Episode 14: Marc Mawhinney: Being a Natural Born Coach to your Team to Build an Amazing Culture

Who is Marc Mawhinney and what are the key takeaways in this episode?

Did it ever cross your mind, if your business suddenly went bankrupt, what would you do? Would you stop being an entrepreneur and just go back to a 9-5 job?

Today’s guest, Marc Mawhinney will share with us exactly how his business closed out and how he managed to get back stronger and more successful. In this episode you will learn:

  • Marc’s story on how he transitioned from managing a 100 employee real estate business to become a business coach with a virtual team
  • Why you should get a coach even if you have a successful business
  • How haters and critics became his fuel to strive more
  • What is co-active coaching and why it’s important
  • Why you ought to hire slow but fire fast
  • What his secret formula is for success

The Questions

[3:53] It sounds like you have a real entrepreneurial spirit so tell us, before you were 21, what do you think shaped that?
Answer: The big thing for me like a lot of entrepreneurs was picking up a little book called ‘Think and Grow Rich’ and that’s not a unique story because so many people tell the same story, but I read that book first in high school and that was my first ever “self-help book” and it just totally expanded my mind and just put me on a different path. 

[8:38] What inspired you to be a coach?
Answer: It’s fun, it doesn’t feel like work. I feel guilty when people are like, “What do you do?” I get to work from home and work for myself and I’m helping people improve their lives, I mean, you can’t really beat that. In terms of dream jobs that’s probably up there, up near the top, other than maybe a professional baseball player or astronaut or something, but coaching is for me. That’s why I’m a coach; just I’ve lived the personal experience.

[10:38] What do you think is the single best thing you’ve ever gotten from one of your coaches?
Answer: He told me, “Look this is a rite of passage and the whole reason that this is happening is because you had the guts to go for it.” And he basically said, “The people who are criticizing you or the haters are people who’ve never gone for it that’s why they’re bitter, because they’ve never gone for their dreams and just let them criticize away, don’t let them throw you off your game.”

Culture According to Marc:

I think culture, it’s basically the company’s ‘why’, that’s the best way I could describe it.

Go To Quote for Inspiration

Book Recommendations:

  • Thick Face, Black Heart
  • Think and Grow Rich
  • Essentialism by Greg McKeown

What Marc Wants His Company to BE:

  • BE Bold
  • BE Positive
  • BE Persistent

Links and Resources Mentioned in this Interview:

Where to Find Marc:

Connect with John on


John: Hey Marc, welcome to the show.

Marc:  Hi John, how are you doing?

John:  I’m doing great, how about yourself?

Marc:  I’m doing pretty good today.

John: And here we are in New Jersey. We’re going to get more snow so I don’t think Spring’s ever coming, but you’ve been from Canada and I don’t think it bothers you too much, right?

Marc: You’re kind of down South here, in the Caribbean, I guess, compared to here.

John: You guys get your summer fun for one week every year.

Marc: It’s so bad here they’re tunneling out the sidewalks all through my city and somebody posted something today on Facebook. They Photoshopped in a member of Star Wars when they had the fighter and the X-wing flying through the Death Star in that final scene in the first Star Wars movie. And that’s what they Photoshopped into this huge white tunnel or whatever and it looks exactly like the Death Star scene so that’s how bad it is.

John: We’re going to have everyone take a little holiday from that bad weather.

Marc: Exactly.

John: And we’re going to get into some of the cultural issues that I want you to share with our listeners.

Today we’re going to talk about the Natural Born Coach and the team and company you’ve built and the amazing culture, but before we do that, Marc, could you share your story with our listeners because I always find it incredibly interesting when people speak of, as I refer to it, your tribe, where you came from, how you arrived?

Marc: Right, all my life can probably be split into two acts I guess or probably more if you really want to look at it, but I started in the whole “real world” at 21. I got into real estate and got my real estate license, but looked about 14 or 15. I looked pretty young at that time. And just worked my butt off through my 20’s and got rolling with it and started adding people to my team and it was just a decade of nonstop growth.

