Thomas Green here with Ethical Marketing Service. On the episode today, we have Steve Preda. Steve, welcome. Hi, Thomas. Great to be here. It is great to have you, how did I do with the surname? You did very well, you did much better than expected. Would you like to take a moment and tell the audience a bit about yourself and what you do? So I’m a leadership team coach and I help emerging private companies get to the top of the mountain. Top of the mountain, sounds good. Well, there’s lots of stuff I can ask you about today. Of the things, which, shall we say, people ask you regarding your knowledge on, what’s the thing that you like to talk about or perhaps what you’re passionate about? I am really passionate about this idea of coaching leadership teams. So I live in America and here we have 1.7 million companies that is kind of in my target market, I guess maybe not counting the ones in Hawaii and out of the 1.7 million companies which are 10-250 employee companies, emerging private companies, 85% of them go out of business within 10 years.
And I have this conviction that with good coaching and with good disciplines and following the five principles that you can see on the poster behind me, any of those 1.7 million companies can become a sustainable, viable business in the long term and they don’t have to go out of business in 10 years and they can contribute to the GDP and the employment of the country and the growth of the economy, so that’s just a US centric view, but I think there’s a similar relation ratio in other countries in Europe and in Asia as well that the large number of companies go out of business, because the business owners just, they don’t have, they’re not experts in entrepreneurship, they may be an expert in their technical knowledge, what they do and the service they provide or the product they make, but they don’t, they’ve never done an MBA, they never learned the formal entrepreneurship or they just haven’t learned it along the way and then they just run out of money or run out of gas and those companies fought and I strongly believe that if you can help these people, then the economy is going to grow. More people will have jobs, more immigrants will have jobs as well.
So it can be healthy economist, healthy society. So that’s kind of what I liked to start with. And this is what drives me. Thank you for the answer. You have given me an easy one there though because you’ve mentioned your five principles. So I have to say Steve, what are these five principles that you speak of? Yes. So, so the five principles of the pinnacle um, the pinnacle of the mountain. So to get to the top of the mountain, There are five principles that are really important to keep in mind. The first one is people. So in order for a company to be successful, you have to have the right people who are doing the right things and that you are coaching all the time. So you have your developing your a potential into a players and the players, you keep them engaged, keep them in the flow. You also need to have a powerful purpose. Any company has to have, you know, it’s it’s Kevin, it’s not enough just to make money and to pay, you know to make payroll and to pay the bills.
Companies are here because they have a societal purpose that they fulfilled. They have a good that they are doing for people and that’s how they make money. So it’s really important that we are clear on that and we articulate that and we share it with the team. So we are clear on our vision, we are clear on how we’re gonna get there. What is our strategy and we create the alignment, the organization so that everybody is doing in the same direction. So that’s purpose. The third element is playbooks. So when you have the right people and you have the right purpose and everyone knows what, wherever you’re going, then you want to make sure that you create the playbooks so that you record the right and best way of doing things for your people so that you can bring more people on board, they know exactly what to do. You create the consistency and scalability, the business so that everyone is working effectively and optimally. Um and then you also want to create a cadence of discipline execution so that you perform at a high level, you have a strategic planning process, you said goes your, you have metrics that you measure the government, the company and, and, and you also have a set of meetings that you make sure that people are holding each other accountable.
And ultimately, if you do all these things right, then profit is gonna be a byproduct. But we can take it a level higher and we can say, okay, but what is the um, highest level of profitability in your industry? What is the top septal and of the, of the top echelon of players? What is their profitability and how we’re gonna get this or engineer the business? So you deliver a top septal or an elite level of profitability and then how do you sustain it in the long term? So how to create what I call a strategy stack in your business, a set of differentiating activities that in combination will give you this this part to continue to, to sustainably be profitable at the elite level and generally the cash that will help you grow the business and make it a really successful business that achieves gets to the top of your months. Thank you for that. Do you say, what was the last one? Its profit.
