David Anderson | From Fraternity President to the White House to Worldwide Advocate for Entrepreneurs

John Corcoran 12:05

Yeah, shortly briefly on the note thing that extend it to the staff eventually, as well, when I left the White House in 2000, I wrote a note and left it in my desk. And I found out later that the person who inherited my desk who became a writer after I had been in presidential letters and messages, had seen it and wanted it was before the internet over the internet was around but there wasn’t a Facebook and stuff. And I ended up coming through DC this is like a year into the second Bush administration. And we ended up getting lunch together. And now we’re Facebook friends is funny, we keep in touch. So it’s really that’s

David Anderson 12:38

awesome. And cool. You know, you and I, you know, you and I, we’re in an era where politics was civil, for the most part, and we worked for a common good. And again, we’re not going to get into politics here. But that’s the way it should be. You know, we do bad stuff. When I worked in DC, and I’m older than you some of my absolute best friends. I hung out with work Democrats, and we would do battle during the day, and then we would go drink at night. And we would be like, we won that vote. You lost that one. But it was for for a greater good. Yeah. And, um, you know that those were good days. Yes. I

John Corcoran 13:15

couldn’t agree more. You know, when you are the lead advanced person, sometimes you have to be the guy who stands up to the leader of the free world and says, No, sir, I’m sorry, you can’t go this way. Or you can’t do that. Or you can’t do that. What was that like having to be the one? You know, everyone say? Give it to David Hill, tell them and you have to stand up there. There’s 80 People in this line of people that are waiting, you have to be the guy who makes the decision.

David Anderson 13:43

Yeah. I will tell you knowing a lot about your boss who actually I have a lot of respect for and regard for. They were very different in that 43 was about being on time. Let’s go. Let’s go. Let’s go. Let’s go. Let’s go. Let’s

John Corcoran 13:59

  1. Very big difference between those two?

David Anderson 14:01

Yeah, your boss was a little bit more willing to stand around and linger. So it was always with 43. Let’s go Dave, why are we standing here? Let’s go. Let’s go, you know, what are we doing here? And I’m like, wait, you gotta wait, hold on, you know, I’m getting people yelling in my ear. You know, we were the earpieces. And we talking to our sleeve and all of that kind of slump and doing that. But I will tell you I remember an incident with the 41st President, President Bush’s he turned around while he was working a rope line. And he asked me a question. And he did not like the answer. And while he was no one who would ever yell. He gave me a look. And he just said to me, why did you do that? And I felt like I was getting yelled at for like 30 minutes. He didn’t know when the president of the free world starts. Korea just starts questioning you on what you did. You kind of it, it gets your attention. Let me tell you,

John Corcoran 14:57

that’s funny. That’s fine. You know, one of the things People ask me a lot about his, you know, what was it? What do you know about Bill Clinton’s charisma. But I would take that beyond Bill Clinton because I’ve been around a lot of leaders, a lot of different leaders. I’ve been around I’ve been fortunate to be around Brock Obama, he has a different kind of charisma than the Brooklyn and the bushes have different kinds of charisma. And you know, even though I didn’t vote for the second Bush, when he came around, I recognize he had tremendous charisma, and just really a rabid following. So, what is it being around those types of leaders? What do you think it is that enabled them to get people to follow them because ultimately, being a president is about getting a country of people to follow your vision?

