505 | How to Build a 100-Year Legacy Through Fatherhood and Entrepreneurship

Mar 31

[00:00:00] What's up? Driven to Win Nation. Chaz Wolf coming to you here today. Solo episode, but we're talking fatherhood and leadership, family business. How they coincide. In fact we got several questions in from listeners but I'm just gonna read and answer and I thought this would be just a great insight to not only just maybe some of the things that I've personally been able to deal with, but some of the things that have maybe come up in my world as we are working with clients of ours around.
Their business and of course, balancing their business and their family and their marriage and, and being a father and, and or mother. But how leadership and fatherhood kind of come together kind of in one element and how they play on each other I thought would be a great resource. And so, I want to kind of get started with, with fatherhood sharpening leadership skills.
And the first question comes with, how has being a father changed the way you lead in business? And for me personally, I started my first business when I was 24, turning 25 years old. And so I, I wasn't a dad yet, but I became a [00:01:00] father about a year and a half after that. And so I had employees before I had children.
And so ~my,~ my leadership from a business owner perspective has been. Understanding what it means to, ~to,~ you know, to lead people and to lead my employees. I was a leader in other organizations before owning my own business. And so I've been a leader of, ~of~ people way before I had been a leader of, ~of~ a little child.
And so ~in,~ in a lot of ways, for me, leading my children has been more challenging, especially when they're young. Because, you know, ~as a, as a.~ As a logical, you know, individual that wants to problem solve and make sense of things. It, it's been hard for me to be able to, you know, get eye level with a three-year-old or a five-year-old and, and be able to lead them through a scenario.
But in a, in a lot of ways it's the exact same, right? A lot of times, I'm sure you guys can relate, but a lot of times, you know, we have employees that are going through something, whether it be personally or just even mentally, and their performance ~is,~ is hindered. The situations ~at the.~ At the, ~at the~ work or inside of [00:02:00] their job are, ~are~ just not up to par.
Right? Or maybe they are up to par and, ~and~ they're doing a great job, but you wanna pull 'em into something greater. Right? It's still leadership being able to you know, see what. What's in that person, the positive, the negative, and being able to pull them forward to what you believe that they're meant for, which I think that's the piece that's the same as fatherhood, right?
So I get to look at my children and go, Ooh, who has God made JC and Milo and Tatum and Romey Joe to be? Who are they? And I get to be able to maybe speak that over them as I, you know, kind of ask the Lord what he thinks about them and. The plans that he has for them and for our family and future generations.
And then I can kind of facilitate, you know, ~that,~ that thought and or speaking over them and then be able to lead them through that. But in the nitty gritty ~of,~ of business, I think it's the same thing, right? Maybe I'm not like, you know, trying to lead their whole life. Maybe like I would be trying to.
Architect for my children, but that timeframe that I have with an employee, [00:03:00] whether that be a year or 10 years I think is really important That when they were with, when they're with me that I, I grew them, that I, I cultivated, you know, what was inside of them. I called out the things that I thought that they were good at, and the things that I maybe even felt like the Lord was speaking over them and being able to show them their potential, right?
And so that way, whether they, again, they were with me for a year or for 10, or for even longer, you know, that they grew in that timeframe ~and,~ and with a lot of employees, you know, I'm gonna be with them for a shortened period of time. You know, I've had, I've had employees, I. ~And,~ and even managers with me for, you know, a short period of time, a year two, five, ~and,~ and at, for whatever reason, it's come to the end of their time with my organization.
And that's okay. That that's actually pretty normal. You know, that they would find ~a,~ an opportunity that~ that ~would, I. Be the next step in, ~in~ their process of becoming who they are. And I think that that's a, that's a beautiful thing. The challenge for me in that as a leader is that, was I a good steward of, ~of~ them, ~of their,~ of their energy, of their efforts, of their potential.[00:04:00]
And and do they feel like, you know, when they were in my care, if you will, they be, they left a better person than when they got there. And I think that's the same as being a father. And so I look at those kind of being the same. And I don't know if it's changed me necessarily as a leader. The question was how has being a father changed me being a business?
