Unlocking Love Being Good Business With Steve Farber

Skot Waldron (00:00.068)
band or you what do do?

Steve Farber (00:01.666)
So don't have an official band. play with several different people around town. I also play solo. And there are a lot of these little kind of sub communities that are attached to different venues. So I'll go to different venues different nights of the week and play some good music and hear some good music. But I'm playing out more than I ever have. And it's really, it's...

Skot Waldron (00:06.872)
Okay.

Skot Waldron (00:18.19)
Mm

Skot Waldron (00:28.344)
Wow. That is, well, something that's like either it's the best kept secret. Like in the nation or like something happens at that word doesn't get out, you know, like why wouldn't everybody know that Kansas city is this like hub of brilliant musicians.

Steve Farber (00:43.658)
Yeah!

Steve Farber (00:48.78)
Well, the thing is that I've had that conversation with a lot of people trying to figure that out. But Kansas City is known as a music town. It's just, known as a jazz town and a blues, you know, kind of a blues town. there's a great jazz and blues scene in this town. So, but that's not, I mean, I play blues, but it's not my main thing.

Skot Waldron (00:53.358)
Okay.

Steve Farber (01:17.391)
and I'm not a jazz guy. I love jazz, but I don't play jazz. I'm more of a folky singer songwriter kind of guy. And that is, is the best kept secret. there's, there's talent in here in this, in this city, you know, songwriting talent that I'd put up against anybody, but it's not like, you know, like Nashville is the place that you think about because

everybody goes there. And the talent is so broad and so deep that it's a different animal, you know. So it's a smaller community here and really talented people. And yeah, I mean, every now and then there's people that kind of break out of here and get, you know, nationally recognized. But mostly it's people that should be that aren't. there's, know, but...

Skot Waldron (01:55.022)
Yeah, yeah, that's really.

Steve Farber (02:14.946)
I mean, for me, it's the love of playing. It's not like I'm trying to build a music career. But there's young, I'm connected up with young 20 -somethings that are just, they just have great careers ahead of them. Yeah.

Skot Waldron (02:30.916)
That's amazing. How far away from Memphis is Kansas city? I mean, I don't geography. have no idea.

Steve Farber (02:36.719)
I I wouldn't I mean, I wouldn't try walking there. Yeah.

Skot Waldron (02:40.012)
Okay. All right. Okay. Fair enough. Fair enough. So, I don't know. just, combine everything in the Midwest as like everything's two hours away, but it really, it's going to be like eight to twin, you know? So.

Steve Farber (02:50.464)
Yeah. Yeah, that's, that's kind of right. Again, on a flight, everything is like an hour and a half to two hours from here. When I go back to San Diego, it's two and a half hours that way, three hours this way. New York is a couple hours that way. We're right in the middle of the country. I mean, we're smack in the middle of the country. So traveling for work is a lot easier from here for the most part. It's too much, too much Southwest Airlines.

Skot Waldron (02:59.128)
Yeah.

Skot Waldron (03:10.06)
You are? You are?

Skot Waldron (03:15.362)
I bet, I bet you don't get, yeah, that is true. That is true. very cool, man. Have you done a Riverside interview yet?

Steve Farber (03:26.465)
I think I have.

Skot Waldron (03:27.384)
You have, okay. Just when I hit stop, don't go anywhere. It's got to upload. It's got to finish uploading. looks like your speed's pretty good there. So it's a shouldn't, it should only take a minute.

Steve Farber (03:37.632)
Now your image is a little fuzzy.

Skot Waldron (03:40.44)
Janky. is it just my background? That's fuzzy or is it all of it? So what it's going to buffer. So it's, it's, it's doing high res on my side. It's doing high res on your side. It's just buffering while it's uploading in real time. so if at any point in time, I totally glitch out and I freeze, it's still recording on my side. It's still recording on your side. just kind of go with it.

Steve Farber (03:44.65)
Yeah, all of it. Yeah.

Okay.

Steve Farber (03:57.643)
Okay, cool.

