Paul Siderovski

Episode (69) – How to help your team grow and reach its potential


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Paul Siderovski is the director and founder of the company SiDCOR chartered accountants, a firm that has been rated the third best place to work in Australia and is one of the fastest growing accounting firms in the country.

 

On today’s show,

Paul shares steps needed to create a successful business and culture where people can grow and reach their potential.

 

Paul also covers,

 

  • Recipe to success in business consists of 5 things: getting clear on your ‘why’, having a commercial vision, sticking to your values, helping your staff grow into their potential, and having a comunication framework
  • Why your personal ‘why’ has to be linked to your business ‘why’
  • The feedback you give to your team should show people that you want them to grow into their potential
  • Aspirational values of his firm are: Raw and Real; Heart and Soul; Push the boundaries; Back yourself and each other; and Do what you say what you’re gonna do
  • How he and his team celebrate success every month
  • His Super 7 consists of: tax, assets protection, virtual CFO, splitting the virtual CFO into profits and cashflow, growth, wealth, success factors
  • Context defines the content – if everyone knows what the context of the business is, the ‘how’ will just come
  • His personal Life Changing Question is: ‘Am I the only person in the world who can do this?’
  • His Life Changing Question in business is: ‘How is this good for the business, for the staff, and for the client?’
  • His rituals and habits are: doing fitness in the morning, doing a grattitude talk to himself, and huggng and kissing his kids and wife every morning
  • Thing on his bucket list is to get himself a chopper and learn how to fly it

Tweets

Paul Siderovski is sharing his Life Changing Question. You can listen here Click To Tweet How to create one of the best places to work in? Paul Siderovski already did and is sharing the recipe Click To Tweet Why is important to know your ‘why’ in business? Paul Siderovski explains Click To Tweet

 Resources Mentioned in this show:

TED talk with Simon Sinek

www.sidcor.com.au

paul@sidcor.com.au

 

Recommended Reading:

Transcription

Welcome to Episode No. 69 of the Life-Changing Questions podcast.  On today’s episode, we have Paul Siderovski.  Paul is the director and founder of the company SiDCOR chartered accountants, a firm that has been rated the third best place to work in Australia and is one of THE fastest growing accounting firms in the country.  I am so excited to welcome to the episode today, Paul.  Paul welcome to the show.

 

If just one question could immediately transform the quality of your life or the results of your business, would you want to know what that question was?  Life and business strategist, Kevin Bees, interviews success masters to discover their life-changing questions.  Welcome to the Life-Changing Questions podcast.

 

KEVIN:

So Paul, it’s really great to have you on the show.  Welcome to the show today.

 

PAUL:

Thank you.  Great to be here.

 

KEVIN:

Paul, a very impressive introduction there with the bio, I mean, you were mentioned the third best place to work and of course, one of the fastest growing firms in the country and one of the leading accounting firms in the country.  I wonder if you could give us a little bit about your recipe to success.  How you’ve been able to have such success with your team, which is growing up, I think up to 90+ people now?

 

PAUL:

Yeah, look when we first started out, it was [0:01:13]  and you know, the first five years was just really all about servicing the clients and just doing whatever it takes and about years ago, I went through this process that truly changed the game and changed my personal life and the business life by getting super, super, super clear on our ‘why’.  You know, the Simon Sinek, you know, “Start With Why”, we are super clear on our ‘why’ and that’s the [0:01:33] and we’re really clear on that.  The second part that we went through was getting really clear on our commercial vision for the next period, you know.  So at that stage, it was what was our commercial vision, what were the five key things that we had that we wanted to strive through for the next three years and it set the context for the business.  It was such a powerful thing because everyone was going north; everyone was going the same direction because I knew where we were going.  So number one was our ‘why’, number two was our commercial vision.  The third place was our values.  We had five core values of how we show up every day, how we serve each other, how we serve the clients, how we show up and it was like the rules of how we are in business and I used that for everything that we do – from interviewing new staff, clients, everything.  So that was the third one.  The fourth one was the staff.  You then go, well, we know the ‘why’, we know the vision, how we [0:02:22] and they put they put their hand up, ‘Where do we fit into this?’  So that was a big part showing them where they fit into the whole picture and how we help them grow into their potential, you know, linked to our ‘why’. And the last one, it’s a communication framework.  One based on love and faith, not fear based.  You know, one where it’s a blaming, judging and a fear-based culture, which is very reactive, whereas the one that’s its acknowledging it is what it is, taking responsibility, a major, major one point of really accepting responsibility and if you haven’t done what you said you’re gonna do, then owing it and fixing it and those five those things truly helped us move or helped me move from the [0:02:57] where I was literally looking at every client, every job to moving to the actual [0:03:01] and it really changed the game for us.

