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Scaling in Public Tip: Growth Comes from Small Adjustments

March 30, 2026 by angishields

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Scaling in Public Tip: Growth Comes from Small Adjustments

Stone Payton: And we’re back with Business RadioX Pro Tips. Stone Payton, Lee Kantor here with you. Lee, we’ve been so blessed to have Coach Trisha Stetzel really quarterback this whole Scaling in Public season for us. And we have learned a great deal from her personally, working with her directly. And she had some interesting perspectives on this whole idea of growth.

Lee Kantor: Yeah. I think this is why we like Trisha so much. She’s on the same page with us when it comes to a lot of these things. But when she explains it, it just seems like, “Duh, it’s right there. How come we’re not doing more of this?” But when she was talking about growth, she said growth usually comes from small adjustments, not massive overhauls. And a lot of founders feel like they need the perfect strategy, the perfect system, or the perfect plan before they make a move. But progress rarely works this way.

Lee Kantor: Most of the time, progress happens by small improvements, little, tiny tweaks of the message, adjustments of the sales process, refinement of the offer, improving one step at a time on the onboarding. Each change might feel minor by itself, but over time, those positive adjustments compound. And you know, I am a big fan of compounding.

Lee Kantor: But compounding is really how the progress occurs. It’s not about perfection. It’s just about consistently getting a little bit better every single day. What are you doing today to get a little bit better? And by doing that and stacking these wins and racking up this progress bit by bit is going to get you to your goal. You will grow if you are relentlessly pursuing these small adjustments.

Scaling in Public Tip: Ideal Client Profile

March 27, 2026 by angishields

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Scaling in Public Tip: Ideal Client Profile

Stone Payton : Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, we have learned a ton already in this Scaling in Public series that we’re doing.

Stone Payton : For those of you who don’t know, Lee and I made the decision to invite some of the nation’s top coaches to give us some counsel on this effort of ours to continue to expand the network, grow the business, scale this, and bring this opportunity to entrepreneurs to serve their local communities in many more places around the country and perhaps one day internationally.

Stone Payton : And I feel like, I mean, right out of the box, man, when we had, I think it was Todd Howard in that ideal client profile session, we learned some stuff that’s really already serving us, didn’t we?

Lee Kantor: Absolutely. I’ve been enjoying this so much, and I look forward to every single one of these coaching sessions. But from Todd, he is the kind of guru when it comes to ideal customer profile, ideal client fit.

Lee Kantor: He explained to us that the ideal customer profile isn’t just someone who will buy. They also have to be someone who can use the service or product easily and see results quickly. And that was a big mindset shift for me. That was important because – and it’s helped us kind of revamp our offering.

Lee Kantor: But he said the right customer should be able to implement without struggle and get a win fast. That really resonated with me. A lot of companies define their ICP purely around the budget or company size or industry. But if the product is hard for that customer to adopt or the payoff takes too long, they’re going to churn. And even if they were excited to buy, great ICPs don’t just purchase, they onboard smoothly. They get value quickly. And that early win turns them into a long-term customer and advocates.

Lee Kantor: So, here’s a simple test for your ICP. Can they implement this without a lot of friction? Will they experience a meaningful win in the first few weeks? If the answer isn’t yes, you might be targeting the wrong customer.

Clarity in Chaos: How Strong Leadership Drives Business Results

March 26, 2026 by angishields

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On this episode of Cherokee Business Radio, Joshua Kornitsky talks with Farrell Middleton to discuss what it really takes to lead, scale, and execute in today’s complex business environment. The conversation explores how leaders can cut through noise, align teams around clear priorities, and drive meaningful results without getting stuck in overcomplication. Farrell shares practical insights on leadership discipline, decision-making, and building organizations that perform consistently.

Brought to you by Diesel David and Main Street Warriors

CherokeeSponsorImageDieselDavidMSW

Farrell-Middleton-bwFarrell Middleton founded The Bell Curve of Life in 2022 to inspire positive change for individuals and organizations. His mission is to help people become A-level performers and support leaders in creating A-level environments.

Since launching the program, Farrell has connected with hundreds of people through one-on-one sessions, small groups, company presentations, contractor accreditation classes, and public speaking engagements.

After a successful 36-year career in residential land development and homebuilding, Farrell transitioned to his long-anticipated second career as a teacher, speaker, and author. This shift, made at age 57, has allowed him to share his passion for growth and leadership while engaging with people in meaningful ways.

In 2025, Farrell became a published author with the release of his first book, A Performer/A Environment. The book presents a practical framework for personal and professional growth and serves as the cornerstone of The Bell Curve of Life program.

Farrell’s programs draw on his extensive personal and professional experiences. A Georgia Tech honors graduate, he held senior leadership roles with both private and public organizations in the thriving Atlanta housing market. Over his career, he managed hundreds of employees, directed diverse teams, and navigated complex group dynamics.The-Bell-Curve-of-Life-logo

A Savannah native and the youngest of four, Farrell met his wife Kathy in high school. Married since 1986, they’ve raised two daughters, Pfeiffer and Collier, who now reside in the Atlanta area.

Follow The Bell Curve of Life on LinkedIn.

Episode Highlights

  • Clarity Is a Leadership Responsibility
    Leaders often underestimate how much confusion exists inside their organizations. Farrell emphasizes that it’s the leader’s job to simplify priorities and ensure everyone understands what matters most.
  • Execution Over Ideas
    Strategy alone isn’t enough. Farrell highlights that many organizations fail not because of poor ideas, but because of inconsistent execution and lack of accountability.
  • Alignment Drives Performance
    When teams are aligned around clear goals and expectations, performance improves. Misalignment, on the other hand, creates friction, slows progress, and leads to wasted effort.
  • Avoiding Overcomplication
    Many businesses struggle because they over-engineer solutions. Farrell advocates for straightforward approaches that focus on outcomes rather than unnecessary complexity.
  • Discipline Creates Consistency
    Sustainable success comes from disciplined leadership habits, regular communication, and reinforcing priorities over time—not one-time initiatives.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Joshua Kornitsky: Hey, welcome back to Cherokee Business Radio. I am professional EOS implementer Joshua Kornitsky, and I’m your host today. And I am excited to share with you a really, really unique guest that we’re going to talk to in just a minute. But I want to remind everybody that today’s episode is brought to you in part by the Community Partner Program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, please go to Main Street warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors. Diesel. David. Ink. Please go check them out at DieselDavid.com. And as I said, I’ve got a really, really special guest in the studio with me today, somebody that I’ve known for a while, but who really takes a different look at things. So I want to introduce everybody to Farrell Middleton. He is the founder of The Bell Curve of Life, a unique teaching program and author of A Performer A Environment, a Roadmap to Enhance Your Performance and Upgrade Your Environment. After a successful 36 year career in residential land development and home building, Farrell transitioned into his second career as a teacher, professional speaker, and discovery expert, and an author in 2022. His mission really is to focus, uh, in his mission and focus are to cultivate a level performers and a, and a level environments to drive personal growth and organizational health. If both can be achieved, success will follow and failure will be rare. A Georgia Tech honors graduate Ferrell brings decades of leadership experience to every session. Drawing on his real life insights to inspire meaningful change. Welcome, Ferrell, it’s really a joy to have you here.

Farrell Middleton: Well, it is great to be back. Josh, thank you so much for having me. I always love my time here at the innovation spot with you guys. I love it.

Joshua Kornitsky: There’s there’s a lot to talk about today. And I think it’s at a really good time because there is a lot of folks who need a lot of help. And I think you’re kind of uniquely positioned to help them. So only to help people understand sort of that background because we breezed through it. Tell us a little bit kind of the origin story of, of what brought the man to the table that’s here today. What, what led to that?

Farrell Middleton: Okay. Gotcha. Well, thank you so much again for having me out today. But again, as you said, I was a lifelong homebuilder, my primary career, but I’ve always wanted to be a teacher of sorts in my second career. Josh it’s been a lifelong desire. And I decided I’m only 61 years old and I’ve got a lot of years left. I just wanted to provide a different service to society. So in my early 50s, about ten years ago, I started deciding what it is that I wanted to do with my second career, and I developed the unique program again. It’s called The Bell Curve of Life. And the premise here relates to our. Everybody remembers from middle school the bell curve 20% in the upper category.

Joshua Kornitsky: Yeah, some of us weren’t so high up on that bell. But yes.

Farrell Middleton: You’re right. You know what? Everybody’s in the lower part. It’s something. Okay, let’s be clear. But 20% in the upper category, 60 in the middle and 20 in the lower. And from my program this relates to behavior skills, performance and results. And my goal is to get individuals in the top 20% of the curve in the areas of life that matter to them and those closest to them. It’s got to matter. It’s got to move your needle. I want people to spend time in areas that are going to provide value to them. And again, like I said, those closest to them, either family members, business associates, personal friends, whatever that may be. And so that was the that’s kind of the genesis of it. And basically when you have three people, you have a bell curve. Let’s be very clear relative to any particular skill or whatever the case may be. So that’s the general premise behind it. And so I’ve been doing this for a few years now. I love what I’m doing. I’m making an impact in people’s lives. I’m here to help people live a better life. Josh personally and professionally, that’s what I do.

Joshua Kornitsky: So let me back up and ask a few things. Question number one, which came first, the book or the the approach?

Farrell Middleton: The approach came first. Oh, yes. I never intended to write a book. I was not a good writer in high school. In college. Let me be very clear. I’m a math guy. Okay, let me be clear. So I never thought of myself penning a book. Uh, so the concept of everything came before the book idea. So.

Joshua Kornitsky: Okay, so so as you refined it and it’s important to help people understand this, right? I’m a, I’m a professional EOS implementer. I’m, I am a franchisee of a global corporation that’s using 25 years of accumulated knowledge to teach businesses a set methodology. You created everything you’re doing. I’m grateful to Gino Wickman. He he created everything I teach. Yeah, but you’ve created everything you teach. And and I’ve always kind of been in awe of that because that’s a whole different animal than than what I’m offering.

Farrell Middleton: Fair enough.

Joshua Kornitsky: Right. So, so what, you know, was 36 years.

Farrell Middleton: 36 years.

Joshua Kornitsky: 36 years in, in the building and, and, uh, residential development space. Correct.

Farrell Middleton: Yes.

Joshua Kornitsky: What did you take out of that that helped you build this? Is this based on, you know, I presume, were you managing people? Were you elevating people? How did how did the roots of this begin?

Farrell Middleton: Okay. Uh, no, that’s an excellent question. Thank you very much. Uh, yes, it started with that again. I started my career 40 years ago. I graduated from Georgia Tech in 1986 with a degree in building construction. And I’m one of those very few. I used my college degree the very first day of my professional career, which was with a company called Colony Homes back in June of 1986.

Joshua Kornitsky: Okay.

Farrell Middleton: But I was a manager at the age of 22. And aside from the physical nature of what we did with developing land and building houses, I’m a relationship guy. I you know, we all do a lot of reflecting at this stage in our life. Like I said, I’m 61, so I reflect back, but I’ve been a people person my entire life, and the product or service that we provided was a very necessary one, a very emotional business as well. Let me be very clear.

Joshua Kornitsky: Oh, 100%.

Farrell Middleton: Home building. It really, really is. But not only did I get valuable relationships and growth with my internal associates, but my external partners, the trades that helped us build the houses, bankers, mortgage professionals. I was exposed to professionals at a very early age with them running their own businesses. And how did it, uh, how did that work with my business and the services we provided back towards, you know, to each other? And so with regard to that, aside from what I call hard skills, which is the knowledge of what you do on a daily basis, the tasks that people perform, everybody’s got them. Uh, but I am now focused on soft skills. And you can take your soft skills wherever you go. And I think I learned with my, uh, again, being a manager at the age of 22, running a department and then having, um, negotiating abilities with trades and things like that. I was an operations guy. I got to know a lot of people really, really fast in my career. And I was also customer facing very early homebuilding is a pretty unique, uh, service, you know?

Joshua Kornitsky: Sure. And I think, I think it’s important that people understand the distinction. Right? You were you doing, um, like one on one custom home building or were you doing mass development, home building or both?

Farrell Middleton: Uh, I was a high volume guy, so I would put me in the mass, uh, side of that. I would not make a very good high end custom home builder. All right. I’ll just, I won’t get it out of the way right now.

Joshua Kornitsky: But the reason that I asked that is you still, you had to have those soft skills to make that resonate with people and to get people to want to spend money.

Farrell Middleton: Oh, absolutely. Yeah. Yeah, it was a big, big deal. And the other part of this as well, back when the customer interaction thing, and this is not what I was an operations guy. And so I wasn’t in the field, uh, you know, with a hammer and tool belt and all that kind of stuff.

Joshua Kornitsky: No, I understand, yeah, I understand.

Farrell Middleton: But what happens in residential construction is very young people, women as well, that are field superintendents, they might be engaging with their customers at the age of 22 or 23 in the biggest purchase of their life. Sure. So there’s an incredible exposure there. Just to human nature, uh, and how you deal with people’s emotions and very stressful situations making the biggest purchase of their life. Generally speaking, there’s a lot that goes into that. And so I was just able to learn and grow and absorb. And that’s the fundamental basis of my program now. It’s just like I’ve been alive for 61 years. This is 61 years of me being on the earth and how I can try to help other people live a better life.

Joshua Kornitsky: Well, so then then let’s, let’s ask, uh, let me ask a few questions about the bell curve of life and, and in particular, and I’m going to blend the line between the book and what you actually teach. So you, you may need to help steer me in one direction or the other because I want to give accurate information while I ask you my questions. My first question is, so let’s talk about what an A performer is. I know from from a set of standards that I was raised with and that I managed with what I consider an A performer. How do you define an A performer?

Farrell Middleton: I define an, A performer as someone. And I’ve identified in my main program eight traits of a performers. Okay, I’ve got 11 chapters in the book on a performer, but it starts with attitude. Uh, my first chapter in the book. And I lead almost every session I have with an attitude, uh, conversation. Josh, your attitude is the aspect or facet in life that has the most influence over your success and happiness. Other people and circumstances can influence it, but they can never control it. That is up to the individual. And so I start out with this. If you can maintain a positive attitude as often as possible, you can’t have 100% control all the time. You’re going to have good days and bad, all that stuff that makes life go around. But if you can do that, I believe most circumstances can have a favorable outcome. And so I start with that. But then I tell you my, my second topic, it’s chapter two in the book is wake up frame of mind. I am having unbelievable success and interaction with this topic.

Joshua Kornitsky: You can tell us a little bit about it.

Farrell Middleton: Absolutely. Your day starts when you pull your head up off your pillow. It’s going to set the tone for whether you’re going to have a good day, a mediocre day, or a poor day. And yes, other factors come into play with children and pets and traffic and weather and just all that stuff. And all the.

Joshua Kornitsky: Yellow crap in.

Farrell Middleton: The sky. That stuff? Yeah. This time of year, for three weeks that we get, uh, you know, uh, barraged by pollen. But it starts with put your head up off your pillow. And I believe it, actually, the stage is set the night before. Now, I’m not a sleep expert. I’m not a clinical psychologist. None of that stuff. I’m just a regular guy. And I believe if you can put your head down on your pillow at night in a good frame of mind, you got a pretty good chance of waking up in a good frame of mind. To me, that’s just common sense. And so when I engage with, uh, my, uh, you know, people in my, my classes and we get on this topic, everybody’s raising their eyebrows like, you know what? Yeah, yeah, yeah. And about a third of the people, um, comment when we get done that, that is one of the most impactful topics that we talk about. So a performer, you know, wake up ready to go. Um, next, you know, self-esteem, relationship building communication skills, if you can have a positive outlook and develop healthy relationships and communicate well on a routine basis, that’s a performer type stuff.

Joshua Kornitsky: And let me clarify on that one because the first two. Anybody can do meaning you can you can wake with intent. You can to some degree. Control your attitude. Right, right, right. But, but that relationship building, um. I would hazard to say, having known you for a while, something you’re pretty good at. But it’s hard when you look at a fully grown adult in the workforce to, to understand that. What you’re really looking at is an accumulation of skills and experience. Correct. Do you help people understand? Because not everyone has that innate skill. And the truth is no one has it innately. It has to be cultivated. Do you help folks cultivate and understand how to build relationships?

Farrell Middleton: Absolutely. Yeah, it’s a big part of it. Like I said, I’m a huge relationship guy. There are three types of relationships. Family, personal and professional, generally speaking. And there are tangents off of those, as we know. But those are your three main categories. And something somebody told me and again, family, you know, we all have family dynamics. Don’t need to get in all that. But I got, I got some Wackadoodle.