David Anderson 15:46

Yeah, that’s a great point. Um, you know, I know many people to President Clinton from the Bush years, who well did not at all agree with his politics and stuff, but had a chance to meet him. That said, it is virtually impossible to not like them. You know, he said, It’s, he said, You cannot not like him now, because of his charisma, and the way he drew you in, and the way he was able to make you feel like you were the only person in the room when he was talking to you and go through that. And that’s a special skill. And he’s probably the best politician, you know, in my lifetime, that there is, but that ability is how you get people to buy into your vision and to bring that sense of loyalty. And we’re going to do this together. Now, both President Bush’s they were very different types of charisma. But, you know, they were both some of the most genuine people I knew, you know, 43 would choke around had nicknames for a ton of people. And, you know, what you and I got to see that people didn’t is the behind the camera, rather, in front of the camera, when I saw both of them sit with, you know, the families of, of soldiers that had lost their life, or the people in the Points of Light Program that the first President Bush did. And you see that behind the camera stuff that there wasn’t there for. That’s how you really get to know people and you really understand and you see into their soul, and a lot of ways of what, you know, really matters. So many people just, you know, these are politicians to get votes. But all you and I both had the privilege of working for president who, who I do believe had a true sense of caring public service to do for the greater good.

John Corcoran 17:42

You spoken very high. You mentioned Andy Card, you spoken highly of him in other interviews, what was it about Andy Card? Of course, Andy Card was a second President Bush 40 threes, first Chief of Staff, what was it about him that was so that you were so impressed with?

David Anderson 17:58

Well, he had he was deputy chief of staff in the 41st White House also, then went on to be Secretary of Transportation, just very genuine, you know, very, very genuine, not one ounce of being full of himself. Um, you know, he’s, you know, some would argue the second most powerful person in the world even more than the vice president. And, you know, Kim and Josh Bolton after, um, you know, any hardwood, you know, we’d be standing in hallways, and they’d be like, Dave, what can I do? You know, is there anything you need, you know, it, they just weren’t genuine people. And that’s what I took away, even at my young age that it sounds in, you know, Leader Is Not A Title goes all the way back to that, that, you know, I’m sure you’ve heard the stories of some chiefs of staff that are complete assholes. That doesn’t make them a leader, you know, a leader is when they, you know, they have the same level of respect and regard for a lowly advanced person like me, versus, you know, their counterparts in foreign countries, other cabinet members, you know, whatever. I read a quote once or somebody told me a quote, I’m going to butcher this, but the true the true showing of somebody’s character is how they treat people that can do absolutely nothing for them. You saw that in, you know, those types of Colin Powell the same way, just genuine people who care that are full of themselves. And you know, are there like Dave, what car do you want me to go to? Where do you want me to go tell me where I can be a room here. Nothing pretentious about any Condoleezza Rice? Yeah, one of the smartest people you did not her own staff with debate. Are you about who was going to briefer cuz they knew she knew more than they did. But the nicest lady in the world, you know, really just great. Wow.

John Corcoran 19:57

I want to get to talking about the entrepreneurial endeavors. But before we do that, I do want to ask about 911. Because after 911, you were, well, you’d started your company at this point. But you know, as we’ve said, you know, once you’re in politics, you kind of stay in it, they keep it in. It’s kind of like The Godfather. And so you were still doing these international trips, what were trips like with the president after 911, compared to before?

David Anderson 20:25

Yeah, it was crazy. Now, I was not with President Bush on 911. But I have many friends who were and you hear them talk about that day. It’s, it’s kind of crazy. It’s very emotional. Karl Rove gave a speech once that I was at where he was asked about that day, and he spoke for probably 20 solid minutes on it, and you couldn’t hear a pin drop. And you know, he was right there with them. Um, but you know, in a lot of ways the world changed on that day and more, it did not kind of it did change from the world of advanced, we went from security to hyper security. We went from, you know, a motorcade just regular motorcade to motorcades with a vehicle and it that would check the air sniffing the air, you know, for anthrax and that kind of stuff on the days of meeting directly after we went to, you know, just Uber background checks, like you’re familiar have to be even in the vicinity of the President in so many ways, it’s really sad, that the world had got to that level that we had to protect, you know, not only our country, but our leaders to such a level, you know, like that. And, you know, some of those things remain in place, some of them as time has passed, die down. But especially with when you’re with the Secret Service, everywhere you go, you know, their job is to protect it. So there’s an Uber cents of every you know, pathway, you take everywhere every car pulls into Park, where, you know, the random person walking around it, you know, it’s significantly changed our presence travel,

John Corcoran 22:09

and just huge barriers that blocked off street after street industry blocked off, you just can’t get into these these zones at all, anywhere near where the President is located. Usually, let’s put this pivot to talking about your marketing company. And I’m fascinated, fascinated by this, because I went from government to law and then entrepreneurship. But was it was it challenging to make that pivot? And, you know, in particular, how did you, you know, learn about starting an entrepreneur, starting your own your own venture, after having spent years in politics.

