a period we couldn't even step out of our apartment. You needed a permit to do that. You might have a permit to go to the supermarket once a week. What are you supposed to do if you are stuck at home? Well, for I'll see, I'll write a book. Why this strange-sounding name? Well, during that period, getting onto a Zoom call or something and chatting with the business leaders and the business networks that I was involved in, and I kept hearing some people saying, When this is over and we get back to normal. And that really wound me up. I thought, Come on, wake up. There's no going back to normal. There's no business as usual. It's all business as unusual. And that really helped put shape to the book. Everything is unusual. We saw that because the lockdowns were open and closed, and we could go to the office and not go to the office.

It was chaos for two years. Country border was closed. But for example, my wife had been medevaced in the march. Then they locked down the country. It took me nine months to get her back. I knew of lots of other people that I knew who actually had gone on a business trip, and then the country started locking down, and they got stuck in transit somewhere, and it took them literally months to get back, overland or something. Crazy story. Anyway, So what's the book really about? I mean, you mentioned before that people were waiting. All right. And I guess this is what the book is a little bit about, addressing that problem. Because with the pandemic, it moved the goalposts. There's no playbook to follow. Pre-pandemic, we got up, we did that long commute, We went to our office building, we sat down in our little cube, and we jumped on whatever hamster wheel we did as a job because it pays the mortgage, right? And that's life. We bought into that. Many of us did for years. Then pandemic comes along, and not only did they throw away our cube, they threw away the office, and we were told to stay at home.

The fortunate ones were told to stay at home. The unfortunate ones, they threw the job away as well. We were forced to work from a home environment, which was a bit weird. Some people hated it, some people loved it. Then pandemic became a bit over, and we said, maybe come back to the office one day or two days or many days or don't come back or you must come back. Depending who you're working for, it was a little bit confusing. But for some people, having spent so much time away from work and realising that maybe we actually quite like working from home, they don't want to go back. Others who said, Okay, I've come back. What is the point? What is the point to what I am doing here? I don't like it. Others disliked how organisations were treating them. I think all of this triggered the great reshuffle, the great resignation, the great call it whatever you want. People basically voting with their feet. Something wasn't right with the situation they were in. It's a unique thing. I'd say they were out of balance. Something in their life wasn't quite right, and they decided to make a change in search of satisfaction, something better.

Some of them are still in search. What's the main metaphor in the book? The main metaphor in the book is a castle. Now, I think we can all imagine what a castle looks like. It's got walls and towers and things like that. In the book, we have seven buildings, and each building represents an aspect of our lives. And when I say we need to be an architect of change, but I also mean you need to be an architect of your own castle. Because if you're building your own castle and you're laying those bricks every single day, you have to decide where are you going to lay the brick. Are you going to put it on this wall, on this building, that building? And how big do you want your castle to be? What shape do you want it? What colour do you want it to be? It's your castle. You can do whatever you want. And so these different elements, just like building a castle, when I say balance, we're trying to keep them all in balance. Because, again, imagine your castle, what does it look like? And when you imagine it, it needs to look in a certain way to look right, to be in balance.

I think one of the things with the castle is there is an optimum structure.

There is, but it's It's personal. If you want, in the book, in to keep their four towers, well, for some people, that's four towers the same size and they're all square. For another person, well, why are they square and why are they the same size? Why isn't One 10 times the size of the other one. It's a very personal thing. When I'm talking about balance, it's quite a hard thing for an individual to define, but I can guarantee we all know when we're not in balance, we all know when we're out of balance, something is not right, we don't feel right. What we're really in search for is we're in search of that balance. The book talks about all the buildings and what they mean, and it gives all sorts of ideas of how to get it right, how to find that balance. The purpose of all this is because I feel that people are out of balance, which really means they're not very happy, and they don't know what playbook to follow. Here's a new one.

I think what I liked about it is it's almost, or perhaps is a metaphor in the more traditional wheel of life that I've seen from time to time. But it's actually much more useful because I look at something like the Wheel of Life, and if people aren't familiar with the Wheel of Life, you can go and Google it. You can probably speak to what it is far more productively than I can because I'm not a certified coach. But it's difficult relate to for a lot of people, particularly creative people. But it's really important because balance in our lives, like you said, it means different things to different people. If you're not operating out of a place where you feel happy, it's going to be very difficult to get motivated. As I'm sure you can speak to, the success that you've achieved in your life, if you hadn't been happy in your work, it would have been very unlikely to happen.

