475 Lisa Even

Jeffrey Feldberg: [00:00:00] What if the secret to transforming workplace culture isn't in metrics, but instead it's in mastering the ripple effects of leadership. Meet Lisa, even a leadership coach, keynote speaker, and author who believes that leaders should happen to their teams, not the other way around. With a background that spans from waitressing at a small town cafe to managing multimillion dollar budgets in corporate America.

Lisa has experienced firsthand the challenges and triumphs of leadership. Her journey led to develop the concept of the Good Ripple Effect, emphasizing that every action, attitude, and decision can create positive disturbances that shape team culture and drive results. Through her book, Joy Is My Job, and her podcast Have Good Ripple Effect, Lisa shares insights on building intentional cultures that prioritize connection, accountability, and joy.

Lisa's approach is not about adding more to leader's plates, but instead about transforming how they show up [00:01:00] and fostering environments where teams feel seen, heard, and valued. Her mission is clear to empower leaders to create workplaces where joy and productivity coexist leading to sustainable success.

This is a story about redefining leadership, embracing authenticity, and understanding that the most impactful leaders are those who intentionally shape the ripples they send through their organizations.

And before we hop into the podcast, a quick word from our sponsor, Deep Wealth and the Deep Wealth Mastery Program. We have William, a graduate of Deep Both Mastery, and he says, I didn't have the time for Deep Both Mastery, but I made the time and I'm glad I did.

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The idea shared forever changed the trajectory of the business and [00:02:00] best of all, the experience was fun. And we'll round things out with Stacey. 

Stacey said, I wish I had access to the Deep Wealth Mastery before my liquidity event, as it would have been extremely helpful. Deep Wealth Mastery exceeded my expectations in terms of content and quality.

And you know what, my Deep Wealth Nation, why they're saying this is because Deep Wealth Mastery, it's the only system based on a nine figure deal. That was my deal. And as you know, I said no to a seven figure offer, and I created a system that we now call Deep Wealth Mastery that helped myself and my business partners, welcome from a different buyer, a different offer, a nine figure exit.

So if you're interested in growing your profits, preparing for a future liquidity event, if that's two years away or 20 years away, and you want to optimize your post exit life, Deep Wealth Mastery is for you. Please email success at deepwealth. com. Again, that's success, S U C C E S S, at deepwealth. com. We'll send you all the information about Deep Wealth Mastery, otherwise known as Scale for Ultimate Sale. That's where you want to be. [00:03:00] You want to be with other successful business owners, entrepreneurs, and founders just like you who are looking to create market disruptions.

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Welcome to the Deep Wealth Podcast. Deep Wealth Nation. Let me ask you something. When it comes to you, your leadership team, are you exactly where you wanna be or are you saying we're okay, but we could be better. We're good, but we could be great. And I don't know about you, but as an entrepreneur, I struggle with that every day when I'm running my companies.

Guess what? I have a fellow entrepreneur. A thought leader, an author, a fellow podcaster who's gonna answer your questions and more. You're gonna love this episode. So Lisa, welcome to the Default podcast. An absolute pleasure to have you with us. There's always a story behind the story. Lisa, what's your story?

What got you from where you were to where you are today?

Lisa Even: Oh, I love this question because it's probably one of my favorites to [00:04:00] answer. When I was in high school, I had a internship because they made you do it. They made you have one. And I was paired with a woman named Brenda, and Brenda changed my entire. Life. And when I think about, one human in a period of about five minutes, she really did have the biggest and best ripple effect that I could have dreamed to have.

And my tagline is, have good ripple effect. And what Brenda did for me, my, I grew up in a small town in Iowa, if you're familiar, it's like six hours west of Chicago. And. College wasn't a guarantee for me, it was expensive and my dad would was, it is a very pragmatic human, a really smart human, and he said, you know, I'm just not sure that you should take a loan for a piece of paper.

I don't know if that's gonna guarantee you. A job. And in our town at that time, you know, what would I do with that? And in this internship, this woman named Brenda, you [00:05:00] know, one afternoon says to me, Lisa, where are you going to college? And I looked at her and I said, Brenda, we don't pay for a piece of paper in our family.

Like it's really expensive. And she looked at me and she goes. Yeah, but do you want to? And I said, yes. And I tell you what, to have someone believe in you before you thought it was possible and to then say I can help you figure that out. She did a, a lot to help me think about where I should go, why I should go, what I would do when I got there.

I kind of credit that to being one of the first big ripple effects in my life. That's what led me to go and see the world and do things. And here we are today.

Jeffrey Feldberg: Lisa, as you're talking about that, it reminds me something we all take for granted. How in your case, I love how there is this one individual who forever changed your trajectory, really out of kindness and made a difference in deep both Nation. How many opportunities do we have and are you taking that opportunity, life's opportunity where it might be a passing comment even to a stranger that you don't know, but those kind [00:06:00] words, that encouragement.

Can make all the difference. And we've had guests on ZPA podcasts that have shared their story of how someone, they didn't even know it was maybe a ten second comment. An acknowledgement, a recognition, and put them on the right path. So that got you going. Now the area that you're in, what I love about that, Lisa, here at Deep Wealth, when we're talking about leadership and mindset and culture, my goodness, that's a lot of the Deep Wealth mindset roadmap.

We're talking about step two X-Factors. That's where leadership comes in. That's where culture comes in. Step five, a winning mindset. That's where we focus all on that. And a lot of these are not showing up. On a balance sheet, they're not showing up on profit and loss. And it's somewhat of an unfair question I'm gonna ask you, because you would be absolutely correct to say, Jeffrey, every company, every entrepreneur, every leader, him or her, they are unique on their journey and what they're doing is specific to them.

But that said, let's pull back for a moment, a 50,000 [00:07:00] foot in the air overview. Are there patterns that you're seeing is a good old Ritos law, the 80 20 rule that, Hey, Jeffrey? Yeah. 20% of these actions or inactions are creating 80% of the problems with the opportunities in disguise for most companies.

What are you seeing out there?

Lisa Even: I would say probably two things. Number one I often tell a story about how I had an employee who looked at me and in passing, we were. Is kinda standing, just to give you a sense of what the situation looked like. We were in, I worked in healthcare, so we were in a very large hospital in a clinic.

Within that hospital. We're standing there. We have a number of people that walked through our office on a day-to-day basis. Some of them are the doctors that we work with. And one of our doctors walked through and she looked adorable, disheveled, like mad scientist papers ev going everywhere. And her hair was a little bit like.

