NFL Secrets Translated into Your Business Success

Are you getting peak performance out of yourself? How about your team?  In this podcast episode Eric Boles explains how to unleash your best in life and work.  As a former NFL player and keynote speaker to fortune 500 companies, he knows what it takes to move from “good” to “great.”

Josh Fonger: [00:00:00] Welcome to the Work the System podcast, where we help entrepreneurs make more and work less, using systems and I'm your host, Josh Fonger, and I'm very excited today. I've got a special guest, Eric Boles. Eric is the CEO and founder of the Game Changers Inc. A noted global expert in talent development, business strategy, change management, culture transformation and peak performance. Eric impacts an organization's most valuable resources its people through high energy and powerful storytelling aimed at unleashing individual potential, navigating change and leading with purpose. Prior to becoming a sought after speaker and consultant, Eric learned many of his principles of peak performance team dynamics and leadership, from his experience as a wide receiver with the National Football League, Green Bay Packers and New York Jets, Erik is also the author of a book entitled Moving to Great Unleashing Your Best in Life and Work. And Eric, I'm very excited to have you on the show today. And as we dive in deep about peak performance and your keynote speeches and the big highlights of your book, what do you give us the backstory? How did you get to where you are right now? What were the steps?

Eric Boles: [00:01:14] Appreciate it, Josh, first of. Thank you for having me. I'm delighted to be here also. Hello to everyone who's listening. How I got to; I guess the place I am right now, I would say yes. Football was my was my background. That's what I did for a living. You know, going from college, to the NFL. Got to spin my first couple years in New York with the Jets and then went over to Green Bay, but kind of put me on this road was actually injured. And so I'm one of those individuals who, you know, I don't have a story coming out of NFL like, you know, I was this amazing ballplayer who got carried off with the shoulders after winning the Super Bowl. I got cut. So, you know, one of the things that happened was due to injuries. It allowed me, even though I was still on the team and there they allowed me to pay attention. I was kind of, you know, I guess you would say, you know, I watch things a little differently. I was amazed how you would have these coaches who was who who who were coaching individuals like myself, who ranged in age between 21 and 24. That's the average age of all the players on team. And not only is that a tough age, especially, you know, in football, if men are listening, we know our maturity level at that age. If women are listening, they know our maturity age isn't really high and you combine that with money and attention in time. It's usually a bad combination. And so what was fascinating to me is to watch coaches have to cause players to unite in a way to accomplish a common goal. It's one thing to do that in college is when you can do it in high school. It's another thing to do in a league where a lot of these guys also have more resources. And at the time when I play back then, we need the players made or earn more money than coaches themselves. So if that's the case, how did they create unity amongst a group? So when I was in New York, I saw what it looked like when it's not done well. But then when I was in Green Bay, I got a chance to see what it looks like when it's done well. And it wasn't just a good coach. It was a great culture. And so when Green Bay, even people were listening right now are not football fans. And it's not a football story. But my coaching staff, when I was in Green Bay, Ron Wolf, was our general manager. Mike Homeroom was our head coach. Phenomenal coach. But this Assistant coaches are now phenomenal coaches in the NFL. Andy Reid, Jon Gruden,Steve Mariucci, was a great coach. Our whole staff were phenomenal up and coming coaches. And what fascinated me at the time was how was that done? Like I would ask those kind of hurt, but I would always be asking those questions like, you know what? How is that done? Why are things so organized, put together in such a way? So basically, after I was cut and let go, I spent a couple of years completely confused, kind of depressed. People ask the question, why do you sometimes be a little depressed? Well, you know, unfortunately, in that environment, with that arena, you work a lot to get to the NFL football. The average lifespan in terms of time in the league is only two to three years. So you spent your whole life the time to get there is less than a one in less than one half of 1 percent of all football players make to the NFL. But then once you get there. So the probability of staying there very long is really small. And so once I left the NFL, I spent a couple years trying to figure out what I was going to do next. I did not know what my identity and my job description were kind of tied together. When I lost my job, I kind of lost who I was. So it took a period of rebuilding. But once I did and I started to figure out how do I get do what I do next? A friend of mine asked me to come work for him, kind of help him in this, you know, kind of in the training environment at his company, the small business. I had no clue I was doing, but I just took everything I learned from playing football and just tried to change the language to fit business and say, maybe I can use this. Lo and behold, how we got unified and worked together, everything. There was some it's some those tools work. And as a result, that started the process. I find myself in 20 years now down the road or 20 plus years now down the road. I did that for a bit less working with my friend, set out on my own, had a business partner. You know, we started doing some work with a local YMCA here. That was our first job opportunity because of somebody who was connected there. Lo and behold, his wife worked for Starbucks. I got to do some work with Starbucks. And, you know, after doing that work with Starbucks and doing pretty well, I find myself on stage with, you know, not too long after that with Howard Schultz in. You know, back in 2000. And I'm still Starbucks. I still work with them to this day. But that kind of opened the door for what I'm doing now. I got to coaching with people. I got to be in their day to day. And as a result, all those leaders have got a lot of different places. Therefore, they took me as well. So is short way of explaining. You know, that's kind of how football led me into what I'm doing now.

