0:03 who are you and where are you going what do you [Music] want hello and welcome to people making money I'm your host Kevin bemel and we're here every Wednesday at 10:00 a.m. Pacific time to talk about in a broad from a broad perspective professional and business issues and
0:39 wealth building and uh you may be wondering why I have a a bigger smile on my face this morning than usual um part of it is is I you know I get a kick out of this new opening I added to the show and going through my head is is wondering you know what what you all think about it um you know these these various people and the and the pictures of the bay and all that so um but anyway so that and also I I had a a really uh wonderful phone call um with with a a new potential oh there goes all my papers okay well whatever just hit the
1:16 floor um I had a phone call with uh a new potential colleague um just right before the show um and we had a great conversation um in part sharing horror stories from from uh you know our our various practices in in in Estate Planning and estate Administration and such so um you know it's always a great way to oh and then I started off the day with a picture of uh seeing a picture on Instagram of Malia who is the giraffe at the Santa Barbara Zoo and uh I'm a big giraffe fan so um see I even have a
1:53 giraff my daughter gave me this for I think it was my birthday um last last year can't exactly tell you why I like giraffes so much but I do so there you go what can I say so oops my giraffe is tipping over there you go there you go Malia I named my giraffe after uh the giraffe in Santa Barbara so okay now now that you think I'm completely crazy uh let's let's move on with the show so my topic today is
2:29 relationship in the workplace and from that I don't mean interpersonal relationships and how to conduct them I I am actually am going to be covering that topic I think next week as we head into the holiday season here and we have holiday parties and uh you know and people um tend to get a little bit Freer with uh language and behavior at this this time of the year maybe not such a great thing I I had a little incident happen at uh uh one of the uh places that I manage
3:04 yesterday and somebody said something and my face turned bright red and I said yeah I'm not going to comment on that in the least and then of course one of my colleagues decided to double down and embarrass me even more which you know is is of course part of the goal right when you have close friends who are colleagues as well you know so um yeah I I stammered for a good five minutes there and said I I I think we need to move on with this and and let's let's not bring this up again so fortunately the person who was aimed at was not in the room and uh and so I I hope that she
3:41 did not get a drift of what was said about her not by me by somebody else but I did say I I I think we we don't quite want to do this so but we'll talk about that next week this week I'm gonna talk about excuse me the types of relationships we need to be putting together working on building um in order to have a successful business and professional life and I've come up with eight and and I'm not saying by the way that you need to have all eight of these types of
4:16 relationships what I'm what I am saying is give consideration to these different types of relationships and decide for yourself which ones you need to have for your specific situation in order to build the the career the business that you want and like anything okay relationships involve at least two parties right and so another decision to make is which party do I think I need to be in this
4:53 relationship okay so so as we go through these I I I would ask you to keep those two questions in mind number number one is this a type of relationship I need to be building and number two kind of which side of the relationship it would be the more appropriate one for me to be on okay so let's let's let's Jump Right In Here the first one is Mentor mentee relationships okay now I think there's some confusion as to what a true Mentor mentee relationship is okay
5:30 um I I think first first of all right the mentor is is the one giving the mentorship the mentee is the one receiving it okay just the the o e endings the o r is the doer the E is the receiver okay that just just as a general uh rule so this is generally a relationship between someone who's more experienced and someone who's less experienced right the mentor generally speaking is more experienced either in life in in a particular business or
6:07 profession or a particular aspect of of a business or profession okay and the mentee is seeking advice now I think the key thing here is is the mentor mentee relationship is an advisory relationship not a um deci ing relationship okay it's it's not like a supervisor supervis relationship where as as the the one being supervised if if you're unsure about a particular
6:42 decision you you know you might go to your supervisor and say you know here here's what the issues are I'm just not sure what to do here what do we think we we what what do you think we ought to do and your supervisor may just say bang here's the decision now run with it okay that's not a a a a proper Mentor mentee relationship okay the idea is for the mentor to help you examine the issues CL analyze them get clear on what is at stake so that you can make your own