Every year our revenues are doubling and more and more people were joining and grew it up to about a hundred employees and then everything went kaput and the business collapsed. And that was kind of Act One for my business now and leaving real estate actually got me over to coaching. And what happened was I was held back to my feet by several coaches and mentors.

And I was trying to look for my next journey in life because I just really burned out with real estate and I was tied up with kind of being tied down by the bricks and mortar type of business and just want to do other things in my life and that’s where coaching came around. I was just being helped by coaches. And I thought, “You know what, I’d love to help people the same way that I’ve been helped as well”, and that’s where I got into coaching and eventually got into the podcast with Natural Born Coaches and how everything else has happened.

John: Hey Marc, it sounds like you have a real entrepreneurial spirit. Tell us, before you were 21, what do you think shaped that?

Marc: The big thing for me like a lot of entrepreneurs was picking up a little book called ‘Think and Grow Rich’ and that’s not a unique story because so many people tell the same story, but I read that book first in high school and that was my first ever “self-help book” and it just totally expanded my mind and just put me on a different path.

I’m in a part of the world, but it’s probably like a lot of areas like that, a little more traditional in that they look at entrepreneurs like we’re little bit weird you know… You know what, it’s like your faith.

John: You think?

Marc: Your friends and family don’t get it and maybe that’s not terribly unique because I’m sure where you’re at in New Jersey and other places, about entrepreneurs, a lot of people think they have two heads but –

John: They just look at us and shake their heads and go, “Really?”

Marc: What they’re saying is, entrepreneurs are people who work 80 hours a week for themselves so they won’t have to work 40 hours a week for anyone else so they don’t get it. And then there’s when they hear that, “Oh, you don’t know what, you don’t have a set pay and you’ve got all these ups and downs and everything else, why the heck are you doing it?” But anyone who’s an entrepreneur and has it in their blood knows that it’s addictive and it’s just who you are, it’s part of your DNA.

So I’m really unemployable. I couldn’t do the whole desk job and I know some people like that, they can do that, it’s just I’m not wired that way, I can’t do it. So reading Think and Grow Rich, to answer your question, John, that was really what got me into the whole entrepreneurial world and opened up my mind.

John: And you’ve developed a tremendous company for those who are listening, Marc has a daily podcast: Natural Born Coaches. If you haven’t had the chance to listen to it, take an hour of your day. It’s well worth it, listen to it. It’s phenomenal. I enjoy it, I listened to it and you guys should too.

It’s really interesting because your story – you probably had a monumental moment. You talked about the collapse, but I think I would refer to it, as I said I listen to it all the time, as “I’ve never failed, I’ve just had some very expensive experience.” And maybe you could share your ‘Aha’ moment, your monumental tipping point that happened for you.

Marc: That’s a good question because I’ve had probably several tipping points. I think for me the tipping point came when I got out of real estate. Going through, I had a lot of years of success, but in that time of 10-15 years I saw two business closures and that the local media here is hard enough on entrepreneurs. But when it comes to business closures and when you’ve got some dissatisfied employees and everything else and the media really tore into me and that’s I think pretty common for entrepreneurs going through business closures anyways. That’s what the media does; they try to stir the pot.

They put stories out there and some of it’s true and some of it’s not true, but they’re the ones who have the ink by the barrel. And the tipping point for me, I think I just realized I was fighting against the current where I was thinking I had to do real estate because that’s all I ever knew. And I just had this thought that I’m going to fight back and I’m going to show them and I’ll make a comeback and everything and at one point I just thought, “Why the heck am I doing this?”

It’s not like I grew up loving real estate, loving to go through houses and all this other stuff. Real estate for me was more of a vehicle to build a business I enjoyed it, but it really ran its course over the 10-15 years I’d been doing it and I was just burned out and ready to do something else that didn’t tie me down as much. That was the tipping point for me, where I thought, “You know what? I’m going to get into something that’s more location independent.”

And when I say company, now it’s not like I have employees that are all around me and I’ve got physical office space out in downtown here and everything else.

