Sean: How do you plan on communicating that purpose statement to the rest of the world?

Minter: So the key point for me is having spent the time to figure out what your purpose is, until you've actually done a deep level of analysis and thought through what your personal purpose is.

It will come out a little bit wonky when you try to say, this is what I believe. Cause you're lightweight. You haven't really thought through and it will end up feeling a little bit, you know, eye-rolly, you know." Right? Whatever." You don't want that. So the key thought is to have a depth to your thinking through how, why this purpose is your real purpose.

Not just a nice to have, not just some charity. I want to give money to just because, oh yeah, I like it. But going go, going at a deeper level then afterwards. Like you were saying, you know, you need to do the finances. You need to do the HR. You need to do. I mean, all this other stuff, don't put the purpose in front and sacrifice the rest.

Cause you've got to have a great product and service without that you won't exist. So you need to have that. Just like you also will need to have a brand. So at some level, the, I tend to want to say, you will find it when you are ready for it, to the extent that you are ready to do the work and you're ready to carve out the time.

Maybe on your weekend, a couple of hours before your kids get up and write down on a piece of paper. What is my north? What are my three key values? How are those going to be exhibitable, demonstrable on a day to day basis those values? And I look at the south, which has stopped. What are the things that are stopping me from getting to my north and the limiting beliefs that I have? And then I think about the action plan. So I write about this in my new book. It's a whole process and it takes time. And until you've done that, the chances are it'll come off a little bit mild and meek when you're trying to express it to the rest of your team.

Afterwards, what if you've got it and you really feel strongly about it. And then this is my business. That's going to help me get to this north. I'd rather show it in different ways. You need to act it rather than just speaking about it all the time, because it's much better to have other people say what you do rather than just say what you want. Catch me. So in this thing, you know, you need to model the behavior, you need to be showing.

And other people say, "oh God, he really knows what he's talking." Then they will share the love afterwards, tactically speaking, storytelling regularly, going through the reason why I came to this purpose is this. And, you know, I mean, I can do the exact same thing for you, Sean, about my purpose. So I can tell you the exact path that I went through and I do it regularly in a written - in my book and I hammer it out.

And if I were with my team. Of course, I wouldn't do it if it's the same team week after week, but systematically within with recruitments, come out with other portions of your life, that link in, because it's not necessarily just one story, you might have multiple versions of it, and you can share that. And sharing that shows your personality, who you are, not just like hardcore executive, get the numbers in bringing your vulnerability into it. And then people are going to connect into that in your team. And then they're slowly but surely won't do it overnight, slowly, but surely they hate now, Sean, you know, the other week you told me about your story. Can I tell you my story and then you have to be able to switch off and say, "yes, I'm ready to hear your story."

You know, so you have to park this, you know, 25 minute call you have with the banker about to come up and all that kind of stuff to be able to listen in to whoever comes to tell you about their story.

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