7:19 decision okay and that's that's why the mentor needs to have greater knowledge and experience um than than you do because they're bring bringing that to the table for your benefit okay now um there's there's um in terms of scope so I mentioned a minute before maybe the person is is a a mentor kind of broadly in the sense that they're they are or were in a Sim similar business or or profession for you but it could be that they they're a mentor in one area so maybe you have a business and one of the
7:57 areas where you're not particularly strong is in finance and how to deal with that whole aspect of a business so what you may want to do is find a mentor who is expert at finance and have that person Mentor you with respect to that issue as opposed to your overall business okay same could be true for for marketing same could be true for employee relations okay these are all aspects of what we do and and we can
8:32 oftentimes benefit from somebody who knows more than we do in a particular realm as opposed to you know knowing a a lot more than we do about you know the overall business and and by the way rarely is someone expert in all these Realms okay so if you've got a mentor who is or used to be in the same business that you're in okay they're unlikely to be able to give you um expert advice for example on Personnel
9:07 okay they they will have their perspective that kind of that broad perspective um but if you have very difficult Personnel issues that's a time when you may want to seek out a mentor specifically dealing with with that issue okay so how do you find a mentor or well let me take step back now so so first of all you know do you need a mentor right that's the first question I asked the second one is or or do you need to I let me let me rephrase that should you be in a mentor mentee
9:44 relationship okay that's number one number two should you be the mentor or the mentee now I was speaking at from the standpoint of someone who's who's less experienced okay but there are people with a lot of experience who really need to be in Mentor relationships because they need to be in a they need to learn how to pass on their knowledge their their experience their wisdom and the best way to do that is to be in that relationship so I know one of the things
10:20 as you know I'm an older guy right one of the things that I do is I volunteer for an organization called veterati veterati connects service members who are getting out of the military and transitioning to civilian life with mentors who can help them with the various issues now I tend to focus on uh job hunting and employment issues as you might guess because of you know the topic of the show okay but I I also deal with some of the emotional issues of making that transition using my background as a
10:57 military chaplain okay and it's been very very beneficial for for me to because it's helped me clarify my thinking really look at how can I be of service and and you know a lot of times the people I I talk to they'll bring up an issue and and oftentimes it's in a way I hadn't really thought about it before so it also helps me expand my perspective okay so so again the question is should you be a mentor or a mentee or perhaps both right you may be
11:36 far enough along in your career that you can you can benefit someone who's not as far along as a mentor while at the same time benefiting from someone who's even farther along than you are and you you would be the mentee okay so I encourage you to think about all of those permutations as you will if you will okay and and by the way a a really good Mentor mentee relationship is could be one where each of you is both the mentor and the mentee uh now I know for me in
12:11 in some ways that is the ideal Mentor mentee relationship for me so uh for example um with with my friend uh Michael um the the data science the data scientist right we are mentors and mentees for each other which is how we built our friendship we have a friendship too that's apart from that but um you know when when Michael has questions about certain things he comes to me and when I have questions about certain things I go to him and we both um respect our knowledge domains and and
12:49 and find them very very helpful okay so I I spend a lot of time on Mentor mentee because that's I think one of the you know foundational relationships for us to have and I I think in most cases um you're going to find that that that is a type of relationship you you want to build okay the next type of relationship is a sponsor relationship now a sponsor relationship is one where there's someone typically senior to you in your organization who advocates for
13:24 your advancement okay so this goes beyond giving you advice they are actively out there essentially saying you know promote promote this person give this person more uh projects that require more responsibility more leadership Etc okay and excuse me especially if you're in a large organization it can be it can be crucial to have a sponsor so I know when I was in in the Navy okay I had a I had a relationship with a chaplain who
14:01 was considerably senior to me um in terms of uh his time in the Navy and his experience and and so he was at the he was in in one way a mentor to me but that he eventually transitioned into being a sponsor for me because he he liked my work so much and through his efforts I was able to get a job as an airwing chaplain which is a very Plum assignment right so um you know for both Mentor mentee relationships and sponsor relationships you know we what we want to do is look for look to connect with