Josh Fonger: [00:06:41] That's an amazing story. And I think what's exciting for me is we don't lie about systems here, building systems to kind of get you to a result. But the fact that you're able to turn that difficult situation into working with a couple clients, which led to a couple more clients, which lies to me, I'm looking at your client real right now. And there's a lot of Fortune 500 companies that have worked with you and that's done by doing really high quality work. And so I guess that's what I want to dig into is how; how do you create an average performer and whether this is, you know, the entrepreneur is listening to this or their employees and kind of move that to a peak performer, like what are what are the components? How do you make that happen?

Eric Boles: [00:07:23] Ok, great. That is a great question. Well, actually, you know what? Even if I looked at the scores with this image, you kind of start where, you know, right where you're at. Like, for instance, I try to use myself as the model, which was my first opportunity that I had when I began with Starbucks was I spoke at an event with that. They had they say that, you know, the. They were really excited to have me. The reality was they probably had somebody there who canceled and they had no one to fill it. But that's what happened. But fortunately at that event, I worked hard at it and I would say I did a great job. I just said, I will say I did the very best I could with the information I had the time. Fortunately, a result of that was it was a gentleman there who happened to be a senior vice president. And you heard that he asked me a question at that event. He said he asked me. He says, Eric, do you do any coaching? And my answer to him was yes. But I thought he was asking me because I helped coach a high school football team at the time. So I had no clue talking about executive coaching. But I went, yes, he's good. And I have a couple directors. I would like you to start working with coaching. He says, can you do that? And again, my answer was yes. Now, we had to break that down from going to a from an average performer to a peak performance in you. That from a systematic standpoint, my answer to you is just say yes. Sometimes you have to say yes, it is scary, is risky, is a chance. But I sit there and think, if I hesitated or if I would've said no. Then I would have missed out. Now you that laundry list of that I have there clients I work with all over the world and still work with these days. The companies are very impressed, Ok. Companies I work with where I get to sit with those guys. But just so you know how all this work together. Those companies that I got to work were a result of individuals, I started working with back in 2000 when they asked me, do I do coaching. So every one of those companies you see, either those individuals I work with either became CEOs at the company. They've been became senior vice presidents of those companies or people connected with them. Took me to those companies. So going. So the thing I emphasize, even as we I talk about people form, is it is very important to understand what the things that make up peak performance and perform at a high level. But the first thing you have to do is acknowledge where you beginning your performance at in learning to be as effective as possible. Right where you're at. And the way I'd like describe it is how well are you using maximizing what's already in your hand. So as someone who always like to grow their business, I talk about this offen. Grow my client code will grow. The question is, yes, I want to grow my clients. I want to grow my growth. But the bigger question is how well am I service taking care of those I'm already worked with? Have I improved? Have I gotten better? What am I doing to intentionally improve? This is why, even in my football days, we say it this way, Josh. We say, look, we're not paid to play. We're played the practice by because in the NFL, guys will play, guys will play for free on Sundays. You really have to pay us to practice. And in professional football player, what we do more than anything else is practice. So the amount of preparation we do. I mean, we may every week 80 hours of preparation for about for the average player on Sunday for about two minutes of actual continuous action. And that's during the season, we not even counting the off-season all work. So it just shows you how do I make sure I'm maximizing this opportunity I have. So we always, always like describing peak performance is, you know, what are the things I'm doing every day to improve? To get a little bit better to learn this about what risk I might take. When's the last call up in uncomfortable was the last time I messed up and had to course correct. This peak performance is not a result. It's not never a straight line. It's like how many mistakes I make. I can talk about these individuals that I got to coach starting back in 2000. But if I sat down with those individuals, many of those individuals, I'm just very grateful beating quit on me when they could have because I made a lot of mistakes on that journey. They stuck with me. And so that's part of getting the peak performance is sometimes a result of having a bunch of bad performance. You learn from true then turnaround and maximizes to make chance you get.

