Yogi Mueller: The Art of Slapping: Mentorship with Teeth

Yogi Mueller shares his powerful philosophy on mentorship, leadership development, and the transformative power of honest feedback – what he calls "The Great Slapping."

• Leadership coach and author Yogi Mueller discusses his journey from being "slapped" with honest feedback to becoming a mentor who delivers truth with compassion
• The concept of "The Great Slapping" represents those pivotal moments when someone cares enough to deliver difficult truths that change your trajectory
• True mentorship has been watered down to "limp handshakes and awkward coffee chats" – we need to bring back mentorship with teeth
• One key does not unlock every door – effective mentorship requires a bespoke approach tailored to each individual
• The GRIT framework helps people understand how they receive and act on feedback
• Mentors don't need to know everything – their role is to facilitate growth, not provide all the answers
• Authenticity and genuine investment in others' growth are the foundations of effective mentorship
• Leaders must be willing to receive feedback, not just give it
• Even experienced leaders continue to learn and grow from their failures

Visit grit-index.score.app.com to take Yogi's GRIT assessment and learn more about his work at craftleadership.net.

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Chapters

• 0:00 Introduction to Yogi Mueller
• 5:43 The Awakening Slap That Changed Everything
• 12:01 Craft Leadership: Bespoke Solutions
• 16:11 The Great Slapping Explained
• 25:23 Mentorship is Dying: Why It Matters
• 30:59 Learning From Leadership Failures
• 35:19 Final Thoughts and Taking Action

Transcript

Speaker 1: 0:36

Welcome back to one on one with Mr you. Of course, I'm your host, mr you in studio with us. Speaker, leadership, leadership coach, founder of craft leadership and author of the great slapping. Yogi mueller is in the house. Okay, how are you, sir? Good to see you, man you.

Speaker 2: 0:52

Thank you very much.

Speaker 1: 0:52

I tell you I love that theme song that if that doesn't get you going, you're hopeless yeah, I very specifically crafted all the songs for our shows and I might enjoy them more than everybody else, but I think I need to. It poked me up, and so I'm just excited about this conversation, man, but customarily I always ask our guests to come in and start the show off with sharing about their childhood and their upbringing. What got you from there to where you are right now? Share as much or as little as you like, go ahead.

Speaker 2: 1:24

You know what I've been extremely blessed in my life I've had. My parents were amazing. I have a brother that I like occasionally and you know we grew up in St Louis, missouri, and by the end of, I'd say, about 30, 40 years later we all ended up in Florida in different places. So by way of Wisconsin and California and Texas and all over the place, we made it back here. So you know, it's always been a journey for me just of self-exploration and finding the niche that I found and that is developing other people. But it's been a journey.

Speaker 1: 2:10

I love that man Love that. So you moved all around the country, so I'm sure you've got a lot of insights to share. I love that you spent a little time in Florida, so I know a little bit about that life. But OK, so let's kind of get into when you figured out for yourself that you were in need of mentorship. I love asking the question for somebody who Strives to, I guess, major in management spaces. Yeah, sometimes this is not in your case, yogi, but sometimes, when I meet people who are mentors and leaders and coaches, like you and I are Sometimes I find a gap in their mentorship journey. If you will, they cut off the process so they can go do their own thing because of the. Maybe they were uncomfortable being transparent and letting somebody cut on them in a way or whatever it is. When did you figure out personally that you were in need of mentorship?

Speaker 2: 3:03

Great, question and you are absolutely spot on with that and I share a little bit about this in the book. I guess the awakening slap that I got and I was working for a marketing company in college and I was a mess dude, I was sloppy, I was careless, I didn't care, and this guy, I can picture him today. Can I remember his name? No, but do I remember the pain? It's the pain that sticks right. And he basically pulled me aside and says he said look, he said you suck. I mean in no uncertain terms is what he was saying? He's like, what are you doing? But then he said look, he says you suck. I mean in no uncertain terms is what he was saying? He's like what are you doing? But then he said look, he says you've got all of this ability, you've got all this talent, but you show up horribly. He says that's not. And oh, I remember driving home that day feeling I just got slapped around the head and face, not seeing for what it was right. And it was that awakening that I was like, oh my God, he's right.

