[00:00] Cameron Herold: The reality is in business. You need to know how to find the people that can do it. And you need to, as Parkinson’s law says, work expands to fill the space that we give it. You need to give them the least amount of time and the least budget possible to get to the best possible quick result because momentum creates momentum.

[00:19] Jim Harshaw, Jr.: Welcome to another episode of Success Through Failure. This is your host, Jim Harshaw, Jr. and today I bring you Cameron Herold. He is the mastermind behind hundreds of companies, exponential growth, including one of his current clients is a big four wireless carrier. Also another one is a monarchy. I don’t know who it is or which country, but it’s a monarchy.

[00:42] He was an entrepreneur from day one. I mean, age 21, he had 14 employees by age 35. He helped build his first two, $100 million companies. By age 42, he had engineered one 800, got junk, spectacular growth from $2 million to $106 million in just six years. He’s been included in media placements, thousands of media placements, including coverage in Oprah magazine.

[01:09] Not only does he know how to grow businesses, but he’s an amazing speaker. He’s one of the best speakers in the world. Written a bunch of great books, including the one we’re going to be talking about today. Vivid vision. Now this is a book that I learned about just a few months ago, and my goodness, I’ve read it three times and I’ve written in the margins, underlined, highlighted, written notes all through this thing.

[01:31] And I bought it for several friends and clients. This is a fantastic book. Now here’s the deal. It’s primarily focused on building your vision for your business, but it’s about building your vision for your life. And as a matter of fact, in this interview, he actually talks about, Hey, listen, can we just talk about how this is for people who aren’t business owners, who aren’t entrepreneurs, who can just use this concept for building their life.

[01:54] This is 100% relevant for anybody who’s listening and just wants to create a vision for their life. After reading the book three times, I know this stuff inside and out, but he actually shared four common mistakes that people often make when writing their vivid vision. So make sure you capture that you can go to the action plan, get all the notes and quotes and everything here at JimHarshawJr.com/ACTION. If you want to learn how you can implement this stuff into your life, go to JimHarshawJr.com/APPLY. You can apply for a one-time coaching call with me. I look forward to talking to. But let’s get into it. My interview with Cameron Herold, what is the vivid vision?

[02:36] Cameron Herold: Well, we all know what a vision statement is.

[02:38] Let’s start with that first. And most companies have a vision statement or a mission statement, right? We pulled a bunch of our key employees together. We told them to put their favorite words up on a white board. We voted on the words. We ended up with six great words and we mash them up into one sentence.

[02:52] And that became our vision statement or our mission statement. Right. And it didn’t do anything. It didn’t align people. It didn’t explain what the company looked like. It didn’t explain what our life looked like. So I was invited to a lunch years ago with an Olympic coach who worked with high performance athletes and it was a sports psychologist and he used a visualization to help them picture themselves performing in the event, whether you were kind of doing some wrestling move or you were playing a tennis match or skiing, downhill race, whatever it was, he worked with these athletes to use visualization.

[03:22] And he taught us how to use visualization. And we thought about how to bring it into the business world. The vivid vision concept became a four or five page written description of what your company looks like, acts like and feels like three years in the future. So it’s describing every aspect of your company as if it’s already coming to.

[03:42] That becomes the, what the vivid vision document is. And you can also do one for your personal life as well, where you describe exactly who you are as a human three years from now, what your relationships are like. And then you can reverse engineer

[03:53] Jim Harshaw, Jr.: that. So why is this important? Why not just write goals?

[03:56] Cameron Herold: Isn’t that enough? The Cheshire cat from Alice in Wonderland said it best that if you don’t know where you’re going, any road will take you. And to just have goals. That’s great. But the goals might pull you in the wrong direction, right? It’s really more describing a little bit more holistically. So I’ll give you an example with our company.

[04:13] You can have a list of goals that might drive revenue or profit or customer engagement, but what’s your culture. Look. What are your employees writing about you in three years? What are your customers saying about you on social media? What’s the media writing about you when they write articles about you in the future?

[04:29] What are your meeting rhythms like and your leadership team, and how do you use metrics and dashboards? How is sales operating? Describe your marketing department. Describe operations in it. There’s. There that a list of goals won’t actually include. And there’s a really famous book called traction by Gino.