So how do you create that a little profit to be that you can sustain over the long term. So you mentioned initially at the start of the call regarding the all the businesses that has or do go out of business on a she was a yearly basis. The five principles, what would you say? Companies tend to be the most guilty of, of the things that you mentioned, I would say they are most duty of being unconsciously incompetent of these things, so not having the awareness that they need to improve because when you have the awareness then you start to improve and then you start to work on these things um every company is in different positions. So some people, some companies are really good with their people and they understand their culture, they articulated their culture, they know the kind of people that they need to attract. They they, you know, they put them in the right seat, they coach them, but then maybe they are not clear in their vision, they don’t know where they’re going or if they are they don’t know how, how to get there or if they do that, then they don’t take the time to explain it to their people.
They don’t create the alignment around it. It’s maybe the ceo knows it and a handful of people in the leadership team and then you have those people, those companies that that do both of these things but they just don’t pay attention to delegating. So they get stuck because they cannot grow a company can only grow to the extent and the leadership team becomes more and more effective elevates themselves. If the leadership team is not delegating, it means they have no time to do higher level strategic level work. So they are basically stuck and the whole company started. So it’s really important that that’s why the playbooks are important because you want your leadership team to delegate everything that they don’t have to be involved in and create the pay book so that people can follow um the best ways to do things without having the experience and the intuition that the leadership team members often have. So you see that the city is a lot that companies can grow to the extent and the ceo or the management team can personally manage things tend to things and and they get stuck at that point.
And and some companies, uh you know, most companies, I mean the prophet is kind of icing on the cake. Very few companies are intentional about, okay, how profitable should we be here If you’re a construction company, are we happy just to make 10% because most of our peers are doing five Or we want to be at the elite level of 15-20 and we figure out how we engineer business that can deliver that kind of profitability. And and the reason for this is because if you’re not profitable, you cannot grow because you cannot finance your growth and if you’re not growing, you’re not able to attract the right kind of people because they, the good people, the a players, they want to grow, they’re gonna go to a company that gives them the opportunity to grow with it. Um, and then you’re, you’re again get stuck and then you’re stuck when you’re stagnating, when you’re not profitable enough, then you become vulnerable to shocks that happen every now and then the economy dies, those dies or you get a disruptive competitor and then if you’re vulnerable, you’re gonna go out of business at some point, it’s just a matter of time.
So, so if these elements are all interrelated and it has to be perfect all of them from the get go, what’s important is that you have an awareness, you need to improve and you’re willing, you’re, you’re coachable, you’re willing to, to improve yourself. You keep an open mind, you follow a process. Um and the best thing to do is to have a system because there’s so many information out there, there are so many um, solutions out there that it’s overwhelming. But then you have a system which is, is a limited set of principles and approaches and consistent, then you can just follow the system and you’re going to get there. Like I guess this is what you do with your clients as well in the marketing, right? I’m sure you have systems and you follow that to help your plans. Sure, great answer, Thank you for going into detail there. I you picked up on the, should we say the purpose or the vision and I wanted to ask about examples of what that might be.
So if you, I’m sure you’ve been through plenty of businesses. So have you seen a particular example which makes you think? Yeah, that’s a really good vision or purpose for that company to have, Would you mind sharing it? Yes. So there are many examples, what is I like to illustrate the vision as a as a pyramid or a mountain. Actually, the whole kind of clinical process can be illustrated as a mountain. And basically the pinnacle of the mountain is what Jim Collins who is an authority in business planning and business strategy. He called it the big hairy old dishes wall. So the, The long term goal, the big board that is very tangible. It’s specific and you’re striving to achieve it. But it’s far out enough, it’s like 7, 10, 15 years out so that you can come up with a big energizing go rather than just an incremental one because there’s enough time to reach it. So that’s that’s the pinnacle. Now there’s something above the pinnacle.
