Michael Hyatt: Hi, I’m Michael Hyatt.

Megan Hyatt Miller: And I’m Megan Hyatt Miller.

Michael: And this is Lead to Win, our weekly podcast designed to help you win at work and succeed at life. This week, we want to continue the conversation we started last week about entrepreneurialism. Last week, we talked about why it matters; this week, we want to talk about the elements of an entrepreneurial mindset. This, by the way, applies to more than what we might think of as entrepreneurs, those who are formal business owners or founders or launching a start-up. Really, an entrepreneur can be anybody, as we said last week. You just have to have the right mindset.

Megan: Well, Dad, I’m so excited about this topic, because I feel like it’s really timely right now. There’s so much craziness going on in the outside world, and a lot of people… Whether you’re a business owner or you’re working in an organization of some kind, you might be feeling a little tired, a little discouraged after this year, a little disempowered.

What I love about what we’re going to talk about today is it is going to put fresh tools in your toolbox that you can grab ahold of and really make the most not only of the rest of this year but of 2021 as you prepare and think about what your contribution could be to the world, to the greater good, to the economic recovery. There are so many things you can do, but you have to get your thinking right, as we’ve been talking about now for a few episodes, and that’s exactly what we’re going to talk about today.

Michael: And our premise is that anybody can be an entrepreneur. It’s a mindset more than a position, and you just have to adopt the right mindset. Now, when you have a company full of entrepreneurs…more than just the founder, more than just the CEO, more than just the business owner…when you have a company full of entrepreneurs, people who eat problems for breakfast, people who see behind every problem an opportunity, that creates opportunity for the business.

It really helps you, if you are a business owner, if the people on your team can be thinking like entrepreneurs. Even if you’re working in a company and you’re not an entrepreneur…you’re not at the top of the food chain, so to speak, but you’re somebody who’s maybe managing a department or working for a boss…if you’re a problem-solver, if you’re willing to do that even at some risk to yourself for the sake of a reward that’s personal or for your colleagues or for your customers, that’s going to benefit you. It all comes down to a mindset, and that’s what we want to get into today.

Megan: You know, when I think about why we’ve been so successful this year and why our clients have been so successful (we have about 600 clients in our BusinessAccelerator coaching program), I really think this is the key.

Michael: I do too.

Megan: I look back at March and April, especially, and I think about the pivoting we did and probably so many of you listening did. It really wasn’t about one person’s genius. It wasn’t about my genius or your genius, Dad, kind of like, “Oh, we have the master plan to face this thing no one has ever faced before in modern history.” We, instead, leveraged the entrepreneurial mindset of our team, and we had so many great ideas, such can-do spirit that came from our team.

They really deserve the credit for our success. As a result, we’re on track to beat our original budget perhaps by as much as 50 percent. That wouldn’t be possible except for the traits we’re going to talk about today that are part of this entrepreneurial mindset that our team members have adopted and so many of our clients’ teams have adopted. That’s why we want to talk to you about it today: because you can access these things too.

Michael: We literally have about 40 people who are entrepreneurs who all have a mindset of innovation, being can-do, being positive, and all the rest, all of those other mindset things. But we want to talk about four specific mindset shifts that you and your team need to make if you’re going to be successful, not just in the current crisis.

My guess is this isn’t going to be the last crisis you face. I would like to have thought about 10 years ago that the Great Recession was the last economic downturn I would experience in my lifetime, that it was a once-in-a-hundred-years kind of thing. But, no, here we are a decade later…Boom! It’s always something, and your mindset is the thing that makes the difference.

In fact, we like to ask this question at Michael Hyatt & Company: “What does this adversity, what does this situation, what does this hardship, this challenge, this setback, make possible?” That’s sort of the foundation, the underlying shift, or the thing that will shift your thinking more than anything else. So, Meg, let’s talk about the first one.

Megan: Well, the first one is the foundational one, and that’s ownership. This is at the center of the entrepreneurial mindset. Somebody who has the mindset trait of ownership doesn’t pass the buck. They don’t see problems as something for someone else to solve, something to walk by. They don’t see the mess on the floor and walk by and know somebody will come by with a mop later on. They stop, they go get the paper towels, and they wipe up the spill on the floor, because if they see it, it’s their job to take care of it.

