#122 THE UNIGNORABLE SERIES: Brian Niccol — The Man Rebuilding Starbucks
This is a new series called "THE UNIGNORABLES" where Abu will be covering moves, moments, or people that are shifting business and culture.
This week, Abu dives deep into the leadership journey of Brian Niccol, the newly appointed CEO of Starbucks with a staggering $96 million offer. Why did Starbucks pay that much? What makes a leader worth that kind of compensation? And most importantly—what can you, as a business owner or entrepreneur, learn from his playbook?
Abu breaks down:
- The early career moves that shaped Brian's strategic mind.
- The transformation of Taco Bell into a lifestyle brand.
- The resurrection of Chipotle post-crisis through digital innovation and operational excellence.
- How Brian consistently drives billions in revenue—and why that justifies the $96M.
- What Starbucks is struggling with today, and why Brian is the right person to fix it.
- How to apply this leadership model to your own business to increase your value and impact.
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Key Takeaways
- Master More Than One Discipline
- Innovation Backed by Results
- Reputation Builds Opportunity
- Know Your Playbook
- Leadership is Self-Awareness
Additional Notes
** Elon's wife, Justine talks about him mastering Engineering and Business. Here she explains:
- Justine emphasizes the importance of mastering two distinct skills or areas of expertise. Why? Because when you’re a master in two fields — such as engineering and business — you can merge them in innovative ways that spark groundbreaking ideas
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Transcript
Hey, one of the things I've been doing recently is studying CEOs.
Speaker A:I've been studying leaders and how they got to the position that they're in currently.
Speaker A:Not only the position they got in, but the value that others see in them to be willing to pay them so much money.
Speaker A:For example, I don't know if you saw recently in the news, Starbucks just hired a new CEO, Brian Nicole.
Speaker A:And get this, Starbucks is paying Brian $96 million to leave his current job, where he is CEO over at Chipotle, to come over and be the CEO of Starbucks.
Speaker A:Now.
Speaker A:There's so many questions I had when I saw this.
Speaker A:I'm like, wait a second, $96 million, that's a lot of money.
Speaker A:What does he know that we don't know?
Speaker A:What do these companies know about him that we don't know?
Speaker A:And then there's a bigger question.
Speaker A:What is he doing that I could use to grow my own business in order to become more valuable as a leader?
Speaker A:So how do you become the type of person companies chase down with $96 million in order to get you to leave wherever you're at to come work for them?
Speaker A:Let's dive into my research of the new CEO of Starbucks, Brian Nicholl.
Speaker B:It's been a long time and I miss this feeling.
Speaker B:It feels like freedom.
Speaker B:It feels like healing.
Speaker B:Floating up the floor, past the ceiling, the wind in my hair.
Speaker B:I can see the light.
Speaker A:I started down this deep dive of the Starbucks new CEO.
Speaker A:I mentioned that Starbucks is paying him $96 million.
Speaker A:I had to figure out, how do you become the type of person where companies are chasing you down, offering you an enormous compensation package in order to come work for them?
Speaker A:And I'm sharing my research with you all.
Speaker A:I have a bunch of papers in front of me, many screens in front of me.
Speaker A:So I'm going to do my best in putting together a case as to why he's worth what these companies are paying him.
Speaker A:And also as a small business owner, as an entrepreneur, what are some of the things that you could apply in your own business and your own life in order to position yourself and your business for success?
Speaker A: He was born in: Speaker A:He grew up in Ohio.
Speaker A:He went to Miami University in undergrad.
Speaker A:And then he went to earn his MBA from the University of Chicago Booth School of Business, one of the top business schools in the world.
Speaker A:Obviously.
Speaker A:I think one of their slogans is like, where fun goes to die.
Speaker A:He goes to a really good top MBA program after attending Miami University.
Speaker A:I think he was Skilled in both business and some level of engineering.
Speaker A:And he would blend those two skills together and that would become his trademark of analytical thinking, operational execution and then customer focused creativity.
Speaker A:He goes to business school and he is putting together his intersection.
Speaker A:And what I mean by that is there was a blog article long ago and someone was asking on Reddit, I believe you know what makes Elon Musk so unique?
Speaker A:And Elon, one of his ex wives answered.
Speaker A:And she said, Elon is unique because he's master two disciplines.
Speaker A:The reason why he's able to build cars and build rocket ships is because he's master two discipline.
Speaker A:The technical aspect of engineer and the other intersection.
Speaker A:I forgot what she said.
Speaker A:It wasn't business, but it was something else.