So if you think of this as a mountain and the pinnacle is the top of the mountain, then there is in the book I illustrated as a moon. Um so there’s something that is beyond the mountain, you cannot reach it because there’s no direct path to getting, there may be an aspirational thing, that’s what I call the via the company. It’s it could be a really aspirational thing. Um, some examples Tesla, that we all know Tesla there vai is to help divert transition to sustainable energy. So this is a really big one and they’re not gonna achieve this right. Their pinnacle is um, is to reduce the to double the capacity of batteries within five years. So, you know, that that’s the p key ingredient in the car, The more part of the battery, the longer you can run without recharge means, you know, more people can, can drive it and can use it and and then there and then the next level now.
So you’ve got the vibe which is like the moon, you mentioned the mood and then you have the pinnacle. This is the long term goal. And then you have what you call medium term muscles. Since you’re going up the mountain, Let’s say three or 5 years out, you actually have a closer kind of medium term vision which is much more detailed. So if if the local vision is to double the capacity of the battery, then the medium term virtual vision maybe to have certain types of battery solutions figured out. And it could be that you actually have the supply chain figured out for those batteries. And it could be that, uh, certain marketing of the battery. I mean, I’m making it up, I can give you another example, I’ve got a client, which is a small business in the energy efficiency kind of similar area. And their pinnacle is that they want to build Or convert one million homes into Net zero homes?
So that’s their pinnacle. It’s 2040. They’re big. Y is that they want to advance life in the home. So that’s kind of an abstraction that they want to focus on improving the quality of life in the homes. That includes being that zero. But that’s the specific one. And then the medium-term goal is that they have, they want to, I think it’s 200,000 homes should be made that zero. And there are certain things that they have to have certain of trucks, they have to have a software solution for measuring how they convert these homes to like zero and many other things. So that’s the medium term masters. So it’s it’s like 8 to 12 things that they want to achieve in the medium term. And that’s their vision. And the strategy is kind of next level down. So how are they going to achieve that vision? How are you going to position themselves in the market and how are they going to differentiate themselves from their competitors? That’s going to be their game plan, to achieving that, that that vision, that first its medium term and then the pinnacle and then you break it down and you you this is like the strategic tactical perform.
This is what performance about. Is it’s basically a strategic plan every every year you conduct your strategic planning. Okay, this is our medium to these are our medium term masters. So what are the handful of things we’re going to achieve this year in order to move us towards that? Uh, and then every quarter you break it down even further and because those rocks, what are you calling rocks that you’re going to achieve in order to achieve your annual goals? And then you break it down further? What are the weekly metrics that you’re going to measure? And then what are the daily activities that go into those metrics? So that you’re hitting the metrics every week? And you’re winning the week? And then you win the quarter, you accomplish the quarterly rocks? And then you come together to the annual plan and three or five annual plans will deliver your masters. And then the other end you’re going to get to the pinnacle and you’re moving towards your purpose, You’ve I and when you get to the pinnacle, then it may be a false peak, Maybe there’s another mountain behind it, which is higher.
And then you’re going to set another pinnacle and you’re gonna keep marching, but it’s still going to be in the direction of your mind. It’s a great summary. I was going to say, what happens then what happens when you hit your pinnacle? But like you say, you probably have to set a new, a new pinnacle. Right? Well, it depends. So the company as an organization definitely has to do that. Now for the owner of the business, they may be already fulfilled. They get to the pinnacle and, and you know, they don’t want to take another breath. They don’t want to go down the hill again and go up the next hill. They just want to stay there and they want to do something else. They want to retire or they want to travel or they want to write a book or whatever they want to do what is ever is their ideal life. But the organization needs the next pinnacle because the rest of the people are not going to retire with the owner, right? They want to, if you want, if the owner wants this company to be a valuable company with the future, then they have to make sure that the organization will set the next pinnacle before they actually reached the first pinnacle.