Joshua Kornitsky: Ain’t that long.

Farrell Middleton: Oh, I know, yeah, I got some wacky stuff. And then your personal relationships are your, you know, your church group, your friend groups, uh, athletic leagues, uh, you know, book clubs, things like that. You engage other people, engage with or outside of family and outside of work. And then of course, the professional relationships, which are obviously your work, uh, business associations, uh, you know, chambers of commerce, things like that. But someone told me years ago, and I have never, ever forgotten this. And this was mainly in my personal life. Relationships are a 60, 40 split between two people. And what that means is if each person can put in a 60% effort as often as possible, you have a chance of having a strong, solid, long term relationship. For example, my wife and I, we met in high school. We’ve been together for 45 years, married for 39 and we have a great relationship. But does it take work? Oh, you better believe it takes work on both of us. Everybody knows this. You’re going to have good and bad, but healthy. 60 over 40. If you can go into a relationship, no matter what kind it is, with that type of an outlook, you’ve got a chance of developing deep, strong, healthy relationships.

Joshua Kornitsky: What I love about that perspective of yours is, and I should clarify, I have a 23 year old daughter and a 17 year old daughter, and I’m very proud of both of them. But one of the biggest challenges as as I have gotten to know many of their peers. One of the biggest challenges is understanding, particularly when it comes to business, which is relatively new to my 23 year old. And my 17 year old’s not quite there yet, although she does have her first job.

Farrell Middleton: Excellent.

Joshua Kornitsky: Is that, um, when you are in a business relationship, people have, in my experience, um, Confuse that with the personal relationship from a perspective of if you want to maintain it, it requires effort. And you’ve just illustrated that because even if I’m not trying to sell, convince or, or get you interested in what it is that I do for a living, if I want to maintain that relationship, I can’t wait. I can’t take the approach of, well, you’ll call me.

Farrell Middleton: Absolutely. Yeah.

Joshua Kornitsky: You know, and I can share with you, and we know many of the same people, the people that immediately stick out in my mind are the folks who are very intentional. And like clockwork, about every 4 to 6 weeks, I get a check in just a yeah, just a ping, whether it’s a text, an email, or a quick phone call. Hey, just wanted to see how you’re doing. Um, but they stay top of mind.

Farrell Middleton: Absolutely. Yeah. And one thing on that, that’s an excellent perspective as well. And what my main tip for developing healthy professional relationships, this is very complicated. Whoever’s listening now. I hope you’re with me. This is a really, really tough one. Are you ready?

Joshua Kornitsky: I’m ready.

Farrell Middleton: Return every phone call, text, or email in an appropriate time frame. If you can do that, then you will be regarded as a trusted source. Someone that’s reliable, someone dependable people can count on. Return every phone call, text, or email in an appropriate timeframe and appropriate has. You have varying methods. Urgency is different from circumstances, that kind of thing. But if you can do that, people will know that you’re there and they can count on you. It is unbelievable how simple that is, but it is crazy, crazy challenging to get this to happen sometimes. You know what I’m talking about.

Joshua Kornitsky: So I joke with, uh, with a friend of mine that I’m going to, I’ve ready, I’m ready to write my book. And the title of my book is have the decency to return a phone call. And when you open it up, it will have one page that says have the decency to return a phone call and that’s it. That’s the entire book. Okay. Because look, I get it. We’re all busy. And I know now with all the different types of automated outreach that goes on, people get peppered and hammered. But a good friend of mine, another implementer up in Nashville, shared with me, and I’ve taken this approach. I answer every LinkedIn message I get, even if it’s just to say no, thank you. And you know, the number of folks that and I’m not gonna lie, I’ve got 3 or 4 kind of canned responses because some of them are offering me opportunities from previous careers that I’m no longer involved in. Fair enough. So I have a copy paste to say, hey, I’m not doing that anymore, but thanks so much. Um, you’d be shocked at how many. Thank you for responding that I get that. It’s just that because we all know most of that outreach is automated. We all know that most people don’t take the time to respond at all. Yeah. Uh, but I’ve also picked up some interesting opportunities from taking ten minutes out of the day to do that.

Farrell Middleton: Sure. No, I think that’s an excellent. I try to do the same thing. I might not be as good as you are about that, especially with like the unsolicited type stuff and that kind of thing. But, you know, we have to decide. Yeah. But I think it’s amazing because what I’ll do is, and I try to be very, um, considerate of this. If someone is reaching out to me in a solicitous, solicitous way, solicitous, soliciting, yeah, whatever it may be, I follow offering services. Yeah. I’ve got tongue tied there. Uh, I if I’m not interested, I’m going to thank them for reaching out. But I’m not interested so that they can move on to someone else that may be interested. I try to be considerate of that because I think it matters. And I think if people could do that, it’s a respectful thing to do and people get it.

Joshua Kornitsky: Courtesy has not yet gone out of date.

Farrell Middleton: I agree and I cannot explain AI, AI.

Joshua Kornitsky: Ai can fake.

Farrell Middleton: It, it can fake it.

Joshua Kornitsky: So so we have attitude. We have the wake up mindset. We have, uh, relationships and take us to number four. And I know there’s eight, but let’s get to number.

Farrell Middleton: We’ll go to number four. Communication. There are two halves to being a good communicator. Number one is delivering your message in a clear, crisp and concise fashion, no matter the makeup or size of your audience, especially if there is a performance standard or a requirement. I was a home builder. I had to communicate well, that kind of thing. The other half of being a good communicator is being a good listener. And this is eye contact, body language, lack of distractions. And if the deliverer of the message is not being clear, crisp and concise, what should you do? Ask for clarity so that you know what you’re supposed to do. Again, especially if there’s a performance expectation based on the engagement. And one thing that I tell people, I’ve had random people come up at networking events and they know I’m, let’s say I’m in the coaching arena, which is the right place to be. They say, hey, is there some kind of tip you can give me. You know, just off the cuff. Absolutely. Be a better listener today. Everybody can be a better listener. And whether you’ll be a better family member, you’ll be a better personal friend. You’ll be a better working associate, be a better listener today. And it’s something you can do it right now. That’s the free tip of the day.

Joshua Kornitsky: My dad used to tell me, don’t just wait for your turn to talk. Listen to what they’re saying.

Farrell Middleton: Absolutely.

Joshua Kornitsky: And it’s it’s a shocking fact that particularly in, in an engagement where there might business might be an outcome. Oftentimes people are telling you what they want or need.

Farrell Middleton: Absolutely.

Joshua Kornitsky: Often times, and my lifelong goal is to ask better questions. And as I’ve improved that skill, sure enough, people tell me what their challenges are or what their needs are so that we can find some common ground and whether or not business results is secondary. But at least I then understand them. And that’s the beginning of that relationship.

Farrell Middleton: Yeah, yeah. And one other thing as well that I’ve learned, I’ve gotten more comfortable with this. And I think you probably have as well. I tell people what I do, I’m a professional speaker as well. And you wouldn’t believe how many, uh, engagements I’ve gotten by just randomly saying I do professional speaking. Like, would you come speak to my group? Sure. I will let people know what you do. And they will. They’ll know it and they’ll be able to, you know, be able to connect with you on that. It’s amazing.

Joshua Kornitsky: As a host here on Business RadioX, almost all of my radio related discussions start with, you know, please share. Tell me what you do. Right. And the number of people from solopreneurs to multi-million dollar companies who talking to CEOs, talking to owners who can’t articulate well in a relatively short space, what they do always surprises me. And that’s to your point, that clarity of message, there’s truth to to rehearsal. There’s truth to practice. Yes. Come up with a short response to. What do you do? Don’t try to. You don’t have to be funny. You don’t have to be clever. Yeah, I sell, you know, elevator carpets, whatever it is, so that people can then understand clearly what it is that you’re offering and, and be as concise and direct as possible, because people do get lost because they want to tell you I do everything. It’ll take 30 minutes for me to read you this list.

Farrell Middleton: Yeah, I agree with you and I’ve subjected myself to that before. And you know what? I’ve gotten better at that as well. Let me be very clear. I’ve gotten better delivery. We’re all we’re all working on it.

Joshua Kornitsky: There is.

Farrell Middleton: No.

Joshua Kornitsky: Done. Farrell.

Farrell Middleton: That’s a great point. Just yeah.

Joshua Kornitsky: Today and how well I did today. And, and I think that that, that goes back to what you were talking about regarding confidence and in your program, helping them understand we’re human. You know, sometimes, sometimes I know I’ve, I’m still doing it today. I suspect you are as well. Sometimes I put my foot in my mouth.

Farrell Middleton: Oh.

Joshua Kornitsky: I say something stupid, and I don’t mean to. I’m not trying to be stupid. Yeah, sometimes stupid just happens.

Farrell Middleton: It just does. Well, one thing very quickly is when you meet someone, you have about seven to 10s to make that first impression. Make it count. Make it count. It is. It is unbelievably important and powerful.

Joshua Kornitsky: Ah, I believe it was, uh, the author, Malcolm Gladwell in one of his books, and I shared this with my doctor, uh, that some study somewhere that patients with a new doctor make their entire decision on whether or not this is the right doctor for them in less than 20s.

Farrell Middleton: Okay.

Joshua Kornitsky: Based on, you know, the the way and I’ll find that for you because that’s a good, a good stat, but basically based on the way that they walk into the room and the questions they ask and the attitude they have, hey, this sounds all very familiar. Uh, that that quickly they’ll decide whether or not this is going to be their doctor.

Farrell Middleton: That’s fascinating.

Joshua Kornitsky: And we probably have all at one time or another had very positive. And I know we’ve all had very negative experiences in that environment. And that’s an environment you got to be comfortable in.

Farrell Middleton: Yeah, absolutely. Yeah.

Joshua Kornitsky: And even if it’s just for a colder checkup, you still don’t want to deal with a jerk.

Farrell Middleton: Oh, absolutely. Yeah. Yeah. So no, that’s a that’s a great point.

Joshua Kornitsky: But so we’re halfway through your list and I want to stop and ask you before we get to the other four or if we’re going to hold this back so that people can find out or at the very least, reach out to you.

Farrell Middleton: Okay.

Joshua Kornitsky: How on earth do you get this information across to folks?

Farrell Middleton: Okay. All right. Great point. Well, I wrote the book. Of course, it’s available in all the right places, uh, audio versions out there as well. Uh, but I do, um, private sessions with companies. Uh, I will do, I like about ten people in a group is, is really optimum number, but it can go anywhere from 8 to 12, you know, that type of thing.

Joshua Kornitsky: Is it all senior leadership?

Farrell Middleton: Is it.

Joshua Kornitsky: Anybody.

Farrell Middleton: Can be senior leadership. It can be anybody. My a my a performing material can relate to any people of any level of activity, authority or responsibility. Okay. It’s just it’s life skills. It’s what I do well.

Joshua Kornitsky: And I think that’s a really simple way to express it, right?

Farrell Middleton: It is. Yeah. Anybody can get some benefit out of it.

Joshua Kornitsky: But I want to learn about what you do on Saturdays.

Farrell Middleton: Okay.

Joshua Kornitsky: Because obviously being being a coach and a teacher and a speaker, people can can reach out to you. But I want to know about Saturday.

Farrell Middleton: Okay. Well, thank you so much for asking. Yeah. I have developed a new part of my program and it is called 60 Minute Strategic Workshops.

Joshua Kornitsky: Okay.

Farrell Middleton: And my program and I was, uh, started out several months ago, late last year with two Saturdays per month. And, uh, I’ve switched to one Thursday and one Saturday per month now just because of scheduling issues and things like you learn as you go. Sure, we all know, but this is an opportunity for people to come explore concepts to drive personal growth and organizational health, which is what I do. So I have a 60 minute a performer workshop and a 60 minute a environment workshop. And in those we will review the eight components or the eight traits of my A performers. And I’ve got seven components to the A environment. In one hour. We will review each of those items in there, and everyone will develop a roadmap for how they can make improvements in their life that day. And I’ve got a self-evaluation form with a rating scale of one through five. Again, not very complicated.

Joshua Kornitsky: Keep it simple.

Farrell Middleton: Poor. Moderate. Satisfactory. Superior. Outstanding. As we move from topic to topic, rate yourself right there. And I believe initial gut instincts are generally fairly spot on. All right with us as individuals. So by the time we get done in an hour they’ve got a roadmap. What are the areas they need to work on if they have some twos and threes? Well, let’s work on the twos and threes. Everyone will have a different takeaway from this. That is the absolute beauty of this material is everyone that I sit with has their own takeaway because their own person with their own circumstances and things like that. And so I offer two of each of these on each day. I’ve got 9:00, 11:00, 1:00 and 3:00.

Joshua Kornitsky: Okay.

Farrell Middleton: They are in person, but I have now gone virtual with them as well. Okay. Every one of these is available virtually. And so I had my first one of those last week. Lady joined me from her office across town, and she joined us from 9 to 10 and then from 11 to 12. And it was fantastic. So from a convenience standpoint, this is really, really good, but this is going to be a game changer with this virtual access. Unbelievable. Immediate value comes out of these workshops.

Joshua Kornitsky: So the way you just described this is very different than any other type of coaching I’ve ever heard of because you’re. And I understand why now that you’ve given us some context, but you’re putting personal and professional into the same type of session. And I would have had you not explained the first four of of eight concepts on a performer, I would have said, no, that’s crazy, but I get it because I know that that wake up mindset, that attitude, that confidence, that relationship that absolutely applies to both sides of that of the coin and that you absolutely could have that conversation with six people in a room where half of them are talking about business, and half of them were talking about life.

Farrell Middleton: Absolutely.

Joshua Kornitsky: Because I don’t think you haven’t given me the understanding, and I don’t necessarily know that it matters which way you’re taking it, because it’s valid information and learning on either side.

Farrell Middleton: Absolutely, yes. All the principles can go into personal life as well. And one of the other main premises of what I do is there are so many outside factors that affect us every single day, the highest of level, whether interest rates, government influence and other people. Those are the four main ones. Every principal in my program is 100% under the control of the individual. Adopt and embrace them and you will live a better life. So, for example, government influence. We have two major things going on right now in the world. At least two, two. Yeah, two really big ones that are they’re sucking up all the news time. It is basically the war over in Iraq, which is having worldwide effects, obviously, that type of thing at our level. Right. Joshua, you and I, we don’t control that right now. There’s nothing we can do. We have to be aware of it. Yep. Got to be sensitive to it, whatever it’s going to be. But we can’t control that. We can control what we’re doing right now. That’s the key. The other is the government shutdown with TSA. I couldn’t imagine having to go to an airport right now. Un believable. I am so disappointed in our government leaders. It’s unbelievable. And I think probably 95% of the people might agree with me, right?

Joshua Kornitsky: I would I would say at least 95%. And no matter a politically, it’s just bad for everybody.

Farrell Middleton: It’s bad. It’s just bad. And luckily I don’t have to go to the airport.

Joshua Kornitsky: Yeah. I’m grateful I don’t have any immediate business for myself.

Farrell Middleton: Yeah.

Joshua Kornitsky: And so because driving right now wouldn’t be an option either.

Farrell Middleton: Yeah. That’s right.

Joshua Kornitsky: The price of a plane.

Farrell Middleton: Yeah, exactly. So. Anyway, so, you know, part of that is what I do with that is, and that’s where everybody’s gonna have a different takeaway. And the thing is, if somebody comes to see me in on my next one, which is in a couple of weeks on Thursday, they could come back in a year and get a totally different takeaway. Sure. Because their life circumstances have changed. This is a snapshot. Where am I right now in my life, and what are some areas that I can focus on right now to make improvements in areas that are going to matter to me and those closest to me? That is the key.

Joshua Kornitsky: Yeah, I can see that.

Farrell Middleton: Yeah. Yeah.

Joshua Kornitsky: And it makes sense to me that it’s going to be a perpetually moving target.

Farrell Middleton: Mhm. It is. Um, people are always growing. They’re always changing.

Joshua Kornitsky: So Saturdays and Thursdays and in, um, where do people learn more about that?

Farrell Middleton: Uh, my website, the bell curve of Life.com.

Joshua Kornitsky: Which we publish all, you know, all your links, but I still wanted people to know and you have the schedule there.

Farrell Middleton: Got the schedule there. Yeah. I’ve got three months on the website. Uh, and actually I’m going to be updating. I’ve got, um, just finished March last week. I’m doing two per month, just one Thursday and one Saturday per month. That’s it. Uh, and so I’ve got, uh, April dates on there may dates. I’m going to be adding June in the next couple of days. So there’s plenty of opportunity to look in the website register right there through Eventbrite. It’s very easy register either for in-person or virtual right there on the website.

