Everything evolves. Great leaders are intentional about it. Once your company stabilizes from a growth phase, you may be thinking about what is next. In other words, you have to identify your next role in leadership. When you intentionally focus on how you are evolving, you will be seen as a stronger leader. Today’s guest is Aaron Grossman, CEO of The Talent Launch Network. His company was ranked eight consecutive times on the Inc 5000 list. His company was ranked eight consecutive times on the Inc 5000 list. Aaron begins by sharing his top strategy for optimizing his time, which is planning everything. In part two, he is coached on his next role in leadership. We look deep into what is going on as the company enters a new phase. You will discover how to identify your next part in leadership inside this episode.
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Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
Vulnerability is one of the core pillars of our culture. So that deck gave me the courage to talk to my executive team about where I was at at that moment. And we all agreed, and they agreed that they were going to give me some space, meaning I was going to take a sabbatical. And I ended up initially, that I’m going to take a 60-day sabbatical, and I’m just going to wake myself away from the business. And really just take some time to kind of breath for a moment. And think about my life. Think about what I was doing. How do I figure out how to re-enter the business without having that type of stress and pressure, pressure, without fear driving my decisions without having any time to think about the beginning?
Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs of the fastest-growing privately held companies. I am the host. My name is Gene Hammett. I hope leaders and their teams navigate the defining moments of their growth, are you ready to grow?
Gene Hammett [1:01]
The way you spend your time as a visionary is very important to the overall success of the business. Many visionaries are stuck into the day to day, they’re working on so many different projects that it’s hard to lift their head up and see what’s really coming toward them. And today, this is a part of this series of optimizing your time with CEOs. We’re talking with Aaron Grossman, he’s the CEO of the talent launch network. They were one of the fastest-growing companies, they plan to be a billion-dollar company in the next eight years. Now, how are they going to get there? Well, part of it we talked about today in this conversation with Aaron, where he’s really created the kind of team that allows them to run without him. And in fact, in some ways, he’s getting in the way of their growth. So we talked about that inside of part two of this series on optimizing your time and something I’ve really worked hard to create some content that’s different for you, hopefully, you’ll take it in, you’ll see and learn from it. And all of the details inside this. Now, I will say that one of the things that we talked about today and Aaron, is what gave him the most time is planning. It really is about being proactive. He mentioned the EOS system, it’s a great system. There are some advantages to running that as a playbook inside your business. But there are also some limitations. We look at some of those today. So you can go into it with your head up high. And that is really important for you as the leader of your company. If you happen to know anyone in your network that is a leader who wants to be a visionary, make sure you refer them to growth think tanks. Now here’s the interview with Aaron.
Gene Hammett [2:42]
Aaron, how are you?
Aaron Grossman [2:43]
I’m doing great. How are you doing today?
Gene Hammett [2:45]
I am fantastic. Glad to have you on the podcast again.
Aaron Grossman [2:49]
Thank you for having me again.
Gene Hammett [2:51]
Well, you’re one of the founder CEOs from the fastest growing companies out there. And you have a company called the Talent Launch Network. Tell us a little bit about what you guys are doing.
Aaron Grossman [3:02]
Towel launch is a nationwide network of independently operated staffing and recruitment companies that are under common ownership. So I own these organizations, many of which we’ve acquired over the last five to six years. And basically, the essence is that we provide a technology-enabled shared services platform, to all of these independently operated staffing recruitment companies throughout the United States. They maintain their own brand identity. And we basically take out, you know, we have a lot of companies that been our network, upwards of 30 years, even 75 years they’ve been in business. And we look to take out their oftentimes antiquated engine and basically give them this best in a class-leading cutting edge technology platform that they can drive their business from on a go-forward basis. And the goal, our goal is to you know, we’re roughly around the 100 largest staffing firm in the United States. And our goal is to be a billion-dollar company by 2027-2028 timeframe.
