EP238: Servant Leadership and Business Stewardship with Adam Weisner

Appreciate you. Thanks for having me, Brad.

Yeah. Okay. So I'm Adam. I'm a sinner saved by grace, first and foremost. And yeah, so I'm the CEO of a company called Sherman Portfolios. We're a registered investment advisory firm. We serve about 600 financial advisors and we kind of build strategies for investing in the markets that those advisors use. And then my wife and I have a family business. It was called Kingdom Mindset Investing, where we sort of prioritize purpose beyond profit and sort of stewarding your time, talent, and treasure, uh, for good for the gospel. And, uh, and so underneath that company, we have, um, kingdom mindset strategies for business consulting and coaching for small businesses, Christian CEOs. And then we have, uh, unbreakable OS, which is the business operating system that I built based on seven laws, uh, to sort of be the engine for a business. So you can build something that I call. um, asymmetric endurance, right. Where you become a dispensable CEO, right. And, uh, and you're stewarding the business rather than sort of building a cage that you're stuck in. And then I write a newsletter called the King's business for Christian Christians in business to encourage them, uh, with, um, things around, uh, encouragement from the word, the work, which is like biblical worldview of practical tools you can use in your business. And then, uh, the world where we kind of talk about, I'm pretty passionate about. technology and AI. And so looking at that from a biblical worldview for business leaders. And so, yeah, that's kind of some of the stuff that I'm up to.

What kind of experience have I had as a CEO that doesn't apply?

Yeah, so a lot of it was, I'm definitely a test and learn kind of guy. I think I want to say I chase failure. Because failure is feedback and then feedback gives me information and I can use that information to adjust behavior. So I sort of chased the failure, if you will. And I think a lot of businesses, from my experience, small businesses, small business owners, really start off with a good idea, kind of the seed of a good idea. But it's most times a product or a service that they then become a slave to. And they sort of end up building a cage. that they have to be in all of the time or else that business doesn't run. And so a lot of what I saw in the corporate world was people trying to make themselves indispensable, right? Like we all know those people who, right? It's like, well, you wouldn't understand or yeah, I'm going to handle that, but I'm not really going to tell you that. And I've always been a bit allergic to that. Like I want to know there's nothing that complex that if you can't use words and explain it, that any of us shouldn't be able to understand. And then on top of that, I've just seen enough businesses really fail or get into serious trouble because they put too much emphasis on one person in the company, whether that was the CEO or somebody that was really important. And when that person was gone for one reason or another, whether it was death or a promotion or just a falling out, the business really struggles. And so I am systematic by nature. And so what I learned was by implementing frameworks and systems, right? that were scalable and repeatable that made you dispensable, you actually could build and grow a business and not be chained to it, but become dispensable, which then it does the opposite, right? It's kind of, it's like God's kingdom, right? It's the upside down. The more dispensable you make yourself, the more people want to follow you, the more people actually want you to lead them. And so it creates this culture of care because you're truly treating the business as a steward. And so that was a big lesson for me. you know, a lot of freedom is supposed to come from wanting to be an entrepreneur or starting your own business. And for a lot of people, it does the opposite and they just don't realize it.

Yeah, no, and it's a scary thing. I mean, I think even just coming up with the term, right, the dispensable CEO was a little scary to people. I'm the CEO of a large registered investment advisory firm. I'm sitting here calling myself a dispensable CEO, right? So wait a minute. Does that mean that they're going to go, well, we don't need you? The concept is more than that. What that really means is that you see this not as your business, but as the king's business and that you are truly a steward of that business. And when you approach it from a stewardship perspective, you actually lead the best businesses because it's not coming from selfish desires or from a spirit of fear, but it's coming from a place of true care and it's not coming from a selfish place, right? You need to lead selflessly because if it all depends on me and then I... I'm gone tomorrow, there are families and lives and fathers, mothers, children that are impacted if that business goes south because of my choice to make myself the bottleneck, right? To make myself the thing that everybody relies on.

That's not the first thought.