Joshua Kornitsky: Oh that’s good.

Farrell Middleton: And we’re setting up and we’re done. Yeah, it’s just the world is so easy these days with stuff like this. It is so easy. And what I like to say is from a personal growth development and educational standpoint, this is a layup. Me and my team have done all the heavy lifting. All you have to do is sign up and show up, and you will not be disappointed with the results.

Joshua Kornitsky: And how long are the sessions?

Farrell Middleton: 60 minutes. One hour.

Joshua Kornitsky: That seems like a pretty, uh, disposable amount of time. People can find an hour.

Farrell Middleton: They can. I think they can find an hour. And you know, part of this, it takes you an hour to go have lunch. It takes an hour to watch a news program, which none of us want to watch based on what we just.

Joshua Kornitsky: Talked.

Farrell Middleton: About. Yeah, but I know that that’s what it is. One hour. It’s a one time visit. And one of the things that I talk about, I do a lot of networking like you do, and I’m out there, you know, in the world with what I’m doing. We commit lots of quality hours every week and every month for repetitive things like business association lunches, BNI groups, powercore, uh, you know, um, providers, all the great stuff out there.

Joshua Kornitsky: Right?

Farrell Middleton: It’s many, many hours per month. I want 1 or 2 hours in your entire life and I promise you’ll leave with stuff you can do better.

Joshua Kornitsky: And if I’m there for Thursday or Saturday or both, I presume I’m going to be learning different things every time.

Farrell Middleton: Uh, yeah. Well, it’s just a one time thing. It’s a performance. It’s one do a.

Joshua Kornitsky: Performer, one.

Farrell Middleton: A environment. I’ll do them over and over and over again. It’s just repetitive. This is it. This is the only material. It’s just 1 or 2 hours and that’s it. And you’re done. Unless you want to come back and see me in another year or so. Whatever the case may be. But no, this is it. This is so simple, and I believe that this is just the best. And it’s $80 per session per year, 80 bucks. It’s a no brainer.

Joshua Kornitsky: A whole lot cheaper than than what most people would even even if it was just a personal, uh, consultant consultation. Absolutely not be that that inexpensive.

Farrell Middleton: And, you know, of course the math has I got to get people in the room. Let me be very clear. I’ve got people online. I mean, it’s, it’s, it’s a numbers game like everything else is. So I am hopeful that this will provide value and people will see that in one hour. And for $80.

Joshua Kornitsky: Have you gotten pretty positive feedback?

Farrell Middleton: I’ve gotten excellent feedback on it. That’s excellent feedback on it. Uh, I’m making a difference in people’s lives. They’re standing up, they’re walking out. They’re thinking, you know what? That was worth it. That was really worth it. And so that makes it that makes it that much more beneficial. Yeah.

Joshua Kornitsky: I’m really happy to hear the impact that you’re making. I, I will tell you, having known you for as long as I have now, I’m not surprised at the impact you’re making, but I am. But I am happy to hear it. And I know that it’s coming from your heart that this is, uh, this is not you trying to build a self-help empire. This is you just trying to help people.

Farrell Middleton: That’s it. That’s what I want to do. Like I said, I’m 61 years old. I’ve done a lot of stuff in my life, done a lot. I’ve been a successful career, the whole thing, good family life, all that kind of. We’re grandparents now, which is wonderful.

Joshua Kornitsky: Congratulations.

Farrell Middleton: You’re maybe not too far away from that. And let me be clear, it is better than anything anyone has ever told you. It’s wonderful. A little, a little little. You said she’s 23. You know, you got a few years. But I hope when we have our second grandson on the way, we’re so excited about it. But, uh. But no, uh, it’s just it’s where I am. Like I said, I’ve got so many years left professionally that, uh, this is what I do now. And I just, I’m a practical guy with practical experience. I just want to help people live a better life. It sounds kind of corny and cheesy, but. Josh, that’s what I’m about these days. I’ve done a lot and I have a lot to share.

Joshua Kornitsky: I think that that’s a fantastic life mission. Mhm. And you said that you, uh, you use a five point scale for self-evaluation, self evaluation. Where would you put yourself?

Farrell Middleton: Uh, let’s see. Well, overall, overall, I would probably put myself at about, uh, about a four. I think overall, we can always do some work here and there in that type of thing. And I’ll tell you, one of the things that, uh, one of the other eight is starting the day consistently. This is, I’m getting a lot of traction out of this. If you’re supposed to start your day at 8:00, it’s 8:00. Yeah, not 9:00, 930. And I’ll tell you, that’s one thing I’m struggling with right now. I was a very I lived a very structured life for 36 years, up early at the office at 7:00, home by 6 or 7:00 at night, whatever avail on the weekends, very, very structured. Now I’m doing stuff on Saturdays, um, here doing this on a Tuesday morning. I’m struggling with that in my new career.

Joshua Kornitsky: Yeah, weirdly flexible in ways that you just haven’t had to account for.

Farrell Middleton: I never, I never had to do this. And sometimes I have early meetings, sometimes I don’t have my first meeting until noon. And so I’m.

Joshua Kornitsky: It’s a funny thing.

Farrell Middleton: I tell you, I’m struggling with this. I’d give myself a two on that right now out of five. Yeah, so I look I work on these things all day every day as well.

Joshua Kornitsky: And I think that’s very humanizing for you to say. I’m a five on everything because I created this well. Yeah, good luck to you. But yeah, I imagine that the, the one thing that you that’s sort of in between the lines that, that you said and it touched on something we talked about sort of before we started, uh, the broadcast is, I think it’s interesting the way that you give permission to people to understand it’s just not always going to be a five.

Farrell Middleton: It’s not no, the world doesn’t work that way.

Joshua Kornitsky: And, and I love that aspect of what you’re coaching people on because that’s just reality. It is. And you will be set up for perpetual disappointment. If if again, leaning into the learnings that my children have taught me. If you believe what you see on social media, no matter where you’re seeing it, you’re seeing a highlighted, edited highlight reel of somebody pretend life.

Farrell Middleton: Good point.

Joshua Kornitsky: You will always be disappointed because it’s not limousines and private jets and yachts, because that’s just not realistic.

Farrell Middleton: It’s not.

Joshua Kornitsky: And to understand that nobody’s living at a needle buried on five, because that’s just not how the world works.

Farrell Middleton: Yeah. Well, one of the other topics in my program, I’ve got a bunch of material, but one of them is there are five work days in a week. One’s going to be really, really good. You wish you could just bottle it up and open it whenever you could. Doesn’t work that way. Three you’re going to be good enough and one’s going to be kind of crappy. And sometimes that crappy day is just getting home through the front door is going to feel like an enormous victory that day. But hopefully you put your head down on your pillow in a good frame of mind. You wake up the next day in a better frame of mind and you go, have a better day. It’s a bell curve.

Joshua Kornitsky: It’s the biggest takeaway that I get from this discussion and something I’ll certainly take home to share. Uh, let me ask last question. What is one takeaway you’d like people to know about the bell curve of life?

Farrell Middleton: Uh, I think my best takeaway here is that I have not created or invented anything. All I have done is taken principles that were all aware of that we all live our life through every day, and I have packaged it in a very crisp and concise way that’s easy to share. I’ve got the book. Uh, you know, I’m a professional speaker, so I’m able to deliver it well. And I’ll say that with all the confidence in the world, I deliver this message very well and people receive it very well. Come spend some time with me. And my promise is the material will be delivered in a way that you can walk out of there, and you can make improvements in your life personally or professionally that day. That’s my promise.

Joshua Kornitsky: You don’t even have to get in the car. You just do it over Zoom.

Farrell Middleton: Do it over Zoom. That’s right. Yeah, do it over Zoom. Just like, sign up and show up. That’s all you got to do.

Joshua Kornitsky: I can’t thank you enough. And. And I have to tell you that I’m leaving here with a whole lot of new thoughts in my head.

Farrell Middleton: Well, that’s awesome.

Joshua Kornitsky: Thank you. And that’s the to me, that’s that’s the best ingredients for success. Anytime that you can help somebody think about things in a new way, that’s a win.

Farrell Middleton: I think it is as well.

Joshua Kornitsky: Um, my, my guest today has been Pharrell Middleton. He’s the founder of the Bell Curve of Life. It’s a unique teaching program. And he’s also the author of A Performer a Environment, a Roadmap to enhance Your Performance and Upgrade your Environment. After a 36 year career in residential land development and home building, Pharrell transitioned into his second career as a teacher, professional speaker, discovery expert, and author. His mission and focus, as we heard today, is to cultivate a level performers and a level environments to drive personal growth and organizational health. If both can be achieved, success will follow and failure will be rare. Farrell, thank you so very much for sharing your knowledge and your wisdom with us. I also have to thank today’s episode. Or excuse me, I have to take a moment to thank, uh, the Cherokee Business Community Partner Program, the Business RadioX Main Street Warriors, defending capitalism, promoting small business, and supporting our local community. For more information, please check out Main Street warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David Ink. Please go check them out at diesel davidk.com. My name is Joshua Kornitsky. I am a professional EOS implementer and your host here on Cherokee Business Radio. Thank you so much for joining us. We’ll see you next time.

Scaling in Public Tip: Replacement Cost

March 26, 2026 by angishields

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Scaling in Public Tip: Replacement Cost

Stone Payton: Welcome back to Business RadioX Pro Tips. Stone Payton, Lee Kantor here with you. Lee, here again, the Scaling in Public series has just yielded so much for us so quickly. And I’m remembering when we had Coach Maggie Ishak talk with us, and the whole session was fantastic, but I think we both really resonated with this idea of considering and helping a potential client consider replacement cost.

Lee Kantor: Yeah. When she asked us – I remember, in the episode, she asked us specifically, what would it cost a business to get all of those things that you’re offering? And that idea of calculating a replacement cost was really kind of an eye opener, because most businesses think about their value only in terms of price. But the real question is, what would it cost your customer to replace you, not just in dollars, but also in time, in money, and in systems? It’s the whole thing. What would be the cost to replace you? And a lot of folks don’t think in those terms.

Lee Kantor: So, if the customer had to rebuild what you’re providing from scratch, what would it take? How many hours? How many tools would they have to purchase to get what you’re delivering? How many people would it take to deliver what you’re delivering? And not only that, how many mistakes along the way? How much scar tissue are they going to have to get in order to get to where they are with you right now? When you start looking at your product through that lens, you often realize the value you deliver is much larger than any monthly fee.

Lee Kantor: So, here’s the exercise. Ask yourself, if a customer had to recreate this without us, what would it really cost them? That’s your true value.

Scaling in Public Tip: The Sales Conversation

March 25, 2026 by angishields

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Scaling in Public Tip: The Sales Conversation

Stone Payton: And we’re back with Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, in our Scaling in Public series, when we had Coach Mike Brunnick on, and he was really helping us think through a lot of things, what do you think you resonated with the most or really stood out for you during that session?

Lee Kantor: Something Mike said that was interesting was that he said that every sales conversation really just has two jobs. First, you have to get the customer to tell you their problem. And second, you have to describe your solution. And that sounds easy. It sounds simple, but most people reverse the order. They jump straight into pitching. This is what my service does. These are the features. These are the benefits. Here’s a demo. Look at it work. But they’re doing this before they truly understand what the customer is dealing with, what they need.

Lee Kantor: So, great sales conversations start with curiosity. Ask questions. Let the prospect explain what’s frustrating to them, what’s slowing them down, what they’ve tried in the past where the pain really is. The more clearly they describe the problem, the easier the second step becomes. Because once the problem is clear, your solution isn’t a pitch anymore. It’s just the answer.

Embracing Change: What We Learned from Our 90-Day Coaching Adventure

March 25, 2026 by angishields

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In this episode of Scaling in Public, Lee Kantor, Stone Payton and Trisha Stetzel reflect on the conclusion of a 90-day coaching experiment. They share key lessons learned, including the value of consistent communication, leveraging AI, and building authentic relationships through interviews rather than traditional networking. The team discusses operational improvements, mindset shifts, and new strategies like the “test drive” approach. The episode celebrates their progress, highlights the power of accountability and community, and sets the stage for continued growth in the next season.

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Trisha Stetzel is a leadership coach, strategist, and trusted conversation partner for founders and leadership teams navigating growth, transition, and complexity.

Her work sits at the intersection of leadership clarity and execution. Trisha helps leaders slow down long enough to ask the right questions, align around what truly matters, and move forward with focus and accountability. She is known for creating space for honest dialogue, challenging assumptions, and guiding leaders from vision to practical action.

With experience across executive coaching, organizational development, and business storytelling, Trisha brings both structure and humanity to her work. She believes sustainable growth comes from clarity, discipline, and a willingness to learn in real time, not from shortcuts or surface-level solutions.

Trisha’s coaching style is direct, thoughtful, and grounded. Leaders often describe her as calm, insightful, and deeply present, someone who helps them see what’s already there and act on it with intention.

Connect with Trisha on LinkedIn and Facebook.

Episode Highlights

  • Reflection on personal growth and changes experienced by the hosts during the experiment
  • Importance of renewed energy, commitment, and communication in business practices
  • Utilization of AI tools for analyzing coaching sessions and improving operational tactics
  • Emphasis on the significance of email marketing and maintaining an email database
  • Discussion on the value of nurturing relationships and consistent follow-up in business
  • Insights on the coaching process and the benefits of diverse perspectives from multiple coaches
  • Introduction of a “test drive” concept to enhance client engagement and relationship building
  • Shift from traditional networking methods to more authentic and direct communication strategies
  • Plans for future growth, including targeted marketing and community building initiatives

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from our flagship studio in Atlanta, Georgia. This is scaling in public. The next 100 Business RadioX markets, featuring founders Lee Kantor and Stone Payton, along with some of America’s top coaches, helping them grow the network with real strategy, real lessons, and real accountability, all shared in public. To learn more about the proven system that turns podcast interviews into a perpetual prospecting pipeline through generosity, not gimmicks, go to Berk’s HQ and download the free Business RadioX playbook. Now here’s your host.

Stone Payton: Welcome to another exciting and informative edition of scaling in public. Stone Payton Lee Kantor here with you. Please join us now in welcoming back to the broadcast our quarterback, our mentor, our favorite coach Trisha Stetzel. How are you?

Trisha Stetzel: I’m great. I’m so excited to be back with you guys. It’s been a few weeks and we’re all the way at the end of our 90 days. I’m super excited to circle back and talk about where we started and where we’re at today, and even share some of my own story in using the system. I think that’s going to be important as well. So we’ve been at this for 90 days now. Um, we brought in some incredible coaches, tested some new ideas and made some real changes. Today, I’d really like to pause and look back at what actually happened and more importantly, decide where are you going to go in the next 90 days. Because that is really the key here, right? Is taking action from all of the work that you’ve been doing. So when you think back, um, to where you were 90 days ago, Stone, why don’t you start us off with what feels most different now?

Stone Payton: For me, it’s energy level and commitment to a specific set of actions on any given day or in the course of a week. It’s almost it’s almost like I’ve clocked back in and I’m working the system that I preach so much to the studio partners that I’m supporting. And, um, so that’s the biggest overarching shift. Tactically, I’m just in communication. And if anything, I err on the side of overcommunicating with any of these constituencies I’m trying to serve. And it has produced general benefit, but also very specific success on a number of occasions already in a very short span of time.

Trisha Stetzel: Oh, I love that. Sometimes stone, we have to be reminded of the things we teach every once in a while, don’t we? I love that. Thank you for being so vulnerable around that. Lee, what about you? What feels most different now?

Lee Kantor: I think, um, operationally, I think we are in a better place. I think that we’re keeping score a little better than we had been before. I think a lot of these tactics and ideas that we’d have, we’d kind of start them and then kind of move on to the next shiny object. And these seem, uh, the tactics we’re trying and implementing seem very targeted and were relentlessly pursuing them until we make an assessment whether to continue or not, rather than just haphazardly just trying a new thing and a new thing. So I feel good about that. I feel good about how we’ve been leveraging AI. I know we’re just learning and I feel like a beginner when I’m implementing it, but I just see so much potential there and I’m excited about how we’re also leaning into, um, email marketing. I think that that was something that I shouldn’t have ever stopped doing. And we just kind of stopped doing it and we turned it back on and we were already seeing kind of fruits of that, uh, effort. And, uh, and I think it should be built into the playbook of all of our studio partners moving forward. You have to build an email database. You have to have some means of communicating directly with the people that are important to you, and you have to relentlessly communicate with them. It can’t be something that you just hope will work or you hope they’ll remember you. You have to kind of constantly remind people who you are because they’re busy doing their own thing. They’re not thinking about you until they need to think about you. And when that moment comes, you have to be there for them. So, um, I think email marketing is an important component or some sort of kind of reminder marketing, um, when you’re communicating with the people that are important to you.