Gene Hammett [4:07]
I love it. You guys got a system, you know how to run the system, how many employees to have
Aaron Grossman [4:13]
About 250 employees currently.
Gene Hammett [4:17]
So, a little bit big on the ink side companies, but you’re still growing so you are getting toward the top tier of employees. Thank you for joining me today we’re going to talk about optimizing your time. Every CEO I know is probably trying to do too much trying to attend every meeting they can try to spread themselves out too thin juggling plates, whatever you want to say. This really is a little bit of an issue. When you think about what’s optimized your time as a CEO what has been the most powerful thing you’ve done.
Aaron Grossman [4:52]
I think planning everything is helped me do more with less and a lot of So it starts with calendar management. So I tend to be very proactive, in how the day is planned and how it comes to me. So I tend to not allow a lot of reactive situations to come, into my lens. So, you know, all meetings or all phone calls are planned and structured. I leave maybe, maybe 10 or 15% of my time for that flexibility of what I might not be expecting. But I think just starting that, for me, personally, has helped me maintain control of my day, and stay true to the priorities that I set forth. From a corporate perspective, we’ve been using the entrepreneurial operating system, EOS for the past. I fear I think we’re going on our fourth year right now. And that has just been a blessing for us as an organization because it’s really not only allowed us to really think about strategic planning, you know, whether it’s a one year plan, three-year plan, or even a 10 year, kind of big, hairy, audacious goal that you want to set for us.
Aaron Grossman [6:08]
But it’s really how do you live that plan in your business, on a daily and weekly business? daily and weekly basis. So we have, you know, consistently structured what they call weekly lt meeting. And so there’s an agenda that everybody who’s doing a weekly lt meeting in my organization is following the same agenda, the same protocol, everybody that is planning out the next three months of what they call rocks, which are really their priorities for that quarter, and how they move their business forward. And so by having this, this streamlined way of planning, and in how that plan is actually executed upon, and there’s visibility to all of it, that just allows us to do a lot more in a very tight window of time.
Gene Hammett [6:51]
Are you when you’re using the EOS? If you had to pick one favorite piece of it? what’s your favorite piece?
Aaron Grossman [7:00]
I would say that the uniqueness to it is those weekly l 10. meetings and the structure around them, and the visibility around the actions that we’re going to take. So we, you know, part of the construction of a weekly l 10. The meeting is that we have, it’s a 90-minute meeting, and roughly about 60 minutes of it is designed to discuss the strategic or most important issues of the day. And they have a whole process of how you take the issue discussed issue and then create solutions to the issue. But even better, is that we actually document the actions we’re going to take about take to it and the timelines, which we’re going to execute against it so that we can have accountability to who’s doing what and are they getting it done? It to me, that’s my favorite part.
Gene Hammett [7:46]
Yeah, I can see the smile on your face. Now, I hear a lot of great stuff about Eos. But I also know that there are some shortcomings, what have you found is one or two areas that you’ve think that that you’ve had to fill in the gaps with your own processes in planning?
Aaron Grossman [8:00]
Well, you know, because of the size that we become, we’ve had to kind of adopt different our own versions of EOS like the scorecard. And part of it, you know, we have a lot, we created a lot more complexity, I guess, around the score, carding part of it, which is really meant to create the five to 15 most important metrics that you want to account for, to know, you know, are you doing the right things? Or are there things you need to look at to improve the business? So we’ve got all that. And I think EOS really was great at getting us to focus like that. But after we got really good at that, we’ve expanded on what those data metrics look like. And they can’t be housed in the technology we use to manage EOS. So we have to go outside of that, to kind of manage the scorecard and part of it.
Aaron Grossman [8:46]
The other I guess, the other thing that we don’t do a great job yet is on big picture strategic planning, meaning like, let’s look 3d three years out, and really start to look at all the different aspects of our business. And really outline and document how we’re planning to get where we want to go. Within each of those sectors of the business. We haven’t kind of in our heads where we want to go. So you know directionally we’re kind of moving towards the place. But having it documented and really being pragmatic around how we’re approaching it. We’re not we could do a better job. And EOS doesn’t give us by design doesn’t give us enough space to really kind of think through the long term strategy of things. It’s really, really good. I think the chairman of our board would call it a great operating strategic program, but really long term strategic planning. It’s not it’s probably mostly on us and how we’re just using it. But we’re not using that as effectively as we should.