Skot Waldron (04:08.96)
If you can, if you have no idea what I said or talking, know, whatever, or if I freeze while you're talking, just keep going, you know? but if you have no idea what I said, then just be like, Scott, dude, that was broken. Yeah. So, all right, man, you ready to do this? All right.

Steve Farber (04:16.277)
Okay.

Steve Farber (04:25.142)
Yep.

Skot Waldron (04:30.596)
Steve, so good to have you, man. Welcome.

Steve Farber (04:33.664)
Thank you, Scott. It's great to be here with you.

Skot Waldron (04:35.78)
Yeah. I, you know, reminiscing having you on the show, it was, 2020, guess it was just, it had to been right before COVID happened. We probably all had COVID sitting in that room together as I heard you speak for the first time. And I remember being in that room going, huh, this dude has a message that I think is pretty legit. And then it took me four years to get you on the show. So thanks, man.

Steve Farber (04:49.378)
great.

Steve Farber (05:02.484)
Well, yeah, I remember that event and it was like, might be a slight exaggeration to say minutes before the world shut down. It was maybe a week, you know. Yeah.

Skot Waldron (05:16.004)
Maybe, I mean, I was looking at my calendar going, March of 2020? Like it was in full effect, man.

Steve Farber (05:21.27)
Yeah.

I know. And it seems like yesterday and it seems like ages ago at the same time. That was just, we were just heading into that wormhole, you know, for a few years.

Skot Waldron (05:29.172)
It does. does. Well, I, that's it. The wormhole, the wormhole. Tell us what you've been up to since then. What, mean, what do you, what are you doing? What's your, what, what are you pounding the world with right now?

Steve Farber (05:43.522)
Yeah, so, you know, I've been, I've been in the field of, guess what we could call leadership development for 35 years now. So what that looks like, it takes a lot of different shapes. as I, as I spend more time on this planet and gather more experience and the wisdom that comes from it, I seem to be spending more of my time, doing, doing executive coaching.

in, in concert, oftentimes with, culture change journeys for companies. and, know, of course I do keynote speaking and all of that, but everything that I do is really about, helping people to understand that leadership is not about your position or your title. Leadership is about our ability to step up and influence people to change things for them.

So nowadays, I'm working on a new book. It'll be book number six. And I'm, like I said, doing a lot of coaching, doing some, some consulting, longer term engagements for companies to help them. And this is really the essence of what I do. And I think it's part of the message that you responded to when we first met is really helping people, the organizations and people in them to operationalize

love as a business strategy. And you know, we are not generally accustomed to using the word love and business in the same sentence. But if there's one thing that I've learned in my three and a half decades of doing this work is that leadership, great leadership, it's true in any context, but you know, business is my playground as it is yours. Love is the foundation of what great leadership is.

And it's always been true. We just haven't really talked about it in that way, at least not to the degree that we could or should. So that's what I've been doing. Long answer to a short question.

Skot Waldron (07:50.692)
Yeah. You've been to 35 years, 35 years of quite a long, where they've been developing leaders 35 years ago. Like, was that a thing? You know, hear about you hear about all the time now, but like 30, 35 years ago, were they like, wait, you do what you're going to.

Steve Farber (07:57.61)
Yeah, yeah.

Steve Farber (08:07.106)
Yeah, man. So 35 years ago is nothing. mean, it's leadership is something that has been important to us human beings for, you know, for as long as we've been as long as we've been trying to influence each other, which is, forever. You know, the language changes, the emphasis changes, but the the topic remains the same because it's it's always been important and always will be important.

And there are some elements of leadership that shift with the times that's driven by, you know, technology and how we reach out to each other and how we connect or don't connect. And there are elements of it that are universally true across the time, the span of time and across cultures and across industries. And, you know, back when I, way back when, when I started, when I was a much younger man,

Skot Waldron (09:03.596)
I can't wait. I can't wait.