14:39 people who are uh if if if we're going to be the the the mentee or the spony if you will the person being sponsored we're gonna We want to look for people who um you know are senior to us have more knowledge have more experience and and that we admire and respect and and then you know express that to the person and and talk to them about the possibility of them being a mentor for you now in the case of a sponsor I I think really a
15:14 sponsor is a sponsorship relationship or a sponsor relationship that's going to build out of a mentor mentee relationship I think it's it's a dicey proposition to build a relationship with someone solely so that they'll promote you and I would be a little bit wary of a relationship like that where sort of out of the blue someone decides to that they want to promote you okay I think this this comes from someone not only understanding you and your abilities but also seeing the work that you've done seeing that you deliver highquality work
15:50 building trust and and then they you know exercise their influence on your behalf okay so so those two kind of work somewhat together all right the third type of relationship is a are peer relationships so these are relationships between people who are at the same essentially at the same level okay and and and they can be very useful um for just having someone that you can go to that is facing similar challenges and bouncing ideas back and forth to sort of
16:25 figure out what what you ought to do whether they're they uh career advancement issues whether they're just work issues in terms of the kind of work that you do whatever they even even you know not necessarily directly work issues but maybe work family conflict issues okay oftentimes being able to talk to your peers can be very useful in figuring out how you want to handle these various situations now with as with the the mentor mentee and sponsor relationships
17:02 the key is is to find people who W with whom you feel a sense of camaraderie and can build trust okay and and and and this can be a difficult thing to do there you're probably going to have some missteps right the the person you choose excuse me the first time may not turn out to be the person that ends up being a particularly close you know peer or colleague okay by by the way I I realized going back to Mentor mentee relationships and sponsor relationships
17:37 so if if your intention is to be the mentor or the sponsor right so you know look for someone that you think is demonstrating potential has the kind of values that that you that you admire that align with your values someone who you think is going to deliver value to the organization maybe to your company Etc okay so and again the first person you choose might end up disappointing you well you know that happens and and and if that's
18:13 the case I think we have to be honest with the person and say you know I don't think this situation is is is working out or is working the way I want it to and and so um I think you need to find you know a different Mentor something like that okay so especially as the mentor or sponsor uh we need to be prepared to to guide the relationship um and and and bring it to fruition or conclusion okay um because we are in the more experienced knowledgeable position
18:49 okay with respect to peers and colleagues people are basically on a fairly equal level so there's a mutual responsibility to build the relationship now that can be a challenge and you can find yourself in a situation where it seems like you're doing all the work you're doing all the giving right and if that is truly the case okay then that may not be a good peer colleague relationship to build now it may be because the person isn't sure how they can help you or they're a little bit shy
19:25 about helping you and and so you know you may need to help create the environment where that person feels that they can be more open about coming to you making suggestions asking questions asking for advice okay so if you have a very Dynamic personality and and there's someone who maybe is a little more shy or maybe um they're more introverted not the same thing by the way talked about this many times so that can be a very good per relationship because you can both
20:00 benefit from kind of the the um I don't mean opposition in terms of conflict but the the the sense of um you see you learn how to deal with people who are introverted and or shy and that person can learn how to deal with someone who's extroverted and outgoing again not not the same thing um but those Dynamics can come into conflict sometimes and and so to have a a colleague peer relationship with someone who has who's kind of your opposite in that regard can be very
20:36 useful um and and you you you'll have that resource in order to navigate those kind of cross um type you know cross personality type situations okay uh next oh and and and by the way um I think the there's an important aspect of peer c um uh colleague relationships and that is building camaraderie okay whereas the mentor mentee and sponsor relationships they're not necessarily camaraderie focused per se the peer colleague relationship ought to
21:12 be a um a collegial camaraderie trust building situation okay so One Step Beyond the peer colleague relationship or or maybe the next step up whatever you want to call it is the trusted Confidant okay and excuse me a trusted Confidant now this this relationship could double with one of the other types you could have a mentor who's a trusted Confidant you could have a sponsor who's a trusted Confidant okay but sometimes