Gene Hammett [9:48]
Know what you’ve been describing as your to optimize your time Aaron really has been around looking at the future and putting some structure in place and you started off with your calendar. That it’s very proactive. And you did say something, I want to make sure that we’re clear here. You don’t allow last-minute reactive kind of meetings that come on is that something that has to be scheduled for the next day? Or what’s your exact rule around that?
Aaron Grossman [10:15]
Well, it has to it there has to be, it has to be urgent and important for me to take it on. And as I mentioned, like, let’s say 10 to 15% of my day, is open for those types of events. Because I do know that those types of things are going to happen. But they definitely have to be urgent and important for us to listen to them. we’ve, we’ve kind of through EOS actually have also trained not, I guess, yeah, we created habits, our executive team leaders team around, you know, most of the issues that we want to address are taken up on that weekly call that weekly meeting. So we try to the things that we can get done very quickly that don’t take a lot of strategic mindshare to kind of like come up with those solutions we’ll tackle as it comes in typically, you know, our leadership team takes on a lot of that responsibility. So if it does come to me, it typically is it is urgent and important. And I leave some flexibility of time in my day to kind of handle those opportunities.
Gene Hammett [11:13]
And I want to make sure I understand this right. 10 to 15%, in a typical day, might be an hour to an hour and a half. Is that correct?
Aaron Grossman [11:21]
Gene Hammett [11:22]
So that’s not a lot of flex time, right?
Aaron Grossman [11:25]
Not a lot. But you know, we’ve gotten to a place now where, you know, I’ve moved, I’ve moved away a lot from the day today, the leadership of the business. And so it has, it’s the right amount of space for me to deal with those issues that would come to me.
Gene Hammett [11:41]
Perfect. When you think about optimizing your time before you were doing all this planning stuff. What was it like? Just kind of curious?
Aaron Grossman [11:53]
Well, you know, when you intro the concept for our discussion today, it made me laugh, because like, I was definitely right there. Like I was saying yes to everything. And it was over, it was overwhelming to me. It was actually was overwhelming to my wife, she’s like, I don’t understand how you’re saying yes to all of these things. But, you know, I was still for a long period of time, you know, fear has been a big driver of what of the decisions I make and the choices I make. So I’m just fearful of losing out on an opportunity fearful as somebody might be doing more than I’m doing. fearful of all of that. And so I would just say yes to as much as I could, not knowing where the opportunity might live. For us to take the next step forward as an organization. It got to a point where it was just too much. I’ll never forget it because I remember telling my wife, I think this was three years ago now, three or four years ago, I told my wife and it was January in the morning, she started to tear up because I was just added again, I was never stopping it, my day would start, I’d be out the door at 7 am, I’d probably get home at 10 o’clock at night, and it was just non stop. And she’s like, I think you’re gonna die. And it hit me because I’m like, I think you might be right.
Aaron Grossman [13:08]
Like, I can’t run like this. This is too much, it’s too much too long of a period. So I promised her honestly that if I couldn’t figure something out within the next six months after that in January, that, that I would look to sell the business because I couldn’t live like that. And what that forced me to do is really kind of take a journey around what this concept of fear was doing to me and how I was making decisions. And to know that while it’s been a benefit for me, and it’s helped me in my career, I also had to I had to put it outside to get it out of the driver’s seat of the decisions I was making. And I know it’s it has a seat at the table. But I can’t let it control and drive the decisions at that table. Right?
