Creating Confidence with Heather Monahan
#487: BEST OF - Transform Your MINDSET, Transform Your LIFE with Steven Bartlett, Krista Mashore, Amjad Masad, Dileep Thazhmon, Martin Villig, Ankush Grove, Jerrod Blandino, & Colin O’Brady
Wed, 01 Jan 2025
In This Episode You Will Learn About: How to replace “I’m not ___” with “I’m not ___ YET.” Why you should stop negative thoughts, snap out of them, and switch to positivity. Learn to delegate and ELEVATE so you can focus on your strengths. Why you should treat failure as FEEDBACK. Ways to ALIGN your actions with your ultimate goal. Resources: Go to ConstantContact.com and start your FREE trial today. Sign up for a one-dollar-per-month trial period at shopify.com/monahan. Oracle is offering to halve your cloud bill if you switch to OCI. See if you qualify at oracle.com/MONAHAN. Download the CFO’s Guide to AI and Machine Learning at NetSuite.com/MONAHAN. Get 10% off your first Mitopure order at timeline.com/CONFIDENCE. Get 15% off your first order at jennikayne.com when you use code CONFIDENCE15 at checkout. Get 15% off your first order at oakessentials.com when you use code CONFIDENCE15 at checkout. Call my digital clone at 201-897-2553! Visit heathermonahan.com Reach out to me on Instagram & LinkedIn Sign up for my mailing list: heathermonahan.com/mailing-list/ Overcome Your Villains is Available NOW! Order here: https://overcomeyourvillains.com If you haven't yet, get my first book, Confidence Creator Show Notes: What’s stopping you from reaching your EVEREST? These conversations remind me that the only limitations we face are the ones we place on ourselves. Colin O’Brady’s mantra, “I’m not ___ YET,” inspires us to step into POSSIBILITY, while Steven Bartlett shows that true success is built on EMPOWERING others. Krista Mashore’s “Stop, Snap, and Switch” technique proves you can rewire your mind for FEARLESS action, and Jerrod Blandino is living proof that courage leads to BREAKTHROUGHS. The lesson? Success isn’t about perfection—it’s about EMBRACING failure, TRUSTING your instincts, and taking BOLD, messy action. So, what’s stopping you? The possibilities are LIMITLESS—LET’S CLIMB! - 05:11 #416: From High School Dropout To Multi-millionaire: Transcend The Limits Of Failure to Find Success with Steven Bartlett, Top Podcaster, Entrepreneur, CEO, & Investor - 12:26 #347: Rescue Your Mindset With The STOP SNAP SWITCH Method with Krista Mashore Top 1% Coach & Multi-Million Dollar CEO - 18:49 Episode 418: CREATE Your Billion-Dollar Mindset: The Shift That Is Standing Between You & A Billion Dollars with Amjad Masad, Dileep Thazhmon, Martin Villig, & Ankush Grove - 26:26 Episode 107: From Beauty Counter to Billionaire Founder, How Jerrod Blandino Went Against The Grain And Why YOU Should Too - 32:40 Episode 239: Unlock The EMPOWERED Mindset With Colin O’Brady 10X World Record Holding Explorer If You Liked This Episode, You Might Also Like These Episodes: #476: The FASTEST Way To Build Your EMPIRE with Tracy Holland, Founder, Investor, Board Member, & Entrepreneur #465: The Key to Going Bigger with Heather! #447: Realize Your POTENTIAL with Heather!
Chapter 1: How can you transform your mindset for success?
We can be and become anything that we set our minds to through diligence and hard work of saying, I might not be this right now, but a fixed mindset says, I might not be this right now and I will never be this ever. But being able to claim that identity, I am this, a possible mindset says the possibilities are limitless.
Come on this journey with me. Each week when you join me, I'm ready for my closeup. Happy New Year. Have you created your resolutions yet? If you need a little help in getting you into a mindset that will challenge you to dream bigger than ever before, then this is what I have for you. Today's episode features some of my most successful guests in business who weren't afraid to dream big.
and then take the necessary bold action. Remember, they took the messy action. It's your turn now, my friend. If you can dream it, you can create it. I truly believe that. Don't forget, if you need a hand, you need some accountability, and you wanna be a part of a team that's running with you, so you don't need to go it alone, click the link in the show notes below. You're gonna find...
the opportunity to sign up for my group coaching. Jump in now before it's too late. All right, this episode is going to walk you through how you can just go bigger. 2025, it's your year. How do other entrepreneurs know when is it right to just focus on one thing versus diversify?