Big time. Yeah. You have, you have some of the most caring people I would say. And I think, uh, what happens is, and this is, this is not just for that business, but it's really any business is you get really caught up in the product. And so you just think it's as easy as this. Um, Hey, uh, I know how to make the sunglasses. I'm going to make these sunglasses. Now I got to figure out how to make sure that Brad can pay me. And then I need to deposit that in my bank account and then do that again and again and again. And that's the whole thing, right? Like, And it's so much more than that. And what you find is, yes, that works, right? But that's why the phrase, what got you here won't get you there exists, right? It's like, you definitely can build a business to a point, right? And then that really what that point is, is this the point of your dispensability. That's when your business stops scaling. So when people are chasing, like, I want a 10X and I want to scale my business, the point that you're scaling stops is the point that is too dependent on you or one other person. right? Or two other people or three other people. It has to be something that is built with a level of business autonomy, right? And that's how, that's how by a lot of these guys, you frustrated on the other side of trying to sell their business, right? Private equity is not. So I was in the automotive world and you had a lot of, you know,40,50 year old, you know, multi-generation companies in the automotive world, same idea, a lot of blue collar guys. And they're frustrated because the private equity firm comes in and goes, whoa, like this business isn't that saleable. You're going to get a two times multiple on your net or your EBITDA. And they're like, wait, what? But the market's doing six. It's like, yeah, for businesses that are sellable. So how do you make your business sellable? So then what do they do? They go, all right, Brad, we'll buy the business, right? But I need you to stay here for five years. We're going to do an earn out. And during that earn out. AKA, we're going to make sure that you ensure that the business doesn't fail, that we keep getting those new customers because it all relies on you anyway. And while you're doing that, we're going to document all your processes. We're going to build all of the systems. And then at that five-year mark, we're going to buy you out. We're going to resell it to somebody else because now it's worth two, three, four times more. And people wonder how they get there. And it's because you made yourself indispensable. When you make yourself dispensable, you can leave your business to your kids, right? You can hand the keys over to anybody you want because you've built an engine. And not a cage. And it's really hard to do when you're just, you wake up in the morning, you're like, I got to get the job done today. That's all I'm thinking about is getting the job done. So you got to get yourself out of that. And it's difficult for a lot of people. And it seems overwhelming, but there's some real simple ways to attack it.

Well, and I would call that something slightly different, right? So I would call military leadership is supervising, right? It's supervising execution in the sense that if you like tell, we talk to our kids about this all the time. If you look behind you and no one's there, you're not a leader. Meaning people have to want to follow you. If people don't want to follow you, you're not a leader, right? They're following you because the system has them in a place that they have to because they're in. So that's the emotional intelligence side where like people have to want to follow you. And so how do you get them to want to follow you? Well, it's just like anything else. You have to develop a relationship. You have to actually care. Right. It's like, they don't care what you know until they know that you care. You can give them all the direction you want, but they have to know that you're bought in on what, what it is that they want. And that's one of the laws of, of Unbreakable OS is, you know, built around how do you invest in the human, right? Like in a genuine and authentic way, that's more than just supervising the numbers while not giving that up. Because that's usually people think very binary. It's like, well, if I'm, I can't just be soft. I need to manage them to the numbers. And so they just swing one way or the other. And so the idea is that you build systems that hold, do the accountability part, which is usually small business owners. Hardest thing is the accountability part so that you can actually spend your time and energy on the emotional intelligence and the human side of things. Cause the management side of numbers is just the supervisory part. But if I spend a time one-on-one with you this week, I'm not talking to you about your numbers. Your numbers are already there. I already know what those are, right? We're going to talk about how are you doing? And I think that's a, Probably, I mean, I don't want to say the most underrated, but outside of basic execution and accountability, that's for sure one of the most underrated aspects of being a high quality leader and building a great business is people.

