Episode 116 – Bill Guertin – Leaders on Leadership
Motivation is a powerful force that pushes us closer to our goals, but there are times when it is not enough. To solve this, one must unlock their full potential to discover what they are really good at and where they should put their efforts into. Dr. Tracey Jones talks about how to do this with Bill Guertin, going deep on why imposter syndrome is something every leader must eliminate, the importance of getting support from your loved ones, the right time to delegate work, and why you must filter your consumption of too much information. Bill also presents two of his projects focused on bettering oneself: Stadium Gorilla and The 7 Voices In Your Head.
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Bill Guertin – Leaders on Leadership
Our guest is Bill Guertin. Bill is the leader of The 7 Voices Movement whose purpose is to hear, recognize and minimize the effects of negative voices in our heads. He is also a sales coach whose training programs are in use by over 100 professional US sports teams, also in Canada and Mexico. You're going to love reading what Bill has to say about paying the price of leadership.
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I am tremendously excited that my guest is Bill Guertin. Bill is the leader of The 7 Voices Movement, whose purpose is to hear, recognize, and minimize the effects of the negative voices inside people's heads and to implement simple strategies to make positivity a life-choice every day. He's going to fit well with us. He understands the pressure that leaders at every level are facing, especially those in sales and marketing whose lives are in the midst of uncertainty and bring simple strategies and tactics to improve their results. His sales training programs are in use in the ticket sales departments of over 100 professional sports teams throughout the US, Canada, and Mexico. He serves as the Chief Learning Officer of ISBI 360, which is a virtual training network specifically for executives, sports, and entertainment. Bill, we are excited to have you on our show.
Tracey, I couldn't be more excited to be here. My bio sounded way too long. Thank you for getting through that.
I like to get the context, for our readers, of what field are they educational leaders? Are they military leaders? You’ve got that sales flavor in a particular industry. Context is important for leaders. I've worked in a lot of different industries and that helps me understand it. Thank you, Bill.
It’s my pleasure.
For our readers, Bill and I connected through the C-Suite Network. You have heard me talking about that. I joined this tremendous peer-to-peer group and had a phenomenal time meeting wonderful people and Bill is absolutely one of them. Bill, you love talking and hearing about the pressures that leaders are facing. Especially, you're dealing with clients and customers that are in an industry that has been hit hard by what's been going on with all the crisis and the pandemic and uncertainty in the world. My father was quite passionate about leadership. He wrote a speech called The Price of Leadership many decades ago. He unpacks the four things that leaders have to pay if they truly are going to be called leaders.
I want to unpack each one of those with you and get your input on how you see The Price of Leadership played out in your life. The first thing that my father talked about was loneliness. We've all heard that statement, “It's lonely at the top.” Can you tell me what loneliness meant for you at different times in your life and maybe for our readers out there that might be in a season of loneliness, maybe some input as far as how you combat loneliness?
I've blazed a trail several different times, as most entrepreneurs do. The time I have felt the loneliest has been over the past months. Within the sports industry, we have seen an entire layer of leadership have to do something else. They had to move on. Many of them, with dozens of years of experience within the industry because there is no money left to be able to afford them because we can no longer have people in stands, most often. They had to go on and do something else. There has never been a time, maybe in sports or otherwise, where it has been more difficult to be a leader than it is to be a subordinate in this world. You don't know what to do next. As we've gone as leaders, people had to answer the question, “What should we do now, boss? What's next, boss?” There are no answers.
What happened is many of the people that I've come to know and respect in this industry have had to either been laid off, furloughed, or have to find some other industry in which to go. I find myself on this island with a lot of my other peers that are simply waiting for some sign to where we'll move. I feel as though my career pressed pause. I know fans will be back. My work is involving lots of sports teams and many of them would love to have me back and working with them, but it's not possible now. As an entrepreneur, you have to accept the fact that, on occasion, you're going to have times like this. You're going to have bouts of loneliness that you will have to make a choice as to whether or not to pursue or persevere what you're in or to pursue something else. I am in that crevice.
