Rob Michon | Strategies for Controlling Your Mental State

Rob Michon is a coach, consultant, and advisor. He has built a number of different businesses from scratch and helped them scale up from startup to the hundred million dollar mark. At his peak, his clients were doing in excess of $1.2 billion annually. 

Rob has been behind the scenes helping many well known experts and thought leaders like Ryan Levesque, author of Ask, The Counterintuitive Online Method to Discover Exactly What Your Customers Want to Buy… Create a Mass of Raving Fans… and Take Any Business to the Next Level, Perry Marshall, author of 80/20 Sales and Marketing, and Ralph Burns of the Perpetual Traffic Podcast.

In this episode, Rob Michon talks to John Corcoran, host of the Smart Business Revolution Podcast, about his strategies for controlling the mental state of entrepreneurs and business people.

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Here’s a Glimpse of What You’ll Learn:

  • Rob explains why entrepreneurs should take control of their mental states and his best strategies for handling stress
  • Rob shares personal experiences of having ups and downs in business
  • How to protect your confidence and become more productive
  • The unique problems and challenges that sales teams are currently facing
  • Rob’s tips on how to help other people without being manipulative
  • How companies can determine when to pivot to another industry in times of uncertainty
  • Rob’s advice to fellow entrepreneurs and business people
  • The people Rob acknowledges for his success and accomplishments

Resources Mentioned:

Sponsor: Rise25

Today’s episode is sponsored by Rise25 Media, where our mission is to connect you with your best referral partners, clients, and strategic partners. We do this through our done for you podcast solution and content marketing. 

Along with my business partner Dr. Jeremy Weisz, we have over 18 years of experience with B2B podcasting, which is one of the best things you can do for your business and you personally. 

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A podcast is the highest and best use of your time and will save you time by connecting you to higher caliber people to uplevel your network. 

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Episode Transcript

Intro  0:14  

Welcome to the Revolution, the Smart Business Revolution podcast where we ask today’s most successful entrepreneurs to share the tools and strategies they use to build relationships and connections to grow their revenue. Now, your host for the revolution. John Corcoran. All right.

John Corcoran  0:40  

Welcome everyone. John Corcoran. Here. I’m the host of the Smart Business Revolution podcast where I talk with CEOs, founders and entrepreneurs of companies and organizations like YPO eo activation, Blizzard lending, true Opentable, X software and many more. I’m also the co-founder of Rise 25, where we help connect b2b business owners to their ideal prospects and I’m excited today because my guess is a good friend, Rob, my Shawn. Rob has built a number of different businesses from scratch. He’s a coach, a consultant, and advisor. He’s helped a few hundred businesses, really to scale up from startup to the hundred million dollar mark at his peak his clients were doing in excess of $1.2 billion a year annually, and he’s been behind the scenes helping many well known experts and thought leaders from Ryan Levesque, who’s the author of the Ask method, Perry Marshall, author of 8020 sales and marketing and a number of other books.

Ralph burns, also a perpetual traffic podcast and maybe you heard a few of those. He’s also been through a few ups and downs and we’re recording this near the end of March 2020. In the midst of all the Coronavirus craziness, a lot of the work he’s been doing with sales teams recently so we’re going to be talking about that and how to stay resourceful how to keep your head together and even if the world around you might seem like it’s going a little nuts, but before we get into that interview, this episode is brought to you by rice, winning Five media which I co founded with my business partner, Dr. Jeremy Weiss. And our mission through that company is to connect you with your best referral partners and customers. And we do that through our done for you podcast solution. I firmly believe if you have a business, you should have a podcast period, it’s going to save you time and it’s going to connect you to your best customers, referral partners, strategic partners, and really mentors like Rob here today and so I get to pick his brain. And here are some of the smart things he has to say. And he never fails to disappoint. So if you want to learn more about that go to rise 25 Media calm. Alright, Rob. So you know, we’re recording this at the end of March 2020. We got the Coronavirus craziness that’s happening right now. And we were just talking before we started recording about really how you’re you know, when you’re a founder or in sales or your CEO or you’re an entrepreneur or something like that. You really need to control your mental state. In order to be functional, and that applies for weather and employees as well. And if you allow the crazy world around you, whether it’s you know, a global health pandemic, or whether it’s something on a personal front, having nothing to do with that, it’s going to paralyze you, and it’s gonna prevent you from moving forward. So let’s talk about some of the strategies and ways in which you can really get around that kind of situation, which I think is relevant for today.