Steve Farber (09:04.928)
You know, in the in the late, the late 80s, basically, is when I first started focusing on this. You know, we had we had people like Tom Peters, you know, Tom Peters in search of excellence. This was was the. In search of excellence was was the first like mega bestselling business book, Tom Peters and Bob Waterman. Tom went on to become.

no exaggeration, the most significant leadership guru of our age. And there are people now that have never heard his name, which is really quite remarkable. He's one of my mentors. was vice president of his company in the nineties. And, you know, he kind of brought started to bring this discussion to the mainstream. Jim Kousas and Barry Posner, who are the

the authors of the Leadership Challenge. That book was first written 40 years ago. And the research started 40 years ago. It's now in its fifth edition, I believe also, two of my mentors and also, you know, we're actually working on some stuff together right now, which is really cool. So yeah, the leadership discussion is it is not new. And what's so fascinating about

is that every generation says, we need this now more than

It's always been true. It's like, you know, we were hearing it again in COVID, right? Now more than ever. I people were reaching out to me and saying, Farber, you're, because I wrote a book called Love is Just Damn Good Business, right? And people were reaching out and saying, Farber, your timing is so great. This was in, you know, during COVID. Because, you know, love is so important now. And we're all seeing that we're seeing how important it is for each other. We've got to reach out, you know, through the through Zoom and support each other. Yes, we did.

Steve Farber (11:10.466)
And yes, love was really important. Now more than ever? No, always, always. And my timing wasn't so great. The book came out in 2019, not 2020, you know, but all of a sudden it was like, because of the circumstances, we started looking at each other and saying, yeah, this is really important. Every generation has its version of that. You know, I mean, we live in a a in a polarized country in a polarized world.

Here in the US polarized country, look at the over the the the world is the same kind of thing. So then we say, well, we need leadership now. Yes. As always, and and in the business world, which again is where you know, I have chosen to play versus the political world, for example, in the business world.

There's one thing that at least so far has remained universally true. And that's starting to tremble a bit. And what that is, is that so far, every business has been made up entirely of human beings.

Skot Waldron (12:23.225)
Who knew?

Steve Farber (12:23.394)
And therefore there's a universal element to it. And now the big question is what role is AI going to play in that? What role will it play in our businesses, in the cultures of our businesses, in what leadership looks like? So we're going to have to look at it again. But one thing will not change, which is that leadership is going to be important. It just might look a little bit different in the way that we implement

So it's an endlessly fascinating subject.

Skot Waldron (12:52.996)
Let's talk about

Yeah. I mean, I, I, I agree with you and I, I want to hit on this idea. Cause you had the beginning, you were talking about this idea of positional power and, and like, it's not, that's not leadership, you know, that's just you sitting on a throne with a crown or whatever it is. And. Really leadership is something different. This whole idea of love is, is a concept you drill now.

I wouldn't, I'm interested to know, like, because 30, 35 years ago, there was still a very, you know, the baby boomers were still very into leadership positions, running companies and doing what they were doing and being the meat of the corporate workforce. They were a positional power hierarchy type mentality. People right generation. were you preaching this whole love thing?

to them at the time too? And was it received? How was it received?

Steve Farber (13:57.314)
Yeah, it's a great question. So the answer is yes, but maybe not quite so overtly. So here's what it looks like kind of generationally. Yes, the baby boomer generation was raised by people primarily, and the preceding generation.

that came out of a very hierarchical approach to business, right? The top down classic kind of pyramid structure where, the, the, you, you always, it was always about who you worked for and what you're, and executing what your boss told you to do. But it was the boomers that started talking about, was the shift from, you know, what organizational, you know, development people referred to as the

the shift from theory X style of business to theory Y. So theory X was the top down kind of manufacturing model applied to humans. And theory Y was the people oriented model. It was the boomers that brought that in like the aforementioned Tom Peters, et cetera. When we started talking about, you know, that leadership is about, comes down to human relationship.

and creating an environment for people to really thrive. And that's when we started talking about bringing in quality circles and cross -functional teams and let's get everybody involved in decision -making. That was the boomers that started it. So the people -oriented approach to business was proven out pretty early on in the 80s and early 90s and all that. However,

You didn't hear the word love very much, but when at least not on the, in the broadcast mode, I'll tell where you would hear it, one -on -one or just having a conversation with people. So Kuzis and Posner developed from their observation, from their research, a model of leadership.