If anything, maybe I've, I've softened a smidge, you know, because being a father has probably brought me some patience or forced me to think in a slower form. And a lot of times I can think of before. Having kids, even now, like I'm a super urgent individual, I'm like really challenging myself right now to not shake my legs and 'cause I just wanna like, get going, you know, and and hardly sitting still ever.
So if anything I could say that you know, having to slow down my communication and even ~my,~ my mindset around my children has probably benefited me. In business ~with,~ with the people and just being able to understand current situations, obviously empathy putting myself ~in,~ in their shoes, understanding their circumstances, and then being able to help them through whatever that is.
Whether again, [00:05:00] it's ~poor,~ poor performance or it's a scenario where~ I.~ You know, ~they're,~ they're great ~and,~ and I still, but I still think that they can, ~they can they can~ do more or they can be better. Next question on the list was what's a moment as a dad that made you realize leadership is more than just business?
And I think that as a dad there are moments where you realize like, this is like a lifelong thing. You know, like it's not just zero to 18, you know? In fact. I think it's much, much greater than that, right? And, and I know not everybody thinks like this, but this has become my obsession where I'm thinking the next a hundred years is now my responsibility.
You know, it's my kids, my grandkids, and then. You know, God willing,~ I can,~ I can see my great-grandchildren and I think that how I see leadership even in business has probably just expanded more than just ~the,~ the tactical now of what can I get in this situation, or what can I get this person to do?
It's what's the relationship and what's the, then the impact of, you know, this particular situation, [00:06:00] but then also this relationship this position that they hold. The clients or other team members that they're gonna impact. And if I can build this individual, then there's a there's a ripple effect, right?
Just like I was just describing ~with a,~ with a family. As I began to think more legacy driven, it's okay, I get to build my children unto them. Building my grandchildren and me being able to help with that unto probably me not having anything to do with my grandchildren, except for hopefully getting to meet them, you know?
And being able to think ~in,~ in a longer time horizon as a leader in a business. I think that's, you know,~ there's,~ there's a good and bad to that. I think that a lot of times, you know, there's like, things need to get done and we need to go fast, but thinking ~on a,~ on a greater time horizon thinking more, you know, health of the business as opposed to like the immediate profit if you will.
I think that ~those,~ those are reasons ~why,~ why brands last. Right. ~You're,~ you're thinking of reinvesting, you're thinking of you know, future ripples in a business, just like I was just describing in a family. When I think, when you think when an entrepreneur thinks like that you know, people are drawn to that number one because ~it,~ it can be something [00:07:00] they're a part of, right?
And it doesn't have to be just a one year, two year, five year thing. This could be an organization that I work for my whole life, potentially. And not necessarily that that's the goal, but, but I would wanna have an organization where someone would. Would be constantly in growth mode and challenging and growing.
So that way, you know, it doesn't matter particularly that the, the role that they hold, but they just wanna be part of the movement, right? Just like over here, I'm building a legacy. That's what my family is, we're a movement. You know, ~it,~ it's, this is a hundred year, this is a hundred year movement that I get to you know, galvanize ~my,~ my kids and my grandkids around.
And then the last question around this fatherhood sharpening leadership skills is how do you see patience, emotional intelligence, and the in and integrity playing out in both parenting and business? And ~this,~ this might be an easy one, ~but,~ but maybe not. I don't know. I think that patience, emotional intelligence and integrity are things that we should absolutely hold onto.
Although, like I said, probably naturally patience is, ~is~ hard for me. Emotional intelligence and integrity are just. You know, it have [00:08:00] to be back of the hand. Like we have to really, really, really know how to operate in those two things both in the family and in the business. And it's, you know, how we do one thing is how we do everything.
I do what I say, like I'm trustworthy. These are things that my family, I. And my employees, ~my,~ my clients the people that are just in the marketplace, associates that might know of me. These are things that they can count on. They can count on me. Being emotionally intelligent in a situation, knowing how to handle different circumstances, knowing how to respond you know, maybe not correctly every single time, but in an appropriate manner that was, is encouragement and that allows the room to move and breathe and grow.
