Building The Future Show - Radio / TV / Podcast

Uncompromising - How an unwavering commitment to your why leads to an impactful life and a lasting legacy

Show Notes

An accomplished P&L leader with experience overseeing organizations as large as 30,000 with $18 billion in revenue and P&L responsibility.

Ability to inspire large teams to achieve excellence and surpass goals.

Expert in developing business plans that include comprehensive analysis of the Customer, competition and economic landscape; Revitalizing stagnant businesses through both new products and marketing & sales programs that capitalize on consumer buying motivations while driving cost-improvement and productivity programs that culminate in significant savings without negatively affecting sales.

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Kevin Horek: Welcome back to the show today. We have Steve white. He's a leader, speaker and author of the book. Uncompromising Steve. Welcome to the show.

Steve White: Great. Thank you, Kevin. I'm so honored to be here with you today.

Kevin Horek: Yeah, I'm really excited to have you on the show. I think, well, you've done a tremendous amount of stuff. The book doing really well and I've been enjoying it myself, but maybe before we get into all that, let's get to know you better and start off with where you grew up.

Steve White: Great. Well, I grew up, I like to consider myself a Midwestern boy. I was born in Florida, but grew up indianapolis. My formative years were spent there.

Kevin Horek: Interesting. Okay. So you went to university. What did you take and why?

Steve White: Indiana university? I was, I wanted to be a sportscaster, quite honestly. I made it in journalism and at that time, people were not making a ton of money doing sports casting. One of my professors is Steve, why don't you take some business classes? I minored in business and realized that I really enjoy it while sports casting and journalism was fun. I really got excited about the possibilities of building businesses, working with teams. So, as I minored in business, college recruiters from different companies would come to campus. I got connected and I started working with a company called American hospital supply, carrying a sales bag. It was the best way to really learn business when you've got to go out there and convince people that your products and services are better than the next person.

Kevin Horek: Okay, fascinating. Walk us through that job, the rest of your career. I want to dive into what you're doing today and then we'll get into the book. Sound good, right?

Steve White: Yeah. So join corporate American. I was one of these kids, Kevin and I grew up in the housing projects of Indianapolis and early on in my life. My dream was to be a postman. I never even thought about going to college, being a business person, but as things go along and you demonstrate that you're a hard worker, you have a great attitude. It's amazing to me, how many people take an interest in helping you drive your career? After Indiana university, I started working with American hospital supply and I enjoyed a lot of early success. Kevin probably much too soon. I was the rookie of the year. I was the top quarter breaker for the company. I got promoted. I moved to Chicago. Right after that, I became the youngest sales manager in the company's history. They moved me to Michigan. At 22 going on 23, I'm now running my own sales team.

Steve White: But guess what happened Kevin? A year with a year under that job I got fired. I had done up to that point was focused on me, how hard I worked, how many hours I put in, but what you get the opportunity to lead men and women is less about you. It's all about them and how you can develop them, how you can invest in them, how you can help them be the best that they could be. And I didn't understand that. As a result, were not generating proper business results and I got fired and it was probably the best thing that could happen to me, Kevin, because another mentor with the company, another division in the company call me up and said, look, I see more in you than they do. However, if you continue to lead the way you're leading, you're not going to be successful.

Steve White: He said, I'm going to move you to Chicago. His name was Darnell Martin. He's no longer with us now. He really poured in and B how to be a servant leader, how leaders eat last in the more and more you pour into your team, the more and more they'll pour back into you. And that's how you'll get promoted. Taking that lesson, I really focus my time and effort on serving people in my career, took off from there. So I worked at American hospital supply. I spent time at Pepsi-Cola and Colgate-Palmolive, but the majority of my career has been in the cable industry. That's what I've been doing the last 20 plus years or so steel working with Comcast.

Kevin Horek: Interesting. So what's your role at Comcast? Well, I guess what have your roles been at Comcast? Because you've had a few of them.