Rob Michon  3:32  

Yeah, as I mentioned earlier, I built an adult, one of the businesses I built who dealt with people in financial crisis, and we perform turnarounds for them on a personal basis. And I read a book just a couple years ago called nonsense. I wouldn’t necessarily recommend the book, but I thought it was kind of interesting because it said today’s puzzles to figure out what to do in our jobs, relationships and everyday lives. When we have no idea what to do. There were some pretty interesting thoughts in there, but I’d worked with people in crisis, who are kind of in the depths of fight or flight fright zone, and it’s very difficult to take productive action when you’re feeling that way. The thing I’ve noticed I took those techniques and in the entrepreneurs that I’ve worked with in subsequent years, and I’ve applied them to entrepreneurs as well. The funny thing about entrepreneurs that I’ve noticed is that they think they thrive on chaos, and maybe they do, but it’s always a matter of degree. And these are just the initial stages of this Corona thing. And I think we need to be prepared for a marathon here. I think I’ve met with a lot of people lately over the last week, I’ve been on a lot of calls, and everybody, most people are responding in a resourceful state. That’s gonna get worn down here. As we feel the aftershocks of this. We’re just getting through the infection stage right now to figure out where we stand as a medical economy. But the fallout from this is gonna be pervasive. So we’re going to have to steal ourselves for quite a long time. The thing I’ve noticed about entrepreneurs in general Though is they’ve developed thick hides over time because they, especially if they’re bootstrappers. They’ve gone through some crap and they’ve had a lot of setbacks. The challenges though, because they have a thick skin, they have a tendency to tune things out. So I’ll just, I’ll give you an example. I grew up as an athlete, and we’re always taught No pain, no gain, and just get, basically get over it, suck it up, Buttercup, and that’s fine. But then you develop some long term injuries or you create injury, you know, you’re becoming injury prone, because you ignore those little kinks and tweaks over time. And then eventually you find that you know, you’ve blown out your knee or you’ve sprained an ankle, things like that. You weaken yourself over time, if you don’t take care of yourself during the process. entrepreneurs have a tendency to take on a lot and just deal with it and just overcome and suppress or anesthetize maybe they, you know, do something to mask the pain but they keep soldiering on. My focus during times like this that are turbulent is to actually become a little more attuned to what’s bothering you and what’s building up. Because we have, there’s a theory in psychology called self regulation or self regulatory units. They basically sell say, Your, your self control is finite. It’s like a tube of toothpaste. And you know, you get out of bed and you find out that you know, the kids left the TV or the lights on or the stove was left on, then you get in your car, and maybe somebody cuts you off in traffic and these little minor incidences build up over time. And then by the end of the day, you come back home from work, or you know, the kids come home from work if you work at home, and you blow up at somebody for something that you shouldn’t have as a designer. Yeah, right. Why? Because you ran out of steam or you ran out of self s R Us. So what I suggest people do if you’re getting through, we’re really going to be running a marathon here. It’s probably an ultra marathon. One of the things I suggest people do is have a prompt set yourself a timer and just check in say, How am I feeling right now? How do they Describe in one word how I feel. That’s not my procedure. That was actually my reminder to get on, get on this call. Um, so anyway, what I suggest you do is just have a prompt and then just write it down not because you’re going to dwell on it or ruminate about it or whine about it, put it somewhere where you can come back to it and just see what trends are popping up. That will tell you what nonsense you need to remove from your life. And it will give you something specific to address to get it out of the


John Corcoran  7:31  

way. That’s an interesting one. So is that like something you recommend doing, like, multiple times throughout the


Rob Michon  7:37  

day? Yes, yes, yeah, at least twice a day, if not more


John Corcoran  7:41  

but you’re looking for, like maybe things that are happening at that ime, right?