Speaker A:But she was basically saying if you could master two different disciplines, at the middle of those disciplines is opportunities that other people can't see because they only may have mastered one discipline or none at all.
Speaker A:Most people, it's very difficult and it takes them a lifetime to master one discipline.
Speaker A:But what happens when you're so gifted and you master two, you see what other people can't see.
Speaker A:And in this case, Brian was really good at was analytical thinking, operational execution and customer focused creativity.
Speaker A:He was very analytical, he's good with processes and systems and then he always thought of the customer's experience.
Speaker A:That was his early foundation.
Speaker A:And then he goes and he starts his career at Procter and Gamble.
Speaker A:P and G.
Speaker A:One of the best trainers grounds for future CEOs.
Speaker A:Because P& G handles consumer goods products.
Speaker A:I'm talking about the products that's in your bathroom and your kitchen, basically everywhere, all over your life.
Speaker A:And at P and G, it shows that he learned about brand management at scale.
Speaker A:He learned about operational discipline and data driven decision making.
Speaker A:Now all these three things are things that he was already good at.
Speaker A:He's refining his skill at P and G.
Speaker A:He's going there, he's refining his skill and he's getting better at what he's already good at.
Speaker A:He's becoming a master of the things that he was good at.
Speaker A:He worked across multiple categories, honing his ability to drive both innovation, process improvement and again, these are just all my research based on Google ChatGPT and then additional articles, Wall Street Journal, et cetera.
Speaker A:And I'm putting together my own timeline of what happened.
Speaker A: mble, he goes to Taco Bell in: Speaker A:What does that even mean, Chief Marketing and Innovation Officer?
Speaker A:It's not Chief Marketing officer, which is cmo.
Speaker A:It's cmio.
Speaker A:Your role is to look at the company and apply where technology, marketing experience and process can all come together in order to make a better outcome for the people that you're serving.
Speaker A:And that would be Taco Bell customers.
Speaker A:Now, does this sound familiar?
Speaker A:The thing that he was good at, that he mastered, now he's, he's in position at this company to implement those things at a larger scale.
Speaker A:And the reason why Taco Bell brought him in is because Taco Bell was becoming very stagnant.
Speaker A:They were losing a lot of market share.
Speaker A:There were a lot of other options out there for millennials and their customers to take part of Taco Bell's primary customer.
Speaker A:They didn't have an idea at that time.
Speaker A:They were testing out and trying different things.
Speaker A:And he came in and he was like, we have these different groups of people that we want to eat Taco Bell, but who is the group that's actually going to drive the most amount of revenue?
Speaker A:And he identified it was Gen Z.
Speaker A:He identified also that Taco Bell was not relevant with Gen Z's.
Speaker A:When he went to college campuses, he realized that there were so many other options.
Speaker A:There was a lot of competition.
Speaker A:He decided, I'm going to take my skills and turn Taco Bell around.
Speaker A:He decided to not turn Taco Bell around into a fast food restaurant, which it was known for.
Speaker A:He turned Taco Bell into a lifestyle brand.
Speaker A:He said, you know what, I want Taco Bell to be relevant in the day to day lives of Gen Zers.
Speaker A:I want to reposition our brand as a fast food joint into a lifestyle brand.
Speaker A:And one of the things that he did early on was launched Doritos Locos Tacos.
Speaker A:Do you remember that?
Speaker A:Now some of you do that already eat Taco Bell.
Speaker A:You remember the Doritos Locos Tacos.
Speaker A:You could go there right now and order it.
Speaker A:Some of you don't.
Speaker A:I kind of remember it, but let me actually understand what was the Doritos Locos Tacos.
Speaker A:Now as I read about it, I was like, oh, I do remember that.
Speaker A:There was marketing campaigns all about that.
Speaker A:And this was Taco Bell's innovation.
Speaker A:It was a taco shell made from Dorito chips stuffed with whatever you were getting inside of the taco.
Speaker A:This taco shell made from Nacho Dorito chips was so successful, it had record breaking sales.
Speaker A:I remember the marketing campaigns.
Speaker A:If you go to YouTube right now and just type in Doritos Locust Tacos, you'll see it everywhere around Gen Z'ERS.
Speaker A:You'll see how they built it into a lifestyle brand, how they incorporated into the day to day life of gen zers and of people that were interested in eating at Taco Bell.
Speaker A:Let's dive into it even more.
Speaker A:What was special about these chips and these marketing campaigns that he was running?
Speaker A:How much revenue did it actually drive?