Steve Farber (16:22.358)
that included a practice that they called encouraging the heart.

because what they found was that great leaders, among other things, encouraged the heart, which means they recognized people and celebrated accomplishments. But they didn't say love. Heart was there, but love wasn't there. So it was like a parenthetical thing. It was kind of like, yeah, we encourage each other. We celebrate with each other. And really, know, it's really kind of all about love. You know, it's really, it was like, you know, kind of whispered, you know.

Skot Waldron (16:51.276)
Thanks.

Steve Farber (16:55.734)
But when you sat down and talked to people, when I sat down and talked to people and I said, you know, tell me about, tell me about this, you know, this leader that's your, that's your, that you work for in your company. And, you know, sometimes you'd hear, oftentimes you'd hear, I'm not so sure I want to say what I really feel about that person. But then every so often you'd hear these words. I love her. I love him with no hesitation. Right.

So just sitting down and talking person to person, that word gets used a lot. Tell me about your company. I love it here. Love, love, love, love. Everywhere you look, when you, I'm telling you man, when you start, when you put it on your radar screen, you're gonna start hearing this everywhere. And it was true back then, it's true now. So all I've done really in my work is said, look, I didn't invent love in business.

I've observed it. So I'm just shining the spotlight on it and saying, look, fellow humans, love is a deeply human experience, probably the most powerful experience that we share. And to say that it is no place in business is first of all, stupid, but even more important, it's just wrong. It's inaccurate. It has a very strong place. So what would happen?

if we just paid more attention to it and became more intentional about it. So instead of it being kind of a nice thing that happens every so often, if you get lucky, why don't we say, hey, look, our competitive advantage is going to come from our customers loving what we do for

Right? I mean, you're a brand guy. A powerful brand inspires and evokes an emotional connection with itself, with the company that it represents. And the really powerful brands, you get people that are loyal to brands because they love the product. They love the experience. They love the image, whatever it is. So why not, as a company, whatever the company is, why not say,

Steve Farber (19:18.08)
Let's make that our standard. Let's with conscious intent, create a product, a service, a combination of the two, an experience that our customers are going to love, that our clients are going to love, because that's where our competitive advantage will come from. That's where the loyalty is going to come from if they love us. So it's about raising the standard and not just hoping that it would, it'll happen. Let's put it on the

agenda as it were. Now, how do you do that? Well, it's not simply a matter of making it part of our marketing campaign, a la Subaru or Southwest Airlines or, you know, companies that use the word love in their marketing. That's fine. But really, it's about taking a step back and saying, okay, if we want to create that experience for

customers, have to create a culture that people love working in. Because again, what I've noticed, and I'm certainly not the only one to notice this, when you go in and talk to companies where people love working there, they do better work. This is where the whole employee engagement thing started from. It's like, why is it important? Because employees who are engaged are more productive and you have less turnover and higher.

innovation and all that stuff. There's plenty of research on that. Well, isn't love engagement at its highest level? So why don't we create an environment that people love working in? How's that for a standard? And then to back it up one more step, it becomes very personal for the leaders, positional or otherwise, that say, well, if I'm going to create that kind of culture or contribute to that kind of culture, I've got to, I've got to start here. If I don't

love this business, my colleagues, my customers, myself, first, that all I'm doing is at best faking it. So it becomes very personal very quickly. But again, to your original question, Scott, it's nothing new. It's nothing new. It's just the emphasis on it that I think is new. I, you know, I can take

Steve Farber (21:43.682)
for being some part of that, that emphasis, but there's a lot of people that are focusing on this.

Skot Waldron (21:52.174)
Well, people don't, I'm, I'm, I don't know. Maybe they do, but I don't know if businesses are going to go, guys, we are, we have a problem in this company. I don't think we love each other enough. I think there's, don't, I think we need to bridge. I think we need to find more love here. Who's a, who's a coach consultant that we can bring in to help us love each other more. Steve, that guy, like he's a love guy. Let's bring him. It's like.

