157: 5 Traits of Highly Successful People

28:24Nick Bare:We wouldn't be in this HQ. I had a belief and that belief definitely came before my ability. And I thought really, really big, really big, but I had to start small. One, because I didn't have a team. Two, I didn't have the experience. Three, I didn't have any money to go any bigger than I was going. Took baby steps along the way, assessed wrist. took larger risks, assessed more risk, took larger risks, and we built to big. It's taken us 14 years to get to where we're at right now. I'm really proud of what we've accomplished in these last 14 years, but I'm really excited about what we're going to accomplish in the next 14 years because I have bigger visions now than I had in 2012.

29:26I've realized what is

29:31achievable. I've learned that when you think big, you start small and you build the big, you can keep building bigger and bigger and bigger if you stay focused and disciplined and committed.

29:50Think big. Start small. Build the big. But you got to think big. Successful individuals, successful organizations, successful teams, think big.

30:09teams that win championships teams that win super bowls people and teams that get gold medals at the olympics do you think they thought small do you think they said i'm just going to try to win this one game

30:32Nick Bare:and then before you know it they just end up at the olympics No, they wanted to be participating and competing at the Olympics years and years and years before they ever got there. But it had to start as a vision. And if you're not thinking big and you're not setting these goals way beyond where you are right now, you're never going to get there. I can promise you that because you don't just fall into it. It's not by chance. you call your shot, you call it. Successful people have a high tolerance for risk. Risk is, it's necessary. It should also scare you. It should intimidate you. But that needs to reinforce the necessity of calculated risk.

31:31Nick Bare:Uncalculated risk is irresponsible. and the risks that you take, they have to be weighed. They have to be considered. There's pros and cons to every risk that you pursue. But with risk comes oftentimes great reward, but it can work in the opposite direction of great demise as well, great destruction. the risks that you take don't have to make sense to someone else so you got to be careful with who you would ask advice from just like I shared when I first started BPN I took out a$20 ,000 loan to start the business it was called a career starter loan it was between my junior and senior year of college and I shared the story many times before.

32:31Nick Bare:This is part of the BPN founding story. But for those of you who aren't familiar with the story, between my junior and senior year of college, I had the opportunity to take out a loan with a military associated bank, USAA. It was called a pre-commissioning loan. And it was offered to army ROTC cadets who were contracted because the bank, USAA, knew that we were about to graduate from college, commission into the army, have a full-time job that was secure. So they offered up to a$25 ,000 loan. You didn't have to make any payments for the first 18 months. It was a very low interest rate. I got approved for$20 ,000.

33:19Nick Bare:I spent all that$20 ,000 on inventory for our pre-workout flight. Flight is still our pre-workout today. the formula has evolved over time, but flight was our flagship product. I spent all that money on that inventory with a manufacturer that was based out of California. So many people, friends, family, lots of family told me this was such a huge risk. You're going to graduate college in debt. Now, I was really fortunate. I didn't have to pay for school because the army paid for my school. I had an army ROTC scholarship, which paid for my tuition, paid for my room and board. I was given a small monthly stipend, but I had a military commitment and contract upon graduation.

34:23Nick Bare:so I didn't have any student loans. I didn't have any college debt upon graduating, but I was$20 ,000 in debt with a loan that I used to start my business. And so many people told me this risk is going to bury you. What are you doing? You just graduated from college, no debt, which is so rare. You don't have to take out any student loans. and now you're burying yourself in$20 ,000 of debt to start this supplement company that you actually think is gonna be successful. It's just you. What do you know about building a business? What do you know about the supplement industry? What do you know about e-com and building a website and fulfilling orders?

35:10Nick Bare:I don't know anything about any of that stuff, but I believe I can do it and I'm willing to learn. That was a calculated risk that I took. It wasn't off of a whim. I had a calculated risk that I was willing and able to assume based off of this vision that I had of what I wanted to build.

