Jakson Peter Doyle täydellinen litterointi

what I was telling myself. 00:04:51.279 --> 00:04:56.399 Find your Super Bowl moment and the rest of it'll go away, and you'll hit repeat again. 00:04:56.639 --> 00:05:00.720 Okay, so you've had this career, and I already mentioned the two decades. 00:05:01.120 --> 00:05:08.319 What about Gallagher specifically or the industry made you say this is absolutely for me? 00:05:08.560 --> 00:05:13.120 I'm gonna invest in myself, uh, better myself to climb the ladder. 00:05:14.079 --> 00:05:17.680 Well, yeah, the Gallagher piece of it was pretty easy for me. 00:05:17.759 --> 00:05:29.199 I mean, it was an organization that was gonna allow me to really go sell and make my career what it was, and frankly, in a way, make my income what it was. 00:05:29.279 --> 00:05:31.120 And I I loved that. 00:05:31.439 --> 00:05:34.399 Uh, the people at the organization were amazing. 00:05:34.560 --> 00:05:52.079 And when I, you know, when when organizations say their people are amazing, I get it can sound a little cliche, but like everyone around me was interested in coaching and helping and developing me in such a way that positioned me to even have a chance to do well. 00:05:52.240 --> 00:06:03.040 And so I just I just fell in love with that type of culture where people were always looking out for one another, not trying to maybe kick you to the side to to advance themselves. 00:06:03.279 --> 00:06:10.399 So it just it just turned out to be an awesome, awesome setup for me to to get after a sales career. 00:06:10.560 --> 00:06:25.920 Uh when you look back at your career in the beginning part of it, um what do you think maybe that you did specifically or that you had um in your DNA, if you will, that opened the door for you to have success? 00:06:26.079 --> 00:06:27.279 Do you know what that was? 00:06:28.560 --> 00:06:34.720 I think it was actually the biggest failure uh I've ever had that helped me through that. 00:06:35.040 --> 00:06:48.879 Like when I think back to the early days of my career, I started, and one of the recommendations from one of the team members there was Pete, you should you should chase restaurants. 00:06:49.120 --> 00:06:56.399 We've got a really good restaurant program, and you can use that program to hopefully build a niche in restaurants. 00:06:56.480 --> 00:06:57.680 And I said, Okay, great. 00:06:57.759 --> 00:07:02.000 And I just kind of blindly went ahead and and started working on it. 00:07:02.480 --> 00:07:10.079 Uh fast forward one year, I probably made, I don't know how many thousands of calls. 00:07:10.240 --> 00:07:21.759 I probably had, you know, 50, 60 meetings with different restaurant companies, and I wrote one customer for$200. 00:07:23.680 --> 00:07:28.160 And that is the point where I said, wait a minute, this is something isn't right. 00:07:28.240 --> 00:07:29.839 Like, I gotta figure this out. 00:07:30.000 --> 00:07:32.959 Like, I just put in a whole year's worth of work. 00:07:33.040 --> 00:07:38.639 I made absolutely no

money, but it seems like I should have done better. 00:07:38.879 --> 00:07:40.000 What's the catch here? 00:07:40.160 --> 00:07:48.959 Well, the catch was the program I was selling in Chicago was built for Florida. 00:07:49.519 --> 00:07:49.920 Uh-huh. 00:07:50.160 --> 00:07:55.519 So those two geographies are two very different, you know, sort of rating environments. 00:07:55.839 --> 00:07:58.879 But that was probably, I think, one of the best things that ever happened to me. 00:07:58.959 --> 00:08:00.959 That was the moment where I'm like, no, no, no, no, no. 00:08:01.120 --> 00:08:04.000 You're never just gonna go out and start doing. 00:08:04.160 --> 00:08:15.279 You are going to think about what you're doing, why you're doing it, plan it properly, align with the teams and the people that you know are best suited to help you along that journey. 00:08:15.439 --> 00:08:19.439 And so I just re-jiggered the whole thing at 23 years old. 00:08:19.680 --> 00:08:24.720 And thank God the second time it, you know, it worked dramatically better. 00:08:24.959 --> 00:08:29.040 But that failure doesn't happen for that duration of time. 00:08:29.199 --> 00:08:32.240 And I don't know how long it takes me to learn that lesson. 00:08:32.559 --> 00:08:33.679 Failure is so big. 00:08:33.840 --> 00:08:36.480 I talk about this with everybody who comes on this program. 00:08:36.720 --> 00:08:46.960 Was there somebody, a mentor, somebody, a coach early on in your career that saw something in you that you give a lot of credit to for being here that's helped you to be able to coach and mentor other people? 00:08:47.600 --> 00:08:55.360 Uh yeah, one of our leaders who's still at the organization, and golly, I think he's probably been here for about 35 years. 00:08:55.519 --> 00:09:01.279 Brett Vandervoort was my mentor um when I started. 00:09:01.600 --> 00:09:03.440 And I don't know, man. 00:09:03.519 --> 00:09:10.480 I I I don't I don't know if I would have done as well as I think I did without his help. 00:09:10.720 --> 00:09:23.200 Like, I mean, I'd be in his office constantly throughout the day, and he would, and just if you know Brett, just in classic Brett fashion, he'd always have a red pen in his ear. 00:09:23.360 --> 00:09:32.720 And what he was looking for is when you walked in, he was gonna pull that red pen out and just mark up everything you brought him to review, and sure enough, he did. 00:09:32.960 --> 00:09:39.519 But it became one, very helpful, and two, God bless him, really funny. 00:09:39.759 --> 00:09:44.159 Because every time that red pen came out, something snarky was coming out of his mouth. 00:09:44.399 --> 00:09:50.159 But yeah, no, no, no, Brett, and it doesn't, it just doesn't go nearly as well. 00:09:50.559 --> 00:09:52.399 So, what do you tell other people then? 00:09:52.559 --> 00:09:56.080 What what would you tell our audience is valuable about that? 00:09:56.399 --> 00:10:01.360 Seek counsel, be comfortable with somebody, opening you