Speaker 2: 4:09

And that interaction legitimately changed how I pursue work, being professional and working with others. That one moment, and, and, and I you know I say I like this phrase happiness is planting a seed of a tree whose shade you will never enjoy. Right, that's my core. Why, in terms of why I do what I do this guy, that one interaction. I don't even know if he's alive, I don't know what he's doing, but that interaction changed my life and that has. There's so much power in that and then, when used responsibly, with genuine investment in other people's, you can change lives.

Speaker 1: 4:54

I love that man. You're doing that man. You stepped into multiple realms that we talked about on in the intro man, you're founded an incredible company, craft leadership. You are an author, you speak and you were driven to teach leadership. Can you tell me why? Well, as a jack of all trades myself, I told you we get why. There's a lot of things going on, a lot of moving parts and everything, but why do you feel like leadership and mentor and teaching and coaching in that realm was your thing? Why did you? Because there's so many options out there. Why did you feel like you needed to do that?

Speaker 2: 5:33

it. It wasn't. It wasn't like an epiphanic, you know, a moment, like don king got his hair right. It's like it wasn't. It didn't come to me in a dream. And then, all of a sudden, this is what I wanted to do. Right, it was an evolution. It was being open to possibilities, never closing any doors. And you know, I always found myself and regardless of what role I was in, I always found myself in positions that dealt with the trainers or the new hire, orientation or you know, and I always just kind of had that inside me Like this is, this is kind of cool.

Speaker 2: 6:06

And when I was working for the Walt Disney company and I had an opportunity to go into a traditional training role was when I realized, oh my God, I can actually make a career or something that I'm very passionate about. I've always been about others, other people. My high school motto was a man for others. It was all guys you know school. And it just kind of went from there. And so it's again. It's not something that woke me up in the middle of the night with a lightning bolt, but it is something. Once that I decided that, hey, this is my life's goal and trajectory. It was awesome.

Speaker 1: 6:41

I love that. I love that man. It was awesome. I love that man. What is talk about craft leadership? What spawned that? What are you doing there?

Speaker 2: 6:50

So the reason I hung up my shingle is I like to tell people that, due to a corporate acquisition, my future was freed up to pursue entrepreneurial dreams, as they say.

Speaker 2: 7:05

So it was one of those things where it was a decision that I had to make, and there's no regrets at all. Craft leadership comes from this idea that one key does not unlock every door, and I learned that in leadership. I learned that in mentorship, that every person, every situation requires a different approach. I also have a love for craft cocktails and so I wanted to, you know, kind of take that same bespoke approach. And if I'm talking to you as an individual, mr you, or if I'm talking to an organization, I want to go in and I want to understand what is at the core of what needs to be fixed. And I'm not like you said, if I'm going to fix a roof, I'm not going to sell you the hammer. I need to go and look at exactly what is needed, and I'm going to, I'm going to provide you exactly what you're going to need, handcrafted, very individualized and very specific for your needs.

Speaker 1: 7:54

I love that. I love that I think through craft, getting things crossed up, I think through your work with craft, you developed a assessment of some kind. Right Called grit Is that I did.

Speaker 2: 8:07

Yes, it's the whole concept of embracing the grit. That's a mindset and grit is an acronym that it stands for. Get over yourself, reassess with honesty, invest in improvement and then treasure the lessons and growth. You know, working with mentees, working in leadership that you know part of your job is giving people feedback. Yeah, you need to understand how, first of all, how somebody receives feedback, and then what are they going to do with it. So the get over yourself and reassess with honesty. That's how you receive feedback.