Yeah. So I was first introduced to EOS when I joined the automotive suspension company. This is a high seven figure company at the time. And you're talking 40 employees, right? Building suspension for trucks, work trucks with booms and cranes, RVs. And then, you know, standard trucks. So the first thing that you started learning, we had an outside implementer come in, EOS implementer come in. I read the book Traction and I thought, wow, there's some really interesting stuff in here. And so we started applying the tenants of it. And I would say that the most basic way to explain EOS is that there are sort of three keys to EOS, right? Three things that you would need to focus on. One is setting your vision traction organizer, as they call it a VTO. which gives you like a three-year, a five-year, and a 10-year target. And you figure out what your unique selling proposition is. Some of this, I'll call it corporate stuff. And then you run level 10 meetings. So they would basically just have weekly accountability. And you have a 90-minute meeting and you process issues where people discuss what's going on. You hold people accountable. And then you set goals, rocks that you need to get done every quarter. So we're going to set the rocks. What are the most important things we need to do this quarter? And that was a huge part of... of EOS kind of, I would say it's the biggest part of what people use EOS for. And then the last part is something they call the accountability chart. It's really just the org chart. Do you have an org chart in your business? And if so, who's in what seats and who owns it is responsible for what? And that's, to be honest with you, in most small businesses, that's the most interesting one because normally they don't have it or they're like, well, Joe kind of handles international and he's got domestic, but you know, he... This guy handles the bid bonding, but he also kind of does, but outside, right? So you've got these sort of random. And so EOS says, no, no, no, no, you know, you need one neck to choke. And so you need to have established seats for ownership. And then you need to focus on having the right person in the right seat. And so a lot of really great things. And EOS, just like Unbreakable OS or like any other operating system, these are ideas that have existed. And things that exist that then get codified into sort of one little pocket, right? But they're taking from all kinds of things, right? Things they've learned. And so what I learned in that was that the level 10 meetings were really effective. The rocks were really effective just for keeping things going and keeping people focused and seeing progress, which is usually a big, also a big problem in small business. It's mostly whack-a-mole and you don't do a lot of looking back. So it's like... Yeah, we need to get this thing done this week. Bang. We need to get this. Bang. And you don't do a ton of looking back at how things have gone until you're trying to figure out, like I said, maybe you need to do a bid bond and you're like, well, what are our financials? And how are we looking this year? And, you know, can we, you know, so I think EOS was really affected. And we took that. I used EOS to go, you know, we went from, you know, seven figure to eight figure and, you know, we forexed. the business in four and a half years. EOS was the framework there. Then I used it again. We basically made it into our own. I started self-implementing it at that company and changing things. Then at the next company, Sherman, I then came in and started applying the basic framework of it. That's when I really, this was two years ago, I joined Sherman. That's when I really started going, hold on. Essentially, I've made this into my own system and I have different opinions. The things that EOS was lacking for me, big part of it was the financial discipline. They purposely don't really talk about the financial side of things. And I was a banker for most of my career. And so, you know, high quality financial management, you're really important to me. And again, when you look at small businesses, almost one of the biggest gaps that every one of them has. Financial management is how much money do I have in the account this morning? Do I need to transfer from my personal account to cover? Right? Like that's, hey, Jane, I need you to move some money over. Hey, like that's. the extent of financial management. And we look at profit and loss and balance sheet once a year or twice a year. And so that was one of the big aspects I needed to implement in Unbreakable OS. And then just around that whole quarterly, the quarterly rocks, what I found was that a lot of people wasted time. So you set a goal and say, hey, Brad, we're going to do this. We're going to do this project here for the next three months. But nobody's working on it until the third month. It's like, I'm a man of execution. So I'm like, how do we how do we tighten this up and change it up? What I've built with Unbreakable OS is an entire framework around. What's the easiest thing for people to understand? Well, everybody knows a calendar. OK, great. We're going to run on a calendar cycle. What are we getting done this month? And then ensuring that everything we're doing is moving us toward sort of that destination that we actually want to get to this year. Instead of three, five, and 10 years, because to me, that's just, you're kind of just playing little games by talking about what you're going to do five years from now. But what we do know is, because I don't know what's going to happen five years from now, but this year, the next year is usually pretty clear as far as opportunities. And so I would say those are the two biggest ones in the seven laws, but all of them are really important. Like EOS didn't do a lot of marketing stuff. And I'm real passionate about. guerrilla style marketing degree by degree. That's how we built the suspension company. And so there's a ton of stuff that I learned and implemented there that I knew small businesses really needed. Solopreneurs, small businesses,10-person shops, four or five-person shops that historically they would hire a marketing agency for and hope it went well and then be upset when they had to go pay more money because they've got to recycle that thing again. Those are some of the high-level stuff that I would say that I learned from EOS and some of the stuff that I changed.