to vulnerability. 00:10:01.519 --> 00:10:02.799 What what would that be? 00:10:03.600 --> 00:10:05.840 Well, I think two things. 00:10:06.000 --> 00:10:07.759 I got I got lucky with Brad. 00:10:07.840 --> 00:10:11.440 He sort of was agreeable to coaching me. 00:10:12.320 --> 00:10:29.519 So, you know, you really I to me, you have to have somebody that is invested and committed to you for for the right reasons, you know, like they truly want to help you grow and develop in this organ in your organization. 00:10:29.679 --> 00:10:31.279 And that's what Brett was to me. 00:10:31.360 --> 00:10:38.159 There really wasn't much in it for him, maybe other than now me mentioning his name on this special podcast. 00:10:38.399 --> 00:10:44.720 But he was doing it because that was his DNA, like he wanted to help other people be successful. 00:10:44.879 --> 00:10:48.399 So where you know, people on the show are thinking, well, what the heck to do? 00:10:48.559 --> 00:10:58.639 I mean, I I would be looking for people you think you connect well with and have an interest in really helping you develop. 00:10:58.799 --> 00:11:04.720 Um, and I think you'd be surprised how many people are actually out there that genuinely want to do that. 00:11:05.200 --> 00:11:22.159 I've told people, Peter, I want your take on this, that if you ever want to know what your strength is, every time you go in for a review, let's say you stay at a company for five, 10 years, all right, and your boss hasn't changed and you're kind of trying to figure out who you are, how you fit in, what your your strengths are? 00:11:22.399 --> 00:11:25.039 Ask your boss in your review, forget the money. 00:11:25.600 --> 00:11:27.200 Ask why did you hire me? 00:11:27.519 --> 00:11:28.559 Why did you bring me here? 00:11:28.720 --> 00:11:29.519 Do it every year. 00:11:29.600 --> 00:11:36.799 Ask the same question, and it will always bring you back to your center, to your greatest strength, to the thing that's most important about you. 00:11:37.039 --> 00:11:38.720 Did anybody ever did number one? 00:11:38.799 --> 00:11:39.519 Do you agree with that? 00:11:39.679 --> 00:11:43.200 Number two, did anybody ever tell you, Pete, you're really good at sales? 00:11:43.279 --> 00:11:46.159 Pete, you're really good at leadership, Pete, you're really good at mentoring. 00:11:46.480 --> 00:11:49.600 Anybody ever tell you something that has really stuck with you? 00:11:51.039 --> 00:11:53.440 Um, well, yes, I think that's a great question. 00:11:53.600 --> 00:11:58.320 And I think whether it's that question or others like it, those are better questions. 00:11:58.480 --> 00:12:00.320 Then how am I doing? 00:12:00.559 --> 00:12:16.480 You know, you you kind of got to get to that next level type question to really gauge whether or not they really do think you're doing well, because their natural inclination is going to be to say, yeah, or maybe they might not want to, you know, tackle some hard conversations. 00:12:16.639 --> 00:12:22.399 So, you know, the more prescriptive the questions, um, you know, the better. 00:12:22.720 --> 00:12:38.000 But yeah, I mean, I think in my early network, um there were there were a bunch of folks who were really helpful and really complimentary about what I was doing and how I was doing it. 00:12:38.320 --> 00:12:48.960 But the, you know, but the people you could tell that were really complimentary were the people who were investing their time in you and spending time with you. 00:12:49.039 --> 00:12:54.799 Like the one that pops in my head, I I would go up to Tom Gallagher's office at 7 a.m. 00:12:55.039 --> 00:12:58.080 at least once a week, and he would give me an hour and a half of his time. 00:12:58.159 --> 00:13:08.399 And he was giving me an hour and a half of his time to go through real life, real situations, not like pie in the sky kind of chit-chat. 00:13:08.799 --> 00:13:23.840 And I'll never forget that because you know, it's that kind of mentoring, you know, that that really says somebody thinks highly enough of you that they're going to invest their time in making you better. 00:13:24.320 --> 00:13:28.960 And, you know, where you've again, where you find those people latch on like crazy. 00:13:29.279 --> 00:13:36.559 Tracks to Success is proud to be sponsored by Ahead, a company that's been shaking things up for more than 30 years. 00:13:36.720 --> 00:13:48.240 From premium golf headwear to standout apparel and accessories, Ahead has built its reputation on quality, creativity, fast delivery, and taking care of its customers. 00:13:48.399 --> 00:13:50.960 They've never been content to follow trends. 00:13:51.120 --> 00:13:54.000 They've built a brand by setting them. 00:13:54.240 --> 00:14:05.840 If you're looking for gear that helps you look your best on and off the golf course, visit aheadushshop.com and don't forget to use the code TTS30. 00:14:06.000 --> 00:14:12.000 That's TTS30 to receive 30% off your personal order. 00:14:12.240 --> 00:14:19.360 Ahead, premium headwear, apparel, and accessories, and the official headwear of the Tracks to Success Podcast. 00:14:19.600 --> 00:14:20.639 Talking with Peter Doyle. 00:14:20.720 --> 00:14:21.840 He's a CEO U.S. 00:14:21.919 --> 00:14:24.879 retail at Gallagher, couple of decades there. 00:14:25.120 --> 00:14:39.440 And as I look at your journey, you've gone from local leadership, then you've gone regional leadership, major national role, and now CEO in a big way at Gallagher. 00:14:39.840 --> 00:14:49.279 Um as the roles got bigger, how did you feel less comfortable or more comfortable? 00:14:49.759 --> 00:14:52.240 Uh, always less comfortable. 00:14:52.960 --> 00:14:57.440 Um not because when you look back on it, the role's any different. 00:14:57.519 --> 00:14:58.240 It's new. 00:14:58.559 --> 00:15:07.840 Yeah, it's bigger, and I think your natural instinct is to go uh to be uncomfortable until you kind of work your way through it and figure it out.