I'm I'm going to pick up on the Wheel of Life. You said you haven't read the book. You must have read it because it's in the book. The Wheel of Life helped also trigger the metaphor of the castle that I've used. Yes, in coaching, we're taught about the Wheel of of life. To explain it, we all know what a wheel looks like. In the Wheel of Life, there are different elements of life, and you scale them between zero, which is right in the middle of the hub of the wheel, all the way to 10. However, wheels are supposed to be round. And whenever I scored myself, I get a wonky wheel. I go like, great, how's this supposed to help? Does it mean I'm wonky? And when I look at these scales, I said, I'm sorry, I don't want to be a 10 on this scale. This thing is not important to me. So although there's nothing wrong with the concept of the Wheel of Life, to me, personally, it didn't quite gel because I'm happy with that wonky shape because that's where I want to be. But the Wheel of Life is implying that it's wrong and I need to have even everywhere.

It's not very humane.

No. And so I think my castle is better. Okay, I'm biassed because it can be any damn shape you want.

I agree. I think it's a wonderful metaphor because storytelling is really important. And With this metaphor, it's much easier to understand our lives as a creative process, not as trying to fit in with the formula. Like you identified, the wheel of life. If your circle isn't round, there's something wrong. And that's just not realistic. So one thing I would like to speak about a little bit is that there's a book I've read by a guy called Roger J. Hamilton. Thankfully, I remember it because usually when I try and remember the name in that book, or the author, rather, it's just disappeared. So Roger J. Hamilton wrote a book called The Millionaire Master Plan. I even remember the name of the book. And in that book, he talks about how it's very unusual that your first business is the one that builds wealth. And statistically, it's actually very unlikely that your first business is going to build wealth, but it's a great training ground. That may or may not be true, but it parallels another phenomena that I see a lot, and I experience I've experienced it in myself, which is it's almost like we have an inbuilt thermostat for success.

That when we reach a certain level, the thermostat kicks in and it holds us there psychologically. It's almost a metaphysical thing. I don't really understand it. Some people manage to reset that thermostat and they can move beyond that. They all experience, I think, that thermostat. And as an accountant, you probably see this quite a lot. And I'm interested in your take as an accountant and as a coach, what is it or what can people do to reset that thermostat? Because I think it's partly mindset, but it's partly something else.

It's a great question. I think there are two aspects to it. We all have a certain set of skill sets. Okay, call them hard or soft or both. I know for me, I've mentioned I'm a serial entrepreneur I like starting things up. I really, really like doing that. It's the shiny bright object. I tend to be a leader. Oh, there's a new device. I'll get that. And even though it's a terrible idea, I do like those carrots. Once I've started something up, the startup phase needs one set of skills. And then once it it got somewhere, the thrill of it goes away, and then I look for another shiny bright object. That's me, but I see that in an awful lot of people. There are other people who aren't very good at starting things up, but they're very good if something started up and is pretty much going on and is stalling, they're very good into going to those type of organisations and take it up to another level. I'm more of that scrappy entrepreneur who bootstrap things and take on everything and just do stuff and just get it done. Not so good when, okay, it's a much larger organisation and you're trying to take it further.

I can do it, it just doesn't turn me on so much. You could say there's a skill set problem there because It's dealing with people. Maybe it's being more diplomatic and cooperative and things like that, rather than saying that crazy entrepreneur who's, No, they're just going to do it. Get out of their way, because if you're not moving fast enough, You're going to get run over. I'm a little bit like that, although it's taken me, since I've done the coaching, pretty much a decade, a lot of work on me that I can do both now. But it was a difficult transition. The other thing is is also an internal thing is these are maybe limits that we put on ourselves. Maybe it's a lack of belief in ourself. Hey, you went from nothing and you got to this, and that's already really good. And you need to take it to that. I think it's picking up from what you were saying. Some people have the ability to reset. I think what that's what's linked to is that when we look at ourselves and think of what we're capable with, we've subconsciously set a limit to what we're capable of.

