Is Your Organization Outpacing You? Here's How To Solve It w/ Rajesh Nagjee

Rajesh Nagjee is a distinguished CEO, mentor, and self-described "business physicist" based in Dubai. With a robust career trajectory beginning in a legacy family business and progressing through diverse fields like healthcare management and music, Rajesh has amassed over 80,000 hours of expertise in coaching and consulting. His unique approach integrates elements of physics to identify the underlying principles of leadership and business scaling, effectively turning complex concepts into actionable strategies. Rajesh is known for addressing the "velocity crisis" in companies, where organizational systems outpace leadership's capacity to manage them effectively.

The discussion revolves around the challenges many businesses face as they grow and scale — what's termed the "velocity crisis" — where business systems can accelerate faster than leaders can cope. Rajesh shares his journey from running a family business to becoming an accomplished mentor and offers an insightful breakdown of the principles that guide his methodology.

Rajesh's expertise in blending vision, systems, and people to craft more capable leaders is beautifully explained in this podcast. With a focus on achieving work-life integration rather than the elusive work-life balance, he underscores the importance of evolving delegation styles and recognizing the importance of internal versus external business velocities. Rajesh identifies the generation of a cohesive leadership team and crafting an organizational environment conducive to productivity and creativity as pivotal to overcoming common industry pitfalls. Insightful to the core, this episode is brimming with practical advice for aspiring leaders eager to scale their enterprise while ensuring sustainable personal and professional fulfillment.

Key Takeaways:

• The concept of a "velocity crisis" occurs when business systems outgrow the leader's capacity to manage them.
• Delegation is a crucial skill that evolves from task management to creating ownership and partnerships within teams.
• True work-life balance is a myth, replaced by work-life integration focused on energy and capacity management.
• Leadership success hinges on the blend of vision, systems, and people — the essential triad.
• Solving the velocity crisis requires a fresh, playful perspective and avoiding conventional dogmas of rigid business structures.

Notable Quotes:

1. "Success occurs at the intersection of the fruits of success and the experience of success."
2. "One can never achieve work-life balance — it's energy capacity, work, and life."
3. "The scaling up is not the problem. The problem is the mismatch in velocity between your outer game and your inner game."

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Transcript

Authentic Leadership And Scale Tension

SPEAKER_00 0:01

You have to walk the talk. You have to be authentic as a leader. If you're not doing it, they see that.

SPEAKER_01 0:07

It is entirely universal. There's other people who are going through this problem.

SPEAKER_00 0:11

For me, a great leader needs to be able to marry three things: visit, system, and people.

SPEAKER_01 0:20

Welcome to Leadership Moments. If this is your first time, and if you are returning, thank you for your support.

SPEAKER_02 0:26

This show is about leaders from all walks of life, leadership tips, and maybe even a little of what you wouldn't expect to help you in leadership.

SPEAKER_01 0:35

We would appreciate it if you tell someone else about our podcast as we strive to support all leaders that want to just be better.

SPEAKER_02 0:41

Let's get on with the show. I'd love to introduce you to an amazing guest joining us from Dubai, Rajish Nagi, who is the CEO mentor and what he calls a business physicist. Fascinating, fascinating gentleman. Someone who studies the forces, interferences, and the invisible laws that govern leadership at scale. What G T helps leaders solve what he calls the velocity crisis. And we're going to dig into this today. The moment when company systems accelerate faster than the leaders' internal capacity to run them. We've all seen it. We know it's there. Now we have an expert telling us how this works. So he doesn't optimize the business first. What he does is he upgrades the leader. And that's what this podcast is all about. So today we're going to talk about what breaks at scale, why delegation fails, even in strong companies, and how leaders reclaim freedom without losing control. And I'm absolutely honored, privileged, and delighted to introduce Radish.

SPEAKER_03 2:00

Thank you. Thank you so much for inviting me on your delightful podcast. And besides everything else, I love your energy, I love your space. And I'm guessing that, you know, I'm going to have a good time with you. And I just wait for you to throw as many curved balls as you want my way. Some of them will pass, some of them I'll connect. Let's see.

SPEAKER_02 2:26

Well, listen, you know, the privilege is mine. I have to just tell you the first minute that we met, I my first thought was this is somebody that I can learn from. And those are the people that I love to have on our

From Legacy Business To Coaching

SPEAKER_02 2:42

podcast because that's what our audience needs, Radish. You know. So before we go, before we even go there, I just want you to share, you know, how did you get to where you are? And and why do you do what you do? And I have a very specific question about this. What exactly is a business physicist?