In a tussle. And this employee that I'm standing next to just says, you know, Dr. So-and-so Is the cutest. She always shows up just half [00:08:00] disheveled. That kind of sparked a conversation with the three or four of us that were standing there of like, well, how do we show up? And I was the leader of this team, so I kind of kept.

Quiet, right? Like I'm just listening to them talk about how each other shows up and they turn to each other and they're like, you show up like this. And then without skipping a beat, Hailey turns to me and she goes, you show up busy. And I remember thinking to myself, I am so fun and I am energetic. I am not busy, am I?

And I kind of laughed my way through the interaction of oh, ha. But I walked back to my office kind of just like replaying that moment of I show up. Busy. Do I, am I busy? And really, after a couple of days of probably a little bit of pouting and like silent reflection, I realized she was right.

I was showing up in a way that was busy and in a hurry and very much like skip the people part, just get it done. And I started to look around my team and think, oh, me telling them how [00:09:00] busy I am on behalf of them. It is actually not getting me the result that I want. And I think sometimes as leaders, especially as entrepreneurs, we wear all the hats and we wanna make sure, like even our small teams know like, well, I'm busy, but I'm working on the thing that's gonna really get us to the next level.

And we think that showing up in that way is going to give us results, but it's, not. And I had to really kind of pull that back to kind of be like, okay, what if I can be busy and. Think about how I'm showing up in particular moments. And I think that's one of the small keys that we often forget to, I always say present is the present, right?

Like your presence is the present. And so that's probably one of the things that I would say. The other one is probably a little bit around this idea of are you able to analyze like the environment around you?

The tip or the tool that I often talk with teams and organizations about are these three things, attitudes, [00:10:00] behaviors, and beliefs.

And if you're able to scan your environment and say what's the attitude? Almost like taking a temperature check. What are our behaviors, the ones that we want and the ones that we don't want, like the things that we need to get rid of, like complaining or, you know what have you. I had a nurse, she was brand new to the team about two weeks in, because I was a leader of leaders, I would meet with our frontline team members and I would say to them, you have the freshest size, like what's the most odd or interesting thing that you've noticed?

And she looked at me and she goes do we take a lunch? I'm like, and I laughed. I knew what she meant because there was this really unique behavior with a subset of people where they were very much they work through lunch, they always get it done. They're like, always doing the thing. And she looked at me and she goes, I laughed.

I said well, HR would like me to tell you yes, please take a lunch. And then she laughed and she goes I think if they took a lunch, they might be nicer Humans. And I said, yeah, I bet you're right. And we, so we talked about what are some interesting behaviors that occur on a team? They're not written in a [00:11:00] handbook, they're not on, there are official portals, but what are those odd behaviors that we do if you can start to pinpoint 'em, you can kind of say like, is that good ripple effect?

Is that what we want? And then that third one is really the beliefs. What do we believe as an organization? Do we believe, oh, it's always gonna be like this. So I would say those are the two things of scanning your environment and really being very intentional and tactical with how you're showing up.

Now. I know that's a lot.

Jeffrey Feldberg: Oh my goodness. There's so much there to

Lisa Even: So much I.

Jeffrey Feldberg: Before I get going Deep Nation, please go to the show notes because in there we have a link to Lisa's books. And so click on them, buy them, get them. Joy is my job. A book to spark joy filled mindsets. And then your upcoming one, which is What's my ripple effect?

And so Depap Nation, go there, click on the links, go get them. Lisa, you unravel one of my questions, you say leadership should happen to their teams, not the other way around. And you began to explain that. And I can now see where that came from, where you had that one comment. [00:12:00] And I gotta tell you, as you're talking about there, you're actually bringing me back to my very early days as an entrepreneur and I was just oblivious to everything else around me.

I've gotta get to this finish line. I'm going to wake up early, go to bed late, nothing else matters. And as I look back on that now, and fortunately I stopped mid tracks and there's a whole other story behind the story on that one, but I realize, hey, that's not the right way to do it, and there's a high cost to getting that.

You're gonna win the battle, as they say, but you're gonna lose the war and what you're giving up on that. So talk to us because I know I'm not alone and sounds like you're going through some of that as well, whereas leaders, it's so easy, we're doing what we're told, Hey, keep the eye on the prize, but we're losing our eye on everything else.

So what's going on with that?

Lisa Even: One of my favorite ways to look at it, which we all kind of laugh 'cause we're like that's not my favorite, is, when you wanna lose weight, right? You wanna lose weight. There are a lot of things that you do to get there, whether it's diet or exercise or just like eating smaller portions.

And I always say keep your eye on those [00:13:00] activities before the result. They call them like process outcomes and instead of like true outcomes. And if you can start to think about. Your team and the different hats that you're wearing, almost as if diet and exercise in smaller portions. If you then insert those things of how much time am I spending being the measurer of things?

How much time am I spending being a connector to my team? How much time am I spending coaching or mentoring? I have a number of different like. almost personas that I call them that I think about are you wearing different hats throughout the day? And if the answer is no, I'm just really concerned without, with about the measurement of things or I spend most of my day, as the cheerleader sometimes I'm like, you might have your percentages just a bit off.

You might have to tweak that just a little bit to and at least for me, I have to remind myself like. I need to spend a little time small talking because people like, they're not gonna [00:14:00] do the things that I need them to do without them knowing, liking, and trusting me. And so it's almost like if you're a very, I'm a, I always say like I'm a bubbly numbers person.

So if I can kind of think about it in relation to, okay, well about 25% of my time, I wanna be able to. Say that I'm coaching and about 15% of my time I wanna be measuring things. And then, you know what are those other percentages of like, I need to make time for the small talk. And those ultimately are like diet and exercise.

They will get you the KPI results or even to the end of the year. When you look at that, your balance sheet, and you're like, okay yep, we're there.

Jeffrey Feldberg: As you're talking about that there's so much that we can learn as entrepreneurs from the military, from the services, because I've had former service people on the podcast and they all say the same thing, Jeffrey, before I can have my team be really effective and on the battlefield is life or death.

This is not a game. They've gotta trust me.

Lisa Even: Yeah.

Jeffrey Feldberg: Just because I happen to have a title after my name, it doesn't mean that they respect me. It doesn't mean [00:15:00] that they trust me to what you're saying, Lisa, they say, Hey, I've gotta know who they are as a person, what's going on in their life, their families, what's keeping them up at nights that they're excited or they're feeling sad or stressed.

And know for myself in the early years as being a leader, I didn't understand that. I didn't realize that I would give myself a failing grade on all those areas because it was, hey. Jane, you're here. Just do your job. I don't wanna hear about anything else. Just tell me what's going on in the company and when we're gonna get there and what we need to do.

