Delegate & Dominate: The Leader’s Blueprint for Breakthrough Performance | Scott McCarthy | Episode 288

Scott McCarthy [00:00:01]:
Welcome to the, Delgamaster, webinar. My apologies for starting off, a few minutes late. Right as I have to start the session, I realized that my big microphone is malfunctioning for some unknown reason. So I figured I’ll reboot and attempt to get things squared away, I made the quick audible to switch to my headphones with the microphone. So my apologies. Things happen. No big deal. We, we get along.

Scott McCarthy [00:00:35]:
We just get on with it. So there we go. Anyway, I want to, first off, thank you for, tuning into tonight’s webinar, all the delegation and empowerment of your people. So this has been a much requested topic, I would say, within the leader moving forward leadership ecosystem. So the so just quick rundown. The moving forward leadership ecosystem is a combination of different things. 1 is our, podcast, peak performance leadership. The second thing is is our free Facebook group leadership skills for managers who want to be leaders, not bosses.

Scott McCarthy [00:01:18]:
And the final thing of the ecosystem, of course, is our leader growth mastermind, which is our, community for those who want to become, high performing leaders in their domains and want that extra bit of accountability plus, guidance, mentorship, and so on. So that’s what, it’s all about. So that’s the community. That’s the ecosystem. So this has been a long time coming. Shouldn’t say a long time coming, but rather, well demanded, across the board. So thanks for joining in. Thanks for, taking time out of your busy schedules because I know we’re all busy.

Scott McCarthy [00:01:59]:
So with that, let’s let’s dive in, shall we? And the first thing is what I want to talk about when I talk about delegation is talk about what it is in the first place. You see, delegation, many people think of it, and they just think of it in a very formal way. Right? They don’t necessarily think about it the same way that I think about it. And let me tell you how I think about it. Delegation, it’s everywhere. It’s everywhere in our daily lives. It’s everywhere right now. You’re actually delegating to me right now to talk to you about delegation.

Scott McCarthy [00:02:46]:
I know that sounds weird, but that’s actually the truth. We delegate in our daily lives. We delegate whenever we get someone else to do something on our behalf. So if you think about in that those terms, the food you eat, you’re actually delegating to the grocery store to go out and get that food for you and bring it there. And in return for that go delegation, you give them money. Right? The gas that goes in your vehicle, very similar. You know? You delegate that in a sense to the oil companies, the gas companies. Right? Delegation is everywhere.

Scott McCarthy [00:03:30]:
Your kids, if you have children, you delegate to them. When you get them to take the trash out, much like I do with mine, you’re actually delegating those responsibilities. Your spouse when you ask them to take care of dinner. K? It’s actually everywhere in our lives. Delegations everywhere. We just don’t actually look at it and see it in that matter. So it takes on many forms. It can take on many forms both at home, but, of course, in the workplace as well.

Scott McCarthy [00:04:06]:
It can take in the form of daily tasks. It can be a part of projects. It could be management roles. It could be part of the organizational structure as a whole. You can go ahead and use delegation to achieve many things. What it does is it enables others to make decisions. What you’re doing is you’re handing off authority to others when you delegate something to them to go about and make decisions, to act on your behalf, to get things done. So for a simple example of asking your spouse, your significant other, take care of dinner 1 night is that you’re like, hey.

Scott McCarthy [00:04:54]:
Listen. I got a long day coming up. Do you mind taking care of dinner? And they’re like, yeah. Sure. I got it. What you’re actually doing is you’re turning around. You’re enabling them to decide what’s going for dinner. Are they gonna order in? Are they gonna do ticket? Are they going to pick up groceries and they’re going to make something fancy? Maybe they’re just gonna haul it something that’s quick and easy out of the deep freeze, what have you.

Scott McCarthy [00:05:15]:
But you see, that is all forms of delegation. What why delegation is so important is that it enables you as a leader to focus on what is important for you. Focus enables you to focus on your job. And your job is to think strategic in terms of you within your organization. So what is strategic for you? Because if you’re constantly worrying with day to day to day, the minor details and getting into your people’s shorts per se. Oh, Angelo, thanks for the question. No. There won’t be a specific after the session.

Scott McCarthy [00:06:05]:
This is purely informal. Okay? But great question nonetheless. So back to why it’s important is that it enables you to do what it is you’re supposed to do. Okay? It enables you to think strategic to be in your place. Alright? So that’s why it’s so important. It enables delegation enables quicker execution and turnaround within the decision making process. And I’ll tell you a story of a former coaching client of mine. Now I’ll keep, names of it, but I was coaching a business owner.