[04:45] Wickman is a friend of mine. He put out what he called the vision traction organizer. His book came out two years after my first book, double double, and he took the idea of putting some goals and called that vision. But it’s kind of the missing step in between vision. You need to have the vivid vision first, and then you have the core goals to make that come true.

[05:05] And then you can put the rocks and the plans in place and the team in place. To actually hit the goals, right. To work the

[05:11] Jim Harshaw, Jr.: plan. How big do we dream? Like, do we take the guardrails off or are we kind of trying to just figure out what the next level is? Tell us, like, how far are we allowed to dream

[05:21] Cameron Herold: here? So the leaning out three years, the reason the vivid vision is only three years out is it provides enough friction to make it something that’s exciting and a drive towards, but it keeps it reasonable enough that we can actually figure out how to make it come from.

[05:35] It’s not leaning out 10 years or 20 years, which then is massive dreams, right? Like colonizing Mars. That’s a 20 year, 30 year mission. That’s more like a Beehag right. A big, hairy, audacious goal. A vivid vision is more, a little bit closer to today, but it’s not only one year out. So you’re allowed to dream big, but your vivid vision has to fit within your core purpose.

[05:56] Right? Why do we exist either as a business person or as a human, it has to fit within your core values. And then it has to also fit within your competencies of your skills and the, and the cash that you have or can get access to, to be able to scale. So your vivid vision kind of has a couple of these little chucks that you put in place for yourself as you start figuring out how to make it come true.

[06:17] It shows whether you’re dreaming a little bit too big, and you, you bring it back into a little bit closer to reality. So you

[06:24] Jim Harshaw, Jr.: could have that. And, and this is sort of the three-year vision of what that BEHAG

[06:29] Cameron Herold: might be like. Yeah. Like I actually think of every business, like a jigsaw puzzle. So the vivid vision is the picture on the front of the box.

[06:37] Right? If I handed you a 5,000 piece jigsaw puzzle and it was just red, every piece was red, it would be hard to build it. Right. They actually have jigsaw puzzles like that, which blow my mind because there’s no picture, there’s no vision of what we’re building. So the vivid vision is the picture of the front of the box, the four corners of the jigsaw.

[06:54] Are your core purpose, your core values, your Beehag and your one-year plan to make the vision come true. And then the four sides of the jigsaw puzzle are the people systems, strategic thinking systems, meeting rhythms in your financial systems. So that’s how I visualize business. They’re all connected

[07:12] Jim Harshaw, Jr.: as you’re creating this vivid vision, Azure, you know, brainstorming and bullet pointing and putting this thing together.

[07:18] Do you have to know at that moment how you’re going to get from here? Yeah.

[07:22] Cameron Herold: So, have you ever built a home or done a renovation and when you were getting the home built, I imagine you didn’t get out there and do the electrical and do the plumbing and hang the windows and do the flooring and cabinets, but you probably had a vision for what your home was going to look like.

[07:34] So the homeowner is the CEO of that project. They can visualize what the home is going to look like. We can explain it to the contractor who can draw the plans and the blueprints to make it come true. And then the employees can follow the plans and the employees know how to follow the plans to make the vision come true.

[07:51] But the homeowner has no idea how to do it. Right. I just know what I want it to look like. Well, in your business, as I have two, two really good friends of mine, Dan Sullivan, Ben Hardy wrote a book called who not how, and it’s all about realizing that as entrepreneurs, we don’t have to know how to do. We have to know who can do it for us in the cheapest and fastest way possible.

[08:12] The school system kind of messed us up as humans. The school system that we grew up in really messed us up because it told us we needed to be the smartest person and we needed to know how to do every. The reality is in business. You need to know how to find the people that can do it. And you need to, as Parkinson’s law says, work expands to fill the space that we give it.

[08:32] You need to give them the least amount of time and the least budget possible to get to the best possible quick result because momentum creates momentum. So in the business world, no, you don’t have to know how to make every part of your vivid vision come from. You just have to use that debit vision to align and inspire people so they can find the whos and they can figure out how to make it come true for you.

[08:53] Each sentence becomes a finished state that you can have a one or two projects to make each sentence.

[08:59] Jim Harshaw, Jr.: Talk to us about how you actually go about creating the vision. Is it just something you sit down and you bust it out in about an hour? Is this something that you should do in your office or do you get out of your office?

