Authentically Marketing Instinct

So as much as people think business is about finances or you can fix a business with characteristics and strategies and so on, It's kind of majority about people.

It's, oh, business is hard. This is not hard. Business is easy. People are hard. Alrighty, folks.

Welcome back to Transacting Value. We're encouraging dialogue from different perspectives to unite over shared values. Our theme for season 4 is intrinsic values. What your character is doing when you look yourself in the mirror?

So if you're new to the podcast, welcome. And if you're a continuing listener, welcome back. Today, we're talking our May core values of unity, honor, and mental toughness.

And our second mini series of the year called socializing value. So that's people that are using their voices either through digital means, like maybe Twitch, or TikTok, or Instagram with a social media following, or in person.

Like, for example, our next guest who is a professional speaker and maybe that's more your arena.

We're speaking with author, professional speaker, intuitive business strategist, and founder, of our fully decentralized marketing company called At that point is Juanita Forester.

So folks without further ado, I'm Porter. I'm your host. And this is transacting value.

Anita, how are you? How's your day? I'm good. Thanks, Porter. How's your day been? Well, it's a little bit shorter for me. It basically just got started. But for everybody listening, you're in South Africa.

Right? So what is that? 6 hours ahead, 5 hours ahead, of East Coast? I have no idea. Look, when it comes to numbers, I'm absolutely useless, including time zones, and all sense of direction as well.

So here. It is about 06:00 in the evening right now. Alright. So so your day's basically over though, as I suppose the point. And I'm glad it went well for you. Everybody listening. Very much. Juanita and I have a few things in common.

Business, as a relative passion, the ability to carry a conversation, which works out well for a podcast. And then and then also sort of a drive to want to make things better for everybody else.

And whatever our respective markets are. Right? But aside from that, I think we have quite a few differences. Namely, you successfully started a brand and I'm working on 1.

So let's talk about you for a little bit for everybody who can't see you and for anybody who just doesn't know you, let's talk about who you are, where you're from, what sort of things have shaped your perspective, I'm from South Africa as you've said, and I think that has had a big part to play in shaping my perspective, and I never realized it till recently when I formed a business partnership with someone in the UK on the professional speaking side of my business.

And he started making comments where I realized, well, hang on, this is a very unique perspective I have as a South African business owner because of the challenges we have to deal with on a daily basis.

However, we as South African, so I myself don't see them as challenges.

We just see it as the status quo, we just see as as things is. So where it's a very challenging business environment, from a lot of other people, it's really not for us.

And I think that's shaped a whole lot of my perspectives throughout my life over the years whether it be a South African in business or just perhaps my personality as an attempt to not see obstacles, not see challenges really, my brain just automatically sees them as opportunities.

So I call myself a Nave optimist.

There's always a silver lining, if you don't see your silver lining, they tank your paint bucket, and you paint brush, and dip it in some sort of paint, and paint your old silver lining. So that is I am as you and Eatsa.

If you want to explode that into the various facets of my life, we might be here for the next 3 days. Put that in a nutshell is how I see the world. You know, I think it was Ralph Waldo Emerson, a poet author for anybody listening.

But actually, he said something that 1 of you just made me think of that was something to the effect of, don't go where the path may lead, go where there is no path and leave a trail.

Absolutely. And I think a lot of that drive and ambition and initiative and capability has to come with challenge.

But challenge over time just becomes normal usually. So Yeah. Challenge over time does become normal. It's it's when those challenges take change. Then it becomes challenging for you.

Yeah. Like a a new growth benchmark or growth spurt. Right? Sound comfortable till it's not, but you're still taller. Indeed. Yeah. So let's start here. This is the first segment of the show. It's called developing character.

Developing character. Alright. And it's 2 questions for everybody listening if you're unfamiliar. Basically, 2 different time spots. But Juanita entirely from your perspective, and answer as vulnerable as you're willing to, I suppose.

So this first question though is about your values. Okay? So what were some of your values growing up? It'd be as a teenager, let's say. I have no idea.