Scott McCarthy [00:06:51]:
Small start up, very small, again, like most optioners, much like myself. This business owner was, you know, intimately involved in every aspect of the business. They knew it all. They literally built the business from the ground up. Every single aspect they did at some point. They were the salesperson. They were the marketing guy. They were the planner.

Scott McCarthy [00:07:18]:
They were out running around trying to get get people get, request for proposals, everything. They were webmaster. You name it. This person was doing it. But as their business slowly built more and more, they brought people in. Why? To take things off their shoulders, to get more things done, to enable them to go bigger, bigger, bigger. So I was coaching them, and then, we’re having coaching session. And this coaching session started with my team failed me.

Scott McCarthy [00:07:51]:
I said, oh, this is interesting. So what happened? So he started explaining to me that they put in a request for proposal on a bid for a contract, which is awesome. Great. Good for you. What happened was their rep that they sent this request proposal for got back to them and said, listen. We need some more information on a particular aspect of it, but we need it ASAP. Now the business owner who I was coaching was away that day in meetings. And one of the things which I rec which I actually enjoyed about them was that they would shut their phone off during meetings.

Scott McCarthy [00:08:38]:
So the salespeople were there. They received this information, but they were constantly trying to get a hold to the owner to say, hey. This is what’s happening. This is what we think, but we need your approval. You see, everything still funneled through the business owner. At the end of the day, they never got what was needed in for the request for proposal. They didn’t win the contract. So he said to me he’s like, my team failed me.

Scott McCarthy [00:09:08]:
And he ran me through the story. I said, right. But while you’re away at these meetings and you knew your phone was gonna be off, who wasn’t able to make decisions on your behalf? And that’s where he stopped. Anyway, crap. I said, exactly. You need to delegate. You need to enable someone to make decisions on your behalf. K? So moving forward now in this, I’m going to bring you through a framework for delegating to others.

Scott McCarthy [00:09:46]:
Okay? It is a simple framework. It’s only 1, 2, 3, 4, 5 steps. Five steps. That’s it. Okay? Five steps framework for delegating, especially if you’re not comfortable delegating or you’re not too sure about your team. And the first step the first step for proper delegation is to prepare yourself. Prepare yourself to delegate things to your team members. And what do I mean by that? You need to let it go.

Scott McCarthy [00:10:26]:
Let it go. Let it go. And if you have kids at home, you’re young, you’re probably cringing right now thinking of the movie Frozen. She goes and sings that song. But the moral story here is that we need as leaders to let our ego go. We need to let it go. It’s getting in our way. It’s what’s holding us up.

Scott McCarthy [00:10:51]:
Much like the business owner I just told you it’s a story of. It was their ego that caught in a way. They literally said to me, I didn’t delegate because I knew they wouldn’t be able to get us an as much money as what I would have gotten for us if I handled the RFP, the request for proposal. It’s like, great. But is what they what they would have got for you better than nothing? Because nothing is what you ended up with. Yeah. You’re right. Exactly.

Scott McCarthy [00:11:22]:
So, it’s the ego that is what holds us back from delegating properly. K? It’s our ego, our thought that our people aren’t going to be able to do it as good as us. Therefore, why should I bother enabling them to do it or asking them to do it anyway? I’m just gonna do it myself because it’s just easier. But is it easier? Yes. It’s hard to go and hand off to someone else, and it’s hard to sometimes have to go back and fix things. And it’s hard to not achieve the results that you’re hoping to achieve. By the way, I have ways to fix these in the upcoming. But, yes, all those things are hard.

Scott McCarthy [00:12:10]:
But you know what else is also hard? Burnout. You know, also is hard not having time for your family. You know what else is hard? Running from one thing to the next, to the next, to the next on that endless treadmill. K? It’s pick your heart. And let me tell you, if you do delegation properly, when you let go of your ego, it actually gets easier. So the first thing is to prepare yourself to let go of your ego, to see the ability of your team to actually take these things on. Because I’m also gonna give you a shocker here. They actually might be better than you at whatever task you need them to do.