00:15:08.159 --> 00:15:20.320 So, yeah, I think it's totally natural to feel you know less comfortable, but again, the things that got you there are the same things that are gonna make you successful while you're there. 00:15:20.559 --> 00:15:25.679 To your question, that's why they hired you into that position. 00:15:26.080 --> 00:15:36.320 So, yeah, I mean, totally fine being uncomfortable, and I think you should be, but just I always try to remind myself don't forget they hired you for a reason. 00:15:36.559 --> 00:15:37.519 Yeah, yep. 00:15:37.840 --> 00:15:39.200 I I talk about that a lot. 00:15:39.440 --> 00:15:48.720 Always remember whether it's a speaking opportunity, whether it's a job promotion, somebody tapped you on the shoulder, and you have to take that as confidence that you can do the job. 00:15:48.799 --> 00:15:55.919 You might have to learn some things along the way, you might have to grow, you might fail a couple of times, a stretch assignment here or there, but it's okay. 00:15:56.080 --> 00:16:06.320 I always remember a story for me personally, when I left television, which was my comfort zone for you know the better part of 25, 30 years, and all of a sudden I'm chief communications officer. 00:16:06.399 --> 00:16:08.960 I've got this big office, which I never had before. 00:16:09.120 --> 00:16:15.600 And I remember after about two, three, four months, um, Commissioner Mike Wan comes in and says, How you doing? 00:16:15.679 --> 00:16:16.879 I said, I have no idea. 00:16:17.120 --> 00:16:21.679 I have no idea, you know, and and it was like it was such a learning curve for me. 00:16:21.759 --> 00:16:26.399 I was trying to be such a sponge and listen and look and watch people that were in the business world. 00:16:26.559 --> 00:16:27.840 I I hadn't done that. 00:16:28.000 --> 00:16:32.559 Um, and so it was a risky move for me, and I was totally uncomfortable when I started. 00:16:32.639 --> 00:16:35.360 I knew what I knew, but I had to learn so, so much. 00:16:35.519 --> 00:16:42.159 And and so for you, um, on the vulnerability side, you're you're in a business that's all about risk. 00:16:42.639 --> 00:16:44.639 So, how has that shaped you? 00:16:44.799 --> 00:16:46.639 Did did you ever feel along the way? 00:16:46.799 --> 00:16:51.600 Have you felt like there were some risky situations in your own career? 00:16:52.240 --> 00:16:52.960 Oh, yeah. 00:16:53.120 --> 00:16:56.399 Yeah, I mean, you you could you could go down a list of them. 00:16:56.559 --> 00:16:59.039 I mean, even the simplest one. 00:16:59.120 --> 00:17:04.000 I mean, I grew up in Chicago, um, as you know, Craig, and I love Chicago. 00:17:04.079 --> 00:17:16.319 And for whatever reason, you know, what when I was uh about 29, that was like an environment in Chicago where Chicago folks just they just tend to not leave Chicago. 00:17:17.279 --> 00:17:19.759 You know, I don't I don't know what what it is. 00:17:20.000 --> 00:17:30.160 It's it it's it's a unique thing, but I was leaving Chicago to go start my leadership journey in Orlando, Florida. 00:17:30.640 --> 00:17:34.960 Now, I just wanted to be in leadership as bad as anybody wanted to be in leadership. 00:17:35.039 --> 00:17:38.160 I didn't care what city it was, I didn't care where it was, I just wanted to go do it. 00:17:38.240 --> 00:17:47.200 So I'd go down there and I remember walking off that plane, seeing palm trees and palmetto bushes and going, what in the world have you done? 00:17:47.359 --> 00:17:54.160 You have come to a state that in my mind you vacation in, you don't live and grow a career in. 00:17:54.640 --> 00:17:58.480 Um, but it turned out to be, I think, the best thing I've ever done. 00:17:58.559 --> 00:18:00.000 I mean, the willingness to be mobile. 00:18:00.079 --> 00:18:01.839 I mean, I met my wife down here. 00:18:02.000 --> 00:18:03.440 We have three wonderful boys. 00:18:03.599 --> 00:18:04.880 We still live here today. 00:18:05.039 --> 00:18:09.279 My job's in Chicago, and I still, you know, commute to Chicago as a result. 00:18:09.440 --> 00:18:15.200 But it was sort of like that jumping off point where you're totally vulnerable. 00:18:15.599 --> 00:18:24.240 Uh you're totally risking just about everything to make a to make a career change and hopefully have it be a positive one. 00:18:24.720 --> 00:18:26.319 And it worked out great. 00:18:26.400 --> 00:18:31.680 But I'll never remember walking off, I'll never forget walking off that that airplane that day. 00:18:31.759 --> 00:18:32.640 That was something. 00:18:32.880 --> 00:18:34.079 Very cool, very cool. 00:18:34.319 --> 00:18:41.200 What would be the biggest mistake that that leaders would make or or have made when they become too risk averse? 00:18:41.359 --> 00:18:45.200 People that that are just not comfortable taking a chance. 00:18:45.519 --> 00:18:46.160 Yeah. 00:18:46.640 --> 00:18:47.839 You know, I don't know. 00:18:47.920 --> 00:18:53.680 I see it a lot, whether it's leaders or other types of, you know, types of employees. 00:18:54.240 --> 00:19:16.400 I I think what can happen is, you know, you you have success, you're doing well, and you sort of have to remember what got you to where you are is what's also going to keep you where you are, unless you take a different step and a different trajectory to get to a higher, you know, to a higher level. 00:19:16.559 --> 00:19:25.039 Whether that's you know, you want to go from X number of sales to Y number of sales, you might have to do something totally different. 00:19:25.440 --> 00:19:34.480 You know, it doesn't mean you forget everything that got you to where you are, but it does mean you gotta really rethink what is required to get to that next level. 00:19:34.559 --> 00:19:38.000 And I think that's sort of like I don't know if that ever stops. 00:19:38.240 --> 00:19:38.559 Yeah. 00:19:38.880 --> 00:19:40.880 Yeah as long as you want to keep growing. 00:19:41.279 --> 00:19:44.400 Well, you've grown,