And once we hit it, then we think we're there and we're going to scary territory to go beyond that because we're already hitting our limit. So that's reset that you're talking about is talk about raising that bar. And that can also be achieved, I believe, with coaching or mentoring. Because having other people believe in you, have other people help uncover maybe some of the fears that you have or why you are limiting yourself. If you can see those, if you can address those, maybe you can also raise your level.

I think as you were speaking, I was also coming to the conclusion that coaching can allow you to see three doors, psychologically and practically that you didn't realise were there. If somebody's spent a lot of time in this environment, they know where the doors are, they know how to open them. Having a companion on that journey is probably very productive. It's so obvious when you describe it like that. But if we were in sports and people were hitting their peak and they can't move on, they would immediately think coaching. If a team isn't performing and the coach isn't getting results, they'll probably change the coach. But Absolutely. I think you can self-coach or work with one coach to get to a certain point. But sometimes that baton has to be handed to somebody else for the next part of the journey. So I really like that. That's a really good way of looking at things.

To pick up on that point there, it's on the self-coach. There's nothing wrong with self-coaching, except what I believe self-coaching cannot do. It's really not very good at helping you see your own blind spots.

Yeah, the mirror.

Only other people can see that.

One other thing that you alluded to without perhaps alluding to it, but I think it really does come out of the conversation, is strengths and weaknesses. When we have strengths and weaknesses, we have two options. We can either really power into our weaknesses and try and be better. I think we should, to an extent, do that. But there's also the strengths side of things that if we actually understand what our strengths genuinely are, there's sometimes a better investment. And as we're growing into our business, building our business around our strengths might mean that we have the same business as somebody else, but we take it a different direction because of our strengths. And as somebody who spends time in psychometric testing and through coaching, probably a test of lots of different kinds for understanding our strengths and weaknesses. I'd really love your perspective on that.

I recall in the past, there used to be a mantra that you got to know yourself, identify your strengths and weaknesses, and work on those weaknesses. I don't know where I was taught that, but I remember that. The problem with that is, some of our weaknesses, they're usually some of the things that we are really not very good at, so they don't come to us naturally, and they're blooming hard to improve. For example, I've never been good at sport. I have terrible hand to eye to foot ball coordination. If you're playing tennis, it's like, What am I doing? Trying to swath a fly or something? I've had lots of tennis lessons. I've spent hours and hours on a tennis court and I'm still fly swotting. That ain't going to change very much. Whereas the other things I'm very good at, I am a numbers person and I like numbers. Okay, that's why I'm an accountant. I I Excel spreadsheets and that stuff. I can be lost for hours in my world of numbers and creating spreadsheets. I like it. Okay. I'm pretty damn good at it. Just as I am, I'm good at systems as well.

I We like that stuff. I believe that we should know our strengths, we should know our weaknesses. If we want to go further ahead, double down, triple down, quadruple down on your strengths. Because why? You like them. You're good at them. So it's easier to be even better at them. And there's no resistance from you to keep practising what you're good at. But we do also need to be aware of our weaknesses, because sometimes it might be a weakness that really derails us. So despite you having these great strengths, there's this one weakness or some other weaknesses that really trip you up. And we have to address that and find a solution to it. So I'll give you an example. Again, I'm an accountant. I understand numbers. What does that mean? Okay, I'm actually a I'm a super introvert, and I'm not that comfortable around people. When I started my company, which was my first company, 31 years ago, it was one man and a dog, but I didn't even have a dog. It was just me. Then I hired one person, another person, another person, another person, another person, another person. When I got to about 20, 30 people, I realised that apart from a hell a lot of stuff that I had no clue about because all I knew about was numbers, I realised I didn't really understand people.

I thought, How am I going to scale to 100 people, 200 people? If I don't understand people. Luckily, I came across psychometrics, which I reframed out. Oh, great. A mathematical formula to people. I understand that. I really understand that. It's maths. I got I really, really got heavily into psychometrics, and that's another story. I co-founded a company, and we came up with an even better mousetrap. But there's an example of I knew my weakness, and I found a solution to it. Did I get better with people? No, I just found another way of looking at them. Here's the instruction manual to people you're about to hire or interview. It was a bit of a cheat. I think that's a bit of a smart way around it. As I said, I am a super introvert. I I've realised that, Hey, if you're an entrepreneur, you're the head of the company, you can't be one necessarily. You've got to go out and stand on that horrible stage and don't shake and speak. That's taken a lot of work. That's taken an awful lot of work.

