Special Guest Expert - Billy Taylor: Video automatically transcribed by Sonix

Special Guest Expert - Billy Taylor: this mp4 video file was automatically transcribed by Sonix with the best speech-to-text algorithms. This transcript may contain errors.

Brigitta Hoeferle:
Here's the big question. How is it that most entrepreneurs hustle and are always busy and struggle to take just one step forward, only to fall two steps back? They're dedicated, determined and driven, but only a few finally break through and win. This show uncovers those quantum leap patterns of highly successful people so you can simply model what they do and apply to your future success. That's the question. And the answers are right here. My name is Brigitta Hoeferle and this is the Success Patterns Show. And you are in for a treat today. My name is Brigitta Hoeferle, the CEO of the center of NLP and the founder of the Success Patterns movement. I am so honored and so excited to be here with you on this beautiful first Tuesday in October where we come together every Tuesday at the same time at the same place, because you are here to because you understand what it means to mirror others, because you understand that somewhere has been there and done that and it is there for you to model from them. That's what this show is all about. We put the learn in, learn, do teach. We put the do in, learn, do teach, because the quality of your success starts with the attitude to towards that. I'm going to say that again and you better wake up the person that's sitting beside you because it's about to happen. The quality of your success starts with your attitude towards it. Success is an interesting thing. It is shaped however you want to shape it. However you want to define success, it's up to you. And someone has the success in the area that you're looking for. And that's what the show is all about. We peel back the layers, we look at the pattern of how someone got there, and so you can then take that pattern and accept it because success, when it's encoded, when you can take it apart, you can actually decode it and put it back together in your own life of however you want to implement it in your own life. As humans, we are hardwired for hands on application by a living teacher, not from books. And don't get me wrong, I love books.

Brigitta Hoeferle:
I love reading books all the time. But it's the implementation, it's the learning from real people that are authentic, that that will give it to you straight. And this show is going to give it to you straight. We're not scripted. We have authentic guest expert, high, high level guest experts. And we have a powerhouse today. I cannot wait for you to hear what he has to say. He's an operating system architect. He designs and implements effective operating systems with the clients that are visual drive, clear ownership. We're going to talk about ownership a lot and accountability to deliver results. He's an American business executive, a dynamic speaker and holy cow. And I say dynamic speaker. I know what I'm talking about. He's a dynamic speaker. He's a leadership guru. He's the founder and president of Excellence, a business operating system, architect and firm. He has spent 30 years at the Goodyear Tire and Rubber Company serving as a director of North America Operating and Chief diversity and Inclusion officer. Guys, if you don't have something to write on and write with yet, this is the time where you want to grab something. Because during his tenure at Goodyear, the company's earnings rose from -$38 million to plus $1 billion. That is a humongous growth. And he is there. He was there, part of it supporting the company and doing his work as the global head of diversity and inclusion for Goodyear. He led the diversity inclusion strategies for 64,000 employees across 22 countries where Goodyear operates. Ladies and gentlemen, if you're not driving in the car, this is a really, really good time to stand on your feet and help me welcome Billy Taylor. Billy, it is so good to have you here with us.

Billy Taylor:
Thank you for having me.

Brigitta Hoeferle:
What? I mean, what an incredible bike, right? What an incredible time that you have spent. And you know, Billy and I spend a little bit of time before today, before we went on, and he shared with me so many nuggets. Billy, where do we begin?

Billy Taylor:
Well, I just want to say thank you for having me. I'm excited to be on the show. I've been looking forward to it to you since last week. So thank you.

Brigitta Hoeferle:
Look, 64,000 employees over 22 countries. What would you say out of all of the work over 30 years that you've done, what was the most important part as in your leadership role?

Billy Taylor:
Well, building an environment and culture where people could be their authentic self. That's what's important, right? Psychological safety is just as dangerous or harmful as physical safety. And so when people don't have that psychological safety, you're not going to get the best that they have to offer. And so the biggest challenge and opportunity was to create an environment where people could be their authentic self, whatever that may be. And so that was also the greatest success to see that that mature and build as a way of life, a daily operating way of life. So that's what it was. And it was interesting because people would go into their shells and even even myself being an African American, even an executive, I would find myself standing in a hallway talking to someone that was another African American and finding myself looking around. And being uncomfortable or I see a group from India eating in a cubbyhole and so they would congregate over there. But it wasn't natural. They didn't feel they could be the authentic self. Are people from the LGBTQ community, you know how they couldn't be their authentic self? And we would create that environment where we were a network. It wasn't just about the numbers, it was about how do we build a culture around it, a daily management system, so to speak, around networking, community outreach and those types of things. And so that's what the biggest challenge is. And we made ambassadors, right? Those were ambassadors of the company. And so that's what the greatest challenge was.