Speaker A:That's what I was trying to understand.
Speaker A:Here are some of the things that helped it drive revenue.
Speaker A:First was your social media marketing.
Speaker A:They leverage social media to build anticipation for the launch and engage with a lot of customers, a lot of influencers, amplifying the product's popularity.
Speaker A:They took the social media route.
Speaker A:The second thing they did was guerrilla marketing, meaning that they purchased trucks that would drive around serving these Doritos locals tacos and they would serve people also who had the most retweeted tweets.
Speaker A:They essentially said, okay, whoever gets whatever piece of content the most retweets will actually drive and serve you tacos.
Speaker A:They created a viral moment.
Speaker A:They had a unique product, something that had never been done before in Taco Bell history.
Speaker A:And they gave it a unique moment by leveraging social media, by leveraging different effective marketing.
Speaker A:And then here was the result.
Speaker A:The Doritos logo saga became the most successful product launch in Taco Bell history, selling over 100 million units in the first 10 weeks and more than a billion in the first year.
Speaker A:Do you hear me?
Speaker A:They sold over 100 million units in the first 10 weeks and more than a billion in the first year.
Speaker A:I don't think you understand how crazy these numbers are.
Speaker A:And that was his moment.
Speaker A:That was his moment.
Speaker A:He was one of the people that speared that moment.
Speaker A:When you understand that, when you understand that he added over a billion dollars in sales to Taco Bell within the year, you start getting a better idea of, okay, this guy was really good.
Speaker A:He goes and he does a little bit more.
Speaker A:He starts to create more moments on social media, more moments with Gen Z ers in order to make Taco Bell a lifestyle brand.
Speaker A:And then he launched an early mobile ordering tech ahead of competitors.
Speaker A:At that time, he realized that Gen Z ers and millennials, that they were always on their phone, they needed to improve the ordering.
Speaker A:When it came to the Taco Bell mobile app, that was another thing that he spearheaded during his time.
Speaker A: He started at: Speaker A:2015, he was promoted to CEO of Taco Bell.
Speaker A:That's how you know when you're working and you're adding value and they decide, you know, what we need to bring this guy up to CEO, because look at what he's doing as Chief Marketing and Innovation Officer.
Speaker A:What more can he do if he was the CEO?
Speaker A:During his time as CEO, sales, a Taco Bell group has $10 billion.
Speaker A:They expanded the store count globally.
Speaker A:And then there was a brand affinity with a younger audience.
Speaker A:What he came there to do, he did.
Speaker A:Again, what he came there to do, he did.
Speaker A:He didn't just turn Taco Bell around, he made it cool for the younger generation, the younger audiences.
Speaker A:And then that success alone put him on the radar.
Speaker A:His first major opportunity at a company where he could have his handprint all over.
Speaker A:And all the things that he had learned before at Procter and Gamble and things that he had perfected and mastered, he could now apply.
Speaker A:And Taco Bell is when he became on the radar.
Speaker A:This is when other companies, if they know you're doing that at that company, they're like, wait a second, what can you do at my company?
Speaker A:And this is where companies started to reach out to him because they wanted whatever he was doing at those companies at his company.
Speaker A: He then goes to Chipotle: Speaker A:I don't know if y'all remember this, but all I remember is that Chipotle went through a foodborne illness scare.
Speaker A:And this was really bad because Chipotle started to tank.
Speaker A:People started associating Chipotle with a negative imagery of what the brand was.
Speaker A:The stock price was tumbling, and they decided to go get Brian.
Speaker A:They said, hey, Brian, we know what you're doing over at Taco Bell.
Speaker A:We're going to pay you more and come over here to Chipotle.
Speaker A:Now.
Speaker A:Try to find the numbers of what the compensation package was for his move from Taco Bell to Chipotle.
Speaker A:But I couldn't not find it.
Speaker A:But here's what Brian did.
Speaker A:As soon as he got to Chipotle, he was developing a playbook.
Speaker A:He was developing a playbook of what he was really good at doing.
Speaker A:He stepped into Chipotle and he said, you know what?
Speaker A:We need to fix the mobile ordering system.
Speaker A:Sounds familiar, right?
Speaker A:Same thing he did at Taco Bell, but he had a blueprint.
Speaker A:It wasn't as simple as let's fix the mobile ordering system.
Speaker A:No, no, no.
Speaker A:Some of you might think it is.
Speaker A:No, but you actually have to create it from your mind.
Speaker A:What that actually means, what that actually looks like, how many clicks to order.