Josh Fonger: [00:12:12] So that that brings me to a question about fear. Thanks. It sounds like you you're able to face fear knowing that you didn't have all the answers and then you try and make mistakes. And I think a lot of people who are entrepreneurs, they fear, holds them back. So how do you how do you address the fear of failure to actually get get to a bigger future?

Eric Boles: [00:12:33] Yeah, I think, you know, actually does it still to this day, I would say that my biggest injury. As grateful, as I am right now with the success if if you call it the success I've been able to have. How do you measure it at? You know, in term clientele, revenue, whatever, on that scale, you know, somebody could look at me and say, hey, you've been very successful. I will come around and tell you that. I probably the probability of greater success. Or is very high or was very high. If I were over to able to overcome some fears, I'm still battling with. Right. And some of those fears like fear, failure, fear of being rejected. Fear of not getting it right. The problem with fear, many times it causes one to hesitate. It causes me to not act. More importantly, it blinds me of my previous successes and makes me. It causes me to lock onto what I don't want to have happen more than what I do want to have. The benefit I have from that is I had enough failures publicly when I was playing football. That kind of helped me realize there's life after a failure, right? There is life after hearing, no. So the thing that I always encourage, even though most of those I do executive coaching with, I remind them of it is rarely competency that's going to get your way. Anyone listening right now what they already know about business, systems, what they probably know already in regards to communication, in terms of prospecting, in terms of they probably know enough to have a lot more success than they're having right now. And the reason I can say that is there's probably people out there or competitors or people the same industry who know less of those areas who may be having greater success. That's how we know it's not just technical competence. Many times it's a confidence problem. And confidence doesn't mean the absence, just like courage doesn't that mean the absence of being afraid or being fearful. We just happen to have enough courage to get up again or to go for it. And in my case, what has helped me isn't the fact that I was fearless. If that makes sense. My my work has been to fear less, right? I work hard to fear less, ok right? I just need to have enough courage to act. I don't need enough curse to completely conquer fear. I just need you to have enough courage to act. Accept whatever feedback comes and then the courage to course. Correct to go forward. So for me, when I talked about overcoming the fear of failure, my overcoming the fear for is the practical application of that is my willingness to get outside my comfort zone and try something new or try something again. My indicator or how I in a practical way, I see how well I overcome my fear of rejection. If my ability to ask or to seek out feedback from my customers, from who are working with in a personal life, is the same way I do with, you know, check. checking in with my wife, checking in with my my daughters. Or how am I doing serving you right now with my daughter? How is that making you feel? Do you feel like I'm being supportive? Yes, we can. When I'm doing those things, there's times where I'm sweating. My stomach is turning on the inside. Right? But again, all progress depends on that. Right? Like one of my mentors to remind me all the time he says Eric your biggest hindrance will be fear. But here's what you've got to do. You've got to confront fear. It fear doesn't just go away by planning on it. We're talking about you've got to confront it with you, avoid it. It gets bigger. If you confront it, you get smaller. And more importantly, keep in mind that fear is a doorway you walk through. It is not a house you live in. So understand that to go from one level to another level, to go for one level performance to the next level of performance usually, what you have to run through is a something you fear. And if you can keep doing that, you will keep progressing forward.

