Why You’re Leading Wrong—Success Coach And Entrepreneur Brian Brault’s High-Performance Wake-Up Call (#431)

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“Roll with the punches, be flexible, and resilient to welcome life’s opportunities.” -Brian Brault

Exclusive Insights from This Week's Episodes

Brian breaks down the leadership blind spots that kill culture, the trust gaps most founders ignore, and the surprisingly simple tactics that turn mediocre teams into high-performance machines. With stories from the trenches and proven strategies that work, this episode is your crash course in how to lead with authenticity, vulnerability, and massive impact.

00:01:00 – The surprising leadership myth Brian learned to break

00:07:00 – Why leadership isn't about the office—it’s about your life

00:27:00 – A powerful story of vulnerability that changed Brian's company

00:35:00 – Why your team isn’t stepping up—and how to fix it

00:43:00 – Brian’s 3-question framework for scaling trust and results

00:54:00 – Brian’s advice to his younger self (and every entrepreneur)

Click here for full show notes, transcript, and resources:

https://podcast.deepwealth.com/431

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Transcript

431 Brian Brault
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Jeffrey Feldberg: [00:00:00] What does it take to scale a business, build a high performing team, and create a lasting legacy without burning out in the process? Brian Brault has spent his entire life answering this question. From a childhood shaped by his father's deep commitment to both scientific innovation and service to his own journey as a serial entrepreneur who built a multimillion dollar company without a formal sales team, Brian has mastered the art of leading with purpose.

As a past global chairman of the entrepreneurs organization, he's helped shape leaders in over 60 countries. Through his company, Legacy of Significance, Brian is redefining leadership, blending business excellence, personal growth, and community impact to create meaningful, lasting success. But Brian's story isn't just about professional achievements, it's about breaking free from the daily grind, thinking bigger, and achieving success that extends far beyond revenue. His work spans executive retreats, leadership development, and even couples retreats co led with his [00:01:00] wife, demonstrating how true leadership touches every aspect of life.

How do the world's top entrepreneurs scale their businesses while maintaining balance? What are the biggest leadership blind spots that hold business owners back? And how can you build a company that thrives whether you're at the helm or not? If you're looking for real world strategies to lead with purpose, maximize your influence, and build a business that stands the test of time, this is a conversation you won't want to miss.

And before we start the episode, a quick word from our sponsor, Deep Wealth and the Deep Wealth Mastery Program. Here's Bill, a graduate, who says, the Deep Wealth Mastery Program has transformed the KPIs we're using to accelerate growth and profits.

Or how about Emry, who says, and I love this, and I quote, the Deep Wealth Mastery Program helped me create the right mindset for both growing my business and later my future exit. I now know what questions to ask, what to do and what not to do, which is priceless. The team and I have found dangerous skeletons and gaps that we're now [00:02:00] addressing due to the Deep Wealth program. Today, our actions have a massive ROI. 

Absolutely love that. 

And now, speaking of growth and adding value, check out what Bruce says, and I quote, As a business owner, I'm always looking for new programs, systems, CEO peer groups, and strategies to improve my business. Hands down, the Deep Wealth Mastery program is the absolute best. I'm both growing my business and preparing for a future exit at the same time. It doesn't get any better. 

And I gotta tell you, as I hear these testimonials, this is exactly why I do what I do. My mission, the team's mission here at Deep Wealth, is to literally change the social fabric of society, one business owner at a time and one liquidity event at a time.

The Deep Wealth Mastery program, it's the only one based on a nine figure deal. And that deal, that was my deal. You know my story. I said no to a seven figure offer. I created a system that we now call Deep Wealth Mastery and that's exactly what helped myself and my business partners [00:03:00] welcome from a different buyer, a different offer, a nine figure deal.

So if you're interested in growing your profits, preparing for a future liquidity event, Whether that's three years away or 33 years away, and if 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 the Deep Wealth Mastery Program, otherwise known as the Scale for Ultimate Sales System. Better yet, why not hop on a complimentary strategy call? We'll see where you are at your business and what's standing between you and your financial independence and your dreams.

So that's where you want to be. You want to be with other successful business owners, entrepreneurs, and founders, just like you, who are looking to create market disruptions, whether you're a startup, whether you've been in business for three or four decades, whether you're manufacturing, whether you're a high tech, SaaS, low tech, whatever the case may be.

Come on in and network with other business owners, with other [00:04:00] businesses, just like you, because they all want to lock in their financial freedom and enjoy both success and fulfillment. Again, the 90 day Deep Wealth Mastery Program, it has your name on it. All you need to do is take the next step. Please send an email to success at deepwealth. com. 

Deep Wealth Nation welcomee to another episode of the podcast. Well, I've got to share with you since we've had Brian in episode 406 in that episode, we dove into all kinds of success to significance, leadership, entrepreneurship, and success principles overall. The feedback, the curiosity, the engagement that we've had since then, it was a must have to have Brian back on the show.

So Brian, welcome back to the default podcast. And I'll put in the show notes, Brian, our earlier episode four Oh six, which has your formal background and introduction. All that said though, for the newest members of the default community, why don't you share a little bit of what have you been up to? What have you been doing?

What's your story behind the story?

Brian Brault: Oh great. Jeff, thank you for having me back. I've been looking forward to this. We had a lot of fun the first time and [00:05:00] you asked such great questions that I think I probably took away more than anyone. On from our time together, gosh, a lot's been going on. you know, been had some really great time with family.

I have three children and seven grandchildren. Been able to spend some time with them over the holidays and my wife and I went off and had a two day offsite where we. Kind of evaluated our 2024 and really what we learned and what we wanted to start doing, stop doing and continue doing for 2025.

And we've got some really exciting programs that we're committed to that really, we feel will create impact in other's lives, which is what drives us. gosh, just returned from an overseas trip in Pakistan, which was really exciting where we talked about. Really what the world needs now, the kind of leadership the world needs now and really we dug into vulnerability based trust and the importance of that in building high performing teams and really had a good time.