Speaker A:It's a lot different than saying, let's build a mobile app.
Speaker A:He's building this from his mind, and then he's testing it to see what is the best way in order to launch this.
Speaker A:And then what he did was he built a second line for digital orders.
Speaker A:Now, when you go into Chipotle, all you know it as, as you walk into Chipotle, there's a line to the left or right, depending on what branch you go to.
Speaker A:And then that line goes around.
Speaker A:You get your bowl or burrito, you add your order.
Speaker A:But now in every store next to the cash register, there is a line for digital orders, meaning that if you ordered online, instead of waiting in that line, when you walk into chip away, you could just go up and get your digital order.
Speaker A: is the norm now, but back in: Speaker A: Back in: Speaker A: In: Speaker A:He realized, if we can't make our stores bigger, well, how do I add more revenue?
Speaker A:I'm going to have a mobile only lane where you could order and then go pick up your mobile order without waiting in line.
Speaker A:Then he opened up Chipotle lanes, and Chipotle lanes were drive throughs for mobile pickup.
Speaker A:Now there's a digital line in the store where you could pick up your order if you drive in, or you could decide to go through the drive through and pick up your chipotle order.
Speaker A:And then he decided to clean up the menu.
Speaker A:He said, okay, some of these menu items, I know there's a million combinations of chipotle bowls and burritos you can make, but some of these menu items either take too long to cook in a bag, either are really hard to source, or it slows down the process of making the bowls or making the burrito.
Speaker A:He decided to revamp the menu.
Speaker A:He said, you know what, let's get rid of these items and keep these items on.
Speaker A:And the simplicity of removing certain items that slow down the process would end up increasing sales.
Speaker A:And then he decided to introduce loyalty programs.
Speaker A:As he was revamping the app, he said, you know what, let's give people.
Speaker A:And again, he had to think through the concept and the idea of what does the loyalty program look like?
Speaker A:How will it be different?
Speaker A:How will we incentivize people to come back?
Speaker A:The results from that was the revenue doubled, the stock nearly tripled, and Digital sales crossed $1 billion.
Speaker A:Same store sales grew 77% in six years.
Speaker A:And just bring Chipotle back.
Speaker A:He modernized it so it could keep up with the digital age that we were entering into.
Speaker A:He had success at Taco Bell.
Speaker A:He starts defining his playbook, what he's really good at doing.
Speaker A:And he gets a knock on the door and it's Chipotle.
Speaker A:Chipotle brings him on board and he starts killing it.
Speaker A:If he wasn't known before, if you thought he was a one hit wonder, now you have a track record of two major well known companies and how he repositioned them within a few years to double to triple their sales to generate even more billions of dollars.
Speaker A:That was the framework recently, depending on when you're listening to this podcast, Starbucks has been going down in the stock market.
Speaker A:The stock's been falling and the news has been getting bad publicity.
Speaker A:There's a lot happening at Starbucks.
Speaker A:What was once a beloved brand, a second home at Starbucks now no longer is.
Speaker A:And Starbucks is trying to figure out a way to come from underneath where it is.
Speaker A:And a few years from now, I hope to be recording a update episode to see where Starbucks will be in the future from where it is today.
Speaker A:Starbucks decided, they looked around and they said, we need this Ryan guy.
Speaker A:He's working at Chipotle.
Speaker A:He's killing it at Chipotle.
Speaker A:Chipotle loves him.
Speaker A:They're willing to pay him anything.
Speaker A:But Starbucks decided that we need him really bad.
Speaker A:And because they needed him really bad, they were willing to pay more than anyone else.
Speaker A:In fact, that's just what they did.
Speaker A:They almost paid him $100 million to leave Chipotle.
Speaker A:And from what I read, that this was kind of done in the dark.
Speaker A:Meaning that they poached Brian from Chipotle to Starbucks.
Speaker A:And here's the issue.
Speaker A:Starbucks is facing.
Speaker A:Sales down.
Speaker A:The app experience is frustrating.
Speaker A:Too many options, the menu is bloated.
Speaker A:There's just way too many things to know what it is that you actually want.
Speaker A:Paralysis.
Speaker A:And the stores, I don't know if you remember, Starbucks used to be the third place where you could go, you could get on the WI fi, you can hang out there all day.
Speaker A:That's no longer the case.
Speaker A:The stores lost their vibe.
Speaker A:Not many people are spending time at Starbucks anymore.
Speaker A:They're in this rut.