[09:11] And we talk to us about how one goes about setting this up so that I can go write my. You

[09:17] Cameron Herold: can’t sit in your office or at a place that you normally do your day-to-day work and come up with vision. Even when we were building one 800, got junk, one of our meeting rooms was called vision control, and we were not allowed to do anything in that meeting room except creative vision, brainstorming, strategic thinking.

[09:35] We weren’t allowed to do business planning or running interviews or anything else. That room was specifically. For vision and creativity. What I like to do though, is get people out of the office, right? If you’re going to write your personal vivid vision, or you’re going to write your business, vivid vision, are you going to write one for your business area?

[09:50] Get out of your office. No laptop, no iPad, no iPhone. Take a notebook and a pen and go somewhere where you’re inspired around nature. Go to the ocean, go to a lake, go sit near the golf course road to the park, go to a five-star hotel in some big city and sit in the lobby by the fireplace and just allow your mind to be.

[10:09] Right. I like doing a mind map where I start visualizing different parts of the business. So I’ll spend four hours just thinking what’s my customer service department look like in the future. How is my marketing setup? How are my sales people working? How is my leadership team functioning? What’s my company culture.

[10:25] Like how’s the energy, the team feeling? What are my employees writing about me online? And I just allow my mind to drift and not worry about how it’s going to come true. The mind map and the brainstorming happens somewhere. And then you can come back into your office and start pulling those rough notes together into a very, very rough draft that you’ll eventually send to a copywriter who can Polish it for you.

[10:48] Jim Harshaw, Jr.: So this is a multi-step iteration. It’s not just a one-time sit down, write it out. And you’re done. It’s. You’re going to write it. You’re going to do this. What you just talked about, visioning, and then you’re going to, that’ll be your draft. You might come back and edit it a couple of times, and then you actually going to have a copywriter finalize it.

[11:05] Cameron Herold: Yeah, I’ve got a really good copywriter. She and her team conscious copy. I’ve probably done 450 vivid visions for companies all over the world where they will build, take your rough draft or in your rough notes and your bullet points. And they’ll ask you a lot of questions about them to pull more information out of your.

[11:20] And they’ll find the gaps when they’re reading it, not quite understanding parts of your business. And I’ll ask you questions to pull out more information. They’ll take all of that content and they’ll rewrite it in a way that it becomes almost like a magnet, right? It pulls people towards your business and it pushes a bunch of people.

[11:38] And that magnetic force is what starts to attract employees and customers and suppliers to want to work for you. And then they’ll, they’ll even Polish it and have the design elements to it. So it looks and feels like your brand, you know, versus just being a word document with a bunch of techs.

[11:51] Jim Harshaw, Jr.: Talk about that magnetic force. I mean, do you call it law of attraction or is this just something simpler where, you know, you start having these conversations, you push a vivid vision on your website and telling clients and customers and vendors, and they just start helping you move that direction. I mean, what is this magnetic force? Why does that happen?

[12:10] Cameron Herold: So when we were building 1-800-GOT-JUNK, I left there 15 years ago. We had every employee watched the movie, the CD. We had every franchise partner watched the movie, the secret twice, we brought two of the key people from the secret into our offices to speak to our employees. One of them was John Ostroff who popularized the idea of the vision boards.

[12:31] He and I became very close friends. After that, we studied quantum physics and quantum mechanics to understand energy in the law of attraction. We understood that when people complain, throws negative energy throughout the group, When people share vision and ideas and excitement, it shows positive energy and momentum through the group.

[12:48] We understood that the more that we communicated our vision, the more people would be attracted to that. And it would pull people away. So, yes, it’s the law of attraction. What we also understood was vision without execution is. Right. Can Thomas Edison said that, that you can’t just put the vision out there and expect it to come true.

[13:07] You need to do a lot of work towards the vision, but when we had all of our employees rereading our vivid vision every quarter, When we had sections of the vivid vision being re-read at every meeting, when we had our customers and suppliers reading the vivid vision. When we had potential employees reading the vivid vision, it was much more than just the law of attraction.

[13:26] It was really forcing people to visualize the future and execute on today. And it was that dance between keeping them, focusing on the future kingdom executing on today. So there was a lot of effort and energy behind the flight. But the push was towards that division, for

[13:42] Jim Harshaw, Jr.: sure. You know, there’s something that is so similar between law of attraction and what you referenced earlier, which is sports psychology.

