Ep052: Relentlessly Irrational – the Conditions for Great Leadership with Global Business Celebrity Jeffrey Hayzlett

Relentlessly irrational the conditions for great leadership with global business celebrity Jeffrey Hayzlett on the TalentGrow Show podcast with Halelly Azulay

Jeffrey Hayzlett is the man of many titles (global business celebrity, primetime TV host, business podcast host) but today he explains how he has built numerous companies, made it to the C-level of a Fortune 100 company and is transforming corporate media with The C-Suite Network (of which I am a proud member!). His philosophy of irrational leadership and risk-taking has allowed him to relentlessly scale his businesses to global levels. Jeffrey reveals the most critical ingredient for leadership success, what he calls “conditions for satisfaction,” and what he’s learned from interviewing America’s top celebrity business leaders that you can apply to your own leadership approach right now. Listen now!


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  • The biggest thing Jeffrey Hayzlett has done in his career (3:11)
  • Jeffrey and Halelly’s favorite T-shirt slogans (4:42)
  • Why managers should take the risk of empowering their people to make important decisions (8:10)
  • The speed of empowerment (8:50)
  • Jeffrey explains his “conditions of satisfaction” framework for delegating to your team (10:37)
  • How to have clarity of expectations at work and at home (11:10)
  • Why leaders should be IRRATIONAL (13:39)
  • What the “mood” of ambition looks like (16:02)
  • The real differentiator in business (17:41)
  • The one personality trait all of the celebrity business people Jeffrey has interviewed have in common (19:15)
  • Jeffrey’s best tricks for staying focused 21:10
  • Defining and connecting with your values as a way of bringing up your effectiveness as a leader (26:37)
  • How to stay in touch with Jeffrey (29:30)



Jeffrey Hayzlett is a primetime television host of C-Suite with Jeffrey Hayzlett and Executive Perspectives on C-Suite TV, and business podcast host of All Business with Jeffrey Hayzlett on CBS on-demand radio network Play.It. He is a global business celebrity, speaker, best-selling author, and Chairman of C-Suite Network, home of the world’s most trusted network of C-Suite leaders. Hayzlett is a well-traveled public speaker, the author of two bestselling business books, The Mirror Test and Running the Gauntlet, and Think Big, Act Bigger: The Rewards of Being Relentless. Hayzlett is one of the most compelling figures in business today and a member of the CPAE Speaker Hall of Fame.

Jeffrey is a leading business expert, cited in Forbes, SUCCESS, Mashable, Marketing Week and Chief Executive, among many others. He shares his executive insight and commentary on television networks like Bloomberg, MSNBC, Fox Business, and C-Suite TV. Hayzlett is a former Bloomberg contributing editor and primetime host, and has appeared as a guest celebrity judge on NBC’s Celebrity Apprentice with Donald Trump for three seasons. He is a turnaround architect of the highest order, a maverick marketer and C-Suite executive who delivers scalable campaigns, embraces traditional modes of customer engagement, and possesses a remarkable cachet of mentorship, corporate governance, and brand building.


Announcer: Welcome to the TalentGrow Show, where you can get actionable results-oriented insight and advice on how to take your leadership, communication and people skills to the next level and become the kind of leader people want to follow. And now, your host and leadership development strategist, Halelly Azulay.

Halelly: Hey there. Welcome back to the TalentGrow Show. This is episode 52, and I’m Halelly Azulay, your leadership development strategist. My guest this week is Jeffrey Hayzlett. Jeffrey has a long list of achievements and titles and accolades like prime time television host, business podcast host, global business celebrity, public speaker, best-selling author and chairman of C-Suite Network, home of the world’s most trusted network of C-Suite leaders. He’s been cited in a lot of publications like Forbes, Success, Mashable, Marketing Week and Chief Executive. He’s been a commentator on television networks. You might have seen him on Bloomberg, MSNBC, Fox Business and his own network, C-Suite TV, and he has appeared as a guest celebrity judge on NBC’s Celebrity Apprentice with President Donald Trump for three seasons. So Jeffrey’s built a lot of businesses and he’s talked to so many business owners and executives, so his advice is really pertinent and valuable. Check out all of the information he shares about why you need to empower employees to make their own decisions, even though that seems scary. In fact, he talks about what should seem scarier than that. We talk about why leaders need to sometimes be irrational. He shares two key leadership lessons, from the many executives and celebrities that he’s personally interviewed on his shows and of course, at the end, we finalized with the specific action he suggests that you should take to ratchet up your own leadership effectiveness. I hope you enjoy it.