Josh Fonger: [00:16:53] Well, there is a lot to unpack there. Let me let me see if I can go with the one that I think is going to be the biggest trigger for the small business owners watching this, because what I see is a lot of them get to a point in their business where they if they hit a plateau and I think a big part of it is fear. I think a big part of it is not competence, but I think it's confidence in going to that next level. And. So when someone hits that plateau, what is the what is the way to open a door? Fear is it too, you know, just run full speed for is there kind of like a visualization in preparation for a just you just jump right in?

Eric Boles: [00:17:34] Oh, no, no, I. Well, actually, you know, kind of a combination of all. Now I would give a like try to be really prescriptive this for some people or for some things it does. You know, you do have to leap, you know, leap before you look, right? But in other cases, you know, no, I mean, you want to use, you know, everything at your disposal. So I'm a big fan of visualization. But what I do is not only do I want to visualize the outcome, I want to see that helps build my confidence. I also review intentionally pass wins. And I don't care where they come from, because what I'm really trying to create is the feeling of confidence, not just confidence in that one area. So, you know, I go back. I reflect on a success I had in high school. I reflect on successes I had in sports. I reflect on, you know, opportunities where, you know, I've you know, business opportunities came out of, you know, places I didn't expect. I reflect on having a good day or week. I in my day reflecting on the wins I got from the day. I use every single resource possible to help with my confidence to be willing to run through. Now, Josh, you I use a lot is my ability to run through the wet the wedge of fear and I call it running through the wedge because; In football terms, one of the scariest jobs you can ever have is on the kickoff team and be what's called a flyer because your job is to run through that wedge. Right. We could be very good. And so what I've done many times is I visualize getting to the other side of that wedge. I visualize the difficult conversation. I mean, I need to have I visualize, you know, the call about the have with the prospect. And what I visualize many times is how good I'm going to feel after the call. I don't always visualize exactly how the call is going to go, because then if I visualize a strong enough, I can, you know, trust that creativity, that that's a conscious mind of mind to to help navigate me to the outcome I'm looking for. Because, I mean, it most likely won't be a straight line. Right. But if I can go into a somewhat calmer, at ease, not feeling anxious or desperate, because that's what I'm trying to do, get from trying to get myself to the right state of mind, which makes a big difference in that many times can help me face that fear and go for it. Now, I will also tell you there's additional fears that we pack, especially in small businesses that we impact. That impacts us as we look to go to the next level. Now, I don't know who this relates to. Maybe we just targeted to me, but I know from my experiences, assuming others may have had it, usually one of the things we have to confront with when is when we hit a plateau and may need to go to the next level is my fear of not always fear failure for myself. But sometimes that fear kicks in because I'm not really ready to delegate. I'm not really ready to share responsibility. I feel like I got to do it all myself. Like, is that the fear of letting go of certain controls. Many times gets in the way. So instead of me multiplying the intelligence, capability, the effectiveness of my team, no matter how small my team is. What I have a tendency to do is hold tighter. Now, you know, especially the more we accomplish, because before I might have been, you know, like because they didn't seem as much to lose. But once you get to a certain place and you're ready, move to the next level. The real question comes down to what are you willing to let go of? Didn't take it to the next level because the reality is each individual's capacity may be somewhat limited. But if we can maximize the talent of our team members, imagine what that can be. But that usually is the result of the leader themselves changing a mindset or an attitude not capable, your folks. I can't tell you how many times I questioned the ability of my folks or I say stuff like, well, I don't know if they have it in them, you know, to really reset level or I don't know if they have the capability. And what I'm really saying is I don't know if I can trust them. Right. And the bigger question is, have I even given them the opportunity? You know, I have I really, more importantly. I know this much doing it the exact way we're doing it right now will not get us to the next level to return, especially like even with this podcast is all about. The goal is how do we accomplish more by doing less? I mean, at the end of the day, that's what we're all that success is measured that way, accomplishing more, more, more by doing less. If the only way we can accomplish more is by doing more, yeah, we're gonna do more ourselves. That's not a good return. And so what I've discovered in myself and many of the leaders I coach is that's a big one. And so I ask leaders, just to be honest about that. Really ask yourself that question. How much do I trust the people or what do I believe? I have a team that can help us get to that level. There are systems in place. But more importantly, do I believe I have the people I can rely on, the people I can trust? Do I feel like I'm maximizing their talent and their capability? Here at this place, the only way we measure good coaches like in sports, we fail all the time, you measure coach level of success isn't just based on the numbers. Many times you measure coach based on how much of their potential are the changing, turning into performance of those on their team. Right. Because I mean you may be winning on the scoreboard, but it doesn't necessarily mean you're maximizing your potential. Your business may be doing good, but it could be doing great. And it could be doing great. Based on the attitude that the vision, the freedom that that leader, you know, or the sharing of authority and responsibility that a leader is actually using with the folks that they are leading. Hopfully that make some sense.

