587 - Stop being just accountable: Tom interviews Jeff Cohen - Screw The Commute

587 – Stop being just accountable: Tom interviews Jeff Cohen

Jeff Cohen is a seasoned entrepreneur. He's founded and grown multimillion dollar technology and manufacturing businesses. He presents Count-On-Able. That's the new and rapid success framework that guides CEOs to make this happen now. He was on Shark Tank on season one and he was the first company that the Shark Tank people ran a success story on him in season two.

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Screw The Commute Podcast Show Notes Episode 587

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[02:39] Tom's introduction to Jeff Cohen

[12:35] Filling in the gaps for a software company

[17:11] Don't mortgage your house multiple times to keep things going

[18:37] Make sure you don't ignore your family

[20:50] Authority without accountability and vice versa

[24:20] Asking your employees what they'd like to do

[27:23] Sponsor message

[29:09] Punishing people when they share something

[30:53] Paragliding, skydiving and yoga

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Jeff's websitehttp://countonable.com

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SpeakPipe – https://screwthecommute.com/586/

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Episode 587 – Jeff Cohen
[00:00:09] Welcome to Screw the Commute. The entrepreneurial podcast dedicated to getting you out of the car and into the money, with your host, lifelong entrepreneur and multimillionaire, Tom Antion.

[00:00:24] Hey everybody, it's Tom here with episode 587 of Screw the Commute podcast? I'm here with Jeff Cohen, and he's got one of the best lines we've ever had on this show. Put your tush on my Kush and you'll have to explain that to you. I told him he had to send me some granola bars, too, for being on the show. So we'll have him on in a minute. A lot of interesting things. The colorful background this guy has. So happy ending this episode 586. That's I think the shortest podcast episode I ever did. 8 Minutes that could change your business life. Talking about an audio tool that you can get for free and you're crazy if you don't do it. So that was episode 586 called Speak Pipe Pip. All right, make sure you grab a copy of our automation e-book. This e-book has helped me handle up to 150,000 subscribers and 65,000 customers without pulling my hair out. And you're going to thank me if you do the darn things in the book. So many people fight with their computer because they say, Oh, I'm not tech, tech technophobe. Yeah, forget that. It doesn't matter. I got 82 year old senior citizens doing this stuff. So there's no longer an excuse for that. In this book. It's probably 60 or 70 pages of all the techniques I use to be lightning fast.

[00:01:47] On taking care of customers and prospects, not fighting with my computer. So grab your copy it. screwthecommute.com/automatefree. While you're at it. Pick up a copy of our podcast app. It's through screwthecommute.com/app, where you can put us on your cell phone and tablet and take us with you on the road. Now we're still going strong with our scholarship program for persons with Disabilities. We have a Go Fund Me campaign set up at my school IMTCVA.org/disabilities. Wow. It is something you could really be proud of supporting these people. Two of the people are blind and they're shooting better videos than I do. So there's no excuses anymore that you can't do this and we're going to change their lives for the better. So check that out at my school website. Of course, it will be in the show notes along with Jeff's great stuff.

[00:02:40] All right. Let's bring on the main event. Jeff Cohen is a seasoned entrepreneur. He's founded and grown multimillion dollar technology and manufacturing businesses. He presents, I forgot to ask him how to pronounce this countonable I think. Is that right? Good. I got it. Great. All right. That's the new and rapid success framework that guides CEOs to make this happen now. He was on Shark Tank on season one and he was the first company that the Shark Tank people ran a success story on him in season two. So, Jeff, are you ready to screw? The commute?

[00:03:17] I am so ready. You have no idea.

[00:03:20] All right. So nice to meet you, man.

[00:03:23] Hey, it's great to meet you, too, Tom. Thanks for having me.

[00:03:25] I'm holding you to that granola bar thing, man. You're going to have to tell us tell us about that. That. So this let me say it again. Count, honorable, count honorable. Is that right?

[00:03:38] That's right.

[00:03:39] It's like a cereal, isn't it? It's no, it's kind of chocolate. Sorry.

[00:03:44] That's okay. You can just count anything, right?

[00:03:47] Tell us about that. What's what's that concept all about?

[00:03:51] You know, most people in the world have a relationship to the word accountable, right? And when you look at most companies, whether there's two employees or 2000, there's something about knowing that someone is responsible for something and it's going to get done that really makes a difference for the leadership. The problem with that is most people don't view accountability like a good thing because most of the time when they hear it, someone is being held accountable. And whenever you're being held anything, it's not good at gunpoint. Right.