Speaker 2: 8:37

If your ego is in the way, you're not going to listen to it. But if you listen to it but then don't believe anything that they say, you're missing the kernel of truth in every piece of feedback. Then the second part is what are you going to do about it? You know listening is only 50% of the job. If I give you feedback and you're like, yeah, there's something, but you don't do any with it, what a waste of time, money and effort and your potential. So this assessment that you can take will kind of give you some scores in all four of those pillars. And that's essential, right? Because if you're going into any type of, let's say, training program or leadership development program or even a mentor relationship. Understanding where you are with feedback is going to be absolutely important for you to be able to digest all this stuff's coming in so you can move from point A to point B in that growth arc.

Speaker 2: 9:23

And as a mentor, if you can't receive feedback, well, you sure as heck can't give it well.

Speaker 1: 9:29

I love that. I love that and I want to take the assessment Grit-indexscoreappcom. It's already in the show notes, but we'll go ahead and make sure we reiterate it throughout the show. So tell me, what exactly is the great slapping? Now I watched the show called how I Met your Mother. Now that's a little bit off of the beaten path for me, but I vibe with it for some strange reason. But my favorite episodes were the ones about slapsgiving. I don't know why, but every time those come on I find them hilarious. I go back and I find them on YouTube. Now I don't know why, but seeing people get slapped it's funny to me. I don't know why. That is when I get slapped. It's not funny, but I digress. But what's the great slapping?

Speaker 2: 10:16

What is that? Why isn't it funny, Mr U, when you get slapped?

Speaker 1: 10:22

Because it hurts when you does right.

Speaker 2: 10:26

There's the slaps are painful. Slap it it that that moment that the impact happens, it hurts. But then, after you get slapped, there's this moment of clarity where the cobwebs are knocked. You shake your head a little bit. I mean, what just happened right?

Speaker 2: 10:44

In that moment of clarity, the world opens up a little bit and whether you're asleep or you're passed out and somebody's slapping you around to revive you, that's the same thing. When it comes to the great slapping, it's not a physical slap, it's a metaphorical slap, delivered with words, delivered with intent, delivered with genuine investment in you as a person, because sometimes people are unwilling or unable to truly see what's holding them back. And if somebody cares about you, they're going to want to revive you. And if they try everything and you're not taking that breath that's necessary for your future development and unlocking your potential, they're going to have to slap you. And I know, if you think back in your career, there are people that cared enough about you and in you to slap you to wake you up, and they knew it was going to hurt, but they knew it was important for you to have that moment of clarity so you can move forward in the right direction.

Speaker 1: 11:47

No, I totally get that and I remember a lot of those situations very, very candidly. Now, the reason why I think I connect with you so much is because the things that you seem to care about are the things that I love talking about too, and you mentioned something about in our conversation about having mentorship with teeth in it, and I love that because I love for you to kind of get into why so many leaders kind of get mentorship wrong. I think maybe we might have touched on it a little bit earlier. People want to mentor people, but they don't want to be mentored. They want to coach but they don't want to be coached.

Speaker 1: 12:24

I think I even asked you in our pre-interview who coaches you. I thought that was so important to have people on our shows. No offense to anybody who's been on our shows any of our 50-plus shows so far but they come in as mentors, coaches and leadership developers of some type or sort, and a lot of them, when I go back and dig a little bit, they don't have a whole lot of time on the mentorship wheel themselves. They don't have a lot of time on the coaching wheel themselves, but they fancy themselves as coaches and mentors and I guess I just find that a little bit strange. I'd love to hear your thoughts on where leaders get mentorship wrong and what does mentorship achieve Actually look like in your assessment to pull.

Speaker 2: 13:09

Love that question and I'm gonna go all the way back to ancient Greece. Let's go. Socrates said the wise man is the one who knows he knows nothing. I, and if you, melissa Meyer, marissa Meyer said you know, if you're the smartest person in the room, you're in the wrong room, right. So those things, right there. If you reach a point where you feel you've got nothing left to learn, that's a slapping right there, right, that's, you need to be shaken up a little bit. And so there are individuals that feel that they are at the apex of their development and I would argue you may be at a stair step or like a flat spot, but there's still more hill to climb. And I think that and you mentioned it in your question you know the transparency, the honesty, the authenticity that's required for somebody to really give that level of feedback, that that's meaningful. I write a lot about in my book that a mentor should not know everything should not be the end. All. That's not the purpose for the mentor. Say that again.