[13:50] Like when I was wrestling, I did a lot of visioning. And when I had to step on the mat for the biggest wrestling match of my life in front of 15,000 people against the fourth ranked wrestler in the country, I’d been there a hundred times before in my head. And. There’s the belief that this can happen when you’re rereading your vivid vision in your employees are doing that every quarter.

[14:10] There’s this sense that like, This is happening. This is not just something that we did an exercise with a consultant a year ago, and sitting on a shelf somewhere. This is like, I think that we’re doing, we’re, we’re living this, we’re breathing this, we’re seeing this. And people are believing it. You know, other people hear it and they want to be part of that.

[14:28] And, you know, I just had, um, Dr. Nate Zinzer, he’s the director of performance at west point, had him on the podcast. He wrote a great book for the listeners. You got to get the it’s called the confident mind. There’s such a similarity between vivid vision law of attraction, sports, psychology. This stuff all works in for the listener, no matter where you’re at in your life, whether you’re, you know, trying to heal a broken marriage or you’re trying to get healthy and fit, or you’re trying to scale up your business or start your side hustle into a full-time.

[14:59] Yes, the tactics, you have to do the tactics, but you have to do this mindset stuff. You have to do this visioning stuff. You have to do this kind of work. This isn’t sending an email. This is not, you know, sending an invoice. Working on your business. This is stepping outside of your life. And Cameron, you know, the, the listeners know this probably by heart now for the longtime listeners, but we have this concept that I talk about in my coaching practice, which is called the productive pause.

[15:25] And the productive pause is simply this it’s a short period of focused. Around specific questions that leads to clarity of action and peace of mind. And that’s what this is. This is a pause. This is stepping back. This is ignoring your inbox for a while. Getting away from social media, no more meetings and going and creating your vivid vision.

[15:47] Cameron Herold: I love your focus Paul’s idea. I was coaching a CEO yesterday and we were talking about, he’s got about 120 employees spread over multiple countries. And I said, you know, you should only have 60% of your available work hours scheduled and you should have 40% blocked off as focused time and free time just to think and to, to think about the business, to think about culture, to make connections, to just see the business from a different perspective.

[16:12] But if you’re so busy, busy, busy, busy, busy. You know, as Jim Collins used to say, we’re working on the busy work instead of working on the critical few things, we’re working on the important many things. So yeah, it’s taking pause and slowing down for that

[16:25] Jim Harshaw, Jr.: quick interruption. Hey, if you like what you’re hearing, be sure to get the notes, quotes and links in the action plan from this episode, just go to JimHarshawJr.com/ACTION. That’s JimHarshawJr.com/ACTION. To get your free copy of the action plan. Now back to the show. So now we create this vivid vision. We dial this thing in and it feels so good and we’re super excited. And then we walk into the office the next morning, right? And we sit down at our desk and our inbox is full and we’ve got a day full of meetings and the minutia starts bogging us down.

[17:00] Where are we got to-do lists? That is a hundred things long. Isn’t that?

[17:05] Cameron Herold: Well, I’ll tell you what’s even more discouraging is you roll out your vivid vision to your employees and to your leadership team and your spouse. And they think you’re crazy. And the reason they think you’re crazy is because you’re describing the future in such vivid detail that they think you’ve lost your mind, because all they can see is today, and it’s no different than the homeowner being so excited about what the home’s going to look like.

[17:28] And then showing up at the property and seeing just an empty lot. And they haven’t even dug the foundation yet. And then every day for three months you keep showing up and all that’s happening is a foundation is being built and you start losing the excitement about your vision of what you’re building, because it doesn’t look like it’s ever going to happen.

[17:46] You know? And then six months later, some walls go up and you’re like, oh my gosh. Right? And then the plumbing and electrical. And you have to remember that parts of your vivid vision are not going to happen until the third. Part you’re not going to happen until the second year parts won’t happen until Q4 Q3 two too.

[18:02] But you have to, as the CEO constantly be communicating the vision constantly be getting rid of people who don’t buy into your vivid vision and constantly attracting more people who do, and the more people that you get, they’re attracted to what you’re building and aligned with what you’re building and inspired by what you’re building.