[00:04:39] That's that's one that comes to mind.

[00:04:42] Well, yeah. Right. So. So as I started working and thank you for that great introduction, as I started working in my career and I worked for big companies like IBM and ADP, but then I started my own in the early 2000 and we grew very rapidly. It was me and a partner, and then suddenly there was another person and then suddenly we had another partner and we had big accounts that we were working with and we grew really fast and we had a framework for how to write software quickly, and we were teaching that to people. It's called Agile Software Development, but during that whole period, what I learned was I was here running a business and there were people in the company that I needed stuff from. And rather than holding them accountable, what I did was scream and yell at them. And that didn't work either. And it created a really negative environment over the course of my life, though. You mentioned the Shark Tank episode and my granola bar business and even something I did when I was in college. Thank you for bringing Tush back to mind when I. When I. When I went back around 2012, 2013, after I was recently divorced, I started really doing some serious soul searching and looking at myself. And I noticed there were some things I didn't like. So I took a program called the Team Management and Leadership Program. It was a two year program that was very intensive and gave me the ability to really take a serious look at me.

[00:06:27] And what I found was, is that I was a shitty boss. That I was holding people accountable without actually being accountable myself. And then I started talking to other business owners and entrepreneurs. And you know what I found out? They felt similarly. And so I got about 50 CEOs, entrepreneurs and business owners together in groups of seven and eight. And we really started looking at what wasn't working in the world for our businesses. And what we found was, is that people did not communicate effectively and they had no idea what they could count on their people for. And so count honorable comes out of the notion that accountability sucks. People don't want to be held accountable. It's got a negative connotation. However, if you show me someone that doesn't say you can count on me for this and has pride in it, I would be surprised because when people know what their count honourable for and are able to say ton, you can count on me to show up on time for this meeting. You can count on me to get the job that I'm qualified to do done. But you can't count on me for something else, whatever that is. Now they have confidence in what they're doing. Their life has shifted. You as a business owner, have a renewed faith in your people and you're looking for how to build that throughout your organization and in your life.

[00:08:05] How come it took you so long to figure this out? I mean, your dad told you you're an entrepreneur at eight years old. Then he.

[00:08:12] He did.

[00:08:12] Then he teach you this?

[00:08:16] He did say I was an entrepreneur. I'll tell you why I'm really skilled. It takes a really long time for me to figure things out. But I promise you, Tom, once I have them figure it out and I know that they work, I'm unstoppable when it comes to sharing it with people. Which is why I wrote this.

[00:08:35] This book. That's. Yeah. And when's it coming out?

[00:08:39] It's coming out on June 14th.

[00:08:41] So I think this will play by then. But, you know, they can we've got a special surprise for them at the end that they might be able to get a sneak peek, huh?

[00:08:51] Absolutely. And I I'll I'll hold that back for just a couple of minutes. But, you know, you mention my dad. And I just want to say, you know, everything that we do as business owners comes back to something about our lives as we grow up. And my dad was a really amazing man. He was very entrepreneurial, but he worked in big companies and then he became a stockbroker because he wanted to do something on his own and be, you know, be able to count on him and not have to deal with boards of directors. And he did and was very successful at it. When you mentioned he called me an entrepreneur. Tom, would you like me to share that story?

[00:09:42] Yeah. Yeah.

[00:09:44] Okay. So there are a couple of stories in the very beginning of the book. I'm not going to tell you the first one, but if you go to my website, count on Apple.com. It will give you the ability to get that first chapter sent to you for free. But the second chapter is about an episode when I was eight years old and, you know, I was very enterprising as a kid. I had a lemonade stand on the corner when I was a teeny weeny tiny bopper. And at eight years old, though, I my my dad and I were really into sports together. So I went ahead and I wrote all of the sports teams in the country, every single one of them. It was the same exact letter. It was three lines. Hi, my name is Jeff. I'm in fourth grade. Please send me stickers.

[00:10:43] That's a good sales letter.

[00:10:45] Right?

[00:10:45] Yeah.

[00:10:47] And my mom put the stamps on the letters and took me to the mailbox to mail them. And I was really proud and I had no idea what would come out of that. I was hoping I would get a couple of stickers. I got a pile of stickers, which, of course, I could not believe the number of stickers. And what way? These weren't the cheap little stickers? No.

[00:11:09] Like the helmet stickers and stuff.