Steve White: Yeah. A number of different roles, but in every single job, Kevin, it was leading large groups of men and women starting as a regional manager in the Southeast, going to California. The last 11 years, I was the president of Comcast west. It was, we generated about $18 billion in revenue. I had responsibility for 30,000 employees. We served almost 13 million customers. Were responsible for all of Comcast cables, operations west of the Mississippi. So fairly significant job. I did that about 11 years. Today I serve as president and special counsel supporting Dave Watson, our CEO of our Comcast cable group. I focus on leadership development D and I strategic planning, acquisitions, et cetera.

Kevin Horek: Fascinating. Okay. What made you decide to write uncompromising and what is the book about?

Steve White: Well, it's a good question because when you reach a level of success, Kevin, you never get there by yourself. In there have been a number of men and women that have given me a hand up care, and that's not a handout, a hand up. I define as an opportunity to display my real talents. What better love letter to write them then to take all of those lessons learned, put it in a book and share it with others. We came up with the title uncompromising Kevin, because one of the quotes that really inspires my life is the mark Twain quote. The two most important days of your life, Kevin is the day you're born. The second is when you find out why and what you find, why you've been placed on this serve, that is what you're uncompromising. That is what you're ruthless in your pursuit of living your best life by living your purpose of why you've been placed on this serve.

Steve White: Throughout the book, I share these lessons of how I was able to identify my fight, my purpose, my why I was placed on the serve. I talk about these seven pathways of how once you identify your purpose and why, how do you stay focused on that? How do you not lose sight of that? You can create a life of success, legacy, and impact. So that's why I wrote the book. It's a love letter to all the men and women who have given me a hand up and now I would like to pay it forward and share those lessons learned with others. This is a book, not just for business people, certainly there's a business angle to it, but it's to that single mother who wants to share with their, with her oldest son to give him inspiration and to help him navigate it's to the pastor of a church is certainly to business leaders is to a father.

Steve White: Who's raising three kids by himself. This book is for everyone because we all have been placed on this earth for a reason, the sooner we find out why, boy, that really sets us on a path of success, legacy and impact.

Kevin Horek: No, I think that's really great. You mentioned something that I think like it's so important to once you get to some success, whatever that means to you is to give other people that break as well, because somebody did it to you and playing or paying that forward is so important. I'm glad that you brought that up and you mentioned that and you cover that in the book.

Steve White: Kevin has such a good point. There's a song called glorious and I love this line. We all will die twice in our life. The first time is when somebody places us in our or a non-Muslim or wherever we go, the second is the last day someone mentions your name.

Kevin Horek: Totally.

Steve White: Think about that, Kevin, if we could all focus on long after we're gone in a positive way, people are still mentioning our name. What an awesome legacy. Long after we're gone, people are still mentioning our name in a very positive light. That is a life well lit.

Kevin Horek: Couldn't agree more. I'm curious because it's very challenging to actually find a passion, nevermind like why and how do you leverage that and find your why? Can you walk us through some pathways and findings of how people can start to do that?

Steve White: Yeah. Well, the first thing is finding your fight and I found mine through adversity. As I mentioned earlier, I got fired. That allowed me to get reconnected to my purpose. It was always there. I had just lost track of it, but I'll often get that question, Kevin, how do I find my purpose in my why? First of all, you got to reflect, this is not an easy assignment that you're just going to wake up one day and says, aha, I've got it. It certainly takes reflection, but here's the three questions I always pose to people. Number one, what are you good at? And, get other's opinions because I think I'm a great singer. My wife tells me I'm not so clear, make sure you get confirmation. What are you good at Kevin? What are you passionate about in number three? What would you do for free?

Steve White: If you could find something that connects those three questions that gets you on your path to identifying your purpose and why. I know for me, my purpose is how can I create a table prosperity for as many people as possible. I love leading men and women, and I would do it for free if I have to, but I promise you if you're good at it, you're passionate about it. And you would do it for free. Somebody will find a way to pay you for your services. Just focus on the process of identifying. So they want you identify your fight. That's number one. Number two is I talk about how do you stay focused on that prize? How do you avoid the day-to-day distractions of life? You can stay focused on your right road. Number three, how do you live your life as a learning land?

Steve White: Identifying your purpose is one thing Kevin becoming really good at it is another. That's why you always have to be on this journey of learning and growth. How can I get better at it? I'm sure you're much better at this now than you were on your first session, because you've learned and you've found people that you can develop and grow under. So those are just three approaches. So one find your fight. We talk about it in the book. How do you focus on the real pro real prize in number three? How do you live your life as a learning lab? As you move forward? Number four is thinking, act like a business invested. You incorporate it. What are the things Kevin I talk about while I work for Comcast and I really enjoy working for Comcast. I really, my real job is I'm chairman and CEO of Steve white incorporated.

Steve White: Now Comcast purchases my services on various cited about that, but I have to think and act like a business. I have to develop my business. I have to pour into my craft. Companies like Comcast will be interested in purchasing my services. So it's a different mindset. It's a different way of thinking, but I work for Steve white incorporated, NES pathway, number four, thinking I act like a business pathway, number five, and I'll be quick on your attitude and your effort, those Kevin at the end of the day, those are the only two things you truly can control. Number six, the line to success is never a straight road. There will be peaks. There will be valleys. So how do you navigate uncertainty? Finally, none of us get to a level of success on our own. How do you commit to what I call row doc relationships?

Steve White: Those are the pathways that I talk about in the book. You can identify your purpose and why, and then how do you stay focused on that as you move forward to a life of legacy impact and commitment?

Kevin Horek: No, I, I think that's really good, but I'm curious. I want to dive deeper onto a couple of these pathways, because I think they're the hardest and probably the ones to get the most sidetrack and you could correct me if you're wrong, but I think the first one is your pathway to the avoiding distractions, keeping you on the right road, because it is so hard to get stuck or it's so easy to get stuck in kind of that dead end job or whatever it is. And actually kind of forget about that. Do you agree with that? Or what are your thoughts around that?

Steve White: Oh, absolutely. Kevin, that's why when I, one of the things I talk about is this road, dog relationships. Kevin is so important to surround yourself with men and women that will challenge you to be your best. They want to allow you to settle. They'll give you the tough love. Kevin. Every time I meet someone I say, tell me, who do you have in your life that can come in and be honest with you in straight with you and give you the real truth. You can surround yourself with men and women like that helps you stay focused on what you're trying to do. You tell them what your vision is. You tell them what your goals are, and then you give them permission to hold you accountable. That is a significant way that I try to stay focused. I have what I call a kitchen cabinet.

Steve White: Kevin are seven men and women to serve in this group in some, they come in and out, but I've got these seven men and women, and I don't make a major decision unless I consult this kitchen cabinet. I talk about what I'm trying to do. I talk about my vision and I seek advice and counsel. Those are the steps that I take to try to stay focused on the real prize. That's why it's so important, Kevin, that you have that north star, what your purpose in, why is so every day as you make decisions, you now have a lens of how to make decisions because you always start. This in service of my north star? Is this in service of my purpose? And my why? If not, it becomes an easy decision not to be distracted by that.

Kevin Horek: No, I, I, a hundred percent agree, but I'm curious because, and let's use your Comcast role as a good example. You're very high up in the company. How do you make people that are either peers of you or under you feel like they can actually give you that honest feedback and not just tell what you kind of, they think you'd want to hear, because I think somebody in your role getting constructive criticism can go kind of bad sometimes. How do you make sure that people are comfortable to actually do that and give you that real feedback?

Steve White: Yeah, it's a good question, Kevin, because everyone's not going to feel comfortable. Don't make, don't try to make someone, if they're not going to be comfortable with, but find somebody on your team or in your organization or peers that would feel comfortable doing it. So here's the, here's my steps. One is I go to them and I ask them and I give them the permission. In a way I start off, Kevin is I I'm vulnerable with him. I say he is. So let's say, you're that person. I say, Kevin, here's where I'm struggling. Here are the two or three areas that I'm really messing up right now. I'm really struggling to find my way. By you showing vulnerability that sends a message to that other person that this person is self-aware, they're aware enough of their own shortcomings, that's going to make it easier. Number three, the first time they do come with feedback, don't shoot the messenger because that'll turn around, embrace it.

Steve White: Say, you know what? That's an interesting point. I need to think about that. Cause I didn't realize I was doing that in. You do that more and more, that person will start to get more and more comfortable doing that as you move forward. But I think you give them permission. Number two, you show vulnerability, you share with them what you're trying to accomplish and where you're struggling. The first time they come with you with feedback, don't shoot the messenger. The first time just listen. Sometimes I don't even ask followup questions. I just listen, soak it in. I, and I asked them, can I come back to you because I want to think about the feedback that you just shared. Once you start doing that, people will start to get really comfortable giving you that feedback and then you're on your way.

Kevin Horek: No, I think that's really good advice. One thing I just want some clarification on, when you go to somebody you're asking for help and you're not giving them, like I've thought of this already and here three things or whatever the number is that I'm thinking we could do to solve this. Like you're basically going with a blank piece of paper saying like, I need help coming up with those 3, 5, 10 solutions. Is that.

Steve White: That's right? Or it could be, Hey, I'm trying to be here. Let me give you an example. If you work for me, Kevin, one of the first things I do is I say, tell me your greatest hopes and dreams for your career. What is it you're trying to accomplish? Where do you want to go? Because that will now shape the kind of feedback. That I'm going to give the person. I say, okay, well, how bad do you want that? And then what role can I play? You kind of gain that agreement up front. That's when you start with a blank piece of paper and you say, well, look, my goal is I want to be the vice president of this department. Tell me what might get in my way. That's where you start with a blank piece of paper. That other person says, well, here are two things.

Steve White: I've observed that if you could work on these two things, I think it will start to put you in that conversation. Find multiple people to give feedback. You don't want to just have one because Kevin, you want to be able to validate the feedback that you're getting from one person. Now if you hear from person number two, person, number three, person, number four, now you're developing themes. You never only want to have one person in your kitchen cabinet. That's why you want to have multiple people because now you can cross check the feedback that you're getting and where you hear those consistent themes. That'll give you a good sense that okay. Along the right track, I know where my focus is.

Kevin Horek: No, I think those are actually really good. That's really good advice and tactics of ways to get people, to give you what you're looking for, because let's be honest. We all don't always have the answers and you never know where sometimes the best solution can come from somebody that is in a totally different department or isn't even really in that department. Right. At all.

Steve White: That's exactly right, Kevin. Can I add one other thing as you start to evaluate your conversations? I want you to think about this. If there's a 30 minute conversation, I should speak no more than 25% of the time. If you're seeking out someone, if you're doing all the talking, you're headed in the wrong direction. If you could just visualize and think about a conversation, 75, 25, I'm going to do 25% of the talking. I'm going to ask the questions then for the other 75% of the time, I'm going to listen. Even when it gets silent, don't freak out, get comfort in the fact that it's quiet. That's allowing that person to think, particularly if you're talking to an introvert. That's another way to ensure that you're on the right track. If you're doing 25% of the talking and 75% of the time listening, that gives you a good opportunity to get some real gems that can help you on your way.

Kevin Horek: No, I think that's actually really good advice. You mentioned about investing in you and thinking of yourself like a business. Can you elaborate on that and why do you think that's so important? Cause I, I, a hundred percent agree with you.

Steve White: Well, it's, Kevin, because think about this, the world is changing so fast that if you don't develop your skills along with the rapid pace of change, in corporate American technology and all of this, you're going to fall behind. Think about this, I'm going to take something really simple. Just think of you. If you're not very computer literate. Can you imagine surviving the last two years when everybody's at home and technology is the key to connecting with your teammates and all of this, but you have not developed those skills in that area. You're going to be a real trouble. You start thinking about yourself as a company, you're costly now thinking about what else can I do to build my company, to make it strong. Let me give you the example. Success is never a straight line to success. You might have an opportunity at work to take a lateral move and you say, well, why would I do that?