 

KEVIN:

Wow!  So these five key things helping you from being [0:03:06] and the business to being the only the business, there I heard really getting clear on ‘why’.  Now was that your personal ‘why’ or the ‘why’ of the business?

 

PAUL:

Yeah, look, it’s the ‘why’ of the business, but it’s linked to me personally.  So everything for me is about growing to my potential – for me, the staff and the clients.  And they are linked, but we link it [0:03:23] in the context of the staff; we wanna help these human beings grow into their potential.  Even if it means them leaving SiDCOR to pursue that, we do it in a supportive way because we want people that are aligned.  For the client, we wanna help them grow into the potential in their business, in their wealth, in their growth and assets and personal development.  So it has [0:03:41] for me.  Look, I love growing.  Everything for me is about challenging and just going to that level of potential, so you don’t know what that is – it’s limitless.  So it is linked to business and personal, but even one above that, you know, I have got a higher context to that and the more money I make, the more I wanna give away and that’s my immediate family, my wife’s family and then of course, down to the next my two right-hand guys and then the staff.  So they are linked and they have to be linked.  For me, you know, I often say the business, my staff and clients, my family, sorry, the clients and the staff, they all put up the same level because without that mix or the energy right in either one of those spaces, it affects the other space.  So they are all linked.

 

KEVIN:

Yeah, very powerful and so your personal ‘why’ is very much connected into the business ‘why’ and they support each other.  So number one then was the ‘why’, number two was making sure that everyone was clear with this commercial vision about, you know, the same direction; number three is your values.  Tell us a little bit about your values.  How have you been able to make sure that it’s so easy for an organization to right values, stick them upon a post, let them get dusty then how do  you make sure that the team [0:04:41] live by this on a day-to-day basis?

 

PAUL:

Yeah, this is the key.  If the [0:04:45] of the business creates a set of values and they are just talking them and they are not living them, you will not get buy in.  You know, these values are my language and we all have very similar values with the similar contexts like the message, but what differentiates values in different organizations is the language of the ___ or the senior team that has created it and for us, what we found is how we have bid them in is, we reward staff [0:05:06] how they are living the values.  Each staff [0:05:08] on how they are living their values.  Each month in the training, they are brought up and they are actually, they are given gifts and they spin the wheel and we make it fun as well.  We measure this on a weekly basis, the staff engagement and that links back to the values even as staff reviews.  Everything is linked to these five core values.  And we don’t hold back if someone’s not living the values because with the communication framework we said before, you know, coming from a good place and a place of responsibility not from a blaming place, if someone’s not living the values, you bring awareness to them.  You say, guys this is what we chose as how we are meant to building and how we are showing up.  It didn’t come in through this business, you know, I can have a conversation with the staff member and tells him, you know, they did the wrong thing, they did the shittest job, but I can do with love and I can do through a place of wanting them to grow into their potential, like it’s a different context and the values are [0:05:53]

 

KEVIN:

Yeah, that’s super powerful.  So then even if you give some feedback to your team, they know it’s because you want them to grow and reach their potential as opposed to them having fear that because they have done something wrong, they are gonna get the boot tomorrow.

 

PAUL:

Absolutely and one more thing, when we set these values up [0:06:08] like I said, some of the values were aspirational values.  It wasn’t values that actually we were living.  For example, our values are – Raw and Real; Heart and Soul; Push the boundaries; Back yourself and each other; and Do what you say what you’re gonna do.  So on the last one, do what you say you’re gonna do, I’ll never forget, I travelled the world with Tony Robbins and gonna do [0:06:23] and then come back and do a download on the staff and really they wanted the information.  They wanted, Paul, what did you learn, so they could learn.  Anyway, I had set a meeting for 4 o’clock in the afternoon on a Monday and 4 o’clock in the afternoon would come and I would cancel because I was too busy.  You know, I would set it up for the Monday after 4 o’clock, that would come and I would cancel it again.  And I will never forget, the CEO at the time called me into his office and it was beautiful.  He called me in and he had the values behind his desk and he didn’t even have to say anything.  He turned around, he looked at the value and I was given so much awareness and it was a changing moment because it really showed me how I wasn’t living that value and [0:07:00] a fish swims and rots from the head.  So if I’m not doing it, the staff are not gonna doing it.  So some values don’t have to be, this is what we are doing now, that can be aspirational values.  And that’s what helps businesses grow as well.

