In this episode Josh spends time with Regan Hillyer. They talk about both critical mindset steps and personal branding.
Regan is the founder of Regan Hillyer International, a company dedicated to providing personal development and business training to men and women who have a big message they want to share with the world.
Regan specializes in helping experts uncover their true message and launch powerful personal brands, helping them make a big impact and build a legacy.
In today’s episode you will learn:
- How to delegate your business effectively?
- What should you do about mistakes?
- How important is personal responsibility?
- How to make a mindset transformation?
- Why you should have a personal brand?
Narrator: Welcome to The Sustainable Business Radio Show podcast where you’ll learn not only how to create a sustainable business but you’ll also learn the secrets of creating extraordinary value within your business and your life. In The Sustainable Business, we focus on what it’s going to take for you to take your successful business and make it economically and personally successful. Your host, Josh Patrick, is going to help us through finding great thought leaders as well as providing insights he’s learned through his 40 years of owning, running, planning and thinking about what it takes to make a successful business sustainable.
Josh: Hey, this is Josh Patrick and you’re at the sustainable business. Today, my guest is Reagan Hillyer. Reagan specializes in helping experts uncover the true message and launch powerful personal brands, helping them make a big impact and build a legacy. Talk with me, give a little bit before we start recording today. There are two roads we can go down. We’ll likely go down both. One is how to build a great personal brand, the other is mindset. She chose mindset. Here’s my question, Reagan, is it mindset or action first?
Reagan: Well, I believe the action is first fine tuning your mindset and then taking action from that place. It’s a bit of a mix of both, I guess.
Josh: So what would you say action mindset, they go back to action.
Josh: Okay, that makes sense to me. So if somebody wants to make a change in their life, and I think many of us talk about making change, but many of us also really don’t want to make change. Let’s pretend somebody actually wants to make a change in their life. How would you help them go about doing that?
Reagan: Yeah, absolutely. Well, firstly, I get someone clear on what is it that they actually want? I think too many people aren’t clear and specific around this. They’re too fluffy with it. They say, “Oh, I want financial abundance, or I want freedom, or I want love.” What does that actually look like so really getting into the nitty gritty details of that and giving someone permission to actually ask for what they want around that.
Then from this place, we start bringing in the vision of them that can actually embody that because it’s not enough just to have really cool, big dreams. You actually have to be that vision. You have to show up is that vision in the world. You have to walk and talk and think and act and make decisions from that vision of yourself.
Sir, I would start crafting that around, what does that look like? And then the last piece around this and the simple answer to this question is to take aligned action and actually show up and then that’s what the strategy and the doing and the showing up in your life, new business actually takes place.
Josh: That’s interesting. So a lot of people know who do mindset coaching never talked about strategy, you’re among the first people I’ve ever heard talk about that. I think you’re right on the money with it.
Josh: For example, let me give you a mindset question that a lot of listeners would actually run across. It’s not one of those great big, huge ones that you just mentioned. This is a relatively small thing. It’s how to delegate. For example, most owners of blue collar private businesses who were focusing on this podcast about really don’t do delegation well at all. There are some very specific reasons around that part of his mindset, in fact, a major part of his mindset. So if somebody has tried delegating and they come to you say, “Reagan, I tried delegating. It didn’t work.” What would you recommend to them?
Reagan: I would actually look at the system that they using within themselves and also the system that they using to take action around that. So if a delegation— what I love to do within my business and I have the rest of my team doing this as well is firstly get clear on the vision. What’s the goal? What’s the outcome? What are you actually looking to create? Then from there, we set expectations, right? So we go, “Okay, cool.
My expectation is that this team members going to do this specific task by the specific date.” And then your role as the leader or the entrepreneur or the CEO or the manager is to come in and simply inspect your expectations in alignment with the vision. Then if you get this right and your team is able to basically copy and paste lists as you go along then you had a really simple system to follow that’s in alignment with where you’re actually hitting. You embody this. You actually get out of the way and let the people take the tasks and you delegate the work in the process.
Josh: I love what you just said. The reason I love what you just said is that you used two out of the three words which I think are the key to getting anything done in probably any place in your life. My first mentor had it. He called it EIA which stood for Expect Inspect Accept. Here’s the issue I have with this is an issue that I think is wrong.