Gene Hammett [13:54]
Aaron Grossman [13:55]
And it took me what I ended up doing is and I worked my way up vulnerability is one of the core pillars of our culture. So that gave me the courage to talk to my executive team about where I was at at that moment. And we all agreed and he agreed that they were going to give me some space, meaning I was going to take a sabbatical. And I ended up initially said I’m going to take a 60-day sabbatical and I’m just going to wipe myself away from the business. And really just take some time to kind of breath for a moment. And then think about my life think about what I was doing. How do I figure out how to re-enter the business without having that type of stress and pressure, pressure, self fear driving my decisions without having any time to think about anything. And that was the best thing I ever did. In fact, what was amazed me, unfortunately, my stepdad had passed away during that time. And so the executive team, they said, you know what we want you to have another month, take another month off. So I ended up taking three months off of work. And my executive team had my back, they did everything they could to make sure that business was still running and still running fine. And that moment of space for me, which I hadn’t taken in the first 17 years of my business, I was able to really rethink how I was going to insert myself back in. And so fast forward to today. And I have a president that now you know, runs the company, I’ve learned how to kind of re-enter and reattach myself to the business differently. So that I do have a lot more space to kind of do other things. You know, for example, I’m, you know, one of my passions is the sport of wrestling. And I’m now you know, one of the coaches for our local high school here in Cleveland, and we’re ranked third in the state. But you know, that’s a passion I’ve always had all my life, now I have an opportunity to kind of give back to that way and give those kids the same, hopefully, the same benefit that was given to me by the coaches who inspired me when I was in high school. So I love that I get to do those things.
Gene Hammett [16:04]
Before we move on to part two of this interview and the coaching section of optimizing your time, I want to recap a little bit this, when Aaron talked about optimizing his time, he talked about his calendar first. Now, he is able to get away with 10 to 15%, of flex time, and I actually see that should be a little bit higher, you probably should have 20 25%, if not 30%, because when you are the visionary, you need space to think you need time to really create these new ideas. And it doesn’t just happen in between, you know, a 15-minute meeting, and you’re on your way to the bathroom, maybe sometimes, but not all the time. So that’s part of it. The other part of it is they use the EOS operating system. It’s a fantastic system. I’ve never heard anything bad about this system. But there are some limitations inside of it. Just be careful about how you adapt this. And you do want to figure out how to make it your own. It has a lot of the right pieces. But there are some missing elements to it. I work with a lot of clients, who had to fill in the gaps through their management and leadership styles to improve that to grow their companies.
Now, when you think about what you’re going to do to optimize your time you can there’s a lot of things that you can take from today’s episode. As we move into part two of this, it took us a while to really get to the heart of it. But after I asked the question a couple of times, maybe three, we finally got to what was really going on inside of Aaron’s mind, what I helped him understand was, he was unsure of who he is. And then the next identity as a leader. When I say the next identity, it’s really about his core being how he’s showing up. We didn’t get into the heart of it until after I turned off the recorder. But that’s where we were dancing around. So you get to see how someone rambles a little bit, if you will, gets their thoughts out in words, and starts to process what the real issue is. And so he wants to be more of a visionary for the business. But he also knows that he’s, it’s also impeding his ability to develop others. And so when you listen to this, we didn’t get to the specific thing to do next. But what he did take away from this was very helpful for him. And hopefully, it’ll be helpful to you too. Here is Aaron.
Gene Hammett [16:04]
And I really appreciate you sharing with us what has optimized your time. Now we’re going to focus on part two. And this is really just kind of what’s next for you? What are you looking at as it relates to time? What would you say that is?
Aaron Grossman [18:46]
Well, what’s next for me? I think, you know, I’m trying to figure out honestly, what do I want to do with the time that I have that that’s kind of opened up as I just mentioned earlier, you know, rest being a coach or being a wrestling coach is definitely a passion of mine. And I’m using some of my time for that. I’ve joined more some boards of some either nonprofits or organizations that I have a belief in. So for example, education is something I have a big passion for. So I joined some boards there to kind of allocate my time there. But the reality is that I do have a lot more time to do anything I kind of want to do just kind of weird.