So talking about, you know, as vulnerable as I'm prepared to be, I think in business where I work a lot of the time, there isn't enough vulnerability and enough authenticity, and that's what's making people make stupid mistakes because they're trying to be something that no 1 is really and that no 1 can be.

So vulnerability, here we go. Not a problem. But in terms of my values as a teenager, I had no idea. But my family values were, I have no idea.

The values I was taught, I have no idea. Because values are such an abstract concept, It's not something you know about until you're in a position where you have to categorize and give a name to it.

So I was telling my husband that I'm on a podcast, and I'm very interesting. You know, they're not new for me. Very interesting. What's it about this time? And I told him values. And he said, what?

Mhmm. Let's say values. And he just kind of went, okay. And that's the real and I get from a lot of people when when you talk about values. And the same reaction I have now when you ask them, well, what about values as a teenager?

Yep. I'm sure there were some things, but because they weren't called values, it's not things that were put in a box or, like, in theory drawer, this is cutlery. These are knives and forks and spoons.

I might not have known their values. Values now, I've had to codify a lot more because it's 1 of the things I speak about, and 1 of the things that are incredibly important for me in business and in my personal life.

But what they were as teenagers perhaps very closely aligned to being a good person, honestly, integrity, respects, all of those things.

Sure. Sure. I didn't have any. Or at least to your point, I didn't realize if I did when I was younger. It didn't come up in conversation.

And I think my perspective then was just values don't buy you lunch, values don't get you dates, values don't make you or help you have a good time or whatever I was into, then I just didn't play a role.

But as I've gotten older, I think seeing the impact of either my ability to make decisions or via deployments or anything else other people's ability to make decisions, they're weighing it out against, is this something I'm comfortable doing?

Subconsciously or actually. And I think a lot of that has to align better with our values.

So have you moved past that Now, you said you started to codify a little bit more. What are some of your values now? The 1 value I think I have 5. Whether they be principles, I tend to call them principles of value.

And it's on my website. So I will go there and I'll go look at them. But the 1 I have to say on a weekly, if not daily basis, that is a true foundation for everything I do is I do not make promises I can't keep.

And that for me goes beyond honesty, it's not about being honest about something, and that's another thing we should talk about, the words we use, the language we use to talk our own values because values that we codify for others usually don't hit because they might not have the same meaning to the word.

In any case, so for me it's not honesty, for me, it's don't make promises you can't keep.

So whether it be on deadline, whether it be on expenses, whether it be on creating expectations, for your family, for your friends, for yourself, for for fines whatever it is.

Do not make promises, you cannot keep. I think yeah. If we were to just say as a principle, maybe because it's a longer phrase or collection of words?

Sure, to some schools of thought, but I qualify that more in terms of unity, which is why I thought this would be a cool month to have you on.

Because even if you've got hypothetically a collection of 5 principles on your website that you try to stand behind and live by it's consistent effort. It's a unity of thought, it's a unity of effort to achieve whatever your goals are.

And because if you're too fractured, at least I've found you're not as likely to accomplish your goals. You're going too many different directions at once.

So, you know, a unity of effort goes a long way But all things considered how you break that down, like you just mentioned, is different for how I explain it to how you interpret a word you say somebody else might interpret differently.

So especially in a decentralized company, how do you overcome those types of communication hurdles? Well, hiring the right people. Mhmm. Already folks sit tight and we'll be right back on transacting value. Alrighty folks.

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You want more value for your values? Both sprout can do that too. How do you overcome those types of communication hurdles? We're hiring the right people. Mhmm.

That is something as a conversation, I tend to get into a lot more often than I thought I would when I first started in in the business of speaking about business and advising and coaching and consulting and all of those wonderful things is people.

So as much as people think business is about finances, or you can fix a business with Capatrix and strategies and so on, it's kind of majority about people.

You say, oh, this is art. This is not hard. Business easy. People are hard. People managements are hard.