It’s just a place I see people getting stuck all the time is that business owners as a general rule never inspect. In fact, when they delegate in the beginning, they abdicate. They don’t inspect. Then they say it didn’t work, the person’s an idiot, instead of taking personal responsibility for what went wrong. They’re actually blaming the person who did it.
By the way, I was a poster child for that for the first four years I was in business. I finally got religion around that. It really doesn’t work very well when you’re trying to delegate and you blame others. Somebody who is doing that is often really resistant to accepting that they’re the problem. How do you help people with that?
Reagan: Well, I would firstly get them motivated to their outcome. I would say to them, like, “Hey, I heard earlier in this conversation that you wanted to increase your revenue or you wanted to step away and you want to have more time, or you wanted your team to actually get this right for the first time ever, is that true?” I would get them associated to their vision and their outcome firstly. Then when they motivated from this place, then I would come in and literally let them know that they need to take radical responsibility for their delegation. People mix up responsibility and delegation and it gets so confusing for them because like you said, you said that they basically throw things at people and think that’s delegating.
That’s not delegating. That’s throwing something at someone, right. So when you actually take responsibility in your delegation process and you hand it over and then you have this inspecting the expectations first then because they showing up as a bit of later and taking responsibility, everything starts to shift. So I would get them associated, get them motivated and then get them to take radical responsibility in the process knowing that they’re rising as a leader and actually developing themselves. They probably are going to get outcome a whole lot faster.
Josh: That makes perfectly good sense to me. So I’m a business owner and I’m saying, “Okay, I will give this another shot. They go forward and actually move forward.” Now, you mentioned before I want to just circle back to something which I called values. In my belief, the first step in building a great business is having clear values what Patrick [inaudible 00:07:01] calls core values, but you have to go past the core values and have a clarifying statement around that. I heard you say that, how do you build that into helping people get to where they want to go?
Reagan: Well, I would just let them know that it’s critical that they must have this statement especially when it comes to team building and creating the visions and the manifestation because if they don’t clear on this course statement then as a leader how can they communicate the statement? And then how can the rest of the team or the organization actually align to this statement—been to this main core mission.
And so what happens if people don’t have this is that you have one leader who may or may not be clear on where they’re going. Then you have a whole lot of other people within this organization, basically running around not actually really clear on where they’re going, or what they’re creating. So I find that when you set up in this way and you explain to the leader that everyone needs to know where the leaders going so that they can actually align to that and do a better job, something clicks in their mind, and they’re like, “Oh, Okay, I get it, I actually need to get clarity on that and communicate that with everyone.”
Josh: So where do mistakes fit in with all the things that you do?
Reagan: I think mistakes happen regularly. I think they’re necessary. They are really necessary. I often say to people even if you’re failing forward that’s a really good thing. I would prefer that someone fails forward rather than does nothing at all. There are a lot of people that freeze and they’re not taking action and they’re not moving forward and they’re not growing their businesses and they’re not making the money they deserve because they’re so scared to make a mistake.
I don’t even believe that mistakes have this big heavy energy that all these people think, “Oh, my goodness, I messed up. What if I make a mistake? What if I screw it up?” Okay, what if that happens and then you get to learn from it. Then you get to recalibrate and integrate those learning’s so that you can actually move forward in a more efficient way.
I really think the blessings in disguise and they can only happen when you’re in action in general. If you’re an action then that means you’re moving forward. Again, it’s a hell of a lot better than just sitting there and thinking about it.
Josh: So when you make a mistake or I find a lot of times with business owners specifically, they make a mistake and they are either justifying the reason the mistake happened or they’re blaming somebody else. In my experience, there’s nothing that happens that’s good there. It is also one of the reasons they don’t delegate very well is that not only do they not allow mistakes to exist in their world, they don’t allow people to make mistakes period and when they do they punish others. Is that your experience or is that not your experience?
Reagan: Absolutely my experience. I have seen that so many times. I love to remember personally that blame and justification can’t coexist with abundance and success. It’s really one of the Alba and my point of view. It’s such a human thing to drop into blame, or to drop into trying to defend yourself and justify yourself. It’s just your ego wanting to be right at the end of the day. But if at least you can see it and target for what it is and acknowledge that, “Okay, I was a human with this, I put the responsibility outside of myself”—if you can say that and come back to that and then own that and then move forward and then that’s a great thing.