21:47 those may be at odd so there may be something that you need to talk about that you know really if your sponsor found out about it they might interpret it much more negatively than than it it really is and that could damage that relationship and so you may want a trusted Confidant who's apart from these other relationships the main the main thing about a trusted Confidant is that they you really have to be able to trust them right they need to keep it in the vault so to speak now you know as a military chaplain oftentimes I was The
22:24 Trusted Confidant because when someone told me something something in a counseling situation so they enjoyed what was called clergy penitent privilege which meant I could not under any circumstances disclose what that person told me okay now within the workplace if you happen to have a chaplain in your workplace and some organizations do that may be someone to build a trusted Confidant relationship with similar to you know the situation I just described in the military
23:00 otherwise you know this is a relationship you're going to build most carefully because often times right the issues you want to entrust to this person are personal challenges or concerns right and or they can you know they it'll be a situation where you feel like you need to alleviate some stress and you need to sort of blow off steam and you're going to say things that you don't necessarily mean but it's it's it's it it just you know it helps you relieve the the the the tension that you're feeling or the anxiety that you're feeling right so you know you
23:35 might complain about your boss to this person right even though you may love your boss or like your boss but but sometimes right we all get frustrated and sometimes our supervisors our superiors do stuff that is aggravating or whatever right and we need to blow off steam about them that's that's you know what one of the purposes of having a trusted Confidant is is they'll let you blow blow off steam and they're not going to turn around and and go to your boss and say gosh did you hear what Kevin do you want to know what Kevin said about you yesterday oh my gosh you blah blah blah blah blah right and and and now of course you know it looks like
24:11 you've insulted them where you know you were just like I said blowing off steam um hopefully if something like that were to happen your boss would understand that sometimes we blow off steam right um I I I think it's important um in in in that case for supervisor to recognize just because it's been reported to us that somebody said something negative about us doesn't mean that that's how the person really feels or that we should take offense at you know what it was reported to us that the person said it it could just be that they were
24:46 anxious they were they were overwrought they were over tired whatever it had been a very strenuous week and and they said things thinking that they were said in confidence or with the understanding I'm just blowing off steam and and then you know it gets out so um you know we need to choose our trusted confidence carefully now it may be that the trusted Confidant we need um needs to be outside of the workplace okay it may not especially if you have a small workplace it just there there may not be a trusted Confidant there and
25:21 that that that you really can rely on and so you need to look outside of your workplace for that person right oftentimes spouses are trusted confidants that is one of the you know great uh benefits of of being married um at least if you have a good spouse right um but but that's you that's another possibility and um um you know hopefully I look you know people are gonna May accuse me of being chauvinistic when I say this but what I find is you know
25:59 women are particularly good at listening um without you know intervening or or offering Solutions men less so we we want to offer Solutions and we need to work on just listening and and and being that trusted Confidant that our our wives can come to and and and just you know sort of vent and and we listen and and provide empathy and uh I you know the easiest way to do that is is is if your wife comes to you and and starts vending say hey um I just want to I just want to know it it do you need me to
26:35 just listen or are you g to be expecting me to you know help you solve something I just want to know that so I can I can you know deal with this appropriately in the way that will help you the most you know be open about it right and and and let her tell you let her guide you okay and she may not know okay if she doesn't show out I'm not really sure say okay I'm just G to listen okay and then after you know we you know you've had a chance to you know voice what what it is you want to voice then we can talk about it from there okay but I think the best
27:11 thing uh if you're if you are the trusted Confidant the person being confided in the best thing you can do is is to listen uncritically and with empathy and and let the person express what they need to express and then you know go from there if there's needs to be something else uh you know said or done okay so those those are um the four okay now we're going to uh the next one is manager direct report relationship this is the supervisory
27:46 relationship and presumably if you work in an organization with more than one person whether it's your own business or somebody else's or your own practice or you work in somebody else's practice there's going to be some kind of manager direct report relationship okay and the key is is to to develop and and and manage that relationship in an appropriate way so um you may be the manager you may be the direct report in one relationship and in another relationship you may be the direct report and someone else may be the manager right so you could be in either