David Anderson 22:44

So when I left the White House, I wanted to get out of DC, and I moved back to Arizona, and I really had not a clue what I was going to do. I really didn’t. And then still a very good friend of mine, his name’s Gordon James, he has a PR firm Gordon C. James PR. He grew up in Arizona, and he had a PR agency, he had already left the White House and said, Hey, would you like to start an office for me in Arizona, I may want to move back there someday. And so I kind of I wasn’t a pure entrepreneur then. But I did kind of do a startup for an entrepreneur. And I learned a ton on doing that. And he gave me immense ability to do that. And then over time, you know, another opportunity came up, I went to work for an agency. And then in a story, I can tell another time, that would take a lot of time I got fired. And I was kind of like, Hey, I’m going to go try this entrepreneur thing. So myself and my business partner. You know, we call ourselves a VC funded company, VC being Visa cards. He used to start the agency, and it was just jumping in both feet, made just about every mistake you can make in this world of hard knocks, but just perseverance, and I will tell you politics taught me the importance of just perseverance, you know, going forward every day, you know, poll numbers are up one day down the next up the neck down the next year, you don’t have a chance look at you know, President Biden, you know that nobody gave him a shot at it before South Carolina. And all of a sudden that change, literally overnight from this guy doesn’t win South Carolina. He’s out to you know, winning South Carolina and going on and taking the nomination. And so, you know, politics is a lot of perseverance and just going forward and not giving

John Corcoran 24:47

  1. You know, I joke with people that my startup experience my.com experience was, you know, working for one president who was impeached and a governor who was recalled those are My My setbacks, right. And so like that was my kind of personal experience with the.com failure. But one of the things that’s hard coming out of an early success in your career is being willing to take chances later in your career. So what do you think? Was it in you that you emerged from the White House? Here you are, you’ve been lead advanced guy for the White House, you’ve had the President of the United States, who is is listening to and then you get fired, and you have to hustle for clients, some people wouldn’t be willing to tolerate that, that would just be too much, it would not be acceptable. So what do you think it was that allowed you enabled you to continue fighting through all that?

David Anderson 25:41

Yeah, that’s that’s a great question. I have to tell you a story along that I hope people don’t get tired of our stories. But my business partner and I started our company in about week two into it, we were making calls to people, hey, we’d like to meet you and tell you when he kind of I’m old again, going through the Rolodex type of thing. And he’ll still tell this story that one day I go, this sucks. When you work for the White House, everybody takes your call, oh, yeah, people out of meetings to take your call. And I always getting like, rejection after rejection after rejection. I’m going through and you know, I’ll be honest, I had the pressure on me, I’m a baby on the way, you know, for I’d been married for about two and a half, three years. And my wife is amazing. And I’m only where I am today because of her. Um, but I kind of promised her that we would be at a point, you know, within nine months that she didn’t have to go back to work. We weren’t going to be living large, but she wouldn’t have to go back to work. And she said she would. But luckily, you know, I think we were able to take home like, you know, $1,500 a month to pay enough for the mortgage. And, you know, we had a look,

John Corcoran 26:57

I think that was more than I made out of the White House. I don’t know about you, but that probably Yeah, that’s very

David Anderson 27:01

true. That’s very true. And so it’s just, you know, I think if you’re an entrepreneur, um, you just better accept that it’s gonna be a rough road. And it’s perseverance. It’s the unwillingness to give up. And, you know, again, I, you know, I saw that politics, I saw that in other things that I just kind of absorbed, it is the best. Yeah, the best way to explain it. Let’s talk about

John Corcoran 27:33

you’ve had a couple of other entrepreneurial ventures along the way, some of which we did well continue to do well, and others, which haven’t, let’s start with the ones that didn’t. So you had a publishing company startup, that was a learning experience, it was a magazine that you started, what are some of the lessons and takeaways takeaways from that experience?