We've got some travel coming up where just going to be talking about. [00:06:00] Really helping develop leaders across all dimensions of their lives. As you and I often talk. It's not just about how you show up in your business. it's how you show up in the relationships in your life and when you're serving the community.

So that's kind of what we're going to be digging into.

Jeffrey Feldberg: Yeah, Brian, what's so unique about you? And it's so fascinating. I mean, if we're honest about it, the world doesn't need another book or program or webinar or seminar on leadership. There's so many of them out there. You are bringing as a saying goes a full meal deal to the table. And as we're talking about offline, you're not just focusing, okay, Jeffrey, tell me about your leadership.

When you're in the office, you're looking in every nook and cranny of my life because your thesis, and you can correct me if I'm wrong. We are a whole person. And when we show up to the office, if there's something that's not quite right on the personal side, guess what, whether we want to or not, that is in one form or another is going to spill over into every other area of our life, or if we're having a really tough time on the business side.

Wow. Our family members, more times than not, sadly, often feel the brunt of that when the team isn't around and we're just left [00:07:00] to be recharging, which we typically aren't. So from that perspective, you have such a unique vantage point. You've worked with countless entrepreneurs and very successful companies.

You've been a very successful entrepreneur yourself. So you walk the talk. So what's going on with the whole picture from a leadership side? Me just showing up as a person. What are you seeing? What are you doing? What are we missing out there?

Brian Brault: Well, there's really 2 parts to that. And so, please make sure I come back around to the 2nd part, because I think actually, it's the more important part and that is understand that. We as business owners, entrepreneurs, leaders often focus on really developing as leaders in our professional life.

And so we seek to understand how to think about leadership how to hone our skills as leaders and yet when you really dig in and understand the impact of leadership. building a high performing team in work. same efforts, mindset and [00:08:00] skills are what is required in building high performing team in your marriage or in a relationship.

marriage is a team of two or relationship is a team of two. A family is a team. and so interestingly enough, When you really start to pull back the layers of the onion and what's required in being effective in each of those areas of your life. It really comes down to the same things.

And it's about commitment. It's about trust. It's about being able to safely navigate conflict so that people feel heard and valued and they're contributing to the best path forward. in the workplace, it might be a culture of accountability at home and in your marriage or in family relationships that might be, about supporting rather than maybe using the words accountable.

I, for my wife and I. My wife doesn't like me to hold her accountable, nor does do I like her to hold me accountable? But, we shift to more mindset of supporting each other in achieving what's important in our life, but [00:09:00] also the way we show up in the community. And in, if we're in roles where we're leading leaders same attributes are really required there.

So there's, understanding that just because you're a good leader. Yeah. In the workplace doesn't automatically make you a good leader in your family or in your relationships. But it does if you are able to apply those same approaches in various parts of your life, just like if you're a wonderful mother or father, aunt or uncle or family member, brother, sister or husband, wife.

And you understand what it takes to be a good person in those roles and you apply those to other parts of your life. They help you be more impactful elsewhere. The other part of your question that I think is really important is that we are human beings and we lead other human beings and so, life is such that it doesn't always [00:10:00] Go exactly the way we would like it to go.

There's things that we experience in life that are amazing. And there's things that we experienced in life that are hard or sad or tragic or certainly disruptive to our day to day routine. And that could happen in business that could happen in our personal life. And it's very difficult for people who are authentic leaders and people who try to show up authentically in their life to totally compartmentalize that.

And so when, for me, when I am struggling with something at it is difficult for me to just totally shut that down and leave work and be as loving and attentive and compassionate and present is I would like to be in my family or romantic relationship, my marriage. and then vice versa. If I'm struggling with a real challenge in my home life.

It's difficult for me to compartmentalize and shut that off. It's just [00:11:00] part of who I am. I put all of me into everything I do. when you put all of you into something you do, of what makes up all of you are the challenging times you go through. And so understanding the humanity of yourself, but also the people you lead, I think is an important part of being an impactful.

leader and it's often something that we forget.

Jeffrey Feldberg: And speaking of forgetting, I want to circle back and actually double down on a few of the things that you said, and I'm going to share an observation, and I'm sure this will be no news or surprise for you. I'd love for your thoughts, though, to share with the DePaul Nation. So on this podcast, very fortunate to have incredible guests like yourself.

I also have guests who were in the services defending our country, fighting for us, and I've also had guests who have been professional athletes. And what's interesting, when the topic of leadership comes up, some of the common themes that I'm hearing is, well, Jeffrey, if you don't know not only about your team member, but the team members family members, and what's going on in their lives, and what's [00:12:00] important to you, you're not a real leader.

Or, if your team doesn't know about you outside of the office, who you are as a person, what really moves you above and beyond business, well, again, you're not really showing up as that full leader. And from the outside looking in, I could say, my goodness. Don't have the time for that. That's crossing all kinds of personal lines.

That's really none of my business. That's none of their business. And the list can go on and on, but where are you? Where do you land on that?

Brian Brault: So it's interesting when you look at someone's resume or you just kind of look at how they show up each day you kind of start to know who they are and where they are at this point in your life. When you start to understand a little bit about people's history and what they've experienced in life.

You start to learn not only who they are, but who they have been. And and that is often, we all show up in each moment of every day and we react the way we do. We say what. We [00:13:00] say we have opinions or we respond the way we do as a product of all the experiences we have had in our life.

And most of the time we don't really understand why we may react the way we do or what has triggered something, but it is something that could have happened. This morning, last night, 10 years ago, 2030, 50 years ago, that has manifested part of who we are as a human being. And so, I'm always a real proponent of, 1 of the fundamental parts of building a high performing team is around.

Having trust and I don't mean trust like you leave, some money on your desk as you leave work one day and you trust it will be there when you come back that's kind of table stakes. What I mean is trust that you're all rowing in the same direction that you understand clearly what that vision is and strategy that's needed to get there and that you're all committed to getting there [00:14:00] and working together.