Gene Hammett [19:33]
Well, I want to get really specific than this, because we’re always working on something else. And you had told me earlier, how do I transfer the knowledge to those around me, and that you know, spending your time to make sure that you know you’re lifting up all the others around you is that kind of what your focus is and coming into the new year.
Aaron Grossman [19:53]
So, you know I’ve done I spent a lot of 2019 and 2020 doing a lot of that. And, you know, first in 2019, so I hired a president for my company in March of 2019. And even though he had been the president of a much larger company than I, that I have a $600 billion employment agency, you know, I still knew that he didn’t understand our culture and, and the vision of what we were trying to accomplish. And that’s something those are two things that I have detailed at length and feel very passionate about. So I wanted to make sure that he understood that and bought into all of that. So we work really closely together, throughout 2019, it’s almost like doubling effort because I know he would, he was capable of doing it on his own. But we did a lot of those things together, at that moment to make sure that we were aligned in 2020, really, the next step was to give him yet the space that he needed to really have the freedom to lead in the way that he saw fit. And then COVID happened. So you know, COVID, you know, forced me to come back into the business, because there was a lot of things that we had to lift up really quick so that we can manage the remote work environment, and, and be and still be productive and get through this mess, right. And then as we’ve kind of got there, I started to realize that, you know, Doug was my president was taking on more responsibility without, without me being with them. And I realized that my time was really now I remember, I’ll never forget, it was in May, or June of this year, I’m sitting in my family room. And I’m like, all I have right now in my company are projects, I had like two or three projects, and then there was nothing after that. And so we’re at, I’m at a place right this second, where, you know, it’s a wonderful thing to see it in action. I’m watching my company do some amazing thing. And I’m not telling them what to do. I’m not bringing the idea up. I’m not doing any of that. There, they’re doing it all. And so I think the transfer of leadership, I think I’ve worked, I think I hopefully have done the things that I needed to do to kind of transfer that to Doug.
Aaron Grossman [22:05]
Now. It’s just really about how do I, how do I apply? How do I still insert the vision of things? So I know that one of my gifts has always been about ideas and how to bring ideas to life that the entrepreneur and I and how do I still be that entrepreneurial mind and visionary to the business without being an impediment to it? So, you know, one of the things I know I’m talking a lot, I’m rambling a little bit, but I know one of the things in the last couple of months, even is that when I do come up with ideas, and I bring them forward when I’m not in the business day to day like I used to be those ideas can really create stress. Because Aaron’s coming in, he’s saying he’s suddenly coming up with this, he has even been around for the last couple of weeks on this. And then suddenly, he’s got this and like, Am I supposed to stop everything I’m doing and take out his priority or whatnot. So that’s like, what we’re currently trying to figure out is, what’s the best way for me to insert myself?
Gene Hammett [23:05]
Okay, so I’m glad it took you a while to get there. Because that’s sometimes this is what coaching is like, because this is the coaching section of this is sometimes we learn through talking it out. And so what you had described to me a little bit earlier, was not exactly what you want. But now it’s more clear to me and I’m going to repeat it back to you. It’s, you know, in this stage of your leadership is how to be visionary, but not also interfere with what’s really going on inside the company and kind of play this role. That your, your position to play. Are you ready for that?
Aaron Grossman [23:42]
Yeah, I’m ready for that.
Gene Hammett [23:43]
So in, you know, just in a coaching moment here, I mean, we’re not going to go deep into this, as I would normally with you. What do you think gets in the way? Is it? Is it your shiny object new ideas that you would like for the company to start looking at? Or is it something else?
Aaron Grossman [23:59]
Yeah. As far as getting in the way I think it is the vast amount of ideas that come into my head. And I’m also not the kind of person that just comes up with the idea, I actually create a 10-page plan of how that idea works. And that what I’ve recognized recently is that that is starting to be upsetting because even my president says that you’re not really giving the people, our people the opportunity to build that for you. Like where you’re coming from or the idea. He’s like, you’re coming out the idea and giving us the how to do it. And then it’s not as enjoyable that way, I guess what he was kind of referring to.