Trisha Stetzel: Yeah, absolutely. Nurturing and top of mind. And we talk about it, right? We talk about it all the time. I think as people who are in business, we want to make sure that we’re top of mind and we often don’t see the fruit of that labor. And so we stopped doing it to move on to the next thing. I’m very glad that those are big rocks that came out of some of the experiences that you had. What surprised you most about this entire experience?

Lee Kantor: For me, the thing that surprised me was, um, just going through the coaching, uh, just the act of being coached. Um, when I was younger, I had, I’ve seen therapists in my life and, and it reminded me kind of, of that back and forth, the pushing, getting me into uncomfortable spaces. I hadn’t ever had a coach before. So this was the first time I’ve kind of experienced that in that way. And, um, I really enjoyed kind of the fresh eyes that people brought to this and every coach took it seriously. They did their homework. They kind of understood where we were at. So we didn’t really have to kind of recreate the wheel pretty much. Um, at each session. So I thought that was helpful. And then they got us really to the heart of an issue that their, that their specialty kind of, um, allowed them to, and it allowed us to kind of get insight quickly. Um, the only thing from it that I would take is that it was kind of overwhelming because every week we were meeting somebody else and they’d have a different thing and they’d say, oh, this is so obvious. You should be doing more of this. And then the next one would be, oh, this is so obvious. It would be something else. So it was just to kind of contain that, uh, was a little overwhelming for me. But again, that’s where AI was helpful for me, where I was able to kind of, okay, I can take these transcripts, I can put them in, I can help them kind of connect dots that maybe I’m not seeing, or I’m kind of not prioritizing as much as I should. And then that was kind of a, for me, a way to kind of put new fresh eyes on, on the inside. So I was, um, surprised by how much I liked it and how much I was looking forward to each coaching session.

Trisha Stetzel: Okay. Awesome. Stone, what about you?

Stone Payton: So for me, 2 or 3 things. One, it was much more fun than I anticipated. I just, I had a really good time. Second, I learned a great deal more than I thought I would. I’ve always considered myself a pretty good, if not gifted, person in the arena of selling professional services. I have a pretty strong track record in that regard. And, um, I didn’t I don’t guess I felt like I was going to learn that much. That was going to help in the role that I’m primarily playing at this point in our, in our evolution. I learned a ton. I think I probably came into it a little bit jaded toward the coaching profession, and and I’m sure there are some mediocre coaches out there, but boy, we didn’t meet any. Not during this series. Uh, you know, and they, and they, they challenged my thinking. They shared ideas and it was, I learned, but it was also validating. I validated that, yes, Stone, you really are good at this. You really do have a pretty good handle on some really solid sales mechanics that you’ve been exposed to over the years. You are good at communicating with people.

Stone Payton: When you do clock in and actually do the stuff that you’re trying to coach other, other people to, to do. And it had such a tremendous impact tactically because I, I think I kind of coasted for a while in our business because certain aspects of it, you know, could be very lucrative. And, um, I think I kind of backed off of doing the day to day blocking and, and tackling and then, you know, one specific set of disciplines, I guess. I had fallen into a very overly stealthy, high positioning approach to working with people and letting them come to me and all of that. Well, I gotta tell you, I’m anything but stealthy now. I let the people I’m talking to, I let them know how and why we want to serve them. I let them how? Let them know how and why we want to collaborate with them. What I’m trying to get accomplished. And it’s just a very authentic exchange all the way through. And all of that and the, uh, the, the gap and how much I’ve closed the gap. It continues to surprise me.

Trisha Stetzel: I love that I am so excited. And you guys both lived up to your, um, the thing that you said you were going to do at the beginning of this series, you said you were going to be open to coaching and be open to ideas from others, and maybe even shifting the way that you think. And congratulations. It sounds like both of you are there. Okay, so I came back. We circled back about halfway through, and we already talked about, um, the first few sessions, you’ve talked to five coaches and actually had a duo or four coaches and you guys had a reflection, uh, episode as well. But you’ve talked to five coaches all together. I’d love to hear how the back end of this series or the learnings for you have really played out when it comes to things that have moved the needle. So what are 2 or 3 things during the back end of this? I’m going to call it an experiment. We were calling it that as a kind of a kidding in the background, but what are 2 or 3 things that clearly moved the needle for you in the back end of this series? Stone. Do you want to take that first?

Stone Payton: Uh, yeah. Well, I can tell you on the back end of it, like Lee, I have been a little bit overwhelmed. But what we did, Lee and I, you know, came right behind each session. And, and he and I had in-depth conversations about the session. We took some advantage of, of AI. We took the, the Zoom AI summary from those sessions. And even more recently, Lee’s turned around and fed that into his AI to get a really solid practical plan of action. So I feel like the he and I block time every week, like 2 or 3 times a week to have these conversations. The conversations are more tactical than they used to be, and he and I contract to do some very specific things in service to those to those objectives. So that’s a that’s impacted the back end at a very tactical level. I’ve got two very recent examples from yesterday, because again, I was really reluctant to, uh, follow up in any, you know, really strong way. Um, and, and, uh, yesterday I followed up with a couple of people who were doing the test drive that people have heard us talk about on this, uh, on this series.

Stone Payton: By phone. I haven’t followed up with somebody by phone and I don’t know how long. It’s been a really long, long time. And we have this discipline in our sales process where we establish a specific confirmed release date and so on. On one of the things that a project that we were selling confirm release date is tomorrow. But I decided this morning and it happened right behind those calls. I guess I was kind of getting my getting my groove and I sent a little, little two sentence reminder, note. And the lady came back and said, oh, I sent you a note yesterday with the client wants to move forward now, for whatever reason, that that communication got lost in my email system or whatever. Doesn’t matter. She would have gotten a very she would have gotten the traditional confirmed release note tomorrow if I hadn’t reached out and over communicated. So I’m getting like very real and real time evidence that, hey, doing this stuff is a good thing.

Trisha Stetzel: I love that you picked up the phone stone.

Stone Payton: I did. I had done that a long time. Not in pursuit of yeah, yeah.

Trisha Stetzel: Yeah, I love that. And Lee, you mentioned earlier the, uh, email sequence along with that, what are a couple of other things that, uh, clearly moved the needle that you’ve implemented?

Lee Kantor: I think, um, well, one of the biggest things is this, uh, concept of a test drive that we’ve kind of, uh, built while talking to the coaches where now we have a bridge. So, and this is one of the challenges and you went through this yourself when you were implementing the system for yourself as a person comes on, they’re coming on to a show. You, you’re meeting them, you’re doing kind of a mini discovery call with them, whether it’s in the pre-call or in the interview, right? You’re vetting them, seeing if they’re right fit, seeing if there’s opportunity there. While you’re serving them and giving them a good interview. That’s useful and that they can really repurpose and benefit from. So you want to honor that. But at the when the thing’s over and you have your follow up and you want to teach them how to best leverage the content and how to get the most out of it, you want to have some sort of a bridge into a sales conversation for yourself. You know, because we’re not doing this, we’re doing it kind of altruistically. But this is, you know, like I like to say, this is show business. There is a business element to it. And we’re doing this to grow our businesses.

Lee Kantor: Um, so there has to be a bridge. And we came up with an interesting thing, an experiment to test is these test drives where we’re during the call, uh, stones able to bubble up, um, a pain point of whether it’s, I need to meet more people or I want to position myself a little differently or I’m not getting enough top of the pipeline. Um, you know, whatever their kind of issue is when it comes to business development. We have a simple way to test it. And this test drive, which we implemented successfully with one of the coaches, is we just give them, we put it in the chat. Here’s, here’s a note to send to your, um, your LinkedIn and just say, hey, I’m sponsoring a Business RadioX show. I’m looking for guests. Do you know anybody? That would be a good guess. I mean, that’s not the exact word, but that’s kind of the, the spirit of it. And this one coach immediately sent a handful out and was getting responses almost as fast as she was sending them out. And it was like, people have to understand that’s hard to do. Like, that’s not something that normally happens because I know because we’re sending a lot of emails now and we’re sending thousands of emails to get responses.

Lee Kantor: Um, this was something that it was almost, you know, sending a handful and getting responses is an extremely high engagement rate and is unusual. So she was very blown away by that. And then we were able to do we’ve done one of the interviews for her. We, we this test drive is basically allows the coach to be a sponsor of an episode. Um, and we don’t charge her for this test drive. And then she sponsors it by inviting someone. I did the interview for her in this case, and then I interviewed her person and the episode was brought to you by her coaching company. He had a great time, sent her a note. Thank you so much. Um, and that’s, you know, that’s something that can happen in a short period of time that we tested effectively. That was built on ideas that we got through the coaching that went from, hey, this sounds cool, let’s try it to us doing it. And now it’s just part of how we do things. Um, so that to me was one of the biggest actionable benefits from doing this. So we landed on something that is now a working thing that’s part implemented as part of our kind of go to market strategy.

Trisha Stetzel: I love that. So with your permission, I want to give a little plug on my experience with your system. I think this is a really good time to bring this in, because we were talking about it a few weeks back, like, what is that system done for me? And I gave you some numbers and I did. I dropped 95 shows last year and I do it as a coach. I do a discovery call, a 15 minute phone call with all of the prospects that I would invite to the show. So I did my 15 minutes. I invited those to the show that it made sense to have them on. I spent 45 minutes with them cutting a 30 minute show for them, and of those 95 I dropped last year, I got two paying clients, which is double what I would get if I was making cold calls to 100 people. Normally it would be one coaching client and I’ve got two. And, and the interesting thing for me is it’s all of the seeds that I’ve planted. It’s I, the client that I landed in the last few weeks that I have been telling you guys about came from someone I had on the show last spring, a year ago.

Trisha Stetzel: She was on the show this spring or really in the winter. In February, she dropped an email in my inbox and said, I want you to meet these people. And I went through their interview process, and now I’m a part of their coaching pool, which is really, really exciting. Uh, the other one is an individual one on one coaching client that I landed through again, another person who was on the show. So for me, it’s not always been about prospecting directly from the show, but indirectly. And I will tell you that I gave up some of the network that I was doing that wasn’t working so that I could use the system, because it makes sense for me to build these networks, to open up networks, to build relationships. And by the way, Lee, continuing to nurture those relationships is really important, just like you talked about in your business. For me as well, staying top of mind and continuing to get those referrals from the people I’ve had on the show. So I want to thank you both for allowing me to be a part of the business that you’re in and helping share this story with everyone who’s listening.

Lee Kantor: And it’s funny, you mentioned how it’s replacing some of your, um, things that you’ve done previously. One of the coaching, um, kind of tidbits we got in the insights we got was from one of the coach who said, if by doing your thing, it allows me to replace for other things. And that’s something, um, stone and I did a, a pro tip about this recently about how when you’re explaining the value of what you do as a service, you have to include the replacement cost because the person isn’t going to connect those dots. It’s like when you’re doing our thing, you don’t have to. Also, unless you want to do three other other things, you don’t maybe have to go to as many kind of networking meetings as you did before. You don’t have to go to as many events as you did before. You don’t have to run as many ads as you did before you can. You can use this thing instead of some other things that are costing you time, money, and resources. Um, that you can do this instead and get kind of at least the same bang for your buck, if not more. And again, the thing that I can’t emphasize enough about our methodology. Every interview you do, that person is going to like you. So that’s going to be a real relationship. You can kind of interact with this person down the road whenever you want, as opposed to an ad you run that every one of those interactions is perishable. They see the ad. They look at it and then they forget about it. It’s perishable. It goes away. Whereas every single one of our relationships are forever. Mhm.

Trisha Stetzel: Yeah. This method, it it removes the friction of the weirdness of having to introduce yourself to someone and saying, hey, let’s have a conversation. You’re inviting them to something which I think is beautiful. It’s all about them. Isn’t that what sales is all about? I think everyone’s favorite radio station, Wiifm. What’s in it for me? I mean, it really is. And if you invite somebody to something, I wouldn’t turn down a great show if somebody invited me that I knew or that I had been watching. I would love to be on somebody’s show that’s doing a really good job. And then, gosh, could I turn into a client? Maybe. Uh, that’s part of having that conversation and really nurturing what’s happening there. They’re so stone from your perspective. Just hearing, you know what, what I’ve been experiencing just over the last year. And by the way, we’ve, we’ve been working together for almost two years. And it took me a while to figure out my own system. But as you hear, um, you know, my experience with your system was bubbling up for you. Stone, about what I’m experiencing and what you’ve experienced through scaling in public.

Stone Payton: So at the risk of sounding a little bit immodest about our thing, I’m not even a little bit surprised that you’re seeing some positive results. And I think Lee’s right. And I think sometimes, um, I get a little insulated or take for granted just how powerful this thing is forever, not just while you’re doing it. And so it’s, it’s so much a part of me and what I’ve been doing for these 20 years that I think I have fallen very short of effectively articulating that to potential studio partners. I was a lot better when I did more in studio work, day to day, face to face at getting that across to people who had come through a studio. I just and maybe I’m just better in that medium or maybe, you know, I don’t know. But, uh, so for me, I want, I continue to strive to get a lot better at articulating what they can expect, which is what you’re, what you’re experiencing. And I think you’re going to, I think you’re probably going to hit a tipping point where your results and your numbers are even far more impressive than that. We’ll see as as things unfold. So the what I’m translating that to is in my communicating and overcommunicating when the opportunity presents itself and when I listen, like Coach Gabrielle has helped me do, and really get a handle on where they are now. What the. Not our why? As much as their why. And. And then communicate to them how much, how often and how our thing will help them get there. Much more focus on that as opposed to what? I cringe a little bit thinking that I probably went into a lot of conversations expecting them to connect all those dots and, um, and they don’t obviously. Uh, so yeah.

Trisha Stetzel: I have a little secret to tell you guys. I believe that my coaching skills have grown and I’m a better coach for doing the show. Oh, and I appreciate that because on the show, it’s always about the other person as it is in coaching and learning to ask a question and just get out and not problem solve and not be a teller and not try to give the answers and just allow the conversation to happen. I believe that I’ve become a better coach through being a partner with you guys as well. So thank you.

Stone Payton: Oh, great. I love to hear that.

Trisha Stetzel: I know, okay. So, Lea, um, something that comes to mind is you guys created a dashboard based on a conversation that we had a few weeks back on really hardcore tracking your numbers. How is that important? Not only just getting it started and having it, but using that in the future to really track the amount of work that’s going into staying on top of the activity you’re doing.

Lee Kantor: I think it’s important to keep score. And, um, the last coach we had, uh, young Han, he is operationally minded and is just really, um, kind of lives and dies by that. He doesn’t take anything great ideas or he’s like, I’m terrible at ideas, I. The way I do this is brute force. I just power through ideas and I just test them and they are what they are. And I do more of what works and they do less of what doesn’t work. And it’s just not that complicated. You just have to have the stomach to power through. So I’m really trying to kind of live into that more. Um, when it comes to doing a tactic, putting it to a test, assessing how it’s going and then either, you know, doing more of it or getting rid of it and trying another experiment. And so, you know, we’re really kind of leaning into that. And just like this was a 90 day experiment, this scaling in public. I think it’s a, I think moving forward, we should do it again and do another 90 days, probably not immediately after maybe started in May. Um, and not in April. Um, but we should do another 90 days of it. Um, and maybe tweak it a little bit, but we should start recruiting coaches for the next 90 days. Um, and that’s one of the initiatives I think we should do. I think that we should be, um, doing experiments and we have several planned and we should process everything we’ve learned from this experiment, kind of get all of our learnings together, come up with an action plan and then execute relentlessly and without emotion. And, um, so that, I mean, that’s another one of the takeaways from going through this process is just keep going. Go for, you know, little change over time compounds, and then just keep just relentlessly moving forward towards the goal.

Trisha Stetzel: Um, and you have to get comfortable being uncomfortable sometimes.

Lee Kantor: Yeah. And you got to take the emotion out of it, you know? Yeah. The ideas aren’t, you know, every idea It’s not a great idea. And that and the results are the results. And then you take them and you move on and you don’t. Failing at an idea or an experiment that goes wrong is not something bad. It’s one less thing to worry about moving forward and just try something else. And you got to have the stomach and the resources to do that for as long as possible. And if you do that relentlessly, I believe then you are going to get to where you’re trying to go.