I think there's a lot of people listening who are probably in a place where they're avoiding that activity. I see this quite a lot that I don't know what it is. I'm going to be really mean here, and I'm going to say, I see two I see great people who have deep humility, and they come to their business from a place of service, and they're quite happy to step into the light, almost like an act of sacrifice. I need to do this for the bigger picture. But then there are equally competent people who actively shy away from being visible, almost because they're scared of... They've spent so much time building this competence that there's a fear of looking foolish. It's almost like going back to primary school again, that I'm going to be the new kid on block, and they avoid it. I'm pretty sure you can identify with both of those.

Yeah, I'll take the latter one. I think the latter one, the reframing of that is, is we need to be authentic. What does that mean? It really means is we're humans. We make mistakes. We just screw up. We don't know all the answers. We can get it completely wrong. And yeah, we can be that clueless kid in the schoolyard. And there's nothing wrong with that. And the more that we embrace that, the more our confidence grows, because if that's a fear and you start embracing it, it's no longer a fear. It's a bit like the fear of failure. If we're afraid of failing, You can't be innovative because it means you stop tinkering, you stop trying. Now, the other one, CEO. In Vietnam, we say the CEO is not the chief executive officer. We say it's the chief entertainment officer. So, yeah, we're expecting the CEO, get up on the stage, make a fool of themselves, be human, be silly. It's entertaining. I know they're the big boss and they're brilliant or whatever they are, but they're human just like everyone else in the company. We can be silly and play silly games and do silly stuff as well.

Or let's take something else. The world seems to like Lego. You know Lego, you say it's for kids. No, it's not. It's now a very, very common practise to use Lego to help with collaboration Communication, communication, and all sorts of things. You can get certified on how to play with Lego professionally. So, hey, be silly.

I love the idea of the Chief Entertainment Officer. I haven't heard that before. I think it does speak to my point that sometimes it's actually the most confident, charismatic people in business that are the least confident. We think it's going to be the introverts that are going to be the people who are worried about showing up, particularly Particularly online. But actually, I find more often it's the traditionally very confident in person are sometimes the shyest about the online space and standing up on stages and things like that, which is fascinating for me.

Yeah, it is. Before we started the podcast, we were just chatting away. You were asking me how often I had done podcasts, and I talked a little bit about our company podcast, where I think we've done about two dozen of them. I tend to invite business leaders in Vietnam because we record it in our studios in our office in Vietnam. Out of the two dozen people I've interviewed, I worked out that only three of them had ever done a podcast before. One of them who said he had only done one is the head of a very, very large financial A very large professional services organisation. I won't name who they are. He's got an OBE. No, he's a KBE, I think. Highly respected, always up on stage. He's only ever been interviewed once. He's even more of an introvert than I am. The other thing I worked out that out of these 2,000 people, 90% of them were introverts. Every single one of them was a business leader. Every single one of them I have seen on TV or in the newspaper or on a public stage, and every single one of them is an introvert.

And I was blown away.

I think one of the things I love about the online space is I think people rise to leadership positions, particularly in large organisations. By and large, despite what we might hear in the media, through merit and quality, typically does rise to the top. And once you start focusing on the personal brand side of things, the same holds true, that the world rises up to meet you a little bit. So if anybody at home thinking, I don't know about this personal brand business, this leadership brand business, because I'm worried about failure, If you've been successful so far, you're likely to see this as an amplifier. And the law of unintended consequences tends to work in your favour. I think you probably would echo that, I imagine.

The personal brand thing is is very, very important. I was very, very fortunate to be in a conference, and one of the speakers was an expert on personal branding. She spent, I think it was an hour session or a couple of two, one hour sessions, and it really spelt out enough and gave us enough step by step things of what to do that really helped make me look further at how important the brand is. Now, in the opening, as I said, every single thing that we do, every single choice that we make, it doesn't matter if it's big or small, it actually shapes our brand. Because guess what? If you are a leader in your organisation, everybody's looking at you and they're looking at what you're doing. So whether you do something or don't do something, they're looking and, I'm sorry, they're judging. They're judging you. They're forming their perception of you. And again, this is where psychometrics come in, especially, say, 360 surveys, because when you look at a 360 survey, its value is telling you what other people think of you, what they see. As I said, you can't see your own blind spots.