Gene Hammett [24:38]
I want to ask you this question because enjoyment is one part to do it. But when you take a very talented employee, you know, experienced leader, even this new president that you’ve put in place, and if you set them off on the direction, that’s one thing, but if you tell them how to get there, would you say that that increases their level of ownership or decreases.
Aaron Grossman [24:58]
Decreases it 100 percent. And I know that.
Gene Hammett [25:01]
Your 10-page plan as well-meaning as it is, and the way your brain works, actually decreases ownership across whoever you’re sharing it with. Is that fair to say?
Aaron Grossman [25:11]
Gene Hammett [25:13]
So that’s part of the issue, but you’ve got so many ideas running in your head, you want to be a billion-dollar company in the next eight years or so. And you know, that it’s going to take some of these big ideas. Is that fair?
Aaron Grossman [25:31]
Yeah, you know, I? That’s a great question. I’m not sure that and that’s part of this is that, you know, when, when I’ve had my advisory board and whatnot when they look at them, they look at what’s been built the foundation, they’re like, Aaron, you don’t really need to do a whole lot to this, you got it, like, just execute against it. And so that’s where it gets really hard for me, because my natural inclination, and what my DNA is built off of is change. Like, I’m a changed guy, I like the new squeaky thing. I like to take a process that’s working and figuring out how do I make it even better and better and better? How do I automate it? So I’m always thinking about those things. And then sometimes you just let, you just gotta let the thing be. Yeah. And that’s part of it.
Gene Hammett [26:24]
So I know, you realize that because I see the smile on your face, and you’re saying just let it be. But it’s not natural to you. So there’s kind of the rub, right? You have this, your natural DNA is the ideal person, and you’re going to go deep and you want to, you want to move things forward, you obviously, this is your baby, just like every CEO out there, you really love, you know, making an impact. But you’ve got a well, optimized team, you’ve got people that are executing on this hitting your goals, growing the company. And it’s, you know, maybe you just need to stay on the way.
Aaron Grossman [27:01]
Right. You’re right. That’s why, you know, it’s funny, I honestly started, you know, even though most of us are working from home, during COVID, you know, my wife and I were talking about this a few days ago, I started this process, seven or eight months before COVID happened, like, purposely for that point is to but to get out of the way. I know, I know that that’s probably the best thing for me, it’s still hard because my mind’s working right? And I need to, I need to connect it into something. And I don’t think that something should be my company all the time. Because again, like, it’s already a pretty good machine, like we just need to execute. So it’s really finding, you know, other things to kind of allow my brain to kind of create that way.
Gene Hammett [27:46]
So we haven’t gotten really to the heart of this other than it’s part of your DNA to be this way. So if you know what’s best for the company, what do you do with all this?
Aaron Grossman [27:59]
Well, you know, what I, you know, what I’m trying to see is can I find joy in being a vision and learning how to be a true visionary, just a true visionary to the business? Can I find joy in that? And, and, and what I’m still trying to identify what that role ultimately looks like, and what my part is in it. I know that in the current state, this is hard. It’s hard for me. And I talk with my president, Doug all the time about it. It’s hard not being connected to the business in the way that I used to. But it’s also an incredibly wonderful experience to see such great people doing great things. Without me in my normal, traditional role. I don’t know what that looks like. I don’t know what it looks like, you know, two years from now, three years from now, you know, what I what I’ve tried to do, you know, one thing years ago, the guy who started What’s your name? Jeff. He was one of the co-founders of priceline.com and a big-time entrepreneur. And I had breakfast with them a couple of times, but he said, like, your job as a CEO is to work yourself out of a job. And I never forgot that moment when he said it. And I’ve been living that ever since. Like, my job is to work myself out of one.