Rob Michon  7:45  

We’re trying to establish patterns for what’s bothering you. And it may be something completely nonsensical or something that quote unquote, shouldn’t bother you. But we want to identify what those things are instead of suppressing it, ignoring it, and just building up that tension. inside of you, you need to release that. But if we can find out what the root cause is of that, you know, emotion, then we can start to do something about removing it. So we’re not having to deal wit


John Corcoran  8:11 

That’s great. My business partner, Jeremy, who you know, is a chiropractor, and he’s always talking about that, you know, we’ve got a pain in our back, but it’s probably something else that’s causing it, it could be that our shoes don’t fit well. So it affects our gait. So then that affects the pain in our back, but we prescribe some medication that makes the pain go away. But we haven’t really solved the problem, which was the shoes to begin with. So it’s kind of imagined kind of a similar idea. Now you’ve got to, you’ve had a really interesting career. You’ve had a number of different businesses, some of which you were, you’re saying candidly, beforehand, you know, you had all kinds of ups and downs and things like that. A real estate practice that you had to move with no notice of a dream business you’re working on, which was positioned to scale and you ran into problems with that one. So I’d love We love hearing people’s You know, struggles and ups and downs and humanizes us. I work for a president who is impeached and a governor who is recalled. So I’ve certainly been through that stuff myself. So tell tell me about some of your, you know, the war wounds you’ve experienced which color the experience of going into this uncertain economic 


Rob Michon  9:21  

ime? Yeah, there was a business that I was running, actually the financial turnaround business that I was running. It turns out that there was a law on the books that had no case law. No, it hadn’t been tested before. It was just a law sitting there on the books. And really, nobody was aware of at least Well, me. Turns out for every client we were taking on, we were violating that law, so several hundred counts of a problem there. And then simultaneous or previous to that, the state had actually changed a few laws around that business, which basically cut us, cut the knees out from underneath us and put us out of business. So not only were we put out of business by the stroke of a pen at the state level, but also then I got a knock on the door from the Attorney General’s saying, Yeah, you need to contact us. You know, we need to have a discussion wit


John Corcoran  10:13  

 you. So yeah, you were swept up in a task for so well, yeah. Like Did you have like the FBI knocking on your door banging on your door?


Rob Michon  10:19  

No. Was it the state attorney general here? Well, you know, it was a result of that mortgage meltdown. There were a lot of people scamming homeowners promising they would say their house and they were just collecting money for them and never doing anything. Yeah. Meanwhile, you had what I would call institutionalized fraud, in that bankruptcy practitioners who are attorneys would take money from people to follow chapter 13 to quote unquote, save their house. Though eight in excess of 80% of chapter 13 filings would fail, then they would collect another check from them to file a seven to extinguish things and they would ultimately lose the house. What was interesting though, is we were able to save homes even after a chapter seven filing, but the attorneys had to do their homework to figure out that that could actually be done. They would tell their clients that they were going to lose their house unequivocally. The fact is that they wouldn’t. So anyway, there were all these scam artists that were taking advantage of people, we were actually doing phenomenal work. And I won’t get into how much better our clients were doing. But basically, most of our clients that if they did what we suggested they do, they were in the best financial shape of their lives as a result of the foreclosure action, but it took that action to actually clean up the root causes. And again, you I’m glad you brought up Jeremy because what most people were doing in that industry, even if they were doing legitimate work, they were dealing just with the symptoms, which is you know, trying to save the house. What we did is we said Listen, this is like having a financial heart attack. You don’t get up in the morning the next morning and just go back to work and resume your old routine. You need to convalesce. You might need some treatment, you might need some major surgery, and then it’s going to take some time to get back on their feet. So what we did is we used the system Kind of against itself because it was really kind of a, well, I won’t curse on your podcast, but it was not a favorable set of circumstances they would put people into in that regard. And it would cause delays and stuff like that which would heighten people’s anxiety, we actually would say, hey, let’s extend this as long as we can. So you can get back on your feet, here’s how to get back on your feet. Here’s what to do. By the time they came around, and they had to start resuming payments, they weren’t in fantastic shape. They had money in the bank, they had their stuff cleaned up, they had their expenses under control, and they had a system they could follow so they can stay healthy. So it was gratifying work. It was the kind of work where you feel like you’re the right person in the right place at the right time doing the right work in the right way. And then the state decided nobody can do this anymore. So anyway, yeah, as a result.