Yes. So in our portfolio, so Flight Group is our holding company. We have 41 different companies. And I'd say we have significant operational involvement in about five of them. But there's 41 in total. Some of them are more passive investments. Some of them we might have a 20 or 30 percent stake in. And then some of them we have a majority position in.
The key thing to answer your question is a company by definition of the word is group of people. So for me, when I got to the point in my life where I had the leverage, the resources to hire exceptional people and delegate, that's when I knew I could do more than one thing.
And Richard Branson, who I met in New York and I went to an event with him and then I interviewed him for a couple of hours, is the absolute master of this. He said to me, because he's dyslexic, so he struggles with reading and he's not particularly good at maths in his own words. He said to me, I've always had to ask who, not how. And this is like, my girlfriend started a business.
It does like breath work and meditation. And I remember walking in the front room and watching her for seven hours try and figure out how to build a website. And that for me is almost a metaphor from what I see from entrepreneurs. They spend so much time, they waste so much time doing things that they are not good at. What Richard Branson taught me is business is about effective delegation.
Richard Branson, in his 50s, ran one of the biggest groups in Europe, right? And he told me about a meeting he had, at 50 years old, runs one of the biggest groups in Europe, where he sat in the meeting and his CFO says, Richard, do you know what's going on? He goes, he's like, no. His CFO takes him out of the room, draws a picture of an ocean,
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Chapter 2: What is the Stop, Snap, and Switch method?
I said, what's the best product you ever built at Apple? Steve turned to me and went, the team. He goes, that's the most important thing. He goes, the iPhone's great, the Mac is great, but the best product I ever made at Apple was the team. By definition of the word company is group of people. And if you play out this thought experiment, if any of you had managed to hire Elon Musk,
and get the best out of him, you would be the benefactor of trillions of dollars. So I think through that lens, my job is to find the next A player. And that's why I went from spending one hour a week of my time on hiring and recruitment, now I spend 20 hours of my week. All of you, both personally and professionally, are in the recruitment business.
It is going to be the single biggest defining factor of where you end up personally and professionally.
What big regret do you have?
The big professional regret I have is knowing that someone was wrong for my company or team and taking too long to make a decision about it. Because, again, I wrote about some of the research in my book, but the impact that a negative member of your team has is three to four times the positive impact a good member of your team has.
And a nice thought experiment for you guys to think about when you're trying to understand if an existing member of your team is good or when you're hiring someone and you're trying to figure out if they're a good team member, is ask yourself this question. If everyone in the team was like them in terms of attitude, cultural values, i.e.
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Chapter 3: How do you successfully delegate and elevate?
alignment with the company culture, would the overall average be raised, maintained, or lowered? Both me and both Amazon have a policy which we call bar raises. Every single person that we hire should raise the bar. They should raise the average.
Now think about one person you work with professionally and ask yourself the question, if everyone in your company was like them in terms of attitude and cultural values, I'm not saying lived experience, we need diversity, attitude and cultural values, Would the average be raised, maintained, or lowered? If it would be lowered considerably, you should get rid of that individual.
If it would be maintained, maybe that's a case to train the individual. If it would be raised, that's the type of individual you need to promote. Because companies don't have one culture. They typically have as many cultures as they have managers. So in my previous business, we probably had about 30 or 40 managers, and we had 30 or 40 cultures, really.
Because I remember one day speaking to Jason's team, and they're all so happy. Best company they've ever worked for. Then I spoke to a team that sat next to Jason's team, and they're all on their way out the door. They're about to quit. So you want your best people, the real sort of cultural disciples, as high as you possibly can in the organization. And that's what we call the bar raiser test.
I think, and I've done a lot of research on this, you can correlate someone's success in life to one metric more than others, and that metric is their personal and professional failure rate. If you want to increase your chance of success, you basically have to increase your rate of failure.
And I've studied many a great entrepreneur, from Jeff Bezos to Thomas Watson from IBM to entrepreneurs that I know and have interviewed, like the founder of Airbnb and Daniel Ek, who's a good friend of mine, the founder of Spotify. What they all share in common is they understand that failure is feedback, and feedback is knowledge, and knowledge is power.
So when I think about my own life and I reflect on my own failings, or my own experimentation rate, leaving school at 16 years old, quitting university after one lecture, starting a company and resigning after two years, starting another business and resigning after five years, I have a very fast rate of experimentation, and that means that I think I've managed to acquire a lot of information very quickly.