Speaker 1: 14:20

Man. Say that part again. I think that's. You can't gloss over that. That's too powerful. Say that part again. Mentors should not. You can't gloss over that, that's too powerful. Say that part again.

Speaker 2: 14:27

Mentors should not know everything. They are not the end-all experts. They are there to help facilitate your mentee from getting to point A to point B, to working through a problem. And if all you do is just giving answers, because you think your answers are gold or infallible, that's a problem. That's a problem because then the mentee ceases to think for themselves and only go to you for answers. So all you're doing is just enabling them to continue to not make decisions they need to make in their life.

Speaker 1: 15:03

My goodness and manage it with chief. Is that kind of we got the idea from, or is that something there?

Speaker 2: 15:08

It is. You know I I just did a talk recently here in Orlando, uh, and it was called uh, mentorship is dying and we're dying. It's dying. It's on life support, right, and, and it's because we reduced mentorship to what I say, a limp handsh, empty pleasantries and awkward coffee chats. And you know, mentorship, we bubble wrapped it right. Everybody's safe, Everybody's secure, Nobody gets offended, Blah, blah, blah. But you know what, Mr Yu, you don't grow in smooth, you grow in chaos. You grow in that rough feedback. You know you don't learn how to fly a plane in smooth weather. You learn how to really be a great pilot flying in rough weather and making it to the side. The same thing with your own personal development. You need a little bit of that sandpaper to kind of rough you up a little bit, to put that final coat on.

Speaker 1: 16:02

What that man? Who was? Who was the? One that gave you the slap final, coda, who was the one that gave you the slap?

Speaker 2: 16:08

The one that, other than that first one right, that really woke me up. I write about him in the book and I call him my hero. His name was George and he was a regional manager at Disney and I was a young frontline manager, guest service manager, and he rode my butt brother. He was he, his ex, his. His holding me accountable for everything was just, it felt rough and it, and at times it felt like he was singling me out for that level of scrutiny to the point that I I had it, I was done and and I ran into his office and I kid you not slammed my fist on the desk and I said, george, why the hell are you so hard on me? And I just, it's so why? And I just start screaming at him and he looks at me and goes because you're capable of so much more. And I went boom, right there.

Speaker 2: 17:13

That moment of clarity was huge and I shut up and I turned around and slowly walked out of his office because I was processing probably the biggest piece of feedback that I had up into that young part of my career that sometimes it's necessary to get people to unlock their potential. That's why I call myself the human potential locksmith. Sometimes you need that moment of clarity to understand that this person sees and expects more than you. Not because they're some sort of jerk. It's because they think you can actually do it, because your potential is not where it should be or needs to be, and I'm going to help you get there. And sometimes, yeah, I'm going to give you some stuff. That's going to be a little rough to hear, but it's because I believe in you, you know a mentor is like that boxing ring coach right that will.

Speaker 2: 18:03

They're not always going to tell you you're great. They're going to tell you what punches you're walking into, how to avoid them. They're going to clean you up and they're going to put you back in the ring because they know you can succeed and win.

Speaker 1: 18:16

That brings to mind a story. It was a rough one. I was in culinary school. Now, that's not a story by itself, but when you were the age that I was, that is rough because I went into that thing like in my 40s. So all the kids inside there were like barely 18, 19, 20 years old.

Speaker 1: 18:36

I'm in a baking class and baking. I can cook, but baking wasn't my forte and the chef, he would beat me up on a regular basis. He would make examples out of me, take my food and throw it across the room, kind of gordon ramsay style, and I'm like why is he attacking me? One day I just said I couldn't, I, I I bought up against him in the middle of the class, in the middle of the 20 years. I mean I just can't take no more of your medicine. I was. I was with a snap. I found out and my wife told me he he didn't tell me this from my face. He told my wife I did that because I know he can handle it. Those are the kind of lessons I learned. I heard their story and I get it, but for me I didn't get that.