Brigitta Hoeferle:
Yeah, I bet. I mean, you hear, you know, creating a good company culture. You hear that ongoing and it's easy said, very hard to do and very hard to for each individual to authentically embrace themselves. And and there's and, you know, on this show, I've had so many incredible guest experts and and honestly, mostly women. And I don't want to pigeonhole them or isolate them in any way. But I find that that people and I come from not corporate America, but corporate Germany in my background, that people often identify themselves with either the company that they're working for and or the position that they're working in. Yes. Did you find did you find yourself in that?

Billy Taylor:
Absolutely. And again, not only with the people that I was working with, but myself, I would sit in meetings and I would actually hold back. I wouldn't be my best self. So as as my mother would call it, it wasn't the glass ceiling holding me back. It was my sticky floor. Oh, it was the things that I was saying to myself. I was convincing myself because I didn't feel I was an environment that I could be at my very best. And that was within the four walls of my head. Hmm. And so when people when you create that environment, people come out of their shells and, you know, great leaders, they celebrate the red when they see that so they can harvest the green. Right. And if I know better, I can do better. And so you create this psychological space. You'll see people give you the best as they have.

Brigitta Hoeferle:
And I know better. I can do better.

Billy Taylor:
That's right.

Brigitta Hoeferle:
What a simple.

Billy Taylor:
Strategy. Absolutely.

Brigitta Hoeferle:
But how do you how. How do you know that? You don't know?

Billy Taylor:
Well, sometimes it's in the room, and I think I call it what is emotional intelligence is within us. And we're the first to know what we don't know. Now, the flip side of that is knowing enough to know when you're right, but not willing to embrace the fact and know enough that when you're wrong. And so you have to be honest with yourself and leaders have to be aware of the environment for which they're leading in the talent pool that they have. Because sometimes and I had this recent conversation with my my younger brother and I said, it's not that you don't know or that you're dumb. Sometimes we're naive. We just don't know. And not knowing doesn't mean that you're not capable. And so leaders have to sometime identify those gaps and then put people in a position to grow. And you fill the gaps because it's not a one size fits all for development. It's not a one tool fits all. And, you know, and I would say I didn't treat everybody equally. I did not I treated everybody fairly because everybody didn't need the same thing. So when you treat them equally, you're going to say everybody deserves the same tool. What's the best tool for you to grow?

Brigitta Hoeferle:
Great distinction. That is such a big distinction. And I think that's where a good ground of company culture also comes in. Now, clearly, you're not working for Goodyear anymore. When you left after 30 years, was it like Billy looking around going, well, you know, okay, so what am I going to do now? Who am I? And and what's next? Were you that kind of person or was there already something greater in place?

Billy Taylor:
No, I had been working on the Billy brand. The Billy brand for ten years. Understanding what made Billy grow? What was Billy Billy's motivation? And so when I left Goodyear, I was definitely ready to bet on Billy the Billy brand. And so now I missed a lot of people at Goodyear. I love the people. I love the people I worked with. But as far as me and our next step in life, no, I was I had built that brand where I was ready to step out and go. I had built processes around me. And, you know, again, you're going to hear me say a lot about my my mother. I remember going from job or promotion to promotion. That was very challenging opportunities. And the one that I remember saying to my mother, it was, I'm not going to take that job because it's too difficult and I've seen so many people fail at it. Right? And so I'm questioning my brand. And my mother said, I'm disappointed. And she asked me this question. She says, I want to ask you a question and I have to go. She says, If a bird lands on a branch, does the bird trust a branch or does it trust its wings? And I said, Well, Mom, she says, Wait a minute, let me give you a couple of clues and then I'm going to hang up. She says, I've seen many birds land on branches, son, but what I have never, ever seen is a branch break in the bird fall. And I trust your wings. And so when I walked away, I was ready. I knew what I was capable of. And often we let people put labels and tags on us that get inside of our head. And we believe that's all we're capable of. And we're we can do much more. And often those people suppress you because of their insecurities. Right, because, you know, you can strengthen the weak by weakening the strong. Mm hmm. And in most cases, you are the strong. Yeah. And we don't we stop investing in ourselves, and we stop gravitating to what we're good at, especially when we're we start to get older or when we're particularly very young in our careers. Just believing you show up, it's already within you.