I love your transparency in sharing that. That is a new take on loneliness I have not heard before. It reminds me of when I was in the military. We have the BRACs, the Base Realignment and Closures. Maybe you were one of the ones that left in the beginning, but somebody was always left at the end to be the one to lock the gates and turn the lights off. The base would get more vacant. You brought back some feelings. It was sad. The jets would fly off and everybody would move. Who was left turning off the lights? Thank you for your transparency. A lot of times there is feast or famine. There's no loneliness when there's a feast, but a lot of times you physically are left. When you said you have to figure out with the purpose or stay, what's going through your thought process on this? Reinvent yourself or stay? I'm like you, I think It's coming back. Unpack for me how you're processing that as a leader.
Like everything else and like everyone else, you had to start somewhere in a career. I had an entrepreneurial bent when I first started. I had a business in college printing t-shirts for all of my intramural sports teams. I went on as a mobile DJ when we used to have vinyl records. I did weddings. I was not averse to hard work. I found ways in which to apply the skills that I had in fun ways, creative ways that allowed me to earn some money on the side. I thought sales were where to be. I started in radio at sixteen. I was one of the youngest licensed radio broadcasters in the state of Illinois at that time when you had to have a license to be on the air. I was doing morning drive at eighteen, which is unheard of. That was going to be my destiny. I was going to be the next top 40 DJ in the City of Chicago.
At 21, I figured out where the money was and it wasn't on the air. Not for me anyway. It was in the sales department. That's where my world went. For a good 20, 25 years, I spent honing my skills as a radio account representative and then a sales manager and then a general manager of a station and then a part-owner of a station for a time. I saw the iPod. When I saw it, you could put 1,000 songs in your pocket. I wondered, “How in the world will local radio survive?” I looked to reinvent myself at that time. I looked at all those things that I hadn't been able to do yet.
I got involved in radio. I did my own commercials. I was the jack-of-all-trades in that. I thought, “All these skills will never ever transfer anywhere else.” I'm sure that's where a lot of people are feeling. They have this skillset that they don't think will transfer to other industries. What I found was it prepares you for other industries that you don't know yet. What I found was that I had this bent to be a public speaker. That's what I wanted. I suppose I was doing that on the radio and in my DJ days, but it wasn't the same. I was wanting to do public seminars. I wanted to be a published author. I thought, “It would be cool to work in sports too.” I had all these things jumbling around for a few years.
I got the opportunity to do a three-session seminar for a local bank on a customer service program that they wanted to train. That was my first opportunity. About six months later, I went back to the bank president and said, “I like to do this some more because this was fun.” He looked at me said, “Bill, I can't believe you're telling me this. I thought you'd never ask. This is what you are meant to do. You can do that wherever you want but you can't do any other banks for a year because I want to have a competitive advantage with us and you, which we got a problem.” What ended up happening is I started into this entirely new career somewhat blind, but still with one foot firmly in the radio industry. I was able to combine them.
My wife would say I burned the candle at both ends for a good number of years until I had the opportunity to have someone from the Chicago White Sox see me at a customer service center. He walked up to me and he's a good friend and he said, “You've got some good energy. There are people that go around the country training ticket sales departments, I bet you'd be good at that.” For me, it was like, “I had no idea.” Once again, it was this transition into something I didn't know I was preparing myself for but it opened up to me. All of a sudden, that was my new genre. That's where I was going.
Several months later of repeatedly calling this guy that I finally got in touch with him. It wasn't the White Sox that I first went to work for. It was the Chicago Bulls. Jerry Reinsdorf owns both of those clubs. The two teams talk often about resources and about what's out there and that thing. I was graced to have my first opportunity in ticket sales training with maybe one of the top organizations in all of sports. Nervous? My knees were knocking when I came up to the door. I was good about getting it all ready. They had given me some materials. I was going to use some of the stuff that I used in radio training, my sales reps. I was confident that it was going to work well.
As you're driving into a place like the Bulls Stadium, the United Center, you start to begin to doubt yourself a little bit. I parked my car. I walked up. Before I go in, here's the Jordan statue which is this iconic thing that most people have seen either on television or in person and you think, “How am I going to measure up?” There's a phrase that's being used fairly often, it's called imposter syndrome where people feel as though they're not qualified to do what they're about to do but they're going to do it anyway. I began to feel that and I took this deep breath and said, “You can do this. You're qualified. You're prepared. You know this stuff.”
Full Potential: Weariness is much less of a burden if you have support behind you.