That’s a small, ordinary example, but that’s what we want people to do all the time in our business, or organizations for that matter, because this is not just about for-profit businesses. It can be any kind of organization. When they encounter a customer who is having a problem or they see a systemic issue, we want them to immediately go to work on “How could I make that better? How could I solve that? It’s my job to do that. It’s my job to come up with the solutions,” and to rally their resources and the resources of the people around them to brainstorm and come up with a plan.

I think this is one of the most powerful traits you can install in your business, because what happens when you do this is you replicate yourself. If you’re the business owner, the leader of a team, or the leader of a company or an organization, all of a sudden, you have delegated a level of responsibility that gives you a much greater wingspan. You don’t have to be the one solving all of the problems. You don’t have to be the one who has all of the ideas, because, actually, the best solutions and the best ideas come from your people.

Michael: You know, when I was 15, I took my first job. Now I had other jobs before. I was mowing lawns, selling greeting cards door to door, doing a bunch of that kind of stuff that most kids do when they’re trying to make a few extra dollars to spend on their hobby. But when I was 15, I took my first job in a restaurant. I remember seeing there was a big mess. Somebody spilled something in the back of the restaurant in the kitchen.

I remember asking my boss, “I don’t know if you noticed, but there’s a mess over there. Who should I tell about that?” He said to me, “If you see it, it’s your job to fix it.” Now, you could take that too far, I suppose. There’s a sense in which sometimes it is somebody else’s job, but I love that mentality. If you see it, own responsibility for fixing it. The worst thing that can happen is when somebody says, “Well, that’s not my job.” Have you ever had that experience?

Megan: Oh my gosh. Actually, I have a few times, and typically, when I have, those people end up getting fired. I mean, I’m just going to be totally honest. It’s probably the most offensive thing you can say to me.

Michael: You’re tough.

Megan: I know. I really am tough.

Michael: Well, I hate that. I remember hearing Dan Sullivan (and I know you heard it too) on a recent podcast where he was talking about the airline industry and sort of the buck passing that often happens in that industry. He said, “It seems like their motto is ‘We’re not happy until you’re not happy.’”

Megan: That’s so funny but unfortunately so true.

Michael: I thought that was so great. At any rate, taking responsibility… Don’t pass the buck. Don’t shift blame. Own it. I’ll give you a great example that happened just today. Megan, you know because you and I have been talking and doing some things today. We’ve been recording some things. We’ve been doing some various projects together, and I complained to my executive assistant Jim. I said, “Jim, my calendar is too packed today. My schedule is too packed. I just can’t do all this front-stage activity in one day.”

Now, here’s what Jim could have said. Jim could have said, “Well, there are so many requests, we had to try to squeeze them in today.” Or what I half expected him to say was, “Hey, boss, you approved all of these things. Do you remember?” But he didn’t say that. Here’s what he said: “I’m sorry about that. I’ll try to fix it going forward.” He owned it.

Megan: That’s great.

Michael: I love that. That’s exactly what you want: no drama, no complaint. I didn’t have to argue with him. He just owned it. That’s one of the reasons he’s the best executive assistant I’ve ever had, and I hope he never leaves.

Megan: Yeah, that’s awesome. In fact, this is so central from our perspective that it’s one of our values in our company. We have eight core values. We call it total ownership, and here’s what it says: “We believe individual and collective leadership drives results. When we fail, we own it, resolve it, and learn the lessons to avoid it in the future.” I would add to that: when we see opportunities or problems, we take responsibility for solving those things. Regardless of our position, regardless of expectation, we just lean in and fix it.

Michael: Yep. And if you’re not the person, if it’s not your job, you find the person, and you make sure they follow through, especially when it’s a customer thing. Like, when the customer makes a complaint and you’re not the person to fix it, you oversee the project until you know it’s fixed. Check back in with the customer, make sure it’s completed to their satisfaction. I love that.

You see that sometimes in some businesses when you call customer service, and they say, “Oh, well, you’re going to have to talk to billing. Let me get them on the phone for you,” and they stay with you until the connection is made. That’s what total ownership looks like. Now, I would be remiss if I didn’t mention a book that had a big influence on us, which is Extreme Ownership by Jocko Willink and Leif Babin. Great, great book. We had, I think, at the time, everybody in our company read it.

Megan: Yeah, it’s so good.

Michael: That’s a great place to start.