Speaker A:And what they realize Starbucks is, hey, we need someone who has experience in operations, who has a digital experience, could talk to the younger consumer base, someone that can help us with our brand identity, modernize the consumer behavior and deliver a great service.
Speaker A:Now, does anyone come to mind all these key areas that they needed help in?
Speaker A:These are the key areas that Brian had did in all his last few stints.
Speaker A:If you are a CEO, if you're an Entrepreneur.
Speaker A:Right now, one of the most important things you need to do is define what is it that I am the best at?
Speaker A:Not good.
Speaker A:Not.
Speaker A:Okay.
Speaker A:Not average.
Speaker A:Not.
Speaker A:I could do that if I put my mind to.
Speaker A:No, no, no.
Speaker A:I need you to start defining, this is what I am the best at.
Speaker A:Brian started with one, and then two, and then three, and then four, and then five.
Speaker A:He realized that, okay, once I become a master at these things, I could combine it with these other things and become even greater.
Speaker A:And so he has his own playbook.
Speaker A:He wasn't just coming in to do marketing.
Speaker A:He wasn't just coming in to do innovation.
Speaker A:He was putting those two pieces together.
Speaker A:And what Brian was known as is something that one of my mentors is known as, is a systems thinker.
Speaker A:This is something that I pride myself in learning how to master, and I feel like I am getting closer.
Speaker A:A systems thinker is someone who moves fast.
Speaker A:They're able to process fast, identify gaps quickly, analyze the analytics and everything going on, and be able to regurgitate that in a simplified way and strategy for people to follow and for consumers to understand.
Speaker A:That's a systems thinker.
Speaker A:But in order to be a systems thinker, you have to have mastery and a few areas.
Speaker A:Does that make sense?
Speaker A:You're not just a systems thinker because you call yourself that.
Speaker A:You have mastery in a few areas, and the way you break down problems, the way you solve and there's solutions that you bring forth.
Speaker A:And he comes into Starbucks, they offered him a $96 million compensation package.
Speaker A:For those of you wondering, why would someone pay someone $96 million?
Speaker A:We just learned at Taco Bell, he driven over 10 billion in sales.
Speaker A:We learned over at Chipotle, he drove billions of sales.
Speaker A:Everywhere he's been, he's driven billions.
Speaker A:You know someone's going to drive 10, 15, even $1 billion to your business.
Speaker A:That's a big deal.
Speaker A:That's worth paying someone for.
Speaker A:Now, you may have your own reasonings.
Speaker A:I don't feel like people should get paid a lot.
Speaker A:I don't feel like no one should get paid $10 million or $100 million or a billion dollars.
Speaker A:Those are your feelings.
Speaker A:But the society that we live in, the way it's set up today, not tomorrow, not what's going to come, not what's in the past.
Speaker A:You get paid based off the value that you could deliver.
Speaker A:Let me say that again.
Speaker A:The value that you deliver requires a transaction amount.
Speaker A:The transaction amount is what people are willing to pay you.
Speaker A:And when you're really good you have bidders, people will try to outbid the other person in order to get your service.
Speaker A:You don't go to work for free.
Speaker A:Your work has defined the value that you bring to them and they are offering you a salary based off that if you want to get paid more.
Speaker A:Because there are people at your job that get paid more than you.
Speaker A:If you want to get paid more, you have to be willing to bring in more value.
Speaker A:It's simple as that.
Speaker A:And your job has to see that value as well.
Speaker A:He comes into Starbucks and that same playbook that he worked on the last few companies.
Speaker A:Now if he was coming in and say, I want to do something completely different, he would get questions like, okay, but you didn't do, you've never done these before.
Speaker A:But because he's coming in and he's saying we need to do this and they know he's had success doing those same exact things at other companies, it makes it a lot easier to say, okay, we know what you're doing.
Speaker A:You've done it at other companies as well, just as big as ours.
Speaker A:As he comes in and says, okay, this is the plan for Starbucks.
Speaker A:He had a five step plan and I'm going to go through these plans.
Speaker A:One was he wanted to rebuild the core of Starbucks.
Speaker A:He understood that Starbucks main focus should be the morning rush because that's when they get the most foot traffic through Starbucks.
Speaker A:He said, we need to make sure that this morning rush we actually take advantage of it in order to drive sales to Starbucks.
Speaker A:The second thing is he wanted to declutter the offer, meaning the menu.
Speaker A:Does this sound familiar?
Speaker A:He said this is way too many options.
Speaker A:We need to actually declutter this in order to make it easier for the customer to order quickly and in order for them to order things that they actually want.
