Cameron Herold

And then he was appointed as the CEO of Sprint to turn it around. So because he was an entrepreneurial CEO, I said yes to coach him. And I coached his second in command, Jamie Jones, for 18 months. But that's the only big company corporate because it's not aligned with my core purpose. My core purpose is to help entrepreneurs make their visions come true, not to help.

Yeah.

Yeah.

Yeah.

What's that?

What's that?

What's that?

I coached the royal family that owned the country of Qatar, and I did not continue coaching them after a while because they weren't aligned with core values. And I wasn't allowed to keep bringing up core values with their email and the team. The COO said, you can't talk to them about this. I can't talk to them about this. So that was a problem.

I coached the royal family that owned the country of Qatar, and I did not continue coaching them after a while because they weren't aligned with core values. And I wasn't allowed to keep bringing up core values with their email and the team. The COO said, you can't talk to them about this. I can't talk to them about this. So that was a problem.

I coached the royal family that owned the country of Qatar, and I did not continue coaching them after a while because they weren't aligned with core values. And I wasn't allowed to keep bringing up core values with their email and the team. The COO said, you can't talk to them about this. I can't talk to them about this. So that was a problem.

I've definitely seen entrepreneurial companies that are so focused on revenue and profitability that they forget that it's actually about your people, that the number one core metric inside of any organization is your entrepreneur, your employee net promoter score. That's the number one metric. How happy are your people? The number two metric is how happy are your customer?

I've definitely seen entrepreneurial companies that are so focused on revenue and profitability that they forget that it's actually about your people, that the number one core metric inside of any organization is your entrepreneur, your employee net promoter score. That's the number one metric. How happy are your people? The number two metric is how happy are your customer?

I've definitely seen entrepreneurial companies that are so focused on revenue and profitability that they forget that it's actually about your people, that the number one core metric inside of any organization is your entrepreneur, your employee net promoter score. That's the number one metric. How happy are your people? The number two metric is how happy are your customer?

So your customer NPS, and then it's profit and revenue. And I think if they have that upside down, that doesn't tend to be in alignment with me.

So your customer NPS, and then it's profit and revenue. And I think if they have that upside down, that doesn't tend to be in alignment with me.

So your customer NPS, and then it's profit and revenue. And I think if they have that upside down, that doesn't tend to be in alignment with me.

And the reason for that is that if you have really, really happy employees, they'll go through brick walls for you to take care of your customers. So if you have really happy employees that are engaged and they don't feel like they're the second person thing to think about, they're going to work harder. And if your customers are then happy, then you can charge a lot.

And the reason for that is that if you have really, really happy employees, they'll go through brick walls for you to take care of your customers. So if you have really happy employees that are engaged and they don't feel like they're the second person thing to think about, they're going to work harder. And if your customers are then happy, then you can charge a lot.

And the reason for that is that if you have really, really happy employees, they'll go through brick walls for you to take care of your customers. So if you have really happy employees that are engaged and they don't feel like they're the second person thing to think about, they're going to work harder. And if your customers are then happy, then you can charge a lot.

But if you focus on how happy are your customers, your employees feel burned out. Your employees feel taken advantage of. They feel like they're coming second rate. But if all you care about is them, you care about their home life. You care about their problems, their insecurities, their fears. You care about their dreams. You care about their work. You help coach them. You develop them.