Megan: It’s a great book, by the way, to give young adults. Man, if you can get that mindset baked in early, it would be so helpful. What I love about this particular trait, this mindset trait, is that it’s so empowering. Just think about it. So often, we feel like, “Sheesh!” Everything we read in the news right now feels so disempowering. In many ways, we really don’t have control of those things, but the thing we can control is taking ownership of the things that are within our sphere of influence and control. That is within our grasp.

Man, when people take ahold of that, when they really start thinking about “What can I take control of? What can I take ownership of? I can take ownership of solutions. I can take ownership of brainstorming. I can take ownership of my attitude. I can take ownership of helping people. I can take ownership of innovation and creativity,” all of a sudden, not only does it actually drive results and all that’s great, but it really changes how you feel, your sense of self-efficacy. You no longer feel like a victim. You feel like you’re driving the bus again, which is a great place to be and really necessary right now.

Michael: So true. In my new book Entrepreneurs Will Save the World, I talk about eight mindset attributes. Again, we’re only talking about four of them, but if you want the complete list of eight, these are developed in depth in the book Entrepreneurs Will Save the World, and you can find that at entrepreneurswillsavetheworld.com.

One of the things we should say before we leave this specific mindset attribute is that we’re not talking, when we say ownership, about overcontrolling other people, micromanaging other people. We’re talking about taking responsibility for the things we can control and improving them. So, not passing the buck, not giving it to somebody else, but taking responsibility for ourselves. Influence is something else, control is something else, but we’re talking about taking responsibility for ourselves.

Megan: That’s an important point to make, because, actually, what you want to do if you’re a leader is you want to inspire other people to take ownership. Taking ownership doesn’t mean you’re taking ownership of other people’s work and all that kind of stuff, where you’re micromanaging and it just becomes ridiculous. This is really a sense of empowerment and responsibility that you want other people in your organization, on your team, to catch so that everybody is doing this. If everybody is doing this, then there’s no need to micromanage, because everybody is owning their own stuff.

Michael: Okay. The first trait of an entrepreneurial mind is ownership. The second one we wanted to talk about today was resourcefulness. Meg, do you want to get us started there?

Megan: I love this one. We’ve been talking a lot lately about constraints, because it’s so appropriate to this year. There are so many constraints, so many challenges to try to figure out and overcome. What we’ve been talking about is the need to make friends with those constraints and see them as opportunities in disguise, see them as things that give birth to innovation.

Resourcefulness is basically saying, “Okay. I have these few random things. I don’t have all of the resources I want, I don’t have all the money, I don’t have all the time, I don’t have all of the people, all the expertise I need, but here is what I do have. What can I do with these things, and how can I make them exponentially more than the sum of their parts? How can I do something that looks at these resources that anybody else would say, ‘This is not enough’ and make them more than enough?”

I love this, because it causes people to think about their resources in creative ways. For example, maybe you think, “Well, we can’t meet in person, and that really sets us back. There’s no way we can serve our clients unless we can have them in person.” But what if you could actually serve them at a higher level because they’re not in person?

What if that meant you could save them time? What if it meant you could deliver a more efficient presentation or product? What if it meant it could be more enjoyable, more entertaining, if the medium allowed you to do things you couldn’t actually do in person? You just want to basically look at something you would normally see in one way as a negative and ask yourself, “Why is this a benefit? What does this make possible?” as you often say, Dad.

Michael: Let me give you an out-of-the-box example of this. On every flight, a flight attendant has to come out and go through the safety instructions. At the same time, one of the things every airline wants is customer loyalty. Southwest figured out how to do that in a really interesting way. In-flight humor is a hallmark of Southwest Airlines, and the levity of that originated with one flight attendant, Martha (Marty, as she was known) Cobb, and has since become part of the company’s brand.

If you’ve ever been on a Southwest Airlines flight, you’re not sure if you’re at a Las Vegas show or if you’re on an airline flight, because they feel the need to entertain you. It’s a great way to spend what would otherwise be a very boring experience going through the safety announcement. That quirky flight safety announcement that she pioneered and now passed on to all of her colleagues… They’re worth an estimated…get this…$140 million a year in increased customer loyalty.

Megan: Wow. What an amazing example of resourcefulness. She took something that other people would look at as obligatory and boring, and the part where everybody puts their headphones in and tunes out, and she said, “Nuh-uh. There’s an opportunity here. There’s something we can do with this that nobody else has thought of before. What if we made it amazing, and what if it caused our customers to be absolutely committed to us and loyal to us in the future?” I would say $140 million is overdelivering beyond anybody’s expectations for that.