Yeah. So I am writing a book. It's called the dispensable CEO and it'll be the seven laws of unbreakable OS. For me, it's more what I would call a field guide. You know, like I don't need another business book hearing about what Amazon did. I need you to tell me what to do and how to get things done. So that's kind of how I'm writing. I'm writing the book. It's an execution book. I even have the first chapter I'm writing is called Skip to the End. Because a lot of 300-word blogs could be 300-page books, and a lot of 300-page books should be 300-word blogs, especially in today's AI world. And so I just spend like four pages saying, read these four pages, I'll summarize the whole book for you if you don't want to read. Because if I can't do that, then it's probably not. simple enough for people to execute and implement. You don't need to read some big, thick book. And that's my whole, my whole MO is how do I keep things that are highly complex, very simple for people to execute on. And I prioritize execution over everything. To your question on the system, yeah, it's going to be an actual software system for the execution. that anybody can use, whether they're a solopreneur or, you know, somebody with a bigger business, you know, it's going to be 10 bucks a month per user. I'm building it to be very accessible for everyone. Nice. And then I'm actually going to be building a personal version of it. So in Unbreakable OS, you set your big three goals for the year. for finance, growth, and operations. And that's kind of the beacon for everything you do in your cycles. But I'm going to be doing the same thing on the personal side of things where you'll have a big three for mind, body, and spirit. I love it. And then you can hold yourself accountable to like, how am I moving this year toward those things? And same idea, right? But really on the physical and spiritual side of things.

Yeah, it's a way to build an engine that you can then just put the fuel in, right? And then you can hit the gas or take your foot out. You can idle, you can go 20, you can go 15, but it's something that you can go 150. You can go 200 miles an hour. You can go zero to 60 in two seconds. Or, right, and this is the whole concept, right, is that you should be able to have asymmetry, right? And the seventh law, which is kind of the capstone, is asymmetric endurance. And the concept of that is that the growth of your business and your involvement need to move in opposite directions. So as your business is growing, your involvement should be decreasing. And similarly, as your business is shrinking or it's stuck or it's new, your involvement should be going up. This is the, you know, the versus some of the others are like, man, you need to get out of the business. You need to fire yourself and hire somebody to come do that job. While that might be true. for certain stages of certain businesses, it's more likely that you actually need to be more involved to get the systems built because you know it better than anybody else and then get yourself out of it as it grows. So yeah, the operating system, honestly, and I've said this now, like I have the resources that I started with by creating sort of PDF worksheets to implement it. And those are all on my website, unbreakableos. com. People can go get them, use them now. They don't even have to use the software. And that was one of my big struggles is like, With EOS, it was like, well, you need an implementer. You need to hire a professional implementer. I got to pay him 10 grand. He's going to come in for 7,500 bucks a day. And he's going to be the person. Well, now I got to rely on an implementer. Right. And so the unbreakable OS is built for you to be able to implement yourself and for you not to need me or anybody else. Right. Because that's how I would like to be given a system to use. Right. I want to build something that I don't have to then. rely on someone to deliver on my marketing or rely on somebody to help me make sure that system is, is churning. So yeah, I think it's kind of like codified goal setting and accountability for your business. That's the first iteration of what the software is because it's mostly focused around the law of decision velocity, which, you know, for me is like, here's how we execute better, which is what a lot of people. And then the other laws will come in later, right? Around the financial discipline, around applying first principles thinking, around having a purpose that's bigger than just profit. Those laws will come in as it's built. The book will have all of that. The software initially is just going to be like, all right, Brad, if you want to make sure that your business is moving toward your goals meaningfully with accountability and with progress and progression, you can use this right now and do it.

Well, what's interesting about that is, yeah, you know, have you read the book, Start With Why? Oh, yeah. So, I mean, that was like this little video he did and a small little TED talk and it built his whole career. And the concept is fascinating because biologically, the way God's made us is that our limbic brain is responsible for all behavior and decision, but it has no capacity for language. Meaning all decisions and all behaviors that we make come from our limbic brain, which is that gut feeling, which is emotion. We justify it with the information. We don't make the decision or the behavior because it can't even understand language. And I think that's what you're touching on there is that if you're in a business, you just know. I mean, I just had this, I had a coaching call with one of my clients this week and it was like, man, he had this integrator for two years and the guy was a dog, man. And he knew he was a dog. He knew the guy was the wrong fit, right? He was, and it wasn't good for him and it wasn't good for the company. And yet he dragged out. making that decision, right? We avoid pain. And that's why I say I sort of chase failure and chase pain because it's biblical wisdom, right? Like the narrow path is the harder one. It's just the way it is. And that's the path we should take. Usually whatever the harder decision is to make, we should make that one.