They were great. I got into the building. I got into the room. I noticed a window and I got my materials already. I looked into that window and I didn't know where I was in the building. Come to find out, I'm on the third floor in this gorgeous room for training and I'm overlooking that same Jordan statue. It was one of those iconic moments. All of us have had this in their career where they think, “I've arrived,” and then followed by this wave of, “I'm about to puke because people are about to come in a few minutes.” I say that because from being nervous, comes a place of excellence. If you're not nervous, you ought to be almost worried because you may be too callous or too casual.
You’re too proud.
There's a good nervousness that comes in. Fortunately, I got through day one and that was cool. Two more days, I got through it. I'm fortunate that it is my longest-running client. I’ve been training with the Bulls organization with their new staff that comes aboard. That was what launched my career, that first time. I've been with over 100 different teams and having no idea if I was going to be in sports or not. Not having known the connection, but being open to opportunity when it knocks.
That's the thing I was going to say, because you were always open. I love that you even tied loneliness to the imposter syndrome. You think that you are alone, that everybody else deserves to be there except for you. I love that point you made about how skills transfer. When I left the military, after working on fighter jets and got in the civilian sector, I'm like, “Who's got private fighter jets that I can fix? How am I going to be marketable?” Excuse me, project management operations, you can work anywhere because everybody has things that are kept on budget and on time.
Don't think that you're alone and you can only do things for certain industries. I love that point about the skills transfer. If you are open and creative and have a good work ethic, you can land in any industry at any time. Two great insights on loneliness, Bill. Thank you for that. On to weariness. I can hear a little bit about this. Uncertainty creates weariness. How do you combat weariness as a leader? We have to be at the top of our game, but it is tough. How do you stay replenished and refreshed so you can stay in top fight and form?
I've been blessed to have an astonishing wife that has believed in me from day one. There have been times where I know that if I were her, I would not have believed in the vision, “Training for sports teams? You're going to make a career of that?” I've heard that from a lot of people. I've gone into a new venture years ago, putting my training in a digital format, bringing it to sports teams, when no sports teams are doing any digital training and they're steeped in what was and what they're comfortable with and doing something new, “Is this going to work?” We've had to dip into her savings to be able to do this dream of mine.
I'm blessed to have that support for what she sees is the dream that I have. Not only the dream. It's different if you want to help somebody get their dream, but for them to believe in the success that she knows is inevitable if I stay the course. She has done what she needed to do to allow me to continue to work hard at this with the few partners that I have. The weariness that I have is much less of a burden knowing that I have that support behind me and what a blessing it is.
My mom was the same as my dad. I'm new to the whole marriage thing. I got married and he's already blessing me with supporting me in everything I do and I'm like, “Life is much better when you have somebody by your side to help shoulder the load. I get it.” I've also seen it done wrong. I've had it done wrong. When you get somebody that sees what you don't even see in yourself, that's unbelievable.
I have been weary for the past few years. It has been a much harder road for me than I had expected. At this point in my career, I had expected to have some things start to pay off. What I've chosen is not one of those things you can easily sell off like a company with the assets and such or anything like that. It's been me and this other smaller company. There are not enough assets there to even think about that yet. Her belief in me and being the rock that I've needed has allowed me to be okay with being weary because I know that the end is coming and there's somebody that believes in the work I'm doing.
Thank you for being transparent with that, Bill. People assume when you get to stages like us in life, everything is on autopilot and you're rolling in the dough. I know my dad worked up until his last breath on this earth calling people, pushing books, booking people. Thank you for sharing that. Oftentimes we're in the wilderness as part of the journey, but that's okay too. We're not always in the land of plenty manna and honey. Sometimes we're still wondering when it's all going to come together. You’ve got to keep the faith. Somebody said, “Faith, friends, and family are what get you through it.” I’m thankful you have that.
The next thing my dad talked about was abandonment. Sometimes, especially because you're a dog rescuer, we hear about abandonment or fear of abandonment. It has a negative connotation. My father talked about abandonment almost like a super hyper-focus that we need to abandon what we like and want to think about in favor of what we ought and need to think about. I even was in a conversation with a lady and she said she was with a tough life coach and he told her what she needed to hear and it upset her, but she needed to hear it. Can you share with me how do you stay with all the uncertainty that you deal with? I know you're open to new things, but how do you maintain your focus and not mission direct? There's a time to change, but how do you stay on point?
