018 Lifetime Learning with Daniel Marcos

CEO BrainFood

00:53 – Michael introduces today’s guest, Daniel Marcos

02:47 – Why everything starts and ends with the CEO

05:10 – Daniel speaks to why the strength of the founder usually becomes the weakness of the company

07:12 – Level Five Leaders

09:39 – The Southwest Airlines example

10:56 – Daniel’s entrepreneurial journey

16:50 – The importance of coaching

20:45 – Daniel speaks to his fundraising prowess

25:39 – Keeping up with the speed of scaling as a CEO

30:01 – The decision to leave his company, travel, and go back to school

32:13 – Daniel opens up about his mortgage company that failed in 2008

35:21 – Building the Growth Institute

37:44 – The value of learning through reading

39:14 – The importance of self-care

40:41 – Stages of growth

45:39 – Understanding that business plans change

46:04 – The second growth stage: sales

48:47 – The third growth stage: scaling and infrastructure

51:13 – The fourth growth stage: dominating your industry

52:03 – Differentiating between being an employee and owner of a company

54:56 – Michael and Daniel discuss core values

59:20 – Michael encourages the audience to visit Daniel’s website

59:50 – Daniel talks about his Master of Business Dynamics Program

1:02:37 – Michael teases the topic of the next episode of CEO Brain Food

1:02:52 – Where to find Michael’s Functional Team Scorecard

TWEETABLE QUOTES

“Usually what I’ve found is the strength of the founder becomes the weakness of the company.” (05:16)

“We as coaches need coaches. We cannot coach ourselves.” (19:46)

“So whenever you’re doing something you want to do, something that is a challenge, you do it well. When you see it as a problem, then you’re gonna do it well.” (31:16)

“And, by the way, the more I learn and the more exercise I do in the morning, the better day I have after.” (39:01)

“People believe they can do a business plan and they’re going to execute the business plan exactly as they thought. No way.” (45:39)

“So that’s when you begin scaling, after sixteen to twenty employees. And you have to build and invest in infrastructure. And then you have to align and simplify the operation.” (50:12)

“The only way to bypass this growth is really throwing a lot of money to fix mistakes and problems.” (57:30)

RESOURCE LINKS

Michael’s LinkedIn

Michael’s Website

The Functional Team Scorecard

Daniel’s LinkedIn

Daniel’s Website

BOOKS MENTIONED

Good to Great: Why Some Companies Make the Leap and Others Don't

Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm