Jim Curtis

Yeah. Beautifully said.

I helped develop and lead some of the largest companies in the world for health and wellness, from WebMD to Everyday Health to the What to Expect When You're Expecting, the pregnancy book, to Jillian Michaels, to Remedy Health Media, the Institute for Integrative Nutrition, IIN. And along that journey, I really found myself, meaning I was not always a good leader. not at all.

I helped develop and lead some of the largest companies in the world for health and wellness, from WebMD to Everyday Health to the What to Expect When You're Expecting, the pregnancy book, to Jillian Michaels, to Remedy Health Media, the Institute for Integrative Nutrition, IIN. And along that journey, I really found myself, meaning I was not always a good leader. not at all.

I helped develop and lead some of the largest companies in the world for health and wellness, from WebMD to Everyday Health to the What to Expect When You're Expecting, the pregnancy book, to Jillian Michaels, to Remedy Health Media, the Institute for Integrative Nutrition, IIN. And along that journey, I really found myself, meaning I was not always a good leader. not at all.

I found myself impatient, egoic, fearful, and I would see how I was doing based on how people were reacting to me. And I felt I had to be strong. And so I began to develop my own practice based on kind of learning through leading those examples. And so it wasn't always pretty, and it's not always, but sometimes it has to be messy so that you can come out on the other side.

I found myself impatient, egoic, fearful, and I would see how I was doing based on how people were reacting to me. And I felt I had to be strong. And so I began to develop my own practice based on kind of learning through leading those examples. And so it wasn't always pretty, and it's not always, but sometimes it has to be messy so that you can come out on the other side.

I found myself impatient, egoic, fearful, and I would see how I was doing based on how people were reacting to me. And I felt I had to be strong. And so I began to develop my own practice based on kind of learning through leading those examples. And so it wasn't always pretty, and it's not always, but sometimes it has to be messy so that you can come out on the other side.

And what I've learned is that As to be incredible conscious leaders, to be really successful in business, to build businesses that are $100, $200 million or IPO or get purchased for $200 million like many of the businesses that I helped lead were, you have to really believe that it can happen.

And what I've learned is that As to be incredible conscious leaders, to be really successful in business, to build businesses that are $100, $200 million or IPO or get purchased for $200 million like many of the businesses that I helped lead were, you have to really believe that it can happen.

And what I've learned is that As to be incredible conscious leaders, to be really successful in business, to build businesses that are $100, $200 million or IPO or get purchased for $200 million like many of the businesses that I helped lead were, you have to really believe that it can happen.

And you don't make it happen by living in scarcity, meaning often we become obsessed with the issues that we have to overcome and we lose focus of the vision and what we want and why we're doing it. So we have to know the why. You have to know the vision. You have to believe that you can. And that sometimes is the biggest obstacle that you can overcome. But

And you don't make it happen by living in scarcity, meaning often we become obsessed with the issues that we have to overcome and we lose focus of the vision and what we want and why we're doing it. So we have to know the why. You have to know the vision. You have to believe that you can. And that sometimes is the biggest obstacle that you can overcome. But

And you don't make it happen by living in scarcity, meaning often we become obsessed with the issues that we have to overcome and we lose focus of the vision and what we want and why we're doing it. So we have to know the why. You have to know the vision. You have to believe that you can. And that sometimes is the biggest obstacle that you can overcome. But

Perhaps that is just overcome by, even if you don't believe it, still going for the bigger thing. Many times I'd see with salespeople, they wouldn't ask for money. They would have real trouble asking for money. And the best salespeople are like, I'll ask for $2 million for this product and it doesn't matter if I get it or not.

Perhaps that is just overcome by, even if you don't believe it, still going for the bigger thing. Many times I'd see with salespeople, they wouldn't ask for money. They would have real trouble asking for money. And the best salespeople are like, I'll ask for $2 million for this product and it doesn't matter if I get it or not.

Perhaps that is just overcome by, even if you don't believe it, still going for the bigger thing. Many times I'd see with salespeople, they wouldn't ask for money. They would have real trouble asking for money. And the best salespeople are like, I'll ask for $2 million for this product and it doesn't matter if I get it or not.

But others would be so afraid to ask for a large sum of money because they felt they weren't worth it. And we had to work through like, you're providing a service. If If Coca-Cola can make billions of dollars a year with a liquid that literally takes rust off pipes, then you can provide health information or be a coach and ask for a great amount of money. You're worth it. You're doing good.

But others would be so afraid to ask for a large sum of money because they felt they weren't worth it. And we had to work through like, you're providing a service. If If Coca-Cola can make billions of dollars a year with a liquid that literally takes rust off pipes, then you can provide health information or be a coach and ask for a great amount of money. You're worth it. You're doing good.

But others would be so afraid to ask for a large sum of money because they felt they weren't worth it. And we had to work through like, you're providing a service. If If Coca-Cola can make billions of dollars a year with a liquid that literally takes rust off pipes, then you can provide health information or be a coach and ask for a great amount of money. You're worth it. You're doing good.

And so we'd start to switch. So there's a lot that goes into it, but most of it is making sure that you hold a vision, realizing your why.