Steve White: Because by investing in your company, you're going to pick up new skills that you don't have today. That's going to actually make you more and more attractive. Now when you start to think about yourself as a company and the company comes to you with a lateral move, you now can view that from a different lens. You're not saying, well, wait a minute. I'm not going up the ladder I'm going sideways. Well, maybe that's a good decision that helps you build your company. For example, when I was working at, when I at Comcast, I was a regional leader in the Southeast. The company offered me a regional job running the state of California. Now it's a similar job, a few more customers, a few more employees, more in revenue. I recognize that by moving to California, I was going to learn a different skill set. It was a different marketplace.

Steve White: It was a little unique and challenging versus the Southeast. I was able to go invest in my company, build out some incremental skillsets, which then made me even more attractive to Comcast. That's when I got elevated to president of Comcast west, which placed me in one of the top five or six leaders for the entire company. I believe a big part of that was I stretch myself and I got some incremental skills. So that's the mindset. When you start thinking about yourself as a company and Jay Z, the rap has a great line. He says, I'm not a businessman. I am a business. That's what we all are. We're a brand, we're a company and people invest in our company. Therefore you want to make it as attractive as possible.

Kevin Horek: Interesting. I mean, I think that plays into another chapter where you talk about attitude and effort. Why do you think those two things are so important.

Steve White: Because they're the only two things Kevin, that you truly can control and there's nothing else you can control. You can control your effort. I tell people I'm going to outwork you. I'm not saying that's working 24 7, but what I'm saying is that if I'm taking my son to a soccer game, I always got a notepad near me. If an idea pops in my head, I'm going to scribble it down. I'm still invested in my son. I'm still going to the soccer game. That's what I call effort. It's not always working 24 7. Sometimes you do have to work 24 7 because there's a major project. You've got to get out the door and then add it to now think about this. Kevin, who are you most attracted to? Somebody that works really hard, that puts in the effort and they bring a great attitude.

Steve White: Now compare that to somebody who does not have a great attitude. Even if they work all the time, you don't want to be around that person. That's not somebody you want to go invest in, but when you can run across somebody who has a great attitude and are willing to put in the time and effort, that's, what's going to attract people to you. If you think about my career, I talk about hand up versus handout. People giving me opportunities because I worked extremely hard and I was focused on getting the ball across the finish line with a great attitude that attracts people to your company, just like Proctor and gamble, who sales detergent, or so they're trying to make their products as attractive as possible. You'll go to the store and buy it, running your businesses, no different. You want to attract as many people to your company as possible and having a great attitude and great effort attract people to your company.

Kevin Horek: No, I a hundred percent agree with you. I think it's really good advice. Obviously you obviously have leveraged relationships, but how you, what's your advice for thoughts around kind of networking and nurturing those relationships? Because in my experience, in a lot of cases, getting promoted or waiting for the right time to ask for a raise or ask for a new promotion or whatever is all about patients and I am not a patient person. Like, that's something that I've been kind of struggling with over the last number of years, but in a lot of cases, I just find like if I just try to have patients chill, keep networking, keep making relationships, whether it's internally or externally at a company or kind of just in an industry that to me is brought me more success than always trying to be that impatient everything needs to happen today or within this week, or what are your thoughts around that?

Steve White: Yeah, the way I stay patient, as long as I know that I'm moving toward my goal, I can be patient if I'm not moving toward my goal, that's when I become impatient. So let's just take an example. Let's say you're working for a company and I'm going to use Comcast as an example. For a long time, our reputation as a customer service oriented industry was not very positive. There were always these jokes about the cable guy. They never show up and all of this and our company made a real commitment to customer experience. I like to believe we've made great strides. As I thought about my goal and where I wanted to go, I tell people run to the biggest challenges of your company, because that's how you get recognized and noticed. So I poured myself into customer Springs. I learned everything that were trying to do as a company.