Whereas Jane May be having all kinds of things on the personal side that I wasn't the best of leaders or the nicest of people learned from that. Took me too long to learn from that. But it's so important and it also goes to what you really talk about in your books. So let's talk about Joy is my job.

And I love how you put that into the three different areas. So part one, you talk all about mindset and it's a choice as is so many things in life. And then once you get a. All firmed up with the mindset. Okay? Now that you know that joy is a mindset, here are [00:16:00] some barriers. The excuses that we tell ourself, the Kool-Aid, that we drink our own Kool-Aid.

Here's the barriers to joy. And then part three, you go into the framework and you have your four steps of what you're talking about there, and you can share on base or off base. One of my big takeaways from this was when I show up as a leader. If I'm miserable on the inside, if my personal life just isn't working out, it's not panning out, I'm not happy there, it's going to spill over.

I'm not gonna be joy, I'm gonna be angry,

Lisa Even: Yeah.

Jeffrey Feldberg: something else, and that spills over. So if I'm looking to my team to step up and be joy and go through the joy framework, I've gotta lead the change As the saying goes, I need to be the change that I want to see in the people around me. How am I doing with that?

Lisa Even: Yeah, a thousand percent. And I think, you know, sometimes people are like, okay, so you talk a lot about leadership and team culture, and you also talk about joy. And I'm like, yeah, I do. And even in my one-on-ones with team members, there's a download on my [00:17:00] website. Site that you can grab. It's called the PB and J worksheet, and I use that in the one-on-ones with my teams because I wanna know, first of all, their ps, which is like, how are they doing?

What's their perspective? How's their personal life? I wanna know about their progress of how they're doing, just in general. The B is really, I wanna gather better ways of doing things. I don't know about you, but sometimes when you. When you ask someone, they're like, oh yeah, that's been broken forever.

Or Oh yeah, that's a mess. Like we should have fixed it. If you stop to ask them like, is there a better way they can usually give it. It's just a matter of being like, oh, I need to ask them that question. But then that third one, the J is really the joy I wanna know from them. How are like, are they, what are they enjoying these days?

Whether it's work or personal life. 'cause you said, as you know, it spills over into both areas. And my joy journey really started. Kind of, I always say like it's not sunshine and rainbows. It actually started when my husband and I were slightly miserable. I came home one night, I was sitting on the couch and I looked at him and I said, [00:18:00] I'm exhausted.

we are overscheduled and underwhelmed and we measure and put everything on our calendar. Like I look at our calendar and all I see is like when to change the furnace filter and we have to go to house. And I've got work meetings and I said, in healthcare, 'cause my husband works in healthcare too, I said.

You know how we measure everything. You know, When you go to the doctor, we weigh you, we're checking your pulse, we're asking you a ton of questions, we're measuring all these things. And he looked at me like, yeah. And I said, I wanna look at my calendar and I wanna measure something. I. Other than the responsibilities that we have to do.

And he goes, okay, well what are we talking about? And I said, I don't know. I feel like we need to measure like fun and joy and I don't know, we need to make joy our job. Just like we would make our real jobs, our jobs, we need some more joy. And he is like, okay, well how do we do it? I said to him, I'm not sure, but give me a few days.

I went to Home Depot, I bought a giant whiteboard and I brought it home and I was like, can you hang this next to our bed? people don't have [00:19:00] whiteboards in their bed bedrooms. What? And I was like, yeah I would love to have this whiteboard right next to our bed because I wanna dream about and make a list of the things that could bring us joy.

Have brought us joy in the past, could do wanna do hope to do things. And I said, the only time we're sometimes together is before we fall asleep. I wanna add things to this whiteboard as we're laying there. And then. I wanna go to sleep, and the next morning when we are fresh, I wanna add to this list.

And it really was like a personal experiment that turned into kind of our own movement as a family. It moved from a whiteboard onto our calendars, and now we track our joy like a bank account. So we sit down once a month, usually with a glass of wine, and we look at our calendar and we say, do we have enough joy?

And it is the most fun thing we've ever done. And so in the book, I talk about the things that we tell ourselves like, oh, I can't really have joy right now because I have to wait till this project is done. Or I can't have joy right now because I need to wait till my kids sleep through the night.

What are those things that we're telling [00:20:00] ourselves? And then how do you kind of shift. To say joy is my job. If I don't add joy to the calendar now, like I might be waiting forever for it to just show up at my door. And so I think there's this really nice, almost like complimentary things of thinking about how are you showing up at work?

How are you looking at your team culture? And then how are you having some joy both personally and professionally? If you don't have a joy calendar, you need one.

Jeffrey Feldberg: I love that. A joy calendar.

Lisa Even: it's so fun.

Jeffrey Feldberg: And let me ask you this, because I know there's gonna be people that are thinking, yeah. Hey Lisa, I hear you. And it sounds like a great story. Yeah, that said, if I put joy into the workplace, sure everyone's gonna be happy, but we're gonna go outta business. Nothing's gonna get done.

Everyone's gonna be playing fun and games. I'm gonna date myself a little bit here, Lisa. I mean, If you go back to the.com, what I call the dot bomb era, you had all kinds of joy in the workplace. All these different services and these really funky workspaces. [00:21:00] Ultimately, those companies ran into problems and they took their eye off the ball, and productivity went down.

So how do we have joy in the workplace and ensure that we're not only meeting, but we're exceeding our KPIs, our key performance indicators, our goals, we're hitting it outta the park. How do we combine both?

Lisa Even: there's a couple of different ways. So some of it is really teaching your teams about the concept of call that I call crappy to happy. So we do many crappy things throughout our day, non, unglamorous things, whether it's Excel spreadsheets, in construction, it's carrying drywall.

I usually will say to my team. Okay. What's the most unglamorous thing that you do? I worked in healthcare before. Patient phone calls were automated, so for some of my team members making patient phone calls, they would have hundreds if not thousands of phone calls to make each month. And so I would go up to them and I would say, Hey, how you know, how's it going today?

And I was doing a little bit of rounding, and you can do this virtually too, but I would walk up to them and I'd say, Hey, crappy to happy, what do we got? And [00:22:00] they're like. Lee said, we got 600 phone calls, and I'm like, whew, that's a lot of phone calls. And they're like, yeah. I'm like, all right. That's the crappy.

But what's the happy what are we going to do before, during, or after to those five, 10 minute things to just take ourselves and remind ourselves that, okay we have a lot of crappy things, but like, where's the happy? And so for them, a lot of times it was like, all right, I'm gonna make, make it up.