If someone knows the secret to that, I would love to have someone tell me. There are several things that I love to do. I love designing stuff, like doing some things with PowerPoint and Canva and some of the other things that allow for a visually appealing thing. I'm not the best at it. I know somebody can do this thing three times faster with probably more expertise and more artistic ability than I do. When I get this done, I say, “Look at this.” I know it’s ego-driven. I know it should be delegated to somebody else. I've been told that dozens of times.
On radio, I had my staff keep me out of the broadcast studio. As a sales manager, I would want to go in, “We sold this commercial. I know exactly how this should be read.” I wanted to read it and they said, “No, you can’t.” In fact, when we upgraded our broadcast system, they purposely did not teach me how to use it so I couldn't go in and do the broadcast myself. Any leader has to be able to identify those things that get in the way of their success. I've heard it said and I wish I could do the attribution, whoever came up with this, forgive me, “Delegate everything but genius.” To be able to recognize that, which you don't have genius in and to have the guts to delegate it is the mark of an exceptional leader. I would struggle with that every single day.
I do too. I'm like you. I'm an operations person. I would get offered administrative support throughout my career, “No, thanks. I can do it all. I can do my show. My formula is on my Mac.” I shouldn't. I should be doing other things. I’m glad I’m not the only one.
When I do recognize it and I focus on that, which I know will generate the most benefit from that time, I recognize it and instantly thinking, “Why didn't I think of this in the first place?” It's a lesson I continually learn. It's one that I know your father would have appreciated hearing too. We all struggle with it.
He had many different hobbies. When you're an entrepreneur, you're naturally curious. You've got this extra abundance gifting of creativity. You're always like, “Well?” When I got my PhD, it wasn't the coursework I was worried about. I could take courses until the day I die. It was landing on the one single thing that I was going to study. Every time I read another paper, I'm like, “I should be studying this.” It taught me to stay on point. The rest of it, don't listen to. I love that. I got to find out that, “Delegate everything but genius.” A lot of us are entrepreneurs. A lot of us are solopreneurs. We all work twenty-hour days, whether we should or not. Until you have the resources to be able to offload to somebody and delegate to, “I'd love to have somebody answer on my email, but that's not financially viable.” How do you get to that point where you say, “It's a hobby doing these cool little papers,” versus, “I'm getting burden. Something's got to give?”
There are a couple of things that I have found to be helpful in being able to do that. One, being a limited resource entrepreneur and like you that has the desire to know lots of things. Once you know there is some sort of deadline you have or a limit to the amount of time you have to limit the input that you have of new things. I find that most helpful within my inbox with email. I subscribe to everything. It is FOMO times three for me when I'm trying to see what's new out there.
Tell our readers what FOMO is, because I just learned that and it made me laugh. Tell them what it is.
Full Potential: Any leader has to know when to delegate tasks before they get in the way of success.
Fear Of Missing Out.
We all got that, “What about this? What's this speaker doing? What is this podcaster doing? Tracey, this guy will host this.” “I signed with this guy.”
This is how it is. All-day long, entrepreneurs especially, are cursed with this need to know everything that's happening. The real challenge with all of us is to shut off some of those screams that are coming from your inbox long enough for you to complete the genius that you've already started. I would also say that in that same breath, there have been emails I've opened up that I'm saying, “That's a good idea. I'm glad I opened that.” I go in this different direction. I look at every email with that potential and yet there is such a limit factor to that. Your brain can only hold so much.
I do think it holds you back from achieving that genius that would only come out if you focus long enough to get it done. I don't have a solution. I would say the one thing I have seen more than anything else is that I'll go through waves of subscribing and then a wave of unsubscribing. I find that the most productive times I've had in my career have been at the times where I have had much less of a stream of email that's coming in and more of these ideas that are clouding my brain from what I know I should be doing.
Have you been able to strip down a lot of noise during the pandemic?
You would think that would be a great thing. No, it's been worse. I've had all this time that I haven't been at a sports team and I'm thinking, “I should subscribe to this.” Because none of us have the answer, I'm trying to see from a larger panel of people who might have the answer. I'm probably my own worst enemy when it comes to this. Maybe your readers can relate to this. I've broadened my spectrum of exposure during this time because I had the ability to. Now that I have things that must be done, what I'm finding is that I must call that down. I’ve got to prune it to the point where it's only the stuff that I have to be able to do. Will I miss out on a couple of things? Maybe. If I don't get the other stuff done, there's far more damage that can be done. I have to keep my focus on that.