Steve White: I spent time talking to customers. I spent time calling customers that they had a bad issue to learn from them to say, Hey, what did we do? Right? What did we do wrong? I was developing those skills by writing to the biggest challenge the company is, has plate has, is facing. That's where I focused a lot of my intention. So you don't gain, you're not impatient. As long as you feel that you're moving toward your goal. You always want to put yourself in a position that you're working toward your purpose, your why, and your ultimate goals for your life and for your career. That's what kind of keeps me focused. Let's talk about relationships, Kevin, because we know that relationships are a critical part of success, but what happens is sometimes people treat every relationship the same and they approach 50 relationships all with the same amount of effort.

Steve White: No, no, let's be very strategic because they're going to be relationship. Some are going to be a relationships, be relationships and see that. Not from a lack of importance. Let's say I'm focused on customer service. Don't you think I'm an identify people in our company that are really good at that. I'm going to go develop relationships with them. I can learn more about this thing called customer experience and not to say community affairs is not important, but that's not what I'm focused on. That's not the biggest challenge of the company. I'm not going to spend a lot of my time and energy learning about our community affairs effort. I'm going to take that time and focus on customer experience. You have to be very strategic about your relationships. Where do you want a plus relationship? Where do you want to be plus relationship? Where do you want to see plus relationship and see is not a bad thing.

Steve White: You're saying that's an important relationship, but it's not critical to my success, but this a relationship is critical to my success. I'm going to overinvest there so I can have an eight plus type of relationship. This serves the vision for my company and where I'm trying to go. Hopefully that makes sense.

Kevin Horek: No, that totally makes sense. As somebody that doesn't do this, I, I, the question, I, I don't know how to phrase the question and maybe you can help me with it, but I spend a lot of time thinking about this stuff and have in my past about kind of trying to navigate my career. It's not been perfect. Nobody's ever is like you mentioned, it's kind of a weird jaggedy line that goes everywhere. And, but I find so many people don't actually put really a lot of thought into it. I know like you talk about obviously a bunch of pathways in the book to helping people through this, but how do you get people to actually put some thought into this, to start getting on the journey to this and why I ask, because I find so many people complain about where they are and then you kind of ask them like, well, what are you doing to change that in a lot of cases, their answer is well, nothing.

Kevin Horek: It's well, you're probably not going to change if you're not making the effort. How do you get people thinking about this stuff and actually making that change? We kind of go for it and start going on their journey or changing their journey to become all happier, I guess is probably the goal.

Steve White: Well, the first question I always ask Kevin, tell me what you're trying to accomplish. Let's look out five years, 10 years, where do you envision yourself? That tells me a lot, because that means they thought about it. They have a clear vision for themselves. Even if they don't just by me asking that question, it gets the wheels turning. We say, okay, now let's back into that. Let's say 10 years from now, you want to be doing ABC or five years or one year, whatever your time horizon is. Now let's back into that. Let's talk about the steps that you've got to go take to get there. And then we talk about the alternative. We talk about, if you don't do this, what happens to your life? You can show the positive of where you want to be in the steps to get there, and then on the flip side show of now, if you don't do these steps, here's where you're going to end up.

Steve White: And are you comfortable with that? In most times, I find when you can paint a picture for folks on what it is they're trying to accomplish and what they don't want to accomplish, or what they're trying to avoid, that gives you a good start to have that conversation about putting somebody on the right track to reach their goals. Because this think about this, Kevin, every one of us have a little light inside of us. In most of us who have attained some level of success, somebody found that light and they helped us make it brighter. We also know it can work the other way. You can take a bright light and you can turn it down and really suck the energy and enthusiasm. You, again, you want to make sure you're surrounded by people that are going to help you make that light brighter and those kind of questions, like, tell me about your greatest hope for your life.