Brigitta Hoeferle:
That's easy, said. Just believing you. You know, if we would go to a high school and I work with inner city high schools here in Atlanta, and I would just say, Hey, just believe in you. You know, there's going to be a handful of kids that go, Yeah, I believe in me. And then the rest of the I would say like 95 kids are like, I don't know. I don't I don't even know how to do that. Believe in me. Who am I? Right. So was Billy born a leader? Was was Billy just, you know, grew up and it was like, yep, that's who Billy is. Did your mom pour all of this greatness into who Billy is today?

Billy Taylor:
Well, I had the instinct to. To fight, right? To to want to thrive. That was the then she actually helped me build on that, on what I had. And I started laughing because my son said that that exact same thing to me. Oh, it's easier, said dad. Just believe. And I remember asking him and telling him tomorrow morning, when you look in the mirror and get dressed, I want you to ask yourself this question What would you do if you were not afraid? What would you attempt if you were not afraid? Don't answer me, son. I want you to answer that person in the mirror tomorrow. What would you. It's amazing what happens when you do that. I've done it on multiple occasions. Still today. I'll walk into a situation and say, What would you do if you were not afraid? Now, I'm not talking legally, ethically and morally that's different. You know, there's laws that govern that. I'd say I'd have that conversation. I'd ask for that job that I didn't think I'm capable of for I would do something different. You know, I laughed when I met my wife. Right. And everybody said, She's out of your league, Billy. And I said to them, I said, Listen, we were at a little little party. We were in college. And I said, What's the worst answer she can give me if I go over there and ask, you know what? You are automatically have standing over here talking to, you know, so I'm going to take my chances. Only the difference between me and success is fear. So what would you do if you weren't afraid? Go ask.

Brigitta Hoeferle:
So you asked her and she said.

Billy Taylor:
And she said no.

Brigitta Hoeferle:
But there's a happy ending to the story.

Billy Taylor:
Absolutely. Every day I saw her walk in the class, I would speak. Hi, how are you doing, Rachel? Hi, how are you doing? And one day I had my head down and she says, Hi, how are you doing, Billy? And I turned around and I looked and I smile. And she says, Do you have a minute? Can we have lunch?

Brigitta Hoeferle:
Wow.

Billy Taylor:
So it may not happen right now. Careers and things may not happen right now. That doesn't mean you give up. That doesn't mean you stop.

Brigitta Hoeferle:
I want to tap into. Right. Right. What you just said. Because there are too many people that are giving up after not even the first try. They often give up before they even try because they talk themselves out of the whatever the situation is.

Billy Taylor:
Yes.

Brigitta Hoeferle:
Speak to the not quitting.

Billy Taylor:
Mm hmm. Yeah. And so and I want to say this kind of in a different a different lingo. Sometimes the set back is part of the set up. A lot of my successes came after the fall back. I would get situations where I'd say, Well, why didn't I get promoted? Why didn't I get that opportunity? And yet I'd go to another opportunity that was a development opportunity, and it filled a gap that I needed at the time. And so I didn't stop. I kept because the easiest thing to do is quit. Mm hmm. And so basically, what do you learn from those failures? What do you learn from those setbacks to prepare you to move forward? Now, what I do is I create what's called a brand book. Most people put together a resume. See a resumé is a promise of what you may or may not have done is dressed up. A brand book is proof with documentation of what you've actually did. So when I go into interviews or when I coach people, I walk into those meetings with a brand book and I don't send it in with the resume. If I'm fortunate enough to get an interview on something at that point, I deliver a brand book. I make it hard for them to say no to me now. For me, I have failed much more than I succeeded. But my failures were minimal. And the impact of my successes outweighed those failures. Although I had many. So I'll give you an example. You know, Billy, you lost a million this month. You have high turnover and I'm trying and I did it wrong. I didn't communicate effectively. I didn't engage the right people. I didn't. And so those were calling the failures. And then when I realized that, listen, I failed at this and this is now I know what to do, right? And then there's a big, huge opportunity at the end of that rainbow. And so values is where you learn and you get that experience, that practical experience.

Brigitta Hoeferle:
Failures. Failures is a feedback, and it's an opportunity to learn.

Billy Taylor:
Absolutely.

Brigitta Hoeferle:
So are failures are can failures be viewed as the school of adversity?