David Anderson 27:54

Three takeaways. The first one is just because you have one success does not mean your second and third will be successful. Don’t get so full of yourself that oh, look, my first company did braids, crushing it, the next one will be just as easy because history doesn’t always repeat itself. The second was, is that Roger and I, my business partner brought on a third partner to start this other business. And it was a horrible relationship, and the importance of knowing who you’re going into business with. I learned the hard way that because I had one partnership that has worked out great now for 24 years, that every other one would. We weren’t aligned, there was a lot of, you know, challenges on that went on that. And then the third thing I learned, before you

John Corcoran 28:47

get to that third one, what would you do differently to that a potential business partnership with the knowledge that that one didn’t go? Well? So in other words, what if I’m thinking about partnering with someone? What should I be thinking about before I partner with someone?

David Anderson 29:00

Well, two things is my business partner, Roger and I worked at the last agency that got fired from for two years. So we got to know each other really, really well. And we knew each other’s strengths and weaknesses really well, the new partner we didn’t know that well at all. The other thing I went when I’m asked how have you made a partnership last for almost 25 years now. Roger and I when we started, we sat down and we clearly defined who had the final say on what things in business even though we were equal partners and that kind of stuff. The business side the finances he all we talk about we can get into an argument yelling chat, but at the end of the day, it was my decision. And same thing goes on the creative the client side with him. Were there things that he were stronger at and while I may not agree and we jump up and down yelling that he had the final say, and these that has lasted for 24 hours yours. And you know, there’s a lot of respect for that. made it work. We didn’t do this with this person. We weren’t aligned. He, he worked really hard. But I would say we had different work ethics of what we what we wanted to do.

John Corcoran 30:17

Yeah. And then that’s great. Bless. And then there was a third lesson which I interrupted you that you said, you got from that experience?

David Anderson 30:24

Yeah. The third lesson was Do your homework on the industry are getting into, again, you know, we started a very successful, we’ve been fortunate beyond belief with the marketing agency, and even back then, so we were like, oh, publishing, how tough can that be? Let’s do it. You know, we jump right in, even though the third partner had experience in that, Roger, and I didn’t do our homework on really understanding what it was going to take how long and, you know, I, unfortunately, I’m a slow learner. And I’ve done that again, and other startups where it didn’t, you know, you know, as well as I do, as entrepreneurs, we have the squirrel syndrome, you know, we race off with the next shiny object. Do your homework, really understand what you’re getting into before you, you know, dive deep into it?

John Corcoran 31:10

Yeah. And now you have another company, LighthousePE, which is a SaaS based software company, how did you do that differently than that has been more of a success?

David Anderson 31:21

Yeah, well, that’s still I will put in the startup category, we’re a couple of years in now we are post revenue. So we have money coming in. Um, and you know, we built the right team, we have the right team. As a matter of fact, I started out as the CEO of that for the first three years. And then I finally realized I’m not qualified to bro a SaaS based company, I don’t have the knowledge. So we brought in a CEO with the experience to do that. From the lesson I’ve learned. So it’s we surrounded ourselves with the right people, we brought in the right expertise, I’ll be honest, I didn’t do all of the homework to the extent I should have before we started it. And so there were a lot of hard lessons learned getting to where we are today. But we kind of took those learnings from you know, past mistakes. Yeah.