Speaker 1: 19:18

Why you put me on the spot and embarrassing me out here For what purpose? You know what, even though I didn't like baking, that was in my head. It affected my results. It affected the work I put in because I already had a preconceived idea. You know what I don't like? This? This is not what I'm good at. I exercised that. Instead of pushing a little further, I get your point on that. Instead of pushing it a little further, so I can get your point on that. One man, you got to.

Speaker 2: 19:49

I want to get into your I can't say that story. It choked me up a little bit, Mr Yu, because that is exactly what I've been trying to evangelize that moment there. Now, God bless you, because the culinary world is not necessarily the most nurturing. In the kitchen it is raw, no, it's brutal. This is brutal. They laugh at the concept of slapping. They're five levels ahead of slapping right in there. But he saw that in you and he knew the only way to get that out Again. Maybe that was only his ability. He didn't know any other way because he was raised in the kitchen. Let's say so. He did what he felt was necessary. But I bet you'd work for this guy again. I bet you would work for him in a heartbeat.

Speaker 1: 20:32

If I was back in that realm I probably would. There would be some rage that was getting ready to happen. I don't think he understood what he was about to unleash, but that made a lot of sense. I learned a lot about me in the process and I think what you're doing is just falling right in line with that man. You know, we hear these keywords. I kind of hop in a little bit because I guess part of me cringes and here in terms like leadership and mentorship and coaching and that kind of stuff, because I see people abuse it so much or it's gotten so watered down, like you said, mm-hmm, it's turned into, it has almost none effect. Now, what do you think is key in separating the work that you're doing in these areas from the other options that are out there?

Speaker 2: 21:21

Honestly, there really isn't anything that I do at the core in my job, the technical skills and the other things aside or about the book there's really nothing special about it. It really is understanding that we didn't get to where we are by ourselves. There were some people that had an impact on you and about giving back. You know, I think you and I before talked about stewardship a little bit in our pre-interview, you know, and stewardship is about making something better. You know, once you get it, you know whether you get talents or money or people once they leave your possession, once they leave your presence, leave them better than you found them. And that is, I mean, that is simplistic in its core, and you know, the concept of the great slapping are just some context and some tools to help you provide that service, that stewardship, to others.

Speaker 1: 22:27

I love it because of the, because of that book. I'm sure that you've heard from many people who found it profound. What was the biggest goal step for you from the great slapping?

Speaker 2: 22:37

Two things. One I wanted to open eyes right. I wanted to be that evangelist, for, look, mentorship is dying, dying and we don't want to pull the plug. We need to save it. We need to figure out how we can bring the experienced generation and the new generation together and not continue to rip at that fabric that pulls us aside. The other goal I had is I wanted the book to be authentic, and one of the best compliments that I've received from many readers is they can hear me in the book, like when I put something in the book. It's not an empty thing, it's not you know crap, it's. They can hear me say these words because they've seen me do it. They know that I have that belief and passion and to me, that's the best compliment I can give.

Speaker 1: 24:12

I love that. Can you tell us a moment where you felt like you failed as a leader and what you learned that changed?

Speaker 2: 24:24

Yeah, as a matter of fact, I can. And it's a relatively recent story and I don't know if it was an organizational failure, but it was a personal leadership failure and I will absolutely authentically call that that. And you know, I would literally tell my employees. They would come in and say, can I do this? I said, look, I hired you for a purpose. I trust you implicitly. I don't hire anybody that I can't trust, so go do what you feel is necessary.

Speaker 2: 24:59

And one of my favorite employees came up to me after I told her that and she comes back in the room and she goes. I just want to let you know, sometimes I need a leader. And I went. I just want to let you know sometimes I need a leader. I went, I got slapped. I got slapped by my employee because you can delegate too much, you can trust too much, you can give up. And even though my best intentions, she needed somebody to to, to, to take a little more space in there, a little more time and understanding. So that was a huge learning for me. Again, that's one of those moments that I'm very clear in the book like, yeah, my employee trusted me enough to come back and really give me some tough feedback and I learned a great deal and that's something that I'll never make that mistake again because of that slapping that I got.