John Corcoran  12:48  

Something similar happened in California as I recall. So I actually did a similar type of work. So I found myself in 2008, during the last economic meltdown. I was working for a firm that had a lot of real estate clients, all these real estate clients had a lot of real estate investments. And they started coming to us and saying I’m completely underwater and all these different properties, or my incomes gone down dramatically, I can’t afford to pay for them anymore. What should I do? And I had a similar experience where, on one hand, it’s actually a lesson in being an innovative entrepreneur. Because, you know, rather than saying, oh, we’re just going to continue advising investors who want to buy properties that the market has dried up. So instead, we pivoted, and we started helping people to unwind, you know, with their real estate problems. The problem was a lot of them didn’t have money, that was a big problem for us. But you know, it was rewarding work helping people. You know, because they came in, completely overwhelmed, unsure of what to do, and we had good information and we would help them and give them kind of a path forward and that sort of thing. What are some other lessons that you take away from that experience that time period that are applicable to today? What do you think are help


Rob Michon  14:02  

ul for people? Yeah, absolutely. Um, some of your audience might be familiar with Dan Sullivan. From Strategic Coach, one of his statements that’s always stuck with me over the years is the most important thing an entrepreneur can do is protect their confidence. Now, Dan’s prescription for protecting your confidence is the three wins concept. He’s got a couple other ideas, but his main thing is that he still has that app called winning streak where you log three wins for the day each day. But the thing is, if you’re really in a crisis, you can’t even see the wins. Like you’re you won’t let yourself see the winds because you’re so attuned to risk. And if you look, just a layer or two deeper below confidence, what is confidence built? Confidence is built on a sense of certainty, and predictability. And when you’re in chaos, nothing’s predictable anymore. You can’t tell what’s quicksand. And what’s the beachhead? You just don’t know what you can trust anymore. So what I do do is I slip that because some people use gratitude to kind of get themselves back into shape. And that’s fine if you’re like a four on a 10 scale, but when you get to three to one on a one to 10 scale, you’re not, those techniques are not going to work. So what I did is, I said, here’s what we’ll do. The main issue is ambiguity and a lack of certainty. So here’s what we do, we flip that and we just do something different with it. So in the morning, what I advise you to do is to get up in the morning and write a list for five minutes of all the things you have control over, or you can decide. So for example, and this is gonna sound ridiculous, but simple tools actually work. So you get up in the morning and say, Okay, number one, I’m going to decide if I’m going to get out of bed or if I’m going to lay here, I’m going to decide what time I get out. I’m going to decide if I want to write this stinking list or not. Okay, I’m going to decide if I’m going to do this before I get dressed and take a shower or not. I’m going to decide whether I have breakfast, I’m going to decide what I eat if I have breakfast. So all these little tiny things that are seemingly Significant. As you start to inventory, all the things you actually have control over, you start to attenuate or are tuned to actually do have some control, there are some things I can count on. Now I have some stable ground, even if it’s the size of a manhole cover, I’ve got something that’s stable, that I can start to move forward on and to start to build my sensitivity to certainty as opposed to chaos. And you can slowly move yourself up like you know, I, for lack of a better word, that emotional ladder to get yourself out of that so you can get productive and start working on things with it with a s


John Corcoran  16:34  

mi clear head. I love that. I’ve never heard that recommendation before but I think that’s just a brilliant idea. So now you know you work with people in sales a lot. Now you were the right sales teams, corralling them. How do you know to be resourceful? What are some of the unique challenges that sales teams are working with right now? And obviously we’re really early on here, but what could they expect in the weeks and months ahead?


Rob Michon  17:00  

 Well, I think you need to change the conversation on life. You know, I’m not on LinkedIn earlier, but I am on Facebook. And I posted a Facebook question or I posted a question on my Facebook profile the other day, I said, What percentage of Facebook ads we’ve seen right now that are completely tone deaf, and I got answers from anywhere from my friends, my entrepreneurial friends, anywhere from 50% to I think Josh said something like 150%. And even my own clients, I you know, I, I probe around their website, and I want to make sure I see their retargeting and stuff like that. And I saw one today and I said, What can we do to stop this? We’ve got it, we’ve got to replace this like as fast as possible, because not only is a message that made sense three weeks ago, doesn’t make any sense right now. In fact, in some cases, it’s downright repugnant. And what you don’t want to do is kill your reputation because you’ve just left your recap or your retargeting on autopilot, you have to adjust the message to the time, even if it’s temporary, so you can meet people where they’re at. So I think the thing that we’re seeing right now Now, I, you know, I’ve got one client in the tradeshow industry, like that’s a brutal industry to be in right now, but is in