Billy Taylor:
Oh, it is. It is right. And adversity is what's. I have. I have multiple degrees. But those that degree through those degrees, through adversity. Degrees of adversity is where I really learned character on how to be a leader. I learned how to look as the people I'm leading instead of at the people I'm leading. I learned how to put myself in the shoes of others and how I feel. Because you know what? The human mind and human being wants to be valued more than anything else. And when we stop feeling valued in our relationships, when we stop feeling valued in our jobs, that's when we start to check out. Often relationships fail because of the value proposition. See a rich man on an island by himself is poor.

Brigitta Hoeferle:
Right?

Billy Taylor:
For sure. He's very poor. And those value things. You know why he's poor? He's missing the things that he values or she values. And when you get those things, you know, I have a daughter and we talk about it all the time. And I tell my daughter I listen. You're growing up, you're going into the dating scene. I asked, What's your standard? What do you value most? And let me tell you something, honey. Don't compromise on your standards because what you accept, you can't change.

Brigitta Hoeferle:
What you accept. You can't.

Billy Taylor:
Change. It's your standard. It's not what you say. I'm not going to put up with this. But yet you do what the minute you do, then that's the standard as a leader. And I remember one of the one of the mistakes that I made and this was it's cute and it's not so cute. I was a young leader. I was 23, 24, and I was leading this 700 person team. And but all the people that are on my team either hired me, trained me. At some point I was a subordinate to this group and they were coming late to the meetings. And I remember trying to put myself in a position to engage them. So I put a cup in the middle of the table and said, Whenever you're late, put $0.25 in the cup. Whenever you late put $0.25 in a cup and at the end of the month we'll buy donuts for everyone. And I remember calling home and telling my mom about that story. She goes, Ah, you're doing what? That is the stupidest thing I've ever heard. She says, Well, I wish I would've tried that with you and your brothers. You miss your car if you just put a quarter in a cup. Mm hmm. Because she goes, No. Tell them the difference between a factor. That an excuse is timing. Don't call me after the meeting started, because once the meeting starts, I'm gonna lock the door.

Brigitta Hoeferle:
Amen.

Billy Taylor:
And that will change behaviors around what you accept. And so leaders, especially coming through in life, you know, what's your standard? Because if you don't set standards, then how do you look at how do you measure improvements?

Brigitta Hoeferle:
And how do you measure improvements? Right. How do you how do you set those standards? It's part of the culture and it's part of you standing up growing up here and.

Billy Taylor:
Absolutely.

Brigitta Hoeferle:
And enforcing the standard. Absolutely right.

Billy Taylor:
Absolutely. Absolutely. You know, I have high standards for myself. Right. And from the way and this is, you know, I you know, and this is just Billy, right. Emotional intelligence from the standpoint of whenever I get dressed, I want to show up. That's my standard. Right. So when. When, when, when, when, when. My, my, my, my, my just and saw a lot of her my video person, he goes Billy, she's got energy. I love the way she shows up from the way she dresses to the way she does her hair. He's looking at your brand. But therefore every video he saw, you know what he said? She has a standard. She has a standard. And he says to me, You're going to love that podcast, Billy, because she's got that standard that you look for in yourself. And that's important.

Brigitta Hoeferle:
And it's got to be congruent. It's got to be on purpose. It's got to be intentional. Absolutely right.

Billy Taylor:
Yep.

Brigitta Hoeferle:
When you when you left Goodyear and you stepped into fully into Billy into Billy the brand or the brand that's called Billy.

Billy Taylor:
Yes.

Brigitta Hoeferle:
What was the biggest? Non-negotiable for you?

Billy Taylor:
Mm hmm. One. It was how I'll go back. How I interacted with clients. That was that. That's a dealmaker and a deal breaker. And it wasn't about the revenue. Because I thrive on purpose. I have a purpose driven life. Our company has a process called purpose mapping instead of strategic road mapping. Now they deliver the same thing at the end of the day. But we said, What's your purpose? What is your purpose? And most of the people you hear companies talk about KPIs, key performance indicators. We talk about Capas key performance actions, because you know what? If I want to lose weight and I stand on a scale that's called a KPI, it's too late. But if I focus on the calories I ate, the steps I took, those are the things that cause you to lose weight. And so it starts with the purpose around losing weight. I want to be healthy. I want to be healthy. And so everything I do is around purpose and it's just my purpose in life. Then why I decided to retire for 30 years. And so when I interact with clients and we turn away, we actually turn away a substantial amount of clients. And we made the choice to stay a boutique type firm because of purpose. We don't want to water down our brand, watered down our purpose to chase a dollar.

Brigitta Hoeferle:
That's right.

Billy Taylor:
So we don't do.