I don't think this dialogue happens. what, what, what do people, what are, what are, what's the thing that people are noticing they need and you bring in the solution of love as the solution. What is the pain? is the thing they're experiencing where they're like, we need this guy.

Steve Farber (22:20.96)
Well.

Steve Farber (22:36.801)
Yeah. So it's a great question because actually I do have clients that do say that. Sure. Yeah. Well, of course. Yeah. Listen, I'm not going to get hired by a company that says love is bullshit. They're not going to hire me. But to your question, but it's an important question. So here's what I've noticed.

Skot Waldron (22:45.633)
You do they're perfect for you then of course

Skot Waldron (22:53.797)
Yeah, it's so true. That is so true. Yeah, yeah. You don't want those people anyway.

Steve Farber (23:05.664)
So yeah, it's not so much, hey, man, things suck around here. We need more love. It's the usual pain points, right? It's something is off in the culture post COVID. You know, we, I've heard this many times. We used to have a great culture and then it got blown apart during the COVID era. Now people are coming back to the office in many cases and what happened to our culture. So the pain point is we've lost our spark.

Pain point is reflected in low engagement, high levels of cynicism, high turnover, feels like I'm having to work harder to get people to engage and be creative. Again, all the usual pain points. And you're right. It's not that the solution is so obvious. like, we're having...

We're having a problem in our culture, whatever it might look like and however we, whatever words we used to describe it. So therefore we need love. what happens is this, this is in, in my experience. so I've, you know, I've written several books, starting with the radical leap, which came out 20 years ago this year. And it's, it's an evergreen book. It's, I still, you know, there are people reading it for the first time right now.

LEAP is a framework that stands for Love, Energy, Audacity, and Proof. So I started writing about love 20 years ago, and every book that I've written comes back to that theme in some way or another. So what will happen is this. People will read, let's say, the radical leap, or they'll hear me speak on the subject or whatever.

And oftentimes, I'm not going to say it happens all the time, certainly, but oftentimes, it serves as a confirmation.

Steve Farber (25:14.124)
for what they already knew, but hadn't quite put their finger up.

So what I've realized is I'm not in the business of convincing anybody of anything. I am in the confirmation business. So people will read this book. So this is, here's the radical leap if you're watching it, that's what it looks like. They'll read this book and go like, yeah, yeah, that's right. I've always felt that. I just thought I was crazy. So here's this guy.

come with his author coming along and saying, no, that impulse that you've had, that's the right impulse. So now why don't you act on that? So it serves as, as a solution for, people, that are experiencing that pain, want to do something about it and resonate with this approach. Right.

So when all those things come together, that's where I can help. it's again, if somebody says to me, hey, listen, we got this turnaround situation at our company. It really sucks. And I'm the CEO and these people need to be fixed. And you this love thing, I don't know. But you know, once you come in and give it a whirl.

That's, I'm probably going to say no. But if somebody says to me, take another CEO, for example, this is the approach that I believe in and that I can get behind, then sure, let's, let's give it a whirl. Because otherwise we fall into the category of, I don't know how many other, you know, approaches to

Steve Farber (27:14.678)
culture change and organizational development we've seen over the years. It's the flavor of the month. And we try to throw something at it. And sometimes it works, sometimes it doesn't. When there's a commitment to it, we have a much better chance of making a difference. Now, the other thing is that a lot of times, and I know several CEOs through my work, and we've read this book that have made incredible changes in their company.

just by virtue of applying the principles, never engaging me personally, but just reading the book and applying the principles. And I've met lots of other people who resonated with these ideas, who are not CEOs, but said, all right, I'm not gonna change the whole company, but this is the way I choose to lead in my piece of this company, in my project, on my team, in my community, whatever it might be.

And those are the kind of people that have become kind of part of this, what I call extreme leadership community. And there's lots, lots and lots of people like that out there. I can't prove this, but my theory is that most people already believe that love is good business. The problem is most people don't believe.

that most people believe that love is good business. So they don't do anything about it. These kind of lurk in the shadows. So again, all I'm doing is coming along with a flashlight and saying, no man, that's where I step up. There's lots of other people who feel that same way. And then once it starts, it can really build momentum.