 

KEVIN:

Yeah, super powerful and even better that your team have the ability to call you on it when you are not actually living into the value that you have all set together.  So that’s really fantastic.  So as a recap then, know your ‘why’, make sure you have a commercial vision where you are going the same direction, have values that you are living to and even aspiratonal ones that you can grow into, make sure your staff are appropriate for the team that they have a place they know where they fit, and then live within these contexts of love and faith, so you’re actually giving them any feedback from that point of view of helping people to grow and helping people to develop. So really fantastic overview of the five key things that you have done.  And you mentioned a couple of things in there that I was intrigued to ask a little bit more about it.  You said when you took around the values that your staff gets gifts and they get to spin the wheel.  What do you mean by spin the wheel?

 

 

 

PAUL:

So depending how many vibes you get from the staff of examples of how you are living the values for that month [0:08:00] we have got a term that’s called the [0:08:02] beyond the freaking awesomeness and I actually then accumulate the votes and the comments and then pick ___ there might be three or four staff that gets chosen.  They come up in front of all the team and then we have got spin the wheel, where it’s got prizes on every number.  Anyway, you get to spin the wheel and you get prizes, like you get a second chance and there’s great prizes like helicopter rides or a weekend away with your partner or like rewarding them and just making we’re connecting the two together, the reward with living the values, just each month, so that they are getting, it’s like the feedback, they are getting feedback and they are getting a little reward because if you are not celebrating your successes, you won’t subconsciously keep doing it, so that’s what we do each month.

 

KEVIN:

Great!  So celebrate your success, so get yourself a will, get yourself a buffer team [0:08:44] and you mentioned another important, you mentioned around the secret seven, which are the key areas that you work with for your clients.  Now I know traditionally a lot of accountings or accountings firms.  We can very much locate them as they do the complaints.  They take care of your tax return or maybe your BAT return or something of that nature, but I know you don’t just look at that.  You look at the Super 7, so I wonder if you could tell us a little bit about that.

 

PAUL:

Yeah, with every client we engage with, the first place we start is tax because our whole ‘why’ is to helping client to the potential and the first place is making them pay the least amount of tax legally possible.  So we start with that.  We do a full review, second opinion, for free, no cost to the client, and we go through this in detail.  Look, I have done this for the last 15 years in this business and the mind boggling stats – every client I have done this review for – either one was incorrectly structured or two, they overpaid tax.  The sickening part is that 76% of these people paid double the tax they should have.  So for us, it’s such dead money, it’s wasted money and that sickens me because, you know, linking to our ‘why’, helping them growing to their potential, this is the easiest place.  So we always start with tax and we do that first.  The next part is as a protection, so not only do we make sure that they are structured right for tax, but make sure that assets are protected, that’s personal and business assets.  Then we move on to, like, I call this like virtual CFO.  So clients can’t afford a CFO, they are too expensive, you know, from a 150 to 300 grand and you are not getting the [0:10:06] of the people that you should.  So we focus really [0:10:09] on the casual, where did the money go, how do I project going forward, and the profits – how do I turn more sales in the profit?  How can we do it?  And that’s the virtual CFO for clients.  And that’s game change, like, we work really clean [0:10:20] and critical drive is for their business that drives profit to the bottom line.  The next part in the Super 7 is the growth.  And this is all about moving from the [0:10:28] that I mentioned before what we went through, those five core things.  And I have done over a hundred of these vision projects for the clients and then probably in the last eight years after I went through that and they have extraordinary, life-changing moments for the clients because that sets context.  You know, context is the most important thing that I went through and please [0:10:48] it’s one framework that changed my life personally and it helps us every day in this business.  The next part of the Super 7 is wealth, so [0:10:56] is that we do help our clients with asset allocation.  We have four buckets.  We allocate all of my wealth into my security bucket, the growth bucket, the cashflow bucket, and the [0:11:06] and we help our clients with asset allocation.  And the last one, succession, exit.  What does it look like.  Is it building a business that’s having a staff succession and employee succession or is it something where we are building and selling or we are building and keeping?  So we really help the clients with that and everything that we do, falls into these seven items.  And I haven’t gone into the detail of it, but everything that we do, we help, we just make sure that we help our clients achieve their personal and financial goals within the Super 7, every tools in there.