So what I figured out through whole lot of expensive and painful mistakes, is if you hire people or combine set of values or for values or fluffy things, more abstract things, That's where you don't have to have the conversation about how values mismatch because you know other people, or the people that you've hired, the people that you surround yourself with, the unity that you present as a company is going to be grounded in the same thing.

So if I ask any of my employees, I prefer to not call them employees, but colleagues, I prefer to work with people, not people work for me.

They values might be different from mine, but it will resonate on the same frequency. And that's something that you've taught me that values, resumes.

And since we had the first conversation, that stuck with me because even if you don't have the same word for the specific value, there's a resonance. There's a frequency to it.

And that is incredibly important. So how do you then form unity in a decentralized company, remote working company for a lot of other people listening. It's about hiring people who share the same values, if not in words, in resonance.

I mean, if I can read you the principles, the values quickly, It's say yes to opportunities without making promises you can't keep. Do what you know while adding to what you know, so other people might call that a culture of innovation.

Play well with others, others might call that respect for us to play well with others, measure results, not effort, and keep it simple. I assume that was from your website.

This was from our website. If I remember it, I would lie to you in the beginning. Yeah. I wrote that off. I was gonna say, you're somehow, it all just clicked and you remembered everything. So Oh, no. I read it.

You know, I think there's something to say there too, though, that just because it's something you stand for, just because it's something that's personal and authentic and genuine to you, doesn't mean you remember the same words every day.

Doesn't mean you remember the same way to explain it every day. It just means you know what it means to you, and it's gotta be a personal thing. Right? So for everybody listening, I think there's something pretty powerful there.

Like, you're running a company. You've come up with these. You founded these things, and you still read them. Not to say it's not important just to say the words mean things. And it's important to get a similar message across.

Because values isn't undercurrent. Values is not something that you come up with in a board meeting or somewhere else in the bush felt with a game drive that you stick on the company wall and everyone has to remember it off their heart.

That's usually what I said. You've got to remember the values of a company. And you've got to live them.

Well, you can't live them if you can't remember them, but you can't remember them if they don't make sense, and you can't remember them if you don't, in any case, live them, so for me, it's less important that people in a company use the same words, understand the same words, but are rather grounded by the same undercurrent.

And while we're talking about values, how I see it, and I'm a very picture driven person.

So the picture in my mind when people ask me to explain values is you know, in between purpose and aspiration and values and principles and ethics because I'm a certified ethics officer, and a certified director as well.

So all of the governance and the laws and the and all of these things, where do values come in?

Can't we just leave it? We have a vision and a mission, and people must just figure out their own thing. Purpose is something that guides you, ambition is something that drives you, but value is something that grounds you.

It kinda if you have strong values, whether it's in words or understanding or in living it any every day in any case, or that's spread or culture of the company or the team you group you're in, then whatever your purpose where you're going to ambition how far you're going to take it whatever that is, if that goes out of whack, Your values will sound red flags in your mind saying, hang on.

Something's not right here. I'm on the wrong track. I'm going too far. Something's not right.

It doesn't feel right. And it doesn't feel right, those are usually your values kicking in even if you don't have the specific words for it. I like the purpose guides your ambition drives you and values ground you.

You know, I've found, especially when it comes to a start up, that clarity of thought and intention, and habit of action, and all of these things that sort of like you brought up with challenges in your daily life to you weren't, but to somebody else seemed like it.

Those have been the hardest things trying to figure out, what am I actually doing? Is it worthwhile? What am I trying to convey? And in your case, what was your book? Don't don't get out of the helicopter, I think it was?

The first 1 is staying in the helicopter. I was really close. Staying in the helicopter. Yeah. Yeah, there you go. Well, you can try to get out, but that might have some disastrous effects. So let's not go there.

Yeah. Because this helicopter this helicopter is supposed to be flying. So, you know. That's an important distinction. Yeah. But, you know, to your point, the words and the meaning sometimes carry different gravity.

So But either way in your book, you know, a lot of it was being able to observe what's happening and address it without getting sucked into the mix. Right? That was General premise? Absolutely. That's a mistake.