Josh Fonger: [00:23:38] No makes a ton of sense. I got a list of like 40 more questions I want to cram in the next 10 minutes. I'm trying to figure out how.

Eric Boles: [00:23:44] Ok I would try to answer faster, I'm sorry. That's what happened to speakers sometimes.

Josh Fonger: [00:23:51] These are all great answers is a couple I'm going to I'm going to jump around now a little bit is because.

Eric Boles: [00:23:56] Ok not problems Sir.

Josh Fonger: [00:23:56] One is big business. So a lot of people know. Ninety five percent of companies, I think have less than 20 employees. So most companies are small, but there are some big companies, companies you get to interact with. They just do that. Small companies don't do. And I'm wondering, is there any kind of trend, transferable knowledge or skill or technique that big companies are doing well and small companies that just they're just missing out on that there's not doing it.

Eric Boles: [00:24:25] Yeah. Here's one that I would say that I believe big companies do a lot better than small companies do in part of the reason is even though big companies have what quote unquote, the term is corporate, it becomes less relational or less human. He used where I don't think it needs to be either or; I think it's both hand, right? I believe we need the relational component. What keeps us connected? You know, the agility that we have a small business to move around. Do all that kind of stuff is great. I will also say there's a lot of small businesses that are not as agile as big companies, which is shocking. But it's true. There's a lot of small business, a small company, because the agility of a company is more dictated by the leadership than it is just by its size. But there's a lot of small businesses who aren't agile. Why? Because those in charge of leading it are stuck in their thinking or stuck in their ways, or don't try new things. Now, here's the benefit of big companies that they do. Big Companies do, especially ones because of their size, many times they realize the importance of clarity of communication, but communication strategy they use on purpose. So because, you know, in the probably, despite what I spend the most time to, is getting leaders to not grow weary of saying the same things over and over and over and over and over and over and over and over and over again. Because I will say right now, what's shocking to most companies is when I say, OK, listen, leader, here's what I want you to do to really see how aligned your business is and those who report to your executive team are. I want you to go to each one. A massive symbol question. What matters most? Will you think about our strategy? What matters most now? The reason I have them ask that question. Every leaders assumes their people know what matters most, or at least they're all on the same page. It happens every single time these leaders come back. And I'm shocked, by how different the answer is, you don't have to be a big. It's just a subtle difference. But even that subtlety creates misalignment. What happens is these leaders realize, OK, if this off at this level, that means it's gonna be off at the next level. And the further out into the organization, you get it. You will see we're not all on the same page. And that's like I used the example before, but that's like a quarterback coming to a huddle and calling a play. And out of the 10 additional, there's eleven in the huddle. Put that quarterback call to play the other ten players. That's like four out of the 10. Actually, hearing the same thing. So no matter how talented they are, they go on the field and they all run different plays. They do it. I mean, the greatest athletes in the world. They're just not in alignment. Right. And so what I say about a lot of small business is they don't have enough of those conversation. They don't have enough of those meetings to make sure they're in alignment. I call them huddles people do that anyway. But but to be intentional, this is what's priority. This is what's most important. How we doing against that come back the following week. Remind him again everything they see during the week that that allows you to celebrate the fact that we're aligned. You do it and you never get to it. You may get tired of talking about it as a leader, but the minute you get tired of talking about it, you're just getting started. So you have to cause clarity, focus. The thing that is in the way now for big companies as well as smaller companies now. Because here's where I would say is equal for all of us. We're all more distracted today than ever before. We're all. It doesn't matter. Sighs. We're all getting bombarded with so much information in so many. And most of the information doesn't necessarily is not necessarily valuable. And so what happens is it's hard to determine what's a distraction and what's a good idea. OK. Well, you can't tell the difference between them, next you know, we lose we lose direction. That's why they say, you know, if you show me a leader, you show me a company that hasn't reached your goal. I tell you, the primary reason they haven't range thier goals, broken focus, something interrupted, something disrupted, something cause you can get to be of the week and have worked really hard. But all you ended up in a week was just tired. If you had to actually evaluate what actually got done, it's hard to be clear about that. And so what big companies have been forced to do is realize we're disconnected when we're not on the same page. There's a lot of wasted resource. What I've noticed is small companies don't take that same level of urgency, which is men, no, you can't afford to have you. If you only have 10 people in your business, if all 10 people wasted 15 hours in a week, we're going to stuff that really didn't matter. You got to multiply 10 people time, 15 hours and you monetize that and you lost that much money just because of a lack of clarity and alignment. And you could couldn't took care of that alignment with a 15 minute meeting at the beginning of the week. Yeah, that's a problem. And so with those kind of things that I was a big companies do, but small companies can also emulate because they get the benefit of both clarity with some structure and the ability to be agile in relation.