Rob Michon  18:08  

that industry, but we are actually making sales in that, but we have to change how we approach that market. I was on a call, just actually earlier today with a guy named Alan Weiss. And he talked about the types of customers you can see in terms of crisis. And yet, you know, one of them is the hesitant, hesitant ones that he says, what does he say? So they need some guarantees, they need some confidence in the underlying structures of the economy and other institutions. And he pointed off several examples there. You have to give somebody a floor that they can stand on so they can start moving forward. So the messaging that we’re developing for a company like that, is very different. And it’s temporary. But we’re it’s interesting because it’s not just something we’re going to invest in now to develop and then scrap the minute we come up with The other side, we’re actually building a foundation to have a different type of conversation with our customers and prospects. And I guess I’ll bring up another thing if you’re, if you’re gonna let me run, I think the thing you want to ask yourself if you’re in a resourceful state, because this is not the kind of question you want to ask yourself without feeling at the top of your game. What makes this situation possible that was never possible before. Every business out there has been tolerating chronic conditions, problems, situations, things they’ve been putting up with for years. And we’re already seeing a lot of this bureaucracy we’re cutting through. Right now as a nation, for example, a lot of restrictions that have been in place for so long that was so important, suddenly aren’t so important in this situation. So I think it’s a way for you to rewrite the rules of your business to some degree, if you’re open to the opportunity. It may not come up right away. But if you consistently ask yourself that question when you’re in a good frame of Mind, you’ll start to see ways that you can reconfigure how you do things, the way you do things, the type of companies you work with the type of customers you take on and you don’t, how you work with your vendors, I don’t know where your opportunity lies, but there are lots of opportunities in these types of times. So, you’d be remiss not to take advantage of that. You have to manage your state properly in order to see them Otherwise, you’ll be


John Corcoran  20:24  

blind to them. Yeah, that’s great. You know, one concern I keep hearing from different people is about how to not be seen as manipulative. You know, you you recommend it, I think it’s good advice to change your messaging, and to be you know, to articulate a message that is, you know, appropriate for the times, but how do you do that in a way that’s not manipulative, not taking advantage of the situation while also wanting 


Rob Michon  20:57  

To help others. Right. Well, I think one way to do it is, you know, you can talk to your market in such a way where you say, you know, we’re cutting, we’re seeing two types of companies right now in this type of circumstance, one is just hunkering down and they’re just trying to stay alive, okay. And we have some things that we can do to help you stay afloat during this, just so you can, you know, maintain your heartbeat until we come out the other side. So we have some stuff to help you address that, and, you know, keep you alive. We also see some other companies that actually have resources that they can tap into, and they’re going to build for the future. So when we come out the other size side, they can capitalize on this and increase their market share and, you know, hopefully, in some way rent or even a better service or product than they had in the past. So you know, which type of company are you and then that helps us determine how we can help you. So I think there’s some advice that I’ve seen out there, where you reach out to your customers and say, How can I help you? That’s too much of a cognitive load and it’s too much responsibility to place on them. You need to come forward with some options. I don’t like the management principle for a couple different reasons. But there’s a management principle out there where you tell your employees, if you’re going to come to us with a problem, we got to come up with some potential solutions. We can talk about the dangers of, you know why that doesn’t work. But that might be a different conversation. But I think the thing that you want to do is, if you’re dealing with other companies or customers in crisis, you want to approach them with some options, as opposed to forcing them to think about how you can help them. Does that make sense? 


John Corcoran  22:27  

Yeah, absolutely. You know, I also want to ask about, you know, I was having a conversation with the client the other day. And this was someone who had spent a lot of his career focusing on helping travel industry companies, which of course travel is just crushed right now. And, you know, I was talking to him about Look, there’s lots of opportunity out there, there are companies that are growing Amazon’s hiring hundred thousand people. CVS, Walgreens Lowe’s, like a bunch of companies there, zoom Slack, you know, companies like that, that do software for remote distributed workforces. So You know, what point do companies need to decide that they need to completely pivot and go to a completely different industry? And also, how do you do that? How do you pivot on a time? It’s something you’ve done throughout your career? How do you pivot into a new industry? At a time when you don’t really have a lot of time to make a deliberate transition?