 

KEVIN:

Great, so I think I missed one in there, but one was tax, you will make sure you pay the very least you can legally possible, two was asset protection, three was having a virtual CFO to help you maximise the sales and [0:11:46]

 

PAUL:

Yeah and that’s the one, Kevin, so we split up the virtual CFO into profits and cashflow.

 

KEVIN:

Ahh!

 

PAUL:

So I have [0:11:50] those together, but the cashflow is all about, you know, business is dead without cashflow.  Without cashflow, it can’t go.  So we look at where did the money go?  It’s the first question I get asked.  So we created this one page to show them, here’s how much you made and here’s where your money went and then we also go, here’s your projections of what your cashflow looks like.  That’s one and then the profit is more about, how do I [0:12:10] and the profit – bottom line profit.  So that’s the clue.

 

KEVIN:

And then of course, number five was growth and you mentioned about the context and we will come back to context, the sixth was wealth which is the asset allocation and then seven was of course the success factors.

 

PAUL:

Yes, succession for business owners, what does it look like, you know, as an [0:12:26] or is it selling or is it maintaining a business, doesn’t [0:12:31].

 

KEVIN:

Awesome.  So let’s jump in back then to the growth area.  You mentioned that context was so important for you in order to achieve what you’ve achieved.  So tell us a little bit more about this topic of context.

 

PAUL:

Yeah, this framework.  If I had a whiteboard, I’d show you this.  But I’m gonna explain it to you.  This one framework truly is in everything that we do in this business and every part of our language.  So if you just drew a sad face, you know, like instead of a smiley line, draw a sad face and I have context above it and content underneath it.  And if I said to you, what does red mean to?  First thing that comes to mind, what does red mean to you?

 

KEVIN:

Ah, anger.

 

PAUL:

For me, it’s energy.  It could mean stop, roses, Ferrari, lipstick, shoes – none of us are wrong.  It’s all the same.  It’s all the meaning of what red means to whoever is there.  But let me put context to it.  So if I asked you Kevin, what does red mean to you in the context of traffic lights, what does it mean?

 

KEVIN:

Yeah, stop.

 

PAUL:

It would mean stop to me.  So context defines the content.  And if everyone understands the context which is where the commercial vision comes in, if everyone knows what the context of the business is, the ‘how’ will just come.  You know, you can’t fix content in content, you can only fix content in context.  So what that means? Let’s say little Johnny came to work like or little Johnny didn’t do what he was meant to do or little Johnny had [0:13:41].  We go, oh my god, let’s do [0:13:45] little Johnny [0:13:44] why didn’t you come to work, why didn’t you get that job done?  The source of the issue would be something to do with we didn’t do [0:13:50] we are gonna do, we have abused his trust and that’s how its showing out.  So always go to the source, the context of issues or the context of why a business exists.  My biggest [0:14:01] is marketing.  If you have got a business that spends money on marketing without context, it’s literally a step in the dark.  You know, they might say [0:14:09] eo this beautiful marketing campaign and then let’s copy it, but if you haven’t got context of why you are doing that then it’s just kind of stepping in the dark.  And I will give you an easy example.  One of our visions in those, when I said before of our commercial visions, it was to be the number one [0:14:22] the accounting business in the country.  So if that’s our context, we do a lot of content underneath to ensure that my staff are engaged and we have table tennis tables, pool tables all that, but that’s just part of that context.  It’s not the main; it’s not the reason people love coming here.  There are the other things that I mentioned before, but it’s just part of the content in line with that context.  I know it’s deep, but this truly one framework changed the game for me and I use it every day literally.  Every day in a conversation.

 

KEVIN:

There’s a lot of power in that, in the content and the context and I think I am certainly going to go back and listen to this section again a couple of times to make sure that sinks in because I can hear your enthusiasm around that, the power of this and what difference it’s made for you and of course, the hundreds of business owners you helped with this over the last eight years.  So really fantastic example [0:15:08]. Paul, with that we always love to ask on the show of course is around the quality of the questions.  So the quality of the questions that we ask ourselves impacts the quality of the life that we lead.  With that being true, what’s one question that you have asked that’s had the biggest impact on your life or the lives of those clients that you serve?