Welcome back. This is Halelly Azulay on the TalentGrow Show, and this week I have Jeffrey Hayzlett on with us. He is a prime time television host of C-Suite with Jeffrey Hayzlett and executive perspectives on C-Suite TV and a business podcast host of All Business with Jeffrey Hayzlett on CBS On Demand Radio Network and now also on the brand new C-Suite Radio Network of leading business podcasts of which my show is also available. I’m a very proud member. Jeffrey is a well-traveled public speaker, the author of three best-selling business books – The Mirror Set, Running the Gauntlet and Think Big, Act Bigger: The Rewards of Being Relentless. He is one of the most compelling figures in business today and a member of the CPAE Speaker Hall of Fame. I could probably tell you a lot more of his accolades and I will put that in the show notes, but let’s just get this started. Jeffrey, welcome.

Jeffrey: Welcome. Keep going! I just love listening to that!

Halelly: Do you? You know what, you’ve earned it.

Jeffrey: Well, you know what? I have earned it, so I don’t mind saying that. But at the same time, it gets old. Someone says, “What’s the biggest thing you’ve ever done?” And of course here I am in the Hall of Fame, actually five hall of fames, five different business hall of fames for different industries because I kind of reinvent myself all the time. But yet, when they ask me a question and say, “What’s the biggest thing you’ve ever done?” I say, “I don’t know, I haven’t done it yet.” That’s kind of how I look at it. Why it’s nice to hear all of that stuff, there’s a lot more going on, a lot more to get done and that’s the way I kind of focus on it. Once I do something like that or have become a Fortune 100 officer, bought and sold companies, done billions of dollars, blah, blah, it’s like, “Okay, next.”

Halelly: Next. And I think that’s what makes you unique and compelling to people, because I think everybody should and probably has the capacity to be as driven as that, but let’s face it – both of us have probably met people who don’t have that much ambition as you.

Jeffrey: I talked to somebody like that today, one of my team members who better get his butt in gear. Exactly right. It’s just like, “Hey, dude, get the stuff done.” I go to bed every night, hoping I’m hurry up and going to sleep so I can get going the next day, you know? I don’t understand people who aren’t like that. It’s tougher. It’s really tough for me, to understand why you don’t have a passion. I don’t care for whatever it is – for me it’s work, my family, it’s the stuff I do outside. I’ve got such a long list of the stuff I want to get done, I’m never going to get it done. So that’s why I’ve got to live a long time and I’ve got to have a lot of money because I want to go do all of this stuff. That’s kind of where I’m at.

Halelly: I love it. I do share that. My favorite t-shirt says, “Ambition, never leave home without it.”

Jeffrey: That’s cool. That’s a lot better than my favorite t-shirt right now, a friend of mine sent it to me and it’s called Jews for Bacon.

Halelly: [Laughs] I’m a member of that tribe, so good.

Jeffrey: It was hilarious. I saw it and was like, “I’ve got to have one of those shirts.” I’m a huge bacon fan. I’m not Jewish, but what the heck. I’m for everybody being equal.

Halelly: Well, we won’t get into that today. But I do want to get into some of what you’ve written about, spoken about, because I think you have a lot of great insights to share with our audience. Before we get there, just describe your professional journey briefly for everyone, just so they get a sense of where you started and how did you get to where you are today?