80 phone calls, and then I'm gonna walk around the building, or I'm gonna make 80 phone calls and I'm gonna, order some Starbucks. And really just thinking about this idea of how do you take something that you don't love to do and you say to yourself I do it anyway. I had a a C-suite executive walk over to me after a one of my presentations, and she says to me, joy, huh?

And she kinda looked me up and down and in my mind I'm thinking, you either loved it or you hated it. I don't know. And she says, Hey, you know that crappy to happy thing. She goes, I know we were talking more in a work setting, but she goes, my mom is in an assisted living facility.

And I [00:23:00] said, oh, okay. And she goes Crappy to happy. She goes, honestly, I hate visiting her because we sit there and we just stare at the walls and I don't know what to say to her. But I think that I need to approach it in a different way, crappy to happy. She goes, next time I'm bringing a board game, she goes, we used to play board games when we were little all of the time.

And I was like, exactly. It's like that 1% mind shift to kind of say like, what does it look like for us to make sure that we are getting things done, but also enjoying it just a bit, and whether it's teeny tiny engagement sort of activities. The other thing I will often say is. To my teams, I'm like, not everybody's gonna love this.

My joy and your joy are so different. When I think once a month I sit down with my husband and I watch like a football game, and my only job in that moment. Is to enjoy his joy. he's like, did you see that guy? He had 40 rushing yards for whatever. And I'm like, I saw it. And it's the same at work.

Some of the engagement activities that we do or some of the things that we [00:24:00] will consider joyful. Some people I say permission granted to not claim that as your joy. And as soon as you kind of say that to folks, especially your older generations that maybe show, were like, we just show up and do our thing.

As soon as you say to them that's not for you. They're like, oh, thank goodness. And so it's really just teaching people about this idea of don't wait forever. Find ways to infuse it in small doses and realize that sometimes joy is gonna look different based on the person.

Jeffrey Feldberg: Okay, so what I'm hearing you say, and again, Jeffrey OnBase off base is first you're acknowledging, yeah, Jeffrey, this is just a crappy situation. This is not great. I get it. It is no fun. It is tedious, it is boring. So you're acknowledging it, you're empathizing with them, and it sounds as though, on the one hand.

Looking from the outside in why would we wanna do that? Because now we're encouraging them to say, yeah, you're right, and maybe you shouldn't be doing this, or find some excuses. But it's almost like you're giving or not almost like you're giving [00:25:00] them permission. Yeah, it's okay to feel that way because it's not great.

And yeah, it is boring, and yes, it is tedious, but then you're gonna really transform that because you're saying, okay, how are we gonna put some joy into this and have them think of it in another way. And so from that perspective, Lisa, walk us through your process. So imagine now. I'm a company and okay, Lisa, I want you to give a keynote to my entire team, and then I want you to advise my leadership team of where we are now and how we're gonna go from here to there.

What's your secret sauce? What's the method to your madness? And I say that, know the proviso, Lisa. Yeah, you're right. You don't even have to say it, Jeffrey. Every company's different. They're all on their own unique path. It's not a one size fits all. I get that. But generally speaking, what's the methods you manage?

What are you doing here?

Lisa Even: Yeah, so usually in a keynote related to Joy, we will talk a lot about why is it necessary? We'll talk about some of the science behind it because as you know, it's not fluff. It's actually there's quite a bit of science [00:26:00] around. That, and then I'll ask some of the almost like hypothetical questions of, I can imagine that there are people on your teams and we really kind of skirt the conversation, whether it's burnout or exhaustion or morale.

'cause some people I always say like, they describe their symptoms a little bit differently. Like, We've got people, you know, just kind of. Not great morale. Things are a little bit toxic. We've got folks that you know are burnt out, they're overwhelmed. Like those are the symptoms that I often hear when someone reaches out and then they say like, I think we just need a little bit of a boost.

And so when we start that conversation, we're talking about the science of joy. We're gonna talk a little bit about the challenges related to joy. In the workplace, like what gets in our way. And so they get to make a list of the things that kind of gets in their way, whether it's emails or deadlines, what have you.

And then we'll start to talk about desire, permission, and belief. So thinking about this team of are they in a space where they desire it? I had a woman raise her hand at a, a [00:27:00] presentation once and it was probably the my favorite moment. She raises her hand and she says, I have enough joy. Thanks. And it was like, it was so perfect as a keynote speaker, at least for me, those real life, life things.

I looked at her and I said yeah. If you have enough joy, you're right.

If you don't desire more or you don't desire it at all. Yeah. Yes. And then we talked a little bit about what does it look like for permission, going back to the hats that you wear each day, if your team doesn't have a way or language around this idea of being able to have a little fun.

Work, right? Because if we're wearing that measure or hat, Lisa, you show up busy, right? If you aren't creating a little bit of space for people to have, you know, we started our morning meeting off with a joke every day because it was like one of those things where, you know, some people will say well, if we're not laughing, we're crying.

And it's like, I want to give you just the tiniest bit of permission to have a little fun because I know that [00:28:00] you're gonna work harder. And I would say to them, I'm like, we work hard. We also play hard, do we not? And my team knew, and a lot of leaders would call me and say, what's your secret sauce? And I'm like we work hard and we play hard.

That's an expectation of our team.

And so if we looked at our, monthly calendar and there wasn't something small and fun coming up. It was like what are we really doing here? We spend hours in the workplace. And so I think it really comes down to that like desire, permission, and then belief.

It was really changing our team's beliefs to say we work hard and we play hard. Now, I worked in a neurosciences department, so, when you think about the patients that were coming into our space, most of our patients were dying. Were going to receive a diagnosis that they had something awful. That was happening to them.

Brain tumor, cancer, you name it. And so when it comes to the actual emotional workload of our team, not even the workload, but the emotional load, it was high. And so I would say to them, if we are [00:29:00] going to be our best in an area that is really hard and really challenging day to day, we have to find three to five minutes here and there to enjoy.

It. And so it was really this conversation around that. And I think if you are someone that's thinking about, okay, well how the heck do I do it? I say, first off, is there any joy on the calendar? Look at your team and think about is there any joy? Now again, I'm gonna tell a really quick story about a gentleman on my team, to give you a sense.

Big silver, bushy hair, big silver mustache older. And every morning I would come into the office and I would say, good morning Paul. How are you and Paul in this growly voice would say, good morning, Lisa. I'm two years and sunny and I'm like two years and sunny. I don't know what that is. And I was telling another leader about it and I was also telling him like, Hey, I got this guy.

we do this thing every day. He says two years and sunny. And he's driving me absolutely bonkers with our potlucks, like our engagement activities. He will be at the [00:30:00] potluck. With a plate in hand being like, I hate the potlucks, da da da da da. Like, I don't know why we do these. No. It was funny because right around the same time, my husband and I were making joy our job, and so we had decided to go on a trip and I said to him, I wanna go on a trip.