[00:11:11] Yeah. These are like the mylar shiny stickers. I remember my favorite one at the time was the. The Saints had this great gold and silver and black. And anyway, well, my friends loved them, too. And when I went to my mom and I said, Hey, Mom, can I put them on my wall? She was a big fat no. And I love my mom, but I really hated that answer. But that answer turned me into an entrepreneur because I put the stickers on my notebook, went to school, and suddenly my friends were saying, Do you have any more? Instead of giving them stickers that I got for free, I charged the money.

[00:11:53] I'm picturing, like, the drug deal, like in the front and the locker, like, here, give me some money. Here's the sticker.

[00:12:00] Oh, my God. That's exactly what it was. I got shut down by the principal.

[00:12:05] You want or you're lucky you didn't ask for a cut. That's the way they are now.

[00:12:11] Well, what happened was, is, you know, at the point where I got shut down, I sold almost all of them and I made 50 bucks. And my dad says to me, Jeff, you're an entrepreneur.

[00:12:23] So if it had been me, I'd have had a new ladder. I'm in fifth grade now or I got I got held back to fourth grade because.

[00:12:34] Exactly.

[00:12:36] All right. Now, you did something that I thought was brilliant, and I'd like you to talk about that with the balloon company where you saw a gap in in a major company's, I guess, launch or something, and you filled it. So tell them about that.

[00:12:53] So it was turn of the millennium.

[00:12:59] Turn of the century.

[00:13:00] It was the turn of the century, too. But they boreland a big software company at the time and been around since the seventies. They bought a company I was working for, and at the same time, they bought another company. And these two companies that they bought were just stellar acquisitions. I mean, they all of the people I highly regard to this day in both companies and what Borland did was they took these two companies and dismantled their. Their services departments. Now, what you just want to know is that Borland at the time sold boxes of software. They didn't actually have professional services. They relied on other companies that wanted to use their software to do those professional services. But the two companies, they bought together, stuff that I was with and Starbase, another company. Those two companies had very complex solutions that were highly valuable to big organizations. The problem was that when you bought one of their products, you generally needed some level of expertise to help architect how you did it. And I don't know what Borland did, but you know what made them do this? But they spent $80 million just on together soft. I forgot what they paid for Starbase. And then they proceeded to let go of all of the services professionals that were the secret sauce that had customers raving about the tool.

[00:14:46] There's probably some greedy executives trying to rape the company and get the profits up. Probably what it.

[00:14:52] Was.

[00:14:53] It's entirely feasible. So what I did was I approached one of my friends at the time that had been a one of those senior developers. He'd written a book on this agile development process and I said, Hey. Does it look to you like something's missing? Here he goes. Oh, yeah, big time. I said, Well, how would you like to start a company and fill that gap? And he goes, Yeah, I just don't have any capital. I said, No problem, Mack. I'll cover you while we get started. And I was excited to just be with someone that was a subject matter expert and connected. Right. And I would help create the company, get the word out. He would start doing services and we started in January of 2003. And. The company was called Process Exchange. Now, we did not have a space between process and exchange, and I just invite you to write those next to each other without a space sex exchange. Yes, I.

[00:16:10] Do. I do a lot of these in my speeches, these funny combinations. This one guy came up to me to ask me for a critique of his stuff. He was on intellectual property and he got the website IP money com.

[00:16:23] And I'm like.

[00:16:25] I started laughing. I thought he was kidding me and he got all mad at me.

[00:16:29] I love it. Well, here's the thing. You know, it's so funny when you think you're doing something that's negative. So within a month. Within a month. We got a phone call from Borland. I get a phone call? I was still employed by them at the time. I went with the acquisition while we were forming the company. Hey, Jeff, you're connected to to Mack, right? He's the guy with that sex change company. So we made a splash, if nothing else, for sure. So it also tells us another problem with some of the big companies we dealt with because they would block all our emails.

[00:17:12] Well, there's something that you've done in your career. I mean, when they call you crazy, I know you're doing something right, but I'm not sure you're suggesting this to small business people too much anymore. But you mortgaged your house a couple of times to keep things going, right?

[00:17:28] I would not suggest that. I know that's what I'm saying. In fact, what I would say to anybody thinking about doing it is call me. I'm serious. Yeah, call me. There is another way to turn your business around and to take a mortgage against your house.

[00:17:46] Oh, my God. Yeah, definitely.