Jeffrey: You know, I grew up in a fairly non-affluent family. Really, I’d say we were lower middle class because we grew up in trailers and mobile home parks most of my life. My father was in the military, so we moved around all over the place. Went to a small little Lutheran college in Sioux Falls, S.D., met my wife and started raising a family. Then started buying and selling businesses. I started, my first job, was in campaigns, political campaigns and I became an executive director for a non-profit group and then I was basically getting fired from that job because I had a run-in with the board. Started my own PR company and from there, that led me to buying other companies and printing companies and then buying and selling companies and then led me all the way up to a Fortune 100 executive. Then left that job seven years ago. I was the CMO of Eastman Kodak, one of the most iconic companies in the world, and then started again, started another business and now own a few more. Serve on about 14 corporate boards and running what’s called the C-Suite Network right now. I’m building the most trusted network of C-Suite executives in the world, along with advisors to those executives, we have C-Suite advisors, we have C-Suite TV, which is our television network which we’re expanding like crazy on all Smart TVs – Apple TV, Roku, Amazon Fire and now soon to be in airports, so by the time you listen to this podcast we’ll have announced that. And in hotel rooms. And the C-Suite Radio, which you’re a part of and I am now a big part of. I’m moving my show from CBS exclusively to C-Suite Radio Network, so that’s me. That’s what I’m doing. I write some books every so often and get out and give speeches every so often.

Halelly: That’s how we connected, because we both are members of the National Speaker’s Association, and of course you’re sort of one of the celebrities of that association and you came and spoke to the chapter here in Los Angeles and I happened to – I’d heard of you before – and I was able to meet you there and then we kept in touch afterwards and so that’s how things happened. So I’m really fortunate to have had the opportunity to meet you and experience your energy in person. Let me tell you, if you need a speaker, this guy is it because he is so energetic and so motivating.

Jeffrey: It’s my weight loss program. If you can work up a good sweat during a speech, that’s my exercise. And get paid for it! And then do that. That’s like being a personal trainer.

Halelly: That’s awesome. Then you can have more bacon. So in your book Think Big, Act Bigger: The Rewards of Being Relentless, you talk about empowering employees to make their own decisions. So of course there’s a little bit of a downside to that, which is what holds back many managers and leaders from doing that. There’s a risk inherent in letting people make their own decisions, so talk to us about why do you recommend this and how can leaders maybe have the courage, or what should they do to get over that fear?

Jeffrey: You know, we say there’s a risk inherent in making them make decisions. There’s a bigger risk in not letting them make good decisions, because you’re going to hold that growth, you’re going to hold back scale, you’re going to hold back all kinds. Growth of the people, growth of the company, I mean, there’s so many different levels of which to me is like, “Oh my God, why wouldn’t you let them make decisions?” Let’s go all the way to the extent that they make them wrong. Did anyone die? Really, seriously. In business, yeah, it could be a big blunder. It could be huge. But you know what, that would be saying, “I hire really stupid people, and then I empowered them to make stupid decisions.” I don’t think anybody does that. I think the people that are working for you, by and large, is your A Team, or you hope to be Your A Team, or you try them out for your A Team. That’s the reason you’ve got them. Let me help you make more decisions. By the way, I find this to be difficult, don’t get me wrong. Even myself. I’m constantly like, the best person to do it is yourself, typically. But the problem with doing that is you’re the bottleneck. It can only go as fast as you can, and there’s no way one person can do it all. So therefore, you have to have the ability to let your folks, the managers and the people that are working with you side-by-side, to be empowered, to make the decisions. Right or wrong, big or little, fast or slow. The more you can do that, the more you can get accomplished. So to me, I just look at it as an owner or CEO or CMO or C-level executive or leader, even mid-management, lower management, anyone who is a supervisor, why wouldn’t you let your people make those decisions?

Halelly: Did anybody die? That’s a great question. That kind of broadens the spectrum of a lot of things you can empower people to do, right?