John Corcoran 32:13

And then Off Madison Ave, I want to ask about that. One of the things? Well, first, I want to know how you got the name for it. Because you know, a lot, a lot of companies out there will try and be a lesser version of their competitors. And to me, and maybe I’m reading into this, it seems like you’re embracing your different different pneus. Right. You’re you’re based in Arizona, you’re not even in New York. Right? So is that was that the idea behind it?

David Anderson 32:41

It absolutely was, it was we’re in Arizona, and it was that you don’t have to go to Madison Avenue, New York to get the same type of talent, expertise, my business partner, Roger Canfor, McCain from McCann, Erickson worldwide. They still may be but they were the largest agency in the world at that point. So what you said is exactly right. You know, we were like, Let’s embrace it, you know, and when people say, Oh, that’s really interesting, you know, how did you come to that name, it was like, look at the caliber of people that we have, they all have the same type, and in some cases better than what you’re gonna get on Madison Avenue, and it’s going to be a lot cheaper. Um, and so yeah, let’s say we kind of embrace the, you know, our location and where we are.

John Corcoran 33:29

And that’s, like, commonplace after the pandemic, you know, people don’t think as much about, well, where’s my agency located? Are they in Midtown? Manhattan? Right, you know, but 22 years ago, that must have been maybe a harder sell.

David Anderson 33:43

Absolutely. 1998. I mean, the Internet was at its infancy. At that point, if you you know, if you go back and look at, you know, 9798, where the internet was then versus now. It’s, you know, it’s completely different. I mean, the internet and especially COVID has pushed us to a global economy, a global world, more than, you know, who I think we could ever imagine a good friend of mine who’s an EO member, Joaquin Cordero at a in Guatemala, he said to me, it’s been many months now. He said, you know, Dave COVID, made the future come faster. And I 100% believe that in probably by a factor of 10 years, if you really want to get down to it, of how literally almost overnight, we went from a world where 90% Of all people went to an office every day they did their work, to almost the entire world working from home, other than the manufacturing and you know, there were things you have to go to the office for. But it’s been fascinating to watch. It’s been difficult, but I think we’ll all look back and go wow, look at what we experienced and what we accomplished.

John Corcoran 34:59

You Yeah. And I want to ask when you came to EO because a lot of a lot of yours I interview, they had some breaking point or something where they needed help. And is that how you were drawn to EO or was it a friend? How did you end up in the community?

David Anderson 35:15

Yeah, you know, I was a member of this stitch before EO. And it was a great group, super expensive, and stuff. And my forum and Vistage kind of broke up. And I really kind of wasn’t doing anything. And then somebody talked to me about EO. And it was, so I joined in 2009. So we were starting to come out, you know, the hardest part of the recession was over. But I needed help. And I knew, I mean, I was beat down, I was exhausted coming out of 07 08. And I just needed to be around people that could you know, that quite honestly could feel my pain, commiserate with me. But also give me you know, that opportunity to learn and grow. And because I had was only in Vistage, I don’t even know if it was a full year, I got a taste of it. And so understanding the forum’s that make up EO was really what drove it drove me to it.

John Corcoran 36:17

Yeah. Now, we were chatting beforehand, you said that you at this point, are entirely removed from day to day operations with with your business, which is kind of the place that all entrepreneurs want to get to are most do. But you also had some false starts building towards that point. So what did you try that didn’t work? To get yourself removed from the business? So you weren’t in an operational role?

David Anderson 36:45

Yeah, yeah, I am very fortunate that both companies Off Madison Ave and LighthousePE, that there’s GM CEO that run, you know, both of those individual companies. And while I’m still involved at the finance level, on some aspects of that, I have no day to day role with clients or operations, workflow, any of that. And, you know, it took me three tries, honestly, to get this right. The first one, I hired a former agency president from a different market and brought him in to kind of take over and the mistake I made was, I hired him, I brought him in, like, let’s just say it was a Monday and on Monday afternoon, I was like, I’m out. Good luck, you know, hope all goes well.