Gallagher has grown. 00:19:44.640 --> 00:19:52.400 Um as a leader and you watch it grow into this massive, massive global organization. 00:19:52.559 --> 00:20:01.759 How do you scale a business, Peter, without losing, you know, you've talked about people, without losing culture that made it successful. 00:20:02.240 --> 00:20:02.720 Yep. 00:20:03.759 --> 00:20:12.480 Well, I always tell all of our people, uh culture might be the most important thing to performance. 00:20:13.039 --> 00:20:24.480 Uh, and the reason I say that is because when I think of culture, I in my mind I always tell myself, culture is a feeling based upon values and behaviors. 00:20:25.119 --> 00:20:34.799 So when you're trying to maintain a culture, you know, your people got to know what do you value, and if you value it, do the behaviors follow it? 00:20:35.039 --> 00:20:42.240 And when those two things happen simultaneously together, it it sort of feeds on itself. 00:20:42.559 --> 00:20:48.880 And you get one leader believing it, another leader believing it, and before you know it, throughout your organization, everybody believes it. 00:20:49.039 --> 00:21:02.640 But yeah, when when you're trying to scale and grow a big business, you gotta have people in the boat rowing the same direction, and they have to know what your values are, what your strategies are, and those behaviors have to follow. 00:21:02.720 --> 00:21:08.319 And when they do, you've got you've got the makings of one killer, killer culture. 00:21:08.559 --> 00:21:11.599 So I'm guessing that trust is such a big part of that. 00:21:11.759 --> 00:21:19.359 Um, how important is it in your business, you know, uh customers, clients, etc., people that are employees. 00:21:19.599 --> 00:21:22.079 How do you earn that trust with people? 00:21:22.160 --> 00:21:25.359 And and how quickly can a bad leader lose it? 00:21:26.720 --> 00:21:29.440 Well, uh, a bad leader can lose it pretty quick. 00:21:29.599 --> 00:21:34.720 I don't know if it's on the first bad decision or the second, but it's it's shortly thereafter. 00:21:35.039 --> 00:21:43.680 Uh yeah, look, I mean, in in our world, you know, we we don't physically tangibly hand somebody, you know, a product. 00:21:43.759 --> 00:21:47.359 We don't hand them a car, a pen, a piece of paper, what have you. 00:21:47.519 --> 00:21:51.599 Uh, we actually hand them a promise to pay. 00:21:52.240 --> 00:21:59.759 Um and when I say a promise to pay, you know, we're we're literally designing the insurance policy such that if they have a problem. 00:22:00.319 --> 00:22:01.119 They they get paid. 00:22:01.200 --> 00:22:04.559 And that's what we're that's what we're always, you know, working to do. 00:22:04.720 --> 00:22:15.599 So when it comes to trust, I'm it's about as critical a thing in our world as you can possibly have, because at the end of the day, I don't physically give you something. 00:22:15.680 --> 00:22:18.880 And if it breaks, you you know, come get a new one. 00:22:19.119 --> 00:22:25.119 So, you know, our our folks are constantly working on how do I drive value, drive value, drive value. 00:22:25.359 --> 00:22:35.359 And I think the great, I think one of the biggest components of building that trust is one value-added type action services. 00:22:35.839 --> 00:22:52.240 Um, and frankly, being honest with people, whether it's a difficult situation or not, if you can share difficult news, they're they're gonna go, okay, this person's never gonna hide something from me because they're capable of having a difficult conversation. 00:22:52.559 --> 00:23:08.880 In addition to hosting this podcast, Greg leads the Can Advisory, empowering companies and individuals to elevate communication and build brand awareness with bold ideas, lasting impact, and his signature green shoot style. 00:23:09.039 --> 00:23:22.319 From company consulting and team workshops to one-on-one coaching and transformational virtual programs, Can five Advisory guides people to communicate with greater clarity, confidence, and impact. 00:23:22.480 --> 00:23:42.400 So whether you're a leader looking to give your team a game changing one day experience, or an individual who wants to become a speaker and presenter people remember, visit can advisory.com mention the tracks to success broadcast to receive a special discount on Can Advisory Services. 00:23:42.559 --> 00:23:44.480 That's Canadvisory.com. 00:23:44.960 --> 00:23:46.160 Now back to Peter. 00:23:47.359 --> 00:23:54.559 Peter Doyle's my guest on Tracks to Success, CEO Gallagher, and a guy who's really climbed the ranks. 00:23:54.640 --> 00:23:58.559 I mean, my gosh, you look like you're 30 years old, so good for you. 00:23:58.799 --> 00:24:00.480 No, white hair is in there, Craig. 00:24:01.279 --> 00:24:03.039 Well, you you're you're doing a great job. 00:24:03.279 --> 00:24:12.000 And I know that based upon everything you've said so far, you were evaluated a number of times along your journey, climbing uh to where you are now. 00:24:12.240 --> 00:24:21.759 When you are evaluating and you're thinking about, you know, succession plans or who's next to be promoted or how that works in the corporation, evaluating leadership. 00:24:22.000 --> 00:24:28.000 What do you look for beyond somebody's resume that's got experience and results? 00:24:29.279 --> 00:24:34.160 Yeah, I'd probably tell you, I'm not even sure that the resume tells the story anymore. 00:24:34.799 --> 00:24:38.319 Um, I'm I'm looking for all the intangibles. 00:24:38.799 --> 00:24:44.079 You know, I'm looking for does this person have the aptitude to be a leader? 00:24:44.400 --> 00:24:50.559 Is this person going to put the time and the effort in in a meaningful way? 00:24:50.720 --> 00:24:53.599 Yeah, can this person relate to people? 00:24:54.799 --> 00:24:57.200 That might be even almost one of the biggest ones. 00:24:57.279 --> 00:24:59.920 Like, is this person relatable? 00:25:00.720 --> 00:25:12.400 Because people

really will dive in when when they see their leader setting the pace, setting the tone, going, you know, this is what I value, this is what's important. 00:25:12.720 --> 00:25:14.880 Um, I'm gonna work my brains off. 00:25:15.039 --> 00:25:21.599 I've got the aptitude for this business, and I'm here and I can have a conversation with you at any moment of any day. 00:25:21.839 --> 00:25:26.400 So I I'm really trying to sniff out the intangibles, honestly. 00:25:26.640 --> 00:25:27.759 Yeah, yeah. 00:25:28.000 --> 00:25:29.680 Um, green pen in my hand. 00:25:29.759 --> 00:25:30.960 Uh, you've known me a little while. 00:25:31.039 --> 00:25:34.640 You know, green's an important color for me uh for multiple reasons. 00:25:34.799 --> 00:25:36.960 I I can tell people what it stands for. 00:25:37.119 --> 00:25:46.000 Um when it comes to leadership, genuine, relatable, you just use that word energy, engagement, and a narrative, having people be able to tell a story about you. 00:25:46.160 --> 00:25:49.279 And then I talk a lot about all that stuff in my workshops. 00:25:49.519 --> 00:25:56.079 But when it comes to leadership, what what I love that I just heard is something that I want to get your take on. 00:25:56.319 --> 00:25:59.119 So um a resume, piece of paper. 00:25:59.279 --> 00:26:05.119 And what I challenge people to do is know their story and can they bring the resume to life? 00:26:05.359 --> 00:26:20.160 Because the resume, you know, the piece of paper, whatever it is, you know, the digital, however, it gets there is what might get you in a building or an organization, but your ability to connect, human engineering, if you will, is what'll allow you to stay. 00:26:20.400 --> 00:26:24.079 So as you're assessing people, I I want to go back to that a little bit. 00:26:24.319 --> 00:26:31.759 How important is it to really dive into people and get them comfortable with being able to sell themselves? 