I don't wanna plan it.

So You can imagine we literally booked, we convinced a friend couple, we booked our tickets to wherever we could go. That was within our budget a few days before. So we got to Sweden and we heard that you could take an overnight ferry to Finland. So we end up on this boat and the woman at the top of the boat solved all of my Paul problems.

Like all of them because that leader that I was talking to back at home, he is like, I don't know what to do about the potluck. He goes, but I think when Paul says two years and sunny, he's talking about his retirement forecast. Now, before I left for this trip, I didn't have a chance to talk to Paul, but I get on this ship and the woman at the top of the ship says, welcome aboard.

And she's pointing out all the amenities on this ship. She's like live entertainment casinos. And my [00:31:00] girlfriend and I are like live entertainment our spouses are like casinos. And we're like fake bickering at the top of this ship. And this is the part where the woman like solves all my Paul problems.

She turns to us and she goes, time out. Lemme tell you something. Not everything is for everyone. Not everything is for everyone, but we've got something for everyone on the ship. So you two live entertainment U2 casinos, welcome aboard. And I walked away from her just kinda looking at her like, huh? I got back to the office, I went over to Paul and I was like, good morning Paul.

How are you? And he is like, good morning, Lisa. I'm two years and sunny. And I said, Hey Paul are you retiring in two years? And he kind of looked at me and he goes, maybe. And I said, Paul, we gotta talk about these potlucks. And he is I hate the potlucks, right? He goes back into his spiel. I just waited out and then at the end I said, Paul, you are two years and sunny.

I got people over here 40 years and cloudy, my friend, 40 years. They got left in the workplace. I said, these potlucks, they're not for you. So could you not hate the potluck? At the potluck? And he kinda looked at me like, ah, you know what? I'm like, [00:32:00] okay, good day, Paul. Bye. I walk away, I'm in my office. A few weeks later, somebody comes running down the hall and she comes to my office, she goes, you'll never believe who brought a dish to potluck.

And I kinda looked and I said, was it Paul? She goes, how'd you know? I went up to Paul at potluck and I said, Hey, did you bring a dish to potluck? And he goes, oh, it's for the kids. And I smiled and I kind of like, you know, arm to arm. I was like, that's right. When you give people permission to have a little bit of joy, but also to have joy in their own way and to even explain the why behind it.

Like we need joy guys. We need joy. It's gonna look different for each person. It really does a lot for people's, like internal, regulation systems of alright, they're not trying to pull one over on me and it's not for me or it is for me. now I know why. It's a really powerful tool my employees would do about anything for me because I made sure that we were working hard and we were playing hard.

Jeffrey Feldberg: Okay. My goodness. So love that example [00:33:00] and what you're sharing of how. You became curious. You went behind the scenes, you related, you shared in a respectful way what was on your mind. And lo and behold, wow, Paul reciprocated and he heard you. He felt listened. He felt heard, and off you went in changing something that probably otherwise ate.

Paul, come here. Unacceptable. What you're doing. You can't say that. You can't be like that. And we're creating some more resentment. So Lisa, as you're talking about that, you had me wondering and. We're not in wrap up mode. There's still more to go, but I wanna ask this question now, coming out of this episode, if there was one action that a listener in the Deep Health Nation could take right now before they go to their next meeting, their next activity, whatever business or personal thing that they're gonna be doing after this episode, what could be one thing that they do?

That really moves the dial. Maybe it's even a low hanging fruit. It takes 30 seconds from the time it doesn't cost any money, and it's back to [00:34:00] the joy framework, whatever it is. What would be one strategy that you're

Lisa Even: I would give, and I think it's a maybe almost a strategy that will in essence create a little bit more joy down the road, but it's a little bit more on the I would love for folks to be just a little bit more curious and when I. Say that I want them to ask people focused questions I always say like, try on other people's glasses and see what they see for a minute.

And the way that I do that, there's a really great YouTube video. It's old from Jerry Seinfeld, the comedian, and he says, I do a show. I'm like, thanks so much. Have a great night. He gets down from, the stage and then people line up to talk to him and he's like, what do I say 200 strangers?

And he gives a really great tip in that. And I think this is a really good like thing that you can carry. I do it all the time. It's, he says, I ask people specific questions. If you want to get real meat out of people, if I ask you a generic Hi, how are you? We all lie. And we're like, we're good.

But he says, you know, the person comes up and he says, where are you from? you [00:35:00] know, they tell him, you know, make it up Iowa. I. There's a lot of corn there, isn't there? And they're like, yeah, a lot of corn. Is it hot there? And he kind of follows the trail of asking very specific questions because people can give specific answers back.

And then the thing I like to do following that is I like to ask preference questions because as you open up a conversation around whatever it is. Then I follow it up with oh, you, you said it's hot there. Do you like the heat? And then they tell you their whole life story. And so asking very people focused questions to get kind of their perspective of, and ask very specific, have you ever been skiing?

No. You know, I've never been skiing 'cause my brother hurt his knee and da da da da. Like, They start to open up their suitcase a bit of like. they tell you all the things that you need to know. It just takes a matter of being specific. And then follow that up a couple of questions later about preference.

Jeffrey Feldberg: Lisa, as you're talking about that, can you validate if what I'm thinking is on track or not on track? And people aren't stupid and [00:36:00] they know that you're asking these general questions and perhaps even know it's in a setting where you're gonna be asking those questions. 'cause that's just what you

Lisa Even: Yeah.

Jeffrey Feldberg: But even though they know that. It seems as though when I've been there myself when this has happened, they really appreciate that because they're saying, Hey, Lisa didn't have to ask me that question. Lisa didn't have to take the time to learn a little bit about me. Yeah, and I know it was that kind of environment where that's what's expected, but I really, wow.

I really appreciate what Lisa did, and I really respect her. I really actually, I really like what Lisa's all about and what she represents and what she's doing. As opposed to what you were sharing before, just the canned stuff of, Hey Jeffrey, nice to see you. Hope you enjoyed your time. Have a great day.

You're taking to, Hey Jeffrey, where are you from? Where'd you come from today? Oh yeah, yeah. I hear it's hot there. There's lots of corn there. That you're doing your best to personalize, that you're at least trying. How am I doing with that?