Josh: So how do you get somebody to own it? A lot of people are really resistant to taking responsibility if something goes wrong?
Reagan: Yeah, absolutely. Well, I think radical responsibility is such an important pace. Often if someone’s not taking responsibilities for something say for example in the business. There’s often many other things they’re not taking radical responsibility for and it’s happening across the board in their life.
From what I’ve seen, the more you can get people to realize that when they take radical responsibility then they’re actually in control of their life. They can shift it. They can actually alter the results. The more they say it’s a good thing and they’re actually able to create what they want by doing that then the brain starts rewiring and it starts going, “Oh, hang on.
I get what I want when I’m responsible.” And so the more you can create these pathways and these layers of proof to people that the more they do this, the more things change for the good then they automatically start rewiring themselves. And until eventually they become someone that is taking radical responsibility across the board.
Josh: I would agree 100% with that. So how often do you see people who are not going through a crisis actually make this sort of mindset transformation? I find that people generally will make this sort of switch into personal responsibility if there’s a major crisis that’s in their life that sort of forces them to look at themselves.
Reagan: Yeah, yeah. It’s absolutely true. I think it comes down to society. At least 80% of society I believe is wired by pain. They’re motivated through pain. That basically means that nothing shifts into the experience enough pain to actually move them and motivate them. It’s like the person doesn’t stop eating well and exercising moving your body until they get so overweight.
It’s so painful and they go, “I can’t handle this anymore.” There are a small percentage of people that are pleasure driven. They’re the people where they don’t let themselves get massively overweight. Instead, they’re inspired by the pleasure of living in a healthy body. So they’re motivated to look after themselves in that way. I think it’s just getting real with yourself and looking at your past patterns and your behavior and going, “Okay, cool. Where am I at on the scale?” You can be a mix of both in different areas of your life as well, have different motivations.
Then it’s just seeing it for what it is and then you have a question. If you are pain motivated and most people are you can go, “Okay, am I going to unconsciously let this pain roll me? Am I going to create continuously these painful situations in order for something to blow up in my life where I go, that’s enough and then I take action?” Or instead you can actually create the pain within and you can simply visualize, “Okay, well, if I don’t do this, what’s going to happen? Okay, my life’s going to turned out like that. That doesn’t look good. That doesn’t feel good. Oh, that’s painful. Okay, no, let me move.”
So you’re actually kind of cutting the pain off of the curb and you’re connecting with it internally instead of letting it unconsciously play out in your life and then having a reaction of them actually changing.
Josh: So here’s the issue, I think it is kind of a challenge. I’m interested in your point of view on this is that most of us go through life and we don’t get to enough pain to make us take action. The main reason I’m going back to my blue collar business example—the main reason business owners don’t grow their businesses past 25 employees or 20 employees is they never learned to delegate. They never have enough pain that makes him learn to delegate because they’re making enough money for a living. It’s sort of like getting along okay, but they’re not doing great. People have made a decision that okay is good enough because there’s not enough pain to say, “Okay, it’s not good enough anymore. I need to go to great.” Do you have any tricks for people who might be in that place or any thoughts for people who might be in that place?
Reagan: Yeah. I believe this many people in that place by the way, and it’s like that—
Josh: I think that’s where most people are.
Reagan: Right? They just hanging out in their comfort zone? Sir, I think you need bars, right? We’re talking about the pain and the pleasure scale. I think you need to be deeply connected to bars in order to actually move. I would be connecting with, “Okay, cool. If I stay here forever and I never grow my business then what am I not going to be able to do? What does that look like? How does it affect my life? I get associated and connected— through the pain you must create the pain instead of having it play out in your reality firstly.
But then also, you need to be connected to the pleasure. If your pleasure is just, “Okay, I’m going to sit in my comfort zone. That’s where you’re getting your pleasure from then you will stay there.” But if you start creating something that’s bigger than you and a vision that’s bigger than you going back to this vision pace and starting to connecting and how amazing would it be if I was to 10x my income.