And a lot of that. Comes from having what's called vulnerability based trust. And what that means is vulnerability based trust is creating an environment. And the new recent term is psychologically safe environment. But really, what it comes down to is, hey, okay to be human and humans are imperfect beings and we're going to make mistakes.

And so as a leader, I need to be willing to say, Hey, I don't know the answer to this, but I know the answers in this room. Let's have a conversation because I think we can get some really good a really good path forward. And I don't have that answer myself or Hey, Jeffrey in hindsight. I realize I didn't really speak very kindly to you yesterday.

And I'm sorry about that. Or Hey, team. I've made a mistake. And I need to figure out how to fix this. Here's what I've learned and here's what I commit to in a path forward, but I need to own this. In other words, what you're saying is, hey, we [00:15:00] all have a goal of what we want to achieve. And life is going to happen and it's not going to, it's not going to be a perfect trajectory from where we started to where we got there.

We're going to make mistakes along the way. And that's okay. As long as we are open and honest about them and as long as we try to learn something from them and we work as a team because we succeed as a team and we fail as a team. So, this notion of, creating an environment where people feel like they have trust in each other is the foundation of building any high performing team.

Jeffrey Feldberg: And as we go down this path, so we've been talking some of the back end things, some of the fundamentals, we'll go more into the strategies in just a moment. Let's fast forward to the end though, to the dessert, if you will. So if I stop what I'm doing, which is the typical classical leadership of, okay, I'm focused on the KPIs, Brian, what's going on?

You've missed the KPIs. Let's talk about this. The business needs this, business needs that. [00:16:00] And I stopped going down that path and I'm now embracing Brian as an entire person. And I'm showing up not just Jeffrey from a workplace perspective, but Jeffrey also as an entire person. What would be some of the outcomes I'm going to get in terms of, and this is.

Probably going to lose some listeners here, but if I talk about feelings, how am I going to feel about this? How's the team going to feel about this? Culture wise, what's going on there? So let's fast forward to the end, and then we can take it back to the beginning of how we actually then achieve that.

And as I'm thinking about this, I'm thinking of Maya Angelou, who said, it's not the words that you say that people remember, it's how you make them feel, or some variant of that. And that's always really stood out for me and has stuck with me. So When we follow this whole person kind of leadership, and I know we have all kinds of programs, Brian, and coaching and masterclasses and retreats that go into all of this.

What would, though, what would that be like in terms of how I'm feeling, how the team is feeling?

Brian Brault: Yeah, you just for me, you just uncovered a lot of things that really kind of answer that question. And that is [00:17:00] what I try to tell people is being a compassionate leader, recognizing the humanity of people and creating an environment of a safe environment with based and vulnerability based trust does not mean we don't have to deliver results.

What I would actually assert is we are more likely to deliver results when we lead with compassion. And the reason I say that is kind of what you alluded to with the Maya Angelou quote. Jeffrey, you are committed. You are on our team because we have gone through a very elaborate process to make sure you are core value fit.

You are aligned with our values. You are intellectually fit to do the role. you understand what's asked of you. And there's an agreement between you and the leadership of what the deliverables are. That aside, we are all committed to delivering a successful result.

When I say we all, we as a team are committed to delivering a successful result. [00:18:00] There are a group of human beings that are part of delivering that result. And if you know that the team will deliver the results and you're part of that. But that as a human being, you're going to go through different aspects of life in times of life when things are challenging that you're part of a team that cares about you as a human being and will step in and say, hey, Jeffrey, you're going through a difficult time.

We'll step up and we'll take on some of your responsibility to drive this across the finish line successfully. While you take care of what you need to take care of, then how you felt. It wasn't the words we used. It was our actions that say, Hey, this team is committed to excellence. They understood I was going through a difficult time, or at least part of the team understood I was going through a difficult time.

They stepped up for me when someone on my team is going through a difficult time. I absolutely am going to step up and help them when [00:19:00] needed. And so it's knowing how your teammates, how the leaders on your team make you feel is really what makes us committed to the team and what makes us committed to to excellence.

Jeffrey Feldberg: And without rehashing everything that we spoke about in our earlier episode, again, do you both mention, go to the show notes. One of the concepts that we spoke about, and I know we flagged the particular concept as something we could easily have not just an episode, an entire series on. When people feel a responsibility, well, okay, Brian's my boss, so I guess I'm going to just have to do this, even though they don't necessarily want to do it.

It's a different result and likely a different outcome versus, hey, I am not going to let Brian down. He has been there for me the entire time. He is like a family member to me, and I'm going to do everything I can. I'm going to go above and beyond to get this done because I don't want to let him down, and I really appreciate his support and his trust in me, and I'm not going to take advantage of that.

And so there is a difference in that. Do you want to double click on that? And for Deep Health [00:20:00] Nation, go more into that of how as leaders, we can create that kind of it's really a culture. It's something that's baked in of, Hey, I'm just going to go above and beyond. Not because I have to, yeah, sure. I have to, but I want to, I'm choosing to.

Brian Brault: Yeah, there's a lot there. And I think you're right. We could probably do a whole series on that. think and I touched on this last time and that is, 1 of the things that I think is really important that leaders are able to do is make sure the people they're leading can answer these 3 questions.

And that is where are we going? What do we need to do to get there? And what is my role? And the where are we going is that clearly articulated vision so that the whole team knows what success looks like very specifically what success looks like and what the end product will be. And and then, what do we need to do to get there?

Is that strategic plan? What are all the things that need to happen to achieve that success, to achieve that vision? And then the third question is, what [00:21:00] is my role? So everyone in the organization from the founder or the CEO or the leader of that team to the person who's most recently joined that team understands what they are responsible for, what they have agreed to do.

In order to execute on that strategic plan to achieve that vision and part of once everyone understands what their role is and what they've committed to and agreed to, then that brings about this culture of accountability. and the culture of accountability is really such that when I lead a team when I'm asking for commitments, I ask.

The person accountable for it to define and articulate what they are committing to and the milestones steps along the way to get there. And the deadlines along the way to achieve success. They basically assert those themselves. We, as a leadership team agree to those. And now is not as much about.