35:35There's this book that I'm reading right now with the BPN leadership team

35:39Nick Bare:by Jim Collins. It's called How the Mighty Fall. It's incredible. All Jim Collins' work is really good. I think a great book of his to get started is From Good to Great. And if you've ever read From Good to Great, that's a great starting place. But How the Mighty Fall, it's a short read. It's super insightful for entrepreneurs, business owners. but this book and Jim Collins work, he studies some of the greatest companies in the world, large companies, big companies and companies who have reached great success and then have crumbled, have lost everything. And he looks for patterns of what happened to these companies and he establishes these stages that I'll get into here a little later in this episode.

36:43Nick Bare:And the second stage of decline that he's identified with patterns of failing organizations and businesses is called the undisciplined pursuit of more. Risk, overreaching. He says that when an organization grows beyond its ability to fill its key seats with the right people, it has set itself up for a fall. Although complacency and resistance to change remain dangerous to any successful enterprise or person, overreaching better captures how the mighty fall. Overreaching happens when success leads us to believe that we are invincible. Arrogance and pride set in and individuals self-destruct. It is not external factors.

37:40Nick Bare:Listen to this again. Arrogance and pride set in and individuals self-destruct. This occurs when being bigger becomes more important than being great. overreaching, the undisciplined pursuit of more. This is when companies, this is when people start taking large risks that are not calculated. To be successful, you have to have a high tolerance for risk, but it's taking the right risks at the right time for the right reasons. There's no, There's no pride. There's nothing to be proud about just because you are a risk taker. But it's taking calculated risks. And sometimes other people aren't going to understand those risks and that's okay because they didn't do the calculations and they don't have the vision.

38:44Nick Bare:They don't know what you're trying to build and where you're trying to get to. Here's an example. another individual that I've loved studying and learning from is Phil Knight if you haven't read the book Shoe Dog which is a story of Phil Knight building Nike highly recommend it's uh it's incredible it's a great book the story of Nike regardless of how you feel about Nike. The story of Nike is, it's an incredible success story. So Phil Knight, he started Blue Ribbon Sports in 1964. And I share this story because he took huge risks along the way. Calculated risks, huge risks, but those risks that he took paid off.

39:39Nick Bare:Phil Knight started Nike, or sorry, not Nike. I'll get to that point. Phil Knight started Blue Ribbon Sports in 1964. So Knight secured distribution rights for the Western United States from a Japanese shoe designer for this shoe called the Tiger. And he went into business with his old track coach named Bill Bowerman. Well, they started doing pretty well. Blue Ribbon Sports, Bowerman and Knight's company in the early to mid 60s were selling this shoe called the Tiger. They were distributing it in the Western United States and all was going well. They were growing, they were selling more shoes, but tension started between Blue Ribbon Sports and this Japanese shoe designer.

40:36And it ended up ending in a legal battle. So Bowerman and Knight are building this successful shoe business by distributing someone else's shoe in the US.

40:53Nick Bare:It all falls apart. And seven years later in 1971, they have to get started all over again. so in 1971 Blue Ribbon Sports goes away and they rebrand to Nike and we know what has become of Nike and through that journey Knight had to take out many loans he had to run on empty for a long period of time I mean it was a struggle and he bet on certain athletes like Prefontaine, like Jordan and he nearly went bankrupt multiple times. I mean, not even able to pay payroll and employees and to see what Nike has become because he was willing to take these huge risks that were calculated, that were intentional.

42:04Nick Bare:But without taking these massive risks, there would have never been any type of reward.

42:14And I love the story of the building of Nike because it reminds me of the building of BPN on a much smaller scale. But those early days, those early stages, very similar.

42:31I think we see these giant companies, these super successful people, and we can just assume that they were always successful. These companies were always big. But just like Bezos and Knight, and even Michael Dell with Dell Computers, these businesses start in garages, they start in apartment rooms,

43:03Nick Bare:they start in basements with just one person and a big dream, a big vision and a high tolerance for taking you on risk.