Jeffrey: Yeah, I mean, you just want to look at – and by the way, let’s set up that. Let’s say you’re that manager right now and you’re thinking, “How do I do this for my employees?” What you want to do is set what we call conditions of satisfaction. You want to have a discussion. I had a team coming in today, talking about the databases. We deal with massive databases and of course I’m real particular on how we treat people and the way in which we set these up and what the architecture is and I’m trying to move five or six chess moves ahead of everybody. So, you know, setting up things to do in the right way. Yet I’m slowing them down because they can’t make decisions. So I finally said, “No, you’re making these decisions. Here’s my conditions of satisfaction. Here’s what we want to look at.” Years down the road, we might sell the business, might do this, we might do it this way, so we have to keep in mind this and this and that. Now, go make the decision, based upon those parameters, those conditions of satisfaction. Are we clear? Yes. Okay, great. Then my condition of satisfaction is you’ll decide this by when? We set up the timeframe. How it’s supposed to look. Then I ask them to come back to me and present to me how they’re going to do it, and so I can look at it one last time to make sure they haven’t missed anything. That’s a great way of doing it. So what are the conditions of satisfaction that you can help with an employee or those people that are working with you to lay out the groundwork of the things you’d like them to get done or do for you? If you can get to those what we call mutual conditions of satisfaction, because everything we’ve got in life, there’s a customer and a performer in everything we do. Even in your personal relationships, with kids and everything, there’s a mom and dad or parent and dad and parent and mom or grandchild and grandma or whatever it might be, and so even in those relationships you kind of have that customer/performer kind of relationship where you trade those off sometimes. It’s real important to know what are your conditions of satisfaction?

If I got my wife mad at me all the time because I’m not performing at a certain level – not talking about that kind of performance – but I’m talking about being present, like when we go out to dinner, condition of satisfaction is put your phone down, you know? That’s good to know. And so we want to be clear. But is it okay if I pick up my phone … let’s imagine I pick it up because I know I’ve got a big deal that’s worth millions of dollars, or it’s a big deal and somebody called me because they want to invite me to go speak in I’ll say Norway or something like that, and I know she’d like to come with me. If I accept this, then let’s say I pick it up and she gets mad at my right away – wait a second, sweetheart, let’s talk about this. You’re going to cost me millions of dollars, you’re going to cost me a trip to Norway, or is it okay in our conditions of satisfaction to be able to pick up a phone for those kind of things? She’d say absolutely, do it. That’s where you’ve got to be good and clear on communication.

Halelly: Makes sense. Clarity of expectations, conditions of satisfaction – I like that phrase – and then set them up for success and let them be.

Jeffrey: Yeah, go, go, go.

Halelly: Great. So you say that people sometimes call you pigheaded and irrational and that you like it. I want to hear more about this. I like to think of myself as a rational person and I’m not sure why you would want to be called irrational?

Jeffrey: Well, and pigheaded – just because of the bacon, you know?

Halelly: We’ve got that thing going.

Jeffrey: You know, I have this show called The C-Suite with Jeffrey Hayzlett, and in my first season on Bloomberg that I did the show, I did a show around Life Technologies, a biotech company that’s about $4 billion that was about to get purchased by Thermo Fischer by for about $13-point some odd billion. In there, I got the CEO – he’s a friend of mine – I said, “Hey, would you let me come behind the scenes and talk to the team about what’s going on behind the scenes as you make the sale?” Because some of these people are going to be worried about their jobs, what they get to do. Some of them are going to work themselves out of a job in sales. And I really like to show people behind the scenes, because I take people into the boardrooms and places there 99 percent of the people don't get to go. He let me in and one of the scenes we did, I was filming him speaking at a Harvard MBA alumni group at San Diego, and picking up what we call B roll. In his speech to this Harvard MBA group, Greg Lucier, who was the CEO at the time, got up and put up a slide that said, “Leaders must be irrational.” I thought, “What?” So I wrote it down and I figured, when I get him on camera, I’m going to drill him on it. I wrote it down, got the camera guys to shoot a shot of me writing it down, circling it, exclamation point that I’m just going to drill him. Then he said, because I thought just like you said, you want to be rational. And I said, “You know, Greg, you’re a CEO of a bio-tech company. I mean, if anything, I want you to be very logical when it comes to bio technology. You’re a publicly traded company. You’ve got to adhere to certain biological, sane principles of operation or any of the CEO. Geez, man, you’ve go to be logical.”