[00:17:48] I, i, i remortgaged my house, as did one of our other partners that joined as well. It was the single biggest mistake ever made in my entire life. And I did it because I was in survival mode at the time. And you know, Maslow's hierarchy? Yeah. Well, I needed air, and that air was money. Right. I was growing a rapidly, fast growing business. It was a cash drain. We would have been profitable had we done things differently instead of doing things differently. I said, let's prop up the company and put money in it. And that was the mistake.

[00:18:39] Well, I'm not sure it was the biggest mistake. And I'm not revealing anything that you didn't put in your book, but you did talk about being an entrepreneur. That was, I have to say, ignoring your family a little bit. And that that was quite a mistake when you say.

[00:18:56] Oh, my gosh, Tom, it was more than a mistake. You know, I mentioned to you just before we got started, I've got a little foster daughter from my my, my, my, my second wife.

[00:19:08] So that's a good thing. That's I mean, things always work out, but. But you know.

[00:19:13] What? No, it's it's it's there's so there's something that was enormously missing at the time I was working from home. My kids bedrooms were right next to my office and I hardly ever saw them. Like, I wouldn't stick my head out to say hi. I was so wrapped up in what I was doing. I forgot to nurture and care for the most important relationships in my life.

[00:19:37] That's why I said it was a bigger mistake than the mortgage it was.

[00:19:41] And, you know, I think one of the things that I did and I don't know if other people have had this experience, though, has got so caught up in saving something that you drive everybody you care about away. And that's what I did. And I'm you know, I'll forever regret that when I did get a divorce, my kids wouldn't talk to me for two years. It's now to a point where I actually have a great relationship with them and I have a granddaughter and like I love them to death. But I will tell you, it was sitting in front of the sci fi channel for 8 hours a day, ignoring everything else that was going on when I was incredibly depressed. That's something that I'll always remember and and really keep close to know that, hey, when times are tough. Talk to somebody. Talk to anybody. Get some help. When someone says to you, Jeff, you look really bummed out. You know, can I help you? Say yes.

[00:20:54] Well, telling your story is going to help a lot of other people. So so if you can make anything good out of it, that's probably what what will happen. So. So. Authority without accountability or vice versa. Accountability without authority. What do you say about that?

[00:21:15] Well, so. All that is is being bossed around. P and people hate being bossed around, don't they?

[00:21:26] Yeah. You know, you know what boss spells backwards. So we double S.O.B..

[00:21:34] Right? Well, yeah. So. You know, in my career, I the very first time that I actually had the word accountability use with me was when I was over in Belgium with a software company. And I had worked for big companies and I had no one had ever come to me and said, Jeff, you're accountable for. They always said, Jeff, your responsibilities are suddenly I was accountable. And. And then when I went and looked at word up in the dictionary, it says held responsible for. And there's that word held. Yeah. So I immediately started noticing all of the areas that I did not have authority, but I was being held to account for those areas. And it made for a very short career with that company because as an employee, I know what I'm good at. I know what you can count on me for. Right. Not everybody does. Most people take their résumé out. They go interview for a job, or they go to hire someone and they look at the résumé and they look for all the things that have been done in the past. And there is so much missing in that process. And because there is people never actually get to do the jobs that they have strengths in that they love doing and that they're good at. Sometimes they do. But what what companies often do and all of your listeners that are looking to hire their first employee or their 100th employee, this is this is the gold in my book. There are steps to hiring people I outline in the book that will help you know what the strengths and weaknesses of the person is that you're looking to hire what they're good and not good at what they like doing and hate doing. And even after you make a hiring decision. You'll still go to them and you'll say, Hey, Joe, by the way, can you also do something else that's not anywhere near the realm of responsibilities? You've been hiring them for and time. They're looking for a job. They're motivated to get this job. What do you think they're going to say?

[00:24:01] Yeah, of course I can do anything.

[00:24:04] Right.

[00:24:04] I'll make. I'll wash your car. Don't worry about it right now.

[00:24:08] You just take in your A employee that you just hired and turn them into a B employee because now they're going to disappoint you. Because you have no idea if that extra task is something that they're actually up to, up to doing.

[00:24:23] Now, wouldn't you? Couldn't you turn that around and ask them if there's some other things that they think they'd like to do at the company?

[00:24:32] There absolutely is that opportunity 100%. However. You know, there's two main topics in the book. That the process I developed and I'm patenting that that process addresses. The first one is trust. Your employees are always looking for trouble for where trust is falling out. And that happens because the second one, which is alignment, does not always exist. You're the CEO, you're the business owner, you're the one that's founded the company. Whatever your role is, you've gone ahead and you said we were going to do these things. And then the next time the person that reports to you hears about it is while they're in the middle of doing something else and you pick up the phone and you call them and you say, Hey, when are you going to get this other thing done? And you caught them off guard. They're not ready for the conversation. And frankly, you know. It's a bad time. But they indulge you because you're the boss. And that just doesn't work. Just flat out doesn't work on me.

