Mastermind Groups
Episode 27: Staying Relevant in Our Changing World with Scott Scantlin
by Brad Wolff | Nov 5, 2019 | Leadership, Learning & Development, Podcast | 0 comments
Change happens faster today than ever. Our skills and knowledge can become irrelevant almost overnight. Scott Scantlin shares how leaders can future-proof their organizations through the development of people's potential In this episode, you'll learn:
How to deal with the overwhelm we face
Specific ways to adapt to unwelcome change
How to identify and tap into people's potential
Why personal growth is the fuel of people's success
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The Transcript
Brad Wolff 00:03
Welcome to the "It Is About You Podcast" today. I'm to have as my guest, Scott Scantlin. Scott is a speaker, author and trainer. Scott, welcome to the show!
Scott Scantlin 00:19
Hey, Brad! I'm glad to be on man, excited looking forward to.
Absolutely! So tell me a little bit about yourself and what you do?
Yeah! So you know, I am now 21 years in business with the same company that I've been with for the last 21 years. I've recently written a book called "The Relevance Gap" that just released a couple of weeks ago. And I work with companies, I work with entrepreneurs and direct sellers both individually or corporately and you know, work to identify hidden potential.
You know Brad, I find that potential is the greater motivator if we can work together to figure out what the potential of the organization or the potential of the individual is it will drive them. And so what that allows us to do is to get them from where they are to where they need to be, to stay relevant into their career and their business as they go forward in you know, a changing world that we're, you know, that we're existing in today.
So that's what I do with my clients. I specialized in motivation sales and leadership training. And so those are the areas that I like to focus on and yeah! So 30 years background in business, 21 years with the same company developing and now building and growing with my new book release.
Awesome! So tell me a little bit about your journey that has brought you to where you are today, including writing this book.
Yeah! So, you know it's an interesting journey, you know, I started down the road of personal developmentyou know, over 30 years ago, my mother who was in the mortgage business and my dad was a real estate professional and my mom was always into personal development. You know, she gave me a copy of a Anthony Robbins CDs way back awakened giant within, I read that book twice, 700 pages, the big book and then personal power. I don't know if you remember that day, that the personal power, it was great. She gave me the tapes, I bought the book and but it just lit me on fire. I was really first time ever in my life that I think I'm like, wow! This is what I want to do.
I want to be in this environment, I want to do this professionally. Whether that's for companies or you know, again, as a good salt nor speaker or an author. And that all started for me down in living in my mother's basement, you know, broke a 26 year old you know, return home to try to figure out what I'm going to do with life. And down there in that dark basement right now, my Bill's reading these books and getting excited.
And so I've had the opportunity, my brother Wes is the lead singer, "A Puddle Of Mud". So I worked in the music business for a little while developing his albums and producing his albums. And he went on to sign to a major record label and it sold over 10 million albums. He just released his brand new album, "Welcome to Galvani" and the first one in 10 years.
And we're excited about that and so I was a big part of that whole thing. I was involved in cellular phone industry before. Nobody owned them back when they had the NEC 100 on a few members of that phone, the blue, the other brick phone, the bag phone, then the NEC 100, then the Nokia and so on and so forth. And you know, it was $39 a month and you got 40 whole minutes you know, during the week. And then evenings and weekends where roaming charges, you know, and it was amazing and nobody owned them, but there I was. And accompany it with a product that nobody owned everyone needs. And I knew everyone was going to buy it. It was just a matter of time but that journey didn't work out for me then I found legal shield which I've been with now for 21 years.
Another product that nobody owns. Everyone needs are everyone's going to buy. Back then there was only 200,000 customers. There weren't 40 States, 44 States at the time. Today we're in a, you know, all 50 States also have been provinces and territories in Canada. We just expanded into England, opened up July 1st in England and a company evaluation is now $2 billion which is huge.
And so I've been a big part of that. I've served as a, you know, Regionalized President of the West coast of Florida. I'm the Network Vice President of State of Missouri, Kansas. And so I've served in various leadership roles with the company and I still work very closely at the top leadership in the company and driving that forward. And that's been quite a journey because we get to work with individuals like Harlan Stonecipher you know, Jeff Olson who was amazing, who had studied and all that motivational speakers that we get the opportunity to work with.
And that field has just been absolutely amazing. Every one think from John Maxwell to we just gosh! We had Grant Cardone at a convention not very long ago. We've got Eric Thomas come into one that we're getting ready to do. And, and Bob Berg, who, you know, sparked NSA and I, he was just at our last convention. And so we work with all these great trainers that, you know, the best speakers and trainers from all across North America and around the world and they come into our markets and we get to glean from everything that they have for us.