I work from home, it’s just my team is more virtual where I’ve got a couple of virtual assistants and then people who help me out with webinars and social media and stuff like that but it’s much different than when I had a hundred employees that where on the ground with me and you’re responsible for their paycheck and you’re seeing them every day, seven days a week, and everything else. Here it’s all done virtual.

John: It’s pretty cool. You know Marc, I looked and listened to a lot of entrepreneurs and I’ve been pushed forward by Nick Bulwin, our PR Marketing guy and I’m like, “You listen to their stories” because if you listen to the entrepreneurs and successful people like yourself, Marc, there is a common thread and it’s called fulfillment.

We do things and then we end up in our career, I did it, did the corporate thing and I was never fulfilled until I ended up doing my own entrepreneurial business. I hear the same thread in what you just shared with our listeners where people misconstrue the statement.

Entrepreneurs are about fulfillment, about solving a problem, about serving a greater cause. We don’t chase money, money follows us. And it’s kind of interesting to hear your story and hear you tell it. And I was really interested, what inspired you to become a coach?

Marc: It’s fun. It doesn’t feel like work. I feel guilty when people are like, “What do you do?” I get to work from home and work for myself and I’m helping people improve their lives, I mean you can’t really beat that. In terms of dream jobs that’s probably up there, up near the top other than maybe a professional baseball player or astronaut or something, but coaching for me, that’s why I’m a coach; I’ve lived through the personal experience.

When I was going through the years when I went through nonstop growth and everything was working out perfectly, I was approached by coaches who want to work with me and I took kind of the approach, “Well, why I would need a coach? Basically, I know everything. Leave me alone.”

And then when going through a business closure I realized that no, I don’t know everything and I probably should’ve had a coach because then I could have avoided some of the headaches and the heartaches and everything else that comes with a business closure.

So that’s what I always think of and it’s the same thing when I talk to somebody who doesn’t have a coach and I want to work with them. Then I do remind them of that, that, “You know what there are things maybe going great but you want to get to the next level and you also want to have someone that’s working with you to make sure that you avoid some of those sort of quicksand and traps that you can run into.”

I should mention that I worked specifically with coaches, that’s my client’s house, so I’m a coach for coaches I guess you could say.

And that’s my niche and that happened probably six months into my coaching career, I thought I really need to niche down and get a more targeted market or target client just to get more traction because I wasn’t getting the kind of traction that I wanted so it’s worked out really well, choosing that niche and working with coaches.

John: Now you have a coach, correct Marc?

Marc: I’ve got a couple of coaches. They’re helping with a few different things so I’ve got a coach. Right now they’re helping with the webinar series that I’m preparing.

I’ve got two coaches who are helping with the launch or a product launch that I’m working on here in 2015. At any time I usually have at least one coach, but I often have three or four coaches who are helping me out.

John: If you were to share with a young entrepreneur, what do you think is the single best thing you’ve ever gotten from one of your coaches that stuck with you, and is that little voice in your head that you hear all the time?

Marc: There’s one coach in particular who was really helpful when I went through the business closure back in 2009. And what stuck with me was when we got out for coffee shortly after that closure. And I wasn’t feeling like getting out and doing a lot of socializing because, I don’t know if you’ve ever gone through a closure, but your energy level’s not exactly peak when you’ve gone through that. You just feel like kind of just going in a hole and covering up and waiting until Spring.

And I got out with him for coffee and just in that hour instantly my energy changed because he had gone through a few closures himself.

He had told me, “Look, this is a rite of passage and the whole reason that this is happening is because you had the guts to go for it.” And he basically said, “The people who are criticizing you or the haters are people who’ve never gone for it, that’s why they’re bitter, because they’ve never gone for their dreams and just let them criticize away, don’t let them throw you off your game.”

And that always kind of stuck with me, he said to me, he said in five years, he said, “You’re not even going to think of this.” And he told me that back in August 2009 and I thought, “You’re nuts.” I said, “You’re nuts, I’m going to be this, I’ll never forget this, and my life is over, well that was me.” And it was funny back in August 2014 when I hit the five year mark I thought, “You know what, he was right. I’m actually not thinking about it anymore and I could take the lessons learned from it, but I’m not dwelling on the past.”