Then he said, “Look. You’ve got to move people from A to B. But sometimes we have to tell them we’re going to C and they think we’re crazy. They think we’re illogical. They think we’re irrational. They think we’re nuts. And the reason we have to do that is we have to push past B to get everybody there. So that’s being irrational.” So it’s kind of like back when you’re in high school or maybe you’re in college and you played sports and you remember the coach, after you got done with practice you’re exhausted and he says, “Run another lap,” and you think, “Oh my God I’m going to die if I have to run this lap!” And you know what? You didn’t. That’s what it’s like. That’s what we’re talking about. My team, I’d say, “Work harder. We’ve got to earn more. We’ve got to cut more money out. We’ve got to do more with less. Let’s come up with all the different things here.” It’s cold in our office today because I’m in my office in South Dakota and it’s below zero and it’s cold, and I just tell everybody, “Work harder.”

Halelly: Don’t be a big wimp.

Jeffrey: Exactly. That’s what I mean by being irrational. It just shows people, it’s like one of my team members said, when I got in the office this morning at 7, she emailed me from Houston because she saw that I popped in the office because everyone has software that lets us know when we sit down, and she said, “Rise and shine.” I said, “Hey, rise and shine? It’s noon to me.” And it’s that, you see what I’m saying about being irrational and pushing it? It’s a fun kind of … it sets a mood, a tonality in terms of how we want to be, how good it is, we’re going to be better. When we get it perfect, we’re going to make it more perfect.

Halelly: Hmmm, I like that. That helps to explain it. It’s more like having innovation is always going beyond what people think is possible or what people accept as the limits, going beyond limits.

Jeffrey: Yeah.

Halelly: I like it. Very nice. On your show, you have interviewed – well, on your shows, I should say, like your TV and radio – you’ve interviewed a lot of business celebrities, a lot of people. I know you also have been a guest judge on The Apprentice. You talk to a lot of different people. Is there some kind of a theme that you’ve heard from your guests, from the people that you’ve interviewed, that you can convey to our listeners about leadership?

Jeffrey: I think the common, there’s two common themes. The biggest common theme is always about people. It’s the biggest exciting point for them. It’s also the biggest disappointment. Because they’re excited when they watch team members do and be and live up to their full potential and exceed everything that they possibly can, and then it’s disappointing when you see people don’t. Don’t take advantage of God-given talents or abilities or they’re listening to those little voices in their head telling them they can’t do it. By the way, I stopped invited those voices to dinner a long time ago. So that’s one. It’s always about people, and people are the real differentiator in any business, because we’ve all got the same things, right? Same internet service, same vendors, same primarily core pieces to the business and so forth, capital, whatever it is. But people is really the difference between real success and real failure. The second piece that constantly drives that I seem to have or seem to have noticed that where these folks are just exceptional at what they do – and you’re talking about people that I’ve interviewed like 4 Star General Wesley Clark, Steve Forbes, Penn Jillette, Kevin Jonas, Piers Morgan even though he’s kind of a jerk, but you know, very successful. What I love about Piers is just his total transparency to talk about anything, which is to me refreshing. But what I see from them is their ability to focus, and to get uniquely focused on the things that they’re doing or how they do it and what needs to get done.

And you know, even Penn Jillette by the way who I adore, absolutely adore and he’s looking great because he’s lost like 100 pounds, just unbelievable. But Penn, you know, Penn and I don’t agree on religion, for instance. He’s an atheist and so he and I don’t believe, and I’m a Lutheran, which is totally just in the opposite. But you know what, I really like Penn. I really love his conversations. I love to irritate him, in the middle of him saying something I’ll say, “Thank God for that.” And then it just sets him off. Which I love conversations like that because you see what a performer he is and what focus he has for his fans. It’s amazing. After every show, I can go see Penn quite often in Vegas and we’ll have dinner and then after the show, he’s out front, greeting the fans and will stay there as long as there is a fan there to see. Which is amazing. So I just love to see the focus. That’s the other thing that you typically see, they’re so uniquely focused on what they have to get done.

Halelly: And you know, when you rise up in the ranks, as a leader, and you have more people vying for your attention and more things to take care of, I would say probably it becomes even harder to stay so narrowly focused. So what tricks can you share that you’ve heard from your guests or from yourself – obviously you have it as well – that can help our listeners develop their own ability to stay focused like that?