And so that's just developed and built me blast that, you know, 20 to 30 years. And so I'm excited and I'm excited about my new book, "The Relevance Gap" which, you know, I've got a copy of it right here. And you know, it's been a long time and so there's, you know, there's a lot of new things I'm finding in personal development that expanding in new areas that we're growing into and a lot of cutting edge stuff you know, I'm right on the edge of that. I'm, I'm studying some new speakers that Joey Kline with conscious transformation, which is amazing. "The Inner Matrix" that's a phenomenal book highly suggest that book to anybody out there that it's reading and interpersonal development. But that's been my journey, right? I've come this far and now we're, you know, we're ready. I see a new potential and I'm ready to kind of go to a new level.
Awesome! So let's talk about some of the key elements in your book that really can help leaders practical things that can help leaders develop and become more effective. So what would you say are those key things? And maybe we can take them one at a time?
Yeah! Absolutely! I mean, I think from a leadership perspective you know, we are really for the first time ever we have four generations working in the market at one time. That's something to consider, right? When we talk about, you know, The Relevance Gap, what motivates to millennial or gen Z or how a gen X operates or how the wisdom of a baby boomer, you know, can operate, if we can get that work in together on leadership level it's really critical. And I think what's happened is, and I just kind of the best way to maybe frame this a little bit and kind of how the book talks about it is that, you know, motivations have changed. You know, what drives the millennial or the gen Z is not what, you know, drove us 30 years ago, you know, 30 years ago. I'm in the middle of buying a car right now.
And you know, the gap between an average car and a luxury car, it's like this. It's like nothing. I mean, they're all the same bell. I mean, there's just a few little differences but not much I mean I was walking my dogs this morning and a girl, you know, it's cold out. It's 40 degrees and a girl walks out and I'm walking my dogs and, you know, she's walking to her car and the car is already going, right. It's just, she has auto start on her car. It's warmed up for her and everything. It wasn't a luxury car. It was an average car. Now, when I was growing up 30 years ago you know, I was hoping my car was going to start, you know, let alone, you know have it auto start and warm up for me.
So when you look at the world we live in today, it's, you know, people are early driven by the extrinsic things are the internal or external things. They're driven by internal or driven by the intrinsic motivation, Right? I mean everybody, if you think about it, everybody has a laptop, everybody has a cell phone. The most modern cell phone you can get.
Everybody's got access to all the same information on the internet. You know, and right on mobile devices right in the Palm of our hand. And so we live in this sort of synthetic utopia. And so the gen Z's and the millennials that they're not driven excellent transit things man. They're driven by you know, internal mode motivators, intrinsic motivators, they meaning and they want experience. And that's what's changed from a leadership perspective. And I think companies you know, kind of have to go back to the drawing board is a leader and trying to figure out, okay, how do I create, you know, an environment, a culture that, you know, is going to, you know, cater.
Because here's what I have found. I have found that individuals will literally take a pay cut if they can move from a company where they're just a number and they don't feel like their core values are heard. That where they can move to a company where their core values line up with the core values of the company that they're working for, right? They want that. And they'll take a pay cap for it because they want experience over gains. They want meaning and purpose. You know, over you know, things or you know, status. It's just the world's just changed. And so how do we do that as a leader? How do we come in as a leader and really drive that. And matter of fact, I've got a chapter in my book about this company engaged companies right here in Parkville, Missouri. It's amazing how you can find a gym in your backyard.
And the engage companies, it's called the chapter's called "A different kind of company". And their big focus is human dignity. That's their core, their base core values, human dignity. And what they really want to do is to identify not only that when they hire, right, they don't hire for you know, for skill. They hire first for character, right? Okay. And then values, because they know that skills can always be learned. But if they can, if the employees know character and values match up with the companies, you know, okay.
Their values and then they can get behind that mission. But then they'll also want to find out what the mission, find out what's important to someone. And then attach that to what they're producing, Okay! The outcomes called inspiration. And that's how you inspire as a leader in the 21st century. And I think that's what companies, and so again, it's a Relevance Gap, right? We want to kind of, you know, move in that direction and that's what leaders are looking to do. And that's one of the things my book gets into.