A lot of us make in entrepreneurship, especially those of us who are accidental entrepreneurs, or even those who studied how to be an entrepreneur and have an MBA, there's so many details every single day, so many unexpected things every single day, even on a good day, that if it gets stuck in the the mud and bullets, the details of it, we forget to take the helicopter view.

And only when you're a helicopter can you have that clarity of vision.

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At empower p r group dot com today. That if we get stuck in the the mud and bullets, the details of it, we forget to take the helicopter view. And only when you're a helicopter can you have that clarity of vision that you talked about.

Yeah. Yeah. That makes a lot of sense. But then, here's an example, you said everything in business is mostly centered around people. Or than anything else? Yeah. We most people get it wrong, but that's been my experience.

Sure. Well, that's fair. So Have you seen any of these headlines, maybe even online, about anything in the States with some of our secondary schools from our universities trying to pull humanity's curriculum?

Away from the focus or even just away from what's offered? No, I haven't. I think I'm aware of the wider conversation, but not that conversation specifically.

Okay. Well, let me go to a wider perspective. That's fine too. But yes, some of these headlines for everyone listening in in the States maybe you've seen them as well.

Where there's some universities considering humanities out of the curricula and focusing more, I guess, what you could consider towards business centric or, you know, profit motive or what's gonna make you more successful over the coming decades in a sense of business, I suppose, in a business that doesn't involve humanities.

And I think there's a disparity there where humanity's as it's been applied to curricula is Homer and Odysseus and I don't know, other philosophers, for example.

But that's not all humanity's is. It's an aspect. Humanities, I don't want to say as a field of study, but as a concept, is how people communicate and how they've archived their thoughts and their emotions.

And the things they can't figure out the words to use But whatever that vibe is gets put into some sort of a medium, you know, sculptures, for example, and architecture and music.

Music's gonna fall into Humanities. Right? All the arts c type classes, for example, those are aspects of humanity's, because it's how people communicate when they can't find the words to do it.

Yeah. And the point that you brought up about it's not all about strategy and profit when it comes to business, you have to also learn to work with people and communicate with people.

But you're working with people that don't all have English as a primary language, let alone consumers and clients and audiences that you're speaking to that may not even actually understand the words you're using.

So how do you convey some of these things? You know, the importance of your message, the clarity of thought, and then, you know, maybe even just your passion about the topic, how do you overcome some of those things?

About long verbal communication. So when you do communication studies, 1 of the first things they teach you is that communication is not just verbal.

In fact, 97 percent of communication these days. It's nonverbal. That's specific? Yeah. It's not even 90. It was 97 percent. That's how much tone and speed and body language, and all of that counts.

And I'm absolutely flabbergasted by the news that you shared with me now that they are considering taking away humanity's, especially in the age, where we are literally replacing the last bits of industrialization that's left over in the business world was AI.

Mhmm.

So if we're saying the future companies, employing people if that's still going to happen from a dystopian point of view, if that's still going to happen, then humans the only thing humans will have left to do is do the non standardized, the non codified, the non programmable things, And those are all things that you don't learn through maths and through science and through strategy and through profits and through liquidities and through ratios and stuff.

That's all about dealing with people and figuring about us.

And if you want to be creative and put that over into machine learning or an AI capability, That creativity is still very much connected to humanity's, but now that I've gotten on on my soapbox, I completely forgotten what I was supposed to answer you.

Oh, how do you communicate with people who don't necessarily share a common language? Yeah. It's the nonverbal stuff.

So you can communicate in pictures. And that's why mean culture is such a big thing. People understand emotion across language barriers, but yes, there's a few hand signals, for example, across borders need very, very different things.

But in general, 1 of my principles, 1 of my values, keep it simple, and the very, very simplest way without any words, look at the silent films back in the day, look at Pixar Shorts, where no 1 says a word, but you know exactly what that character is feeding and resonates with you.