Jeffrey: Well, there’s one, you have to make choices. It’s not easy, but you’ve got to make choices and you’ve got to decide. You can’t do it all. Like on a seesaw, where you’ve got one side up and one side down, you’ve got to decide. It’s hardly ever even, right? So when you push on one side, it’s got to give on the other. That’s the first realization. You can’t do all things, can’t do all things for all people. You can’t. There’s a reason why there are sayings like that, okay? Write them down and they’re true. Don’t try to prove that they’re not, their true. There’s some great rules of business that you should apply, rules in life that we have learned over life that that’s one of those. That’s that.

The second is getting back to this conditions of satisfaction. What are the four or five things that you are driving in the business that must get done? Now, look at your calendar every single day and apply your calendar to that. Do they apply to the four, five or six things? Because if they don’t, you’re wasting your time. That means I have the ability everyday to go and look at my calendar every morning, which you and I talked about before we got on air here, that I sometimes will make decisions on the fly. You’ve got to move this, got to move that, it’s no longer important. That’s the other end of this seesaw. Something just gave and that’s what gave. Because I’ve got to drive toward those big things that I’m responsible for. These are mutual conditions of satisfaction. These are promises, so these are real, critical promises. I’m responsible for overall revenue of the company, driving the value of the company, making sure we have adequate capital for the company, making sure we’ve got adequate pull and making sure we’re producing an unbelievable superior product. Now, I have other people who each have in turn roles, responsibilities to help me drive those things. So my job is to make sure that for the number of people that report to me, I’m clearing the decks for them, and I’m knocking out the red flags. What’s getting in the way of them doing their job? Because that’s where I get to the scale.

Halelly: Perfect. I love it. So, we’re getting to the point where we have to start wrapping up, but I want to make sure that we first talk about what’s new and exciting for you. I mean, you’re always creating new things, so what’s got your attention these days?

Jeffrey: You know, I’m really excited about what we’re doing with C-Suite Radio. We’ve got today about 34 new podcasters. We’re ramping up to 100. 100 is a number. Once we get to 100, I’ll go to 200. So that’s kind of how I do things. So we get to the first one and see how fast that took, okay, well, how can we do it faster and bigger next time around and do it better? How can we get better quality people and so forth and so on? More listeners. So C-Suite Radio, C-Suite TV, we’re adding 15 new shows right now, television shows. I was on the phone today with some major TV people about creating some more shows that are going to go out, because we’re changing the way it’s done. Broadcast TV ain’t like it used to be and isn’t going to be like it used to be, so it’s a matter, it’s the Wild, Wild West. Someone said, “Jeff, you can’t do it that way.” Well, yeah we can. “Why?” Because we can. So that’s what we’re going to do. So TV is going to be, you’re going to see TV, we just took over all the airports where we’re the premiere business channel in airports and hotels. Then we have it on Apple TV and Roku and Amazon Fire and we just cut a deal to put it on every smart TV. But then we’re going to take those same shows where you would see them on our channels and why not put them on other people’s channels. Someone said, “Why would you do that?” Well, why not? I just want people to see the stuff that we’ve got, so how do I get to it? So my view is, wherever you’re at, I want to be. And I want to be where business happens, and that’s the slogan for C-Suite TV. Just like on the C-Suite Radio, it’s turning up the volume on business. That’s what we’re trying to do, in businesses in any which way or form. Then we’ve got our book club and our best sellers and building the C-Suite network. I’m just having fun doing that. I love building things and making them big. And because I can.

Halelly: That’s awesome. I love your energy. Well, you know, my book is on your book club and my podcast is on your radio show, so now I’m going to plug for my TV show, my future TV show will be on your TV network. What do you think?

Jeffrey: You have a face for TV. I have a face for radio and podcast, but you … I’ve actually had people say that, it’s amazing.

Halelly: That’s not true.

Jeffrey: These little trolls, these little dweebs that write to you and say you have a face for radio. Another one wrote to me and said my wife is a personal trainer, would you like her number?

Halelly: Those people are just jealous of you.

Jeffrey: I punched them in the face.