And my life really took a turn for the better and my comeback was made complete when more time was spent focusing on the future than the past. That would be again going back to tipping point that would be a tipping point when more of the energy and attention was focused on the future than the past.

John: I guess it’s safe to say you’ve heard it a hundred times, “Oh Marc, it’s not going to happen, you’ll never be able to do that.”

Marc: Oh my gosh, yeah. I think every entrepreneur hears that, for sure. You have to build up this force field and not let those things kind of sneak through. That out there 99% of the population just wants you to get a nine-to-five job and not go for anything and you just have to put that force field up and just ignore them and keep pushing ahead.

John: And to me, I use it, it fuels me, it drives me. Every time someone says I can’t do something this won’t happen, this won’t happen. When I met my wife 30 years ago and we came from too entirely different cultural backgrounds and racial backgrounds: “Oh it will never work.” And 30 years later we looked and said “Oh yeah, it’s really not working out very well – Go ahead.

Marc: I was just going to say that when it comes to criticism and haters, that’s actually got me out of bed and when I was on the comeback trail.

If I was ever lying in bed in the morning and the alarm went off and I was like, “Yeah, I don’t feel like getting up, I don’t feel like doing this.” I would just think of some of the critics that I had and that was just like a shot of espresso like just bang! It just gets your right out of the bed because you’re not going to let them win. You want to make your comeback. You want to achieve what you’re going to achieve just to rub it in their faces.

John: I was talking to Jeff Haslett the other day and we talked about the haters and the people that don’t have any skin in the game. And I find, for me, there’s a direct correlation of those type of people or the ones that want to criticize the most because they’ve never put anything out there on the line. I look at those people and smile and say, “Thank you for your feedback. I appreciate your input and you’ve just driven me harder and faster than anybody could have.”

I look at it and my business partner, better known as my wife, she’ll say, “Okay gently, gently, easy, easy. Let’s walk down this path and be the change we wish to see. You don’t have to take that and carry it, let it go.” And I think that for me has been the biggest relief if you will, or “Say what you will. I don’t have to accept it. It’s valid. Its your point of view; I just don’t agree with it. I can agreeably disagree with you.”

I think that helps because you see a lot of young people that want to engage. There’s no rule that says, “Hey Marc if you and I disagree I must engage with you.”

Marc: And there’s an amazing book I read not too long ago I wish I had read it back five years ago, but it’s a powerful book called, ‘Thick Face, Black Heart’ by Chin-Ning Chu. I’m not sure if you’ve read that one.

John: I have not.

Marc: Your audience, I’d recommend you pick it up as quickly as possible because it’s all about developing that hard shell, that you’re not letting other people’s opinions affect you at all. And that’s the whole theme of that book is exactly what we’re just talking about so it fits in very well to the theme of the show here.

John: Marc, let me take us down the path a little bit about culture and companies because I think you have a lot to share with our listeners about it. And I want to ask you this question: how do you get companies to change and have their bosses act more like coaches? Because I think we’re in the period of time where we’re having the millennials are joining the work force and people are really seeking a collaborative coaching positive environment. And corporations are. I think. a little bit adrift in saying, “How do we achieve this?” Can you help our listeners understand what your thoughts are on that?

Marc: I think it’s happening, it’s just that it’s slowly changing because you’re getting people who are younger. You said millennials and there are other ones who are now starting to move up that ladder and they’re eventually taking over more and more senior positions. And they know what it’s like to be coming up through the ranks and they’re not going to be – they’re going to be more using the carrot than the stick, I guess, approach. That would be my first thought, that it’s happening, it’s just probably not happening as quickly as we would all like it to.

But I’ve actually interviewed the coach on the show from India Professor MS Rao and he is a real brilliant guy, he writes a lot on leadership and he works on corporations in India and also in the United States and he was telling me comparatively speaking the United States, North America, is much better this way than say, India.

India is more stuck in the 1950s, 1960s, where that boss is almost like a dictator. They’re the man and they’re going to tell you what to do and they say, “Jump”, you say, “How high?” And so we are better here in North America than we may think, compared to the rest of the world but there’s definitely way further to go in that regard.