John Corcoran 37:34

You know, that’s not that’s not the approach you recommend, is what you’re saying? Yeah, no, I

David Anderson 37:38

would highly recommend, I’d not recommend because within six months, um, uh, that person was gone. And I think three of the five leadership team members had left, um, you know, they had hired people you’d hired had left, man, that’s pain. Yeah, they came in because the new guy was so miserable, and trashed our culture. I could go on on that. So I jumped back in and you know, we kind of got it back up. And then the next time and this is kind of a relevant story, because I know there’s a lot of companies out there that are doing EOS, or scaling up and stuff like that. And we went on to do with EOS. And I, again, was now ready to not be involved day to day. So I didn’t take a visionary role or an integrator role. And I didn’t really participate in any of the L 10. ‘s or anything. And I backed out too much. I didn’t have the level of accountability needed. I wasn’t engaged enough. And within six, seven months, again, against it was a train wreck. Again, several leadership team members left for a variety of reasons. And the second half of 2019 was not great. So I jumped back in and this time, I looked at it as a marathon versus a sprint to get out of the weeds of the day to day and, you know, really was involved helped. We now have her name Sasha, who runs our day to day of the of the organization and she came up through the ranks. She understood the organization. She had a great relationship with most of the staff that we had and I really helped mentor and coach her and I and I still am very I do one on ones with her all the time. There’s through the EOS. We have level of accountabilities now to make sure that you know things are getting done and moving in the right direction. I learned that I can help her learn and grow, to get messages across and do things now. doing it the way that I would letting her do it in her ways, but it was much more of a transition into this role. And you know, she’s fantastic. I had hired a CEO, like I talked about on LighthousePE, because I just wasn’t qualified to do it. He’s doing a great job. And, you know, things were moving in the right direction. Yeah.

John Corcoran 40:21

You know it. And that is a natural transition into the types of coaching consulting that you do for other entrepreneurs. Do you find that when you’re helping other founders? Are you helping other executive teams, that they have a similar similar to you kind of eagerness to get through something faster than they should? And that you’re having to say, Okay, guys, one thing after another, this is going to take a little while, but we’ll do it right.

David Anderson 40:49

At 100%. You know, it is definitely a marathon, not a sprint. And, you know, it’s also in the thing that we, as entrepreneurs, always the best said, it’s ensuring a level of accountability, just because you’re not involved anymore, doesn’t mean that you still aren’t monitoring and watching you kind of like, we’re too small of a company to have a board of directors, but you kind of become the chairman of the board, where your job is, is to, you know, be an independent eye watching over the business of what’s going on with the right key, guys, the right, you know, processes you put in place to forward. It’s not just about, you know, here’s where you deposit the check. You know, I may come by because I need to make copies. On certain days, you know, you have to, you have to play a role.

John Corcoran 41:45

David, you traveled the world as lead advance, representing the president and representing the White House representing the United States of America and in, you know, in countries around the globe, and now, you’re you just got back from a trip to Switzerland, you’re traveling the globe, representing entrepreneurs, organization, 16,000 members worldwide, you go into different countries, whether it’s virtually in person representing that organization, what is it like for you to be in this role? Now? Reflecting back on your previous experience?

David Anderson 42:17

Wow, great question, I will tell you, it’s almost like this, the gods knew what my role was going to be an EO because of the training I got through what I did, working, you know, in the White House and doing things so prepared me for what I’m, you know, doing now, you know, my greatest learnings from all of that is understanding the cultural differences around the world. You know, I’m just going to be blunt and honest, you know, we as, as North Americans, have a tendency to think that, you know, the way we do things the way everybody else should do things. And, you know, I have learned so much about different cultures and how people interact and how they, you know, how they interact, not only in business, but as family members, and how that transcends across so many lines, the cultural aspects of what I’ve learned in both of those roles, has been a learning that you can’t really put, you know, a price on. I also, you know, even within EO, you know, you have to mediate things between not only member to member but members in different countries and east versus West sometimes of, you know, how that done. So, it’s in a lot of ways, it’s a very diplomatic role. It’s like, you know, almost like an ambassador thing, where, and that’s really how I look at my role on the organization’s number one ambassador, we have an amazing CEO, there is a ton of great leaders in our organization. You know, that goes on, but I would say it’s a privilege in both cases, you know, to did what do what I do in the past, but now also as, as the global chair for EO.