Skot Waldron (28:57.444)
Well, that's when it catches fire. Yeah. I mean, it's like this person over here is kind like, I wish people learned that this love thing is a good business. And this guy's over here on the same team going, I wish people knew that this love thing was good business. And they're just like not talking to each other. And then there, one person accidentally slips up and the other person goes, wait, what'd you say? yeah. You think that too? Like, okay. Well, maybe we should talk about this thing and you know, shedding some light on it using your little flashlight analogy there. It's, it's this idea of bringing it to the forefront.

Steve Farber (29:16.309)
Exactly.

Skot Waldron (29:26.948)
Letting people know that it's safe, that we can be aware of this. And we're already practicing some of these principles and it's really just putting a name to those things and building it into the culture. Can you explain the leap framework for the listeners really quick?

Steve Farber (29:42.85)
Sure. So love, energy, audacity and proof. And each one of those is preceded by a verb. So the idea is to cultivate love, as we've been talking about, generate energy, inspire audacity and provide proof. So energy is is that, you know, that juice that you bring to your work, that the enthusiasm of of the excitement around whatever it is that you're doing.

So the leader's job, and by the way, I use the phrase extreme leadership because leadership when it's really done is extreme. So it's not about leadership as a position that says it on my business card or I sit on the org chart. It's an extreme act. It should feel that way. So the extreme leader, which in my estimation is just another way of saying real leader,

generates energy. So puts more energy into the environment than they suck out of it. And we've all known people that can suck the life out of a place just by walking into a room. generate energy is the second part of leap. Inspire audacity. Audacity I define as a bold and blatant disregard for normal constraints in order to change things for the better. So it's not think outside the box. It's what box?

It's the audacity to do something really significant. So the extreme leader inspires audacity in themselves and in the people around them. And that's, it's about challenging the way things are. It's about having a bold vision for what we could create together if we really put our minds to it and inspiring other people to do the same. And finally, proof is the...

not only the results that we get, but it's also proving that we mean what we say by holding ourselves accountable to be congruent with our actions. In other words, we need to do what we say we will do. Whereas we've said over the years, you know, walk, you talk, practice what you preach, lead by example, et cetera. So I need to prove my words through my actions.

Steve Farber (32:07.69)
And I need to prove the validity of our actions through the results that we get. So love, energy, audacity, and proof. I like to think of it as a framework that you could apply to anything. So for example, whatever it is you're trying to do in your company, whatever strategic objectives you have, whatever plan you're executing on, whatever product you're rolling out, whatever it might be, if you can cultivate love for that thing,

If you can generate energy around it, if you can inspire people to be audacious in the pursuit of making it happen and prove that you're making progress along the way, whatever it is that you're trying to do, you have a better chance of getting it done successfully.

Skot Waldron (32:50.244)
I dig that Steve, I dig that. think that there's some goal and I think that that can apply to just anything we do in life. So when you talked about this principle and drill on that in radical leap, principles that are evergreen, that stick with us forever. 20 years, man. I just launched my book in December.

And, know, sometimes people say, sometimes you look back on some of the first things you did. You're like, that was garbage. I'm glad I didn't push the, know, do that. But this thing's still alive and like generating ideas and so much in fact, that you are making a push this year on the anniversary. which is super cool. what drove that? Why are you doing this? And you know, how, how do we, you know, take advantage?

Steve Farber (33:26.999)
Yeah.

Steve Farber (33:36.705)
Yeah.

Steve Farber (33:46.05)
Yeah, you know, it's been, it's been a really, deeply gratifying to see that when, know, when this book, first launched and in 20, you know, was four, 20 years ago, that's my advanced math skills at work there. it, it, you know, it did quite a splash. mean, it was, it was, it was a reader's choice award and fast company magazine.

Skot Waldron (34:04.664)
Congratulations, well done.