[00:22:00] Expectations as it is agreements. We are team members have made agreements with each other and psychologically. It's different when human beings are more likely to work harder to to meet an agreement that they've had versus an expectation. That's been placed on them. It's a psychological dynamic that is well researched.

I can't necessarily quote it at the moment. when we develop teams and it comes to the accountability portion, it's a matter of making agreements that all align with our strategy. And then What happens is we've also developed a high performing team. So I know a little bit about the history of my teammates.

I care about them. may not agree with all of who they are, what they've done or their experiences in life, but I understand them and I appreciate and I value them. And so, last part of that once the leader everyone can answer where are we going? What do we need to do to get there? And what is my role?

Then? I believe the leader needs to circle down to the bottom of the organization and [00:23:00] serve the people that they're leading. And what that means is that the role of the leader is to make sure that everyone has the resources they need. So, to maximize the likelihood they're going to be successful. In their role in achieving that vision through the strategy.

And so, that could be providing budget that could be providing clarity. It could be holding them accountable. It could be. It could be having difficult conversations. It could be just listening to them when they're going through a difficult time and listening to understand versus listening to fix or reply.

It could be going out and buying them lunch. Or running an errand for them so they can stay focused on meeting a deadline. But what happens is that the people on the team feel part of the team. They feel heard, they feel valued and they understand that the highest level of leadership is there to help them be successful.

And it just changes the culture. And to your point, it takes a task and moves it from being [00:24:00] something that I have to do is to be something that I get to do something that I want to do in order to be able to help the entire team be successful.

Jeffrey Feldberg: And so in creating this kind of environment, it's like anything else, I don't just show up to my garden in the backyard and boom, there's roses everywhere, there's not a weed in sight, it's immaculate, it's looking terrific, it takes time, it takes effort, and Brian, I suspect there's some unlearning that I have to do, and I have to dispel probably some myths that I've bought into along the way, haven't really checked in on them, I just went with it because that's what I was told to do or what I read or what I heard.

So as the founder, the entrepreneur, the business owner, where do I begin with myself to begin to be the change, as they say, in the other people that I want to see, I'm going to lead that change. I'm going to start doing it for myself and begin the process slowly of infusing this into the culture and begin to have the rest of the team members follow suit and do the same thing.

What do I need to start doing?

Brian Brault: Wow, boy, I think there's an [00:25:00] element of one is not hold ourselves to this notion that we have to be perfect. And that the achievement of results is. The achievements of results is really the end goal. How we get there doesn't have to be perfect. I'm a little embarrassed to say I was quite established in my leadership journey when this occurred, but and I may have shared this in the last call. I don't think so. But there was a time when my company.

Had a was identified as a brand standard for Hyatt hotels, which means that every Hyatt hotel in the Americas, which is Canada, the United States and Latin American Caribbean it was a brand standard. So all those hotels were required to have. our program. That was in 2010. In 2013, there was a change in the highest level of leadership at Hyatt, and there was a decision made to downgrade our program from a brand standard to a brand recommendation, which means we like your [00:26:00] program, but they're no longer required to have it.

Well, we knew we were going to be in a pretty difficult spot and that we were at risk of losing about 30 percent of our business. I called together a meeting from everyone around the country and a week later, they all showed up. And during that week I actually sat and prayed that I would have the right words that I would have the answer for the right path forward.

And I felt like I had been failed because that meeting started and remember looking down at the table, still trying to figure out what to say and, it felt like 10 minutes. It probably was 5 seconds. But then I looked up and I said to everyone, Hey, we all know why we're here. And I wish I had the answer for a path forward, but I don't and their eyes got really big.

and then I said, but what I'm pretty sure is that the answers in this room, we just need to figure this out. Their eyes got really big and then about. I don't know. 20 seconds later, someone said, Well, what if we tried [00:27:00] this? And then someone responded to that. And what ensued was a pretty robust discussion.

And about 2 hours later, the meeting was done and we had a plan. Maybe it wasn't perfect, but we had a plan. And I had felt, Jeffrey, like I had really failed my team. Because I didn't have the answer. I wasn't able to give them the guidance that they were looking for from me. And as everyone was leaving the office, there was a woman from Houston who came over to me at the end and said, I've never seen you be as strong of a leader as you were today.

And I thought, wow, I felt anything but a strong leader. I didn't say that to her. I said, wow. I said, why do you say that? She said, because you admitted you didn't know the answer, but you asked for our help and you made us believe that we could contribute to a good solution. And I think we've got a really good plan.

And what I learned in that moment, Jeffrey, is that it's okay to not have the answers. It's okay to be afraid. It's okay to make a mistake. And, there's this saying, as a leader, [00:28:00] don't let your people see you sweat.

Well, the reality is, Jeffrey, they know you're sweating before you are. They see the signs. And so being able to say, Hey, it's okay to be human. Then it's, I'm saying, listen, we as a team are better than any one of us as an individually, even me as the leader or the owner or the CEO, whatever role it is, someone plays.

And I think that's a really important part. I don't know if that answered your question, but

Came to my mind.

Jeffrey Feldberg: it begins to unravel some of the myths that are there of, Hey, as the entrepreneur, the founder leader, you've got to have the answers. You always need to show up with your a game on. You can't show weakness. You can't ask for help. You've got to be the first one in the last one out. You've got to set the example.

And as I'm talking about this, it really takes me back to maybe a time gone by. It could be from the fifties or the sixties, who knows when this all. Came around, but that people don't relate to that. And as perfect as you are, [00:29:00] Hey, Jeffrey, he walks on water. I can't relate to him. I have no idea what it's like to be Jeffrey, as opposed to look at this.

He didn't know he asked the team for some help, or he shared, he had some fears or he had some concerns and he was really open. Wow. I really like that. I can relate to someone like that because we don't come across as. Infallible to other people because they look at their lives. Most people are thinking, Oh my goodness, what a mess my life is.