Scott McCarthy [00:13:02]:
It actually might be better than you, believe it or not. I tell you, I’m not great at marketing, and I’ll gladly delegate that to someone else. Right? So first step first, prepare yourself. K? And that is all about dropping your ego. Let’s go to step 2. Step 2 is about preparing your team. And when the when we talk about preparing your team, we’re actually going to the first thing, start with the last thing. And that is and we’ll start with your desired end state of what it is you’re delicate.

Scott McCarthy [00:13:41]:
What is it that you want them to achieve at the end? What is it? So let’s go and take an example. And let’s say you run a business and you want to increase sales by 10%. That’s the end state goal. End state goals increase sales by 10%. Or, sorry, in let’s say increase profit by 10%. Okay? Because sales doesn’t necessarily equal profit. Let’s go with profit. You wanna increase profit by 10%.

Scott McCarthy [00:14:14]:
You wanna empower people to take that on. That’s the end stake goal. That’s the goal in mind that you are giving to them. The what, the when, and with what are your responsibilities. Okay? So what is it that you want them to achieve, by when you want them to achieve it, and with what resources you’re giving them to achieve. What it is you want them to achieve by when. Okay? So keep those three things in mind when you’re talking about desired end state. What, when, and with what.

Scott McCarthy [00:14:53]:
But here’s the most important thing. And here’s where people mix delegation up with micromanagement. This is this is the fine line, and too many people cross it right away. It’s the how. Stay away from the how. Enable your people to go and go after the how. So back to my increased profit by 10% scenario. I’m not gonna tell them by driving sales.

Scott McCarthy [00:15:22]:
We wanna increase profits by 10% by driving sales. Why? Because there’s other ways to increase profits. Maybe you reduce costs. Maybe you up our prices. Now that’s still driving sales. Those are 2 totally different things. K? It’s the how that you enable your people. K? The next thing that you go after them is your intent.

Scott McCarthy [00:15:49]:
You know? What’s your intent? What’s your rationale? What’s the why behind it? Why is this so important and your intent on getting there? K? So you wanna link the why with your intent. K? Why is it that you want to increase sales by 10 per or profits by 10%? Is it just so you can fill your pockets more? Probably not a good why. But if you say so that we can then take those funds and go and expand it to other markets or expand our portfolio or bring in more help. Now your team sees the bigger picture. We call this identifying purpose. K? Bring your intent. Explain to them the why behind it. And then that enables them to see the full vision, see why this is important, understand why it matters to the overall organization, and then, more importantly, is what’s going forward, okay, and why it’s so important going forward.

Scott McCarthy [00:16:58]:
Your intent. So pairing your team. Starting with the n first, giving them what when with what. Okay. Then giving them your overall why through your intent and linking it to the greater picture. K. The next thing you wanna do is let them know what their arcs what decisions are on-site, what decisions are off-site, what decisions they can make and what decisions they can’t make? And they often just comes in terms of resource allocation. K.

Scott McCarthy [00:17:36]:
Budget, money. What type of resources can they have? What type of resources do they have access to but need to ask for? How much time do they have? What are their arcs? What are the constraints and restraints in which they must operate within? By doing this, enables them to understand where people’s toes are start and stop. So they don’t necessarily step on other people’s toes. Right? You’re giving them to to the you’re enabling them to see where their limits are. And coupled with this is a term we use in the military often, and that is commander’s critical information requirements. We call them CCRS. Slang term is wake up criteria. So let them know things in which you need to get notified ASAP about.

Scott McCarthy [00:18:38]:
K. So maybe it’s a budget issue. Maybe it’s a time issue. Maybe it’s a resource requirement issue. Maybe you’re falling behind. But, nonetheless, let them know exactly listen. If I don’t hear from you, I’m going to assume all is going well. But if the one of these things occurs, you need to let me know immediately.

Scott McCarthy [00:19:07]:
K? Let them know what those things are. It’s only you as the leader that can turn around and tell them that because you know what’s important to you. Alright? So that, ladies and gentlemen, is the second step in delegation. So we’ve prepared ourself, dropped in our ego. We’ve prepared our team by going over the in state in end state, sorry, by giving them our intent, by talking about our arcs, our limitations, and then finally, our wake up criteria or CCIRs. The next thing, which we do in delegating, set conditions for success. We set conditions for success. We enable our people to be successful.