'cause that's kinda how growth happens, right? Same thing in the family. I think about you know, my situations with my children you know,~ even,~ even sticky situations. They're arguing or there's something just, you know, off in the family, you know, acting with empathy and other emotional intelligence factors.
And then of course integrity. There's just, gosh, it's just like a standard, you know? And, and when, when you operate in a standard like that in the business or the family those [00:09:00] that you are in leadership with, ~they,~ they'll follow your example in that. And so I think it's, if anything, it's sharpened me ~in these,~ in these categories, right?
I need to be better at emotional intelligence. I need to be better at communication. I need to be better in my integrity. I need to make sure what I say I do exactly, because people are watching of course, you know, in the business world as well ~as, as well~ as my kids. And my wife too. The next kind of category here is balancing business and family.
I think this is a, just an interesting dynamic that a lot of entrepreneurs ~are,~ are that struggle with. First off, I don't like the word balancing. ~I don't,~ I don't know if that's actually something that we do. What I've kind of, I. Switch that around to is just obsession. As entrepreneurs, I think we have an obsessive nature and we wanna like go all in.
We're either all in or we're all out. And for me like when I look back in my early years of, of entrepreneurship and, and I was married but with no kids, and that was a little different. And then we started having babies and then that early stages of life just bring its own challenges, you know, ~for,~ for a young family.
And then on top of that, I'm building businesses and, ~and ~I look back and I think that I probably was really obsessed with business. [00:10:00] And not as obsessed ~with,~ with my marriage and family and or health. And so I think there's probably several elements of, at least in my story, of how ~I would've,~ I would've changed those things early on.
But thank goodness ~I,~ I kinda came to my senses of eventually just mostly probably to do the help of my wife, Julie helping me understand that, you know, I, it, it couldn't continue on in the same like all in with business. But then lackluster effort and, you know, everywhere else. And so I think that's probably the number one strategy that I've implemented.
That's kinda the first question here is what strategy have you put in place to make sure that your business and, ~and ~it supports your family and ~it's. ~It's maybe not a strategy, it's a mindset, right? As I wanna go all in. I wanna go all in on my business. I wanna go all in ~on my, ~on my family. I wanna go all in on my health.
I wanna go all in on my faith, and I'm going all in on my lifestyle or the things that bring us joy. And so, I didn't need to lower my obsession in my business. That didn't solve the problem. If I had lowered my obsession early on in my business, I just would've been lackluster in business. As well as the other things, what I needed to do is keep my [00:11:00] high obsession, my high intensity with my, ~with my~ business, but then I needed to increase the level of obsession in my marriage, increase the level of obsession with my kids, increase the level ~of,~ of obsession with my health my intentionality around my faith and my walk with the Lord.
~I. ~All of these things are,~ I,~ I can have it all and you can have it all. But it requires intentionality. It, it requires me sitting down and defining exactly what it looks like, what does winning or success look like in this area? And I think I can win in all of these areas. And I don't think that I need to give up one in order to have the other, but it's gonna require just extreme intentionality.
And,~ and~ that may be too much for most people. A lot of people don't want to be extreme in everything. ~It's,~ it's unrelatable. But for me. That's what I wanted. I wanted to win in all areas. I wanted to have an amazing business, or in my case, business is I wanted to have an amazing marriage, not just a lackluster, but an amazing marriage.
I want my kids to just really blossom. I want my health to be the tip top shape and, and to be optimized. I want my faith not just my spiritual [00:12:00] walk, but also ~my,~ my like belief and my action that I'm taking in, in the world. My confidence to be extremely high. ~And~ and of course I want my lifestyle to bring, to bring joy.
Hey, Kings and queens, Chaz Wolf. I wanna talk to you about something that's super important to me. We put a lot of time and effort, we meaning myself and my team into this podcast, into the content that goes out every single day. And if you have been getting any sort of value or insight from this, we want it to be able to reach other business owners too.
