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Have you ever noticed the cadence with which Americans great each other and connect? It is remarkable that we all have this rigid habit of asking every new person we meet the same questions in the same order: “What is your name?” quickly followed by, “Where are you from?” and ultimately heading toward the only real question that intrigues us, “What do you do?” We value and esteem people in our country by their occupation. That is why America is such a work-centered culture—all we do is work. In fact, many professionals brag about how many vacation days and sick days they haven’t used as if it is a badge of honor. As parents we are guilty of perpetuating the same culture and teaching our children the value of this same work-first culture. We teach our kids to get good grades, a degree and a good job so they can work hard for the rest of their lives and then die.

That is what it is all about! I am not against work because we must work hard but I am also very interested in living life. The reason why we should work hard is to create an amazing lifestyle that we can eventually enjoy. What I am against is the degree to which work is prioritized in our nation. What I am preaching is working smart as opposed to just constantly working hard. The reason you need to take an off-season break or your own personal sabbatical is so you won’t get burnt out on work and it won’t subsequently suffer. If you don’t your personal confidence is at stake, your legacy is at stake and your lifestyle is at stake. We don’t need to work any harder as a nation; we need to work smarter. So our off-season concept is a chance for you to regroup and come back stronger than ever. An off-season allows you to work on your life. Imagine if every year because of your successful off-seasons, you improve your overall life by 10%? Suppose you did this five years in a row? An off-season is not a vacation. It is the perfect sabbatical for your life to make sure you stay in control, become the true master of your fate and life your life by design and not from crisis to crisis.


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We all have positions, but what you do as a professional is much more important. When I left sports and began to impact the business world, I instantly saw a huge void in business and how leaders built their teams. So I began to develop content and intelligence that can be transposed to the business world and empowers leaders to have teambuilding strategy. Teamwork is simple, but only because of my sports background and advanced experience in teamwork. As a long-time athlete, I was an expert on teamwork without even trying to be. However, it has taken me years to formulate, articulate, and teach what I know about teamwork to others. It was frustrating to know and understand teamwork while organizations were losing millions of dollars and struggling to thrive or even survive.

When I explain my teamwork strategies to other athletes, they light up because they understand it well. A professional sports scout has the complex task of finding talent, finding the right position for the talent, and projecting what that talent can do. The position an athlete should play is the easy part—diagnosing and predicting what an athlete can do is another ball game all together. That is where a great scout makes their money.

I’ve played on a variety of sports teams between the ages of 7 and 30. I was on horrible teams like the 1992 Dallas Mavericks (we only won 13 games the entire season, a very painful experience). I can go back farther than that if you want to talk about pain. My very first team at seven years old was a baseball team called the Eagles, and we didn’t win a game the entire season. To make matters worse, we had yellow uniforms and were teased by our peers. The good news is that I was a part of a very successful college basketball program at the University of Minnesota where we made it all the way to the Sweet 16 in 1989 and Elite 8 in 1990. We were really bad when I arrived on campus, but I saw a winning program transformed right before my eyes. The transition from a horrible team to a successful one may have been the most gratifying experience of my career. In my NBA experience, the good news is that after my Mavericks experience, I joined the winning Utah Jazz in 1993-1994. We made it all the way to the western conference finals and lost to the eventual winner, Houston Rockets. I had a chance to play for the legendary coach Jerry Sloan and Hall of Famers John Stockton and Karl Malone. It was the best team I ever played with.

In business, everyone subscribes to positions that are mutually accepted and used as designations. Companies call their employees everything from CEO, President, VP of Sales, all the way down to associates—a fancy name for hourly employees. Every company throws out titles like peanuts to elephants, but I saw something missing: titles everywhere but no language or understanding of what each professional actually does. I know you are an executive, but what do you do? How do you impact the game of business? There is a void in business regarding what professionals actually do—until our workshop on team building. Now, you can build a team because you understand that you can’t build on titles alone—chemistry and teamwork are based on what professionals actually do.

Based on our teamwork model, what do you do? Are you an innovator? Are you an implementer? Are you a professional instigator? Are you an improver or an executor? The bottom line is that you need to know what you do before you can build a team around you. We love seeing the lights turn on as we teach our teamwork concepts to business leaders. I recently had a professional come to me in tears after a half-day workshop. She said that she had hated her job for 10 years and it almost ruined her life. She never knew why she hated her job, but the workshop taught her that she was an implementer who wasn’t able to implement at work. Our workshop showed her to be enjoy work and become more successful.


Click the button below to receive a complimentary iTeam Audio Download where I teach you how to:

  • Build trust and respect between team members.
  • Collaborate and best use of each team member’s talents.
  • Ignite mutual understanding and respect.
  • Delegate tasks in a way that magnifies strength.
  • Build micro-teams and how to fix dysfunctional teams.
  • Boost employee engagement and job satisfaction.

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