Scott McCarthy [00:19:58]:
We don’t set them up for failure, but we set them up for success. One of those key things is training and development. Do they have the right qualifications? Do they have the right experience and expertise to go about and take on the job or task that you’re telling them to take on? My boss walked into me tomorrow and said, hey, Scott. We’re gonna task you with taking on the development of a new radar tracking system. I’d go. And I need some help, boss, because I don’t know squat about tracking and radars and any of that scientific stuff. Sounds absurd, but the moral story is that. Is that your people need the baseline skill sets and development.

Scott McCarthy [00:20:51]:
So this occurs even before you actually have delegate them pass. Or it may occur as you delegate them. They may say, hey. I’m willing to take this on, boss, but I’m not necessarily comfortable in this area. And that’s when you go, okay. Great. You’ll get your calendar, check something on your company website or whatever, where you look around and go, okay. Well, there’s some training that’s coming out, and I’ll get you on it so that you get more comfortable.

Scott McCarthy [00:21:21]:
K? Or you say, hey. I’m gonna arrange a meeting between you and Joe. Joe over there has a lot of experience with this. You can go ahead, pick their brain, see what they know, and then in the end, you know, hopefully, you come out and you feel more comfortable. And come back to me, and we’ll have a conversation from there. These are different ways of training and development. K? But this is how you set them up for success. This also you can also put them in smaller challenging roles before you’re even looking at delegating them.

Scott McCarthy [00:22:01]:
K? Get them to try out different roles, more difficult roles going through so that they expand their horizons to get more experience to see things differently. Training and development is crucial for their success, therefore, your success. The next thing about setting conditions for success is to give them continued support and access to you. You have to enable them to come back to you with questions for further clarification, for guidance, what have you. But here’s the kicker. It has to be in a psychologically slave manner. You can’t let them believe that you’re being judgmental of them if they come seeking clarification because they won’t. Because if they feel like you’re being judgmental to them, they’re not gonna come seek that clarification.

Scott McCarthy [00:23:06]:
They’re not gonna feel safe to because they’re scared. This is go you’re going to think poorly of them, and This is gonna reflect negatively against them. I used to tell my people all the time. I’m like, listen. Here’s your task. You wanna come and bounce ideas. Come on in. Let me know you wanna bounce some ideas, and then let’s bounce some ideas.

Scott McCarthy [00:23:27]:
We all do that. We all have to do that. And sometimes we just need to hear ourselves talk to go through a problem. But if I said, and by the way, I’m also gonna be marking your annual report at the same time, then they’re probably not going to feel like coming in to bounce those ideas. But at the end of the day, who am I hurting? I’m hurting myself if I have that mentality. Why? Because they’re doing a task on my behalf. And if I’m there being judgmental of them all the time, I’m not enabling them to reach their full potential, and, therefore, they’re not gonna give me the best product that they could give me. Give them that space.

Scott McCarthy [00:24:15]:
Give them support and access to you. And then when they make a mistake, have their back. Have their sixes you call in the military. Right? Have their back. Alright. Minor mistake, but it’s okay. Talk through it. K? It’s not a big deal.

Scott McCarthy [00:24:40]:
Again, this is a learning opportunity. When you delegate, it’s always a learning opportunity for them, and it’s also a learning opportunity for you as much as what you want to get a task achieved through them. But they know you have their back. They’re going to push, And they’re going to go after and get after the task that you’ve given them. So that’s setting conditions for success. Training and development, making sure they get the right skill sets, right experience, exposure, setting them up for success, giving them support and access to you in a psychologically safe manner, and then having their backs for when they make mistakes. The third step of my delegation framework is to follow-up and move forward. K? And what I mean by that is you want to set regularly scheduled progress updates.

Scott McCarthy [00:25:51]:
You don’t wanna go and say, okay. Here’s your task. Giving they’ll gain this task to you, and then give them 3 months and not check-in with them for 3 months until, like, a week before. Let’s say you’re going to this task or project or whatever is getting pitched to big wigs. People even higher than you in the food chain. And you turn around, like, the day before this pitch occurs, and you go, this isn’t what the heck I wanted. K. You need to schedule these progress updates.

Scott McCarthy [00:26:30]:
Why? If you take off from New York City pilot takes off from New York City, sets his course for London Heathrow Airport, but never checks the coordinates. And then, you know, 5 and a half hours into a 6 hour flight, then decides to check where they’re at without making minor adjustments along the flight route. They’ll find themselves either in Greenland or over Russia or down in Africa somewhere. Minor adjustments along the way set you on course. That’s why you want to have these regularly scheduled updates where they know they’re going to update you on things. Yeah. The interval between the updates can vary. One factor of this is how much trust you have in them.