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Together we are building a community of like-minded entrepreneurs who are committed to growing their businesses to new heights. So let's do this. Let's help each other grow.
What are some of the boundaries you have set to protect family time? [00:13:00] That's an easy one for me. It wasn't always easy, like I described earlier, but. You know, for me, I get off a work, you know, between four and five each day. And then that's my time with the kids. And so we eat dinner~ and then,~ and then I'm with them until I put 'em down at seven.
And then not all of our kids are like down and sleeping at seven, but I. You know, our older ones start working on some homework. I help with math. We homeschool the kids and so ~I'm,~ I'm teaching new math lessons to our two oldest you know, at seven, you know, between seven and seven 30. And and that's my time.
So I've got, ~you know,~ basically a two to three hour period of time each day with my kids. They know that it's my time with them. They look forward to it. I look forward to it. ~I try to,~ I try to, not be distracted with other things. You know, like with the phone or other phone calls sometimes that there's things that need to be scheduled and, and we're not like, you know, super, ~you know, ~restrictive about it.
But generally speaking, almost every single day, this is the window. Unless something weird just happened. So I've committed to that. I. And then specifically in that window, I'm intentional about the actions that I'm taking. I'm spending the time with the kids. You know, we're always doing something fun.
Typically we're playing music, maybe [00:14:00] doing a dance party, you know, we might be cleaning it and doing chores, but it's always something that we're doing together. Then, and then me putting them down looks like a routine. We've built a a checklist. They've got a cool little digital board. They can check their stuff off.
And I'm building routine and habits, and I'm helping them track their, their, their performance and just understanding mindset along the way. We read the Bible, we pray, we do a breathing exercise some, some breath work. And then, and then we do, with the older kids, some of the math work and stuff like that.
So that's my kinda my evening regimen. And the kids know it and, and ~it,~ it would be weird for us not to do it. It's built in. One of the other questions here is how do you teach your kids the mindset and work ethic of an entrepreneur without forcing it on them? And I don't know. ~The,~ the forcing an on piece is probably~ the,~ the most interesting piece of that question for me.
~I,~ I've never forced it on them, but I think what I would challenge the person that asked this question is if it's just normal in your house, then it just is. ~I. ~Right. Like, I don't know. I'll tell you, it's totally unrelated, but it'll make sense. So just follow me on this story. [00:15:00] Our kids, for the longest time, like, I don't know, until they were probably like seven and maybe even older than that, ~my,~ my nine ~and,~ and 11-year-old.
Just started to warm up their food, you know, if we were eating leftovers from, you know, the night before or a couple nights before. 'cause a lot of times as a kid, I mean the kid, they just don't, they just don't know. Right? They don't know that the food is cold versus warm. They don't necessarily have a preference.
It just is. And so, for many years, until they kind of made their own choices, we just. We had Turkey burgers the night before. We gave 'em a Turkey burger, but it was cold. And sometimes we ate it cold too. It wasn't like we warmed up ours and then, and then didn't warm up theirs. Although sometimes I have a preference to warm it up, and I would ask them, but they didn't really know because for many years we just gave it to 'em.
Right. Because ~it's,~ it's just they don't know. And I don't want that to come across as harsh or anything, but it just~ is,~ is my point. Okay. And so if you are a house of entrepreneurs, right? And even if your spouse is not you know, in the businesses working it day to day, Julie's not in, in all of our businesses working it day to day, [00:16:00] but she's an entrepreneur because she's married to me.
And so we have an entrepreneur house, you know, we're an entrepreneur family. And~ if I'm,~ if I'm doing these things throughout the day. That carries then through to how we talk in our family. We have family meetings. We talk about money that we make. The kids have goals, like the things that I do in, in my business doesn't stop when I get off work, it just transfers over.
It's the same language. And so what I would say to this person who asked this question is, first off, you should never have to force it on 'em. It should just be right, like this should just be language that you're using inside of your house ~when,~ when someone says they're interested in something, right?