00:26:35.759 --> 00:26:41.440 Well, if they don't know what they're all about, well, what are we even talking about? 00:26:42.000 --> 00:26:50.240 You know, so having the ability to understand who you are, what you are, what you're good at, why you would be good in this role. 00:26:50.480 --> 00:26:55.200 Um, you know, the the the story matters more than the piece of paper. 00:26:55.839 --> 00:27:05.680 You know, the the the ability to look across the table and tell the story in a manner that, you know, sucks me into the conversation is meaningful. 00:27:06.000 --> 00:27:06.880 Give you a good example. 00:27:06.960 --> 00:27:15.279 We just we just hired a 30-year-old uh gentleman to run one of our largest offices in the Northeast. 00:27:15.519 --> 00:27:16.880 He's 30. 00:27:17.519 --> 00:27:29.920 Well, part of why we hired him is because when you're sitting across the dinner table from him, he's got a good story, he knows his story, he can communicate his story, and he can connect with people in a unique way. 00:27:30.400 --> 00:27:38.720 And as you

may know, in some of those Northeast cities, connecting with people uh might be one of the most important attributes a person has. 00:27:38.960 --> 00:27:40.319 So, yeah, I don't know. 00:27:40.400 --> 00:27:45.359 The resume wouldn't say I've done this, this, this, this, and this, you should hire me. 00:27:45.599 --> 00:27:50.079 But the story says I'm capable of this, this, this, and this. 00:27:50.240 --> 00:27:52.079 I'm the right person for the job. 00:27:52.319 --> 00:27:53.920 Okay, so why is it so important? 00:27:54.160 --> 00:27:55.519 Why is it so critical? 00:27:55.680 --> 00:28:05.519 You just basically blew off the resume and and a guy's career for you know whatever he's accomplished so far, because you just said um it's about the human connection aspect of it. 00:28:05.599 --> 00:28:07.119 Why is it so critical? 00:28:08.319 --> 00:28:11.599 Well, in our business, we're we're we're a people business. 00:28:11.839 --> 00:28:16.880 I mean, again, we're not we're not we're not spitting out products per se, you know. 00:28:17.200 --> 00:28:20.319 We're we're we're doing more intangible work. 00:28:20.480 --> 00:28:33.440 So as leaders in our world, which you know, I think is probably relevant in most businesses, you are a people business, whether you're just dealing with people or you're dealing with product. 00:28:33.680 --> 00:28:48.559 And the ability to influence and coach and develop and connect, it makes all the difference in the world because that's what influences people to go perform at a level maybe they didn't even think they were capable of performing at. 00:28:49.039 --> 00:29:00.240 So, you know, I'll take those types of folks all day, every day, because you you you want great people interacting in great ways with your people. 00:29:00.720 --> 00:29:03.519 You're really good at the communication aspect of it. 00:29:03.680 --> 00:29:05.519 Um, that takes a lot of work. 00:29:05.759 --> 00:29:11.440 I talk about leadership is communication, communication is leadership. 00:29:11.680 --> 00:29:14.559 Um, the best of the best are really good communicators. 00:29:14.640 --> 00:29:18.400 If you don't, it causes uncertainty, confusion, gossip, a lot of things. 00:29:18.480 --> 00:29:20.480 People don't know your vision, etc. 00:29:20.880 --> 00:29:33.279 Um, when you're leading through uncertainty within an organization or an industry, or we'll call it a time period, let's say in the United States, how important is communication in your role? 00:29:34.240 --> 00:29:36.160 Well, you're dead without it. 00:29:36.559 --> 00:29:38.240 And I would even take it a step further. 00:29:38.480 --> 00:29:41.519 And especially when it comes to uncertainty, keep things simple. 00:29:41.839 --> 00:29:43.920 Like simple, simple, simple. 00:29:44.079 --> 00:29:51.920 Make sure they understand what you want them to know and the simple actions people can take to eliminate uncertainty. 00:29:52.079 --> 00:30:10.240 Like you, it doesn't have to be this massive communication plan, but you do have to keep it simple, keep it actionable, and make sure not just part of the organization understands it, but the entire organization understands it from the top through the bottom. 00:30:11.119 --> 00:30:16.640 And simple messages, direct messages, strong messages sometimes are pretty tough to deliver. 00:30:16.799 --> 00:30:18.400 Um, what have you learned about that? 00:30:18.559 --> 00:30:25.039 What have you learned about giving somebody the real straight, strong message when somebody might not want to hear it? 00:30:25.200 --> 00:30:27.519 Maybe you've been on the receiving end a time or two. 00:30:28.000 --> 00:30:30.400 Yeah, well, um, knock on wood. 00:30:30.480 --> 00:30:36.400 I'm I'm trying to achieve not being on the receiving end of that, but that doesn't mean it won't happen. 00:30:36.640 --> 00:30:45.680 Uh I I would tell you, look, people, whether they want to hear it or not, in their soul, I think they want to hear it. 00:30:46.079 --> 00:30:50.640 They actually want to know how to perform better. 00:30:50.960 --> 00:31:02.880 And I think as leaders, one of the things we've got to always push ourselves on is making sure we're giving real feedback that influences people in a really positive way. 00:31:02.960 --> 00:31:10.319 And for us as leaders, that can be challenging to give a you know a good professional hard message. 00:31:10.559 --> 00:31:22.240 But it but if we think about it in the context of that person deserves to hear what they need to hear to enhance their performance, it does make it a bit easier. 00:31:22.480 --> 00:31:27.920 But it can be the most one of the most impactful things you you interact and talk to a person about. 00:31:28.079 --> 00:31:33.599 So have you ever had to give yourself a strong message that says, hey man, I gotta slow down. 00:31:33.759 --> 00:31:34.720 This is too much. 00:31:34.880 --> 00:31:36.400 Um, I need a break. 00:31:36.640 --> 00:31:38.640 I need uh I need more time at home. 00:31:38.799 --> 00:31:43.359 You already talked about flying from uh Florida to Chicago and I'm sure back and forth. 00:31:43.440 --> 00:31:47.839 I don't know if it's every week or what, but you talked about three boys and a family and all that. 00:31:48.000 --> 00:31:51.920 Have you ever had to sit down with yourself and go breaks? 00:31:52.559 --> 00:31:54.880 I need to slow, I need to slow down. 00:31:55.759 --> 00:31:58.400 Um, yeah, there have definitely been those moments. 00:31:59.119 --> 00:32:16.160 Um and to be honest, I think about it in the context of look, I I love what I do, I enjoy the people that I work with, I love the company that I work for, and I want to do a great job for for all of my those colleagues at the organization. 00:32:16.480 --> 00:32:20.160 I also want to do a great job for my family, you know. 00:32:20.400 --> 00:32:44.240 So the reality is, um, yeah, I mean, I gotta have those conversations from time to time with myself, probably