I'm anything from perfect. How can I even match up to so and so? I mean, even Superman has kryptonite. That's the weakness. And that was likely deliberate when creating the character Superman that people could relate. Okay. As strong as he is, he has his weaknesses. What do you think is going on with that?

What's the human condition about that, Brian?

Brian Brault: Yeah, it's really interesting. when I stand up in front of a room and I'm going to be discussing leadership I never say that I teach leadership because that's good. That's a different journey for everyone. I think there, there are tools, leadership tools for sure, but mostly what I love to [00:30:00] talk about, you can Google tools, you can, Go on a I and get all sorts of tools, but it's really the thought leadership.

the emotional side of the leadership journey is that's what I really enjoy. Really digging into. But what I say to people is listen, I'm not here to teach leadership. There's nothing I can teach you. You have questions. And what I would assert is the answers to those questions are already inside you.

Maybe something that I say triggers something that connects for you or I may challenge you. I may ask a question, you'll have conversations with the people you're sitting with either during these sessions or a meal break That's where you'll find your answers. My commitment is to share things and create an environment for you to be able to connect those answers that are already inside you with the questions that you have.

Because I think it's I have made a lot of money. I've lost a lot of money. I've had things along my leadership journey that I'm very proud of. I've had things that gosh, I wish I [00:31:00] could go back and revisit and mostly because I don't like the way I came across showed up for somebody else in a situation.

And, I don't stand in front of a room ever saying that hey, you need to be like me because, only I am going to be like me. You've got your own journey that you've been on. And so part of being an authentic leader is being comfortable with who you are. So, yeah, there are people that I've seen and spoke with, actually, that present this image of.

I'm kind of the perfect leader. And I live a very admirable life and you need to do these things in order to be a great leader. And I struggle with that because 1 is will never be prescriptive about how someone needs to be as a leader because that is their own journey.

What I want to do is I want to guide them on their own journey of self discovery to connect with what's important to them and what's important to the people around them and just make those [00:32:00] connections for people. So, yeah, I mean, the era of Jack Welch. Where, the smartest person in the room, the most learned person in the room evolves into leadership.

That's kind of shifted away. And Jeffrey, you've touched on a lot of concepts in your questions or your summaries that really reinforce that. Because in Bill George's book, discover your true north Bill CEO of Medtronics and now is a Harvard business professors teaching on leadership.

In his book, in the 1st chapter to basically says that the air of Jack Welch and the smartest person in the room of also leaders is shifted to. Now it's people with higher emotional intelligence. People who genuinely care about the people that they lead and are really good at building high performing teams.

It's those people who are really evolving into leadership today. and believe with that, that higher emotional intelligence Yes, you need to be intelligent. You need to really understand the market and really what the purpose of your organization is and have a high [00:33:00] degree of intellect, but it's more so that you understand human beings, you understand how to read a room, you understand how to read human beings, you understand how to deliver results.

While you're being a compassionate leader. And and so, yeah, I think this the shift from, hey, do as I say is really the shift from positional authority. Where you lead by telling people what to do based on your position that you have the right to do and shifting towards more relational authority is really where the magic happens.

Jeffrey Feldberg: And so as we're talking about this, let's go back and thank you for being vulnerable and telling us about what was going on in the organization. And you called the whole team together. You thought you would somehow just show up. Okay, here's what we're going to do. Here's how we're going to do it. Let's go.

You didn't. And despite you probably being the harshest critic of yourself, one of your team members came back and said, Hey, wow, this is leadership at its best. Never seen you like this, really appreciated that. How did things turn out after that meeting? Was there a [00:34:00] change that you saw in the culture? And how did you guys end up dealing with that particular situation?

Brian Brault: Yeah, no, great question. So what we found is that our culture of accountability started to shift. Again I've always said, the, where are we going? What do we need to do to get there? What is my role that what do we need to do to get there? Is really more of a collaborative effort.

And, I think naturally I tend to be a collaborative person. What I found is people really leaned in to being collaborative. And also that started us on a journey where I felt more comfortable not having to have all the answers. And so I asked for more input and people stepped up and they really leaned into that.

Again, Tom Peters said, great leaders don't create followers. They create more leaders. I think that's a really important part of that. And what I found is by seeking out. People's perspectives and asking their opinions and having them [00:35:00] involved in a collaborative way on, how we could move forward is what I found is by seeing those leadership abilities and nurturing and mentoring and empowering them.

To step up and be strong contributors. What was happening is we were building more leaders and leaders of substance. And that really is what allows an organization to scale. I believe is when you create an environment where people can be empowered impactful leaders.

Jeffrey Feldberg: And so not to put words in your mouth and you can say Jeffrey on base, Jeffrey off base. It sounds like coming out of that meeting, you also had the realization, Hey, I don't have to always be on. It's okay for me to now go to the team. Guys, I don't get this. Can you help? Can someone come up with a plan here?

Can as a team, we figured this out together. And you're really, if I can use an overused term, you're self empowering people that they're going to step up. They're going to take the lead. Maybe not all the times, but in different. Circumstances we're gonna be sharing it back and forth as a team now Did some of the stress come off for you?

Did it become more enjoyable at that [00:36:00] point or was the opposite what was going on post meeting?

Brian Brault: Yeah, you know, definitely. to say more relaxed. I I don't know that more relaxed would be the word because we were in a difficult time and needed to navigate through that. But felt less alone because I felt like the path forward was going to be something we were going to work on together.

I felt. That as a team would figure out what needs to happen. And that took a lot of pressure off me because, we're not talking about insignificant numbers. We're talking about a lot of money. We're talking about people's jobs. We're talking about a number of things that we potentially were going to negatively impact.

And so figuring out the best solutions together made me feel. There's as the ultimate leader, there's this balance of being kind to people and being financially responsible to the shareholders, whether that's a shareholder of one or of many that's part of the role of being CEO being a leader is, is that, you're making strong financial decisions as well.

And [00:37:00] yet, the leadership team is made up of people who have very different areas to focus on. And so I felt like we were making better decisions. Yeah, it was great time. It was interesting. putting the brand standard for Hyatt in place was a really fun time to be part of our organization.