John: You just mentioned some of the people you’ve coached, is there anything you could share with our listeners specifically about an executive you’ve coached and how you’ve seen them embracing the coaching versus being a boss and seen it grow a culture that created a success?

Marc: Again going back to my coaching. Where I coach coaches, I’m not working directly with the executives. I’m working with the coaches who are working with executives so I’m hearing stories second hand when I’m speaking to those coaches and the same thing with hosting a daily podcast and 365 coaches I’m talking to around the year.

In that regard, I’m probably not the best person to talk to because I don’t have that first-hand knowledge or experience, but I have heard from guests who are on the show it just about some of those approaches that it seems like the executives that they’re working with are very open, for one, to read lots of different books with different points of view.

And I know there was one guest on recently who was talking some of the books so she shared with the executive and they’re not your typical type of books, like we’re talking The Four Agreements with Miguel Ruiz and stuff like that so that’s not what you expect to see your executive to be reading. They’re starting to incorporate some of those softer approaches into the coaching. I think that it’s got to be a bit of a combination. I mean, it can’t be all about how the executive or the boss is changing and then the employees walk all over. And I think that it has to be that the employees have to meet the employer halfway to make the relationship work.

It’s a lot like a type of coaching that was called co-active coaching which focuses more at that, philosophy is more on cooperative you’re working as a team. The coach and the coach-ee and that’s how I see it with employers. The good ones get it that’s how they’re treating their employees.

John: So Marc, how would you define culture in a company?

Marc: I think culture, it’s basically the company’s ‘why’, that’s the best way I could describe it. And when I say that I don’t mean that the company has one of these boiler plate mission statements that has a hundred things crammed into it. And it sounds like the usual – you’ve heard them all, right?

John: Oh yeah, let me pay a hundred thousand dollars and we got a great mission statements, no one has any idea what it means. But Marc, everybody sat in the ballroom and tell the CEO, “You’re right.”

Marc: Exactly. Get a big check in there and they got it. I remember the story, of course you probably remember. I was only four years old at that time, because it happened in 1982 with Johnson&Johnson and the whole Tylenol scandal. I believe seven people died and I remember the story about that because they had a choice what to do.

It was a huge debate within the company, “What do we do here?” because it was going to cost about a hundred million dollars to do a full recall.

The way that they actually made their decision, they looked at their mission statement which had been written down decades and decades before, probably 50 years before. And it gave a very clear line of progression of who’s most important for the company. So there are four or five different players involved: there is a customer, the employees, the shareholders, and everything else.

Now, of course the thought was we don’t want to do the recall or it’s going to hurt our stock price and hurt our investors, our shareholders, but they looked at this mission statement that was that old and it had very clear on the top that the customers were at the top of that chain and the investors were at the bottom.

And that’s how they made their decision, they say, “When we got to follow this they spend a hundred million dollars on the recall.” It’s interesting because they dropped from I believe it’s 37% down to 7% market share when all this hype and hysteria that happened with the DAS and they were able to get it back up from 7% to 30% in a relatively short period of time because they built so much trust.

And that was all because of their company culture which was reinforced by that mission statement. And of course nowadays it doesn’t seem like it’s big of a deal because recalls are happening all the time. I mean, you go through the McDonalds drive-thru you see, “Oh, we’re going to recall on the Spongebob Squarepants Happy Meal toy. It’s almost like now it’s commonplace. You’re seeing recalls of vehicles, toys, everything else but back when Johnson&Johnson was faced with that dilemma, recalls just never happened.

There was a huge deal and it ends up working well for them because of that company culture that it then builds and cultivated over many decades.

John: It’s amazing, we hear a lot about the company culture where you keep a lot of people, and they say integrity, integrity, integrity and then I’m always entertained because when the top executive, when he or she asked a question, I think it’s truly integrity when you answer truthfully and I see more and more companies that have had leaders that are asking the people they work with to tell them the truth versus what they want to hear. To me that creates a culture of integrity. And we didn’t see that a lot five years ago.