43:18I think back to like the early days

43:20Nick Bare:of building BPN and I remember this one, this one specific moment, there's many moments like this, but I'll share this one. we were i say i i i think this was before my brother preston moved down to pennsylvania or from pennsylvania to texas to help me build bpn this was probably 2015 i remember where i was when this moment happened

43:532014 I end up in Texas I get stationed at Fort Hood with the 1st Cavalry Division I was a platoon leader an infantry platoon leader I was assigned to 212 Cav Bravo Company I was 1st Platoon we were the misfits that was our name and when you walked into Bravo Company, 212 Cav, right when you walked into the headquarters,

44:23Nick Bare:first platoon was the first office and I remember sitting in this office this one day and realizing that BPN was out of money and we had inventory bills that we had to pay. You know, this is well before we had terms with manufacturers. So now as we are bigger and more established, we have terms with manufacturing partners where we'll place a production order for one of our supplements. And because we have established relationships with our manufacturing partners, we'll place that production order. It'll go into production. It will ship to us when it is completed. and we have terms, meaning we don't have to pay for that inventory maybe 30 days after we receive it, 60 days after we receive it, in some cases, 90 days after we receive it.

45:21Nick Bare:This was before we had terms with manufacturers. So back then, the way that we had to pay for inventory is when I placed a production order, I paid for 50 % of that production order upon placing the PO. And then before the order could ship to us, we had to pay for the remaining 50%. So I had to pay for all the inventory before we received it, which is really challenging for a growing business because you're trying to manage cashflow, the money coming in and the money coming out. So if you're putting up all this money for inventory before you receive it, before you sell it, it puts you in a really strapped position.

46:06And I found myself sitting in this office, the first platoon office, Bravo company, 212 Cav, probably 2015, realizing I was out of money. So the first thing I did is I called up USAA again. I said, I need a loan ASAP.

46:30Nick Bare:And at that point, the career starter loan was no longer an option. I had to take out a personal loan with USAA. And at this point, I think I took out a$35 ,000 loan and the interest rate was outrageous because I needed it ASAP. I needed it like tomorrow to be able to keep the company afloat. And I received that loan. The interest was insane. It made no sense. didn't make sense to me. Definitely didn't make sense to anyone else, but I had to do it. If I wouldn't have taken out that loan, the company would have died off. I would have run out of money. And I could have stayed in the military and then just forgot all about this vision, this dream that I had.

47:26But I was willing to do whatever it took to keep this thing alive. the vision was so clear. The passion was burning deep. And I took many risks in the early days just to bridge the gap. And sometimes that's what you have to do.

47:49Nick Bare:Now we hear of these success stories, Nike, Amazon, Apple, these great founders, these great companies, these great success stories. But for every success story, there's a thousand who are unsuccessful. They couldn't bridge the gap. They weren't willing to take the risk. They weren't willing to bury themselves deeper to bridge the gap, to give themselves another fighting chance.

48:27Nick Bare:I can guarantee that for every person who has achieved success, they've had a high tolerance for risk at many different intersections and points of their life. And after enough exposure and repetition of taking you on risk, you get really comfortable with risk, calculated risk, not irresponsible risk, but calculated risk. And that risk is going to scare a lot of people. But I can tell you, after 14 years of building a business and have made many high-risk decisions, calculated decisions, some uncalculated, I'll be honest, you become very comfortable and confident with the risks that you have to take to get to the next level because you know that was required to get you here and what's required to get you to the next chapter the next phase is more risk because on the other side of risk is reward The third trait is that successful people are consistent.

49:47Consistent and consistency, it is sometimes overused and overhyped and overvalued. And I'll get into that. I believe it can be overrated at times. but it's absolutely critical and it's absolutely essential when applied in the right way. C.S. Lewis said, isn't it funny how day by day nothing changes, but when you look back, everything is different. I think back to 10 years ago. I think back to five years ago. I think back to last year. And from the day-to-day, truthfully, maybe you can relate. It feels like nothing changes. There are certain days where there's these moments of progress, these things that occur that are truly needle movers in the business.