Michael: Yeah, absolutely. Okay. So, the first one is ownership. The second trait is resourcefulness. The third is risk tolerance. When we talk about risk, risk can happen at a lot of different levels. When you think of the classical entrepreneur as a position, you’re thinking of financial risk or the risk of capital for the sake of a gain. They invest something. They might lose it all. Their business might completely fail, and they’ve lost all their capital.

But risk takes on a variety of forms, particularly if you’re not an entrepreneur in the classic sense but you have an entrepreneurial mindset inside some other organization, even a nonprofit. The risk, at the very least, could be to your time. You invest your time to solve this problem, and you’re unable to solve it for whatever reason. Or the risk could be to your reputation. You take on a project. You fall on your face. It doesn’t work out. There’s a risk there. Maybe there’s a risk of being demoted or losing a promotion you wanted to get, or whatever it is.

There’s always a risk involved, but when you take those risks, you have the opportunity for a gain. I remember my dad telling me, “Nothing ventured, nothing gained.” In other words, if you don’t venture something, if you don’t put something at risk, it’s very difficult to move forward. The opposite of this is staying inside your comfort zone, never risking anything, maintaining the status quo, not changing.

The people who do that (and there are a lot of people who do that, and more and more there are people who do that) are people who complain about the fact that they don’t advance. They don’t advance in their career. They don’t advance financially. They don’t advance in terms of helping the world, but they’re not putting anything at risk, and risk is a necessary condition for that kind of improvement.

Megan: What’s kind of interesting about this one is that, especially right now, not taking risks is actually riskier than taking what we think of as risks.

Michael: Say more.

Megan: Let’s think about restaurants, for example. This is an example I think we can all relate to, and it’s right there at the forefront of our minds. So, COVID hits. The lockdowns happen. People can’t go to restaurants. Well, what’s riskier for a restaurant? To figure out how to do takeout, to figure out how to do curbside delivery, or to refuse to adapt and stick to their original business model no matter what?

Michael: McDonald’s, during the COVID crisis, is so incredibly efficient at moving people through their drive-through that it’s more profitable than in-dining room eating.

Megan: Yeah. That’s kind of an example a little bit of both risk tolerance and resourcefulness, which we were just talking about. They have this resource of drive-through, and they figured out how to leverage it in a totally new way. By doing that, they took a big risk, but really, they just pursued a big opportunity.

Michael: Risk can be scary, but I think once we realize that growth is impossible without risk… I don’t care if it’s personally or professionally. There’s no growth that’s possible without some kind of risk…your time, your talent, your treasure, your reputation, whatever it may be. Once you realize that, you can begin to get comfortable with discomfort. That’s where we really want to get to with the entrepreneurial mindset.

We talk about this, for example, in our goal-setting program, Your Best Year Ever, where we talk about setting your goals in the discomfort zone. Why? Because it’s there where you’re willing to take a risk, and usually, when we’re taking a risk, we’re more focused, we’re more intentional. Why? Because there’s a downside. Nothing galvanizes our focus like the risk of losing something. I’m not talking about crazy, uncalculated risk where we’re just being irresponsible. No. I’m talking about calculated risk, but there has to be that component.

I remember one of the things that happened to me back at Thomas Nelson when I was leading a division there. One of the things I did, at some risk to my reputation and even my career, was that I decided to share the financials in my division with the people in my division. That had never been done before. It wasn’t encouraged. In fact, it was actively discouraged. Information was kept at the very top of the company. It never trickled down to the troops who were in the field.

I knew if I was found out before the results came in, I’d probably be shut down. I didn’t know quite what the consequence was going to be, but I thought the risk was worth it, because I had this fundamental belief that transparency would lead to engagement. If people understood the score, if they knew how we were performing as a division, they would be actively engaged in trying to turn the division around, which was exactly what we needed. And that’s exactly what happened. I told the CEO it would take us three years to turn that division around. It took us a year and a half, and it was because of that transparency.

Now, again, there was a risk to me. I had to take the risk to do that. I knew that could get me in trouble, but I also operated by this premise that it’s easier to get forgiveness than permission. So, it worked, and then once it did work, guess what happened inside the corporation. There was a sea change culturally. That became the norm, because they could see that that kind of transparency led to engagement, which affected the results in a positive way.