SPEAKER_03 3:02

So let me ask let me answer your question. How I got here is I took a flight from Bombay and landed in Dubai.

SPEAKER_02 3:11

Man, you know that's not what I'm talking about.

SPEAKER_03 3:14

Why am I doing what I'm doing? Is because you united me here. Uh, you know. So let me tell you up front, my um the purpose of my life is to make friends, have fun, be playful, and make memories. And as you can see, that's what I'm doing. That's one answer, which didn't pass with you. So let me give you the second answer.

SPEAKER_02 3:36

So straight up I need the deep stuff. I need the deep stuff.

SPEAKER_03 3:40

Okay, got it. So straight after college, um, you know, I joined our ancestral business, which was established by my grandfather in 1880. And uh, you know, so it's it's a legacy business, it's a family business with all the complications of uncles and cousins and all the rest of it. And what did I know? I thought that was what life was about, is that, you know, it was really about managing uh everybody's uh fragile egos and make sure this one doesn't feel bad and that one doesn't feel bad and all that stuff. Till slowly I started realizing hey, this is a total waste of my time. So then I continued working because I got promoted and all the rest of it. But at the end of 12 years, I told my dad, listen, can I take a sabbatical? And he said, Go for it. What do you want to do? Now, in those days, my dad from a very conservative kind of community that we all belong to was ex Howard. So he was uh, you know, very kind of forward thinking. And uh so he asked me two questions, why and what? So, why do you want a sabbatical and what are you gonna do? So I said, um, I want a sabbatical because I don't think I can continue working in this business with the kind of people I have to interact with. He said, Fair enough. What are you gonna do? I said, I'm gonna pursue music. And he says, Why do you want to do that? He said, Because I think I have the talent to be a professional musician, and it's the sitar I play, it's a very difficult instrument. And then he asked me, How long do you want uh to take a sabbatical? I said it's open-ended. I don't know if I'm gonna come back. Long story short, three and a half years later, discovered I had intense talent to be a very good amateur, but not a professional. It was during that period that I don't know, for some reason I conceived of making a small nursing home. Because what do I know about medicine? I'm not a doctor. So I said, I'll just organize it. I'm a very good organizer. I said, organize it, then I will, you know, this will be the nursing home on the top floor, I'll stay and I'll study and play music and all the rest of it. And then within two weeks, it turned out to be a 450 bed full hospital complex. We commissioned 150 beds. It was during that phase that I learned everything that I know today, because in that whole life and death kind of protocol that we had to manage, I learned one key driver of business, which is time. So there are three drivers: quality, cost, and time. And most businesses focus on quality and cost, time is so that's how the process began. I discovered I had the talent to coach and train. I spent 80,000 hours on my craft, got uh certified in 14 different disciplines in physics to figure out how we can create certainty in uh business growth and scaling up. And uh, you know, it's been it's been great. From there, my work brought us to Dubai 23 years back. We've settled down here and uh we're having a ball.

SPEAKER_02 6:56

That's amazing. What an incredible story. And you know, I think you know, the mastery piece of this is what really fascinates me the most because everybody's always trying to get to the winning formula, right? What's fascinating is that, you know, you started out really as a practitioner, right? Uh, and you've now dedicated your life to, you know, really helping others figure out how to do this very, very successfully. And, you know, as you know, a lot of businesses fail. Uh, and the reason they fail is really about all the things that you're talking about and the things that you know. And so that's why I'm I'm very interested to have our audience hear from you the things that, you know, um make us fail or or you know don't work according to the way they should work, because it's all there, you know, the vision's there, but the execution couldn't be there, and there's all these things that

When Success Stops Feeling Good

SPEAKER_02 7:52

happen, right? So you work with highly capable, high-performing CEOs on paper. And people would say they're winning, right? What's the what's the quiet moment? What's that internal signal when a leader realizes that something is not working anymore?