28:23 uh chair right as I was mentioning at the beginning of the show right so the the main thing I think in in a manager direct report relationship is it needs to be one that that really Fosters encourages open communication uh we have a saying in the military don't be the senior with the secret so if something especially if something has gone wrong right um You don't want to be the most senior person
28:59 with that information if it's going to have broad impact okay so it may be something that you need to brief your manager on at least just to keep them informed so they're not blindsided if someone senior to them finds out about it calls them and says hey what's going on with such and such you don't want your manager in a situation of going I don't know what you're talking about right and then they're on the phone to you saying I just got a call from you know my my seniors asking about blah blah blah blah blah what's what's going on right that's that's not a good
29:35 situation um to to be in so you know open communication respectful communication is the key in manager direct report uh relationships okay and in many ways it's the manager who's going to create that environment so if you're you know censorious as a manager not only are you doing a disservice to your direct report but you're doing a disservice to yourself because when
30:11 you when you're censorious what you're saying to your direct report is don't tell me stuff right because you're discouraging them from being open so I know I tell my my colleagues you know that are that are you know Junior to me um tell me anything I said if if I react badly just know that's on me that that's a that's that's inappropriate behavior on my part okay and and and if so call me on it okay that's the type of
30:49 manager direct report relationships I want to establish I want my direct reports to be able to say you know gosh Kevin really this is this is the response you're giving or or hey um I'm uncomfortable with this or or I think we need to talk about this later may I I I think you're not in a good frame of mind or or something like that I want to create an a a relationship where they feel comfortable enough to say something like that to me that will hopefully alter my
31:26 perspective and and help me take a step back and reconstitute an environment in which we can have open and honest communication okay again it's it's for my direct reports benefit but it's also for my benefit so I know what's going on okay now um we don't want to create as managers we don't want to create an environment where people feel like they have to tell you everything and and they're being micromanaged right so generally speaking what what I tell my direct reports is if if you are
32:03 comfortable handling it on your own then handle it on your own and I'm gonna back you up on it okay and if especially with respect to a client and if you know I disagree with what you've decided we we'll take that up separately and we'll we'll figure out what could you have done differently um but I want to encourage my people to to take ownership of of their positions to to be proactive in in their work and and I'm willing to
32:38 risk that mistakes will be made in order to give them that opportunity especially the opportunity for professional growth right that to me the most important thing I can give my direct reports is is the is the sense that there is opport always opportunity in front of them and and I am always open to them taking on more responsibility building their careers etc etc okay so I think these are the kinds of things that that need to be considered in a manager direct
33:13 report relationship as a direct report okay I think it's it's important for you to know what you want from your manager okay now you may be someone who really is uncomfortable making a lot of DEC decisions you don't want to make a lot of highlevel decisions you're not looking for a you know big career advancement you know you you you you want a job and and you want to do your work well or whatever but you know you're not looking to become you know the future president of the organization or whatever by the way that's perfectly legitimate you may have other areas of your life that at least for now are more
33:50 important so then you know let let your manager know that um there's there's nothing wrong with that okay and and and if I I had a situation Once In The Navy where I was really pushing one of my direct reports to take some career advancement steps and unbeknownst to me and my you know Zeal to help him Advance as I saw it I was making him extremely uncomfortable because he just he just wasn't ready to take on what I was trying to push on his plate right and and and finally it it got through you
34:25 know my thick skull hey I'm I'm I'm trying to take over his life and that's that's not a good thing and and he it took him two or three times trying to explain that to me before it finally sunk in and then and then you know I went and apologized to him and said hey you know what I I appreciate you helping me see where I was you know making this mistake so I think as managers we need to be open to what our what our direct reports need from us and as direct reports we need to be open in in telling
35:00 our managers what we need so that there there can be an alignment there that that will you know help build a mutual a mutual trust um and and a harmonious relationship okay um next cross- departmental relationships so if you're in a big organization okay and maybe you're in um you know the marketing department right well so your your main concern is marketing right but um marketing is influenced by a lot of other departments