So that there is a continuous climb and the continuous movement forward and that people feel like there is a future for the business that it’s a, it’s a great place to be. They want to be part of this big story of achieving the these pinnacles and to moving towards the aspirational via of the organization. So for the individual, maybe that is the pinnacle and that’s game over for them, at least in this company and they want to do something else or they don’t, it’s up to them. But for the organization definitely more pinnacles shoot comment and will come if it’s the right organization. You mentioned in your answers a couple of times about metrics and perhaps keeping each other accountable. Would you mind sharing your thoughts on that? Yes. So this is a, this is very important accountability because in order for the company to move forward, things have to get done and people have to be accountable to accomplishing their part of the work.
Um, and in fact, if you want to keep what you call a players, people who leave your culture and to perform at a high level or potentially players who have the potential to happen for a hyper level. These people, they want to be the other eight players. They want to know that it’s not just them who are executing, but everyone on the team is executing. Other people are not holding things back right. And the traditional way of accountability is that you’ve got the business owner or the Ceo and they will personally who have never been accountable, which is if you have Children, you know how difficult it is to to, you know, to hold our Children accountable because there’s always an excuse, right? It’s always something very reasonable excuse. And it can be difficult. Do not make exceptions. Now, that’s why we have this process called peer accountability. So then you have a meeting where the whole team is there, let’s say the leadership team, we call it the weekly tactical meeting and people are checking in on their metrics, then there’s no place for excuses because everyone, anyone can come up with an excuse.
Right? So, so it doesn’t make sense to have an excuse. So excuses fall away. And then when you are left with is is the person performing or not performing? Why are they performing? Is it because the playbook is broken or is it because they have not been trained or is it because they are they have their priorities role where they’re just not performing. So everything becomes transparent and you can create that the peer pressure that a player’s together, they were going to not let the team down and they’re going to perform. So you create that structure of peer accountability and it becomes automatic and and people do the heavy lifting on your team and you don’t have to do it yourself. So the peer accountability would be something like everyone pairs off and they keep each other, shall we say in check for lack of a better term. So it’s not just staring off, but essentially you have a team meeting and one of the agenda items there, is that how we do on our metrics?
Everyone has one or 2 metrics and they are all catching checking in. Did I hit my magic I have everyone has a goal. Did I hit the match with the goal for the metric this week? Yes or no, if yes, it’s great if no, then okay, let’s figure out why. Let’s put it on our topic list and figure out why that’s not the case. And so everyone is checking in and people are also checking in on the rocks. So am I progressing my rock? Um Am I doing, am I hitting my muscles on the rocks? We have milestones in the rocks as well. So, so it’s not bearing out, it’s not two people doing it to each other. You do it in the group. So you have a five person leadership team that people checking with the group and then we are we’re gonna work on figuring out why people who are not accomplishing what’s going on. And it can be uncomfortable if the person is really just dropping the board, it’s gonna be an uncomfortable conversation. If they are prevented by something that is outside of the control, then let’s figure out, let’s put them back in control.
So that next week they’re gonna you can hear it. And we also game ify this process, we call it window week. So let’s say if the leadership team has five metrics altogether And then and if they hit three or four of the five, then they say, okay, they won the week. So every week we want to win the weak and every quarter we want to have let’s say 70% of the week’s one is winning the quarter. So we’re pushing to win the quarter. So we keep keep it gamified. And if you win the week, if you win the quarter, then you’re gonna win the, the year and then you’re gonna win the, the medium term and long term as well. Thank you for your answer. You mentioned that if you were to say reach the pinnacle, maybe the business owner perhaps wants to go and I don’t know, write a book or something like that. Was that yourself? Um, not quite, it could have been. So my life took some terms, my business.
I I saw my business nine years ago, it was in, in europe in Hungary and it just so happened that the changes in the business landscape triggered my desire to sell the business. My business was an investment banking business and we were reliant on foreign investors coming and buying companies in Hungary. And you know, the, the Hungarian politics turned towards more of a kind of, um, an internally facing kind of economy there. Foreign investors were not as dot com. So I kind of saw the writing on the world that this in the long term, that’s kind of at a minimum, they are not allowed the business to grow, but possibly even impacted negatively and making decline. So that’s why I decided, decided it was not, I haven’t reached my pinnacle at that point in the business. My pinnacle was to build a regional powerhouse investment bank.