Megan: I love that story. The other part of this that is kind of baked into the idea of risk tolerance is a comfort level or an acceptance of failure as part of life and as something that is not something to be feared, but it’s something to be learned from, and it’s something that’s just going to be part of our entrepreneurial journey regardless of whether that’s in the traditional sense or more non-traditional sense.

I think people who are afraid of failing more than anything else… They’re afraid of being embarrassed. They’re afraid of losing money. They’re afraid of things not working. They just don’t take chances, and as a result, they don’t grow. Really, the only options are grow and go backward. There’s no such thing as being stuck in one place, because everything is always moving. You’re either kind of sliding backward or you’re moving up.

So, willingness to make friends with failure is part of this journey, and it’s always a possibility. It’s good. We try things that don’t work all the time. We’ve tried things this year that haven’t worked as well as we thought, and we’ve tried things this year that have worked way better than we thought. That’s just a normal year for us. We try a lot of things, and some of them work and some of them don’t work as well. That is just part of what we consider to be our entrepreneurial spirit, our entrepreneurial mindset.

Michael: We fail more than you know. We don’t broadcast our failures, but we have pretty frequent failures. It’s out of those failures that a lot of opportunity comes, that a lot of change happens. I want to say a special word to leaders. If you’re leading a team, let me say a special word to you. You need to make your culture safe for failure. I am not saying you need to encourage failure, but it will happen, and how you respond to failure will determine whether or not people take risks. So, Megan, I’d like to talk just for a second about what we do inside Michael Hyatt & Company to create an environment, to create a culture that’s safe for failure.

Megan: Well, first of all, we contextualize it. The minute we stop failing at stuff is the minute we’ve stopped being creative and innovating and growing. To me, our failure and the way I have framed that and, I think, you frame it is that it’s a hallmark of a fast-growing, innovative, forward-thinking company. We’re trying things. We’re taking risks. We’re out on the cutting edge. If everything we do works exactly like we think, we’re playing it way too safe.

Michael: We’re doing it wrong.

Megan: So, how you set it up is huge. Then also (and this is something we learned from Dan Sullivan), when you get to the point of the goal was supposed to be accomplished by such-and-such a date, and let’s say you fell short by 10 percent or 40 percent. Now you have a choice. How are you going to talk about that with your team? What we learned from Dan Sullivan, as he says, is you measure the gain, not the gap.

In the process of pursuing a goal, you’re always looking at “What has to happen between here and the goal to get to the finish line?” Once you’re at the finish line, even if you didn’t make it across the finish line, you look backward and note “How far did we come? What happened along the way? Who did we become? What’s different now about us that’s great that wasn’t true before we started pursuing this goal?”

What that does for our team members is, all of a sudden, they realize there are so many things that have been gained besides just the accomplishment of the goal in the strictest sense itself, that pursuing a goal all by itself is worth taking the risk and, therefore, we should have the risk tolerance in our mindset to do that, because what we get on the way to the goal is as valuable as the goal itself.

Michael: So true. One of the things we have to do as leaders is encourage the team when they fail and help point out the gain to them. If you have really good people (and we have really good people), they’re hard on themselves. They’re too hard on themselves. They can fall short of a goal by 2 percent and fixate on the 2 percent they missed instead of the fact that they made some vast improvement over the last time they tried it.

Sometimes it’s up to us to contextualize and give perspective and give them the confidence, help them keep their confidence as they move forward. Again, to quote Dan Sullivan, measure the gain, not the gap. Don’t get stuck in the gap. Okay. Again, four traits of an entrepreneurial mind: ownership, resourcefulness, risk tolerance, and, Megan, this might be my favorite one…resilience.

Megan: I feel like this word has been out there so much this year, and for good reason. It really is the central question that we’re being asked as leaders, and I mean that in whatever sense you find yourself a leader. Are we going to let ourselves be hit and, therefore, knocked down and that’s going to take us out or are we going to be resilient, which really means to bounce back, to persevere, to keep going when things are hard? I think that is where the rubber meets the road, and it’s the thing that differentiates master leaders from amateurs.

Michael: Here’s a funny illustration of this. This last weekend (as you know, because you were there), we were at our lake house, and we were taking the grandkids tubing. They love this, and they love especially when I can whip them in what we call a slingshot maneuver, where they have this momentum and go faster than the boat is going, and they swing around to the right or to the left. So, we were on this disc tube that kind of had a hard surface. We’d never used this before. One granddaughter did great on it, and then we had Lincoln, one of my youngest grandsons, on it. How old is Lincoln? Seven?