And that's reflected in the companies that I build. So in the companies that I build now, we have a head of failure. We have a head of experimentation. And I think there's probably some background context I need to give you here, which is the world is going to change at such a quick rate.
You'll see this when you walk around here and you get to see some of the technology, that your question as an individual, but also as a company should be, how am I going to acquire information quickly? And how am I going to acquire valuable information quickly? It's not going to come from books.
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Chapter 4: What role does failure play in entrepreneurship?
and I'm always on the go traveling. My schedule is jam-packed, and I need a bralette that can keep up with my active lifestyle. I recently discovered the Fits Everybody Racerback Bralette, and I didn't even know there was a product like that that existed. It looks perfect under t-shirts, flawless, no lumps, no bumps, while holding me up. I mean, finally winning thanks to Skims.
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You are welcome.
I've studied a lot of brain research and I am obsessed with the way the brain works. And so I've always, I've known that it's harder for me and I have to work on it. So I'm always looking for skills, like different ways to make, be successful because people will always be like, teach me how to build a million dollar funnel. It's like, I can't teach you that until I get your mind right.
So there's a strategy called stop, snap and switch. And what it is, is we have between 30,000 and 70,000 thoughts a day that run through our mind. Research shows that about 85% of those thoughts are negative. And yeah, So when you can identify the negative thoughts, because energy goes where focus flows, what you think about actually happens.
The neurotransmitters in your brain does not know the difference between what you think and reality. So if you're constantly thinking, I'm tired, I'm too old, I don't have any energy, I'm not good with technology, I can't do this, right? The brain goes, okay. You're right. And it doesn't look for ways to help you overcome that.
So if you can recognize what you're saying and train your brain to start thinking about good things, recognizing good things, seeing your successes. And I call it stop. Like when you have a negative thought like, oh, my gosh, I am who in the heck would ever leave their career, their their career, 47 to change careers. Right? That's a negative thought. That happened to me when I was 47.
I decided I wanted to become a coach. I was making about $1 million a year as a real estate agent. And I was told that I was crazy to do that because no one's going to listen to you at 47. And normal people at 47 don't leave their successful career to do something different. Not a good idea. And so what I said was I thought, okay, I've been doing this for, you know, 17 years. I'm very good at it.
I was successful at that. If I was successful at that, I could be successful at this. So you have to stop and recognize the negative thought. The negative thought was who the heck is going to listen to you, Krista? You don't have a list. You're just the girl who wet the bed until she was 10 and couldn't read until fifth grade because of the abuse. Like you don't have enough knowledge.
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Chapter 5: How to align actions with your ultimate goals?
If you do that, anybody, I guarantee you do it, have your kids do it, have your spouse do it, have your friends do it. Like stop, snap and switch. You will be amazed at how you can train your brain to start working for you. And so now when things happen or the fear comes up or the negative thoughts, it's more like moments or minutes of, Sometimes a little longer, depending on how bad it is. Right.
Instead of days, hours, weeks, months, years kind of a thing.
So do you get nervous or are there like tips that you can give everyone listening? How when you're doing something for the first time, how do you ensure that you have success?
Here's how you assure you have success is that you just don't stop. I think I would have been more fearful if I didn't start this. I feel like the universe has my back so much because the real estate market right now with the recession, like we were on track last February, like a year, like a year and a half ago, we did $4 million in one month. Okay.
So we were on, we were on track to start doing like two, $3 million months. Well, then the market crashed and interest rates, like interest rates went to 7%. There's no inventory. There's a recession. Okay. So I am so glad that I took the risk and took the leap of faith because I think I'd be more nervous now if I didn't have this.
This is going to end up being bigger than my other coaching business. I know it is, right? Because we've helped hypnotists. We've helped people that are teaching investings, people teaching leadership, public speaking. We've taught all these different businesses tapping, like, you know, how to do really, really well. And so, yes, I was scared to death, but I have learned to stop, snap, and switch.
I've learned, like, Krista, keep going. Stop saying that to yourself. That's not serving you right. Those thoughts are not training your brain to help you. I stop, snap, and switch my way right out of it. Because trust me, there's been plenty of times, like every day, where I'm like, I have to just turn that little negative voice. I call it the bad wolf, the amygdala. I got to shut it off.
Tell us a little bit about getting into the coaching, starting that business, the digital marketing, and how you've scaled it massively in the past couple of years.
I became a good realtor by utilizing digital marketing, social media, and video to dominate my market, right? I became a marketer instead of just an agent. And it worked like crazy good for me. So I thought to myself, that's what I have to do in coaching. So, and mind you, when I did this, literally my family said, Krista, You're crazy. You shouldn't do this. It's not a good idea.