51:05but generally day to day, it feels like nothing changes. Days feel pretty much the same, same routine, same structure, same meetings, same cadence. But if I look back a year ago, we weren't in this building. We've only been in this building for six-ish months in our new headquarters. a year ago we weren't in our new headquarters I didn't know I was going to train and complete an Ironman triathlon two months ago a year ago life looked a whole lot different a year ago but from day to day doesn't really seem like it five years ago a lot has changed. 10 years ago, a whole lot has changed. 10 years ago, I was at this point

52:13getting ready to get on a plane for a nine-month rotation

52:20Nick Bare:in South Korea with the U.S. Army. 10 years ago, BPN was generating about$2 ,000 a month in revenue. I was the only employee. I was a platoon leader in the same platoon, first platoon, Bravo Company, 212 Cav. And we are packing up our containers and our vehicles to get ready to go to Camp Casey, South Korea for a nine month rotation. I mean, a lot has changed in the last 10 years. But if you break it down from a day-to-day perspective, it feels like nothing changes. But that's a power in consistency. It's better be consistently good than occasionally great. What consistency is not is intensity.

53:22Nick Bare:There are times to be intense and to apply intensity. But Simon Sinek says, intensity is like going to the dentist. It is fixed in time. We know exactly which date we are going. We know how long we are going to be there. And we know when we come. and we know when we go, our teeth will feel smooth and look pearly. But if that is all we do, all of our teeth will fall out. In other words, intensity is not enough. You have to brush your teeth every day. You go to the dentist a couple of times a year. But if all you did is went to the dentist a couple of times a year, your teeth would fall out. you have to maintain day in, day out consistency.

54:23The reason that I say consistency is sometimes overvalued and overrated, and that consistency is only powerful when applied correctly, is because consistency can become a trap.

54:40Nick Bare:And here's how. Three reasons. blind repetition, stuck in the wrong path, and it can hinder adaptation. I'll break it down this way and I'll go into a little bit detail of each one of these three things. We can become so dependent on being consistent with our routines that it actually prevents success because we end up in this trap of being consistent, doing the same things day in, day out, routine, structure. But that routine and structure doesn't actually lead us to growth and adaptation or success. It feels really good to be in a routine. I mean, I can tell you from personal experience, when Steph and I travel and we go on vacation, for example, maybe you guys can relate.

55:41When we're on vacation, when we travel, we are out of our routine. We might be going to meetings, might be speaking, might be meeting with people,

55:53Nick Bare:might just be on vacation, going to dinners and sitting by the beach. But towards the end of that vacation, we always say, we're so excited to go home to get back into our routine because routine is comfortable. Routine is like a warm blanket. It makes us feel really good. And sometimes being in our routine makes us feel like we are actually accomplishing because we're checking the block of what makes us feel comfortable and content. But if that routine, that consistency doesn't lead us to growth, it doesn't lead us to adaptation, it doesn't lead us to this big vision and goal that we've set, well, then we're just kind of in a hamster wheel going around and around and around.

56:41I think we all fall victim to this. I love my routine. I do. And why do I love my routine? Well, for one, it's effective. My routine promotes health through working out and proper nutrition. It promotes rest and sleep and recovery.

57:08Nick Bare:It promotes me time and silence and solitude. It promotes time with family and work in a pretty good balance. But what else does it promote? Comfort. And while parts of my routine push me towards my goals to where I want to be, some parts of my routine hold me back. when is consistency a trap, blind repetition? It is doing the same thing without results and it's just noise. Consistency without a goal is useless. Stuck in the wrong path, sticking to a plan that isn't working or a mission that no longer serves you prevents growth and it hinders adaptation or can hinder adaptation. Rigid routines can prevent innovation and adjustment to new challenges.

58:14Is your routine or is your consistency, I should say, a rigid routine that feels good because it's comfortable? And is it preventing innovation and adjustment to new challenges? So as powerful as consistency is, it can also be overrated if it's not applied correctly.