Gene Hammett [29:16]
So you understood that a few years ago. Now, you’re kind of gotten that place, but then there’s something inside you that’s pulling you back in?
Aaron Grossman [29:25]
Yeah. Because my brain needs to attach it to something.
Gene Hammett [29:29]
So I wonder if we were really coaching here, I’d go deeper with you and do some kind of visualization stuff. But since we’re on this video, and I don’t want to make you cry. I promise you I wouldn’t do that. What if you sat back and use some of your free time, not just an hour and a half, but you know, some of the big chunks of time may be through this holiday period, where you can actually sit back and go you know, what is the future look like for me? Like really scheduling Some time for you, much like Bill Gates would spend five days reading books. It was to get ideas and other areas to decide where he’s going to, you know, to look at himself, what if you ever plan some time like that for yourself?
Aaron Grossman [30:17]
So traditionally, like, and it’s actually this time of the year where I, I used to go down to Florida for two weeks, two to three weeks. And I do that’s what I use that time for every year is to kind of re-energize, rethink about what I’ve done. And so there’s some reflection time. And then there’s a lot depending on what what what’s my, at least by next year look like, this one’s a little bit of a different conversation, because it’s like, what’s the what’s this next leg of my life look like? Like, what do I? What do I want to do? And? And that that’s the big question. So I agree with you, I do need to really kind of stop and think and take time. And it’s going to take more than just a couple of hours to figure that out.
Gene Hammett [31:02]
It does. And so you’re a big scheduler and planning things and being proactive. You would put that on your calendar, right?
Aaron Grossman [31:11]
Gene Hammett [31:12]
Let me just go just a little bit deeper. Before we wrap up today’s call. It’s my guts telling me to ask you this question is what is your legacy, Aaron.
Aaron Grossman [31:23]
You know, someone asked me that yesterday. It’s really simple. It’s, I hope that when it’s all said and done, that the purpose in which I live my life by which is to motivate the world, to realize its potential that will be connected to who I am. I want people to think of me in that light, that I help people become a better version of themselves, whether it’s within a direct connection, or whether it was things that I’ve been associated with, whether it’s things like this where they get to hear, you know, examples of my bi story, whatever it is that I can do to influence and help people find their potential and become better and hopefully change the world because of it.
Gene Hammett [32:03]
I love it. The question is, is how do you keep that and turn that into action? Right? Turn it into what is the vision for that? We’re not going to go into that today. But when you spend some time reflecting and really looking at where you’ve been and where you’re going next. That’s the big question for you. Definitely. Any, anything you want to add to this conversation or any questions you have for me?
Aaron Grossman [32:31]
No, I think that this was great. You know, now I’m like, I can’t wait to get down to Florida so that I can start doing that work.
Gene Hammett [32:41]
Yeah, it’s interesting when we feel like we’re called to something even bigger than where we are now. You are a visionary at heart. And so I feel certain that you’ll be able to put your mind to this and solve this like you solve all the other problems of just saying where am I best used as the company is growing without me? Maybe it’s going with you in some cases, but you know, where are your best use next? And so that’s the big question for you, Aaron, I appreciate you for being here on the podcast.
Aaron Grossman [33:13]
Thank you so much. I really appreciate it. Happy Holidays.
Gene Hammett [33:16]
Well, this wraps up another amazing conversation with a founder CEO of a fast-growth company who has built something really surreal, they have created the kind of team that they can leave the business for 690 days, and the team is able to execute and build something beyond where it was when he left. And so that’s a great place. And now today we looked at what’s happening next inside of Aaron’s life, I really appreciate you listening to this episode. If you’re thinking about your growth as a leader, even your legacy, I love to have a conversation with you check out the free resources at genehammett.com you can get schedule a call with me if you want to just kind of connect and see if there is a connection. And I’d love to support you in your entrepreneurial journey. To be the visionary your team deserves. You think of growth and you think of leadership think of Growth Think Tank as always lead with courage. We’ll see you next time.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
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