Trisha Stetzel: I love that, and I’ve heard Jung say more than once, um, he loves use the term failing forward, which means you’re learning from everything that you’re doing, and you just got to put one foot in front of the other. So, Stone, what about you? Why is keeping score important?

Stone Payton: Well, I gotta say, I’m the newest member of the young Han Fan club. I got tremendous value out of that, uh, session. But for example, and again, that’s another thing I always bristled with, with score cards in my mindset was more like, just get out there, serve people and it’ll happen. And part of the challenge is it did happen. You know, particularly at the at the in studio level, working directly with clients, it hasn’t been happening for us in recruiting studio partners. Uh, this scorecard thing I’m still struggling with to even remember to do it. I was supposed to do it by Saturday or Sunday. I didn’t do it. I didn’t, and I didn’t do it yesterday. I did it this morning and I went back, I said, okay, great. I had six pre calls last week. That’s great. That’s more than most people get. I’ve had a machine to do that. I’ve had access to that machine for 20 years. I’ve always been able to turn the dial up turn it down. I had zero uh, what in that scorecard right now says post calls these conversations where we’re leveraging the, uh, helping them with ideas on leveraging their interview. And it’s opening up the opportunity for me to have that test drive conversation with them.

Stone Payton: Now, those were pre calls, those pre calls we history suggests that those will turn into the interviews. History suggests the interviews will turn into the into the post calls, but I had to be realistic last week. You know, just felt like I just was jamming, but I really hadn’t moved the needle that much yet. I just, I did part one of it. And so as in terms of keeping score, didn’t have any of those test drive conversations and to just realize, okay, you know, pay attention to what the score is. You might have got a first down, but you hadn’t scored a touchdown through this yet. So that’s, uh, and then watching Lee, um, really take the information from the sessions and not just rely on our feelings and our, um, in our memory and then analyze what’s been said and, and we have been leaning on AI a lot to lay out the plan and, and, and now I’m getting more and more comfortable with trying the new thing. So keeping score is also kind of a new behavior, uh, for me. And, um, it doesn’t come naturally. Uh, yet.

Trisha Stetzel: Yeah, we’re still working on it.

Stone Payton: But I will tell you this too, at a at on the other side of the equation. I know like the, one of the things that I wrote on my notepad during our session with, uh, with Jung was I wrote the word emotional and then I scratched it out and then I wrote the word math in great big block letters. So maybe that’s why I finally filled out the scorecard this morning.

Trisha Stetzel: And you don’t have to hang that on your wall so that you keep track of the scorecard, right? Uh, yeah. Well, and you guys have adopted so, so many new things that I think are going to matter to your business moving forward and understanding that we’re planting seeds just like I did. I talked to 95 people on the show last year, and it resulted in two great clients. And one of them is not just a 1 to 1 coaching client. It’s an opportunity to coach many, which is amazing. And I wouldn’t have had that opportunity had I not stuck with it and just kept planting the seeds. And that’s been the beauty of this process with you guys. So just calling out some of the coaches that you guys met with since the last time we rolled around, we already mentioned Gabrielle Beaumier. Uh, James Castleberry was on with you guys talking about emotional intelligence. Adam Walker and Sunjay came on to talk about using video to scale the business. You guys talked about the test drive, uh, and what you have going on. And then young Han was just before this particular episode. So reflecting back on everything, um, is there something you’re intentionally not doing anymore because of what you’ve learned in the last 90 days?

Lee Kantor: Uh, like, are you asking a tactic or just anything?

Trisha Stetzel: Is it? Yeah, sure. Either or.

Lee Kantor: Um. Oh, let’s see. Something we’re not doing anymore is waiting. Oh, we’re not waiting.

Trisha Stetzel: Okay, this is good. Tell me more.

Lee Kantor: We’re not. Um. Just saying, hey, this is a good product. It’s interesting because we have validation from every coach that this is a good product and a good service. Nobody is really debating that. And, um, and so I feel good about that, that we’re not. And it’s something that’s done. And I, because of our level of confidence and self-confidence, we never were really doubting it, but it’s nice to hear from a handful of people that say, hey, you know, you really do have something here. So I appreciate that. And a lot, I think, I don’t know if it’s our age, if we’re we’re our stage of our life that we’re at right now, that we just, I think, took our foot off the gas and said, okay, this is a good thing. It’s going to, you know, build it and they will come kind of mentality. And I’ll just, you know, people will figure it out. And now we’re moving with more urgency and we’re moving, you know, with our pants on fire to get this thing moving and get this thing done. And, um, so the waiting part, I think in our minds, um, has kind of stopped and now we are taking action relentlessly. Uh, pretty much every single day now.

Trisha Stetzel: I love that stone. How about you?

Stone Payton: So I’m not waiting. Covers it really well for me as well. Um, so that’s a specific thing that, that I’m not doing, but I’m also not cringing when emails go out from mission at Business RadioX dot com under stone at Business RadioX dot com, and maybe sometimes it’s not the way I would say that I’m not cringing because, you know, quite a few people are getting that message. And I’m seeing that the people that, uh, you know that respond really do want to have a conversation. There’s going to be a whole bunch of people that don’t respond to that specific message. But I, I mean, when Lee started jumping back into that and doing that, I mean, I was cringing because again, I was always like, I’ve been spoiled. We’ve made a very comfortable living. And it’s, it’s like falling off a log for me personally and for lead to run a studio. I mean, believe me, if I would work five days a week, three days a week down here at the studio, I’d make a ton more money. And that’s part of the problem, too. We’re already financially pretty comfortable, both of us. And so but anyway, I’m not cringing and I’m not waiting.

Trisha Stetzel: I love that, not cringing and not waiting, but ready to help other people who can use the system to grow their businesses, which is so important. One of the reasons I engaged with you guys almost two years ago is because of the whole pebble on the pond effect, and it was less about selling something to someone, and more about growing the community of people that I have in my reach. And I loved that. And I think that comes across for everyone. I’ve heard all of the coaches that I’ve had follow up conversations with that have been a part of this experiment, say the same thing, that you guys are genuinely in it for all the right reasons, which is to help people grow their communities. And I think that that’s beautiful and I really appreciate it. All right. So we’re at the back end of our conversation. I want to we’ve done a lot of reflecting, a lot of action looking. We know you have a dashboard. What is the next 90 days entail for you? So specifically, what are you going to double down on in the next 90 days?

Lee Kantor: Um, specifically, tactically, uh, we’re going to take Young’s advice and we’re going to run ads, um, in the next 90 days, uh, to just see if we can get direct, um, people into our pipeline through that platform. We’re going to ask, um, our coaches that we’ve had for referrals for next season’s coaches. Um, that’s, that’s a tactic that we’re doing to kind of build the top of our pipeline and to, um, we’re going to continue doing this show one more season at least. And, um, and we’re going to kind of, that’s going to launch probably in May, but it won’t, we’re going to kind of process everything we’ve learned and come up with a plan to maybe tweak some of the things that we think we could kind of do better. Uh, so those are some things that we’re going to do. We’re going to capture some of the testimonials from, from partners like you that have gotten, uh, good results and, um, capture that in a variety of ways so that we can share those stories with potential partners moving forward. And we’re just going to kind of double down on building this community. We want to identify more people that you know want to come along for the ride and, and feel like they have something to add to the community. So we’re looking for other people out there, other coaches especially that want to be part of a community that’s doing this kind of work, that they want to be the voice of business in their community, and we can show them how being that persona can really help their business grow. It can help them personally. They’ll feel good about themselves. They’re not going to feel icky. There’s not going to be any of that awkward, icky networking feeling you sometimes get. And, um, and it’s effective. I mean, this kind of work just really is effective if you’re doing it relentlessly over time and you will position yourself as that authority, it will improve your reputation. You will become a go to connector in your community if you do this kind of work. Um, so that’s the next 90 days about that.

Trisha Stetzel: Thanks. Lee Stone, what do you have to add?

Stone Payton: So listen to Stone get tactical here instead.

Speaker 5: Of just, you know, big picture.

Stone Payton: Uh, we’re going to market directly to affinity groups and professional services franchise organizations and see if we can’t get a lever. So yes, we’re going to do that 1 to 1 marketing that we’ve built this system out for. But we’re also going to, to build a system for going to a system and have some type of more, possibly more productized at least the frame of it may look a little more productized for your coaching franchise or your, um, your cohort, you know, maybe there’s a coach who’s coaching a dozen. Well, maybe we can do a test drive thing as part of that service and give those people an opportunity to be the voice of business in their community, because we know it’s going to amplify substantially any of the things that they’re doing as a product of the coaching they’re getting. And so we’re going to we’re going to pull that lever too.

Trisha Stetzel: I love that, okay. Uh, I need to know if this was a success for you. So, do you feel like this experiment, this first 90 days? I’m hoping that you say yes and invite me back for season two in May. Um, has this been a success for you?

Stone Payton: Absolutely. Unequivocally, yes. For me.

Lee Kantor: Yeah. Me too. I mean, this was, um, I loved it. I mean, I can’t wait for next season. I can’t wait to build the cohort of coaches for next season and to, to see where we go and what we learn and what we can execute next season. It’s, it’s something that has been really an energy boost for me. And I’m very appreciative of you and all the effort you put into this. And, um, all the coaches we met that we wouldn’t have met without your help. So thank you for making this happen. This to me was a 100% success.

Trisha Stetzel: It’s been my pleasure. And it was a little messy, but that’s okay, right? It was our it was our first season. Stone, I heard you say yes. What would you like to add to? This has been a success.

Stone Payton: I you know what less is more. I learned that from one of our coaches. That’s the best way I know to describe it. It’s a success for all the reasons that we’ve been been talking about. And I like Lea, I have thoroughly enjoyed it. I cannot wait for season two, and I can’t thank you enough for quarterbacking this entire effort and the direct counsel and perspective that we’ve received from you. It has absolutely been invaluable. Tricia.

Trisha Stetzel: Thank you. You know, Stone, we should have had everything that we’ve done recorded because we could have had so many more clips. I’m just saying. I’m kidding. Uh, you guys, thank you so much for the opportunity. I love working with you. I love being a partner. I love being a part of Business RadioX. And I love the show that I’m doing and building my own community selfishly opening up networks and talking to people that I would never, ever have the opportunity to talk to. So thank you both for allowing me to be a partner as well as quarterback this experiment. I have thoroughly enjoyed it. I got to meet some new people too. We brought in some amazing coaches and I am very much looking forward to next season, my friends.

Stone Payton: It’s been our pleasure. Thank you again, Tricia.

Outro: Thanks for listening to Scaling in Public. The next Business RadioX 100 markets. Are you ready to enjoy a steady stream of discovery calls and finally stop being a best kept secret? It’s time to step out of the shadows and watch your coaching business grow. Let’s fill your calendar ten discovery calls in a month, guaranteed. Go to Brc’s HQ to download the free Business RadioX playbook.

Joshua Berry: How Open Curiosity Creates Better Leaders Than Control Ever Will

March 24, 2026 by angishields

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Houston Business Radio
Joshua Berry: How Open Curiosity Creates Better Leaders Than Control Ever Will
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Joshua-BerryJoshua Berry is a world-class facilitator of change. As an author, speaker, entrepreneur, and CEO of Econic, Joshua has spent the last two decades evolving the what, who, and why of Fortune 500 companies and venture-backed startups.

Along with his team, Joshua has sparked change in organizations like US Bank, John Deere, Procter & Gamble, Nelnet, Ameritas, Omaha Public Power District, Farm Credit Services of America, and Blue Cross Blue Shield of Nebraska, among others.

For employees and leaders looking to grow themselves and their organizations, Joshua speaks on overcoming limiting beliefs, adaptive leadership, and the innovation systems and mindsets that create engines for growth. Learn more at econic.co and joshuaberry.com.

LinkedIn: https://www.linkedin.com/in/joshberrygphr/

Transcript-iconThis transcript is machine transcribed by Sonix

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Houston, Texas. It’s time for Houston Business Radio. Now, here’s your host.

Trisha Stetzel: Hello, Houston Trisha Stetzel here bringing you another episode of Houston Business Radio. It’s my pleasure to introduce you to today’s guest, Joshua Berry, CEO and co-founder of Econic and a nationally recognized author, speaker, and facilitator of change. For more than two decades, Joshua has worked with fortune 500 companies and high growth startups to help leaders rethink how performance actually happens, shifting from command and control leadership to team led results through Econic. He’s helped organizations like John Deere, Procter and Gamble, U.S. Bank, Blue Cross, Blue Shield, and others build culture. Cultures rooted in learning, experimentation, and shared ownership. Joshua is also known for his dare to be naive philosophy, challenging leaders to test bold, counterintuitive ideas that unlock innovation and momentum in uncertain environments. Joshua, welcome to the show.

Joshua Berry: Thank you. Trisha.

Trisha Stetzel: Super. Yeah, I’m super excited to have you on. I think that there’s a lot in what I just said about you that we’re going to talk about today, which is going to be fun. So before we get started, Joshua, tell us a little bit more about you.

Joshua Berry: Sure. I think it all starts with the fact that I’m a father of four. Uh, it’s birthday season, so they will soon be 12, 14, 16 and 18. Married to my high school sweetheart, also named Trisha and spelling it the right way of T r I s h a. I live in Lincoln, Nebraska. That has been a great home base for over 25 years, but has allowed me to do work in over 40 different countries while still having a great place to raise a family.

Trisha Stetzel: I love that, thanks for being a great dad. I have the opportunity to be on a podcast called Girldad. I’m really excited about that, so you should take a listen to it.

Joshua Berry: I will.

Trisha Stetzel: It’s going to be fun.

Joshua Berry: I love two of mine are girls, so I will check it out. Thank you.

Trisha Stetzel: I love that you’re welcome. Okay, so Joshua, I think I’d just like to dive right into, um, the way there’s there’s so much happening in the world right now. Lots of change, a lot of, um, uncertainty, things that are happening around us that we can’t control. And I know you have some thoughts around how we view work and ways that we can use our work to You shift the way we’re doing things, whether it’s inside of the work or outside. So tell me a little bit about I’m going to call it the sandbox. So tell me more.

Joshua Berry: Yeah, I love to think of work as a sandbox. If any of the listeners are probably like you and me, we still have to work for a living and therefore we’re required to show up and, and do work, and we get a choice of how we want to use that time. And I view work as a phenomenal sandbox for us to be able to practice more of the behaviors that we need in society, right? So it’s like a bonus, like we have to go do it. Many times we’re put into situations with people we wouldn’t normally hang out with or talk to, and we have to figure out how to make something better together. And so when I think again about all that we need in society in terms of, of better discourse, more trust, more resilience, uh, Ease your ability to to change our mind when new thinking and new facts come about. Um, these are all things we get to practice at work and get paid for it. And so I just love again, the work that I’ve done for the last couple of decades has always been at the intersection of business performance and people and trying to create these spaces for people to practice those types of behaviors.

Trisha Stetzel: I love that. So, Joshua, can you give us an example of something where you’ve been able to use that sandbox?

Joshua Berry: Absolutely. Uh, some of our early work at Econic was helping build innovation labs and incubator programs within large companies. And oftentimes, uh, the issues that some of those innovators or entrepreneurs would run into were their own limiting beliefs about, I can’t try this thing because if I do and I fail, uh, then traditionally I’m not going to be seen as a high performer. And yet that’s exactly the type of behavior that we needed to instill in them and coach. And so a lot of our programing and workshops weren’t just teaching them. For instance, how to experiment or how to build rapid prototypes of new ideas. It was working on their own inner work, what I call groundwork, in terms of what voice is telling you about your worth when you fail at something. Now that’s a phenomenal sandbox, because just imagine if we had more people who are a little bit more thoughtful about saying, I really want to try something new in work or in life or at home or whatever it might be. But what will people think if I fail? Well, these incubator programs and innovation programs we got to build gave people routine practice on exactly those types of behaviors. And what they began to see is that when they embraced some of those things and they started to realize, oh, I tried this, it failed. I’m still okay. Um, they actually were a little bit braver in other aspects of our lives, too.

Trisha Stetzel: Mhm. Yeah. Wow. I love that I picked up on a word that you used that I really like, which is, which is entrepreneur. Yeah. Can you tell me a little bit more about that?

Joshua Berry: Sure. It’s it’s a $2 word that we use when we’re talking about people who have been designated for more innovative or entrepreneurial work within an organization. And so we typically refer to them as entrepreneurs. Um, and there’s a lot of, we can fill a whole episode on what you need to do to be a successful entrepreneur. Set the system up for it. But that’s what I mean.

Trisha Stetzel: Yeah. I love that you talk about embracing bold and, and, and counterintuitive ideas in your dare to be naive work. So what a powerful, naive hypothesis you’ve tested that actually accelerated outcomes.