And we learned a lot an organization very fast, a very strong organization very fast. I probably learned more. When we went through a challenging time, I grew more as a leader. Then because building the team, I did everything instinctually when we were going through a difficult time.

At least I couldn't access my instincts easily in that moment. And so, being a little bit open and vulnerable. So 1 thing that I think is important understand is that, I didn't walk into that meeting and say, hey, I don't know what to do.

So, I feel inadequate and just left it there. What I said is I don't have the answer, but we need an answer. These weren't the words I use, [00:38:00] but we need to have an answer. I don't have it by myself, but I think we as a team can figure this out because we need to figure this out and create a path forward.

I think there's a difference between being vulnerable and leading with vulnerability. And what I did in that moment, kind of not realizing it was I was leading with vulnerability. I was saying, Hey, we need to figure this out. We need to create a path forward. I don't necessarily have all the answers.

So let's figure this out together. But we do need to figure it out. Does that make sense?

Jeffrey Feldberg: It makes absolute sense. Let me take it out of the business context, and I'll just share a personal experience, non business related, but it's everything business related. When my daughters were younger, and I'd be cooking something for them, chances are they wouldn't eat it. But it could be the same meal, this time I asked them for their help.

And now they're helping me, they're part of the process, we're figuring things out together, we're making a mess together, we're burning things together, we're not burning things together, but at the end of the day They cooked it, they then ate it. [00:39:00] And so I'd imagine, and I've seen this myself on the business side, and you, again, you can say Jeffrey, on base, off base, when the team is part of the process, not just, if you would have showed up and said, Hey, here's a solution, here's what we're gonna do.

Okay, sure. But because they're part of the process, because you didn't have the answer, they were part of the process to get the answer, I would venture that you had more buy in from them. They now had a vested interest. This became not just business, it became personal, because now it's their name that's on it, and they don't want to, Let you down.

They don't want to let the team down that you likely had more buy in, more energy going towards us. Hey, let's get this done. Let's figure this out. Let's cross the finish line on this. Thoughts about that.

Brian Brault: Yeah, you know, there's a big difference when you are doing what someone else tells you to do,

Or you're executing on someone else's plan than when you are executing on a plan that you have been part of. Very different. And so when you feel like, that's why, When you look at a lot of Patrick Lynch, Shoney's work on five dysfunctions of a team and what it takes to build high performing teams added that [00:40:00] you can't build a team that delivers results on a sustainable level without having that.

trust at the base of the pyramid. And again, that's vulnerability based trust. And then once you really have trust established, then you focus on healthy conflict and healthy conflict is really challenging each other. Jeffrey, I, appreciate you, but I don't agree with your perspective there.

And here's why I think this might be a better approach. And you kind of, you, but heads and you argue all for the sake of trying to deliver the best path forward. And if you feel like you've contributed and you've been heard and valued and I've contributed and I've been heard and valued. If we choose your path forward.

I know you've listened to me. I know the rest of the team has heard what my perspective is. And so if we've had that healthy conflict, it's easier for us to commit. To the strategy going forward, because even if it's different than what we had asserted because we had a strong voice, we were listened to.

We had input and we were valued in [00:41:00] that process. And so it's much easier for us to commit. So the 1st level is trust vulnerability based trust. The 2nd is healthy conflict. The 3rd is that commitment to a path forward. And then we have that culture of accountability. Where allows us to focus on delivering results, and they're all really important.

Jeffrey Feldberg: And so as we're going through this, I'm looking back on our conversation now, my goodness, for some of the listeners that we may have lost along the way, because we're on the soft side of business, the art side of business. Where we're talking about feelings, we're talking about ourselves, our personal life, showing up as a person being, not a person doing, a human being.

That it's really, it sounds like it's going to be individual for every person. I've got to look at who I am, who I'm not, what my personality is, and playing off of my strengths, not my weaknesses. Just because this style works for Brian, doesn't guarantee it's going to work for me. In fact, it probably won't.

If I can really Put my aspersions aside. Take a step back. Who am I really? Show up as my authentic self. Have those [00:42:00] authentic conversations. Wow, Brian, that's easier said than done, but when we do it, the results are gonna be there for us. And yes, there's ups, there's downs, there's challenges to your point.

Hey, Jeffrey, wasn't that it was less stressful? I just didn't feel alone. I'm paraphrasing your words. I didn't feel like I was alone. I had the team with me now and together. We achieved it. We figured it out and it was a team building moment. You can look back. Wow guys Look what we did the chips were down.

We crossed the finish line. We were successful against all laws We did that's something money can't buy you have to earn those stripes with the team And I'm sure the respect for you for the team members amongst each other went through the roof after that How am I doing with that in terms of how we begin to actually implement this?

Brian Brault: Yeah. No, I I think you're spot on. and what I try to explain to people is listen. I may be introducing a concept that is maybe a little bit foreign to you and you are looking and feeling and you have your whole career that the role of the leader, the role of the CEO for the Let's say or the sea level executive is to deliver results, [00:43:00] and I don't disagree with you.

That is our job to deliver results. I'm asserting that the path you use the thought leadership you use to deliver those results. I would encourage you to develop genuine culture of vulnerability based trust that you will find Bottom line is that yes, we have to deliver results, and that should never be in question. But I believe that as a team of that works together, that trust each other that has healthy conflict and commits and holds each other accountable and focuses on results. Those teams will work together. And I think that's what we need to do.

We need to do is we need to always deliver more consistent, better results than the teams that are a group of individuals, each looking out for looking for how to advance their careers. The reality is Jeffrey, if you put aside your desire to advance your career, [00:44:00] and what is it going to take to advance my career and you just focus on being the best part of a team and understanding what success looks like and what you're part of the strategic plan is and You deliver on working with your team to deliver success.

You will get tapped on the shoulder for higher roles. It's just if you're choosing to do things because you'll advance. you show up differently.