Steve Farber (34:15.628)
got a lot of, like a lot of coverage. And I remember my, my biggest concern about the book in addition to any concern that any author has when they first published a book, it's like scary, right? Cause you don't know how people are going to respond to it. But one of my biggest concerns was that I didn't think that I was concerned that the title wouldn't live up. The content would not live up to the title. Radical, the radical leap. Because to me, this idea of.

It was obvious.

So I thought, people are gonna read this and say, that's not so, so it's obvious. There's nothing radical about that. Well, it turns out it was pretty radical for a lot of people. So that was 20 years ago. And it's the same response today. I still, you know, I have clients that I started working with in the last year because they just read this book last year, this year.

So it's kind of amazing. what I thought was, okay, it's 20 years. It's kind of a, you know, it's kind of falls in the category of like a cult favorite. But there's many, many more people that have never heard of this than have. I mean, that's the simple math of it, right? So I thought, okay, why don't we put some more attention on this book?

So one of the things that I've started to do is I'm interviewing people that have read this book over the years, CEOs and senior executives that have read the book recently or even 20 years ago. And I want to hear their stories and what they're up to with it. But I want people to read it. So we're giving it away. We're giving away the audio book of The Radical Leap for free. And I recorded it a while back.

Steve Farber (36:19.434)
my voice on the book. I've gotten great feedback on it. So yeah, if I would love people to listen to the book. So if it's at radical leap .org, you can sign up and get the book for free, start listening to it right away. And if people want an actual, you know, hard copy of the book, they can they can order it there as well. But the very least, you get a free copy of the of the audio book.

Skot Waldron (36:39.586)
Wow, that's awesome.

Steve Farber (36:49.674)
And again, my thinking is, I'm in the confirmation business. So the more people listen to this, the more people we're gonna find that are saying, yes, that's me. And the more people that step up and we can connect them with each other, we're gonna be able to accomplish some pretty cool stuff together. That's the intention.

Skot Waldron (37:13.934)
That's awesome. What are you going to do with these interviews? Can we get a hold of those too?

Steve Farber (37:18.464)
Yeah, so we'll be, the plan is that we'll be doing them as LinkedIn live interviews. And then of course we will, what's the word we'd like to use? Repurpose them as podcasts. So I have a podcast which has been kind of on the shelf for the last year and a half or so. It's called the Love is Just Damn Good Business podcast. So we'll probably.

start putting it out through there as well. Just make it available in as many places as we can.

Skot Waldron (37:51.562)
that's awesome. Very cool. Yes, man. Repurpose repurpose, you know? so if we want to understand when those live, you know, those are going to go to LinkedIn lives. How do we get out? We just sign up on the website or we connect with you on LinkedIn.

Steve Farber (37:56.246)
repurpose.

Steve Farber (38:07.85)
Yeah, just connect with me on LinkedIn. And then you can find me at SteveFarber .com. And we'll post some links and some links to the videos and whatnot in all those places.

Skot Waldron (38:27.556)
Okay. Awesome, man. Well, it's been a treat. It's been a treat talking to you. you know, loved hearing you four years ago and love listening to you now. So, thanks. Thanks for the insights and good luck on the re promotion of radical lead because yeah. Yeah. There's probably a few people that haven't heard about it yet. So just a few. So let's get it out there. all of you go check out the book and,

Steve Farber (38:37.804)
Well, thank you, Scott. I appreciate it.

Steve Farber (38:49.298)
I think just a few, yeah.

Skot Waldron (38:57.238)
It's free on audio for all those. I have clients that, they plow through books. I'm like, how are you planning through the book? They're like, I listen to everything on audio and I do it while I'm walking my dog. do it. I'm like, okay, then I like to mark up my stuff. like to mark up my books. Do you? Okay. Cool. Well, Hey, yeah, man, it's really good hearing for you. Good luck and all you're doing.

Steve Farber (39:10.4)
Yeah, yeah, me too. I do a little bit of both myself, for sure. Well, thank you for the invite, Scott. It's been a real pleasure.

Steve Farber (39:20.108)
Thanks.