I don't know if you've ever seen the movie up from Pixar? Yeah. So how much did you cry? Me off they'd take now, Porter? How much did you cry in the first 5 minutes of that film?

Yeah, so My baseline is like a 0. 5 between a 0 to 10. Right? So my plus or minus 1 on the emotion scale is still probably not a super drastic emotional response, but I understood what was happening.

Right? It it resonated. So Exactly. Yeah. Yeah. And that was without any words, without any text, without anything, without any culturally specific humans communicate with each other.

In nonverbal ways. And that's also what made this whole pandemic period where people couldn't be in the same spaces anymore, what made that hard.

And I think for many people who have been fallen into a culture of never having their video on, I'm not talking about always, because sometimes the other day, where you just can't.

Like, today, I'm really, really glad that people cannot see my unmade face my horrible lighting and my hair that I took a nice Saturday nap on.

But people miss the nonverbal. If it's just verbal, it gets really hard and you as a speaker or you as a leader then, have to work so much harder in your tone of voice, like I did now.

Otherwise, you can speak and you can have for instance, you can have a meeting. You can use all the information. I know 1 of them will even be interested and be boring yourself because all the information no 1 cares about information.

It's about influence. How do we influence? How do we communicate? Is through things? That aren't words, like values, like tone of voice. Alrighty folks sit tight and we'll be right back on transacting value.

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A foolish man learns from his own. No 1 cares about information. It's about influence. How do we influence? How do we communicate? Is through things? That aren't words like values, like tone of voice.

So 1 of the values that might not be written down for me, but that is credibly valuable in working deep satramized company is understanding that it's not about your ego, when you communicate, it's not about you feeling smart, you feeling as if you have imparted wisdom or information, but it's about making sure that the other person understands what is needed from them based on where they are.

So we've got to become better communicators now and in future with the next industrial revolution. Yeah. We're not even on the brink of it.

We've got to become there at resonating with people across boundaries. Well, that's the hardest part. I mean, look at social media. Right? To whatever extent you're familiar, and for everybody listening whatever extent you're familiar.

Working on social media, you don't necessarily always get the feedback that you would if you were communicating in person with somebody or with an audience.

You can sort of, you know, you tell a joke that's funny, you get feedback that they think it's funny or it's not.

And if it falls flat, you find a way to move on, And if it works, you keep going, you know, or even in a boardroom, the way you're speaking, the clarity of thought, if the points are getting across.

Mhmm. If people understand the metrics or the science or the art of what you're trying to convey, they're on board, and you'll know. Right?

Social media, ironically enough, is not that socially intuitive. Because if nobody no. If nobody gives you the feedback, you don't get any feedback. You just keep going. As if everything's fine or in whatever direction you choose.

And I think there's a certain danger there where maybe that's a strong word, but there's a certain danger there where If you don't have the feedback, how do you effectively communicate?

Because then otherwise, you're just talking to yourself.

Yeah. Exactly. That's the crux of communication. It's got to be 2 way. Otherwise, you just publish it. And that is for me what social media is. Social media is not a communication plan. Platform. It's a publishing platform.

Publishing is 1 way. Communication is not. So all social media is really is a publication platform, a publishing platform with space for comments, but it's not communication. Well, I mean, it's it's just like a book. Right?

Books for print media and now they're just digitized. Whether it's an audiobook or whether it's, I don't know, a blog post or even just a random comment on a wall post or wherever else you can post now that I just don't know about.

But -- Yeah. -- it's still just a book. Like you said, so and you speak a lot. Right? That's part of your actual regular scheduled job? Need.

Okay. So in these speaking engagements, obviously, you're gonna speak and pick and choose the topics that you want to cover and discuss and talk about and present, but you don't always pick your audiences. I never picked my audiences.

Well well, I mean, like I've got to serve who I'm given. Yeah. Yeah. Sure. Sure. In in detail. Right? But, I mean, like, And I'm not saying any of these wouldn't fit for you. I'm just making examples for everyone listening.