And I was sort of disappointed that this pinnacle, I didn’t see it possible anymore. So that’s why I transitioned and at that point I was not writing books. I was not at the, at that point in my career. So I just, my career changed and, and um, but it turned out that I don’t have to retire to, to write books. So, um, my perspective changed now that I don’t have a, the business, I don’t have a team to manage, I have more time to do other things and, and it worked out very well for me. Do you miss the business or are you happy? I did miss the business for, for a while. So it was, it was a very eerie feeling. I felt like a fish out of water. Initially, on the one hand, I was excited that I found a new home for the team and, and the business continued to prosper. That was very rewarding, very gratifying. Um, of course, I also felt a little bit surprised that, how come I was not necessary for this business anymore, but that was kind of a good thing.
And, and yes, initially I had this idea that I wanted to start another business. I missed the camaraderie with my former colleagues. It was really fun to, to share those, those, those, you know, those successes, those challenges. So this is a lot to be said for that, but I reoriented. And now I really enjoyed the independence of not having a staff to manage. So I, you know, I don’t have to be available all the time for other people. That’s that’s very liberating for me and I can just work with my clients and every quarter I have a very intense quarter after the end of the counter quarter of my clients who are there cool meetings and then I’m in the zone and I’m just doing the meetings, I really enjoy it. It’s very intense and then I’ve got amounts of too, but it’s much lighter and then I can write my books and B. B. And working, doing thinking and and creative work as well.
So that’s that’s a great keep this for me for the moment when you mentioned the fact that you sold your business, it’s I think perceived to be quite an accomplishment from the perspective of an entrepreneur. Have you got any lessons to share on that topic? Well, I have lots of lessons, lots of lessons to share. So I did not sell my business as intentionally as as I would have advised my own clients to do it. So that was kind of the big lesson that when I came to say my business, I wasn’t as prepared as I should have been. What happened was 2011 then the Eurozone crisis here that I’m sure you remember this was a big, big bake up call for us because it’s just coming on the heels of the global financial crisis, which really impacted our business to recover and then the Euro crisis again and that disrupted the financial markets, which impact their business.
And and we thought, wow, they don’t want to go through that again. And then maybe there’s going to be a third crisis, which actually there was because of the migrant crisis a few years later. So we decided that because of the political situations changes, plus the demographics in europe are not really good looking good. And this was maybe, you know, coming to the U. S. And starting the business here, it would be a great idea. And at the time I got someone approved me to buy my business and said, wow, it’s a great thing. But what they really wanted was to me to partner with them. So they thought that the business was fully dependent on me. And therefore they gave me a really lousy offer, which was very sobering for me that I thought I would just book away if it’s not possible. So I hang it down and that’s what I got exposed to this idea of managing blueprints. You’re probably familiar with the email and traction.
So they called these management blueprints and I stumbled upon traction at the time. I already had read images and kind of built my business around the myth. But traction really gave me another push to look in my business again and to systemized things and create the meeting cadence and the execution cadence and delegates and when I did that, the person who kind of gave me the very low ball offer came back and gave me a much better offer. And then I sold that business. And then and then I started thinking more about these blueprints and I wrote a book last year about it. Um, and then this year I they are coming out with my co author Greg material, coming out another blue book, which is actually a management blueprint itself. So it’s not about management blueprints. It is a blueprint and I believe it’s a very powerful one as well which allows the company not just to kind of ascent to base camp and a bit higher, but actually we were the way to the top of the mountain.