SPEAKER_03 8:15

Very simple two-word answer. It's called work-life balance. And everybody talks about work-life balance, but the more I studied it, I find it's it's uh it's basically uh fictitious coinage. One can never achieve work-life balance. I mean, what are you gonna do? This is you know, I've got 12 hours, six hours for work, six hours, or it doesn't work that way. So it's actually energy, capacity, work, and life. How does all that combine together to help you become successful? And success is the way I've studied it and observed it, occurs at the intersection of the fruits of success and the experience of success. And when people start finding that they're scaling up and all the rest of it is to this great urge to keep on accelerating the fruits of success, but the experience of success is diminishing for themselves, their families, they miss everything with the children growing up, they're traveling all the time, and so on and so forth. So that kind of starts this whole conversation on what am I missing? But the problem then is it's very difficult for them to admit that because outwardly they're very successful. And uh, how do they and that's this is the real reason why people say it gets lonely at the top? It's not lonely at the top, you're not able to communicate what's going on with you. But who are you gonna talk to, your wife or your kids, or your leadership? They expect everything from you, so you become the shock absorber, it's very, very confusing. So this is the ballpark of what happens, and we can dive down into uh into great depth to gain clarity on exactly what are the mechanics and how we can move forward from there.

SPEAKER_02 10:32

First of all, I'm just going to agree uh with you. I have always called it there's no such thing as work-life balance. It's called work-life integration. And if you kind of do work-life integration, then guess what? You know, something, something is off balance, something is off-kelter because work-life integration is not, it doesn't exist, right? Something's wrong, right? Now, you, however, I think have taken that to a whole another level. You talk about velocity crisis, and I would I'd love you to just explain that and then sort of get into that a little bit more, you know, because I think what we're talking about here is really, really important. Uh, you coach people, I coach people, we hear all the time. I'm burnt out, I'm having a midlife crisis, I'm having a mid-career crisis, uh, you know, I don't know what to do, I'm lonely at the top. All these things we hear, Rajesh. We hear them. But you figured out how to help people. And I would love you to just share with our audience what does that look like?

Outer Game Versus Inner Game

SPEAKER_03 11:41

The easiest way for me to share what this whole velocity crisis is, is to look at the outer game of business and the inner game of business. And there's a velocity in the outer game and a velocity in the inner game. And if these those both these velocities don't match, you're not gonna make any progress. So it's like saying that uh, you know, I've set these targets to win a race in my car, but it's a very beat old car, it's not gonna take me forward. So I need to get a new car, so I'll go and get a Ferrari. And now I am the man. It's a red shiny Ferrari. I'm on the track, but guess what? I'm now driving the Ferrari with my Sedan level skills. Again, there's a mismatch, right?

SPEAKER_02 12:37

Yeah, I know what you're talking about because I love speed and I love Ferraris, but I have no idea how to drive one.

SPEAKER_03 12:45

And you know, the the metaphor gets crazier because when uh you're a successful scale up, you get all these amazing frameworks, you know, all the scaling up frameworks, and they do a fabulous job. They build your damn Ferrari. But when they build your Ferrari, now you're at the top of the mountain, you're racing down that mountain, curvy roads, middle of the night, 250 kilometers, you're driving, you know, it's white knuckle, and you're trying to figure it out with all the reflexes of a sedan-level driver. So nobody's focusing on side by side to make sure that you get a license upgrade. So if you're licensed to drive a sedan and you believe that you can drive a Ferrari at that breakneck speed down a mountain, it's crazy. Absolutely crazy. And it is that mismatch that people start so I'm gonna Ferrari, I'm I'm I built everything, I did everything right. They told me do this, do this, do this, get these people. I got the team, I got the process, I did everything, but how come things are not moving? It is that velocity mismatch between the outer game and and everything that your business is now designed to do, and your inner game, where you got fear, doubt, anxiety, you don't know how to figure things out, you don't have, you have delegation, but you haven't distinguished that there are multiple levels of delegation. And so that's that's really the the work, you know. So my work is very simple. It's about making sure that they're licensed to drive the Ferrari that they're building, and then get a leadership team that partners them in that process.

SPEAKER_02 14:37

So I want to ask you about that. What are the there's clearly gaps, right, between someone who drives a sedan and someone who drives a Ferrari. I can tell you. All right. In fact, my husband uh brought me a beautiful Corvette Stingray for my 20th anniversary. Okay. I don't even know the knobs on the car yet. Okay, so clearly I am a sedan driver, right? In a in a beautiful machine that, you know, the machine has completely uh it's got the velocity and it doesn't have the right driver. So tell me, what what are those gaps, right? So what is the difference between a sedan driver and a Ferrari driver? Like what are the most common things that you're seeing?