Rob Michon  23:24  

Well, one, you gotta let go of the idea that you’re going to make a deliberative transition, it’s not going to be deliberative, it’s going to be, you’re going to have to the things that I think you’d want to do is number one, like I said, with that prompt earlier, he’s got to figure out or you got to realize that there are opportunities being created on the spot. Here’s another thing that I think is important. One of the biggest advantages for a small to medium sized business is their ability to go with the flow and pivot and I think a lot of companies once they reach a certain stage, they get a little calcified and a little tight and a little slow and a little overly deliberative. If you follow on into that trap where you have to Regiment, you know, you have to follow a certain regimen to make a decision, probably going to want to unravel that and just get a little less attached to appearances and more on results. So your stuffs not going to be polished, and you’re going to make mistakes and it’s okay. I took a class a couple years back online with some Penn State engineers. They were engineering professors and they said, the success in this class, your success in this class is going to be determined by the frequency and the intensity of your failures. You got to just get comfortable with you know what, we’ve been in business 510 15 years we haven’t been in that mode since you know, I was I hired my first employee, you got to get back in the mindset of being a bootstrapper and a little less control concerned about you know, do I look perfect is every hair in place because It’s not how it works and in situations like this, so one is let go of that, that attachment to appearances. The second thing is, let go of your attachment to what was if you let go of what was and loosen up a little bit, what you’re going to find is what becomes possible going forward is much more attractive and much better. There’s so many things in life. And I can’t think of a specific example. But there’s countless examples out there, of where you felt like you had to hold on to something. And you end up if you retain it going forward. You’re like, why did I hang on to this? I hang on to this client, or why did we continue to produce this product line? Like this is terrible, like, so you really have to take a cold, hard calculation, look at what I have been tolerating in my business? What’s less than ideal about the way things work? What were we just bitching about like three weeks ago? rip, you know, I mean, if you look at political discourse, it’s gotten it’s changed in a lot of ways. What were we complaining about or putting up with that we no longer have to put up with and how can we reorient ourselves, and either offer a new service repackage of what we have, or maybe go after a new client that’s suddenly come up and surfaced with needs that we can service. But you have to really you have to let go of your attachment to what was because what was it’s not going to be what’s what’s in place


John Corcoran  26:18  

in the future. Yeah, I couldn’t agree more. You know, so many when I was practicing law, so many legal clients had that situation where they were stuck in some kind of broiled bitter battle with a former business partner or vendor, whatever. And once they let go of it, it just led to huge growth. And then as to what you said, about letting go of your attachment to appearances. I totally agree with that a couple years ago, when Jeremy and I decided that we would start helping other businesses to especially b2b businesses, to get clients leads using the podcast, the they’re in the early versions of that I look back and I cringe now, you know, and these two guys had been podcasting for eight plus years, both of us, you know, into into to really look At what we initially started with, it was so scrappy and bootstrapped. But it was absolutely the right decision. You know, I think a lot of times people spend too much time and energy and attention trying to make something perfect, rather than just getting out there and getting feedback f


Rob Michon  27:14  

om the market. The other thing to add on to that is, you’re gonna you’re gonna like the customers, you take on that will take you as you are, if you have customers that you lose or can’t break through to because you don’t look the part that may not be a high quality customer for you. Right.


John Corcoran  27:31  

Yeah, right. Yeah, they might not be, they might be seeking the wrong things. I think that’s great. I know we’re running low on time, and you have to get going. Any final thoughts for any, you know, entrepreneurs, founders, CEOs, business people out there, who are looking at these kind of crazy times that we’re in right now and reassurance that you can give them that there are brighter futures ahead because I say to people all day long as I talk to people, and I’m sure you do as well, this too shall pass like we got through 911 there were times after 911, where it seemed like oh my gosh, we’re never going to get out of this. There were times in 2008, where it seemed like oh my gosh, we’re never going to get through this, you know. And this we will get through. It might take a while It will take a while, but we’ll get through it.