Lisa Even: You got it. And I think the other part too is the first time you do it, especially with your team or even like customers or clients, they're gonna be slightly thrown off because it's not common,

It's [00:37:00] really not common for people to ask other people. Like some, a little bit more like specific questions, but they walk away feeling like that interaction mattered and you hit it right on the head of oh I respect her. And as you do it with your team, you, they're gonna start to give you all the insight into what they care about, what they like, what they don't like, what they wanna do more of or less of. And it really is almost like if you ha were building employee profiles. You're gonna have all of the answers that you need if you start to ask some fairly specific questions.

Have you ever been to Denver? No. You know, da Da dah da da. And then they're like, my old boss at my old job he was from Denver. You can start to kind of wiggle your way into understanding people a lot more if you follow that specific questions. And maybe you have to start with a general, Hey, how are you today?

And then you dive into, you know, what's one thing that you know, is on your to-do list today? I. And they're like I got 47,000 things. Now you're into like, oh, let's talk about that. And it really does give you [00:38:00] permission to pivot into those conversations.

Jeffrey Feldberg: Lisa, what's interesting as you're talking about that, I'm actually going back. This is going back yet a ways away. I'm gonna date myself again here. I was with a friend and read an event and my friend met President Clinton,

Lisa Even: Mm. Okay.

Jeffrey Feldberg: He was on the touring circuit, and my friend's, not even a Democrat, I. But he walked away because Clinton took the time and asked him questions exactly what you said. And my friend, he was like a little schoolboy. He was all giddy. Hey, can you believe he asked me this? And we're talking about that. And he knew that Clinton, that's what he does, and that's kind of his MO and everything.

But he experienced it in the first person and walked away wow, what an amazing guy.

Lisa Even: Yeah.

Jeffrey Feldberg: And it works. Even though he knew well, yeah, this is what Clint's gonna do, and I don't even agree with his politics per se, but walked away a raving fan.

Lisa Even: And I think that's a great, I love the like raving fan, like mention, because I think you'll be surprised at what people will then share later. Oh, [00:39:00] I was telling my friend about you and you know this and that. I'm like, huh, who would've guessed me? Just taking a moment to not be busy and to ask you a few things, what that would create from a ripple effect standpoint later.

Jeffrey Feldberg: And so let me ask you this, and you actually talk about this in part three, the Joy Framework where you talk about, I'm not. Out in the mood, and I know that resonates with me so much because as a leader, you know what,

Lisa Even: Yeah.

Jeffrey Feldberg: eventually falls back into my lap and hey, I take responsibility. The buck stops with me, as they say.

And I know there are some days where mentally, physically, it's just exhausting.

Lisa Even: Yes.

Jeffrey Feldberg: Dealing with situations that I don't wanna deal with, but I need to deal with them. I want to deal with them. And the list is just endless. And at the end of the day, I am just feeling so depleted and it would be all too easy.

And I've done it. Yeah, I'm just not on the move. Joy is not happening today. It's just nowhere to be found. Joy is MIA. So with that in mind, because as entrepreneurs we can be burning the candle of both ends [00:40:00] and not looking after ourselves. You talk about that for someone who hasn't yet read your book, and again, deep Both Nation, go to the show notes, click on the link, pick up both books.

What would you want us to know, Lisa, in terms of how do I bring joy back into my day when it's one of those days where it's anything but joy I.

Lisa Even: Yeah, I think that, you know, one of the funny things, and I, I wish I could have like my inner dialogue 'cause I feel like I do have a lot of Lisa get, do this and Lisa do that. I feel like my inner dialogue, I wish I could just put it out there for you to hear. But I think about it kind of in the like.

In almost a like with a little bit of levity of yep. Today is just one of those days, and I kind of almost laugh at it of if I could zoom out and be a fly on the wall to this moment, I would just be like arms crossed, shaking my head, being like, can you believe it? And I think for me that like just little tiny mention of this is in fact crazy, like the whoa look at this.

And kind of a, a, a moment of shaking, nodding, laughing. And then from that standpoint, I often [00:41:00] say you know what, if it was just five minutes. If I, because I'm so busy, it was one of those days, it was awful. What could I do if I had five minutes of time to just make it? A little bit more joyful.

And that's a lot of times what I do. I can walk around, there's like a road in my neighborhood that I can walk around in like almost 12 minutes. And so I literally, sometimes when I'm just having a day, I'm like well, it's time to walk around the pond. And it doesn't have to be big, but it's almost like a trick for your brain of resetting the settings of like, you know what?

I'm gonna do it anyway and I'm gonna do it small and it's going to be. A game changer. I have a friend, he texts me and he's like, Hey, you remember how you had me doing that five minutes of joy thing? And I said, yeah. He goes, do you wanna know what my five minutes of joy are? I said, yes. And he's like, every morning I brew a pot of coffee.

And he goes, I used to start the coffee pot, walk away, go get ready. He goes, now I stand there and I watch it brew. And then he goes, it tells my brain. It's going to [00:42:00] be a good day. Like Look at this jet fuel all for me. And so I think it's a matter of really building that muscle of saying, start small, look for moments that you can squeeze it in and it doesn't have to be big.

Jeffrey Feldberg: Okay, so what I'm hearing you say. Is number one, give yourself a break and you talk about this, give yourself a break. And it's okay to say, yeah, this is just not the best situation that you're in, or this is not fun, or, yeah, this really sucks. So give yourself permission to feel that. And then what I'm also hearing you say is, can you find even five minutes?

Everyone has five minutes during the day. Can you give yourself five minutes? To find some joy, something that makes you smile. Maybe it's brewing some coffee. Maybe it's taking a 12 minute walk around the block. In your case, Lisa, whatever, it's gonna be five minutes just to unwind, forget, go into another world experience.

That joy actually you're talking about. That almost reminds me when I meditate, I can be having a really tough or challenging day. It's only 20 minutes, but I [00:43:00] tell you, Lisa, coming out of it. It feels like I had eight hours of sleep and I'm recharged, I'm revival. Okay, bring it on, let's go. And it sounds like it's something very similar to that in terms of, hey, whatever turns your crank do that.

We're not taking, we're not saying take the entire day off, five minutes, 10 minutes, 30 minutes, whatever it is, take some time out, get that joy with inside of us. And I don't wanna assume, and you can confirm it for us, it also sounds as though what you're saying, Hey. When we take care of ourselves first, even though other people may criticize that from the outsider, you're being selfish.

What, Jeffrey? You're taking 20 minutes for yourself today when so much other things are going on. But when I take care of myself, I'm now in a position to take care of everyone else and not the other way around.

Lisa Even: Absolutely. We had a house fire due to lightning. And I actually tell the story in the book, and when you have a fire, all of your belongings are wet and they're full of soot and depending on your insurance, they take your, the things that have [00:44:00] survived and they take it away to be cleaned. And so I tell the story in there about how.