~Like. ~Like one of my daughters is really good at art and she can create a lot of very creative things. And so my language to her isn't, oh wow. You could be an artist or you could be, you could go like different job titles, right? ~I,~ I affirm her as a creator, as someone who likes to build or architect things ~and ~and she can take that skillset or that joy that she has and she can build a business out of it, right?
She can create things that. Add value to people, [00:17:00] right? And you can add value as an employee, but as a business owner, we think, how can I create something that adds value to someone else? And that's the business system that we're gonna develop, right? And that's, that's the language that I use with my kids.
It's how can we create something that adds value to other people? And and then we create a business out of that. And so, how do I teach my kids? Well, I just, I talk to 'em. ~They,~ they are involved with our businesses. Not to every nth degree, but both of my older kids have been around ~our,~ our Edible Arrangements franchises many times worked up in the front, talked to customers, counted money, dipped strawberries.
They've been in and around, of course, gathering the kings and the cool stuff that we do for kids and our family vacations. We've got ~a, a,~ a program now for kids called Generation Next GXT. And so they're helping me with that, but I mean. This is even just outside of that, they all bought a a cow last year.
And so~ they've, ~they've got~ a,~ a cow calf pair ~and,~ and they just sold their first ca, their first calf ~and,~ and they know how to earn money, so they trade their time for money. They mow and they do things around the house and they trade that time. They add value and then they get [00:18:00] money. And then they've also now learned how to take that money and place it into an investment so ~that~ that money can then earn them money while they are earning other more money.
This is just regular life for us, so I don't, I'm not sure about the forcing it upon them. I would never wanna like force my child to do anything, but if it's just what is normal in our house, then this is just who they're gonna be, right? I would never anticipate my child working for anybody else, ever because.
~The,~ the mindset that I plan on giving them is whatever they're good at. ~If, if I have a,~ if I have a someone who's good at art or someone who's good at communication or someone who's good at you know, math or whatever, whatever the tactical thing is that they're like, are drawn to that can be turned into a business, no doubt about it, even regardless of their personality.
Some personalities are more driven or more drawn to entrepreneurship, but. A lot of times it's just because those other personalities don't have a parent that shows them how to turn that valuable skill into a business. And so, this is just regular life for us. Okay, next third category here is building a legacy that lasts.
And here are some of the questions. When did you start thinking about your impact beyond just [00:19:00] making money and. I think that for a lot of entrepreneurs, we know we go through the warrior stage before the king stage and the warrior stage is, you know, pretty selfish and we're just trying to, you know, get ours.
And I don't think there's anything wrong with that. And I definitely went through that in my, you know, late teens, early twenties. Even when I was married, I got married at 21 and I was just out for me, right. I was in sales and, and I even started a business during that time, but it was really just selfish ambition.
Not that those things were wrong necessarily, I just hadn't expanded ~my, my, ~my thoughts, ~my what, what I, ~what I felt was my responsibility maybe. But as you get married, you start having kids, you start having more employees and they kind of all have a similar effect. I think it just, ~it,~ it keeps us grounded, one, but then it also gives us a bigger vision of what's possible.
And I think that the bigger that we think the more, able that we are ~to,~ to think in legacy or to think ~in a,~ in a longer time, high horizon, like we talked about earlier. So starting to have kids, starting to have bigger business goals. It starts out selfish as selfish ambition, but I think eventually every [00:20:00] king realizes that it's not just about the money or the personal accolades, you know, it's about governing well.
All these different assets and all these people and the things that are, you know, people are expecting from me or counting on me. For, of course that includes my family and ~my,~ my team members and my clients and the communities of those people, even the family members of those people, right? Like we impact a lot of people as entrepreneurs kings and queens.
And I think that's the transition, right? As you start thinking more kingly you start thinking more in legacy. So. Next question here. How do you mentor your kids to be future leaders, whether in business or in life? I encourage my children to leave, well, first off, they have, they've all started at the age of two and a half or so.
As soon as they can start talking. ~My,~ my youngest has just started as a two and a half year old, but ~they've,~ they've read what we call mirror Talk every single night, and I've adjusted it. For the older ones as they get a little older, but ~it's,~ it's basically affirmations that they're reading over themselves, many of which talks about how they're a leader in different circumstances in their life, even a leader in our own family.