Rob Michon  28:14  

Yeah, I’m actually I think, here’s what I would suggest. And this is a wild one. There is a book on Amazon called I hear you. And I think it’s Michael Sorenson or something like that. It’s not a widely distributed book, and I’ve never heard anybody reference it. He’s got a model for just how to listen to people such that they feel heard. And it’s not any of this reflective listening garbage. Or, let me see if I’ve heard you correctly. I hate that stuff. It’s so gross. But Find yourself a partner that you can kind of just dump on and vent and they’ll just follow that model. If you can get that out to someone particularly made a fellow entrepreneur if you can find one who kind of understands what things are like As a business owner, as opposed to just, you know, Gen pop, and follow that model and get it out, one of the things I’ve said over the years is most entrepreneurs find a shrink if they don’t already have one just to vent, get that stuff out. Follow that model. So you can just let it go. It’s easy to let that go get it out. That’ll help you kind of reorient. Get back to, you know, an equilibrium state and just feel better about the future. Yeah, I think that’d b


John Corcoran  29:29  

 very helpful. I love that. Well, Rob, I want to wrap things up with the question that I always ask people. So let’s pretend we’re an awards banquet, much like the Oscars and the Emmys and you’re receiving an award for lifetime achievement for everything you’ve done up until this point. But I want to know, we all want to know who are the people you would acknowledge? Who are the the peers, the friends, the mentors, business partners, not just family and friends, of course, family friends, but beyond family friends, who are the people that you would acknowledge i


Rob Michon  29:54  

 your remarks? Wow, such a long list. Ah, yeah, um, Well, let’s just start from what got me here. I think Glenn Livingston is one of the first people I think. We started working together a long time ago where nobody knew who I was. And largely, that may still be the case. I’ll say thanks to Ryan lobeck. I think we learned a lot about each other. And we learned a lot about what works and what doesn’t. I would say thanks to Paul Lemberg. He’s always been an interesting viewpoint and a good guide for what works and what doesn’t. I’m gonna thank my mom though. My mom, I got it. If you don’t mind, humor me here. My mom taught me that I could do anything I put my mind to if I thought she could touch me. I could do anything I wanted to as long as I put my mind to it, but she actively demonstrated she just didn’t just say it. So I’ll give you an example. My dad had ms when I was growing up. And he could not function. You know, physically he couldn’t. I wanted to learn how to throw a football. He couldn’t do it because he didn’t have adequate control of his faculties. So my mom said, you know what I bet you if you go to the library, there’s probably a book on that you could probably learn how to do it. So she told me to take my bike and I went eight blocks to the library, got myself a library card, and went down the sports section. And there were lots of books on how to learn how to throw a football, I got myself a book on how to learn to throw a football, and I actually taught myself how to do it. That’s a skill that that’s a skill and an ingrained belief in myself that I could never have learned any other way than her demonstrating it. So it’s not that she told me it, but she showed me how to do it. And from that point forward, you know, she’s largely right, I’ve been able to do whatever it is I put my mind to. So if you’re a parent, and you’re thinking that you want to support your kid in a way that’s meaningful and will stick with them for life, tell them that but then show them how to do it the first time or two and deal with having built a self resilient individual. Where there wouldn’t have been one otherwise? 


John Corcoran  32:01  

Yeah, all the younger kids listening or now it’d be like, why wouldn’t you just Google it? I don’t understand 


John Corcoran  32:09  

Right? Yeah. Why wouldn’t Why didn’t he just watch a YouTube video? I don’t understand, you know? Yeah, young kids these days. Rob, where can people go to learn more about you?


Rob Michon  32:19  

You know, look me up on Facebook. You and I are friends on Facebook. It’s just the easiest way to find me. I’m a little under the radar kind of guy. I’m not a big social media dude. But you can find me on Facebook, Robert Michon. And I’m a friend of John. So any friend of John can be a friend of mine. Exactly. 


John Corcoran  32:37  

Cool way to bet and it will get you on LinkedIn sooner or later because we will. We will do that. Some of my great past guests on the show turned friends have come through connecting on LinkedIn. So I encourage you to everyone. So Rob, thanks so much. Thank you. 


Outro  32:51  

Thank you for listening to the Smart Business Revolution podcast with John Corcoran. Find out more at 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.