Speaker 1: 25:45

Oh, I love that man. I'd be remiss if I didn't go a little deeper with that, because you're speaking to leaders, you're speaking to mentors and coaches, not just to me, but even to yourself, or even those that are watching and listening. Tell me how you put that into practical action, because now you know that you delegated too much and now you have to maybe perhaps put in more time. Maybe time now you didn't feel like you had to start with, put in more time to leave. What does that mean? What's that look like for you in that?

Speaker 2: 26:19

in that case, and even beyond, well, I 100 didn't practice what I preach on that, because I I say you know, one key does not unlock every door, and I managed this particular individual in the situation like it was a skeleton key and she was just another door I was unlocking, versus taking the time to truly understand what that person's about. You know, as a leader, you can't lead like a shot with a shotgun, because you're going to hit stuff that you don't want to hit and you're not going to hit stuff that you want to hit right. And so you need to be very bespoke, you need to be very craft in your approach, not just departmentally, organizationally, individually, because those are the key building blocks of your organization. And if you don't take the time as a leader, if you don't schedule time with these people, you don't ask questions, you're not interested in their genuine things that they need to be successful, you won't be successful. And if you don't show them the value that they bring to the organization because of that level of interest and really digesting and going deeper, as you said earlier, into what they need, then they don't value you and they don't value the organization.

Speaker 2: 27:35

And I've discussed a lot with people recently in this concept of employee value proposition. I don't know if you've heard of the EVP, but it's where organizations right, but people will argue these days that the EVP is no, it's where organizations, you're right, but people were arguing these days that the EVP is no longer at the corporate level, it's at that individual, one-on-one manager employee level. That's where the rubber hits the road these days. So I hope that was no, it helped All right.

Speaker 1: 28:03

My goal is to try to get four more questions in before we close out. Go, go, go, lightning round, lightning round, go go Light you. Around. Here we go. It feels that way, but I want you to share though. I found out you were a former comedian. I didn't know that. That's amazing. How did that equate to the leadership work that you're doing? Is there a connection at all? Is there any kind of connection to you?

Speaker 2: 28:23

in that there is, and it has nothing to do with leadership, it has to do that. I enjoyed my captive audiences and classes Okay, oh, this is great, I have a whole audience for an hour and they're paying me to do this. But I will tell you that humor is, when used appropriately, is an incredible leveler in the room. It raises endorphin levels, it lowers stress and I have always found humor and sarcasm to be a powerful tool in development as well as in mentorship as well, because that humor helps soften the slap a little bit when, especially in the sarcasm world, they have to understand sarcasm. Again, one key does not unlock every door, but, yeah, I have found that to be an important tool in in what I do.

Speaker 1: 29:18

I love that. I love that. All right, what's one slap you want every listener to walk away from from this episode? Get a mentor.

Speaker 2: 29:27

Look you, look, you're not an island. You didn't get there by yourself. Understand, and I go back to when you were remembering that slap that you got from that chef. You smiled, you grinned and there was this moment of nostalgia and this moment of gratitude. Take a moment, close your eyes, think about those people that did that for you, that cared more than you cared in yourself and saw more in you. What did I say? Mentors don't settle for the person you are today. They push because they see the person you could be tomorrow and remember those people and then give back, because then maybe on Mr U's podcast, 20 years from now, you're going to be recalling, there's somebody else going to be recalling you that did that for them, and that's power.

Speaker 1: 30:15

Now you're trying to add more questions to my list. How is somebody who's watching listening? Because sometimes I love to say that mentors find people, but I think sometimes people find mentors. I think it goes both ways. How does somebody find a mentor based on that framework you laid out? How do they find somebody to be that for them Once they realize they need to have it first off?