Marc: It’s definitely changing.

John: Now Marc, what ways have you experienced a company that successfully built a great culture around their business? And how did they leverage it to attract really amazing talent?

Marc: There’s a few people that come to mind and one of them is Rivers Corbett, who is one of the coaches who helped me when I went through the business closure. Rivers is – he’s doing a lot of other things – a serial entrepreneur but he’s a really out-of-the-box type of thinker.

One of his businesses, his main one, is that he has a gourmet burger franchise here in Canada called ‘Relish Gourmet Burgers’ and it’s really neat because it’s not your typical boring burger restaurant chain.

It’s just hard to explain how he’s doing it, he says that his [inaudible 21:58] is what he’s always saying. It’s just really cool, some of the things that he’s doing and building buzz for his company and people actually want to work for him. What do you usually think when you think of flipping burgers or something at a restaurant? It’s not exactly the dream job, but he’s got people that want to work in that culture.

So I go there occasionally to eat burgers I’m not a health nut, but I’m not eating burgers everyday either. And when you go in, they’re yelling. The many come to the door, they’re like, “We relish you”, or when you order your food, “We relish you, John.” And they do different things like that.

I thought that’s really cool with company culture and then there’s another coach I’ve had on the show named Mike [inaudible 22:36] and Mike is in Arizona and before he got into coaching, he had a car business and he called it, “Killer Auto Sales”, which he likes to joke he says, “Probably the worst name you could call an auto company, Killer Auto Sales. And you put your babies in the backseat and taking off you don’t want to hear ‘Killer Auto Sales’ but he build a really cool culture with that as well.

People are clamoring to work for him and just kind of did things differently and shook things up. So those are two people who come to mind with that question.

John: And would you agree that that culture accelerated their growth in their companies?

Marc: Well, that culture is a reason you have further growth because both those industries are difficult industries, particularly the restaurant industry, the failure rates in that.

I always joke around Rivers, they’re not the cheapest food like you’re spending 15 bucks, 20 bucks for burger and I’ve made a couple of jokes to him when I’ve gone in there I said, “I’m going to have to withdraw some of my kids college fund just to buy some burgers”, or whatever.

But he still sells a lot of burgers because he’s selling the experience and the culture of the company. And it’s a great burger that helps, but he’s selling all the other stuff that goes along with it.

John: Sounds like he’s selling a lifestyle brand versus a burger.

Marc: He definitely is because if you’re competing with the McDonalds and those fast-food brands then you’ll never be held to compete with them. It’s just a race to the bottom if you’re going just purely on the price point but he’s actually going on a lot more.

John: That’s cool. Hey Marc, what tips would you give an entrepreneur who is starting their business, they’re building, they’re hiring? What would you tell them in terms of building a great company and building an excellent culture within the company?

Marc: I’ve run into this with my own personal experience by hearing it every day talking to people and the best advice I could give is say, “You don’t hire based on friends, who you think you’ve make good friends with or who you’d want to have a beer with. You’ve got to hire people who actually fix your weaknesses and people who can plug those holes so it can benefit the team and what you’re doing. Because if everybody’s stressed out if you’re not making money, then you’re not going to be friends anyways, you’re going to be fighting with people that you want to have that beer with anyways.

I think that’s very important that you don’t hire just based on who you would want to hang out with personally and rather instead put on the employer hat and look at the big picture and make sure that they’re the right fit for the team.

John: What would you say is the most common mistake they make?

Marc:  Do you mean the employer?

John: Yes, when I’m trying to build this, I’m trying to build this exciting company. I’m trying to push this culture and I’m sure you’ve seen a mistake made time and time again and you’re like, “Oh my god, again?” It’s like groundhog day; I keep saying this.

Marc: I mean this isn’t going to be a terribly unique answer, but I’ve seen it first hand with my own business growing up to a hundred people and the mistake that most employers make is that all they hire quick and fire slow when they should be doing the opposite, hire slow and fire quick.