58:44Nick Bare:And I believe that the most successful people, highly successful people, know how to leverage consistency so that it propels them forward towards their goals without holding them back and being stuck. So it's a question to ask yourself because I can tell you from personal experience, there have been times where I've been extremely consistent and it feels really good. My health is in check. My fitness is in check. My sleep is in check. My family's in check. but I'm stuck. I'm not working towards this goal because the consistent routine that I am in is holding me back from adaptation and new challenge, but it feels really good.

59:41Nick Bare:So I've found myself in this situation many times before. I'd love for you guys to challenge yourself and analyze your routines and your consistency to see if it's propelling you forward or if it's holding you back. Trait number four, highly successful people are focused. Coming off of the previous trait, consistency. Consistency and focus when combined are two necessary and powerful ingredients for overwhelming success. The question is, do you want to be good or do you want to be great? Now, I previously mentioned it's better to be consistently good rather than occasionally great. But the consistently good rather than occasionally great here, that is in reference to the application of work and frequency of application.

1:00:50Nick Bare:But in this context of which we're talking about, good versus great, we're talking about good and great as an objective measure of success, an executional standard. We should all strive to be great as an objective measure of success, an executional standard. But from the work that we do every day, the application and frequency of work, we got to be good. Day in and day out. Day in and day out. But working towards greatness. A lot of good days stacked consistently lead to exceptional and great outcomes and success.

1:01:42how do successful people determine if they are focused they get really good at identifying opportunities versus distractions

1:01:57i had to learn this the hard way over the years in the beginning of building bpn

1:02:02Nick Bare:we didn't have a lot of opportunities. So everything that was presented was an opportunity. But the bigger we became, the more people wanted to work with us, the more brands wanted to be involved, the more agencies that wanted to help and support. A lot of those which were once opportunities then became distractions. And the bigger we became, the more distractions were placed in front of us. So you'd be very careful because if you view every distraction as an opportunity, you're going to run yourself into the ground and you're going to spend all your time working on the wrong things. So here's one of the ways that I have found you can identify the difference between an opportunity and a distraction.

1:03:05Nick Bare:And it's by clearly defining your vision. I've shared this many times on the podcast in this past year, but a vision is made up of three components, core values, purpose, and goals. Your core values and your purpose, this can be for a business, it can be for a team, this can be for an individual or even a family. Your core values, what do you believe in? What do you value? What are your standards? Your core values and your purpose, why you exist, what you're aiming to achieve, your why. Those shouldn't change more than once every 100 years. In your goals, for large businesses, goals are predefined as 10 to 15 year targets, but for an individual or teams or family, your goals could be 12 month goals, core values, purpose, and goals.

1:04:10Nick Bare:If you can clearly define these, and when I say clearly define, you think of it in your head, you write it down and you share it with whoever it is applicable to. Like clearly defined means written or typed and printed and pasted somewhere. So you see it all the time. Core values, purpose, and goals. Clearly defined, written down, and shared. Those three components make up your vision. So when things are presented to you, you can very easily and clearly identify if it's an opportunity or a distraction. If that thing does not align with your core values, it's a distraction. If that thing does not align with your purpose, it is a distraction.

1:05:02Nick Bare:If that thing does not align with your goals, it is a distraction. So now you know what you say yes to and what you say no to. It's really easy once you clearly define your vision based off of your core values, your purpose, and your goals. Highly successful people have a clearly defined vision and they know very easily what's an opportunity and what's a distraction.

1:05:37going back to how the mighty fall by jim collins there's five stages like i said of decline stage one is the hubris born of success and again i highly recommend reading or listening to this

1:05:57Nick Bare:book. Stage two, undisciplined pursuit of more. Stage three, denial of risk. Stage four, grasping for salvation. In stage five, it leads to irrelevant or death. If you get to stage five, it's really hard to climb back from that. What happens during these stages of decline in failing organizations, how the mighty fall. They start focusing on the what and the how as opposed to the why.