And that's why they are so valuable, because it's a bit It's like, let's go back to school games. It probably happened to some listeners, I think it happened to me at least once during school that you're walking around and somebody stuck something to your back. Some silly comment or whatever. It's like having a tug on your back and you're walking around and people are snigering, laughing or whatever they are doing. And you can't see it. A When you're 60 years like that, other people get to comment of you and go, Hey, you got this thing on your back. You got a target. You got whatever is right or wrong about you. It's a two-way street because when I talk blind spots, blind spots aren't necessarily negative things because they'll say, Hey, they might point out something about your communication, and they say, You are absolutely fantastic. Really, you explain things so clearly to me. I love having conversations with you, and you go, Okay, all right. It makes you walk on water, right? But there might be something else that they're not so They'll point out that you're not so good at that you need improvement in.

So the blind spots are, uncovering the blind spots, I think, are absolutely critical. And that's the reason why you really, really do need a coach or someone who can help point them out.

I think that's great advice. Let's jump into the three amplifiers. So this is the part of the show where I invite Rick, our magical guest, to share three things people can go and do to help move themselves forward. So a book, a mental model, a favourite podcast, doesn't matter. What are three levers people can go and pull to see some change in their life or their business? So, Rick, what's amplifier number one?

Okay, so books. I'm a massive book reader. I devour them. I have to be completely biassed and I say, You must read this book, business as unusual. Okay, I am the author that is slightly biassed. We did talk about it. If you don't speak English and you prefer Vietnamese, read this book, which is the same thing in Vietnamese. Well done. Okay, so that's that quick plug. But let's talk I'm going to talk about another real book. I think this book is one of the books that I talk about in my book, It's That Good, and I've actually made it. If there's anybody from TRG my company listening. I want to remind you, it's a compulsory read. It's called The Slight Edge by Jeff Olson. It's absolutely awesome. Maybe even better than my book, but it's absolutely awesome. It's seven-step principles. It's become a bit of my philosophy of life. I was just laughing when I pulled it off the shelf because there's a bookmark in it. It's from my son. I don't know how old this is, but looking the writing, it's probably at least more than 15 years old.

For the listener, it's a very enjoyable child's drawing.

Yes, it is. It brings tears to my eyes. But it's absolutely an amazing book. Absolutely an amazing book. All right, what else can you do? The other thing that you can do is you can subscribe to my newsletter. You'll find me on LinkedIn, and you can subscribe it that way, or find me through my website and subscribe to me it that way. At the moment, it is a LinkedIn newsletter, but spoiler alert, it is moving to my new website, which hopefully I'll have out by the beginning of next year, and it'll be available on the website, and it'll have a lot more goodies on the website. Now, what's the point of the newsletter? It's called TLDR or Too Long, Don't Read. You know, business as unusual TLDR. It's really focused at leaders, and you're all leaders, even if you haven't got manager or leader in your title. It's irrelevant. You are all leaders. I pick a problem each week, whatever it is, and I come up with a simple to understand acronym that addresses how to overcome that problem with a a whole load of coaching style, Try this, to try and get you to practise it.

The third thing that you can do is, Please, please, please reach out and connect to me. Again, Connect to me on LinkedIn. If you want anything, if you need anything, just ask.

I'll put links to your website in the show notes. Similarly, your LinkedIn profile. Rick, I've had a great time. I am almost certainly going to invite you back because we have a lot to talk about, but we do, for good manners, need to bring things to an end today. For you at home, that does bring us to the end of another episode. Thanks for listening. If you did enjoy the show, I would gently remind you to leave five star reviews. That's five. Count them like the fingers on your hand, reviews wherever you listen to podcasts, particularly if you're a Spotify reader. If you did enjoy the show, you will love the personal brand business roadmap. It's 100% free as a gift from me. 50 pages of everything you need to start, scale, or fix your expert business. You'll find a link in the show notes or visit amplifymme. Agency/roadmap. Thanks again for listening at home. And Rick, thank you for your time. You have been awesome.

Thank you very, very much, Bob.