~And~ and I think, so ~that's,~ that's number one is I'm [00:21:00] building the belief of just, you know, their subconscious mind, recognizing that I am a leader, I am a leader. I'm a leader in this circumstance. I'm a leader in this circumstance. I'm a leader in that circumstance. And then I think as we talk to them about whether they've been at co-op that day or they've been at homeschool, or they've been just at with their friends or playing outside, asking them questions that lead to conversation around, you know, how did they lead that situation or how did they lead other people?
Or how did they include other people and how did they facilitate, which is another word for leadership. And so we're just talking about it. It becomes regular life. Very similar to~ the,~ the description I gave to you a little bit earlier. ~I. ~The, the future or like mentorship of that is that I recognize that I'm building my children piece by piece.
And just like an employee, ~I've, I've,~ I've grown many employees, I've helped develop many managers and people that have even gone on past my organizations to do amazing, incredible things. And I think that our kids are,~ are, and ~another example of that, we just get longer with them, most likely, right?
And I get to build. You know, piece by piece, day by day, what are the things that are necessary for, [00:22:00] you know, my son or my three daughters? And I think that you know, each one is gonna be unique, right? All of our employees are unique. We use personality assessments. We use different ways to be able to talk about their individual goals and, and things to be able to pull them forward.
I'm gonna do all those same exact things with my children and and mentor them. Because I can see things that they can't. ~I'm trying to,~ I'm trying to let them know about the roadblocks up ahead without necessarily doing it for them. I want them to experience it, make decisions, and, and sometimes even fail.
But I'm trying to be that guide, you know? Next question was what are some financial or leadership principles you intentionally are passing down? And I think that a lot of times or at least for us, lemme just say it, like, for us leadership money, you know, principles, success principles you know, it's like we will read a book, I'll listen to a podcast, I'll get information from a conference, but then it, like, it stops there.
And for me, I've just done a really. I've been really, really intentional about not letting it stop there. I wanna have conversations with my wife, I wanna have conversations with my children [00:23:00] and, and then I'm looking for circumstances, whether it's, you know, my daughters, you know, fighting about something, or whether it's us working together as a family to serve someone else.
Like, I'm always looking for circumstances where I can. Highlight a principle and say, Hey, this is what this means and this is what this is, this is why this is important. And I'm probably gonna be that dad and that grandpa where there's always a lesson, you know? And because I truly am, I'm looking for the different life circumstances that can not just teach my kids, but that gives them the experience of what I'm verbally saying so they can see me doing things, but when they get to experience it and then hear it audibly, I think is just really powerful.
And then last question here, what does legacy mean to you? How do you make sure your family is set up for success beyond your lifetime? And just recently, ~I,~ I hosted ~a, ~a mastermind trip for some of our members. We had about 10 wealth builder members in Cabo, Mexico. And I brought in a family legacy planner and she said something that was really profound.
She said, you know, we all, most of us are first generation, right? [00:24:00] 85% of millionaires are first generation. And so most of our clients you know, haven't inherited their money. They're not second generation, you know, ~they've, they've~ they've kind of forged their own path. They've become, you know, a business owner and they're first generation.
And so it's not necessarily about getting wealth to the next generation or generations. It's getting it through them. And that, that two versus through was something that I thought was just really profound. And I've always talked about giving my kids not just resource, like, you know, money ~and,~ and other monetary resource, but also the, the mental resource.
How to think what mindset is and what strong mindset is, and how to be able to use and train your subconscious how to use wisdom and knowledge and discernment in different situations. But I think all of those pieces are how you get it through, right? I think there's a stat that. You know what, whatever high percentage chance, pretty high percentage, almost a hundred percent chance that wealth is lost by the third generation.