If I was to contribute to society in this way, whatever is exciting for you? You connect with that vision. An interesting thing starts to happen when you truly connect to the vision that’s genuinely pleasurable for you and exciting and you’re connected to it, all of a sudden, you realize that if you don’t do that, that’s going to be painful. So when you’re connecting at this pleasure place, all of a sudden, this pain layers starts to kick in. We start activating both sides of the cylinders again.
And so I just feel like a lot of people just aren’t doing this. Instead, they get to this comfy place. They tap out and they go, “Okay, cool. It’s all right.” And they just keep—everything going as it is basically. But if they just spent five minutes a day connecting and doing this and committing to this next bigger pace that they calling in then so many people could actually shift that really quickly.
Josh: I want to do a fast pivot. We have about five minutes left and I want to kind of move over to personal branding which is another thing of yours.
Josh: Are you assuming that you’re in favor of personal branding?
Josh: Okay, can you explain that a little bit?
Reagan: Overall, I believe it is powerful absolutely for people to have a personal brand. However, I believe that you should have both. Here’s what’s powerful. You remember people. We connect with Steve Jobs. We connect with people’s names and their faces and we remember them as a personal brand at the end of the day.
However, if you’re a personal brand and you don’t build sub brands then that’s not as powerful. So I recommend that people build a personal brand and people know who they are as the name. And then separates that, but fitting into that you build out separate sub brands which can stand alone as streams of income and can survive by themselves. If anything happened to the personal brand they’re still going to be good.
However, we utilize all of this to build a bigger structure and organization. So to double on the question, but yes, I believe in personal branding, but I believe you should have both.
Josh: And I would say you need to have a third which is a super brand which is the brand of the company itself.
Reagan: Absolutely, you can do that. Yeah.
Josh: Steve Jobs had a personal brand, but it was a sub brand to Apple.
Reagan: Exactly, absolutely.
Josh: Larry Ellison did the same thing at Oracle. Marc Benioff does the same thing at Salesforce. Mark Zuckerberg. I’m not sure what he does, but that’s [Laughs]
Josh: But you basically have seen all big companies— the company is the super brand and then they’ll be a personal brand belong that and below that, are the brands that belong to the personal brand and the corporate brand. At least that’s the way I see it.
Reagan: Absolutely. Yes. Yes.
Josh: And the reason that I think this is important and this is not something you get involved in very often I would assume is that if you want to build a business as somebody else will eventually want to own media saleable you cannot name the company after you.
Reagan: Exactly Yes.
Josh: Because your company is not you. You have just diminished the value of it by a very, very, very significant amount if you go about doing that.
Reagan: Absolutely. Even with people starting out and there are some people that I work with and they are coaches and they’re just starting out in the industry and maybe this is their first leg into their business that’s why I’m saying automatically like, “Okay, build your brand have your personal brand, be you, be that leader, be that person, stand on stage, but what are you building as a side to that, that can coexist completely independently as a separate brand?” So yes, totally agree.
Josh: I think that the advice you’re giving is really, really good advice. So Regan, we are unfortunately out of time and how do people find you?
Reagan: Yes, you can go to https://www.reganhillyer.com/ and subscribe through the website or on social media. It’s all under Reagan Hillyer— super easy to find.
Josh: And I’m going to highly recommend those who are listening do that because this is like Episode 220 something that I’ve done. I will say that Reagan is just giving you some of the best advice you’ve ever had in the past four and a half years in this podcast so I appreciate that. I also have an offer for you. I have this thing we’ve been working on for quite a while which is around your business not you necessarily be called Cracking the Cash Flow Code which is how you reach cash flow freedom within your business.
There are five steps that go along the way. I’ve got a nice little easy infographic that tells you what you need to be doing in each of those steps. It’s easy to get you just go to www.sustainablebusiness.co/cashflow and you’ll get a chance to download that infographic. This is Josh Patrick. We’re with Reagan Hillyer. You’re at the Sustainable Business. Thanks a lot for stopping by. I hope to see you back here really soon.
Narrator: You’ve been listening to The Sustainable Business podcast where we ask the question, “What would it take for your business to still be around a hundred years from now?” If you like what you’ve heard and want more information, please contact Josh Patrick at 802-846-1264 ext 2, or visit us on our website at www.askjoshpatrick.com, or you can send Josh an email at firstname.lastname@example.org.
Thanks for listening. We hope to see you at The Sustainable Business in the near future.