Megan: I think 7…6 or 7. Oh my gosh. I can barely remember the ages of my own five kids.

Michael: It’s a moving target. At any rate, he’s on it. I was doing the slingshot maneuver. He fell, so he motions for me with his hands to cut it, and he’s screaming at the top of his lungs. He’s crying. I whip around in the boat. I think he’s half dead. He was saying, “I fell on my stomach!” He’s holding his stomach, and he’s giving us this huge thing. I said, “Buddy, I’m so sorry. Let’s come on, and we’ll give somebody else a turn.” He said, “No! I want another turn.” That’s resilience.

Megan: Right. Get back on the horse.

Michael: Back on the horse. I can remember back when I was a kid, my dad bought me a horse, and the first time I rode it, I was out in a freshly plowed field. I fell off the horse right on my bum, as our Canadian friends would say, and started crying. My dad came over, grabbed me by the shirt, and said, “Son, get back on the horse.” That’s resilience.

Any entrepreneur worth their salt is going to fail, and is going to fail repeatedly, but here’s the thing. This is my operating premise for life: you can’t fail if you don’t quit. I sound like I’m preaching, because I really believe this. You can’t fail if you don’t quit. If you get up, dust yourself off, and keep going, you’ll eventually succeed. You’ll eventually figure it out.

Megan: That’s right. This is the difference maker. This is the superpower of leaders, of contributors in any way. If we can access resilience, if we can get knocked but not be knocked down, ultimately… If you just don’t quit, where you can arrive to is really, really amazing. So, I love this trait. Actually, I don’t. I hate this trait. I love the yield of this trait, which is really, really valuable. I want my kids to be resilient. I want my employees to be resilient. I want to be resilient, and I think we get better at it by practicing. Apparently, we just got the best year ever for practicing resilience.

Michael: I mean, life has a way of giving you what you need if you embrace it and, again, start with that question we started this episode with: “What does this make possible?” This makes possible me not quitting, because I have a choice. I could either quit… By the way, this doesn’t mean that… Sometimes you have to put the Band-Aid on. Sometimes you have to have a good cry. Sometimes you have to sit in the grief of whatever the loss was, but ultimately, if you’re going to be successful, you have to get back up and take another run at it.

Megan: What’s great about resilience, too, is that, ultimately, it’s the thing that gives you confidence, because you know you’ve been hit before and you’ve gotten back up and you’ve found a way through or you’ve found another way, or whatever, and it gives you so much confidence when you look back.

That’s one of the things I really do like about resilience. The more you practice it, the better you get at it and the more confident you become, which then enables you to take more risks, to have more risk tolerance, as we were talking about, to be more resourceful, to take more ownership. All of these traits are kind of self-reinforcing.

I feel like I need to mention this because so many leaders are thinking about this right now. If you have a team that is a little discouraged or a little demoralized after this year… You know, you feel like people’s energy is low or you’re just not quite sure how to motivate people and help them feel empowered again. I want to suggest that you get this book Entrepreneurs Will Save the World. You can just go to entrepreneurswillsavetheworld.com.

Consider giving this to your team members or your colleagues, because this could be a shot in the arm for your team, really revive them, reenergize them for the rest of the year. I think that is a thing we all feel like we need right now. That’s a big reason that, Dad, you wrote this book, and it’s a big hope for us, that leaders and their teams and business owners, people inside organizations of every kind, will feel energized and excited about what they can control and feel empowered again.

Michael: I wrote it as an answer to the question…What will help our economy bounce back? I really believe it’s this entrepreneurial mindset we’ve been talking about today. Again, just to review, we’ve talked about the traits of ownership, resourcefulness, risk tolerance, and resilience. There are four more in the book and a whole lot more about being an entrepreneur, not in the classical sense of it being a position but being an entrepreneur regardless of where you fall inside of your organization. We want everybody inside our organization, we want as many people as possible to become entrepreneurs, to really take on the problems all of us are facing together, because it is entrepreneurs who will save the world.

Megan: Well, Dad, I think this has been a great episode. I love talking about these entrepreneurial mindset traits. It gives us all something to go work on that we can work on, and I love that. Share this with your friends, your colleagues, your teammates, your staff. I think they will be encouraged also. Thank you, guys, for joining us today, and until next week, lead to win.