So they are the blueprints will just take you part of the way and they expect you to then take it from there without the Sherpas like climbing Mount Mount Everest without a Sherpa right, you go with the Sherpa to base camp and then the Sherpa says goodbye and then you’re on your own and plan the rest of the day. That’s not so safe. So what clinical is designed to do is to take you all the way so your shepherd’s gonna take you to the top and we’ll help you get down as well alive from the top. And so that it’s a much safer way to travel? Well, one of my questions whenever I speak to authors is do you think you’ve got another book in you? But basically you’re saying you’ve already done the next you already multiple book author, is that accurate? Yes, I’ve got well, this is the fourth, I kind of, I started writing about 15 years ago, 15, 17 years ago and I had a newsletter and I wrote articles there and blog very heavily and then, but I moved over over to the US.
I turned on my Historic blogs and users have turned them into two books and so they are kind of books, but not books really just more of a collection of essays and then viable. And the pinnacle is what I call real, real books and, and yes, I’m excited about it. I think it’s a great process too, to do the research and to think things through and crystallize ideas and make sure that they make sense. And they they fully backed up with evidence. So I love that analytical process and and yes, I have the idea for the next one, but I’m not gonna tell you what it is. It’s a great, it’s a great process to have. Is it a passion of yours, would you say? Yes, I I love it. I’m a very curious person and I love to, you know, discover things. I love to read. I love to discover what other people have figured out.
I’d like to understand things at the root. So I really like to go back. Um, and I find it a very interesting adventure to figure out why things are that? They’re not just how things are. And then when you figure it out then you can start improving things. Because if you know why they are in such a way then it’s easier to see how they could be done even better. So that’s what I’m really driven by. And the ultimate purpose is to create these tools For entrepreneurs, the 1.7 million out there and most of them are not using a management blueprints. My mission is to spread the word that these these two kids are out there and it’s a way for you to sensitize to basically apply complex ideas to simplify them and to apply it even for a small company without having to hire MBS or expensive consultants, you can do it yourself or you can get a guide.
Um Sherpa who will walk you up the mountain but you don’t need a team of consultants and to do it. And that’s kind of democratizing the strategies and management techniques that the mexicans and the BCG s postal consulting groups of the world are Promoting two large fortune companies and food companies. You can, you can actually do it for a small business. Well that’s one of the benefits of getting that kind of value from a book, right? So when you compare it to hiring a consultant that the price of the book is is a lot of value. Considering what you actually get from that And regarding pinnacle. Do you have any favorite chapter at all? Mm hmm. Favorite chapter. Um I really like the chapter which which I feel like I mean much of the book is not ah completely new. So, you know, Gregory and I are standing on the shoulders of giants.
So we have used the ideas of our forebears, you know, we talked about Michael Gerber, the image with very Harless jim collies and the growth piece of Drucker. So all these people where their ideas are really valid and it’s part of the book. But the I think we have broken new ground with some of the playbook staff to give credit to David Jennings who also contributed great ideas there. But I think they managed to take a little bit further and on the profit. So the idea of benchmarking yourself, that’s again not new, but how to do it and what are the practical tools available for that and how to look at it, how to engineer your business, so that you deliver that profitability and what are the practical things that you can do and how do you think, how to think about actually automating your processes and also this idea of strategy stacks.
So to create this stack of strategic um the processes and and and matters and differentiated activities that you can then combine. And so that I think there is a lot of new ground there. And which which needs further exploration. So I think it’s just the first steps. Uh, and I think, you know, I don’t want to spill the beans, but I think there is things that we can provide more to the readers in these arenas, how to take this further and how to help companies. Really. Yes. And the highest pinnacles, it’s been good to us there. Thank you for that. What are your goals with the book? And in general, so the goals of the book? Well, shorter, medium term, long term, I would say the biggest goal is, so the pinnacle is an organization pinnacle. Business guides, they are over 100 guides or share parts that we have companies send the mountains.
So the the most tangible goal is to give a book in the hands of our political guides as well as all our clients and prospects so they can familiarize themselves with what the pinnacle approaches and they can decide for themselves whether this is what they want to pursue or they want to go after some other management blueprints. So that’s the short term goal. The longer term goal is I really loved this book to be, um, and to, to go mainstream and for people to To use this as a reference guide for this 1.7 million. And all those other millions of companies who provide if, if a fraction of them, they’ll get this book and read it. I think it’s going to help them. So the longer term goal is for this book to become, you know, one of the leaders of the genre and something that people find helpful and useful and obviously, you know that that would be fantastic if we could have contributed Death to two Entrepreneurs lives that make things simpler and easier and, and smoother and faster, more profitable.