35:35 so for example um operations impacts impacts marketing finances impacts marketing um so having relationships with people in other departments will allow you to understand more broadly how what you do can better impact the the organiz ation and better Advance it toward its goals better help it meet its missions right and so you know generally speaking these are probably going to be peer relationships
36:10 where again let's say you're in marketing you you may have a relationship with with someone at a similar level level to where you're at in uh let's say Finance or in administration or in you know production or operations whatever it is okay and and by way you you may build um interdepartmental or cross- departmental relationships um among all the various issue all the various departments or most of them okay that's probably a good thing right and they're important because it helps you again better
36:45 understand how you fit into the larger picture um number one um but it also gives you an opportunity to potentially create future opportunities for collaboration so often times you know especially as your career grows the need to collaborate with people outside your department becomes more important and so as you advance if your peers in other departments are kind of advancing along the same lines or along the same track I should say so
37:22 that that becomes a really good mutually supportive relationship that becomes ever more important as as you and your peer colleagues in other departments Advance your careers so uh the these are very important and and you know in terms of how you develop them I I think you you know interact with people in other departments meet people who are at different levels see who you hit it off with see who you feel some collegiality uh toward or some camaraderie toward and and just you know start you know
37:58 stopping by periodically to to say hello or or ask a question about you know their work that kind of thing okay um and and those those relationships I think can be built fairly organically okay um now so kind of The Next Step if you will are collaborative project-based relationships okay now these may be within your own department or they may be cross departmental depends on the scope for the project it depends on your your level in the organization Etc but
38:34 the and and these by the way these may be somewhat temporary so a a team may come together to work on a particular project and and you know and then when that project's done kind of people you know disperse to their own uh Corners so they may not be as permanent as your cross departmental relationships although having said that I think it's best to build relationships and uh long-term relationships and so when there is an opportunity to collaborate to look to the people with whom You're
39:10 Building relationships and offer them first you know first opportunity to to join with you in some kind of team project um as a way of further building that relationship so to give you an example I was talking to someone I met last week at a networking event um who uh provides uh title and escro services for for real estate and she she her company has a national scope well that can be a real benefit because um if I'm working on a project where there's
39:45 properties in multiple States it'll be a lot easier to deal with one title and escro Company across all the states as opposed to a a company in in each state so if there were four states I'd have to deal with four different companies four different Representatives Etc right so what I said to uh her name is Linda is um you know I I Look to build relationships um that that are are long-term that we can we can grow our businesses our practices together and and that are mutually beneficial
40:22 especially when they're uh Cross departmental or in this case she's not a depart Department of my business of course she has her own her own um she she's an employee in another company but but in a way you know she she will become you know the that department that Outsource if you will of those services for for me and my clients right and that's that's a pretty common way now for businesses to be built right not every business has all of its all of the skills and and tasks and abilities under
40:57 one umbrella many businesses like mine we actually collaborate with other uh businesses uh and and that and in in a team so I know for me right I'm an independent trustee a professional fiduciary I I collaborate with lawyers accountants uh real estate brokers um real estate financing people escro people title people okay uh business appraisers so uh and real estate appraisers for that matter right and I don't have any of those um any of that
41:35 expertise under the roof of my business but I look to have those sort of cross discipline in this case relationships not cross- departmental but it's it's the same it's the same idea create relationships with people who do things that are within your your you know area of practice but they do different activities than you do and that can be very mutually self-reinforcing I think that's redundant okay okay so that's seven relationships the last type of relationship and and this is the one I