[18:19] They’ll figure out how to make it happen. And then all of a sudden. You know, the drywall goes in and the cupboards get put up and you’re getting ready to move into your home.

[18:28] Jim Harshaw, Jr.: What about the vivid vision? And, and you, you get to that, three-year mark and you look at it and you see some of the things didn’t come true.

[18:36] Does that mean you failed?

[18:38] Cameron Herold: No, not at all. I mean, imagine if every single sentence of your vivid vision is a future state and you’re going to make every sentence come true, will over four or five pages. No, I don’t know how many sentences that’s going to be a couple of hundred sentences. So let’s say that you make 170 of them coming true.

[18:57] That’s pretty substantial in terms of executing on what your vision was versus showing up everyday and getting sucked into our email and feeling like that’s actually productive, right? If you’re not driving towards the visualization of what you’re building busy work just starts to obsess. It starts to kind of take.

[19:14] It’s what allows you to also, I think, analyze the return on your time, the return on your people and the return on your money. It allows you to realize what parts of the business you want to focus on and what part you want to delegate. You know, it starts providing clarity to things as well. It also makes it easier, right?

[19:32] That if you have that vivid vision, you’ve now got a bunch of employees, whether it’s 5 25, 5500, whatever, at least they’re aligned with something. And if you need to move them, you can. But if they’re not completely aligned, it’s very hard to move or to pivot or to reorg later,

[19:48] Jim Harshaw, Jr.: how do we handle failures along the way?

[19:51] I mean, you’re moving along towards your vivid vision, you know, six months and a year in two years in, and you hit an obstacle or some adversity, do you scrap it and start. It’s failure. Part of the process,

[20:03] Cameron Herold: of course, it’s from the process, right? It’s one of the things that we looked for when we were hiring people back at college pro painters was their ability to handle short-term pain for long-term gain and the tenacity to get the dog like work ethic to get over under, around any obstacle put in one’s path.

[20:20] So you, you have to build an, as you mentioned earlier, the mindset that it’s okay to feel. And it’s not okay to fail if the answer’s right in front of you and you ignore it. I’ve always been frustrated with people that say failure is good. I think there’s shortcuts to avoid the failure. You know that if you’re the fly, banging your head on the window and you’re going to keep banging your head on the window, thinking that’s going to get you successful.

[20:42] And somebody shows you there’s a door right here. Just go out the door. My R and D stands for rip off and duplicate. I just take the best systems that already exist. And I do that. And I think so often people work so hard when the cheat sheets are right in front of you. So I think we can avoid failure more often by being coached by being in the masterminds, by not just reading the books, but putting the systems in place that they tell you to do, right?

[21:09] Like that’s where the momentum comes from. And then when you hit failure, Yeah, it’s about realizing this is a first world problem realizing none of this actually matters and we’re going to die anyway. Sucking it up, looking for a shortcut, looking for a better way, asking for help and trying again. Have you

[21:27] Jim Harshaw, Jr.: experienced failures in your career?

[21:28] I mean, we look at a guy like you who’s had tremendous success. You’ve coached, you know, Elon Musk’s brother, you know, as the COO you took it. One 800, got junk from 2 million to 106 million in six short years. Does a guy like you fail, right. Is there a time when you can look back on your career when you failed and can you share that experience with us?

[21:49] Cameron Herold: Uh, like, yeah. How many I’ll give you just, as you mentioned, 1-800-GOT-JUNK. How about the failure of your best friend firing? After taking the company to 106 million. When I sat down with Brian and he said, I think we’re done. You were the right guy to get us for 2 million to 106 million, but you’re the wrong guy to take us from a hundred million to a billion that could be seen as huge failure.

[22:09] It took me a long time to get over that. Then Brian puts his book out five years ago, called a willing to fail WTF. And my name is throughout the book as somebody who’s been so wowed by what all the work that I did to help him get. So, yeah, failure was a part of that. And me having to find out that, you know what, he’s right.

[22:28] I was the wrong guy to take it to a billion. My zone is absolutely in the million to the a hundred million zone. I’m not a corporate guy. I’m not a, a big company guy. I’m not matrix decision-making I can’t slow it down. Like my disc profile, I have a 98 D and my Colby profile is 4, 3 93. Like I have an inability to actually execute POS that mark.