I suffer from FOMO, you and me. Most people on this show, they do and about 90% of people I interview are ADHD somewhere on the spectrum because we're frenetic at times. It's how our brains are wired. When we dial it in, we dial it in. For our leaders out there reading and they're overwhelmed, you can get there. When you continue to dial in your purpose and your singularity, you're in that position because you're trying to figure out where to go next. Once you lock that in and you can direct all your resources towards that, it's off to the race tracks you go.
There are some good tools that you can use. SaneBox is one of those that allows you to park some emails and not have to deal with them right away. It allows you to only filter the stuff that's truly important from the stuff that's not.
I interviewed Laura DiBenedetto, a brilliant marketer, and she said that. Her mind must be allowed to roam free and create, but she dwells on it and then she puts it in a parking lot. She has a folder where she lets her mind pursue it. That's the fun for us. I like to think about, “What if I did study this? What if I went back and got a PhD in Astronomy? Let me think about it for a while because you deny me the joy in that.” She'll do it for half an hour. She'll pull in a parking lot. Ninety-nine percent of the time, she'll never touch it again. She lets work itself out of her system.
When you said park, that reminded me of that SaneBox. I like it. Maybe we should come up with InsaneBox because we keep grabbing the keys and saying, “I'm going to drive it.” The last one is vision. When there's no vision, the people perish. I know we sit here and say, “We are works in progress.” Obviously, Bill, you have been incredibly successful because you do have vision. My dad talked about vision as nothing more than seeing what needs to be done and doing it. What is your definition of vision? How do you get vision clarity and prevent vision blockage?
I don't have the whole answer, but I have a part of it. It’s to pursue that which you have a strong knowledge of and because of that knowledge, take it a little deeper, wider than others may have. Not that you are going to reinvent something that's astonishing, but you'll do it slightly better than others because of where you've been. I'll give you an example of that. As the pandemic started to set in March and April, we as speakers and trainers became unemployed and for a time unemployable because no one was doing anything. We had conferences that were booked months, years in advance, all that revenue went away. I was part of that.
I began to think, “Everybody else is going to this whole virtual studio thing.” I looked and I was studying, because I was in that phase, ramping up, studying stuff, all of the things that were happening within the organizations that I'm a part of, National Speakers Association and some of the other people that are involved in this industry. I saw guys like Dan Thurmon and some others building gyms in their homes to be able to do the things that Dan Thurman does on his stages, which is balanced on things. He's an incredible gymnast style guy who does speeches. Dan was doing the stuff at home, on four different cameras all set up. I thought, “I can't be Dan Thurmon, but what can I do?” Some of my broadcast background and some of the other things that I've done as a speaker and a trainer all came together and I thought, “What's out there?”
Tracey, this is my studio. This is the stuff. This is not high tech. This is an ATEM Mini controller that houses the ability to go through four different cameras. I have one over here, that camera. I've got another one that's attached here to my desk. I have this screen behind me. I have the ability to shift cameras and to do this. I could be MSNBC in my own office. It took me more than 50 hours to figure out how. In fact, what’s funny was, I said, “I’ve got all the tools. I can do all this stuff, but I have to know the technical part.” I unboxed the ATEM Mini. I looked at the stuff. I bought the wrong cables. Any wrong cable that you can buy, I have in a drawer. I can say that I'm an expert at this ATEM Mini. I've created a four-part course on somebody who's starting out with an ATEM Mini.
From all of this, you talked about the vision, I wanted to be an expert at doing things like virtual emcee work for virtual conferences. I would be the guy that says, “This is great,” and introduce him to that. I would love to be doing more of that. I've gotten some more traction from people that are looking for that work, which is great. The vision that I had was I'm going to be the best at this part of what I do. The vision is, knowing you have the ability, but you have to push yourself a little bit further than you know and take the time to do it, and that's what I did.
The overarching thing is to be the best at whatever you do and to provide value, but that's going to take a lot of different forms as the context, as industries change, all different things. I love how you said that. It's pragmatic. People get tied up in, “I'm not a visionary.” “Do you see what needs to be done? Do you do it? Do you get stuff done and you work hard and make yourself a subject matter expert at it?” “Yeah.” “You are quite a visionary.” People sell them short. We think it's like Steve Jobs or Oprah or Mark Zuckerberg. It's seeing and keep working. I love that definition of vision. Bill, you've unpacked a lot of stuff for us. What else do you want to share with our leaders? Tell me about this The 800-Pound Gorilla thing. We've all used that term millions of times. Tell me about that.