Joshua Berry: Yeah, yeah, I’m I’m known, uh, in the speaking world and others is that naive guy. Uh, and it is, it’s, it’s, I’m not completely, willfully ignorant about the world, but I do believe that so much more is created if we believe in what can happen and the optimism and the beliefs that are driven from that. And so a concrete example of it is, you know, most organizations say, uh, our people matter and the growth of our people matter. But a naive belief that I have is the growth of the people matter even more than the business growth. Um, both are important. We need both of them. But at the end of the day, uh, people growth, even over business growth is kind of a naive hypothesis. And a story I like to tell about it is there was a manager named Michael, uh, who we were working with, who gave me a call and he was looking for a mentor for one of his teammates high potential, high potential person. And he asked if I knew someone who could mentor him. I racked my brain a bit and realized that there was somebody I could refer. But this person worked for their competitor down the street and I said, uh, I’ve got someone I could introduce you to have that person meet with the competitor.

Joshua Berry: And he paused for a bit, and Michael eventually said, okay, let’s set that up. Now, what was fascinating was like traditional management logic would say, why would you ever send one of your star performers over to meet with a competitor? But Michael, when I asked him later why he did it, and I had a hunch right as he said, I win either way, right? If I care so much about his growth and development that I’m willing to do something that might be perceived as risky. He’s going to know that I cared that much about him, and his growth was more important. And the counterintuitive thing that happened is the loyalty of that high performer actually grew because there was there was factual evidence, right, that Michael cared so much about his growth and development. And so that person went, he learned from this other mentor and continued to be a high performer at that business. But it was kind of the when push comes to shove, like actually showing your actions back up your words in terms of your belief and your employees development.

Trisha Stetzel: Wow. That’s amazing. And just thinking about the culture that you can build with this, um, we’ll call it, these are your words, strategic experimentation and learning, right? Strategic experimentation, even being naive and trying things, right. Uh, even some counterintuitive ideas. How, how do you build that kind of culture in a business?

Joshua Berry: Uh, yeah, you have to, you do have to have great leadership who have done their own groundwork, their own inner work to be able to understand that there might be other ways. And you mentioned this during the intro. That’s hard. If the culture is is stuck in this idea that you need to command and control everything. I think the best organizations and the best leaders have understood that change is happening too quickly for everything to be prescribed and controlled. And and nobody wants just their team members sitting around waiting to be told like, hey, what do I do next? Uh, so the future from our research and our understanding is what we call team led results. And to build a culture that is focused on team led results, you can’t just jump into that experimentation that you mentioned. You actually have to do a couple of steps before it. And it’s what we call groundwork and we call alignment. The groundwork is, again, what’s the inner work for the team, helping them change their relationship to change? And, uh, specifically how you can do that is create space for teams and individuals to be able to work through where maybe some of their limiting beliefs are related to the work or what’s needed. Once some of that work is done, then you can do alignment. Alignment is about just getting clear on things like what are the expectations for my role? What are our expectations for growth? What are what are the unwritten rules that I see people, uh, behaving as if they were truth that we need to call out. And, uh, once teams have the trust and are able to work through some of those things, then all that experimentation, then all of the progress and the things people used to hire us for right away, like start to fall into place.

Trisha Stetzel: Yeah, absolutely. So I want to you brought in something from your bio, uh, around the command and control to team lead. We’re right now in our workforce, um, generationally, we have lots of, lots of ages still in the workforce, Absolutely right. Where when I was growing up in these bigger brands, it was very much command and control. And what you said is what needed to get done and the team executed. And we did that over and over again, where the culture and business has shifted a lot to team led. So what are your thoughts around this very broad age range of people in the workforce and everybody, you know, kind of shifting their mindset?

Joshua Berry: Yeah.

Trisha Stetzel: Together.

Joshua Berry: Yeah. To your point, generational differences are real. Um, there’s a reason why stereotypes exist because there is some truth to those things. But what I invite for organizations and we just did, um, we’re about eight months into a 12 month leadership program with about 180 leaders. And they specifically wanted to focus some of the content on the communication styles of five generations in the workforce. So this is near and dear to my heart. And one of the first things that we said is we need to help all people in the workforce, regardless of age, get to a space where they understand that they have agency to either be defensive or open and curious. Yeah, we’re not going to change the history and experience in the decades of experience that brought you to here and some of that preprograming. But we all have agency. Diana Chapman and a couple of others wrote a book called the 15 Commitments to Conscious Leadership and Commitment. Number one. I see you nodding your head is that there’s a line and we have a choice every single day. Do we want to stay below the line where we’re defensive and we’re committed to being right? Or can we flip above the line and be open to learning and committed to learning, even if it proves that we’re wrong. And so the first step, regardless of age, experience, whatever it might be, is can we own that we have agency to be able to make that, that that shift back up because we’ll always drift down like we’re too busy. We make assumptions, all these things. We’re always going to be defensive first, but can we start to create space where we can pause for a moment and get back above that line?

Trisha Stetzel: Oh my goodness. Yes, I have so many more questions for you. But before we go there, I know that there are some folks who are listening today who already want to connect with you to have a conversation or learn more. Where is the best place or how is the best way to connect with you?

Joshua Berry: Yep. Best places. I put out new content on LinkedIn. That’s the best place to find me. You can search for Joshua Berry and Econic there, or we’ll put that in the show notes. My email address, I love to respond to personal emails from people. So that would be Joshua at Econic e c o n I c.co. And then for more information either on our work. It’s Econic or my personal speaking. And, and oftentimes the topics that I’m most interested in, uh, that’s at joshua.com.

Trisha Stetzel: Love it. Okay. Joshua, I’d like for you to tell me a little bit more about the work that Econic is doing. I know that we’ve, we’ve put some of that in a little bit here and a little bit there, but who are you working with and what kind of work are you doing?

Joshua Berry: Yep. It’s across all sorts of industries. We have some higher education clients now, some insurance, financial services, retail, manufacturing. The only common thread is that they are leaders going through some sort of change, uh, or organizational initiatives. And they’re curious and open. Like that’s the common thread. We also rarely work with people who are completely failing and and they need some sort of silver bullet approach, right? But those organizations who are good trying to get even better, and the type of work that we’re doing with them is everything from custom training and development programs to help them practice more of the behaviors that they need within their organization to executive facilitation work, which might be strategic planning or other initiatives. Um, and then more and more of it is around what we talked about previously, which is the idea of team led results. So more, more talks and workshops and virtual programs, specifically helping team leaders, managers. Move past the stage of burnout where they’re feeling like they have to carry everything themselves. And what we help them do is shift mindset and get some new tools to be able to help their teams lead the results. So it doesn’t feel like you’re constantly like pulling and pushing and, and coercing people to get buy in, to get stuff done. But you’ve, you’ve created the steps and the environment so that the teams actually want to almost like pick you up and carry you forward.

Trisha Stetzel: Okay. So just thinking about that particular scenario and a leader saying, well, my, my team is not getting the results they need. So I do have to carry all of the weight of the team and do everything that, uh, everything myself, right? Um, and some of those leaders are even saying that they empower their teams to do the things that need to get done, but the behavior doesn’t always match. What are your thoughts there?

Joshua Berry: Yeah, one of my first thoughts is, um, it’s the reason why we start oftentimes with senior leadership teams is, is they say the words empowerment, but then they, their actions don’t actually represent that they’re empowering people. The classic example someone comes in for a one on one and they’re bringing you a problem or an issue and, um, and you adopt a problem solving type of mindset instead of a coaching mindset, right? Well, and what would you do in this situation and what else? And, you know, there’s, ah, I’m not a pro in this. You are a master leadership coach. I see. Um, but there are a lot of great books out there and great resources that help leaders become better coaches. And I already established we have four kids. Oftentimes it’s the same thing as as in parenting. Like if I did everything for my kids, I can’t, I shouldn’t be surprised if they become teenagers and they still want me to do everything for them, right?

Trisha Stetzel: Then you have a bunch of 30 year olds living at home, right? Absolutely.

Joshua Berry: No judgment.

Trisha Stetzel: No judgment.

Joshua Berry: There’s there’s bad luck in life, right? But we have agency. We have control over those things. And so if you feel like you are carrying everything for people, the first thing you need to do is to look at some of your practices and understand this is back to groundwork again. Um, is there something that is causing some sort of immunity in you of giving up that control? And oftentimes these leaders have built their success on being the one with the answers and being the one who their value was based upon solving things. And unfortunately, they then get stuck into these repeating cycles and loops where they just keep reinforcing those things. I was, I was working with an engineering group, um, yesterday speaking at their event, and we got into this conversation around heroic efforts. And I said, heroic efforts in your organization should be the exception. The moment we start to celebrate always these heroic efforts, what you’re doing is you, you’re celebrating the wrong thing. Because now you’re rewarding a behavior and not always rewarding the fixing of those systems or processes or other things that make it so that you shouldn’t have to rely on heroic efforts. And it’s a counterintuitive idea, but if you have too many heroic efforts, you probably have some systems and process problems that you need to step back and be able to address. And so again, that comes back, though, from leaders having to be honest and serious about what type of culture that they want. And if they truly want to empower people, like what does that mean for them?

Trisha Stetzel: Yeah. I want to ask you a little deeper question, if that’s okay. What what drives you or what drove you to this work? Why is this work important to you?

Joshua Berry: I believe people have so much squandered potential. Trisha. I believe there are people within organizations that are just going about life and work and everything, and either they don’t have or they’ve given up maybe some of the dreams that they have for the type of life that they could create. And then we’ve created work systems that further drain that from them. And, um, that’s why I’m passionate about this shift that we get to make now, to be able to fully unleash people, quite honestly, into the work that they were made to do and use work as that sandbox to be able to help them practice more of those things to get better. Um, yeah, that’s what drives me.

Trisha Stetzel: Okay. Yeah. You circled us right back around where I wanted to take us, right, was to sandbox and really thinking about it. Like, I know that some of what we have talked about today resonates with someone out there who’s listening around. How can I create or have this sandbox to really help my people who I know have potential?

Joshua Berry: Yeah.

Trisha Stetzel: Get where they want to go, right? Yeah.

Joshua Berry: So what’s what are some things they can do?

Trisha Stetzel: Yeah.

Joshua Berry: Yeah. The first is, is you, especially if you, you phrased it in a way of a team leader, like you need to be able to know where each of those people want to go and be able to have the type of relationship with them, like Michael mentioned, where you’re okay, even if that’s not in your team, right? Like, and that sounds so crazy. Half of half the people just shut this off. But, but you have to have people who care enough about you and, and they know you care enough about them that they’re willing to have that conversation around. What do you want to learn next? What do you want to do next? Obviously, you need a successful business to create opportunities for people to grow. But if your story is a little bit wider And they could grow over there. They could grow over there, whatever it might be. And all of a sudden, you have a lot more abundance and a bigger sandbox to play in. So I think the first one is the relationship. The second piece of it is are you setting the example for yourself? Right. Um, there are a lot of leaders who say these things for their team members, but they don’t actually talk about it or live it themselves. There’s this one sales leader I was working with, who in private, he would tell me that he couldn’t wait until he reached a certain age.

Joshua Berry: So he finally had enough saves so he could actually go do what he wanted to do. And, uh, and I said, have you ever shared that with your team? He’s like, no, why would I ever do that? There might be some of them that would have that same thought. And what I challenged him on was they probably already have those thoughts. You just don’t know it. Just like you already have this thought. And so, uh, you have to start to model some of those things for yourself and being honest. You know, people you mentioned about generational differences, I know there’s differing levels of what people feel is appropriate to share and disclose within the work environment, but I found very few people who don’t value authenticity and value people just being real and sharing those things, even if it doesn’t align with their normal way, you know? Full circle on the naive naivete thing and being naive. Part of my research in that book showed that we we got the word naive kind of wrong a few hundred years ago. Naive actually just means natural or innate or that thing which you’ve had from the start. And so sometimes when you have a naive belief or naive thing that comes up within you, it might actually be something that is worth listening to because maybe it was coming from a deeper source than you’re giving credit to it.

Trisha Stetzel: I wish we had so much more time together. I’m really enjoying this conversation. So, um, as we get to the end of our conversation, just one, one more thing and I’d like to get your thoughts on someone who’s listening today who doesn’t have that relationship with the people that they work with or who report to them, whatever hierarchy you want to look at or level playing field, how do they, how do they get started when it’s it feels so uncomfortable to get to know their team members at that level so that they can start to work together in this sandbox.

Joshua Berry: Yep. A couple quick ones. Um, one would be just being able to have open conversations about what’s working and what’s not working in the role and then doing something about it. Um, another is, uh, if you use an employee engagement survey, actually do something with the results because oftentimes people are sharing some of these things and then the organization takes way too long or they don’t ever act on those results. So you may already have some of this content there. You’re just not doing anything with it. And then I think the third thing is, is, again, if you are the individual who, let’s say it’s completely blocked and you’re not getting this at work at all, great. Find some other part of life where you can do it, whether it’s at a nonprofit or volunteering for a board or some other places where you can continue to explore and try out things that you might normally not have a chance to do at work.

Trisha Stetzel: Wow. Thank you so much for your time today. This is, um, this is the best conversation I’ve had all week.

Joshua Berry: Thank you. Thank you. Trisha. I’m flu. I’m flu.

Trisha Stetzel: I, I love this. I took so many notes and I love when you talked about the two agencies of being defensive or open and curious. I love that that’s so simple. It’s so simple. Just write it on your wall. Right?

Joshua Berry: Absolutely. And it’s again, not mine. 15 Commitments of Conscious Leadership. Great book. Go check it out.

Trisha Stetzel: I love it. All right. Joshua, thank you again for your time today. This has been wonderful.

Joshua Berry: Thank you Trisha.

Trisha Stetzel: All right, you guys. That’s all the time we have for today. If you found value in this conversation that Joshua and I had, please share it with a fellow entrepreneur, veteran or Houston leader ready to grow. Be sure to follow, rate, and review the show. Of course, it helps us reach more bold business minds just like yours and your business. Your leadership and your legacy are built one intentional step at a time. So stay inspired, stay focused, and keep building the business and the life you deserve.

Scaling in Public Tip: Virtual Relationships

March 24, 2026 by angishields

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Scaling in Public Tip: Virtual Relationships

Stone Payton: Welcome back to Business RadioX Pro Tips. Lee Kantor, Stone Payton here with you. Lee, in our Scaling in Public series, we had Sanjay Parekh and Adam Walker guiding us through – a lot of it was centered around leveraging video. A great deal of the conversation talked about virtual relationships, which is a little different than the way our company was founded, with so much of the in-person work in studios. What do you think about what Adam specifically had to say about virtual relationships?

Lee Kantor: Yeah, this is something that was really – it caused me to kind of rethink how we do things and where there’s opportunities within our model on how to implement adding video or adding these kinds of non-in-person ways to build relationships.

Lee Kantor: And what he said was that virtual relationships don’t build themselves. And when teams work remotely or relationships happen through video, you’re obviously going to lose some of these natural water cooler moments, that serendipity that happens, that kind of magic that happens when you’re inside the bubble of a studio and everybody’s got headphones, and everybody’s looking at each other face to face. You lose that. I mean, that’s just a fact. It’s not as prevalent when you’re dealing with somebody virtually.

Stone Payton: So, in order to kind of create those moments, you can’t happen by accident. So, if you’re working virtually, you have to create those moments intentionally. And some of the ways to do that are you leave a few minutes at the start of the call to talk about things just casually. You give space for that kind of human-to-human interaction.

Lee Kantor: You have to kind of schedule these kinds of informal check-ins if you’re dealing with a team remotely. And if you’re dealing with doing what we do, which is kind of doing interviews, you have to kind of create space at the front end, and you have to create space at the back end because you need to get that human-to-human interaction happening. It has to be injected into this process. It’s not going to happen if you’re just kind of get the person on, do the interview, get the person off, move on to the next interview.

Lee Kantor: You need to create space for these informal conversations to occur, because strong business relationships don’t just come from a super structured interaction. They come from the human elements and the human moments in between that. So, create space for human-to-human interaction before and after your interviews if you’re trying to build relationships during this kind of interview process.

From Pain to Performance: How Brain-Based Chiropractic Can Change Your Life

March 23, 2026 by angishields

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From Pain to Performance: How Brain-Based Chiropractic Can Change Your Life
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Brought to you by Diesel David and Main Street Warriors

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In this episode of Cherokee Business Radio, Joshua Kornitsky interviews Dr. Zach Walker, founder of BrainSpine Chiropractic in Marietta, Georgia. Dr. Walker discusses his unique brain-based chiropractic approach, which focuses on the connection between the brain, balance, and movement—going beyond traditional spinal adjustments. He explains how dysfunctions in sensory processing, eye movement, and balance can cause pain and movement issues, and highlights the importance of updating the brain’s body map for optimal health.