Delegation That Builds True Ownership

SPEAKER_03 15:30

It's basically if I have to compress that into one word, is delegation. And when and when uh you know people are startups and they become successful, uh, they start gathering people to help them with this task and that task and all that stuff. And they're pretty good at it, they get that job done. But they remain stuck at that level of delegation without realizing that as a scale up, that level of delegation is gonna fail. So the the level one of delegation uh is basically you have assistance and you hand them tasks. The next level after that is you hand over projects and tasks and maybe scope. But when you hand over projects and tasks and scope, you don't have a leadership team, you got vendors because that's what you do with vendors. Call in a vendor and say, Look, this is the project I need you to do. Build my garage door, that's the project, and these are all the tasks, and you've got to fix this and fix that, and the lighting and all that stuff, and this is the scope, and you know, we agree, and so you have now a vendor relationship. The vendor is never going to be your partner, but for a scale up, for scaling up, you really need to develop delegation skills that create ownership and partnership, and that begins by working with them to identify or clarify and articulate what is the job that you're trying to do, what are the outcomes that are very, very important, and then give them ownership of the decisions, you know, graded decisions. So once that begins to happen and they have agency there, you suddenly find them showing up as uh as partners, and then you got you know bandwidth that helps you to grow. Now, most uh scale-ups want to keep everything close to their chest, and they really can't do much, and then they look at the leadership team and say, Look, I have these people, and uh you know, they are no good in their own mind, all of that stuff. I've I've heard it all. And more than that, I've been that person. I'm describing myself, and I discovered that in my first venture, 150-bed hospital, uh I ended up in the end of the maybe the second year with the dumbest uh leadership team. And then I started thinking that did I make any mistake in recruiting them? And I found no, I recruited the best. That's when I discovered that I have this superb talent of converting smart people into dumb people, and we see that all around the world.

SPEAKER_02 18:44

Yep, we do.

SPEAKER_03 18:46

There you go. And that's when I started saying, okay, now let me reverse engineer this to find out how I can restore these people to the smart people potential that I hired, and that's how my whole journey began. So yeah, it's been a long journey, and you know.

SPEAKER_02 19:07

But you you you you're touching on something uh that I believe is is very real uh as we look at companies today. Okay. Um, and here's here's what I mean by that. When you hire someone and you don't know anything about the job that they do because you don't have the expertise and the knowledge, you let them get on with it. Because you don't know anything about their job. So you you can't step in. But on the leadership side and the business side and the decision side, we have a tendency to want to own it and not let go. And sometimes there's ego and pride and other things that come in, right? Or control factors or whatever the case might be, or we think we can do it better. And the challenge with that is that to your point, you take ownership and empowerment and accountability away from the people who in fact want it. They want it, they're hungry for it. And you take it away, and not only do you make them underappreciated, undervalued, uh, you know, don't really want to be around because, quite frankly, they're not feeling that they're getting really used to their full capability. But as you said, you've taken really smart, capable people, and you know, they're worthless. So you're heading on something that I think is is really, really core to uh uh a lot of what we see in the world today, right? So tell me, you work with all these leaders. How how does a leader even recognize, you know, self-awareness is always the first thing. Most, you know, people are not self-aware, you're very self-aware, but some people are not self-aware. So, how do you even recognize it in yourself that that's what you're doing?

