Young Presidents' Organization

And then I also in that space of time, 500.

But I was president of the Young Entrepreneurs Organization for San Francisco and Silicon Valley and the Young Presidents Organization.

So that's that whole thing.

uh, thing that's elite with the private jets and all of the elite things that you do.

And I've got to get to that board level and that strategic thinking and quit being operational and tactical.

And then I've been on, I was chairman of the board of the school our kids went to, Power of Choice Foundation, YPO.

And now I'm kicking off two other boards.

By the way, I try to not be on more than two boards at a time.

Finding those people and then creating crew in the US is sort of my focus at the moment.

Yeah, I mean, that's very kind of YPO-like, right? Which is a community of 38,000 CEOs.

This is my estimate that they do about 12 trillion annual repeat revenue.

If you go on their website, it'll say 9 trillion, but it's been that 9 trillion for like five years, right? So that's my estimate.

Now, for those who are unfamiliar, Darren and I had the blessing of coaching Harry for a major, major talk a year and a half ago in Barcelona.

And again, in Washington, DC with the YPO young professionals organization.

And Harry's speech is still one of my favorite ever.

And since that time, a lot has changed for you, Harry.

Man, like it is so good.

And he took the coaching.

Mark, before you get to what's happened next, I want to go back to when Harry was told he's going to tell a story in front of his YPO colleagues, 1,200 of them.

And, oh, by the way, Harry, you have two coaches.

So I very selfishly wrote this book to help our clients, to help our customers, and hopefully to help many, many more small business owners, entrepreneurs, and business leaders delegate better.

I just, after a couple decades of working in businesses where I have a lot of exposure to other small businesses, as well as being an EO and YPO where I have lots of exposure to other entrepreneurs and business owners.

I think the delegation is probably the single biggest issue that I have seen folks struggle with.

And I really wanted to help both our customers and all these entrepreneurs and business leaders that They kind of know they need the help, but there's so many things getting in the way that they don't necessarily prioritize delegation.

I feel like it's the stuff that Jeff points out that some of these other folks say is like, I think, I'm not saying that, I do believe that being authentic is good, but I do also think that those who are meant to be kind of fearless and not show any signs of weakness, you know, that's the archetype you see on TV and movies.

And it's like, okay, you know, people want to have a strong leader, but I think as I've seen leadership and through YPO and other, you know, forms, the leaders that are most respected are the ones who I think connect with their employees.

Like when people trust you, They'll be loyal to you.

If they think that you are behaving a certain way or you care more about profits than people or the mission, you're not going to have their loyalty.

You're an EO.

I'm a long-time YPO-er.

Same thing.

Yeah, at the time

I got into the EO, I didn't qualify for YPO after I got sold my sporting goods business.

Yeah.

Yeah, so I'm a YPO or your EO, same program, forums, education, global organizations.

I've been in Genius Network.

You need to tap into all of that stuff.

But I know one of your YPO members had described something to you that I relate to as well, which is you find yourself like running up the top of the mountain and you're like, all right, team, here we are.

And then you look backward and you're like, everybody's still at the bottom.

You're like, what? I thought you were with me this whole time.

This is, are we smarter than AI? You and I are a team.

We're going to have AI ask us a question.

And when I saw on your YPO profile, it says he's an avid sailor, an accomplished pilot, and a fierce yet mediocre golfer.

And I can relate to that last part.