Scott McCarthy [00:27:24]:
Maybe you have a low trust in them. Maybe a brand new team member is the first project. K? You you you have trust. You’re trusting them obviously because you’re giving them the task. You’re delegating something to them. But at the same time, you’re not a 100% sure how they’re going to do. So you wanna see how to do. So you put these update briefs tighter.

Scott McCarthy [00:27:52]:
The other side of the spectrum is someone that you know very well. You’ve seen their work for a long time. We know that they are a top tier person. They produce results all the time. You may put a lot more time in between these update fact briefs. Duration between the start and end date also could put come into play. K. So maybe if it’s shorter, you’re gonna want these update briefs sooner, faster.

Scott McCarthy [00:28:24]:
But if it’s a long period of time, well, then you can spend them at these are all different things. But the moral story is this, is that you need to have these update briefs done, scheduled. Your the person the person you’re delegating to needs to understand when they are, what the expectations from them are, what you’re expecting from them to see. K? How? Alright. And, ultimately, what you’re trying to do is, again, just guide. So if you get an update and you’re like, oh, that’s not exactly what we’re looking for here, then you’re just guiding them back on track. Guiding back on track. Okay.

Scott McCarthy [00:29:07]:
Oh, I like that. Let’s keep going on this path. This flat path works. Oh, let’s make a slight right turn. K? It’s all about that. And then what you’re doing is enabling them to move forward. Again, it’s about the psychologically safe environment. They’re coming.

Scott McCarthy [00:29:26]:
They’re giving you updates, giving you a little guidance, putting them on track exactly where you want to be, reinforcing the success, watches in the afterburners. And what you’re doing is you’re constantly fostering the sense of trust between you and your people. And then, finally, the last thing the last step. Okay? So we just went through following up and moving forward, scheduling update briefs, and fostering that sense of trust. And the final step, step 5, is celebrate twins that learn from your failures. K. We spend so much time in the negative. Our brains are literally wired to look at everything in a negative connotation.

Scott McCarthy [00:30:27]:
Yet, we do so many great things. Our people do so many great things. So you want to pat them on the back, celebrate those wins, enable your people to enjoy the moment, K? Yet, same time, you want to reflect upon your failures. It’s not always going to go right. That’s why this step is so crucial. You celebrate the wins to reinforce the success. Reflect on the failures to learn from them so that you don’t do it again. K? So once upon a time, I was responsible for the operations of, one of our training centers.

Scott McCarthy [00:31:15]:
And one of my members accidentally, you know, was was allocating fund misallocating funds to the sum of something like 30 or $40,000. It was a fair chunk of change at the time. And when I looked at it, I reflected on it. He wasn’t set his conditions weren’t set for success. And going back from that, I’ve realized that he didn’t understand the overall intent. He didn’t understand and state what we’re trying to achieve, why it was important. Didn’t even understand what were his limitations or what my wake up criteria were. He didn’t have any preparation.

Scott McCarthy [00:32:06]:
He wasn’t trained for the job that he was told to do. K? And he didn’t feel like he had support and access to ask questions because of that judgmental thing. And not that I tried to actively go out and do all this negative stuff, but it was upon reflection that I realized of the errors. Excuse me for a second. I tickle my throat, and I need some water. Okay. There we go. Alright.

Scott McCarthy [00:32:39]:
So what do we do? Well, we did what we called an after action review. Alright. First off, what went right here in this situation? What went right was we identified the problem. We were able to fix the problem. So the problem was resolved. Why went wrong? What? K. We identified the problem itself. We identified the fact that this member didn’t have the proper training, development, skill set to do the job that they were asked to do.

Scott McCarthy [00:33:14]:
Identified the fact that there was no preparation for them, that they understood at the end state. They understood the intent. They understood ArcSafar and CCRs when they did excuse me again. But there were a lot of failures in the day. We have to actually review them. We have to actually review my shortcomings, my failures. We have to actually review their failures. But the last question so the AR has 3 questions.

Scott McCarthy [00:33:54]:
3. Three questions. Not 4. 3. Anyway, question 1 is what went right? Question 2 is what went wrong, which we’ve covered those 2. And here’s the third question. The most important question is how do we not make the same mistakes again? And that’s what we did. We asked ourselves, how do we not make the same mistakes again? And that led us down to whole rabbit hole of changes and things.