Speaker 2: 30:41

Yeah, that's absolutely the foundational step. You know you can't point to somebody and say be my mentor, right. You can't. It's because and I've been doing some work on this recently too mentorship has a lot of weight to it and it's scary for people and start out asking somebody to be a coach, somebody to help me work through some skill development, build that relationship, build that trust with the other, because it might be scary for the mentor too to say I'm going to be your mentor, right. Find people that will give you the slapping that you need, and not somebody that's there to be your yes man or yes woman or yes, yes person and just only give you what you want to hear, like AI does. Ai is only going to give you what you hear and tell you the best thinker since sliced bread.

Speaker 1: 31:36

Yeah, absolutely. Last two questions. All right, here's our penultimate question, if you will. All right, so I'm a full believer, strong believer, in leading yourself well first. How do you lead yourself first in your household, in your community? What's that look like?

Speaker 2: 31:55

I think, great question. I'm going to go, Mr Yu, with being a genuine person, being somebody, that you are what you are and you are that in everything you do. And for me, that genuineness comes from an interest in other people and when you can get, when you like the book. When people said I hear you say this because this is who you are, that's important. If you write something but somebody can't hear that in your voice, that's not really you. So I think, the more you can be authentic. It's a big, big buzzword, right Authenticity, be who you are, follow your compass points, be strong, be genuine in your interest and love of others and always walk with gratitude and everything you do.

Speaker 2: 32:50

I think, that'll show greatly.

Speaker 1: 32:53

Fantastic, and just you guys were watching us and joining us. A little later on in the episode, yogi has an incredible assessment. It's going to be called the grit index assessment grit type in index Score appcom. So not, it's not a personality quiz or anything. It's a great practical tool to help you kind of fill the gap between how you're showing up in leadership and what you need to be dealing with and address how you actually are leading. So I'm taking the assessment today after this show Definitely encourage you to do the same thing. It's going to be Grit-indexscoreappcom. It's in the show notes but of course, if you need it, we'd be happy to get it to you. Reach out to either one of us.

Speaker 2: 33:35

They can also go real quick to craftleadershipnet. There's links to that. There's links to my book, Also other information about what I can help you with and unlocking your potential as well Craftle and unlocking your potential as well.

Speaker 1: 33:46

All right, proudofleadershipnet is also in the live chat. You can be grabbing it there, all right. So final question for today. By the way, man, if I haven't said so, you're a fantastic guest. It was a fantastic conversation. I'm geeked up. I love mentorship, coaching and leadership spaces. I love to be involved in those kind of communities and stuff. So this is great. All Final question. We talked about it in our interview. This is not to diminish the work you've done. You've done fantastic work over the years. I'm going to temporarily take an eraser and wipe it off of the board. Everything you've done up to this point off the board. What is Jogi doing with his life right now? Most likely that you haven't done before. I don't have any Jeopardy music, so you're on your own with that. I want to be in a movie, you do.

Speaker 2: 34:33

What kind of movie, I don't know. I want to be in a movie Again, hindsight being 20-20, I've always had this. I was an acting major for about two hours in college. I didn't do it because I didn't want it, because, you know, I didn't want to wait tables for the rest of my life. You know one of those things. So I chose something that could at least provide some income. But before, if I had a bucket list, I'd love to have an IMDB credit for a role in a movie. So if anybody's out there craftleadershipnet, I'd be happy to audition. We got to get you hired.

Speaker 1: 35:07

Okay, that's good. That's one of the best ones I heard in a while. I like it. I like it. Well, man, thank you for your time and doing this man.

Speaker 2: 35:20

Let everybody know where they can find you and your work, man, and we'll get out of here. Go ahead, yogi. At craftleadership it is always wonderful to see somebody that's connected to the same why about developing and being very passionate about others. So it's been an absolute pleasure, sir.

Speaker 1: 35:38

Thank you for your time. We got to stay in touch. I'm sure some great things on the horizon. I'd love to support you wherever I can, man, but thanks again for watching and listening to everybody. This has been a fantastic show. You can find us on all the social media platforms. So we are actually live right now and, of course, we'll be on listening platforms all listening platforms within the next couple of hours or so. So thank you again for watching and listening. Find Yogi craft leadershipnet. Yogi and Mr you were out here. Have a fantastic day. Thanks for watching and thanks for listening. Thanks for watching.