John Corcoran 44:07

I’m a big fan of gratitude. So if you look around at your, your peers and your contemporaries, however you want to define that it could be others in your industry, it could be you know, you know, for maids, it could be members of the global board. It could be mentors along the way. Who do you respect? Who do you admire that’s doing good work?

David Anderson 44:28

That’s a great question. You and I talked about this a little bit beforehand. So the first one, I’m going to tell you why because I this isn’t the answer you’re necessarily looking for. Let me put it this way. But the number one first one is my wife, Debbie. And the reason that is is because if you’re an entrepreneur, if your spouse, you know, partner, whatever it is, isn’t side by side with you supportive of what you’re doing. I’m willing to support you in the best of times in the world. The times when Hey, honey, sorry, we’re not taking a paycheck for the third straight month, you know, it’s not gonna work, the stress that it causes at home and in personal lives. So, you know, the credit to our excess money, you know, our success goes to her and Roger’s wife, also, because they’ve allowed us to do this and support. So utmost respect for those spouses, partners, family members that stand side by side with entrepreneurs and say, I’m with you, no matter what it is, is the most important thing. After that, I look to some of the people in EO Gary Bush skin, who is one of my greatest friends and an EO Arizona member. He when I came on to EO I got right on the board, they needed a marketing person. And Gary was the president of the Chapter At that point, just like you’re on the board. Now, Gary was the president. Gary has been a mentor, and somebody I go to since the day I started there. 12 years later, I would not be chairman of this great organization without Gary, who has always, you know, Ben, by me going there. Yeah, so you know, I would say those two, but there is a long, long list of people whose shoulders I stand on that have allowed me to get to where I am now.

John Corcoran 46:28

That’s great. Leader Is Not A Title is the book. What inspired you to write the book?

David Anderson 46:34

Ah, you know, that’s, that’s a great I just, I was talking to a friend one day, and he had written a book. And I was like, I’ve got nothing to write about. I have no book to, you know, and he’s like, that’s not true. Really think about what you’ve learned and my Leader Is Not A Title is a culmination of what I learned. You know, I worked on Capitol Hill also, before I ended up in the White House, I worked for I was a staff appointee to two presidential commissions, where I worked for an admiral a full colonel, where I worked with generals. And it’s a combination of what I saw in my in that, that government life versus what I saw from other great leaders in EO and people around me, who embodied kind of the things I talked about, of Andy Card, Josh bolt, Condoleezza Rice, Colin Powell, those people, I just kind of got to that point. Yeah, that’s great.

John Corcoran 47:35

David, this has been great. It’s been such a pleasure talking to you. Where can people go to connect with you learn more about your, your coaching, and the various work that you’re involved in? 

David Anderson 47:44

So dwaleadership.com is the website for the work that I do on the consulting and that you can find me on LinkedIn, not hard to find a Well, Dave Anderson, I guess there are a lot of them. But Dave Anderson, Arizona, LinkedIn is another great way. You know, to find me in worst case, you know, just look up Off Madison Ave, you’ll always find me on still on there with links there. 

John Corcoran 48:10

Excellent. David. Thanks so much. 

David Anderson 48:12

All right. Thank you, sir.

Outro 48:13

Thank you for listening to the Smart Business Revolution Podcast with John Corcoran. Find out more at smartbusinessrevolution.com. And while you’re there, sign up for our email list and join the revolution. And be listening for the next episode of the Smart Business Revolution Podcast.