[00:25:56] Because these these same techniques work for contractors.

[00:26:00] These same techniques work with your family. I mean, I have avoided so many arguments with family like my wife. Right. Simply because when your readers read chapter one, they'll get there's something I call a trigger. It's the thing that sets you off. It's the thing that ticks you off more than anything else. And rather. All right.

[00:26:25] Hold.

[00:26:25] On. Answering or pushing it off, you answer.

[00:26:28] All right, hold on. Hold on. I'm psychic. I'm psychic. Let me. Let me. Let me do something here. Jeff, why did you come on this show?

[00:26:40] So I know you read the book and you know that that word why is my number one trigger?

[00:26:48] So I waited till near the end.

[00:26:50] I just want to let you know that that the way you used it.

[00:26:54] It was.

[00:26:55] Like trigger. But if you said to me, Jeff, why were you late to the show today? I would have immediately gotten defensive and said, no, I wasn't. I was early.

[00:27:05] If you're not early or late, that's what we say around here. There you go. So, yeah. So it can work for contractors.

[00:27:14] If you work for contractors, it can work for any it works for anybody that's communicating with other people in an environment where they want to get something done.

[00:27:27] That sounds good. So we got to take a responsive break. When we come back, we're going to talk about punishing somebody and really just crushing them when they come and confide with you and how good that is for your business.

[00:27:39] Oh, yeah. It's amazing. I can't wait.

[00:27:41] So, folks, I don't know. 25 years ago or so, I kind of turned the Internet marketing guru world on its head, and the people at my level were charging 50 or 100 grand up front to small business people to teach what they knew. And I knew a lot of these people rip offs, they'd be hiding out somewhere and you'd never they'd never help you. So I said, You know what? I'm going to fix this. I'm a small business advocate. So I charged an entry fee that was like ten times cheaper than those guys were, were trying to get money out of you. And I didn't get my 50,000 unless you netted 200,000. So I tied my success to your success. And and this program is the longest running, most successful Internet and digital marketing mentor program ever. Most unique. Also, you have an immersion weekend at the Great Internet Marketing Retreat Center. You get two trips to my TV studio where we shoot videos for you, edit them, send them to you. It's one on one. So you're not lumped in in a group where you, you know, you're lost half the time or you're wondering or you're bored half the time. So very, very powerful program. So once people found out, they could get in and get access to this for a much lower fee. They kind of like that in 1700 plus students later in 25 years. Like I said, it's the longest running ever and most successful in this field. So check out the details if you really want to kick butt online business at greatinternetmarketingtraining.com.

[00:29:12] All right. Let's get back to the main event. We got Jeff Cohen here and he is the author of Countonable. And Jeff, I was just teasing about one of your your big ideas about punishing people when they share something. Tell them about that.

[00:29:28] Well, it's actually the other side of that coin, which is, you know, it's really about trust, right? In order to have trust, you know, you've got to have a relationship with people. And it's a two way street, right? It doesn't just go one way. So for trust to exist, you need to have some shared values. People need to know what they're good at doing and what they're capable of. And then there's got to be effective communication. But when trust gets broken or someone decides to say, look, I'm not qualified to do something or I can't do that, or that's I'm not going to do that. In most companies and most individuals will will put them in the penalty box. Right now, they'll take them out. And when you do that, you can't expect your business to move at the pace you want it to move. This is not hockey. We don't have a penalty box. It's the last thing you want when you run a business. You want your people to be productive. So you want to find ways of identifying what productive is for each person. And it's got to be very individual and then it's got to be shared. So the company knows who's count honourable for this and who's count honourable for that.

[00:30:57] Yeah. And you said if you punish somebody when they confide in you, then they're going to hide the truth from you forever. After that.

[00:31:06] That's what you're teaching them, right? Absolutely.

[00:31:09] All right. Well, there's one other thing I want to talk about before we leave. I'll tell you a story about I was an early morning. I was doing a consultation for another professional speaker at their home in La Jolla, California. And so it's early morning and I'm there at the house and we're in the living room. And they had a big picture window there. And so I'm teaching them stuff. And then all of a sudden I thought I was in an Alfred Hitchcock movie. A big shadow came. As you know, the weather out there is beautiful. It's severe clear they call it, you know. And so this big shadow comes over the front window. It was a hot air balloon, the cover of the window. And I know you've got a lot of colorful hobbies, paragliding and skydiving and everything else.