at least once a quarter, to go, hey, I gotta make sure that my family knows they're my number one priority, while not letting anyone else know that they're not, you know, at that current moment. 00:32:44.319 --> 00:32:57.200 I mean, so you know, balancing, making sure everybody knows they're a priority is important, but I think your I think your family in general, they're really good if they know you're there that they're your top priority. 00:32:57.440 --> 00:32:58.640 Yeah, I would agree with that. 00:32:58.799 --> 00:32:59.359 I would agree with that. 00:32:59.599 --> 00:33:01.039 I even heard, Craig, you'll like this. 00:33:01.119 --> 00:33:08.319 I was at an insurance event, and um one of our one of our guys was interviewing George Bush, W. 00:33:09.680 --> 00:33:20.480 And that question came up, and the question was, as the president of the United States, how do you balance you know, work life? 00:33:21.519 --> 00:33:23.759 And he gave the greatest answer of all time. 00:33:23.920 --> 00:33:27.519 He just looked across the table and he said, My dad taught me something really important. 00:33:27.680 --> 00:33:36.240 My dad taught me that as long as your children know they're your number one priority, life will always be simple. 00:33:36.559 --> 00:33:38.400 And like I can't get that out of my head. 00:33:38.480 --> 00:33:43.119 And that's what I think about as I you know ask myself those questions. 00:33:43.599 --> 00:34:03.839 I I it's funny you just jogged my memory because in my TV career in golf, um, one of my most memorable interviews I've ever done was sitting down one-on-one with George W.'s wife after Katrina because she was so involved in the rebuild in New Orleans and had this opportunity. 00:34:04.000 --> 00:34:08.639 Uh, there was a pool of three reporters or hosts or whatever that got to interview her. 00:34:08.719 --> 00:34:10.159 And you know, they have twins. 00:34:10.320 --> 00:34:13.599 I have twins, and we were talking all about the work-life balance. 00:34:13.679 --> 00:34:21.599 And and that topic that you just brought up, that's why it jogged my memory, was her talking about how she and the president of the United States balance work life. 00:34:21.760 --> 00:34:29.360 So I want to segue um from that for just a second because in today's world, and maybe it was COVID, I don't know where this all started happening. 00:34:29.440 --> 00:34:31.360 And I've asked other leaders about it. 00:34:31.519 --> 00:34:37.840 The younger generation, we'll call them the 25-year-olds that are coming out of school, or maybe they're, you know, just approaching 30. 00:34:38.000 --> 00:34:42.559 This work-life balance, this this I need a hybrid role where I can be at home. 00:34:42.719 --> 00:34:44.159 Like things have changed, right? 00:34:44.239 --> 00:34:50.559 Not everybody's in an office anymore, and people are are not wanting to go to the, you know, put in all those hours all the time. 00:34:50.800 --> 00:34:55.440 What do you tell young people who want that or who are seeking that? 00:34:56.480 --> 00:35:03.119 And and does it actually potentially hamper their career to have a mindset of nope, that's not for me. 00:35:03.360 --> 00:35:07.119 I need this balance, I gotta have time off, etc., etc. 00:35:08.639 --> 00:35:25.280 Yeah, I don't know if I know the answer to that, but one of the detriments from sort of remote work, um, is look, I I genuinely think human beings were meant to gather. 00:35:25.440 --> 00:35:32.320 You know, they they were meant to come together, uh, whether it's at work or in communities or what have you. 00:35:32.559 --> 00:35:44.480 Um, and as a young person in any business, I mentioned it at the beginning of our chat, like you, you, you, you need people invested in you. 00:35:44.880 --> 00:35:48.960 You need people to coach and develop and and bring you along. 00:35:49.199 --> 00:35:56.159 Um so, yeah, from my vantage point, that makes me nervous when people are at home. 00:35:56.800 --> 00:35:59.199 Um, because they can't get that coaching. 00:35:59.280 --> 00:36:03.119 I mean, you can't get the same coaching over a virtual call as you can in person. 00:36:03.280 --> 00:36:03.840 Nope. 00:36:04.079 --> 00:36:12.400 Um, you know, I think virtual is probably better than a phone call, but you know, it's still you're not you're not getting that same development. 00:36:12.719 --> 00:36:19.519 And, you know, look, for every for you know, for insurance, I would say it it's really important. 00:36:19.599 --> 00:36:20.880 It's a people business. 00:36:21.119 --> 00:36:30.239 And when our people are together in the office, I think that younger generation, we can pass that knowledge along to them in a really meaningful way. 00:36:30.480 --> 00:36:31.920 But I'm sure there's other businesses. 00:36:32.079 --> 00:36:41.280 I don't know, maybe it maybe it doesn't quite matter as much, but I'll tell you, I it the the more gathering people can do, the better. 00:36:41.599 --> 00:36:51.760 Uh the the more they can spend time with other people to get coached and developed, the they're gonna have better performance and a better. 00:36:53.039 --> 00:36:54.079 Do you think we'll get back to that? 00:36:54.239 --> 00:36:58.480 Do you think we'll get back to office work or are we done forever with that? 00:36:59.760 --> 00:37:02.639 Um I don't know. 00:37:02.719 --> 00:37:04.239 I think we're somewhere in the middle. 00:37:05.199 --> 00:37:16.559 You know, I I I I think pre-COVID, if I was going back pre-COVID, I I think most of the United States was was moving towards, well, let's be more flexible. 00:37:16.880 --> 00:37:24.000 This doesn't have to be a nine to five, you know, butts and seats kind of thing each and every week. 00:37:24.239 --> 00:37:26.320 That that's what I thought was going to happen. 00:37:26.480 --> 00:37:33.199 I think COVID just exacerbated it to the other side of, you know, nobody's in a seat. 00:37:33.519 --> 00:37:51.119 But I I think having