Jeffrey Feldberg: It's quite a difference of do this because I'm telling you to it's because my title that's why you're gonna do it Otherwise you're gonna lose your job Versus someone showing up saying yes, I want to do this and Brian you've been very clear You haven't abdicated getting the results. You haven't said, okay, the team's going to do it, and whatever's going to be is going to be.

Well, no, the team's going to do it. We have our objective in mind, and if we're not going to be getting there, if we're going to have some issues with that, well, let's sit down and talk about that. I'm not walking away from the desired result or the desired effect, but now it's more collaborative. It's more team based.

And I would imagine, Brian, when we have accountability, When we have that transparency, when we have that [00:45:00] culture of trust, of vulnerability, that now your company is going to scale faster than it would be otherwise because it's not up to you to be doing everything. The team members are making decisions and even if they're 80 percent is good, 70 percent is good.

Multiply that through by more of your team members. You're that much more effective. How am I doing with that?

Brian Brault: I think you're spot on. I was in a meeting recently where, kind of evolved as a leadership team. an organization I've been working with for the purpose of helping them to build a high performing team because a group of extremely talented people that are all experts in their field, but they were struggling as Yeah it's, it's really important and I think it's really important.

I'm so glad to hear that you're here. As a team. And so we've moved far enough along where in the most recent meeting I had with them, I saw an element of people. As busy as they were looking beyond what their own day to day roles were and offering to help other people. Hey, someone said, hey, just feeling a little bit [00:46:00] overwhelmed here and 2 or 3 people said, hey, listen, how about if I do this?

And the end of the meeting occurred, and founder came to me and said, I've just never seen ever our team show up the way they are. And I just feel, like we're moving in a direction without sharing too much. This founder is, going to be moving on to another stage of life here soon.

And they felt with us. More comfortable than they've ever felt that the team was moving in a direction that they could be a self sufficient team and the leadership they were coming together. And it was just really powerful to see that happen.

Jeffrey Feldberg: Not only powerful, I would imagine, it must be rewarding seeing your idea, your company now take roots, other people taking it in your vision, but also their vision in directions you likely would not have been able to do on your own, but now you're getting there faster as a team, more successfully building that culture and you and I both know it's a whole other topic.

It could be another [00:47:00] episode or a series. Why culture, you can't buy culture, all the money in the world, you cannot copy your competition. And often times, when we go back to Deep Wealth, our mastery program, where you've been with your companies, and I've been with my companies, and the Deep Wealth community.

There are times where someone will buy a company, they'll have a liquidity event because they want your culture. They can't beat you. They can't copy you. You have something unique. So it's really, to me, this kind of authentic leadership. It's a gateway. It's a doorway to more scale. Higher success, better results, a more enjoyable journey.

Thoughts about that? Love

Brian Brault: couldn't add anything that would make what you said more impactful. I thought you hit everything on the head. It's just We're all better together. What is it? There's this old African proverb that says, if you want to go fast, go alone.

If you want to go far, go with the team.

Jeffrey Feldberg: that saying. So true. So Brian, before we go into wrap up mode, a lot of strategies that we spoke about. These are from the trenches. This is not theories, not textbook. Is there [00:48:00] any one strategy, any one tactic here that you would put out there to the DeepAuth community? Hey, if you're going to do one thing coming out of this episode, try this one thing.

See how it works. See where it takes you. Is anything coming to mind for you?

Brian Brault: Yeah, when I work with teams, we start out, we spend the most amount of time on developing trust. And there's really two approaches that we do to that. And one is, we share our histories. And so you can do that briefly. You can do that more in depth. But, I would say anywhere from 5 minutes to 15 minutes per person on your leadership team, create an environment where you just start to share.

Hey, this is the part of my life. This is part of me that you don't know. But it makes up who I am. And it's, how I grew up. It was my relationship with my parents or brothers or sisters. There's some of the successes I've had in my life. These are some of my failures. And Jeffrey, the leader needs to go first.

There's a saying that when you're looking for input, [00:49:00] leaders should speak last so that you get all the ideas before the speaker starts because the leader will tend to drive the conversation. So, when you're looking for input and ideas or perspective, the leader should speak last when you're looking for vulnerability, the leader should speak 1st.

And be willing to be vulnerable and share the maybe the not so shiny parts of your life. Again, that can be done in, 3 to 5 minutes. At least it can be 10 to 15 minutes where it's much more in depth. And then from there, prior to that session, you don't have a personality assessment, a leadership style assessment of your leadership team.

And that could be, there's a whole host Of approaches from disc to Myers Briggs to culture index to Clifton strength finders. There's all sorts of things. And there's also a team's assessment that, they can do all this through us, but, they can also do this on their own.

That, it's just helpful when you have someone who's experienced and certified in it to navigate through it. But regardless, people can do these fundamentally be willing to learn about each other as [00:50:00] human beings. And also, when you do these personality assessments, you start to understand there's some science behind why people show up the way they do.

They're not just trying to be difficult. That's just how they're wired. It's how they think. And, disk is kind of interesting because there's really 4. There's four different ways that people show up. So it's easy if you and I are working together and there's just something about you that just gets under my skin.

I start to see in a personality profile that's done through thousands and thousands of people is that's just the way Jeffrey is worried. He's not trying to be difficult with me. That's how he thinks about things. That's how he naturally reacts to things and it makes it less personal. have that.

Combined with understanding a little bit about Jeffrey and the experiences you've had that make up how you show up today. It starts to make me realize, you know what? I like Jeffrey. And maybe I've struggled with him in the past, but I have a lot better understanding and I understand the humanity of Jeffrey more.

And so I [00:51:00] feel more committed to him as a teammate. And when you do that with everyone, all of a sudden you start to see these walls breaking down and people need to feel less perfect. And when you feel the need to be perfect, you also hold everyone else to that same standard. that can be really difficult because we're imperfect human beings.

Jeffrey Feldberg: Love that. We are perfectly imperfect and recognizing that showing up as that, bringing that ourselves to the workplace, leading by example, we'll bring that on others. And before we go into wrap up mode, Brian, my observation has been, and again, you can share on base or off base. When we're vulnerable with other people, it seems just to be human nature.