Halelly: Just send them some bacon! So what’s one specific action that listeners can take today, this week, that’s going to ratchet up their effectiveness as a leader, according to you?

Jeffrey: What are your personal conditions of satisfaction? What is it that drives you? For me, it’s about building wealth for me and my family and having a legacy so that my children and their children and their future children don’t have it as hard as I have it and they have a leg up, because that’s what it’s about for me. Second is I want to do things that I learn from. I am challenged. I love challenge. I love to find things, to fix things, to do things differently, just because the old becomes old to me. And third, I want to do it with great gusto and fun. And if I can’t, I don’t want to do it. So, those are my three and that’s what guides me. Why don’t you find the ones that guide you? By the way, they’re probably going to change over time.

Halelly: Because of life stages or?

Jeffrey: Life stages or because I did that. I’ll give you an example – I’m going to make my first million. Okay, after you make your first million, what’s next? So it’s really about, you get smarter about not the intrinsic measure of things, but the intrinsic value of what they mean to you, you know what I mean? How many millions do I need? I know what that number is, and beyond that, well, I want to do something different with it. And so forth and so on. I don’t measure it like that. I measure it by building wealth. What does that mean? Well, now let’s start defining that for what it means for me and my family. So we sit down and have those discussions. And so they understand that if, hey, Dad is going to have to – this was years ago – but Dad is going to have to go and spend three months in Japan. He’s going to miss your games. He’s going to miss these things. Is it worth it for us? Because here’s what we’re going to build. Now, you have a say in that. If you don’t think that’s wealth in terms of our time and efforts and things that we have as a relationship, then great. Let’s change expectations. Dad won’t do that and here’s what it means for you. You’re not going to Harvard. You’re not going to get the new car. You’re not going to do these things. So we have those disucssions and that’s where we start having a great, healthy debate that causes this tension which gets you to a better place in your life.

Halelly: And for everyone, those decisions are going to be completely unique and different. I mean, maybe it is that you are okay with maybe having a more modest life, but being ever-present for your kids, and as long as you’re clear on that I think, then that’s all you should do.

Jeffrey: Yeah, and you could define that’s your definition for wealth. Exactly. Which is awesome.

Halelly: Perfect. I really appreciate that you took time from your very busy schedule, Jeffrey, to spend some time on the TalentGrow Show. How can people stay in touch with you and learn more about all the amazing things you’re doing?

Jeffrey: You can find me just by Googling Hayzlett – H-A-Y-Z-L-E-T-T. The first name is Jeffrey. You can find me at hayzlett.come. You can find us at C-Suite Networks, C-Suite TV, C-Suite Radio, C-Suite book club. Just type in C-Suite and you can find us anywhere. And it’s been an honor, so thank you to be on the show and just to have a chance to visit with you and your listeners.

Halelly: I appreciate you. And yeah, you guys are going to have to – I’ll link to everything in the show notes and you have to go check him out because he owns, I think, probably 50 percent of the internet. He’s out there, just look! Well, thank you and enjoy the rest of your day.

Jeffrey: Fantastic, thanks.

Halelly: I hope you enjoyed this episode of the TalentGrow Show and that you take action right away so that you can actually leverage the insights that you got to improve your own leadership skills, right? Action is the only way that you’re going to create change. Hop on over to our free private listener community group on Facebook. It’s called TalentGrowers community. If you’re not yet a member, just search it up on Facebook and ask to join. I’ll approve you and then on there, tell us what’s your key takeaway from this episode. Give us any updates on action if you already took some action and the results you saw, and any questions that you have. This is a place where listeners can support each other and I can further support you. I would love to have you join us. Please come on over. You can also check out all the links and resources that we mentioned in this show on the podcast show notes page, which is at TalentGrow.com/podcast/episode52. That’s another place where you could leave a comment in the comment section. So thank you for listening. I appreciate you. I’m Halelly Azulay, your leadership development strategist and until the next time, make today great.

Announcer: Thanks for listening to the TalentGrow Show, where we help you develop your talent to become the kind of leader that people want to follow. For more information, visit TalentGrow.com.

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