Turn Work Into A Playable Game

SPEAKER_03 21:02

Well, you you need somebody like me who's fearless and sits across this Mr. Founder, Mr. CEO. Uh make a list of all your really top, top leaders, and no more than three or four. Yeah, I mean, you could have a team of six, eight, but top three, four. Go ahead and make it. I said, now write each person's job description, and then I want HR to bring up the job descriptions and I want to match what you wrote with what HR brings up. They sit back and say, I can't do it. I said, that's really when it starts to unravel that the purpose of a job description that HR creates is to get a pool of talent that you basically choose from. But they expect that their job description is going to turn these people Into magicians. It doesn't happen. Because that's not the design of the job description. That's not the purpose of it. And HR is not, they are not responsible or accountable to make things happen. That's your job. And your CEO and COO, whoever is that top team. So then I then I tell them, okay, let's say we want to organize football, intercompany football. And can you make a list of the top 11 people that you're going to turn over to me to coach to play football? And you know, we are having fun, right? And so he writes down the names and all the rest of it. And I said, okay, uh, you are acting like my HR manager to help me from your pool create this 11 people team. Now, for these 11 people, can you create a job description to play football? Now again, they are flawks, they're looking at me. Have I lost it or something? Then I tell them, listen, the way you get people to play football is to give them only five key result areas. Number one, increase goals on that side, decrease goals on our side, increase faults on that side, decrease faults on our side, and improve passing. That's it, and the game begins. So that's what we really need to do is to work with the founder, the CEO, and the leadership team to create what I call the game condition. And in the game condition, they would have their key result areas, and six conditions need to come into existence for a game to for them to start playing a game. And you know, and I know games are fun. People really putting their heart and soul into it. Business is boring because everybody's made it so boring. So I tell Mr. Founder, I'm inviting you to come play business. And we're going to play business by bringing a game into existence. So the six conditions, first is freedom to play the game. Think of a football field, there is enough space for people to play football. Second, known barriers. You can't, like in English cricket, what do you call soccer, I guess in the US, you can't pick up the ball, for example. Then there's time, etc., etc. Third is the purpose of the game. Fourth is the choice to participate. Fifth is an energizing scoreboard. And the last is a referee or an umpire of the game. You put these things together and create very simple key result areas. Increase, decrease, improve, and you're done. And see the game start off. So this is what I do. I get them to design games and get people to play games. And once that starts to happen, there's an instant match between the velocity of the outer game and the velocity of the inner game. And that's how the results start to come.

SPEAKER_02 25:16

That's incredible. That is so, and you know what I love about the work you're doing is it's simple. I mean, it's not simple because if it was simple, everyone would be doing it. But my point is, it is actually simple and pragmatic. Right? Now, what what does what does freedom? Because I know you, I I know you've accomplished this, okay. What does freedom mean at the CEO level? What does that look like? How does that feel?

SPEAKER_03 25:48

So I I think basically there are two questions in that. One is uh, where does freedom exist? And second is what it is. Because I judge my wealth in terms of do I have lavish time? If Tracy flies to Dubai three days from today and says, hey, listen, I'm here for 24 hours. Uh can we spend some time together and say, okay, Tracy, I've got to look at my calendar. Maybe at 9:15, I will be able to spend 45 minutes with you.

SPEAKER_02 26:22

Everything we've spoken about today, we all want success. Might look different for people, but we all want that. We all want happiness, we all want freedom, we want quality of life. Uh, we all want more time, right? I mean, those are everything we're spoken about today, I think, are all the things people want. And what I would say very few people achieve. Okay. And if you had to think about the people that are listening today, because that's always how I think when I'm on this podcast, you know, how how do I help? Right? Um, you and I live a life of service and purpose. We discussed that. Um, I do this podcast because this is my way of giving back to others and helping them. Uh and when I think about the people listening, there's probably maybe a small percentage of them that have accomplished what we're talking about here. Maybe, maybe not even a full percent, right? So, what advice, uh, apart from reaching out to you and coming to visit you in Dubai? What advice do you have for them? Uh, and certainly we're going to give them all your information, everything, but but how do you how do you get them started? They're trapped. People are trapped in that, you know, you can call it the the rat wheel, you can call it whatever you want to call it, but they want what you're talking about, they just don't know how to get there. They don't.

Cash Flow Starts With Customers

SPEAKER_03 27:56

It's it's basically there are many, many steps in this, but since you asked, what is the first step? The first step always is to find the source of the river. And if the source of the river is not clean, and if it's if there's debris there, the river is going to run dry. So ask people that listen, we have profit, we have costs, we have so many things, but there's only one term that is cash flow. So, like a river flows, cash flows. So, my question to everybody is where does cash come into your business from? And you'll be amazed at the kind of replies I get. Oh, we get cash from the bank, we have loans, we have shareholders, we have this, we have that. And then I say, hold on a second. Where does cash really come into your business from? These are all debts. I didn't ask you where debt is coming from. You know? I'm not asking you, I'm not asking you where gifts are coming from.

SPEAKER_00 29:03

Tightly.