Hey, Jeffrey shared something personal. Let me reciprocate. Let me now open up and share something personal. Perhaps that would never have happened before. If we're just showing up with our business faces on and it's going to be quote unquote business as usual, but it's business unusual because that's not who we really are as people.

Thoughts about that before we go into rapid mode.

Brian Brault: Yeah, no, I think you're spot on. And that's, kind of why, [00:52:00] when leaders are asking for vulnerability. They should start first because in doing so, it makes it okay for others to share as well. And yeah, it's just when you, when someone leads with vulnerability, it brings the level of depth and connection naturally, and it makes it safe for others to do the same.

Jeffrey Feldberg: So much there, so much we can continue, but that said, I'm going to put a pause on things. We're going to go into wrap up mode. And Brian, you've been through this once before. It's a tradition though, here in the DePaul podcast, I am going to ask that same question again. Second kick at the can for you.

Let me remind you of the question that I have the privilege and the honor here in the DePaul podcast that I ask every guest. When you think of the movie Back to the Future, you have that magical DeLorean car that will take you to any point in time. So Brian is now tomorrow morning, and the fun part is you look outside your window, not only is the DeLorean car curbside.

The door is open, it's waiting for you to hop on in, which you do, and you're now going to go to any point in your life. Brian as a young child, a teenager, whatever point in time it [00:53:00] would be, what are you telling your younger self in terms of life lessons or life wisdom? Or hey Brian, do this, but don't do that.

What would that sound like?

Brian Brault: I would go back in time into my mid twenties and tell myself that as hard as I am working on building a business. and being the kind of leader I need to be in my business, that those same skills and mindsets need to go into how I build the most important relationships in my life, and that a business can be sold, it can be taken from you it can succeed, it can fail, but the relationships in my life Are and will always be the most important thing and they will be with me forever. I will be a parent forever No matter even if a child passes away. I'm still that person's parent. I'm still that person's father. Marriages [00:54:00] may not last, but there's still the relationships of the people in your life are what matter most.

And as hard as I'm working in building a business, make sure I'm applying those same things to the relationships in my life.

Jeffrey Feldberg: That's a powerful message. Relationships in your life is what matters most. And notice there's no mention about money. There's no mention about success. And I'd put out there when you get the relationships right, everything else in time will likely follow where you want it to be. But now you didn't quite say it this way, but I suspect you're getting at this.

When you put relationships first, that's when joy. Fulfillment, happiness come along with success. It's not an empty success. You have people in your life to share it with who have been there as part of the journey. Thoughts about that?

Brian Brault: Yeah you've heard this it's way overused. But when you're laying on your deathbed, no one says, I wish I worked more or had more money. It's all about the relationships that you have. And so, I am at a point in my life where I would. If I [00:55:00] had to make a choice between being with my wife and my Children and grandchildren and have nothing versus being extremely wealthy financially and yet not having them. 

There's nothing I need to think about with that.

Brian Brault: I've been really blessed with. An incredible wife of over 37 years and three adult children and grandchildren that, I would never say it's been perfect on any stretch. There's things that I wish I had done different as a dad, things I'd wish I'd done different as a husband or as a grandfather, but I love them all and value them more than anything else in my life.

And I have some really great friendships as well. And. Quite honestly, that's what I focus on more than anything else because it's one is a lot of what I talk about is authentic leadership and servant minded leadership and building high performing teams and it's all requires the same things to have those friendships and marriages or significant relationships in your life. 

Jeffrey Feldberg: Well said. And Brian, coming out of here in the deep off nation, somebody has a question. They want [00:56:00] to speak to you about this authentic leadership, getting these kinds of results or even some of your mastery workshops, your coaching, your retreats. And oh, you're really all over these beautiful locations, incredible retreats.

It's a win, win all the way around. Where's the best place online for someone to reach you?

Brian Brault: Our website is legacy of significance dot com. Or my email is Brian at life hyphen by design dot com. You can maybe put that in the notes as well. People are welcome to reach out to me at any point. it's always helpful. If you can remind me where you heard about me and really what's important to you and what you think I can help you with I'd be glad be able to do that. Yeah, we've got a lot of things coming up. We've got a two different couples retreats that are coming up once at a dude ranch in the Rocky Mountains. One is on the island of Santorini in Greece, which is going to be spectacular. They're both In late September, early October.

We also have Jeffrey something that I think you'd like is it's called a purpose filled life program. It's three day immersive experience being exposed to series of really profound [00:57:00] thought leaders around. Really, what's important to you in your life? And then how do you build a life that basically, as you look out 30, 40 years that you've lived the life that you really wanted to, and that it was very purposeful and meaningful for you.

And then we also have a key executive mastery program. It's an executive education based program for leaders and their leadership team, where it focuses on all the different aspects of running a successful business.

Jeffrey Feldberg: Oh, it's interesting, Brian, just as we wrap things up here with what you're doing on the retreats, not only is it a beautiful location, you're taking decades of not just your journey, but other entrepreneurs, your clients, their journeys, and you're putting it together in here's some strategies that you can apply for you.

Some are going to work, perhaps some aren't going to work, but you've taken the guesswork out of it. And in those few days we are saving ourselves, I would imagine years, if not decades of. Trial and error, painful trial and error to finally get it right. We're coming out of it and boom, let's go. Got the strategies down, [00:58:00] have the framework.

I have a support network now with your group, with yourself, Brian, that I can just make so much easier in terms of success, enjoyment, business, personal, all those things rolled into one. And that's what I really love about that. Deep Wealth Nation, please check the show notes. It's all there. It's a point and click.

Brian shared his email address. Reach out to Brian directly, ask him some questions. You'll come out of the conversation a whole lot better. And on that note, Brian, once again, a heartfelt thank you. Congratulations. It's 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.

Brian Brault: Thank you, Jeffrey. I always love spending time with you. 

Jeffrey Feldberg: 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? [00:59:00] 

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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.

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Thank you so much. 

God bless.