Steve White: And then encourage them. What you're doing is you're making that light brighter. And that's what helps people get going. Now, guess what? Sometimes people are going to make a decision and you can't change it. So then don't waste your time. There. It has to be a relationship with somebody who wants to get there is sometimes the timing is just not right. They're not ready to make that commitment. And that's okay too. I try to pour myself into people that have made that decision, that they want a life of impact, legacy and success. And that's where I devote my energies.

Kevin Horek: No. Interesting. I think that's really good advice and it is good about asking just like simple, basic questions to people to get them thinking about it, right? Maybe you can inspire them to do that because I think we all want our close friends and family and maybe coworkers in that to be successful in whatever that means to them. I don't always mean money because I think in a lot of cases, money doesn't necessarily mean you're fulfilled in your successful. Some people it does, but I don't think it has to. Do you agree with that?

Steve White: I agree. That's why I always start with tell me what your greatest hopes for yourself. Because a lot of times, they have a vision and a goal. You go from there, let's take this time right now. There's this popular phrase, Kevin called a great resignation. I ignore that. I call it the great reset and people say, Steve, what do you mean? The great reset?

Kevin Horek: What.

Steve White: COVID did? It forced all of us to step back, excuse me, take time. Think about where we're going. Now all of a sudden people are saying, what I've been doing does not serve my purpose. It does not drive my passion. I'm not happy doing that. Now people are going through the great reset. In some cases they're leaving their job. So people call it the great resignation. I want to focus on why I believe people are not fulfilling their purpose and their why. They're looking for, and that's why I wrote the book on compromising, which really focuses on that critical quote by mark Twain. The two most important days in your life is the day you're born. The second is why were you born? If you can start to answer that second question, you'll never work another day in your life because now you'll be doing stuff that fuels your passion and you'll get out of bed.

Steve White: It's cited in the morning. You don't need an alarm clock. You're ready to go. That's what people are searching for. That's why I wrote the book to help people find their purpose, find their fuel, find their why, because once you click into that, you'll never work another day in your life. Figuratively speaking.

Kevin Horek: No, I, I, a hundred percent agree with you, but what do you, because still some people I find are just scared to make, or at least start on that path to change. What advice do you give people to actually like go for it? Because there's a big line to saying like, I really need to make a change and actually starting down the road to make that change.

Steve White: Yeah. The most powerful thing Kevin I use is tomorrow's not promised you just start there. Say, do you believe tomorrow is promised to you? No one answers the question. Yes, Steve, I I'm entitled every I'm entitled to live 50 more years. No one says that, Kevin,

Kevin Horek: Right?

Steve White: You say, okay, if tomorrow's my last day on this earth, am I pleased with my life? Have I left? Have I created a legacy? Have I made an impact? Did I fulfill my full potential? If that does not give you a sense of urgency, that if tomorrow I were to leave this earth, have I lived a meaningful life that normally stops people to think because everyone knows tomorrow's not promised. I think COVID this pandemic made all of us look inward to reflect that we don't have as much control as we think we do one day. You're going wherever you want to go. One day you're at work. Literally within a handful of days, were on lockdown.

Kevin Horek: Yeah.

Steve White: If you thought you had control, that was a great reminder that you don't. If tomorrow's not promised, how do you start living right now?

Kevin Horek: No, I, I think that's really good advice, but we're kind of coming to the end of the show. How about we close with mentioning where people can get more about yourself, the book, and any other links you want to mention?

Steve White: Great. Thank you, Kevin, for allowing me to join you today, the book I'm compromising the e-book and audio books available. Now the hardcover cover comes out on March 8th. It's available on Amazon or any other places that you buy your books. If you want to learn more about the book about me, if you want to follow me on social media, please go to my website. Steve white Again, this Steve white You can find out information on the book. You can follow, find out how to follow me on social media, but there's also some other goodies there to help you start building toward your best life.

Kevin Horek: Perfect Steve. Well, I really appreciate you taking the time out of your day to be on the show and I look forward to keeping in touch with you.

Steve White: Great. Thank you, Kevin. It's been an honor being with you today.

Kevin Horek: You as well. Thanks very much. Okay, bye.

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