Brigitta Hoeferle:
That well, And that would be, again, incongruent. It wouldn't be what you said you're going to do and who you are, what you stand for. So purpose mapping, love it, right? Oh, my gosh. I think everyone needs to do a purpose. Mapping is there, and I'm pretty sure there is. Is there a distinct formula on purpose mapping?

Billy Taylor:
Absolutely. And we lay it out in my my book, The Winning link. What purpose? Mapping. There's clearly a formula where you talk about really what your purpose. Then you look at what your current reality. Right. And then you look at what your target condition. Right. And then so we break that down and then we say, So what are you going to focus? And then when you look at where you're going to focus, how do you measure the impact of where you're going to focus? So we build this on a one page sheet and we call it a soap, a strategy on a page. And you can physically, physically see it, but then you can connect it to your organization so you can manage the intersection, and it's around extreme ownership. So everything about it, it breaks down. And I'll tell you, we've had some huge success with No Printing Australia that makes the prints, the currency and the passports. They have the system there through purpose mapping work with PG industry, and now we work with a company, an automotive and it's amazing as you get closer to the source, that means the people that are doing the work. And they understand the purpose of why we're in business to why we're doing it. Results happen. Results happen.

Brigitta Hoeferle:
Billy When when you get to the source and you do the purpose mapping with the people, with the visionary of the company, with the CEO of the company, with the person that's really driving the company forward. Is that also the root of the culture?

Billy Taylor:
Yes. That's what change.

Brigitta Hoeferle:
Happens right.

Billy Taylor:
At the point of impact. And often the strategy never makes it to that level. The point of intact PAC, you know, leaders build this elaborate strategy and then they put it on the in a spreadsheet and innocent someone's laptop. It never gets deliberately cascaded down to the point of impact. So therefore, the strategy is really a secret and you can't manage a secret. It's impossible. So what we do is we have companies take that strategy and deploy it to each level of the organization with extreme ownership so people know exactly what part of the strategy they own. And so therefore, we feel that that when people have ownership, it elevates accountability. Yes, it elevates it. And then people want to celebrate. People want to be recognized or shall I say, people want to be valued. And then at that point, we talk about making people visible and they will make you valuable.

Brigitta Hoeferle:
Wow.

Billy Taylor:
When people feel their. It's no different when I walk into a hotel. If I stayed there two or three times. Hey, Billy. Hi, Billy. And I make sure I look at their names and it's interesting. There's a lady I didn't think. For whatever reason she was, she particularly cared for people. She was introverted. And I thought, Wow, I got the mean lady today. That's. That's what I thought. I got to be lady today, and I go to check in. But it didn't change the way I kept treating her. Ooh. And I called her her name. I said, Hi, how are you doing today? And she says, Mr. Taylor, it is so great to see you again. I already have your room ready. I took a step back and I said, Wow. Wow. The way she treated and then treated me, I felt valued. So it's really a boomerang effect, right? You give value. Value is giving back. That's right. And most people, they don't embrace that. And as people go up the ladder, they start or they tend to forget that then egos start to erode effectiveness.

Brigitta Hoeferle:
Come on, now. Yeah, I know. That's right.

Billy Taylor:
Yes. Those egos will start to shift and people stop respecting people. People think it's all about them.

Brigitta Hoeferle:
That piece that you just spoke to is so important for everyone to hear, because no matter how much money a month you make or what kind of car you drive or what kind of title you own does not give you any validation of treating people differently.

Billy Taylor:
No, it does not know because at the end of the day, you're human. We're all human. And some of us were blessed. More than others are were afforded opportunities, however you want to call it, more than others. And some of us had to go and earn it. And I used to tell people that were really close to me. We joke, right? And I'd say, You were born on third base, but you think you hit a triple. And I had to get hit by a few pitches, right? I had to to go from first base and slide into second and score mania. I said, But you know what? Whenever I got through out. I knew how to get back around the bases. Google's hard knocks. And don't look down on me because you're standing on third base. Because you never went through that adversity. And to those that are listening, I don't care who you are because we all have someone above us. And so this is just not because of your title. Get get out of that space in your head. And I'll tell you, one for me was when I was up for and I got picked to lead a team and I felt that it was like an affirmative action. I thought it was kind of that kind of situation, but I was actually put in a room to lead the team, and the team started having huge success. I was appointed the leader and then the president came in and said, Do you know why I picked you to lead that team? I'm like, Pick me to lead the team, he says, Because, Billy, you can teach business. You can teach business, financials and business acumen, but you can't teach adversity. You can't teach going through adversity. And you know how to manage adversity where others would quit. And so what I mean by that, we all have a distinct talent within us. Find out what it is and use it to your best ability. Because at that point we've all went through some type of adversity. And so adversity was was my best teacher and it wasn't like I respect Harvard. I just spoke at Duke last night. I respect all these other schools, but I also respect me. And I respect the education that I have. I respect what I bring to the table because I invest in me. Yes, the investing in you is like banking. If you're not depositing anything, then how do you expect to draw anything out?