For about four months. We didn't have anything. Like they take it away, they clean it. And then, I asked the guy when we were standing there, I'm like, Hey, what? You know they're gonna put all of our stuff into a truck. They're gonna take it and clean it and it's gonna come back. And he goes, yeah.

And he goes, I'm like, when, how long does it take to clean stuff? And because I was like thinking to myself, we have a hole in the roof, so I gotta get that worked on. And then I'm looking around, like, how long does it take to clean like pots and pigs and all these things? He goes, oh, about 120 days.

I was literally like, it was July, right? So July,

Jeffrey Feldberg: Oh my goodness.

Lisa Even: I'm like, October, like I'm gonna get my stuff back in October. And I remember thinking like. That was like a bottom of life moment where you're just literally I have little kids, what are we gonna do for four months?

And for me, that's how I got through these five minutes of joy when I remember like looking at like the just sheer grossness of what had burnt. And then it was like these few months of dealing with insurance companies and then it was [00:45:00] like, now we're trying to, put our lives back together.

Those five minutes of joy was really a game changer in terms of how do we take a really crappy situation and just infuse a little bit of happy here and there. And it's like a habit. Once you start it, it doesn't feel hard, but in that first few times, you might set the timer for joy for five minutes and sit there and kind of pout about it.

But do it three to five times because by the fifth time you're like, alright, fine, I'll walk around the block, alright, fine. I'm gonna pour, we call it a Sprite special at our house where I pour like literally a can of Sprite, zero with some ice on it. And I have these like fun little straws and literally my kids know it as a Sprite special.

And literally you'll find yourself being like, all right, five minutes I can make myself a Sprite special in between meetings. And so you start to just let your brain. Search for it, and it can happen, like I said, in the worst and the best of times.

Jeffrey Feldberg: It sounds like, Hey, just go indulge yourself something. [00:46:00] All but is meaningful for you. And then how do we take that from doing that for ourselves to encouraging the team to do it in a way that your Sprite special works for you, but it may not work for somebody else. So how do we encourage them to find that five minutes of indulge or whatever the case is gonna be, to really take them over the top?

Lisa Even: A lot of times I do a lot of searching first, like I'm asking questions about how, like the specific and the preference. I'm like, what do what do you and your wife do for fun? And you're like, oh, we go to soccer games. And then I'm asking the next person, what do you guys do for fun?

And they're like, I like to read. And I'm just kind of making mental notes of what people like. And then oftentimes I'm sending them things, whether it's email or even in person. I'll stop by their desk. I'm like, Hey. Five minutes. You got three minutes, you got two minutes. I'm like, did you see that soccer game?

And I jump into their joy and I am taking the three to five minutes for them. If somebody loves to cook, I'm sending them a quick recipe via email and like, Hey, if you got a minute, make sure you read this recipe. It is. So good. And I'm just starting to invite the conversation between [00:47:00] us to be about the thing that they enjoy.

And then when we start to infuse it into like official moments where you have more of an official engagement strategy, then you can start to plan some activities related to that. Or sometimes it's just a matter of Hey, trivia, quick trivia question for the day. Who knows the answer?

Email me back, and you'd be shocked at how many people in a two minute thing. We'll actually engage with you. And if you're talking about the thing that they might like, like trivia question, which, make it up. Person did this, which person invented that? People start to perk up our brains love pattern and they love surprise. And if you can just give them a glimmer of oh, that was different. Your brain kind of says, huh, okay. I'm not just in the get it done mode. I had a moment of thinking about this other thing. Okay, now I'm back to work.

Jeffrey Feldberg: So Lisa, I don't wanna put words in your mouth. It sounds as though you deliberately are a collector, and what I mean by collector, you're a different kind of collector. You get curious, you find out, I'll call it the rocket [00:48:00] fuel. someone is really passionate about on your team, and you go outta your way behind the scenes without really saying anything to immerse yourself in the smallest of ways, perhaps in their world, so that when the, what hits the fan with that

Lisa Even: Yes.

Jeffrey Feldberg: you're going into your mental inventory.

Hey Jeffrey, what do you think about this? Or, yeah, I was watching that soccer game. Whatever their rocket fuel is. You have something in your back pocket that you can pull 'em outta that, and I would imagine they're coming outta that. Not only are they feeling better, their admiration and respect for you must be through the roof if they think about it of, wow, I can't believe Lisa knew that or even thought to ask me that.

Lisa Even: Absolutely. And one of my favorite things is like introvert versus extrovert. I love to find out it, which of those. Are they, or if they're a combination? Because I think that there are certain things, like even from a joy standpoint, their enjoyment or their way to fuel themselves might look different.

And so I even put like funny [00:49:00] things where we had, we were working on a really difficult project and I reserved a conference room and I put a sign on it and I said, all the introverts. Welcome and I sent a message to my team like, Hey, I know there's eight or 10 of you out there working really hard today for my introverts.

Just so you know, I have conference room. Be reserved for you. And like I would find them like two or three of them throughout the day. They just needed a moment away and they were in there and it, I didn't go in there 'cause I'm not an introvert, I'm an extrovert. But it was just a way of acknowledging the way that people.

A found joy, but also the way that they needed to show up and process information and that kind of stuff goes, goes a long way. And they kind of smiled and laughed of you know me too well. I'm like what can I say?

Jeffrey Feldberg: And not that everything's gonna be a bed of roses all the time in the workplace, when as a leader you are asking them to do something difficult. They will likely, yeah, I wanna help Lisa. We're in a tough situation here. She's been there for me. I'm gonna be here for them. And that's very different [00:50:00] than the mental chatter of, okay, she's my boss, I gotta do this or I'm gonna get fired.

There's a difference in the work output and in the team performance. And so Deep Wealth nation, if you're thinking, I don't have the time to do that for my team, I'm gonna say to you, Deep Wealth nation, very nonchalantly, find the time. Find the time because this is the rocket fuel for your team. It shows that you care, and I suspect the process of going through that, Lisa, you're getting to know them, your respect, your admiration for your team members.

As you get to know them even more, they're no longer just a team member, dare I say, friend. Maybe even view them as part of your family. We work so long with them. Often we see them more than our family to begin with. Anyways. That it really, it both ways you're learning about them, you're getting impressed, they're seeing how you care about them.

They will walk to the ends of the earth. And I know there's always exceptions and I'm sure default nation, you have your stories. Yeah, I did that. And so, of course there's always gonna be exceptions. But by and large, I would imagine, Lisa, that this is part of your secret [00:51:00] sauce that really gets the results.