[22:52] But in my zone, I’m amongst the best in the world. Right. I also know that I’m horrible at finance, Brian and I almost bankrupted 1-800-GOT-JUNK because we were growing too quickly from the 60 to a hundred million zone. We ended up having to borrow 420,000 from Brian’s mom. Cause we didn’t have the leverage, our balance sheet and access bank.

[23:10] And we were paying everything out of our bank account. That’s how you run a small business. It’s not that you run a big business. I’ve had failures with employees that I’ve hired, where I’ve hired the wrong ones. I’ve hired employees that have stolen 35 years old. I had a nervous breakdown just before starting one 800, got junk with Brian, where I collapsed on the floor of an elevator sobbing because I was complete, at least stressed out 40 pounds heavier than I am now.

[23:33] I was smoking and drinking seven nights a week. I’ve had tons of.

[23:38] Jim Harshaw, Jr.: Yeah, man, true success through failure experiences.

[23:43] Cameron Herold: Yeah, but again, I think one of the things I learned about failure is failure is not good. It can be avoided like the tips on everything that I was failing at. I could have avoided most of those things, or I could have learned faster from those things.

[23:59] My dad told me when I was young, my R and D should stand for rip off and duplicate and said, you’ll never be smart enough to figure it out on your own. But millions of companies have spent billions of dollars figuring it out, just do what they do.

[24:11] Jim Harshaw, Jr.: Yeah. I had a technology company years ago that failed when the answer was right in front of me, I just didn’t fully listen to the advice.

[24:18] I took a bunch of it and 20% of it, I kind of ignored and thought I could do it my own way. And, and, uh, man, the end of it, I learned like, gosh, that was the 20% that I was missing if I would’ve just listened. So what are the common challenges that you see when people write their vivid visions, things that they do wrong, mistakes, things that just don’t click initially.

[24:39] Cameron Herold: Wow, common challenges. When we write our vivid vision, the first one would be leaning out too far, right? Leaning out 10 years, leaning out 20 years. That’s a problem because that’s not a vivid vision. That’s something else that might be cool, but it’s too far out there. Another one would be to not engage a copyright.

[24:58] And think that you’re okay. You’re not a copywriter unless you’ve been trained in copywriting, you might be an entrepreneur. Maybe you’re an engineer, maybe you’re. But if, unless you have copywriting training, get a copywriter to Polish it. Another common one would be putting too many data points in there and making it too measurable where it becomes more like a set of goals instead of more of a descriptive.

[25:20] It’s almost like if Michael J. Fox and the doc and I hopped in the DeLorean and we shut it off to December 31st, three years from now. And we walked around our company. I can’t write down as many numbers as I can describe everything that I can feel and see. So it’s a little bit around that. And another one is feeling the urge to update it every few months.

[25:42] You don’t just lock and load it for three years, leave it alone, but you’re going to be like Murphy brown. Who’s had somebody coming in, painting her house every day. It’s deleted alone, like lock it, work hard towards it for three years and then write another one, three years.

[25:56] Jim Harshaw, Jr.: There’s a great in for the listener.

[25:58] The book has a lot of examples. So if you’re trying to understand, like, okay, I want to read an example of a vivid vision. There’s there multiple in the book that you can look at from different companies and Cameron’s himself has shared his. So there’s, there’s plenty of examples in the book. And I actually very highly recommend people get the book.

[26:16] I’ve actually only had your book for a few months and I bought more copies of this book for other people than I have for any other book ever. So it’s that important for people to read this no matter where you’re at in life and what you’re doing, this is such a critical book and a game changer for everybody.

[26:33] Cameron Herold: Can we talk about how you can use it in your personal life as well? Cause I think there’s something there. Imagine your life three years. What are your family relationships? Like how are you as a spouse? How are you as a partner? How are you as a lover? How are you as a parent? What’s your fitness and health side of your life.

[26:57] How are you in terms of balance and having fun, you know, where have you incorporated friends and fitness into your life and start describing all of those things? You know, describe your family trips. Describe your weekends, describe your evenings. Describe your daily routines. Try to get something that describes you as a human three years from now in vivid detail, probably shorter, about four or five pages, maybe two.