 

PAUL:

Okay, the personal one.  I’ll give you two.  Because I have got a personal one and one that will really help somebody in a business sense.  So the one for me, one of the things that really helps me and has helped me get to where I’m today is leverage. I always ask this question, ‘Am I the only person in the world who can do this?’  And asking that question truly frees me up.  You know, the people around me, the staff around me, you know, don’t come to me unless I am the only person in the world that can actually answer this and it’s about using the honest and best use of people’s time, you know, so that’s a personal question.  The one that I ask truly for business every day and it’s about I believe every business owner should ask.  If they truly wanna build a great business, they have three questions in one.  Any decision that we make, we ask these questions – ‘How is this good for the business, how is this good for the staff, and how is this good for the client?’  If you answer this is good for each of those, then that decision that you are making, you go and do it.  That’s really a part of one of our visions as well to be a sustainable business and it links to that question about, you know, is this good for the staff, is this good for the client, is this good for the business.  If it’s ticked, you are doing it.  It’s a good decision to make.  So they are probably the two questions.

 

KEVIN:

I love them and very powerful combination.  And so one really frees you up to be more of the business owner as a personal business operator because if you are not the only person that can do this and by default, it should be delegated, it should be something that sits in someone else’s hands, so I think it is very powerful.  I haven’t heard before which is this combination of making a decision for the framework of – ‘Is it good for the business, is it good for the staff and is it good for clients?’  Presumably if it’s good for all three of those then it’s good for you as the business owner as well, right?

 

PAUL:

Look here, it’s a powerful and simple question just because sometimes you make decisions that are really good for the business and really good for the client, but not good for the staff or a different combination.  I have seen real life examples of it and I wouldn’t make decisions that weren’t all good over the last 15 years in my business that as you get awareness and smarter, this was true.  I guess, eight years ago when I went through this process, this is now part of everything.  It’s one of our visions to have a sustainable business, so we ask it all the time.

 

KEVIN:

Is there ever a time where the answer is ‘no’ or one of those is not necessarily good for the staff or it’s not good for the clients, but actually you still need to push ahead and go ahead because it’s the best option or alternative that you have?

 

PAUL:

Look there probably is, I can’t think of any examples.  What we would do if a question came where it’s not where one of them’s a ‘no’, you look at the writing and you go, how bad is it?  Or you got to look at it from a commercial perspective as well because at the end of the day, you are there to help.  It’s gotta be good for us in some levels; its gotta be good for the clients.  If it’s literally a ‘no’ and it’s like it’s a bad ‘no’, if there is a bad ‘no’ or a good ‘no’, then you just don’t go there.  But if there’s something where it’s ‘huh, it could be’, then you’re pushing ahead.  It’s like 2 out of 3, but it just depends on the [0:17:58] obviously on the different decision that’s been made, you just got to, again it’s in that context, depending on the context of the question and what situation, you can, yes, there would be a circumstance I believe and I can’t think of any of that, if the ‘no’ was not a harsh ‘no’, then you would pursue, you would proceed.

 

KEVIN:

Great, I love that.  Very powerful.  So that question there then is, ‘Is this decision I am about to make good for the business, good for the staff, and good the client?’  And Paul, one of the other things that I would love to know from you is, in order to build the success that you have, you have certain habits and rituals.  So we wonder, what are some of the habits and rituals that you see to get to where you are right now?

 

PAUL:

For me, I’m an early riser [0:18:33] so I love doing my fitness in the morning.  It’s something that just starts the day for me and I do a gratitude talk every morning to myself, whether it’s for 10 seconds, a minute or 5 minutes, it puts you in a different state.  And one of it probably, as I am thinking about it, one of the things that I, this is linked to my family, you know, I hug and kiss my kids and my wife every morning when I see them, when I wake up, when they leave for school, when I leave to go to work, when I come home from work, it’s something and I have got four kids and I must say it truly just grounds me and brings me back to why am I doing what I am doing and that habit or ritual that I have are truly, if my kids are with their mates, you know, I have told them that [0:19:10] your dad, you know, you’re gonna come and hug and kiss your dad and really just, you know, embrace that family; that’s family values and I must say that ritual that I have and it is truly it’s a ritual, it’s powerful.  It really motivates me to be a better leader for them and for my wife and the kids.

 

KEVIN:

Yeah, beautiful.  Really great habit and ritual.  And Paul, one of the things I have noticed is that you have a lot of energy and a lot of passion.  Is your habit you have that allows to sustain it?