And I’ve run into that as well, there’s people I should probably let go a lot sooner and you feel bad and you tell yourself, “Oh, I can get them swung around”, so you pour all this energy into them. At the end of the day, it’s just not going to work.

And then it breathes some resentment amongst the rest of the team and it just hauls everybody down. And there’s been times when I’ve let a person go from my team and one in particular really stands out in the real estate end of it. When I let her go it, was just instantly like a cloud dissolved that was hanging over the team.

And everybody’s mood later that day was just chipper, they were bouncing off the walls basically. And I didn;t realize what a negative influence that person had on the team until that person left. And so I felt, “Wow, I should’ve done this months sooner.” I think those are the things that come into mind.

John: Excellent, alright Marc, we’re coming near the end so I want to take you into our lightning round. We’re going to ask you a couple of questions and just get your feelings on them.

Marc: Sure.

John: Okay, what book changed your life?

Marc: I’ve mentioned, ‘Thick Face Black Heart’, and previously I also mentioned, ‘Think and Grow Rich’. Those are two books that really changed my life.

I’ll add a third one because I just read it recently and I think every entrepreneur and owner should read it. And that book is, ‘Essentialism’ by Greg McKeown and that book is all about identifying your priorities and then protecting those priorities and not letting all those bright shiny objects invade what has to be done in distracting you.

John: Perfect. What is your go-to-quote for inspiration?

Marc: The Go-to-quote, I love. Ayn Rand has one, “The question isn’t who is going to let me; it’s who is going to stop me.”

John: I like that. Now what company – yours doesn’t count. Your company counts, but doesn’t count in this question, alright? What company do you admire the most as it relates to culture?

Marc: I’m guessing Enron wouldn’t be a good answer, would it?

John: Let’s not go there.

Marc: I’m a huge Apple fan like I love my iPhone. If my house is on fire and I had time to run in and grab one thing I’m sure I’d be grabbing probably grabbing that iPhone. I love the Apple. I love the whole philosophy of Steve Jobs, came back from his exile and he really stressed less is more and really streamlined everything.

And the other thing I loved with Steve Jobs, he preferred people who spoke their mind and stood up for themselves so a lot of people were intimidated because he was such a strong personality, but he actually like that. I’ve heard stories of people who didn’t bend over for him basically and didn’t let him push them around. He actually appreciated that more and he respected them a lot more.

John: Now, if you have to describe the culture of your company using three words, what would it be?

Marc: That’s easy. For me, the three words would be bold, positive and persistent.

John: So be bold, be positive and be persistent.

Marc: I think that’s a formula or the recipe for any success in entrepreneurship. I think you need to have all three of those things.

John: Perfect. Look, I can’t thank you enough. My listeners said earlier, “Marc has shared with us today, he has a phenomenal following and a huge daily podcast and for him to take the time and spend with us, I am so thankful and grateful that you did that.

Marc, how can our listeners connect with you? You share it with us.

Marc: Best way to find me is going to and there’s links there for all our social media. I’m big on Twitter, Facebook, we’ve got the company accounts and everything as well.

I’d love to connect with coaches obviously that’s my audience, but I love connecting with any entrepreneur and positive-minded person so please reach out.

John: Perfect, I never end the show without sharing with you my favorite quote and it is from Maya Angelou which says, “People will forget what you’ve said, people will forget what you did, but people will never forget how you made them feel.” And I just want to thank you because you made me feel great today by taking your time to come visit with us. And I’d like to invite you back later this year and hope you’ll come back and visit with us again and share more of your stories. But you know, thanks again, you’ve made us feel valid, you’ve made us feel wanted and you’ve made us feel needed.

Marc: Thanks for having me John, I appreciate it and congrats to you guys for what you’re doing with the podcast. I think we need more positive stuff like that so good job with what you’re doing.

John: In your travels, if you run into someone who you think would be great to send them my way because if they come from you, my door is open.

Marc: Awesome, I’ve got some people for you.

John: Super, thanks again and you’ll come back and see us again.

Marc: I’d love to. Let me know when.

John: Perfect. Thanks so much and I hope the very best for you and be well.

Marc: Bye.

John: Bye.