So my kids will facilitate and steward what I've given to them, but the [00:25:00] third generation, if there's any left, will lose it because that, that through factor, right? So for me, I'm super focused on those, on those, the character development. Of, you know, our core values as a family that passing it through element is just so important, which I think happens through wisdom and experience and all integrating them into our business and helping them understand, um, money at an early age and how it flows and, and how to, you know, through discernment, make good decisions.
All of these things that we've talked about here today, even on this call or ~on this,~ on this podcast, I think that that's how I'm. Building legacy because it won't just happen automatically. And it's not just a number in the bank account that gets passed down. In fact I've got kind of a weird warped view on passing money down.
I'm trying to, I'm trying to bring in my kids and then my grandkids into money and any other resources that I've got, whether it's assets ~or,~ or any sort of other things that we've accumulated. I want them to come in as co-heirs way before it's like just given to them and plopped on their desk. I really feel like, it's my duty to bring them into the [00:26:00] midst so that way they can see how I'm operating. And then we can operate together as equals and peers, and then we can, and then they can take the lead, but I can still be involved as an advisor~ and then,~ and then they're gonna get their kids involved, which is of course my grandkids.
And I can watch, ~I.~ Them mentor my grandkids, but me kind of still be an advisor ~and then, ~and then their kids and them, our peers, and then their kids step forward. So now my grandkids are leading all this stuff that we've, you know, now for three generations developing. And I'm, at this point, I don't even know if I'm an advisor, but maybe, and I.
~And the, and the,~ and the cycle can, can perpetuate as, as that, right? It's me leading, bringing my kids in, and then it's me bringing them equal and we're peers and then them being promoted forward before me as the leaders. And I'm just, I'm, and I'm following their direction, but still kind of in the, in the midst.
Maybe more advisory, but then now they're bringing in their kids, right? And then eventually them and their kids are peers. And I kinda just went through the same cycle so you could hear it again. But I think that's the answer. At least that's the, that's the road that I'm gonna follow. Because I'm committed to this idea ~of,~ of a hundred years being my personal responsibility and I [00:27:00] want someone in that line, someone in that air of lineage is going to capture what it is that I'm talking about and be able to perpetuate another a hundred years past that, and then another a hundred years and another a hundred years.
So, I hope all this ~has been,~ has been interesting. These are some great questions. I appreciate you guys sending these in. If you guys got other questions, you guys can go to gathering the kings.com. You can always take a look at what we're doing there. Inside of our mastermind community for entrepreneurs and their families, and of course, our newly launched program for kids called Generation Next, or as we call it GXT.
You guys can go to GTK. Family mastermind.com/gxt to get information about that program and join us there and see if it might be a good fit for your family, maybe for your kiddos to be around other entrepreneur kids learning success principles and and hopefully catching some of these things that we talked about here today.
Maybe, maybe you need to be around other entrepreneurs that are talking like this making decisions like this for their business and for their family. And that's what a peer group is all about. That's what GTK is all about. So. Gathering the [00:28:00] kings.com or if you wanna take a look at the kid stuff, gtk family mastermind.com/gxt and you can get all the information there.
We look forward to talking to you guys soon. See you on the next episode.
Thank you for listening to Driven to Win. I hope that you were able to pull out a few nuggets to go apply into your business right away. More importantly though, I hope that you're realizing that it takes more to be successful than just being by yourself, doing it all on your own, carrying the weight all by yourself.
What I have realized, not only in my own journey from multiple businesses and multiple different industries, and now interviewing over two or 300. Other very successful seven, eight, and nine figure business owners is that it's tough to do it alone. And so gathering the kings exists to bring together successful entrepreneurs.
In fact, we are putting together 1000 kings specifically, who are grateful but not done. We're intentionally assembling kings who fight tooth and nail for their business, family, and communities. And here's what we believe [00:29:00] that in the pursuit of excellence in those areas. That it ignites within us the responsibility to govern power and forge a lasting legacy.
So if that relates and resonates with you and you know that you need people around you, sharp, qualified, other very successful business owners, I want you to go to gathering the kings.com. I want you to take a look at what we're doing and see if it makes sense for you to be part of our pursuit to 1000 Kings Talk soon.