Lisa Even: I had a woman, she was on my team, and I was a newer leader. She had been there like 35 years at the organization. I'm young, she's not, and it was, it took me months and months, i'm just. Continually like keeping my emotions in check. She's being a turd, every corner, every turn time we turn around.

And it was funny because when I moved rolls I was out at a a restaurant and there the, a waitress brought me a drink and she goes, Hey, this is from the lady down the way. And I was like, the lady down the way, this is odd. And so I look over and it's her, and she walked over and she goes, I put you through hell.

I said, maybe so. And she goes, and I really wanted to hate you as my boss. I said, maybe so. And she looked at me and she goes, but thanks for hanging with me. And we like toasted. And then, the next week I moved into a different role within that organization, but. It was one of those validating moments of I was below the surface, creating good ripple effect. Even though she just, to the, to her core was like, I cannot right. Have [00:52:00] this young leader who's energetic, doesn't know what you know da. But I think that if you do it over and over again, just very quickly, quietly, people, even though they wanna be like, Ugh, it's really hard for them to be like, I just, I couldn't. I couldn't. I like you.

Jeffrey Feldberg: Yeah. Yeah. It's hard to hate someone when you like them.

Lisa Even: Yeah, it is exactly, and that's what she, like her brain was telling her. She should, for all the reasons that you know of this, but Yep. Yeah.

Jeffrey Feldberg: Fascinating. Lisa, let me ask you this before we go into wrap up mode. I know there are so many questions I haven't yet asked. Is there a question that I haven't asked or a topic theme or even a message we haven't covered yet that you'd like to share with the Deep Wealth Nation?

Lisa Even: I'm sure they're already doing this, but one of my favorite things is living in the lab is just running some different experiments and so if you don't have some fun or funny or unique experiments that you are running in your organization or your team, whether it's even like getting a little bit creative about your services, if you're an entrepreneur or your offerings [00:53:00] like that would be my only other thing of get out there and live in the lab.

Run some experiments, try some things. And I tell my teams, I'm like, alright, we're running an experiment. We're gonna try this. If it fails scientists, what do we do? And it's saying like we experiment to see what works. And so if there's something from maybe this conversation that you're thinking, gosh, I don't know if I can do it.

Run a little experiment and see what happens. And I always say run three or four just in case that first one. You're like, I had one bad time. I'm not doing that again. Run a couple of them, but live in the lab, like big geeky goggles and a science speaker. Get out there and experiment.

Jeffrey Feldberg: Love that. Be curious and experiment and see what's out there and just. Really put the judgments, the labels aside and look at it without that emotion part. I'm sure that's where we see sometimes what we think is the worst possible thing is actually the gold that we're grateful for. It puts us into a better position.

And Lisa, as you're talking about that, [00:54:00] it's the perfect segue for us to go into wrap up mode. And it's a tradition here in the Dpat podcast. It's my privilege and my honor, where every guest I ask the same question. It's a fun question. Lemme set this up for you. When you think of the movie Back to the Future, you have a magical DeLorean car that will take you to any point in time.

So imagine now it's tomorrow morning, you look outside your window. Not only is the DeLorean car curbside, this is the fun part, Lisa, you're now gonna hop in. You're gonna go to any point in your life, Lisa, as a young child, a teenager, whatever point in time it would be. What are you telling your younger self in terms of life lessons or life wisdom?

Hey, Lisa, do this, but don't do that. What would it sound like?

Lisa Even: I'd probably go back to maybe my high school or even college self, and I would say. Be sure to take life seriously and not seriously all at the same time. Like you can't get hung up on in either spot for too long. There will be moments that you have to take serious. But don't forget that like [00:55:00] you don't always have to, that you can do and be a little bit fun and curious.

And if you do that, your life is gonna be really rich. Really, when you talk about Wealth. You're gonna have a Wealth of experiences and just a Wealth Of rich life.

Jeffrey Feldberg: Wow. I love that so much. In there. The gist of it is, Hey, you'll have a. Rich life. Be curious. Get under the details. Just be curious. Don't take it too seriously your biggest win or your biggest so-called loss. Okay, fine. Feel it. Enjoy it, but move on with it. Curious, you'll have the richest life. I absolutely love that.

And speaking of a rich life, for those in the default nation, they want you to come in and do a keynote for them, or to advise them and their team of embedding this joy mindset into the culture, or taking the leadership to the next level. Where would be the best place where they're gonna feel your ripple effect?

Pun intended, Lisa, where would be the best place online that they can reach you and begin [00:56:00] that conversation?

Lisa Even: Yeah lisa even.com. So my first name, last name.com would be a great one. And then follow me on social media. I put out quite a bit of content and little tips and tricks about leadership, and some are funny and fun and you will see results. So join me on that journey.

Jeffrey Feldberg: And Deep Wealth Nation, it doesn't get any better. And all this is in the show notes is a point and click. Well, Lisa, it's official. This is a wrap and as we love to say here at Deep Wealth, may you continue to thrive and prosper while you remain healthy and safe. Thank you so much. 

So there you have it, Deep Wealth Nation. What did you think? 

So with all that said and as we wrap it up, I have another question for you.

Actually, it's more of a personal favor. 

Did you find this episode helpful? 

Have you found other episodes of the Deep Wealth Podcast empowering and a game changer for your journey? 

And if you said yes, and I really hope you did, I have a small but really meaningful way that you can actually help us out and keep these episodes coming to you.

Are you ready for it? 

The dramatic pause. I'll just wait a moment. Drumroll, please. [00:57:00] Subscribe. Please subscribe to the Deep Wealth podcast on your favorite podcast channel. When you subscribe to the Deep Wealth Podcast, you're saving yourself time. Every episode automatically comes to you, and I want you to know that we meticulously craft Every one of our episodes to have impactful strategies, stories, expert insights that are designed to help you grow your profits, increase the value of your business, and yes, even optimize your post exit life and your life right now, whatever you want that to look like.

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The Deep Wealth [00:58:00] Podcast, it's your reliable source for the next big idea that could literally revolutionize your business. So once again, please hit that subscribe button, stay connected, inspired, and ahead of the curve. And again, your next big breakthrough moment, it might just be one episode away. Maybe it was even this episode.

So all that said. Thank you so much for listening. And remember your wealth isn't just about the money in the bank. It's about the depth of your journey and the impact that you're creating. So let's continue this journey together. And from the bottom of my heart, thank you so much for listening to this episode.

And as we love to say here at Deep Wealth, may you continue to thrive and prosper while you remain healthy and safe. 

Thank you so much. 

God bless.