So based on what you're saying, Scott, it sounds like the baby boomer or generation X leaders are dealing with people that see the world differently. So it's like all of a sudden they're speaking a different language and the leaders from previous generations don't understand that language because we tend to assume everyone speaks their own language. So there's a real adjustment for the more older leaders to meet the needs of these new generations is what it sounds like.
Yeah! I mean that, that really is, and it's important because the companies that are out there making those adjustments. And I'll just give you an example. I mean with engaged companies there were they're shipping their shipping company. I, you know, how sexy can a shipping company be? You know, if there's a shipping company, but what do they do? They created this amazing culture and they were this little company down in Parkville, Missouri with three employees and maybe like an 800 square foot office. And now they have over 350 employees and a glass building on a golf course. Like you've got Tom Watson designed, you know, just right here at the national in Parkville, Missouri, you know, and they're growing even bigger than that. And what have they done? They have understood the needs and they have outlined a core value called human dignity, that they are building their entire business.
And that, that human dignity is extended not only to their employees because they want them to feel more of a person than when they walked through the door when they leave every single day, which I think is huge, but also for their customers, for their clients, for everyone around them. And because they've got their core values in alignment and they're not just writing them down, they're living them right there. They're working in their walking that thing out. I think companies that are doing that are going to grow and I think companies that you know are not moving in that direction or they're going to retract, they're going to decline.
That makes a lot of sense. So that's one aspect from your book that's very applicable to leaders. What other areas of your book really can spark leaders growth in effectiveness?
Yeah! So, you know, here's the thing, the design behind the book is that, you know, whether it's the employee you know, whether it's the leader that, you know, people are really overwhelmed by the rapid amount of change that's happened over the last five to 10 years. I experienced it personally five years ago, you know, I'm like, gosh! You know, we've got social media, we've got mobile apps, we've got phones. Nobody answers their phone in there and everybody wants to text and talk with. And so, you know, it's a little overwhelming for people. And I think for me where I was at and where I struggled, and I think where I see people struggling in their career or their job or their position is that they just don't have really, they're kind of struggling with the change, right?
They're like, I don't want, you know, I don't want to do certain things right there. They're battling with preferences over necessity, right? So, if you are you know, on my, well, my preferences are this and I don't want to do this and I don't want to do that. Well, what happens is the more you resist the change, the more irrelevant you become because change continues to go up, you know, up into the right. I mean, it's going further and further and the more you resist that change, the more irrelevant you come back. There's a great line by John Addison and John asked him, was the former CEO of Primerica he sits on the board at legal shield, which is great. We have him from a leadership perspective, and I love this line that says you cannot run and hide from a changing world.
You have to be a part of it. No! And that, again, a mindset and that takes, you know, some, you know, changing of philosophy and, you know, how you think and how you embrace change. You need to embrace change and you embrace limitation because you can do these things. All of these things are doable, but I had to do the same thing. I had to kind of go back and reinvent myself a little bit.
And whether that's done on an individual basis or whether that's done on a corporate basis, when we go in and talk to companies, you know, employees and then maybe at the same job for the last 20 or 30 years, last 10 years, last five years you know, and you know, maybe then in marginalized by management, right? Like when you first get a job and you come into a company, you know, there's the potential of the opportunity, the job, you know, the first day people get hired and they go on Facebook and LinkedIn and like, Hey, I got a new job.
And they're excited about it. And they kind of got an idea of what's gonna happen. And then they get in there and they're working and you know, three months later or six months later, you know, they get marked marginalized by management and all of a sudden, you know, they just, the potential sort of dies and the vision sorta dies. And you know, you don't want that to happen. You know, you need a creative atmosphere where people can grow and make a contribution. People want to belong and they want to be a part of something. And so we come in and work with the companies that we work with or individuals and entrepreneurs, it we're professional salespeople and we help them to embrace the limitations and say, Hey, you know what? This is necessary. I'm going to have to choose necessary preferences. And then a whole lot of things, I know why, but I know that they're necessary.
They have to be done right? I got to kind of put my preferences to the side and do what's necessary to adjust to the market and move forward. Okay. and then and then what happens is, it doesn't take, but you know, once I get past two or three things, it's like anything you do, it's easy, right? What's the definition of easy? Something you can do? You know, you can do social media.
Okay. You can figure out mobile devices, you can talk with your thumbs, you can figure out how people are communicating. You can do it. And once you do it and get past it, now all of a sudden, once you knock something down, what presents itself a new potential. You know, every time he knocks up and down a new potential. And what we want to do is get people, you know, to just kind of bridge the gap.