[27:22] Maybe three, but something that describes you, that you can then share with your kids and your family and your spouse and your friends that they start to understand you. And they start to align towards that. I’ve had a few friends that have read mine over the years and they reach out to me and they’d say, Hey, I read your, you know, your vivid vision and you want to go for a hike, like.

[27:42] ’cause, I don’t want to go for a drink. I’d rather go for a hike, right. Or I’d rather go skiing or, you know, I see you’re living globally. Where are you going to be next? We want to kind of connect with you. Or, you know, I saw that you were just in all these different countries. I was in some too. Do you want to chat about it?

[27:55] Like I’m way more rather have a discussions with people about their hobbies and their personal lives and their travels than what they do to me.

[28:04] Jim Harshaw, Jr.: For the listener. I don’t know about you, but when I listened to this, this is like, this gives me chills. This is the most important work that you can do in your life because you know, this is more important than spending time with your spouse or kids.

[28:15] This is more important than working out. This is more important than sleep because all of those things will happen. If you step back and do this, I, this is the foundational work that you do to build the life that you want to live, as opposed to waking up and doing the same thing today for no better reason than this is what you did yesterday and doing the same thing tomorrow for no better reason than that’s what you did today.

[28:38] You’ve got to stop step back, paint your vivid vision.

[28:43] Cameron Herold: I think that every leaders really has two or three core responsibilities. The first is to architect that vivid vision and share it so everyone can see where we’re. The second is to actually grow our team, right? I created a course called invest in your leaders, which are the 12 core leadership skills that every manager and leader needs to Excel in their jobs.

[29:02] Our job is to grow our leaders skills and to grow their confidence. And the third is to remember that we’re that chief energizing officer, right? Our job is to store that Kool-Aid our job is to create that fun energy. Our job is to think about what’s one thing I can do every day to raise the energy that.

[29:19] And if we will have everyone aligned with vision and we’re growing their skills and we’re actually kind of creating that fun culture, we can’t help, but scale

[29:28] Jim Harshaw, Jr.: go back and listen to that last minute. Just hit, rewind on this episode and listen to that again. So Cameron, for the listener, who’s sitting here saying, uh, I’m in, um, I want to start taking action on this and the next 24 to 48 hours.

[29:43] Action item, number one, I recommend for everybody by the book. Number two, three, what else might you share, Cameron?

[29:51] Cameron Herold: Yeah, I would, you know, by the book of envision, for sure. All five of my books are on Amazon, audible and iTunes. I covered the vivid vision. For sure in the most detailed and vivid vision, uh, double double talks about how to build that great company and vivid vision is a part of that.

[30:07] I also speak about it in the miracle morning for entrepreneurs that I co-authored with, how they’ll run, my course invest in your leaders. One of the 12 modules is how to make your vivid vision come true, but it’s for the managers and leaders to understand, now that I see this vivid vision. How do I get my team and my business area to help make that vivid vision come true.

[30:26] So I would take a look at that. If any of the companies are larger than 5 billion in revenue, take a look at getting your second in command into the COO Alliance, because that’s where we’re growing yourself as a leader is good. But when you grow your COO, when you grow your leaders, that’s really where you’re going to supercharge the.

[30:43] Excellent for

[30:44] Jim Harshaw, Jr.: the listener. Of course, we’ll have all the links to everything. Cameron just shared there in the action plan. You can just get them all at JimHarshawJr.com/ACTION, Cameron, thank you so much for making time to come on the show.

[30:56] Cameron Herold: Of course, Jim, thanks very much for having me. I appreciate it.

[31:00] Jim Harshaw, Jr.: Thanks for listening. If you want to apply these principles into your life, let’s talk. You can see the limited spaces that are open on my calendar at JimHarshawJr.com/APPLY where you can sign up for. One time coaching call directly with me and don’t forget to grab your action plan. Just go to JimHarshawJr.com/ACTION.

[31:19] And lastly, iTunes tends to suggest podcasts with more ratings and reviews more often. You would totally make my day. If you give me a rating and review those go a long way in helping me grow the podcast audience. Just open up your podcast app. If you have an iPhone, do a search for success through.

[31:39] Selected and then scroll the whole way to the bottom where you can leave the podcast, a rating and a review. Now I hope this isn’t just another podcast episode for you. I hope you take action on what you learned here today. Good luck. And thanks for listening.

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