Josh Fonger: [00:29:45] Mm hmm. Mm hmm. Yeah. I love that. I think that's that's one thing that Sam in the book stresses as well, is that these big companies, they have a strategy of principles, values, structure, procedures that keep them aligned. And small companies want to get big, but they realize they don't realize how to get big if they're going to have to to build that same kind of structure, to stay on course, to stay focused.

Eric Boles: [00:30:07] Exactly. Because as you grow and it's the same. This in the beautiful thing about being a smaller company who does it are small. When you you know, it's like my my father just tell me he's the son. If you can establish the right habits early. Then like half of it may be hard early, right, but it makes life a lot easier later. I say this about small companies. You know, when you establish your vision, your values or principles, those those those absolutely non-negotiable is in its structure means strong. As you grow, you have things in place that are that protect your culture from being watered down. Always when you are strong in those areas that you get to one of the greatest gifts, which is we're able to grow big while remaining small in the eye. That is like one of the greatest. Things ever. But you have to take the culture building these principles and these are chapters in the reminder as seriously as you take growing the business. A lot of leaders don't do that. Like a lot of leaders don't think that way. They're so focused on starting the business that they in growing the business, they don't realize growing the structure for the business. Even more important.

Josh Fonger: [00:31:20] Yes. And I think based on this talk growing year, your people invest in them because if you don't and then you're going to be stuck by yourself as the limiting factor the whole way through.

Eric Boles: [00:31:32] Yeah. Yes, that's what we call it, Josh. We call we we say, man, if if you're a leader on a scale of one to 10. And if you don't keep going, if you if you stuck at a six, you become a bottleneck. I mean, you're the led, as John Maxwell, would call it. You become the leadership led, our business cannot grow beyond that leader. So if you're a six. And then guess what? You're only comfortable hiring fours and fives because there's very few leaders who are stuck at a six that are comfortable having seven and eight that they lead. There's just not. And so when a leader does not take their own growth, their own thinking, their own ways. Seriously, nothing continue to expand, their business can expand. But more importantly, your people can expect so many people have good people on their team. Those good people just have to go somewhere else if they want to grow. And that's usually a leadership problem. You know, not a company.

Josh Fonger: [00:32:24] Wow, I want to leave you with two final questions Eric. So first one would be what's one thing that I should have asked you or one thing you want to leave the audience with that you think could be important for them? And then we'll wrap up with. How can people find if they want more information about your book or your content?