When I started my company years ago, transitioning out of radio and into doing this work with sports, all great ideas start in the shower. I am convinced.
That's a good book title.
Full Potential: You can focus better once you know there is some sort of deadline or limit to the amount of time you can consume things.
It is.
You can write your memoirs. I love it.
I began thinking, “I want to help people become the dominant players in whatever they do. Whether I help people in radio or in marketing or in whatever I do, I want to be able to help them be that. I thought, “Who's the dominant guy?” The whole 800-pound gorilla thing came into my mind and I’m thinking, “That's a euphemism.” I did the homework on it. I come to find out that was a business term from the ‘50s.
I've heard it many times throughout the industries I've been in.
It's to describe two different things. The most common is it's this problem in the room that no one wants to address. Where it came from was in the ‘50s when media was set out to describe IBM or General Motors or companies that were difficult to compete with.
They had the lion's share of the market.
I thought, “That's it.” I ran out of the shower, dripped everywhere. I had to get a piece of paper so I could write this. My company was developed. The definition is the dominant player in any marketplace whose tactics and techniques result in an unfair share of the available business. I set out to become that person who would help others become the dominant player in whatever it is that they did. I spent way more time developing that in the sports world than anywhere else.
You should change the word unfair because that has a negative connotation to tremendous share. You don't want to get sued by the government where they break up monopolies and stuff like that. That's absolutely brilliant. Thank you. Where can people hear about this? Bill, how do people get in touch with you?
I would love to have them reach out if they like. Bill@The800PoundGorilla.com, they can reach me there. I also have a keynote that I developed from all of my work in sports that speaks to the voices that we are hearing in our heads.
Can you share more about that?
With all of my work with sports sales reps, these are young people, most of these are coming right out of school, there's a sexiness to come to work for a sports team. You could see the logo next to your name on the business card. There's a feeling of euphoria with that that's hard to describe. People come in thinking it's going to be an easy job. You're making 80 to 100 calls a day to people and you might talk to a dozen people. If you're lucky, you're going to sell one of them. If you are a Division I athlete or you were successful in school, that sounds a whole lot like failure every single day. I found that there were certain types of folks who did well at this and others that I thought had great potential that did not measure up. They fell short and fell off early.
As my studies started about these folks, I discovered seven specific things that people heard inside their heads, those things that prevented them from becoming what they could truly be, whether it was sales or anything else. I created The 7 Voices in your head as a way to help people identify those voices that are holding them back. It doesn't matter what you do, it could be sales, it could be marketing. You could be a homemaker, whatever it is. Those seven voices to identify them and ways in which to help minimize their effect and to replace them with some other voices that help lift you up and create more positivity. Information on that can be found at www.The7Voices.com. There are some videos on there and describes what it is in detail.
Is there a book associated with that or it's all online course content, Bill?
Online course content. I’m working on the book.
I like books too. Bill, thank you. It has been an absolute pleasure having you here. Please make sure to link in and connect with Bill, get and check out The 7 Voices, The 800-Pound Gorilla. To our tremendous readers, please do us the honor of a five-star rating on whatever platform you read to. Like, share, and comment. We'd love to hear from you. Bill, thank you for all your great insights. This has been an absolute blast. I have learned.
It's been my pleasure. Thank you so much for being a part of this. I hope that I've been able to help your readers a little bit.
I'm sure you have. To our tremendous readers, thanks for being a part of our tribe. We couldn't do it without you. Have a tremendous rest of the day.
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About Bill Guertin
I inspire others to be their best in two distinct ways:
I've been a busy speaker, author and trainer in the sales space, conducting live programs for over (100) sports sales organization partners under the company name The 800-Pound Gorilla, Inc. (and its sports spinoff, Stadium Gorilla). With the onset of COVID-19, however, my passion has been divided into two key areas:
- To bring effective, affordable VIRTUAL training to thousands of companies in sports and entertainment using the scale that's available with today's technology; and
- to create a VIRTUAL portfolio of personal presentations for a broader market that would impact potentially millions of people around the world.
For the first, I've joined forces with a C-level executive from MLS and the NFL, along with a multi-million dollar technology platform partner, to create ISBI 360, a training program that brings effective, year-round education specifically to the sales and service departments of sports and entertainment (www.isbi360.com).