I think, you know, a lot of that from a biblical perspective, we really know just how much grace. you know, Jesus has shown us, right? I know that this morning I woke up and failed, you know, him and yet his love persists. And I think for us, there's that, I would say like in that limbic brain, right? Like we know that that person needs to go, but we also know it's going to be hard for them. We know that it's going to impact their life. We know that it's going to, you know, it's, it's hard. And I think what we, what we don't think all the way through is that. On the other side of that, for most people, is growth, right? Most of us don't learn from our wins, ever. We learn from our failures. And, you know, we can look back in our lives and see the times when it was the hardest. That's usually when we learned the most, right? Because it was so difficult. Like anything is on the other side of something that sucks. And so we avoid it because it seems counterintuitive. But from a biblical perspective, you know, I think... Speaking the truth in love, right? And in compassion is still speaking the truth. And I think the faster we can just make those decisions, right? With a multitude of counselors, with, you know, the process that should be in place to give that person every chance that they can get to come alongside them to serve them better, right? As a part of like my one-on-ones, for example, and for all of my managers, there's only three questions that I have them ask. They ask, what are you proud of right now? They ask, where do you... Think you have an opportunity to grow or get better? And then the last question is always the same. It's what can I do to serve you better as your leader? And you give people opportunities every week to tell you, hey man, you know what? Actually, I've been really trying to do this thing and Joe's been in my way or whatever, right? But there's a constant posture without just saying I'm a servant leader of going, no, no, like I want to. And I'm going to keep asking you, how can I serve you better? So I think the more we do that, the more than the truth in love is, is something that we can practice with a little bit more speed rather than avoiding it.

That's right. I mean, the first time you asked that question, the first 15 times I asked that question, it's like, no, no, you're doing great. I don't need anything. Right. Especially depending on the personality, right? Somebody might be like, there's no way I'm asking for help. Yeah. But as you said, just like in a relationship, right? You know, my wife and I met at 17 and 18 years old. It was, it's conversation by conversation, moment by moment, day by day that you build a relationship and trust. And, you know, it's like we plant and we water, but God brings the growth. You don't, you don't put a seed in the ground. Farmers don't put a seed in the ground and then stand over it. Like where, why aren't you growing yet? You know, anything worth anything takes time and it takes investing and watering and tilling and preparing. So that's the same thing you're talking about there. Yeah. There's no, no question about it. You have to build real relationships and that is hard for people. if they are constantly chasing the shiny object. So that's the other aspect of building an engine is that when you're not chasing the shiny object, you are building a time multiplier in the sense that you're freeing your time to, rather than putting out fires, to actually invest on people side of things, you know, because people likely in these small businesses are following you because you're that spark. You're that spark in the business, right? Like my best analogy is that most small business owners are the spark. And their business is a box of fireworks. And you know what's cool is sometimes it's a great show, but other times it might blow your hand off or burn down everything you have because your energy is that spark. If you can build an engine, you can have that fuel. You're the fuel now. Just put the fuel in the engine and decide how fast you want to go.

Yeah, man.

Yeah, I mean, I think there's a couple of ways, right? Like, so I was an atheist until I was 18. And so there's no question of do people in the world of all belief systems, are many of those people wanting to care for other people? And of course,1 million percent, yes. And I know lots of people and I'm friends with people who don't believe the things I believe. And I find it fascinating and it's a great diversity of thought is a really, it's a really important thing, right? It's like God tells us to have a reason for the things that we believe. I think from a biblical worldview, you have to come back to the basic question of what is good, right? I want to get all like too deeply philosophical here, but you know, for me, it's stewardship of the time, talent, and treasure to reflect the grace and love of Christ that I've received. And so, like I say, with, with unbreakable OS, it's rooted in biblical wisdom. Every law is rooted in biblical wisdom, but you don't have to believe the Bible to be able to apply all of those principles. And if you apply all those principles as a, as a, an agnostic or an atheist or a Muslim or anybody. you're going to lead a great business. And my hope is that then that would have you consider the claims of the gospel, consider the claims of the Bible, right? Like, man, why is it that this formula works so well, right? Why is it that these businesses, and that's what I believe our call is, is to, you probably heard it said, but like, sometimes our life is the only Bible anybody will ever read. Say

Your life might be the only Bible anybody ever reads.