That that can impact a lot of people that could impact millions of people potentially. Well, I normally ask about your definition of success, but what would you say that impacting people as part of that? And if, if not, what was your definition of success? So, so success is, I mean, it’s often said that success is a journey, not a destination, right? So it’s not, it’s not the same as the pinnacle, the pinnacle is a specific goal that you want to achieve, success is more, I didn’t like bob dealers, a definition who said that a man or a person is a success if they get up in the morning and go to bed at night and in between they do what they love to do. So I think that this is kind of my mantra as well. Um, and to make it more specific, I think if you can stay in the flu most of the time in your work, if that’s for me personally, that is success.
So if, if I can do stuff that I enjoy doing 80% of the time, that is amazing. And, and, and I think actually I’m doing that. Maybe it’s not 80% Maybe 70% but, But that is, that is for me the success, maybe I can increase that to 80% or 90%. I don’t know what that is. But to be in this floor thing that when diverted clients, I am in the floor and I’m working on a book on the floor. So that’s, that’s success for me now, of course, there is the financial side of success as well. And and for me, what that means is that, you know, our kids are getting our support and they can go to the colleges that they want to go to and be successful and the family is successful and people don’t depend on you. I think that’s part of successes is to create an autonomous environment around you so that people don’t depend on you, but they like to be with you.
I don’t know, I’m kind of blabbering here, but maybe I should think more about that. Well, I like the, the Bob Dylan quote, I think that’s that’s well worth reflection. So, thank you. Is there anything I should have asked you about today? What you could have asked me, what I had for breakfast. I don’t know. yeah, I sometimes ask this question and it’s a tricky one and well you could have asked me why people should read the pinnacle? Do you want me to answer that question? Go for it. So I think people should read “Pinnacle”, because it will allow them to have a clear blueprint as to what they should do with the business in order to help them get to their ideal life and I think that everyone should start with that, figuring out what is my ideal life?
Is it running my business? Is it doing something else outside of my business? Is it being in a different role in my business so that I can stay in the flow more? So that’s the first thing and then when you figure that out, maybe it’s traveling the world, maybe it’s writing books, maybe it’s being with your family, whatever it is, or spending your time in Vegas playing a casino. I don’t care what it is, what’s the ideal life for you and then how can you use your business to get you there? And the pinnacle system really helps you orchestrate your business so that you have a fantastic asset, which you can enjoy, if that’s what you want to do. You may enjoy it as an executive, you may enjoy it as a shareholder, you may enjoy it as a specialist inside the business. I’ve seen examples of that, who moved back down the business, they handed over the baton and a local attorney here in Richmond, did that and he worked as an attorney in a specialist area, which he really enjoyed.
So what is your ideal life, and then it’s a blueprint for you to be at that business that will deliver it to you and that’s why people should read it. Sounds like I need to give it a read, Steve. Yes, please do. Well, for those that do, and people who want to connect with you as well, where do they go? So my website is stevepredo.com and they can find there, you know they can book a meeting with me if they want, they can find my books there, my podcast. I also host the management blueprint podcast, so if you are into business frameworks and what entrepreneurs used, we are at the 90 something episode and all of them are about a different framework, so if you’re into it then check it out, and you can check the books out on Amazon, so pinnacle is coming out May 18th and there’s also bible, so check the books and also you can check out pinnacle business guides.
If you are looking for a guide to help you on the journey to the pinnacle, check that out, but if you read the book then you will get the links there as well. So, that’s all the places that I’m linked into. Thank you for that. For those listening or watching, please review the links in the description, and Steve, thank you for being a great guest today. Thomas, thank you for being a great host and asking for a great energizing questions. I loved the show.