1:06:40This is how you clearly define between an opportunity or distraction

1:06:44Nick Bare:and where most people become unfocused as they start focusing or thinking about or leading with the what or the how as opposed to the why. why are we saying yes to this thing? Why are we saying no to this thing? Not how do we make it work and what do we have to do to make it work? Why should we say yes? Why should we say no? And going back to that vision, core value, purpose, and goals. Does it align? If not, it's a distraction.

1:07:23Through some of this research, I came across what's called Packard's Law.

1:07:30Nick Bare:Started by or identified by HP co-founder, David Packard. David Packard says, a great company is more likely to die of indigestion from too much opportunity than starvation from too little. A great company is more likely to die of indigestion from too much opportunity than starvation from too little. This reinforces stage two of how the mighty fall, undisciplined pursuit of more. Saying yes to every distraction and every opportunity. Being unfocused. unfocused, taking on too much will bury you. You can't actually put the right amount of effort and intention to the things that are going to move the needle in your life because you're spending all this time on the things that aren't going to propel you forward.

1:08:38that are going to hold you back.

1:08:45Part of Packard's Law, a company's revenue growth is ultimately limited

1:08:49Nick Bare:by its ability to recruit, develop, entertain the right people to sustain that growth. So the key principles of Packard's Law, which is all about you are leading your company to destruction if you pursue too much, too much opportunity, too many key initiatives. Too many new projects. That is more likely to bury you than not having enough to work on. Starvation from too little. The key principles from Packard's Law. People are the bottleneck. You can't grow revenue faster than you have trained and empowered capable people to handle it. You need the right people. Invest in capability. Build talent and systems before growth demands them, ensuring people understand the product and core values.

1:09:44Nick Bare:Focus on A players. Attack and retain exceptional individuals who align with core values and deliver results. Isn't it amazing how important core values are and alignment between core values? And growth follows people. Sustainable, great growth happens when disciplined people and disciplined thinking leads to disciplined action. Focus is disciplined people, disciplined thinking, and disciplined action. Discipline is focus. Again, I love this quote. More likely to die of indigestion from too much opportunity than starvation from too little. Successful people are focused and they spend the right amount of time on the right things.

1:10:39Nick Bare:The right amount of time on the right things. Discipline, focus. And trait number five, successful people are adaptable and resilient. I'm sure you've heard this a million times before, but I want you to think of adaptability and resiliency in a different way because adaptability has a proactive and a reactive approach. Most people just think of adaptability in terms of the reactive approach. Something happens to you and the reactive approach or response is some sort of change. But highly successful people as they're looking into the future and they're backwards planning, there's a proactive approach to be adaptable.

1:11:33Nick Bare:They see the changes that are happening before they even happened. So there's a preparation for anticipation of change. Yes, highly successful people are going to be faced with obstacles and adversity and change, and they have to make a decision on the fly. How are we going to respond and react in real time in response to this change. But more importantly, highly successful people, they see the change before it even happens. They are looking well into the future. They're following changes and they can anticipate it coming before it even does. It's one thing to be able to react and respond. It's another to be able to anticipate change based off of your just intuition and awareness.

1:12:30Nick Bare:And that intuition and awareness just comes with time and repetition and effort. I was listening to another one of David Sanra's podcasts with Michael Dell. Michael Dell, founder of Dell Computers. And he said, I stood up and told the company, being Dell Computers, that five years from now, we will have a new competitor. And that new competitor is going to be in every business that we are in. And they're going to be faster, more efficient, and more capable. And they're going to put us out of business. And the only way that we're going to prevent that is by becoming that company. It's gut-wrenching stuff to reinvent and reimagine your business.

1:13:21Nick Bare:But if you don't do it, you go out of business. This is the proactive adaptability and resiliency approach that I'm talking about. Looking five years into the future, where's the industry going? Where's product going? Where's service going? And what changes do we have to make right now for anticipation of that change to be prepared so that we don't go out of business. It's not responding and reacting in real time all the time. It's being proactive. There's a mindset shift that is required to be adaptable and resilient. Adaptability is not just how you respond to setbacks, obstacles, or disasters.