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Chapter 6: What is the importance of team dynamics in business?
So instead of asking somebody to download my book in the beginning or to give me their contact information in exchange for a lead magnet, what I do is I just give value, value, value. And then I'll ask them to click, right? So... That has been my strategy and it's worked really, really well for me. Russell Brunson, in fact, he's the CEO of ClickFunnels.
Chapter 7: How do you maintain motivation through challenges?
He actually had me talk about that on stage two years ago. The pre-funnel, like what is your marketing strategy before you drive traffic to your funnel? And that's been the way I did it in real estate and the way that I did it in coaching.
Kush, you talk about being a different kind of unicorn. I know many people, like myself, you want to believe you can drive your business to success overnight, but that hasn't really been the way it's happened for you. You call yourself what kind of a unicorn?
We call ourselves a slow unicorn. So it took us around 10 years to become a unicorn because we picked up an industry which was not revolutionized by internet. So the restaurant industry started 500 years ago. So Amazon came, revolutionized something, Uber revolutionized something. But no one did anything in terms of food. So that's where we picked our battle. There was no playbook to play on.
So we were not any XYZ of India. So we built it our own, our own learnings. Did a lot of mistakes. So we started with one brand on the high street. Then we went to dark kitchens with one brand. Then we realized people order McDonald's, never a salad from McDonald's. So each cuisine need to have one brand. So we started building multi-brand.
And one core value of ours is to challenge the status quo. So we keep challenging the way food business is being run. So today we operate 400 kitchens from four countries, 20 brands, and we serve 10 million meals a month. That's been our journey. And recently we got Wendy's to India.
So Wendy's, a hundred years old company, the first time in the history, they could open 150 locations in span of 18 months. So that's the kind of scale to bring on. But it took a lot of time for us to understand mistakes, go back, redraw, and a lot of backers and our investors. So none of our investors ever exited so far. So we have likes of Secura on board, Goldman Sachs, KOTU, QIA.
So it's a long journey, and that's why we call ourselves a slow unicorn.
What keeps you going through a long journey?
So one very obvious is love for food. So I love food. And then the other thing is, I think the overall mission is still McDonald's is the world's most valuable food company at 130 billion. We are just a billion dollar. So we have a lot of canvas to be covered, a lot of things to be done. We recently entered Saudi and we know how big Saudi is a market.
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Chapter 8: What strategies help in navigating a recession?
And so you have to move pretty quickly in that window that you're building for. also moves. And the biggest thing I've seen is people think it's always there and they're like, now I'm ready, but that window's already gone. And like someone else has already done that. And when we launched, we started in multiple countries and we were shipping US cards to multiple countries.
Now we have licenses in 22 countries, but if I was waiting for the license to start, we just would never start. And so it's a balance. You have to be comfortable with that level of risk.
And then the second thing is, I think someone mentioned this here, but you have to enjoy the process, like build something you want to build, because at the end of the day, you know, the funding, your unicorn, like none of that's going to get you through when it's hard and you have to be like, why are you actually doing this? Because you could probably do a lot of other things.
And so if you don't enjoy the process of building, you don't fall in love with the process, the outcome and everyone's an outcome. We're all here. We want an outcome. But if you don't enjoy the process, it's going to be very, very hard to make it, and you're probably going to burn out.
And then the last thing that I've seen, and this is something someone told me, but as a founder, you have the most information. And so a lot of times, things don't look as good as people tell you it is on the outside, but they're also not probably as bad as you think it is on the inside. You see everything. Right.
And part of this is like splitting that up and being like, hey, keeping the balance of your good days are good. Your bad days are bad. Some days is the same day, but it will change. Tomorrow's a new day. You get another shot. So you have to like enjoy that process to get to that end point.
There's a lot of armchair philosophers out there. And I would say that's like the number one skill you learn as a founder. You know, I talked earlier about trusting your gut instinct. There's so much bad advice out there. It's like probably like 90% of the advice is bad. even good advice becomes stale.
You know, if an investor's been like an operator in the dot-com era, like most of their advice is already stale, you know? And so as a founder, you just get like massive amount of information, being able to parse through that and figuring out what is the good information and what is the bad or misinformation and kind of being able to throw that away. But also just being chill about it.
You don't have to be mean about it or anything like that. If your father wants to give you a piece of advice that's irrelevant, just smile and nod your head.
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