[00:32:03] Yeah. I think I may have glided over that same home in La Jolla. Right over Black Beach is the.

[00:32:11] I think that's where it was.

[00:32:12] Is the glider port where I did my paragliding from. And one time, what a gorgeous, gorgeous place that is and something I'm anxious to do again.

[00:32:22] Yeah, I did skydiving before they made you go with somebody else. Oh, wow. Yeah, it was they tied you, you know, they tied you to the static line and they threw you out of the plane and there was a radio hanging around. It's a big box. It was a kind of a speaker, actually, is what it was. And they could talk to you from the ground, but they couldn't hear you screaming one way. It's called Simplex. But I ended up landing, you know, like a bird. You just land into the wind, you pull the things. And I landed standing up and I couldn't believe it. Yeah. So it was a lot of fun, but I didn't have to have anybody hanging on my back to do it.

[00:33:03] So I just put a post out there, a picture of when I went skydiving a few years ago. And but yeah, I mean, I love all of those things.

[00:33:12] What's what's a yoga wall? What do you do? What is that?

[00:33:16] So there's a specific type of yoga I practice called a younger yoga.

[00:33:22] How do you spell it?

[00:33:25] That's a great question. I promise you, anybody that that knows Iyengar knows that's it's the name of a man that developed this article.

[00:33:33] I younger.

[00:33:35] Is that my younger?

[00:33:36] Yeah. All right.

[00:33:37] Anyway, so he uses a lot of props in what he does. And one of the props is a wall, and there are straps that you can attach to the wall, and it enables you to do different positions. The ones I like the most are the inversions where you're hanging upside down or your your head is lower than your waist. And those are those are good for your heart and your respiratory system. And your your brain gets more more oxygen that way.

[00:34:08] Wait, wait a minute, Jeff. Wait a minute. You don't know my background, but I had a practical joke company where we did 4000 practical jokes, so I know totally how to trick people. I've got a TV show in Development Hollywood called Scam Brigade that that goes after people that are fraudulent. I guarantee you, you're just trying to describe a 50 shades of yoga wall or something and just pretend in its eye, your eye or something.

[00:34:38] Tell you what, subscribe to my my feed on Instagram or LinkedIn. I promise there'll be some pictures come in there soon.

[00:34:46] Oh, I'm afraid to see those pictures. Geez. Yeah. Tied to the wall upside down. That's a new one. So tell them about your. Your preview.

[00:34:57] So we're launching the book on June 14th. And, you know, in the book time, you'll probably remember this. Anything that I do, I've got to attach some fun to it, right? Yeah, I made a game out of the launch for me. And what the game is, is that I'd like on launch day to have 100 reviews of my book posted on Amazon.com when we go live.

[00:35:23] Yeah, just be careful. Don't give any incentive because Amazon's really cracking down on that.

[00:35:29] Right. So I'm.

[00:35:30] Not I'll do it very surreptitiously put.

[00:35:33] It that way. Well, the incentive is that people will get to read the book. They'll get something from the book. And all I'm doing is I'm saying, if you're interested in previewing the book and writing a review and being in a position to spend a few pennies to buy the book on launch day and post a review, I would be grateful.

[00:35:57] Beautiful. So where do they find out about this?

[00:36:00] So they can go to my website, count on Google.com.

[00:36:03] It keeps making me think you're from Transylvania.

[00:36:08] Right. Exactly.

[00:36:09] Honorable. You should actually get an outfit.

[00:36:12] Wow. That's a great idea, Tom. I love it. They go to count audible.com. The very first thing they'll see is a little pop up window that says, if you're interested, please put your email address in and I'll send you the first chapter. Now, in the event that doesn't occur, just go to the information page where you can contact me and shoot me a note and I'll be happy to reach out to you that way because I know some people at pop up lockers are.

[00:36:40] Sounds good. Lots of great tips in that book folks to to be a better leader not a quote shitty one like Jeff said he was in the past. After reading the book, I noticed. Well, I might be one, too. So. So thanks so much for coming on, man.

[00:36:58] Hey, my pleasure, Tom. Great to meet you today.

[00:37:00] Okay, everybody, we'll catch you on the next episode. Go to Countonable.com.