 

PAUL:

You know, people have asked before, you know, [0:19:36] energy look like this before you saw Tony Robbins and look, absolutely, I was always passion [0:19:43] if

I get back to my childhood, you know, it comes back to this ‘why’ again, having a personal vision.  You know, I was the youngest brother of three; no one ever took me serious, so for me now everything’s about that growing to potential, so I always come back to that, you know, I always come back to, you know, if you are not growing, you are dying.  So people [0:20:00] want chance of this life and they are gonna stuff up, they are gonna make errors.  If you are not making errors, you are not trying hard enough.  So for me, that’s really that sustainability comes from, you know, I truly don’t stop until I am sleeping for 5 or 5 1/2 hours and I [0:20:12] have a really good sleep, but for me it’s gonna come back to there’s personal, personal goals and [0:20:18] material things.  You know, my kids hammer me about buying cars and this and that, I just [0:20:23] I do enjoy giving them experiences and myself travelling the world and that’s what keeps me going – the personal goals [0:20:30] and my personal life.

 

KEVIN:

Yeah, I love it.  And talking about personal goals, one of the other questions we would like to ask is around your bucket list.  Is there something that you have been so happy to have already accomplished or achieved from the bucket list or is there something you still want to go ahead and do or have or experience in the future?

 

PAUL:

Yeah, this is the one.  For me, you know, its leverage of time [0:20:51] thing is I’d love to learn how to fly a chopper, hopefully [0:20:55] just be able to get in, but I’d love to learn how to fly a chopper and fly my chopper – that’s what I would love to do, purely from my time perspective, you know.  I said to my kids, before I get [0:21:05] I will be getting a chopper, you know, all to do with that, that time factor.

 

KEVIN:

You gonna get a chopper, that’s sounds like a great bucket list item and once you are qualified and you are safe, I would be happy to come [0:21:16] I’ll be a passenger for sure.  And so one final question for you, Paul.  If there was a book that you would recommend for our listeners to read, what would that book be?

 

PAUL:

Let me give you two again.  One personal, one business.  The business one, probably THE best book I have ever read, ‘Start With Why’ by Simon Sinek and the personal one, ‘Awaken The Giant Within’ by Tony Robbins.  Those two books have been powerful in my life and ‘Start With Why’ from a business perspective is phenomenal.  Just amazing.  I literally have a thousand copies in my office and I give it to every new client and every client because that’s how powerful it has impacted my life.

 

KEVIN:

That’s really amazing.  Simon Sinek must love you very much for sharing that.  And you can check that out on the page notes at kevinbees.com/podcasts or /paulsiderovski and you’ll be able to access that and we will also put up the great TED talk with Simon Sinek, there’s a very powerful TED talk if you haven’t heard it or read it.  Now Paul, you have been absolutely fantastic today.  We have been really grateful to have your time and energy.  If any of our listeners wanted to connect with you or your organization, particularly in regard to the Super 7 and getting some help around that to making sure they are not part of this 76% of people that are paying twice of the tax that they should be, what will be the best place for them to go in order to do that?

 

PAUL:

They can email me personally or go on our website, you know, www.sidcor.com.au or just email me at paul@sidcor.com.au and I am happy to personally reach out to them and help them, you know, all typical clients are people that want better, wanna grow, wanna build real businesses and just wanna [0:22:50] I would love to help anyone who’s in that space, yeah, here you go.

 

KEVIN:

And so Paul, we really appreciate your time and energy today.  Thank you so much.

 

PAUL:

No words, thanks, Kevin.

 

Thanks so much for listening to the life-changing questions podcast with your host, Kevin Bees.  We’ll catch you next time.

 

Hey, you are on bonus time right now on the life-changing questions podcast and I’ve got three bonuses that I would like to share with you and I call them the three S’s.  The first ‘S’ is for Show Notes; don’t forget you can get all of the details of the show including the names of the books that were mentioned, the key people that were mentioned on kevinbees.com.  The second ‘S’ is Subscribe.  Make sure you subscribe to the show.  We’re going to be releasing a new episode every single week and our guests are just getting better and better. And I’ve got the third ‘S’, Share it; your friends, family, colleagues, loved ones are really gonna appreciate it when you share such great content with them.  That’s it from me and make sure you are asking life-changing questions this week.

 

 

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