a real, you know, flexible work schedule where the lion's share of the time is spent in the office, so you can get properly coached, develop, transfer knowledge, and just be with your peers, I think is really important. 00:37:51.199 --> 00:37:54.079 And I think you'll I think you'll see more of it. 00:37:54.159 --> 00:37:57.360 I don't think it'll ever be like maybe it was 15 years ago. 00:37:58.239 --> 00:38:01.760 Looking for a guest speaker for your next event or annual conference? 00:38:02.000 --> 00:38:05.039 Fred brings an inspiring and empowering message. 00:38:05.199 --> 00:38:06.880 Your audience won't forget. 00:38:07.280 --> 00:38:26.159 Visit Fredcan2.com or audience to start talking about the green student making it at events of that's FredCand2.com and bring the next attractive success audience to receive a special discount on your event with Fred. 00:38:26.719 --> 00:38:28.239 Now, back to the show. 00:38:30.000 --> 00:38:32.400 Peter Doyle's my guest on Tractor Success. 00:38:32.639 --> 00:38:33.119 Stay tuned. 00:38:33.280 --> 00:38:35.280 Coming up, getting ahead. 00:38:35.519 --> 00:38:40.880 A little help, pivoting off of Peter's story to help you move forward in your career. 00:38:40.960 --> 00:38:42.079 He's the CEO of U.S. 00:38:42.159 --> 00:38:43.519 Retail at Gallagher. 00:38:43.599 --> 00:38:48.480 Um, as I'm winding this thing down, what what makes you really happy when you're away from work? 00:38:48.639 --> 00:38:50.559 Um, I see the Bay Hill on your sweater. 00:38:50.639 --> 00:38:51.360 So is it golf? 00:38:51.440 --> 00:38:52.159 Is it something else? 00:38:52.320 --> 00:38:55.840 What if I if I say, Pete, you've got a week off. 00:38:56.079 --> 00:38:57.280 You can do anything you want. 00:38:57.440 --> 00:39:00.000 Take family out of it because I know I know how important that is. 00:39:00.079 --> 00:39:00.960 But this is just you. 00:39:01.039 --> 00:39:01.920 You get to do you. 00:39:02.000 --> 00:39:02.480 Where are you going? 00:39:02.559 --> 00:39:03.599 What are you doing? 00:39:04.079 --> 00:39:08.559 Oh, well, um, anything that involves fishing or golfing, I'm game. 00:39:08.800 --> 00:39:12.159 Uh, anything that involves outdoors, I'm game. 00:39:12.400 --> 00:39:17.440 Uh, anything that involves fun restaurants, great food, and camaraderie, I'm game. 00:39:17.519 --> 00:39:26.079 But uh, if I had to pick one place, we've been we've been going up to northern Wisconsin since I was a little kid to this place called Derryman's. 00:39:26.239 --> 00:39:28.559 Uh, it's in Boulder Junction, Wisconsin. 00:39:28.639 --> 00:39:33.199 It's cabins, lakes, boating, fishing. 00:39:33.679 --> 00:39:36.079 Uh, they actually have a golf course there. 00:39:36.159 --> 00:39:44.320 I haven't played it in, I don't even know, 20, 30 years, because I usually spend the rest of my time doing things I couldn't normally do. 00:39:44.559 --> 00:39:57.360 So yeah, I think I'd head up there with family and friends, you know, try to

make a bad decision here or there and uh and enjoy the outdoors and enjoy all my all my people. 00:39:58.159 --> 00:40:03.840 So Gallagher, I want to get back to that um with a couple questions before we go. 00:40:04.000 --> 00:40:07.199 Gallagher is really a big brand name. 00:40:07.360 --> 00:40:08.480 So you mentioned Chicago. 00:40:08.639 --> 00:40:14.880 I've been to Wrigley Field, I'm a White Sox guy, but I've been to Wrigley Field and it's special, obviously. 00:40:15.119 --> 00:40:17.119 Um and Gallagher's name's there. 00:40:17.360 --> 00:40:25.440 I've seen Gallagher's name in basketball arenas in Orlando, actually, and around sporting events, big brand, brand awareness. 00:40:26.480 --> 00:40:30.159 Let's talk about your brand and your brand awareness. 00:40:30.400 --> 00:40:39.840 Um if you were to identify what you think your brand is as a leader that separates you from others, where would you start? 00:40:40.000 --> 00:40:41.599 What what separates you? 00:40:43.199 --> 00:40:55.119 Uh I would say I think I'm super focused on the strategy and the communication of the strategy and like specific, not like the one page kind of thing. 00:40:55.519 --> 00:41:07.039 You know, the one page kind of thing where you could hand it out to every single employee and by the end of by the end of reading the page, they could not misunderstand what the priorities are. 00:41:07.199 --> 00:41:07.519 Yeah. 00:41:08.000 --> 00:41:14.159 And the subsequent actions that I think we need to take to, you know, to execute those priorities. 00:41:14.400 --> 00:41:21.280 Um I would look, I'd say I I hate in some respects to say this, but I but I I think communication is important. 00:41:21.360 --> 00:41:22.800 It's always on my mind. 00:41:23.039 --> 00:41:27.440 Communication can be a real catch-all, though, because it can be very personal. 00:41:27.679 --> 00:41:37.360 But you know, from my vantage point, I think communicating those strategies and priorities effectively, um, to me is really important. 00:41:37.519 --> 00:41:48.880 And then frankly, um, I think I have a full open door policy for any discussion, uh, good, bad, and different, not afraid to have them, actually happy to have them. 00:41:49.039 --> 00:41:52.079 Uh, think that our people deserve to have them. 00:41:52.239 --> 00:41:57.199 So if I had to just jump off the page with two of those, it'd probably be that. 00:41:57.280 --> 00:42:01.920 And then I do my damnedest to just stay humble and have empathy. 00:42:02.159 --> 00:42:10.239 The moment your head gets too big and you think you're better than you are, is the moment where you're gonna have one of those conversations you were asking me about. 00:42:10.480 --> 00:42:10.960 Yeah. 00:42:11.280 --> 00:42:13.760 This podcast is called Tracks to Success. 00:42:14.000 --> 00:42:18.800 And um, you have been kind of on a straight line in your journey. 00:42:18.880 --> 00:42:23.119 I mean, uh, granted, you've gone northward, but you've been with the

same organization. 00:42:23.599 --> 00:42:29.599 Um, I I see most people with some detours, some pivots that they didn't necessarily see coming. 00:42:30.000 --> 00:42:31.519 You just talked about strategy. 00:42:32.079 --> 00:42:40.639 If you were talking to somebody or or a classroom of seniors in college, do they need a strategy in their career or do they need to let it just play out? 00:42:40.800 --> 00:42:41.760 What's your advice? 00:42:43.840 --> 00:42:46.559 I think strategies are always better. 00:42:47.119 --> 00:42:52.559 You know, kind of flying by the seat of your pants sounds a little risky to me. 00:42:53.199 --> 00:42:59.760 Um because I think if you have a strategy, if the strategy breaks bad, you know why the strategy broke bad and you can pivot to a new one. 00:43:00.400 --> 00:43:04.719 You know, doing it a different way, you might not have a clue why it broke bad. 00:43:04.880 --> 00:43:12.719 So yeah, if I was talking to seniors, I'd be saying, look, you gotta you gotta find what your heart and your DNA is telling you to do. 00:43:12.880 --> 00:43:16.320 Uh, and then you gotta just you gotta go after it and stick with it. 00:43:16.400 --> 00:43:21.440 And at the first sign of struggle, don't hit the panic button and eject. 