And so it's like, it's like the preach the gospel and when necessary use words.

And, and represent in a way that people might say, Hey, Brad, why do you do things this way? What is this joy that you have? Why do you care for people this way? Why do you manage your finances this way? And then you have that reason, right. To then point them to, you know, as, as the book of James does this, right. Every good gift and every perfect gift comes from above. So all that to say, yeah, I mean, listen, people all over the world love and care for people in ways and don't believe anything that I believe. It's not really, that's not the point of running a great business is to apply these tenets again. And you can separate those to go, hey, man, like if I talk to you about the net seven method and why I have the financial aspects built that way, that's rooted in biblical wisdom. But biblical wisdom is just wisdom and anyone can use it.

it. That is the whole book. And you read that, you read that, you'll know exactly how to run a business.

I don't think the separation there. I think that when you look at everything, it's kind of like when people say like, you know, tithing, right? It's not really how much you're going to give God because it's all his. The question is how much you're going to keep for yourself. And so when you look at business, we see this. This is why I write the king's business because this business is not yours. It's not mine. We are stewards. He is his, it's all his, everything's his, right? And so. When I look at something like a business where you have somebody who's underperforming, you as the CEO are a steward of this business. And it's not just that one person. It's the entire business. It's the lively, right? So you can run that thought experiment down its natural end. Well, what if that person underperforms, which then impacts the company, which then impacts the other 50 employees here? So have I made this decision for that? So I think true stewardship is ensuring that you're truly investing them, that you're caring for them, that you're training them, that you're equipping them, that you are... putting them through things like rather than just firing them, did you put them through a performance improvement plan? Did you give them like, Hey man, here's this verbal warning. This is what I need you to do. Okay. Here's this written warning for the next 60 days. We're going to track these things and I'm going to come alongside you. And then at that point that they get to, that there's just not performing, it is good stewardship, right? To be able to do that. So I think it's a matter of ensuring that you see your business from a stewardship perspective. And when you do, you're going to, manage it like it was Jesus' business, right? And that is not like, oh, well, if it was Jesus' business, it just wouldn't be profitable and he'd have anybody who didn't work any other way. There's a difference between our eternal salvation through grace, right? And also the biblical truth that you will know a tree by its fruit, right? And so like for us, for example, at Shermer Portfolios, our core values are the fruits of the spirit from Galatians 5. Because if I'm going to be held accountable to something in the business, I'll need to be held to excellence. And I need to be held to what I say I'm wanting to lead this business for, which is the Lord. So I need to show self-control and I need to show love, joy, peace, kindness, gentleness. So I think ensuring that you are truly seeing yourself as a steward will remove any guilt, I guess, from that. Because you actually are putting forth the full effort with that person and you know. when you fire them, that it was the right thing to do for them and for the business.

Listen, you can apply the same thing, right? Like, if you are, the first question you have to ask is, why are you in business? Okay. So if you, if you are in business just purely to make money for you so you can get rich, then yeah, I mean, it doesn't really matter, right? Fire the person because they're not making you money. That, that would be my advice, right? In the sense that because you've set your GPS destination as profit is everything. That's all I care about, which means everything goes through the filter of profit. And if you are not moving me toward profit, then I am going to separate myself from you. What I will say is. it's delayed gratification is what you should probably be thinking about. Meaning, when you invest in people in ways that's meaningful, well, then you have better employee retention, which costs you less money, which makes them more productive, which makes them happier, which increases their tenure, which makes you have a better business. So you don't have to use any biblical worldview to apply that. you know, that knowledge into your business. But, you know, you do have to ask yourself why you're in business. And then you just need to be able to be intellectually and spiritually honest with yourself. Or if you're not spiritual with that, hey, man, that's what we're here for. And you will attract and repel those people into your business. You'll get people in who are who are with that and who like that. Yeah, I'm here to make money, too.