But like here in the US, if you were to happen to be here for any number of reasons and Boy Scouts of America said we wanna talk to you and we want you to give us a speech and be like, well, I'm gonna have to tie this to topics I'm comfortable or familiar with, but sure I'll do it, or no, I'm busy and I can't.

You know what I mean?

So you you sort of have the opportunity to say no to the audience. Yep. You can't control, especially when you say yes, who walks in the door and sits in a seat though. Right? With you on that 1. So, yeah, can choose my audience.

It's to some degree. To some a small degree. Yeah. Yeah. Yeah. But even when you're done talking, you've got clips on YouTube for that matter. Your audience is still growing and you've stopped talking. Yep.

You know, that reach and the speed of growth that your message can move through, That's gotta be kinda daunting to come up with some topics and figure out what to discuss so that it's got longevity, and it's got purpose, and it's got application.

Is that even remotely on a scale that's necessary to consider before you start speaking or I just wait all.

So me For me, it wasn't, but I have learned for many people it is. See, I don't suffer from the fear of public speaking as the majority of the population do. Okay.

So my mom told the story that, you know, I was 4 years old and on a holiday, I was getting all of the kids in the block of flats that we were holidaying in, getting them together and putting our Christmas plays and stuff and not being able to speak properly, but there it was.

So the sage I'm speaking at people have never been a fear for me, but when I started the professional speaking birds, I did for a while have an overwhelming sense of responsibility of whatever I put out there, people might act on.

And, you know, then the impostor syndrome follows. Should I have degrees? I have no degrees. None at all. I finished high.

School ended a 3 year diploma, but I have no degree. Not interested in getting 1 either. Do I have the right experience? I'm not this. I'm not this. I am not as good as And then I had to come to a place where I got over my own issues.

Mhmm. Someone said 1 of the things that resonated with me was someone said that If you know something that helped you, you have a responsibility to share that with other people.

And other people like you or unlike you sitting with the same thing if you have the ability to make it easier for them.

And you take on that responsibility, that's enough. So my own value, my rule, my principle, my guideline there is I don't speak about stuff that I've only read.

I only speak about stuff that I've experienced. So I never suffer them from the impostor syndrome that does creep in because I can say, no, hang on.

I've got this. I know this. I know when I'm out of my depth, like numbers and directions and stuff. But after that, I already speak about stuff I know.

If you get sucked in by the trap of feeling how big it could be, you'll never get to that person who's too afraid to ask, who doesn't have the funds to attend a conference, who doesn't have the confidence or the ability to ask for exactly what it is they need.

So if I then have a god given ability, to share things in a way that makes success simpler and easier for others then I'm going to focus on that rather than how big it could be, or any fame, or growth, or whatever it is.

Already folks sit tight and we'll be right back on transacting value.

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So if I then have a God given ability to share things in a way that makes success simpler and easier for others, then I'm going to focus on that rather than but how big it could be, or any fame, or growth, or whatever it is.

Based on experiential learning, yours. Yeah. Absolutely.

What's cool about experiences, I think, is I don't have to have had yours for you to convey what you've learned, not in words, but like in the experience, in the passion, in the in the emotion, in whatever applies behind the experience.

I don't have to have experienced that for you to be able to convey that and me to interpret and understand that.

Right? Cleaning. And I think a lot of that, frankly, not to bring it back to this, but I think a lot of that experiential learning and In sort of human condition, that's what we all have in common.

The ability to interpret those things without fully understanding what you're saying. Or why you're describing it because I didn't have the experience personally.

Right? But to empathize together sort of in that human condition, You can apply it like talks like this where we're talking about business, or in a business, or Broadway, or law school, or in the military, or wherever.

It doesn't really matter. And I think a lot of those things It doesn't matter. It doesn't. And I think a lot of those things aren't talked about as widely or I guess you could say publicized as widely, maybe even as they should be.

And it's so much easier now because everything's more digitized. To feel distanced or alone from other people when really you're not.