And once they get beyond the gap, the real gap should be the motivational gap, which is the potential gap, right? So every time you knock something down, there's a new potential. Potential is the inherent driver drives everything that we do with the way we're designed is to tackle new potential. And so that's the world we live in a day. That's how I'm working with companies on leadership level and just helping those companies. I identify hidden potential, working with the employees and moving them to, you know, again viewing their job or their position if they're staying in it in a new way. And that's kind of how we've been working with companies and that's what we're doing.
And I want to highlight what you, what you just said there about that it's an innate characteristic of human beings to want to develop. You don't have to put that in there. It's already there. So when people aren't developing, there's something getting in the way because we naturally want to do that. We don't want to stay stuck. So I think that's a really key thing. So you touched on dealing with overwhelm. Is there anything else you want to add? Do that because that's something that in our fast paced society where we have so many things coming at us and were, in many ways, we've been taught that we should multitask. So overwhelmed just starts becoming the norm. Is there anything you want to add to helping people deal with that better?
Yeah! Absolutely! So, you know, one of the things we touched on in the book is, you know, the, the Pereda principle, the 80 20 rule, you know which I picked up from Brian Tracy a long time ago but it changed my life "Eat that frog" by Brian Tracy. It's one of my favorite books or reference a part of that book in my book and referencing the 80 20 rule. But when we come into companies and we're working with individuals, what I find is not only are they overwhelmed with the things that they're just not comfortable with yet or they don't know how to do, and they're, you know, kind of resisting it and we work on that and we say, Hey, we're going to embrace limitation. We're going to, you know, move to a new level in what we do, but we also want to identify what that person does that's valuable to the company that actually produces results, right?
That's the 80 20 rule. And so, you know, we want to do is we want to list out another 15 or 20 things that that person does on a regular basis. And then we want to do is we just want to, you know section those things off, you know, ABC or D, you know, some things can be delegated some things have to be done by you that can be done at different times of the day, but we want to de identify mostly as the two or three things that produce results for that company. And we want to get that person fully focused on those two or three things. We want those two or three things executed at peak performance hours during particular times of the day. That's critical and important and then once we have that figured out and that person now has it really a new, you know, eye sight on potential, you know, the company can work in, in assist and in delegating things out or they can delegate things out.
And then there's a lot of things like where we waste a lot of time, you know, for example, we get our find ourselves caught up and you know, checking email, you know, first thing in the morning and you know, all of those types of things that come bog us down. You know, there's methods and procedures and processes where, you know, some things need to be done at certain times and other things can be done on at other times of the day. So we just want to help people find out what the important two or three things are. The 20% because 20% of what you do produces 80% of the result and the other 80% only produces 20% of the result. Right. So we want to change and switch that up you know, the other thing too is we want to help him. It's just getting the employee, you know, in the process of beginning to look at their job as a business.
You know, there's always, if you ever heard of the term was always somebody behind you. That's fat, ego, younger, smarter, faster. How about just willing, if somebody is willing to embrace this limitation and technology and social media and new forms of community vacation and working with multiple generations in the workforce and then, and they're willing to go to join a trade association, it has to do with their particular job and learn those skills and go to those meetings and go to those events and read books and update their skills. Right? And they're working on that.
That individual is going to use, going to out perform. It's what we call, you know, the slight edge in the book. It's called "The Aggregation of Marginal Gains". There's a chapter called "The Aggregation of Marginal Gains" and it's about, you know, sir David Brailsford who you know, he is appointed the cycling coach for Britain who hasn't won a gold medal.
They won like one gold medal and like a hundred years. The laughingstock of Britain, you know, matter of fact, the bike manufacturers in Britain won't even sell them bikes because they don't want to ruin the brand. Okay. But what's Brailsford focus on? He focuses on those little 1% things that nobody else, you know, in the cycling world rule is paying attention to the little things. Not the big things is little tiny little, you know, 1% the difference is which becomes, you know, eventually as he's working with the team that becomes contagious enthusiasm.
They're all looking for imperfections that they can improve. Like, you know, painting the floor certain colors that they could see dust that dust doesn't get on the bike wheels or you know, making sure that they know how to wash their hands. Cause if you're going to stand at the top of the podium, you can't get sick, not even a little bit sick, right.
They bring in a doctor and say here's how you properly wash your hands so nobody gets sick. They bring their own pillows and their own beds to make sure they get a good night's sleep and they take them with them. You know, the next thing you know, they're winning all these metals. You know, that they ended up winning tour de France. I mean, and then of course, you know, somebody starts throwing accusations at, I'm saying, Hey you know, these guys are using performance, handsome drugs.