00:43:21.679 --> 00:43:24.320 Stick with it, stick with it, stick with it. 00:43:24.480 --> 00:43:28.159 Uh, because you got to go through some adversity to get to the other side. 00:43:28.320 --> 00:43:35.599 This ain't this world isn't gonna give us just smooth sailing to a great final destination. 00:43:36.079 --> 00:43:37.119 Yeah, yeah. 00:43:37.440 --> 00:43:38.559 Two more questions. 00:43:38.800 --> 00:43:44.880 Um as you look at where you want to go and what you want to do, is there something that's that's right there? 00:43:44.960 --> 00:43:51.280 I'm not telling you to lay out your next, you know, your next career move or whatever, but is there something that's really important to you? 00:43:51.760 --> 00:43:57.679 Um maybe it's a role or maybe it's uh some sort of influence in your career? 00:43:58.719 --> 00:44:04.480 Um no, I I mean I just think about doing my part to grow our business each and every day. 00:44:04.719 --> 00:44:09.360 And I and I have a slide that I share with all of our folks around why. 00:44:09.599 --> 00:44:11.920 And the why is because people matter. 00:44:12.159 --> 00:44:27.599 And when you're an organization that grows, everybody, but the whole ecosystem benefits, whether it's you know, your direct employees, whether it's stakeholders, uh whether it's clients, whether it's you know, prospective clients, communities, charities. 00:44:27.760 --> 00:44:41.920 Like if you grow a business, it one, it's fun, but two, it just matters to so many people throughout the ecosystem, um, that it really reminds you on why you're doing this each and every day. 00:44:42.000 --> 00:44:54.800 And I just think from a from a compass perspective, that's that's sort of what I'm thinking about and why I'm thinking about it, because so much good comes from getting after growth. 00:44:55.199 --> 00:44:59.199 Last thing success as a word. 00:44:59.920 --> 00:45:01.440 Are you able to define it? 00:45:01.760 --> 00:45:05.199 Has your has your definition of success changed? 00:45:05.440 --> 00:45:07.519 What would you say about that that word? 00:45:08.480 --> 00:45:10.960 Are you gonna hit me with a hard one at the end? 00:45:11.039 --> 00:45:12.719 You couldn't throw a softball up there? 00:45:14.079 --> 00:45:20.639 Um and you're really good at communication, so I figured I'd get thanks for challenging me on that one. 00:45:20.880 --> 00:45:26.000 Uh yeah, I don't know if my definition of success has changed. 00:45:26.159 --> 00:45:28.960 I don't know that, to be honest, I ever had one. 00:45:29.440 --> 00:45:39.920 Success to me kind of always felt like a feeling around whether or not what I had perceived I wanted to have happen happened. 00:45:40.880 --> 00:45:45.039 Um so yeah, I don't think that definition has changed. 00:45:45.119 --> 00:45:47.519 I don't know that I actually want it to change. 00:45:48.079 --> 00:45:56.159 Um because success, you know, numbers on a spreadsheet or what have you don't always tell a story. 00:45:56.559 --> 00:46:01.039 And there's always a story around the good, the bad, and the ugly. 00:46:01.119 --> 00:46:10.639 And so um, you know, to me, I think I'll stick with that feeling of whether or not uh I got to where I thought I was capable of going. 00:46:11.599 --> 00:46:24.320 Your story's pretty good, and uh a lot of success for the organization you work for, a lot of success for you, and and I can clearly tell in talking with you, um, you're all about the success of those around you and seeing them grow as well. 00:46:24.480 --> 00:46:26.400 So really appreciate the time, Peter. 00:46:26.480 --> 00:46:26.960 Thanks so much. 00:46:27.199 --> 00:46:28.159 Yeah, thanks, Craig. 00:46:28.239 --> 00:46:29.039 Great fun. 00:46:30.079 --> 00:46:36.880 One last segment I call Getting Ahead, which is focused on you and your own tracks to success. 00:46:37.199 --> 00:46:47.920 It's brought to you by Ahead, the finest in headwear and the official headwear of the Tracks to Success podcast, available at AheadusaShop.com. 00:46:48.320 --> 00:46:52.960 For listeners of this show, ahead is giving one of its biggest discounts ever. 00:46:53.119 --> 00:46:59.440 Visit AheadUSAShop.com now and use the code TTS30. 00:46:59.599 --> 00:47:07.599 That's TTS30 and receive not 20% off your purchase, but 30% ahead. 00:47:07.840 --> 00:47:12.719 They don't follow the trends for more than 30 years, they've been setting them. 00:47:12.960 --> 00:47:14.400 It's time for getting ahead. 00:47:14.559 --> 00:47:26.559 You heard Peter's story, he spent a career, a long career so far, in the business of risk, helping companies think about what could happen, what might happen, and how to prepare for it. 00:47:26.719 --> 00:47:30.400 But here's what I took away from our conversation, and maybe you did too. 00:47:30.559 --> 00:47:34.400 You can't build a great career by eliminating risk. 00:47:34.559 --> 00:47:37.440 At some point, you actually have to take some. 00:47:37.760 --> 00:47:41.360 You take on a new role that might be a little risky. 00:47:41.440 --> 00:47:43.679 You say yes to more responsibility. 00:47:43.840 --> 00:47:46.800 You walk into a room where you don't have all the answers. 00:47:47.119 --> 00:47:55.679 You trust your preparation, you trust the people around you, and sometimes you trust and actually bet on yourself. 00:47:55.840 --> 00:48:05.920 Now, I've learned in my own career that the safe decision isn't always the best decision because growth almost always requires some level of discomfort. 00:48:06.079 --> 00:48:07.280 Are you good with it? 00:48:07.519 --> 00:48:09.599 Here's something you should think about. 00:48:09.840 --> 00:48:15.519 What opportunity are you calling a risk simply because it makes you a little bit uncomfortable? 00:48:15.760 --> 00:48:17.440 My advice: don't be careless. 00:48:17.599 --> 00:48:23.360 Do your homework, build your relationships, know exactly what you stand for. 00:48:23.519 --> 00:48:36.320 But when the right opportunity presents itself, don't let fear make decisions for you because sometimes the biggest risk you can take is actually never taking one at all. 00:48:36.559 --> 00:48:37.679 That's how you get ahead. 00:48:37.840 --> 00:48:42.159 That's how your tracks to success become a whole lot easier. 00:48:42.400 --> 00:48:43.920 Hope you enjoyed the interview. 00:48:44.079 --> 00:48:46.719 Until next time, I'm Craig Cannon. 00:48:46.800 --> 00:48:48.000 Thanks for joining. 00:48:48.559 --> 00:48:55.760 Don't forget to subscribe for more great news and Craig's insights on reaching your highest personal and professional summit. 00:48:56.079 --> 00:49:00.239 Listen to Tracks to Success on all the top podcast platforms. 00:49:00.400 --> 00:49:08.800 Watch it on the Craig Cann YouTube channel and visit Craigcanspeak.com to learn more about Craig as your next speaker.