SPEAKER_03 29:03

And then we then they kind of they think it's a trick question. It is a trick question because most people spend quite some time to get that cash comes from customers. And now the problem is that they don't know who their customers are. They think that they've got their uh you know, ideal customer profile sorted, like a form that they feel. And what I've discovered is that it's a moving target. So one day I was thinking about this and I started searching the source of rivers, and I was amazed to find a documentary on the source of the river Thames. Turns out that there is no one fixed source of the river Thames, it's a glorious river that runs across, starting from wherever. So there's a catchment area, and I'm not if I'm not mistaken, it's a 15 uh mile or 15-kilometer circle, and it keeps shifting depending on the water catchment area. And there are people dedicated to keep checking the water balance and all the rest of it. And there's a person who actually goes searching for the source of the river. This is such a brilliant metaphor from nature that who you think is the source, your ideal client profile, is actually a moving target. So if you really, really figure that out, who are these people, what is the job they're trying to do, what is it that you offer them, and is there a match there? Then you start magnetizing and attracting people. So I got this crazy idea, and I just wrote down one day, sold out, and it was sitting on my board, and then people would come and look at it, and you know, a couple of people asked me what does that mean? I said, I'm I'm written that that's my goal to be sold out. And so, what does that mean? It means that sold out with a three-year waiting list. So I've got a capacity, and in that capacity, on one-to-one work, I am now sold out with a three-year waiting list. How did that happen? I worked on finding the source of the river, finding out who are the clients, what is their want and need, what are the jobs they're trying to do, what are the outcomes, how can I help them get there? Getting aligned, I started magnetizing people. And I realized that all of these people have tried everything in their life. So then I said, Listen, the next level for me, this was way back when, is to become the coach of last resort. They've tried everything, everything has failed. Consultants, coaching, this framework, that framework, and everything is all messed up. And then they come to me and I sit in front of them. I say, look, we'll get the job done, but let me tell you, I don't know anything about your business. Are you willing to start with a novice? And there are some very smart people who say yes. And then we have a ball, and their business just takes off. It's about simplifying, it's about removing all this nonsense that goes on out there.

SPEAKER_02 32:39

Well, Rajes, do you have any last words of advice for

Playfulness As A Leadership Practice

SPEAKER_02 32:44

our audience? It's been just absolutely delightful spending time with you today.

SPEAKER_03 32:48

I'll tell you what I was uh sharing with one of my uh clients. I was talking to him yesterday, and he had he was going through a bad patch. So I told him, Listen, I have an assignment for you. So he goes, Okay, he's ready with his pad when I said, Where's your daughter? Oh, she's gone to school. Where's your little son? He's three years old. And that cutie says three like this. He doesn't know how to do this, so he does this. So where's your three-year-old? He says, Across our house in a park, he's gone with a maid. I said, your assignment is go spend half an hour with him, hug him, and make him your coach. Lighten up, get uh, you know, the innocence of that child, that playfulness. You know, if you connect with that inner child, everything starts to work. So, you know, so the last thing I want to share with you is that uh, you know, the fun that I had on this podcast is inside of the space that you bring. There's a space of authenticity, there's a lot of kindness, there's love, there is uh, you know, as you said, wanting to pay it forward. And I and I suspect that all the magic that happens in your coaching comes from who you're being. It's in your space as opposed to what you do. And uh I think it's something brilliant. So anybody who's uh wanting to work with Tracy, you have my full support, and uh I'm willing to give you your money back if working with Tracy doesn't work out.

SPEAKER_02 34:29

Well, you know, I'm I'm a big, big fan of yours, and uh I'm looking forward to meeting you in Dubai. And uh what a delight. I mean, um, you know, I know you are uh you're a person who has got so much to give uh and gives freely, and that is that is a beautiful thing because um I know that there are a lot of people out there who need someone like you to really help them. Uh they're stuck. Uh and sometimes it's not big things, it's little things too. It's little tweaks that they have to make, you know, and just that, just that, that, that business physicist that you've got there, right? That that amazing brain of yours, being able to come in, look at things, step away, help them step away. You know, you you're looking at it from a very objective perspective. You know, you can see things that other people can't see, right? And so, you know, you you've got that ability to take that mathematical, analytical, pragmatic approach, simplistic, pull it down, and get people to see it for themselves. And that is the key, because you can see it. But the question is, can you give them to see it? And then can you get them to simplify it, execute on it? Well, thank you so much for being with us, and we'll give you all the information on Rajij. Please reach out to him uh and go uh and go get the coach of the last resort. He he is the key to a successful wealthy business. Thanks everybody. If you enjoyed the show, please go to Leadership Moments Podcast.com to subscribe to the podcast or on your favorite player, as well as follow us on Instagram and LinkedIn.

SPEAKER_01 36:12

You can also send us a message on what you like and don't like, or what yes you want us to have on the show. So until next time, this is Stacy Caster, and what does it change you won't change you.

SPEAKER_02 36:22

And I'm Tracy and on the be the change you wish to see in the world.