Speaker A:So anything that hasn't been bought in the last 30 days, we're going to reevaluate it and let's go and put it in a ascending order or descending order and bring it all the way to the top so we have a better idea of what we actually need to keep on the menu and what we actually need to drive out of the menu.
Speaker A:Does that make sense?
Speaker A:We took self inventory and said these are the areas that we need to work on to keep on the menu and these are the areas that we could get rid of because we don't really need it.
Speaker A:We don't really need these items anymore.
Speaker A:The third thing was he said, okay, we need to invest in tech that supports humans.
Speaker A:He wanted to digitize or make sure the tech in Starbucks solved human problems.
Speaker A:So if the current machinery took 10 minutes to make a drink, he wanted to have better machinery.
Speaker A:That ten minute a drink went down a two minute a drink.
Speaker A:How do we improve not only the team experience, but the client experience as well?
Speaker A:The next thing he wanted to do was bring back the heart.
Speaker A:And this was the third place, the community.
Speaker A:He wanted to make sure that what Starbucks stood for when it first was built was also still what it stood for today.
Speaker A:They're currently going through different tests to see, okay, what could we do to make sure that Starbucks is a third home?
Speaker A:And this fifth thing was he wanted to expand Starbucks.
Speaker A:But in order to do that, he wants the current systems to be fixed.
Speaker A:And this is very smart.
Speaker A:Most times people want to scale so quickly that they're scaling things that are broken.
Speaker A:He says, you know what, let's not scale right away, but let's fix these things first, and then that'll make scaling a lot easier.
Speaker A:Does that make sense?
Speaker A:Brian was very unique.
Speaker A:He created momentum everywhere he went.
Speaker A:He built a reputation for balancing vision and execution.
Speaker A:He took risks that paid off, backed by data, and he told stories that customers believed in.
Speaker A:He mastered brand operation and leadership.
Speaker A:Right.
Speaker A:He was a master in those areas.
Speaker A:Here's my question for you.
Speaker A:Here are some of the things that I believe that would help you in your journey.
Speaker A:You have to learn how to lead a transformation.
Speaker A:You have to take a step back and take inventory of your business to see which direction do I want to go in, and is that in alignment with the things, the activities that I'm doing today?
Speaker A:You have to take a step back and understand, okay, what am I actually good at doing in my business?
Speaker A:What am I actually good at?
Speaker A:Who do I actually serve the best?
Speaker A:Where is the market opportunity?
Speaker A:What can I do when it comes to my customer experience, my client experience, how can I improve that?
Speaker A:What are they saying about my experience today?
Speaker A:What are the processes in my business that will help my team be more effective and efficient?
Speaker A:What are the processes that I need to put in place in order for customers and clients to have a better experience?
Speaker A:And these are some of the questions that if you want to be a better leader, if you want to be a better CEO, if you want to be a better executor of your visions, of your passions and interests, these are the questions that you want to start asking.
Speaker A:You want to start developing disciplines and more than one area.
Speaker A:But first, master one, it's really important that you do that.
Speaker A:I hope this episode helped you see your next level more clearly and I want you to forward this episode to someone else that you think it might help.
Speaker A:Maybe I'll start doing more of this.
Speaker A:If you want me to do more of this, just let me know.
Speaker A:Below there is a Google form you can let me know.
Speaker A:Hey, continue doing this.
Speaker A:Reach out to me on Instagram at aboufulhana.
Speaker A:Let me know if you want me to do more of these.
Speaker A:Again.
Speaker A:I do this naturally on my own because I research to understand anything that happens.
Speaker A:Because I'm always in a curious and learning mood.
Speaker A:I feel like I could take notes and takeaways from any leader.
Speaker A:Right.
Speaker A:I'm always trying to improve myself as a leader, and the only way sometimes I do that is to look at how are other leaders different?
Speaker A:The ones that are standing out the 1%, how are they different?
Speaker A:What does that look like?
Speaker A:What are they doing?
Speaker A:What are they reading?
Speaker A:What strategies are they employing in their business?
Speaker A:What strategies are they deploying in their business?
Speaker A:I hope you enjoyed this episode and I'm looking forward to next week.
Speaker A:All right, I'll see you.
Speaker A:Bye.
Speaker B:It's been a long time and I miss this feeling it feels like freedom it feels like healing Floating up the floor past the ceiling the wind in my hair I can see the light at the end of the tunnel as I'm taking flight Man, I'm feeling like myself again Man, I'm feeling like myself again it's been a long time and the mist is feeling.