Brigitta Hoeferle:
That's right.

Billy Taylor:
Right. So it's about you having that self-confidence. And I listen, I doubt me just like you do every morning. I wake up sometimes with self, self doubt, and, you know, it only stays there for a few seconds, but it's there.

Brigitta Hoeferle:
How do you how do you overcome it?

Billy Taylor:
Well, I look in the mirror and I'm thinking, no, this too shall pass first. I tell myself that, and then I say, Wait a minute. Self that's going to show up every morning. It is. It's going to. So once I tell myself that it's going to come, I expect it. So I expected and I said, see, I blink my eye. That's all asleep. I lose over.

Brigitta Hoeferle:
It. Yeah.

Billy Taylor:
Because I got to move on.

Brigitta Hoeferle:
We have a choice. We have a choice to buy into the self doubt or to buy out of the self doubt.

Billy Taylor:
Absolutely. And I was once told once when somebody said something bad to me and it was I was walking in and a name was call, and my mom said I called her and I shared the situation with her. And she goes and and I says, Well, what do you mean? And she says, Baby, it's not what they call you. It's what you answer to. Because people are going to label and other people are going to say something to you. Even people closest to you are going to put labels and things to you. It's not what they call you. It's what you answer to.

Brigitta Hoeferle:
And it speaks so much louder about them.

Billy Taylor:
Absolutely.

Brigitta Hoeferle:
Than about you.

Billy Taylor:
Absolutely.

Brigitta Hoeferle:
I cannot wait to get my fingers on your book. And you brought four books for our listeners. So the first four that are going to email Billy or how do they get the book? Do they email the agent?

Billy Taylor:
Email me at Billy Taylor at Link to Excel. I'll tell you what, let's do it through LinkedIn.

Brigitta Hoeferle:
Let's do some LinkedIn.

Billy Taylor:
And the first four I get citing the show. I would and I'll keep it private. Therefore I can email or mail the book directly to you. The winning link and everything we talked about. A lot of those things are in the book.

Brigitta Hoeferle:
So the winning link. Go ahead and connect with Billy on LinkedIn. On LinkedIn. So find Billy Taylor. I left it in here by WL y last name Taylor tx a y. L0r.

Billy Taylor:
It may be easier for you, is it? A lot of people call me Billy Ray. So. Billy Ray Taylor. And if you can't put the ray in there and it'll should pop up. It's not many. Billy Ray's out there.

Brigitta Hoeferle:
Billy Ray Taylor. You guys get his book. If you're not part of the four, go on Amazon, Get his book, the winning link. You're going to get so much out of it. And we haven't even touched on ownership. I think you. I think you need to come back, Billy. And we need to talk about like a whole show, only about ownership. My favorite topics. So are you in for another show on Man?

Billy Taylor:
I mean, you got me.

Brigitta Hoeferle:
Guys. I'm going to have Billy back. We're going to talk about ownership. So make sure that you connect with Billy on LinkedIn. Pretty sure he's on all other social media. Billy Ray Taylor get his book, The Winning Link. Billy This was so incredibly valuable to me personally, and I know to our listeners as well, and I can't wait to have you back on the next show when we talk about ownership.

Billy Taylor:
Thank you. I look forward to coming back and all the best to everyone who tuned in.

Brigitta Hoeferle:
Thank you so much, guys. Thanks for tuning in on this Tuesday. We're going to be back same time, same place next week. Until then. Ciao and bye for now. All right. Thank you for tuning in to the Success Patterns Show at www.TheSuccessPatternsShow.com My name is Brigitta Hoeferle.

Sonix is the world’s most advanced automated transcription, translation, and subtitling platform. Fast, accurate, and affordable.

Automatically convert your mp4 files to text (txt file), Microsoft Word (docx file), and SubRip Subtitle (srt file) in minutes.

Sonix has many features that you'd love including secure transcription and file storage, powerful integrations and APIs, advanced search, enterprise-grade admin tools, and easily transcribe your Zoom meetings. Try Sonix for free today.