Zach-WalkerDr. Zach Walker graduated from Life University in 2017. Since then, he has seen patients dealing with chronic pain, dizziness/balance issues, concussions, migraines, and athletes of all ages. He believes in bringing out the athlete in YOU. You are the athlete of your life, be the best at your sport.

Dr. Walker is constantly striving to get his patients better, as well as himself. To combine chiropractic and functional neurology, he pursued further studies to earn his Diplomate of the American Chiropractic Neurology Board. These studies have given him skill sets in Traumatic Brain Injuries, Vestibular Disorders, Chronic Pain Conditions, and Sports/Athletic Performance. BSC-Logo

His unique approach looks beyond simply treating symptoms; rather, he addresses the way the brain and nervous system control the body—helping athletes achieve long-term, life-changing results.

Dr. Walker founded BrainSpine Chiropractic with a passion for bringing advanced, brain-based chiropractic and functional neurology care to Marietta, Atlanta, Kennesaw, and the surrounding communities.

At BrainSpine Chiropractic, our mission is to create a safe, supportive, and empowering space where every patient — in pursuit of their inner athlete — can heal, grow, and thrive. We believe that care should not only restore function, but also inspire confidence, energy, and excitement as you return to the life you love.

Follow BrainSpine Chiropractic on Instagram.

Episode Highlights

  • Brain-based chiropractic care and its distinction from traditional chiropractic methods.
  • The connection between the brain, balance, and movement in addressing pain and dysfunction.
  • Dr. Walker’s background and journey into chiropractic and functional neurology.
  • The role of proprioception, eye movement, and the vestibular system in body awareness and coordination.
  • The concept of the brain homunculus and its implications for spinal health and pain perception.
  • The importance of updating the brain’s body maps through movement and sensory input.
  • Common conditions treated, including chronic pain, dizziness, and balance issues.
  • Misconceptions about chiropractic care, including the necessity of pain for treatment and cost concerns.
  • The holistic approach to optimizing health and performance for individuals of all activity levels.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Business RadioX Studios in Woodstock, Georgia. It’s time for Cherokee Business Radio. Now, here’s your host.

Joshua Kornitsky: Welcome back to Cherokee Business Radio. I’m your host, Joshua Kornitsky professional EOS implementer. And today we’ve got a great show that I can’t wait to get to. But before we get started, I want to tell you that today’s episode is brought to you in part by our community partner program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, please go to Main Street warriors.org. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors diesel. David Ink, please go check them out at diesel david.com. My guest today is Zach Walker, a chiropractor and functional neurologist. He is the founder of BrainSpine Chiropractic based in Marietta, where he works to improve performance and address the root causes of pain and dysfunction. His approach goes beyond traditional chiropractic care, focusing on the connection between the brain balance and movement to uncover what’s really driving symptoms. Welcome, Dr. Walker. Thank you for being here.

Dr. Zach Walker: Thank you. Joshua. I need you on my. Every time I’m meeting someone, I need just. I need you to be with me every time. That was awesome.

Joshua Kornitsky: I’ll just. I’ll be your herald. I’ll announce you. I’m happy to have you here. Um, before we get into the the BrainSpine chiropractic and all that you’re doing there, will you tell us a little about yourself? Kind of your origin story. Where where you started from to get to here.

Dr. Zach Walker: Yeah. Um, so, you know, most chiros and anyone you talk talked to? They had like a big. I was adjusted once and it changed my life. Mine’s not that drastic. Right? Um, but the big thing that comes to mind. My senior year of high school, we’re filling out r a c t s a t. I’m not even sure if that’s a thing anymore. It is. And before you do that, right, um, it asks, what are your interests outside of school? What do you like doing? So once you got your results back, um, it would give you, hey, maybe you should look into blah, blah, blah. And my first 3 or 4 was like physical therapist, athletic trainer massage therapy. But the last one, uh, was chiropractic. I had never heard of chiropractic. This was, I’m not gonna date myself. This was a while ago. Right? Um, this was about 0405. Um, but luckily I was able to do a senior project and kind of mentor a local chiro. And it was just, it was really cool being able to see even traditional neck pain, back pain patients get to come in feeling a lot better or at least feeling better without, um, a lot of medications. And these things, once they left, that really piqued me of the, the anatomy and physiology and just the human body in general. Um, and then ever since then, I’ve did my bachelor’s, um, and exercise science master’s in positive psychology, and then my Dr.ate in chiropractic. Um, the human body is, I love it. Um, I think it’s so, so fascinating and even more so the brain. Um, and then, you know, since Dr. chiropractic getting my what’s called the Dach-dnb diplomate accredited chiropractic neurology board, just a fancy word for being able to look at the brain a little bit more. Okay. This fascinates me. Um, and just since then, just delving into it and helping as many people and patients as I can.

Joshua Kornitsky: All right, so then let’s jump in. Um, I’ve been to a chiropractor a number of times throughout my life. I’ve always had positive results. But what’s brain based chiropractic mean?

Dr. Zach Walker: Yeah, it’s, it’s a really good question. Um, so most chiros and if you’re going to a chiropractor, massage therapist, acupuncturist, um, they’re very good at looking at what’s called the musculoskeletal system, your muscles, joints, tendons, ligaments, all that fun stuff, right? The super, super important system, right? But there’s three systems that our bodies always using to navigate the world. One being. Reception. What’s that?

Joshua Kornitsky: I was saying, what are those?

Dr. Zach Walker: Yeah. Well, uh, so one being what we call proprioception or I call it your spidey sense, right? Spider-man. There’s actually a new Spider-Man, you know, coming out, right? Um, and you have those alert signals, right? We could be having conversations like this, and you kind of always know what’s going on in the background, even though you’re not, you know, we’re not owls, right? Kind of. You’re right.

Joshua Kornitsky: But that pain in my lower back from sitting up straight, that type of thing.

Dr. Zach Walker: Uh, yeah, in a way, I mean, that’s that’s your muscles and joints kind of fire and the brain’s like, I’m having a hard time communicating. Um, that’s, that’s system one. System two is eye movements. You should be able to follow this and go here, follow this and go here. We’re doing those almost 300,000 times a day, quite a bit, almost like you’re reading a book. That’s a lot, right? Um, and the other one’s going to be, I should be able to look at you and turn my head with my eyes shooting off or feeling like I’m going to that side. Right. So I’m saying all this to say brain based chiropractic takes all three of those, right? And sees which one is dysfunction, which one is the communicating right. And how can we allow those systems to work better to allow you to be the best athlete in you?

Joshua Kornitsky: Okay. That’s, uh, that seems much more comprehensive. And because it’s looking at all of the systems, not just one.

Dr. Zach Walker: Right? Um, and it is, it is another specialty. And it’s these three systems that feed into other systems. They feed into the pain to balance for posture, uh, concentration to, um, many different aspects of life that you wouldn’t think they would feed into. Right. But at the end of the day, if your brain and body can communicate, right, that’s huge because most chiros look at the spine, which is super, super important. We do that each and every day, even twice on Sunday, right? Right on Sundays. Right. Um, but again, we’re saying, as most chiros, all the nerves originate from the spine. They don’t originate from the spine. They actually originate from the brain. Right? We have what we call different nuclei in the brain or fancy word for kind of like hubs or that’s where everything starts, right? Okay. Starts hearing kind of fires down. So if we’re not looking at the brain, we’re missing a big piece.

Joshua Kornitsky: So in the world of chiropractic, are you a super specialist that people get referred to or do you see all sorts of patients? Who do you see in your clinic?

Dr. Zach Walker: Yeah. I mean, it’s, um, it’s a good question too. I mean, it is a subspecialty. I mean, chiropractic has a lot of specialties, if you will, from geriatrics, older people to pediatrics to, um, more. I just want to look at X-rays all day, but the neuro is kind of its own thing, right? We do see a lot of neck pain. Back pain, right?

Joshua Kornitsky: That’s okay. So you do traditional chiropractic care as well.

Dr. Zach Walker: Yeah. Um, but a lot of times with neck pain and back pain, if I were to tell you that the pain you’ve had in the last six days, six months, six years, right, isn’t from your neck. You’re like, I don’t what? Yeah. It is. It hurts right here. Right? Um, but again, unless you just had a big accident and even with that, there’s exceptions. But unless you’ve had a big accident, your muscles and joints, tendons are only going to respond to what the brain tells it to do. Right? Um, so kind of go with that. Yeah. So kind of going back to the eye movement, right? If it’s hard for you to look from this target to this target with just a quick eye movement that brings, I don’t like that I get dizzy every time you do that. So I’m going to kick in a neck mechanism to look over here, which is fine to an extent.

Joshua Kornitsky: So that’s a compensation when compensation exactly.

Dr. Zach Walker: Um, this is where compensations aren’t necessarily good or bad. It’s allowing you to get throughout your day, right.

Joshua Kornitsky: But it’s typically not how, how the system was designed to function, right?

Dr. Zach Walker: You, you nailed it, right? Because again, we just said these eye movements, we’re using those with say 250,000 times a day, right? Your neck isn’t designed to move that many times. If you do that even remotely, you’re going to have neck pain, right? We could adjust you. We could give you all the best manual therapies, which is important, right? But again, once you go out in the real world, you’re going to keep doing this. We keep doing something over and expecting a different result. Insanity, right?

Joshua Kornitsky: Fair enough. And that makes sense to me though. But I’d never considered it from a perspective of my body compensating for a challenge, right? It’s just because I gather that it’s almost autonomous, that it’s kind of like when you twist your ankle and your body starts to limp, you don’t consciously decide to limp. You just limp.

Dr. Zach Walker: Yep. No, I mean, that’s a perfect example because you’re your body and brain doesn’t like being tired, doesn’t like being in pain, doesn’t like being dizzy, right? No one does. So it’s going to try to do everything it can compensate, right, to allow you to get throughout your day. But eventually this compensation is another compensation. And it just it spirals, right?

Joshua Kornitsky: Different level of clarity for me than I’ve had before. So I want to talk a little bit more about the brain because you said that all the nerve endings start there. Not in the spine. So is the spine in some cases. I’m going to use my terminology, not yours. Is it where the nerve ends or it just winds through? And tell us more about the brain side of this.

Dr. Zach Walker: Yeah. Uh, so with the spine, right, the spine is super, super important. It’s, you can think of it as a conduit or like we’re in Atlanta here. It’s, it’s 75. It’s 285, right? Everyone’s using it, right? Do you want to or not? Right.

Joshua Kornitsky: Sometimes it’s real slow.

Dr. Zach Walker: Oh you’re. Yeah. Right. Um, you can think of the brain as kind of your house, right? That’s where you where you live. That’s where you reside, right? Um, with the spine, right? In chiropractic and really in neuroscience, before you do any movement, before you pick a coffee cup up or you go to the gym and do squats and deadlifts, your spine has to be the first thing that is stable and fires. If it doesn’t, it doesn’t matter what you do. We’re going to have injuries, right? We all know someone that can squat to him or not even two. They can squat 600 pounds of deadlift 800 or a bench. All this. But yeah, they go to Costco, Walmart and pick up groceries and I think I slipped a disc.

Joshua Kornitsky: Okay, that’s not funny, but it’s true.

Dr. Zach Walker: Well, we hear it a lot. And if you don’t know that person, you probably are that person, right? Um, but I’m mentioning that to say the spine, when we’re working out, we’re embracing core stability. We’re, we’re getting organized, right? But if we’re not having that same mentality each and every day, we’re being the best athlete and you comes into play, we’re going to have issues, right? So that’s that’s the spine, right? The brain though is the CEO. It processes everything right. It’s the one that’s processing the eye movements, the head movement that proprioception or spidey sense, right? The the spine isn’t processing it. It’s just taking in information, right? It’s gathering information and then sending it to the brain basically.

Joshua Kornitsky: Okay. Fair enough. So it’s, it’s, it is more the even though we think of it as, oh, I hurt my back. It’s sort of the forgive the expression, sort of the tail end of of the loop because your brain sent the if I’m following correctly, your brain has sent the command and you’re feeling it in your spine. That’s not it doesn’t go the other way around.

Dr. Zach Walker: I would say you’re actually filling it in the brain. The brain? Yeah. The brain itself, um, doesn’t have pain receptors, but let’s say you, you, you have low back pain, right? It’s just that area, that receptor that, that area is firing, right? But it’s the brain’s job to know where the pain is, what type of pain is, how long has it been there? How are we going to compensate? Right. Um, then it fires down to, hey, I’m going to make that area a little tighter, right? Because I don’t know when you’re going to injure it.

Joshua Kornitsky: Okay. So that’s, it’s, it triggers the response of the tightening up of the muscles.

Dr. Zach Walker: Right? Yep.

Joshua Kornitsky: Okay. So now take me deeper into the brain because we talked about different parts of it and I don’t want to mispronounce them.

Dr. Zach Walker: So, um oh, sorry. Go ahead.

Joshua Kornitsky: No, no, no. You had. There was one particular part that you had shared with me is particularly crucial to this. The homunculus.

Dr. Zach Walker: Ah. So yeah, so the homunculus, um, is not necessarily part of the brain, but there are parts of the brain that require that homonculus. So what I mean by that.

Joshua Kornitsky: So yeah, back it up and explain it because I sort of understood it and now you can help me understand it.

Dr. Zach Walker: No, it’s another really good question. So your brain has maps of the entire body. It knows where your nose is. Your ear is your big toe, right? This allows you so you’re not bumping into stuff, right? You can have coordination of movement, right? We, we have this, what we call frontal lobe that allows us to ski, to jump gymnastics, play soccer, whatever it is. Right? But this homunculus is allowing us to move better. Um, I mentioned this because if you look up brain homunculus, right, um, you might get nightmares, but what the brain homunculus, um, looks like it’s essentially what your brain thinks your body looks like. So when you look at this, you’re going to have big lips, big eyes, big nose, big hands, big feet. Because we’re always grasping stuff. We’re always typing. We’re always we should be always moving. So, you know, uh, talking, eating. So these areas need to be super, super, uh, specialized because we’re always using those, right? They need to be super, super quick.

Joshua Kornitsky: Right?

Dr. Zach Walker: At the same time, if you look at the homunculus, you’ll see the spine. It’s a lot smaller and essentially skinnier than everything else. But yet we just said the spine and core is the first thing that has to fire before you fire anything else. So we’re already as amazing as the brain and body is. We’re already at a deficit of not knowing where our spine is compared to everything else.

Joshua Kornitsky: Because unless it’s hurting, I don’t really feel it.

Dr. Zach Walker: That, and also we don’t have just as good of a representation as everything else.

Joshua Kornitsky: Okay.

Dr. Zach Walker: Um, but yet this is where a lot of neck pain, back pain. This is where chiropractic really comes into play, especially adjusts in these areas because the adjustment, right, the, the cracking and popping um allows better ranges of motion to occur, but it sends better signals. It updates that homunculus, right? Um, so we can move better. If we can move better, we have decreases in pain. We trust movement more. So at least here in the office when we’re adjusting, I, I care about your pain, but I don’t care about your pain. You having pain tells me nothing. It’s just another sign and symptom, right? I’m more focused on the making sure your maps are updated, making sure eye movements are good, making sure balance is good because these are the systems that feed in so you don’t have pain, tightness, discomfort, dizziness, all the above.

Joshua Kornitsky: Okay, I’m following it so far. Um, so just because I want to, I want to better understand is the humongously the homunculus. That’s a great word for Scrabble, right? Uh, is, is that part of your. It’s part of your sense of not self, but self. Your. It’s sort of the. The inventory of the anatomy is that.

Dr. Zach Walker: And yeah, I mean, so in order to know.

Joshua Kornitsky: The impact that. How how does it tie into the the brain based chiropractic.

Dr. Zach Walker: Yeah. So in order this homunculus needs to be updated every millisecond of the day, right? If not, then that’s going to create pain, tiredness, discomfort, vertigo and all this, right. So the there’s three other aspects that the, the brain and body need each and every day, one being oxygen breathing kind of why it’s important.

Joshua Kornitsky: It is important.

Dr. Zach Walker: Yes, a little bit. Right. The other one being glucose, glucose essentially, um, why we should be eating healthy, right? Um, glucose being like sugar, right. Uh, but it’s one of those where if you’re at 100% of the glucose a day, then just the brain itself, nothing else, just the brain itself uses about 40% of that.