You're just in a different room or having a different experience, but we really do have a lot more in common than we have different. It's just easier to pick apart the differences. You know?

Oh, it's a lot easier because they grade you a lot more when there's no discomfort and I'm looking here at the values of your season, the mental toughness, if everything is going well, if people are getting a lot if everything resonates, then there's nothing to trigger you into trying to get more comfortable.

You are uncomfortable. So it doesn't end require any mental energy to become comfortable because you are comfortable so you don't realize that, hang on, we are sharing the same experience.

We are the same. It's when things differ that people start 1 to become more comfortable again, move back into their comfort zones.

Therefore, you need to change according to what I'm comfortable is so I can feel comfortable. Instead of saying, Well, let me put my big gold pants on, develop some mental toughness, and see perhaps.

That this conversation, this experience, is not about who is right or wrong, who is more comfortable or less comfortable who needs to change to make me comfortable But how long can I stay in the situation until I've learned enough to become a well rounded human being to figure out on my own issues, to figure out answers to questions I've been searching about?

So mental toughness, as a value, is incredibly important.

If you just stay where you're comfortable and where it doesn't require mental energy, I don't think you're becoming the person that you could be or that other people potentially need you to be in your life.

That's it. There it is, folks. Being selfish isn't always bad.

There you go. I know I know you're trying. You're actually trying to trick me, but I actually agree with you because in certain circumstances, I have learned that being selfish, you know, it's a word that other people use to judge.

But it might just be self care for me. Sure. Right. And I as a matter of scale, you know, I I guess that's all it is. Right now, we're just making a bunch of silver paint. What are you gonna do?

So with the amount of time we have left though, Juanita, I wanna make sure that people have the ability to track down your material, maybe even pull you into speaking gigs, no promises on the boy scouts, but hey, you know, 1 can dream.

And Well, do a good simplified leadership thing for them.

Yeah. Yeah. Yeah. So if people wanna get in touch with you or find out more information, some of your video clips, here's some of your speeches, any number of things, your books, obviously.

How do people do that? What do you recommend? Very easy. We've got great thing called Google that exists.

If you just type my name in there, even if you misspell it, you might find me. But for the American audience, Yourita is a name that you might be familiar with with your Mexican counterparts. The surname is B0RSTER.

So if you go to uneyserfoster dot com, you'll find me. If you want me on LinkedIn, or any of the other platforms, just use Google Old, Google, type in Eureeter, Loster with an r in the middle, you'll find me there.

Alright. Perfect. And for everybody listening, we'll have 1 of his website And obviously, YouTube, since we brought that up, and a couple links to your books as well.

So people can sort of find a medium that works best for them, but all of that will be depending on your platform click see more, click show more as you're listening to this conversation, and you'll be able to see it in the description, click on the link, and then you'll be able to get in touch and find some of this media.

So all things considered. I really appreciate the opportunity. I understand that you've got a life as well, and this takes time out of your life and away from your family. So thanks for letting me share it with you.

I appreciate it. Thanks for having this platform and taking time out of your life and away from your family and your things. To give value to everybody else. I mean, that's what it's about. Right?

You gotta transact it to add to it, so that's what happens. Got it. Yep. I appreciate it. And to everybody listening, thank you for tuning in and listening to our core values of May or May, rather, of unity, honor, and mental toughness.

Also, obviously, to our mini series of socializing value, I'd also like to thank your family, your friends, your clients, your experiences, everything you've grown through to this point.

And then obviously indirectly, since you brought up your business partner in the UK, thanks to that guy, because he's just contributing to more of these talks later in life.

So for the inspiration, thank you to all of those things. To our show partners, Keystone Farmers Market, Hophen Clucker Farms, and buzzsprout, obviously, for your distribution as well.

Now folks, if you're interested in joining our conversation, or you wanna discover our other interviews, check out transacting value podcast dot com, Follow along on social media where we continue to stream new interviews every Monday at 9AM Eastern Standard Time on all your favorite podcasting platforms.

But until next time, That was transacting value.