Scott McCarthy [00:34:23]:
But you see the point here is we’re celebrating the wins. We celebrated the fact that this got picked up in a time when it was best suited to get picked up. You know? Bad news. It’s not like buying wine. It doesn’t a it doesn’t get better with age. So it came out pretty quick, and we fixed it. We found the solution. We fixed it.

Scott McCarthy [00:34:45]:
Okay? So we we celebrate those wins, and we learned from the failures down to the point where we’ve realized that, hey. This job isn’t suitable for this type of employee, but rather that type employee would be skill sets. Why are we asking for someone with those skill sets to do this job when that type that particular type of employee is actually suited for the job. So when you reflect, this goes back to the beginning of my story about that business owner and his team. And when he says his team failed him, The moral story is this, your people are the reason you win. You are the reason they fail. You see, without proper delegation, his team failed because he didn’t give them what they needed. Much like my story, my team member making those mistakes.

Scott McCarthy [00:35:49]:
So, ladies and gentlemen, when you delegate, remember, prepare yourself. Let go of your ego. Your ego is what’s killing you, your team, and your organization. The sooner you’re able to let go of your ego and realize that you’re not necessarily the smartest person in the room and that your your team members likely have better solutions and ideas than you do, You’ll enable them to run with them. So prepare yourself. Prepare your team by letting them know what the end goal is first. Where are we trying to get? What are we trying to achieve? The why behind it. What’s the overall why and unifying purpose that makes this so important to the team and the company, you as the leader? What their limitations are? What they can do and what they can’t do, when they need to contact you ASAP immediately so that you can either give guidance, take over, make a decision, move forth.

Scott McCarthy [00:37:01]:
Set them up for success by enabling them to have the skills that they need either formally or informally, enabling them to check-in with you informally, bounce ideas, not be judged. Right? Support them. Back them up. Have their 6 if they make mistakes. Follow-up with them more formally later. Get them make sure they’re on the right glide path where you want to go. And then finally, celebrate the wins when everything’s done. Also, learn from your mistakes.

Scott McCarthy [00:37:38]:
Because if we don’t learn from your mistakes, then we’re not as smart as what we think we are. That is the framework, ladies and gentlemen. That is the framework in which I use to do delegation. And now and I just realized I have a whole agenda here that I totally missed, didn’t click through, but we basically did it. At this time, as we kind of slowly wrap up, we will close-up with some q and a. So for the people who are alive, if you get questions, feel free to drop it in chat. I’m gonna drink some more water, and let me know if you have any questions or anything you would like me to touch on at this time. Alright.

Scott McCarthy [00:38:33]:
I’ll take that as a no. Awesome. Before we do wrap up, what I’ll say one last thing is that it’s not easy. Delegating and making sure that you do it properly isn’t necessarily easy. So a support system network for yourself is absolutely crucial. I can’t tell you, and, actually, I see in the participant list, one of our members, of our leader growth mastermind, Greg, is here. He’s even, checking out the live video here. But this is where your support network is.

Scott McCarthy [00:39:14]:
You’re part of the moving forward leadership ecosystem. Obviously, you are. You’re here. The support network for you is in the Leader Growth Mastermind. We’re here to help you in your daily journey as a leader and enabling you to, you know, implement these steps, this framework of delegating into your daily daily life. K? You can take this framework and use it for anything. You can use it for your kids. You can use it for your spouse.

Scott McCarthy [00:39:49]:
You can use it for contractors. Right? I’m currently getting a house built. I use this very similar framework with my general contractor. 100%. You can use this framework anywhere. K? The implementation part is the most difficult for everybody. That’s why a support network is so crucially important. And if you’re ready, we’re here waiting for you.

Scott McCarthy [00:40:18]:
Check us out. Leavedeltboss.comforward/mastermind. Join us. Come be a member. There’s absolutely zero risk in all of the reward. I say zero risk because there is a 30 buck or a 30 dot day money back guarantee. And if you meet the conditions, I won’t even just give you your money back. I’ll actually double it because I believe in this program so much, and people who are inside obviously believe in it too because they’re all there still after some of them years of being with me.

Scott McCarthy [00:40:53]:
So that being said, stop spinning your tires, stop feeling alone, come join us, and let’s start doing some amazing things together. That, I bid you all a great night. And as always, lead the boss. Take care now. See you next time.