Joshua Kornitsky: Just as fuel to.

Dr. Zach Walker: Fuel, just to just to not even do its job, but to just be alive. Just basic level, right? The other one, and alluding to what your question was, the other one is, uh, stimuli. This is why movement is key. We need to, we keep talking about updating these maps, right? If these maps aren’t updated, the brain’s not going to know where you’re at. They can lead to tightness, stiffness, bumping into stuff if these maps aren’t updated. Um, then the brain’s not getting good feedback. You have a homunculus for the entire body. You also have a munculus for eye movements. Super important. If you can’t use proper eyes, if you can’t go from one target to another. And so the eye is going from here to here and we see these beats. It’s letting us know you don’t really know where your body is in space, and or you don’t know where different objects are in space. Super important because you can’t communicate to your surroundings, right? Um, One example I would quickly give people listening, or just in general, if you put your fingers right here, your skull, and do these quick eye movements, you’ll feel muscles contract. Those aren’t your muscles of the eye muscle. The eyes are here. So how could I movements cause the spine to fire? It’s the same system.

Joshua Kornitsky: Okay?

Dr. Zach Walker: If you have eye issues in some form or fashion, you’re going to have a spine issue. Especially in the neck.

Joshua Kornitsky: Something I definitely would not have connected. So that that makes sense to me. So for the folks that come in for treatment with you. Is it clearing the pathway for better communication that that I’m oversimplifying obviously, because everybody’s going to be different, but clearing that communication pathway is what leads to better updating.

Dr. Zach Walker: Yeah. I mean, there’s yeah, to make it as simple as possible. There’s three things that the brain and body is doing. One being it’s taking, It’s getting information from light, sound, pain, things you’re touching. Okay. The brain has to make sense of it. Oh, what are you doing? How are you doing? Or what’s going on? And then some type of output. So what we’re doing in the office is like you just alluded to and mentioned, the better that communication can be. Homunculus is being updated. Eye movements are better. Spine is better. Balance is better. So whatever you’re doing outside of the office, not only can you do better, but you can trust the movements. Um, and even if when you do have injuries, it’s not as severe because again, everything is more there.

Joshua Kornitsky: They’re talking it’s an optimized system. It’s going to be performing at a higher at a higher level. So that brings me to the question. Is this something for an elite athlete? Is this for my mom? I mean, is this everybody that can benefit from this? Or where does where does this type of treatment, uh, how is it most effective? For whom is it most effective?

Dr. Zach Walker: The short answer is to answer your question. Yes. So what I mean by that is quickly go back to what is being an athlete, right. So our big thing, our motto in here is being the best athlete in. You have to.

Joshua Kornitsky: Explain that so that I know that I follow.

Dr. Zach Walker: Perfect. So we have to break down what an athlete is, right? The most simplest form an athlete is being optimized at whatever your sport is. So we can see high end D1 athletes, the NCAA athletes on the field for injury performance prevention, helping with concussions on the field, but also off the field. If there’s I’m going to want to ask you a question, Joshua. So what is one sport, no matter who you are, if you’re eight years old or 80 years old, right? There’s one sport that we’re always coming in contact with each and every day. It has the highest highs and the lowest lows. What sport would that be?

Joshua Kornitsky: Running?

Dr. Zach Walker: I would say the sport of life.

Joshua Kornitsky: Okay.

Dr. Zach Walker: Right. As kind of out there and as silly as it sounds.

Joshua Kornitsky: No, I mean, it’s. Unless you don’t have the ability to have movement, which sadly some don’t. But if you’re able to move around, it is lovely.

Dr. Zach Walker: If you can move around for sure. Right. But even if you can’t move around, um, we’re still doing something with eye movements. You’re still taking in information in some form or fashion, right?

Joshua Kornitsky: So what’s the best athlete in you?

Dr. Zach Walker: So the best athlete in you is no matter what you’re trying to do on or off the field, can you do whatever it is you’re doing optimized? Going back to those three systems, right? Can we have proper eye movements? Can we have proper head movement for balance? Can we update that homunculus? Right. If we can, no matter what you’re doing, um, you’re doing it to your best ability. It doesn’t mean you’re never going to have pain, tightness and discomfort, right? But if you do have those, that doesn’t last as long. It’s not as severe because your brain is more optimized.

Joshua Kornitsky: So if I’m hearing this as, as just someone listening to the. To the broadcast and I’m thinking, well, you’re saying it’s your for. Everybody. But is there. What are the things that should make someone. Think, hey, maybe I need to look into more brain based chiropractic or. Are there specific things outside of, of, you know, rapid eye movement concerns or neck concerns, the things that normally bring someone to see a chiropractor. What would make somebody seek out brain based chiropractic?

Dr. Zach Walker: Yeah. Uh, so like we said at the beginning, a lot of patients that we do see are still have chronic neck pain and back pain, right? But again, why do we have neck pain and back pain? That’s, that’s kind of what we’re delving more into. But it could be neck pain, back pain. It could be a lot of headaches. Migraines is a big one. Uh, dizziness, balance issues, uh, some vertigo. Right? Um, concussions. Now, this concussion could have been two days, two weeks, two months are well over two years ago.

Joshua Kornitsky: Okay.

Dr. Zach Walker: Because it’s going back to those conversations, we can compensate, keep compensating until we can’t. Right? Um, and the other one would be again, just, I don’t have a lot of pain, tightness and discomfort, but I want to be able to trust movements more. I want to be able to, um, you know, a lot of us are on a computer screen for six, seven, eight hours. Then we want to go and work out. Those are two different things, right? Right. We got to make sure your body and brain can communicate no matter what you’re doing.

Joshua Kornitsky: That that gives some clarity there. And I want to ask you, because you mentioned it specifically, and it’s something that’s, uh, occurred in my family about vertigo. I thought vertigo was just an inner ear thing.

Dr. Zach Walker: Um, do you want the short answer or long answer? So short answer. Right.

Joshua Kornitsky: The one that makes the greatest clarity.

Dr. Zach Walker: Um, so we see this a lot where things like vertigo or my sciatica is acting up, right? We hear that a lot. Well, again, sciatica, right? Sciatica is a huge, huge nerve. It’s actually the longest nerve in the body for you to have true sciatica. It kind of starts in the low back hip, but it has to run all the way down to the foot.

Joshua Kornitsky: Okay.

Dr. Zach Walker: And the same concept for Vertigo, right? Vertigo is almost like a catch all term. I would say almost 80% of people that have vertigo. It’s okay. What is what does that mean to you? Well, I just stand up real quick and I kind of get lightheaded. Okay, well, that’s different than vertigo. Vertigo actually has a spinning component to it. Either you are spinning or you’re staying still. But the world is spinning.

Joshua Kornitsky: Many years ago, I experienced it. No alcohol was involved, but I sure felt like it had been.

Dr. Zach Walker: No. And that’s what it kind of feels like, right? So yes, you can have it from your inner ear, right? So if I’m looking at you and I do this, it’s almost as if my eyes go to the left. Okay.

Joshua Kornitsky: Right.

Dr. Zach Walker: Since what can happen though is there’s in the inner ear, there’s different stones or crystals that can get dislodged. And they go into these different canals that allow you to do different head movements. But if they get dislodged in there, it’s like you’re doing this over and over, but yet you’re just staying still. So the brain again, homunculus is like, wait a minute, I’m getting information as if you’re doing this. But the neck is saying, no, I’m chilling out. I’m doing nothing. There’s a disconnect. Right?

Joshua Kornitsky: That and the fact that you said that 80% of that of rough number, a large percentage of them may not be that inner ear imbalance, but in fact, something else that’s very telling. And that’s, uh, I enjoy when I learn new things, I learn something new just there.

Dr. Zach Walker: Yeah. Um, and vertigo, I mean, that’s largely in the air, but you can have vertigo even from like eye movements as well. Uh, a lot of times if we’re seeing eye movements in your slowly going, we’re seeing these beats. Every time you do a beat, it’s almost as if the world is like going past you. You do that over and over. Wait a minute, I don’t my eyes aren’t moving, but yet they. I’m getting signals that they are.

Joshua Kornitsky: But I’m feeling like there’s motion, Right?

Dr. Zach Walker: Exactly.

Joshua Kornitsky: Okay. Well, then I’ve got a few folks with, uh, in my immediate proximity that’ll be coming to see you. Um, what’s it look like to come in for, uh, an evaluation? Is it. Do you have big, scary machines that, you know, scan the brain? How does it how what does it look like to to come for a visit?

Dr. Zach Walker: Yeah. So this is where being a functional neurologist comes into play. None of what we do is invasive or not taking the brain out and looking at it and dissecting it.

Joshua Kornitsky: Well, thank goodness for that.

Dr. Zach Walker: I know right. Um, so each visit, the first visit, right? Can go anywhere from 4 to 5 minutes to almost an hour and a half long. The big reason for that is the first visit is where we’re getting all your information. You’re coming in. I’m not going to assume anything. You could be coming in with. I’ve had three concussions in the last two days. I’m getting super, super dizzy. I’m nausea throwing up or. Hey, I just have some pain here. Okay, I’m not going to assume anything. Again, we have to break those three systems down. We have to look at balance reaction time, eye movements, and definitely with the chiropractic part. Looking at the spine, looking at differences from left and right range of motion. Again, it all gives me and it gives us a bigger window in picture into what’s going on, right? Because you can have these signs and symptoms, but you have these signs and symptoms aren’t telling me anything. It’s just letting us know that there’s something wrong but not what’s wrong.

Joshua Kornitsky: So you’ve got to work to kind of get a deeper understanding.

Dr. Zach Walker: Correct. Yep. So once we have that information, then we have kind of our care plan of X, Y, and Z, which should always be getting better. I’m a big proponent in not just patient education, but also giving you at home exercises.

Joshua Kornitsky: Okay.

Dr. Zach Walker: Because we could see you for 45 minutes each visit or 20 minutes or 30 minutes, whatever it is. But what are you doing the next week, week and a half, two days or whatever it is between now and our next visit. If you’re not, we’ve all played sports, right? So we’ve all heard practice makes perfect, right? Should we practice makes permanent. It’s March Madness right now. Right. If I’m shooting a free throw and I do that 99 times wrong and I don’t change anything, but yet I’m expecting that 100th time to be perfect, right? That doesn’t make sense at all. It’s the same thing in the body and brain, right? If we’re not us, the stuff we do in the office, if we’re not in some form or fashion, giving you that same thing outside of here to keep working on. Right? Practice, right. We’re not going to get better.

Joshua Kornitsky: So let me ask this because I think specifically the the field of medicine that you’re in, there’s a lot of this. And I want to ask, what are what are 1 or 2 of the biggest misconceptions people have about the work that you do?

Dr. Zach Walker: Um, well, that’s a really good question. Um, I would say one is I have to have some form of pain, tightness and discomfort to come in.

Joshua Kornitsky: Ah. So if it’s not broken, don’t try to fix it.

Dr. Zach Walker: Right? Now I will say we just said pain, tightness and discomfort is It’s just another sign and symptom. Interesting with pain is pain is the last thing to come on. So before you have pain we got to look at dizziness balance issues again, everything we’ve been talking about, right? Because once you have pain, it’s letting us know you probably had whatever this is for a while. And the pain is just that alarm signal. Okay. I need you to help me, please.

Joshua Kornitsky: Right. Okay. And that’s a really good way to illustrate it, that it’s sort of the last flag up, right? That. Right. I’m trying to compensate for this every which way. It’s time for you to do something about it.

Dr. Zach Walker: Exactly. Um, so that’d be probably one, uh, two would be, um, again, money is money, right? It probably costs arm and a leg. That’s all relative, right? Um, sure. Trying to again, this is where we blend the Cairo and the neuro right. No matter who you are. Um, the biggest thing is I tried to attack it as hard as we can first, as long as it makes sense for your body. Um, I’m a big proponent in everyone being a lifelong patient, but again, a lifelong patient doesn’t mean it’s two times a week for the next three years. For doing that, we’re probably doing something wrong.

Joshua Kornitsky: Well, and you used a term that I wanted to ask you to clarify, and I’ve heard it in in the distant past, you used the term care plan. So what’s a what is a care plan as opposed to just a regular visit?

Dr. Zach Walker: So a regular visit is what we’re doing that day. Okay. So every time, once I get done seeing a patient, always email them what we did today, what we’re doing next, next week, right? And kind of what our, what’s our first big or two goals, right? Um, because we need to have goals in some form or fashion, and that goal needs to be more than just, I want to get out of pain. Everyone does. That’s going to be, we’re always going to get that better. Right. And look at it. Right. Other than that. Right. Is it um, allow you to ski more? Is it allow you to just pick up your little one on your right without pain coming on? It’s, that’s where these functional goals come into play. But we can’t do that if we don’t have a care plan, right? If we’re just trying to see, oh, let’s just see when you have pain. Now we’re just chasing pain, right? We’ll get you better. We’ll get you out of pain. But we just said pain’s the last thing to come on.

Joshua Kornitsky: Right. Well, you don’t bring your car in for an oil change once and say, that’s it. I never have to do this again.

Dr. Zach Walker: Right. And that’s what I mean. Exactly with that, right? That’s where maintenance comes into play. My goal is maybe once or twice a month, once we get you to where we need to be, because in a month span, we’re doing a lot, right. We’re if it’s work, working out stress and anxiety, so can we at least maintain that? But always try to get to optimization?

Joshua Kornitsky: Well, and that makes sense to me. So if I come to see you because my neck hurts and we work through however long it takes to work through whatever the issue is, chances are unless it was a once in a lifetime occurrence, it’s probably the way that I live my life that led to my neck pain. Yeah. And, and if I don’t have some type of ongoing maintenance planned for it, I’m likely to be back there. I imagine, in some period of time when it starts to hurt again.

Dr. Zach Walker: Right. And we’re going to keep doing the same thing over and over, right? Just like you’re working out, you have a workout. If I want to squat 300 pounds, you get to it. Are you just going to stop working out for the rest of your life?

Joshua Kornitsky: I’m done.

Dr. Zach Walker: I did it. Done. Right.

Joshua Kornitsky: Yeah, that that makes sense to me. It does. Um, I can’t thank you enough because as I said, I enjoy learning new things. And I feel like I learned quite a bit here today. Um, any words of guidance to leave people with that, that they should think about just as they’re going about their daily life? As someone who’s an expert in all three of the systems that they should be aware of.

Dr. Zach Walker: Um, and last thing I’ll say is not even talking about the systems, but I, I live kind of by a motto, if you will, and I actually have this on if you can see it here.

Joshua Kornitsky: I can see that there are words.

Dr. Zach Walker: Right? So it’s, it’s a phrase. Um, I think Mark Twain said this, or at least it’s credited with saying this is there are two important events in your life the day you were born and the day you find out why. That’s pretty. My last thing would be find your why, no matter what that is.

Joshua Kornitsky: I like that that’s that’s a great way to end it. Uh, Dr. Walker, what’s the best way for folks to get Ahold of you and BrainSpine chiropractic?

Dr. Zach Walker: Yeah. So we, I mean, Instagram, there’s BrainSpine underscore chiro. Uh, you can give us a call or even text actually better at texting, honestly. A4704079752 or our website at BrainSpine chiropractic.com.

Joshua Kornitsky: And we’ll publish all of those links just so that if somebody didn’t hear it or didn’t grab a pen in time, so that everybody will be able to find that. I can’t thank you enough. As I said, it’s always a joy for me when I get to learn something new. Um, and you really, really opened my eyes on a number of different subjects. Thank you.

Dr. Zach Walker: Thank you. Joshua.

Joshua Kornitsky: My guest today has been the incredible Dr. Zach Walker, a chiropractor and functional neurologist. He’s the find excuse me, he’s the founder of the BrainSpine of BrainSpine Chiropractic in Marietta, Georgia, where he works to improve performance and address root causes of pain and dysfunction. His approach goes beyond traditional chiropractic care, focusing on the connection between brain balance and the movement and movement to uncover what’s really driving the symptoms. Thank you again, Dr.. And also, I do have to remind everybody that today’s episode is brought to you in part by the Community Partner program, the Business RadioX Main Street Warriors defending capitalism, promoting small business, and supporting our local community. For more information, go to Main Street Warriors dot. And a special note of thanks to our title sponsor for the Cherokee chapter of Main Street Warriors Diesel David Ink. Please go check them out at diesel Davidclark.com. My name is Joshua Kornitsky. I am a professional implementer of the entrepreneurial operating system and we just can’t thank you enough for listening. Please join us again next time.

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