42:12 think we we tend to think of when we talk when we think about building relationships in the workplace are networking relationships so um I'm not going to get into this a whole lot because I've done whole shows on networking uh how to use LinkedIn to network how to build those relationships but obviously for you know building our businesses building our practices we we want to network with potential sources of business I know for me I network with a lot of lawyers in fact the the person I spoke to right before the show was was a lawyer he has an an international
42:49 Focus uh different than most of the estate planning and and estate and trust lawyers that I know and so particularly interesting and and he'll among other things he'll end up being a a um a guest on my show and I don't know why the the I just noticed the title crawl uh switched on me again for some read there it goes okay um so um he'll he'll end up being on a on a guest on my my Monday show trust and Estates weekly um because he can he can bring uh a very
43:24 unique perspective and and and information to to the viewers right and that's that's an important aspect of of of what I do is help people learn including myself okay so so again I'm not going to get into a lot on networking I invite you to go to my YouTube channel and check out previous shows um especially the ones on how to network through Linkedin it's an incredibly powerful tool for networking and and it's it's pretty simple to use um which which was what I like because
43:59 uh um you know some kind of complex thing ah you know it's it's too involved so I have a very I give you a very simple system that you can use in fact what I'll do is I'll put a link to that show in the show notes for this show so if you want to take a look at it um later you you you'll be able to just click straight through to it so okay so those are the um eight types of workplace relationships that you want to consider building along with considering um you know which side you're going to be on
44:34 potentially or both um of those so I'm just going to review them again real quickly so Mentor mentee relationships sponsor relationships peer colleague relationships trusted Confidant manager direct report relationships Cross departmental or cross-disciplinary relationships collaborative Project based relationships and then finally networking relationships so those are the eight um again you don't necessarily have to build all eight in the workplace your trusted Confidant may be your spouse or it may be a sibling or or even
45:09 a parent um but but these are the kinds of uh relationships I encourage you to consider building in or outside of the workplace in order to support your professional and business success so I thank you very much for for joining me today and um Alam Islam has has left a couple of messages here thank thanks so much for your messages I I I appreciate it um thank you for uh for joining the show today and uh okay so tomorrow at 5:00 pm Pacific time is my every other
45:46 week show jigger's place and I have a guest Anna Rook who is the co-founder of aasha superfoods and she's going to be talking about Healthy Living a Anna is incredibly knowledgeable in this area especially for someone who is is as young as she is I think she's roughly half my age um and I think you will really enjoy hearing her thoughts hearing her perspective and hearing a little bit about her professional Journey as well um and and and she will
46:22 give you some great ideas on how to live a healthier life not just physically healthier but emotionally and mentally and spiritually healthier as well so please do uh tune in tomorrow 5: PM Pacific time for jigger's place with with my guest Anna rook and then next week I'll be back on Monday at 10: am Pacific time my guest will be Hillary Cooper we're continuing our series of visits together and Hillary is going to be talking about how you uh prepare
46:58 your relatives for um you know for getting rid of all the stuff right one of the big challenges of administrating an estate is oftentimes there's a huge accumulation of personal property and it can be very um difficult for The Heirs to deal with all of that and so one one uh one possibility is to start getting rid of some of your stuff while you're still alive okay but that can be
47:35 somewhat difficult we I if you're like me I'm pretty attached to some of lot lot of my stuff I I have a library of uh I think almost 4,000 books right I I I think if if you know Hillary saw that she would she would probably collapse or or hit me with a club like what are you gonna do with all these books right I can't give them up but but I I read them so um but but Hillary's going to help us understand how to work with our relatives to deal with this problem or not not problem but to deal with this issue and and and hopefully in a way that it won't become a crisis um you
48:12 know at at the time the person passes away and then on Tuesday at 10: am is the next edition of um business lessons from the military and and uh we're I'm going to be talking about um effective Doctrine and um really for those of you who know something about military history there tends to be um we tend to fight the last battle instead of the battle in front of us and so how do we not do that so
48:49 that's what I'm going to be talking about because we have the same challenge in in our businesses and professional practices right and so I think how um militaries overcome that that problem will be instructive for us and then seven days from today we'll be back with the next edition of people making money so once again I thank you very much for joining me I hope you have a wonderful rest of the day and signing off as I always do Marie darling you are my bell courage at all times my friends