Guess what? No performance, handsome drugs. What are you guys doing? Aggregation, Marginal Gains. Little 1% differences that seem to make no difference in the act of doing them. But over time that accumulates. And again, all the sudden you're the top of the podium and the same thing can happen. Your job, you got two people sitting right next to each other.
One of them is reading books, listening to tapes, going to seminars, joins a trade association, treats their job like a business. They're not younger, faster, smarter or if they're just willing, right? The other person isn't reading books, doesn't go listen, you know, to tape doesn't know this, doesn't listen to audio, doesn't join a trade association, doesn't treat their job like a business in two years later they irrelevant and they get either passed over for promotion where they get let go and somebody else replaces them. You know, again, I think that that's important and so we really try to train from that 80 20 you know, pay Pareto Principle, finding out what the two or three things are really important, easy to get focused on. I'm working with that employee, helping them identify their potential and then figuring out what they can do to be this little one person increases the aggregation of marginal gains to improve what they and then become better performers and more relevant in their career moving forward.
That's a great point. And what I get out of that Scott is really prioritizing the persons individually, individuals, personal development. What I hear with all that is this person is doing the little things to keep developing, to keep getting a little bit better, especially in the areas where they need it the most because you can't work on everything at one time. So they're developing more as a human being, their effectiveness. And even if it seems like if you look at us one day and time, it seems like what they did was so marginally minuscule different. Over time those little things add up and there's a synergy where each one boosts the other and it adds up to a huge difference. So I want to highlight that because I think people get discouraged sometimes because they want something that they're going to do in a week and then they're transformed.
Yeah! It again, you know, it really is all the difference in the world. You know, personal development is working harder on yourself than you do on your career or your business. That's the way it's a commitment. You know, something that's a lifestyle, something you choose to do and you know, what you're doing is you're embracing, you know, growth and which is what people want, you know, they want growth. And how do you find potential? Well, you know, for me, it's kind of sharp philosophy, right? So like a shark has to stay in perpetual motion in order to breathe. Right. When it, when the shark stops swimming, what happened?
I would say that they probably died pretty quickly at that point, yeah!
Yeah! So, you know, my 96 year old grandmother, right? She's, I wrote about her in my book. As a matter of fact, my editor's favorite line in the book because what my 96 year old grandmother says to me, which is, I said, well, what's your secret? She goes, stay away from senior living facilities and never stop moving. When you stop moving, you die.
You know what she sounds like my mother who's 91 and she said all of the friends from her peer group have died and she says, she learned years ago. You got to keep making younger friends. So that's, my secretary is always guys, he's always got friends because she purposefully selects younger, same thing. She's just saying, I got to adjust.
No, she's my grandmother. It just, and this is the best, I glad you said that word. So I'm sitting next to my grandmother last night at my sister's birthday, you know, at the Jojo's, which is the little, you know, where they make the food right in front of him and the fire and everything. It's crazy. And she sitting there and I'm explaining to my sister's boyfriend about you know, I've look, you know, well, what about the millennials? You know, how's this affect the millennials? And I'm saying, listen, you know, millennials are at that stage right now where they're making the adjustment because you know, they're there, you know, I'd say, Hey, you know, all of a sudden you've got a home and you've got kids, you know, and Hey, maybe you're not going to be you know, well, a social media millionaire, you know, maybe that we need to make adjustments right now to really, how do we do that, right?
Because when you look at their talent pool is so big, right? That it's marginalizing their income potential now, right? Because all of a sudden it's like, Oh wow, there's thousands of these can do the exact same thing that can do the other person. So, you know, how do you compete at that level? And my grandmother's sitting, miss. So I said, so they're ready to make the adjustment and move forward. And, my grandmother sitting right next to me realizing this person has earned more money and she says, you know, it reminds me of my dad. You know, when we were little and he wasn't making enough money to feed us, he had to make an adjustment. You know, way back in the day, you know, almost a hundred years ago, you know, we're going, I'm going. You know, she's just bringing it. It's just all relevant isn't it? You know, the more things change, the more they are roommates
Still the reality is things we've always had, human beings I've always had to adjust. It's just we have to adjust a lot faster because the rate of change is increased, but the need to adjust to change has always been a requirement. It's just become exponentially greater and the need to consciously choose to change has become greater because you're faced with needing to change or become relevant quickly. You didn't become irrelevant in a year back in your grandmother's day. You became relevant over a decade or 25 years, but now a year you blink and you didn't, you just stayed where you were and now you're way behind and you can't believe it. How could that be that a year could have that much impact?