1:14:08Nick Bare:It is how you respond and even welcome, welcome change. change. Highly successful people aren't afraid of change. Change breaks the brittle. Highly successful people welcome change. Because change makes things exciting. It puts you on the offense as opposed to the defense. You get to set the new trajectory to be a leader in the space and have others follow you. you have to set realistic expectations the landscape in which you are operating will probably look different next year it will certainly look different five years from now and in 10 years you might not even recognize where you are compared to where you started and that's okay the key reminder is you cannot become married to what now looks like because now is going to change.

1:15:08Nick Bare:Just to be willing and able to be adaptable and resilient to that change and welcome change.

1:15:18Jeff Bezos has this day one mentality that I'm currently obsessed with.

1:15:26Nick Bare:And this was part of his 1997 letter to shareholders. And it's a mindset and mentality that I've adopted and shared with the BPN team. And this is driving us into 2026. And I think it is so important, not just for business owners or entrepreneurs or founders. This day one mentality and mindset is important for you as an individual, as a partner, as a husband, as a wife, as a parent, as a friend, as a team member. This day one mentality is, it's grit, it's hunger, it's ambition. Whenever you start a new pursuit of a goal, there's this energy around it, right? You start a marathon prep. You're jacked up, you're excited.

1:16:30It's day one, it's week one.

1:16:32Nick Bare:And then week two comes and week three comes and week four comes and that fire that's lit inside you, it dies a little bit. That grit, that ambition, that energy, it dies a little bit. It's a personal responsibility to maintain that fire. Find whatever you got to do to keep those logs in the fire, to keep it burning. you know, it's a new year. It's January, 2026. There's a lot of people who say they want to change their life this next year. Going to make massive change. January, people start working out. They start eating healthier. Start reading self-help books. They build in new rhythms and routines to change their life.

1:17:26But there's countless statistics that show that most of these people who start these new routines and habits

1:17:35Nick Bare:don't last more than a couple of weeks, if that. It's sad. It's sad because it's self-sabotage. Because people switch from the day one mindset and mentality to a day two mindset and mentality.

1:17:58Nick Bare:day one as Bezos said is both a culture and an operating model that puts the customer at the center of everything amazon does the day one mentality is a philosophy emphasizing treating every day like the first day of a startup focusing on obsessive customer attention long-term vision, bold innovation, high-velocity decision-making, and resisting complacency to avoiding day two, which is decline and death. It means staying curious, nimble, and experimental, prioritizing outcomes over rigid processes, and constantly reinventing to stay relevant and customer focused. Day one versus day two. Day one focuses on customers.

1:18:50Nick Bare:Day two focuses on internal challenges. Day two has a high quality, high velocity decision-making model. Day two, bureaucratic consensus-based decision-making model. Day one embraces failures. Day two fears failures. Day one, nimble organizational structures. Day two, deeply layered organizational structures. Day one, small teams who own what they create. Day two, large teams with many dependencies. Day one, prioritizes long-term sustained value. Day two, prioritizes immediate short-term value. This is not just applicable to businesses and founders. It's applicable to everyone. You got to keep that day one mindset and mentality burning.

1:19:45Think of those early days of BPN. Whatever it took.

1:19:50Nick Bare:Wake up, fire burning inside. Keep that fire burning at whatever cost. Find a way. Because as soon as that fire starts to go out a little bit, turns into embers and ashes, you're cooked, you're toast. Day two mentality and mindset is complacency, which leads to decline and death. Challenge yourself. Be disciplined, committed, and consistent with your goals. And keep that day one mindset and mentality alive and burning. Keep that fire lit. because as soon as you succumb to a day two mindset mentality,

1:20:45you're off course. I can promise you that highly successful people

1:20:54Nick Bare:find a way to maintain day one mindset and mentality. They keep that fire burning. So that's five traits of highly successful people and organizations. Hope you guys enjoyed this one. And as always, go on more.