Eric Boles: [00:32:41] Ok, so one of the things that I am just more convinced of, this kind of continues on the same being we've been talking about, but I believe we're living in a time where focus is one of the greatest tools, one of the greatest principles or things that we can use for further success. Give you a quick a little hopefully this little metaphor works. I was a wide receiver when I played football. That was the position I played. It's known that there is a wide receiver whose job is to catch the football. Right. But what makes catching the football sometimes difficult, even, you know, clearly I should know how to catch it. I'm going to play in the NFL. But what would happen is while I'm trying to catch the football, there's all kinds of things that are meant to distract me, like the defense out there. Right. The crowd noise, the screaming, all that kind of stuff gets in the way. So for me, it used to be hard to lock on to the target. So even though I have the talent, the competency to catch the football, I used to lose, you know, I used to get distracted by stuff. Finally, I had a veteran who told me something I'll never forget it. He said Eric, even though you want to catch the football, like you would tell a you know, a business owner, even though you want to grow your business, you want to grow your bottom line. He finally broke it down with me. He says, I don't need you to catch the football. What I need to do is find the tip of the football, catch the tip of the football. And I would like I always ask us, why would you have me catch the tip of football instead of just catching the football? He says, because if you can find the tip of the football while on the field, with all the distraction and everything, all of a sudden you're your concentration forces you to look at the one thing you do have complete control over. And once you're mind and your eyes and everything locks on the tip football. Guess what happens to the football? I said what? He said the football gets bigger. So all of a sudden, if you're worried about everything else, it's amazing. Same size football, but your eyes and mind, the ball got smaller. But when you're concentrating on catching the tip of the football, the actual football actually got bigger. Everything else became background noise. And you lock onto that one thing and it caused you to be completely consumed in the moment. Now all the benefits you get from catching a football you still receive, you're just not worried about all the benefit, because if you thinking about the outcome at the time, you should be catching a football. You're going to end up over trying. You're going to end up pressing instead of just relaxing and doing what's in you. I say this to leaders all the time. I know you want to grow your business. I know you wanna grow the bottom line in my business, grow the ones I work with when I increase, you know, obviously share value, shareholder value, you want to do all those kind of things. But the question is, what's the small thing that you can focus on that makes the biggest difference? And if you can kick in the habit of looking for that, what are the small things that make the biggest impact? Because there's a lot of things we get focused on and do that make no difference at all. Except for wearing us out. So for whoever is listening is like, what's your tip of the football? What's that one little thing in my world? I grew my business. It was my connection I had with each individual client that I worked with, but not the individual client, but the individual who was in the business. And when I would concentrate on growing those relationships and being service and I do that right. That was my tip of the football, everything else follows that. I always include, especially in the day and age we're living now where we're distracted more than ever before, find your tip of the football and make all the difference in the world.

Josh Fonger: [00:36:15] That's a great story and a great way to put it into. In terms of focused laser focus, not on the whole ball, but just the tip. And I entrepreneurs are some of the most distracted people on the planet.

Eric Boles: [00:36:28] We all know I know pro.

Josh Fonger: [00:36:30] What can people find you? What do they need to go?

Eric Boles: [00:36:33] OK. Well, you can find me a couple of different places on Twitter. You can find me at Eric L Boles. Eric, E R I C L Boles. You can find me on LinkedIn. Whoever is out. I love to connect with a via Linkin, It just Eric Boles. You can also find me on my Web site at W W W dot The Game Changers Inc dot com. The game changes I N C dot com or it. Eric Boles dot com, it takes you right there. That's where you can find me as well. And I know this place stuff on YouTube as well, but that's where they can find me and they appreciate it, man. This has been a I love this. So,.

Josh Fonger: [00:37:08] Yeah.

Eric Boles: [00:37:08] Hopefully, everyone who listened got value.

Josh Fonger: [00:37:11] Oh, yeah. Definitely. I I'm sure they did. And we don't often get people of your caliber with your experience and also with, you know, focus on leadership. I have a staff focus on the tactical things that business. But growth as a leader is critical. You those tactics are actually going to go anywhere. And we have to grow as leaders. So, again, everyone has watched the podcast. Listen to podcasts. Thanks for joining us. Thanks, Eric, again for being here. Stay tuned. Next week, I'm gonna be sharing with, you know, a podcast from a business expert. Help you grow your business so you can make more and work less. And I also want to remind you that we are giving away a copy of Sam Carpenter's book Work The System. We're still offering that. So if you want to leave a review in iTunes or YouTube or Facebook or wherever you're listening this. Leave a review send the little image of your review to info at work the system dot com. And we're pulling out, you know, pulling a name out of the hat once a week, mailing a book out. So do that and otherwise catch you next week.

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