Yeah! And that's the crazy, I think you're right. It's like, it's just kind of like we were talking like that the gap between an average, you know, or the classes average in, in luxury was this was huge back then. That's just this big, you know, to stay to the, everything's moving so fast. Everything changes so quickly. I mean, you buy an iPhone and you know, six months later there's a new iPhone, you know, or you know, you're constantly having stuff update on your computer and the module that you've used on your computer for Google or whichever it changes. And I'm like, wait a minute. You know, everything's changing. But what we have to do is develop this muscle, this skill to quickly adapt. So we are in a, in a modern society where adaptation is very critical and almost has to become a skill and a muscle.
And that's why I say that I think for folks in positions, you know whether it's a professional career or, you know, how do you add value at your job, you know, how do you bring value to the, the, the company, the production of the company. And most importantly, gosh! You know, if you're going to be occupying a chair, don't you want to enjoy a master? What you do? I mean, but here's the problem.
The company has to make the adjustment too because you know, people aren't, you know, maybe somebody got marginalized a while ago and you're trying to motivate people the way you motivated on 10, 15, 20 years ago. I mean we saw it happen in the sales divisions when the economy collapsed, right? And you know, everybody was struggling to kind of figure out how to see, how are we going to move the needle, right?
Because there was like the middle needle is going down, we need to move needle back up and they, through promotions and incentives and vacations and everything and none of that drove the market. Okay. You don't drive some market potential. That's what drives people. And so companies got to understand how do I create potential for my employee, right in a week I've seen in companies where they are lacking succession planning and they didn't have the succession plan put in place and now there's this big void, right in the middle. They don't have developed leaders because succession planning wasn't there. And the reason that another factor that that bled into that was that there wasn't in his company company's particular company there wasn't opportunity because people were getting in lifetime appointments.
You know, you've had a, you know, a regional manager who was, you know, it's been appointed in and there was no opportunity for the guy down below to eventually become a regional manager. And so what they did was they, it, you know, employed or deployed you know, Hey, we're not going to have, we're going to have term limits here. You know, we're going to, we're going to have a one year commitment to these positions and then we're going to go back and evaluate you. And by the way, this Gower here has the potential to be you. And without potential, there's no motivator.
Right! People exempt discomfort in some tension to produce if comfort is the enemy of personal growth.
Oh man! Absolutely! And I love the fact that you're just keying on personal development. I think that is a choice people will make and will want to make as we move forward as they begin to understand, wait a minute, I don't want to become irrelevant. I want to stay relevant in my career and my business and opportunity. I need to know what my potential is. But in order to be a part of that, you gotta make that conscious choice for the personal development as a lifestyle and something that you're going to implement on a regular basis. And that's, you know
I want to highlight that before we close this out. That personal development becomes a skill that you become better and better at. And it's the skill of personal development that allows you to keep adjusting because adjusting is personal development. It's the ability to handle a greater capacity to handle whatever challenges life throws at you as the world changes. So that's something that I really want to highlight is that if we look at that as a skill in and of itself, that is a universally valuable. So Scott, just as we close this out, again, tell people the name of your book and where they can purchase it. Cause I think there's a lot of value to people in getting your book and learning from what you write about and give examples of.
Yeah! So it's called "The Relevance Gap". So how to stay relevant and thrive in a fast changing world. It's available on Amazon on paperback for 1795. I can also get the eBook for 9 99. And if you're a I think it's Kindle select or where they, you know, pay the monthly fee for Kindle to read were also included in that for, so if you're a member of the Kindle program where you can read any book that you want, we're available also there as well. So make sure you get a copy of it. And you know, hit me up on social media, you know, look me up, Scott Scantlin, I'm on Facebook, LinkedIn you know, Instagram you know you know, all the different ones, Twitter. And so look me up there you can also go to Scott Scantlin dot com to get more information about me from, from a speaker's standpoint. And we're consulting standpoint. And then also you can go to The Relevance Gap dot com that's a website that's going to give you a little bit more information about the book with links directly to where you need to go to get the book. So with that said, Brad, I'm at thank you for having me, man. This has been
Absolutely! It's a pleasure! You're speaking, you're speaking about things that really matter day to day and how the quality of life and effectiveness of people. So I really want to thank you for taking your time with that.
Thank you! Brad. Appreciate it!
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