At this point, everyone who's in the company does profess to be a believer. When I came in two years ago, it wasn't a Christian company. I rebranded the entire company. So right on our front door now, right? It's like we launched financial strategies to propel lives for Christ. Our core values. roots of the spirit. Our whole logo is designed around an expression of the gospel. You know, in my email, it's got a Bible verse, you know, Hebrews in the, in the bottom. So we became, the whole reason I joined the company is because I wanted to lead a business for Jesus from the front door. And I don't, that was just the conviction I had on my heart. Sure. You know, I don't think necessary in any way, right? That's just like we talked about earlier, preach the gospel when necessary, use words. Sometimes people who are the most overt about their faith are the ones that you want to run from. Yeah. So, but, but since then what's happened is, So we've hired six people since then. And we have a staff of 14 or so. And since then, everyone who's joined, the primary reason that they wanted to join was because we were a financial company who put Jesus on the door. So that's that attract and repel. But man, I want anybody to come join, right? That's not a requirement for being a part of our business, but it just so happens to be that when you take a stand for something, anything. you will attract and repel your people along the way. Same with clients. I've had, we had clients in that business. Tell me, I don't want to do business with you anymore because you've got a verse in your email. Yeah. And you know, that's all right. It's all right, me.

And I promise you, the kind of money and the things that come, you won't want it. you know, believe what you say you believe, then the money is that you need to have a level of apathy in relation to money. It's like Paul, right? When he says, I can do all things through Christ who strengthens me, he's talking about content. He says, I've had a lot and I've had a little and in all things I've learned to be content. Right? Like meaning that those things are not an indication of God's favor or love for me. Not at all. My success in business doesn't mean that somehow I'm more favored by God. And I think, you know, that I just had that same comment on the, my, that new, the new social channel on the dispensable CEO, somebody, I've made a post about unbreakable OS and they went to the website and right on the website, it just, all it says is an operating system built by a seasoned Christian business executive. That's pretty much the extent of it from breakable OS. And this person commented and said, I would take any references to any religion or faith off your website if you want to have Silicon Valley invest in this. And they're very sweet. They said, hey, I hate to say it.

That's different. That's when it starts to get like, you know, you got to listen to that pressing, right? That's small. That's still a small voice. Like, yeah, putting it on the website. It doesn't mean a thing. Professing. It doesn't mean a thing. You know, I just, my wife and I were listening to a sermon from Francis Chan the other day called the power of a quiet life. Man, it's so powerful. And he said, we need less voices and more examples. Oh man. Yeah. Yeah. And, and at the same time, right? Like, how are they going to know unless we preach and how are we going to, how are they going to be reached unless we, right? So we're called to be that salt and light. And I think that's the whole, what is, what does God put on your heart? about how, what that looks like in business. And it's going to look different everywhere. And, uh, but, but to the point that you are somehow ashamed or you're not doing it for fear of making less money, you probably need to go the other way. You probably need to go the other way.

Hmm. I mean, we didn't talk about anything. Um, you know, fun outside of business. That's, that's good. Right. Like, Hey, what are, what are your, what are some things that you enjoy to do outside of, outside of the work thing? You know, cause at the end of the day, for me, the point of asymmetric endurance, the point of unbreakable OS is for me to be able to spend time with my wife and our three kids and to go do more things and be at more things. And, and I don't want to make money to buy more things. Right. I want to do that to be able to spend more time with the people that I love doing the things that I enjoy. And that might be building new businesses that might be doing these other things, but it's that option. It's that optionality that you want to create for yourself, right? Where you have a choice and you're not in a cage, right? But you actually have a choice to do something else if you wanted to tomorrow.

unbreakableos. com is the website for the business operating system. And then the kingsbusiness. co is the newsletter. And you can just get that newsletter, sign up for that newsletter for Christian business leaders. And then, of course, at the dispensable CEO on Instagram and TikTok and YouTube for TikTok.

The dispensable CEO, yeah.

Oh man, I got so many that I would recommend. Pick

There's a book called Slow Productivity by Cal Newport. I would highly suggest that one. And it's obviously, you've got a lot of it in the title there. And then for service, on the service side of things, there's a great book called Unreasonable Hospitality. And that's a really, it's a fun one. It's an interesting one. It's about a guy who built the best restaurant in the world, number one rated restaurant in the world. what he learned about service and serving people. There's a lot that you can pull from that if you enjoy figuring out how to serve people and kind of deliver on a hospitality perspective.

Product. I'm going to leave an interesting one because it's... It's figuring out the ways to, and the why behind how you can build and do great things without this sense of panic and rush. Yeah.

Yeah, man. I appreciate you having me, Brad. TikTok did it again.