From Profit to Purpose with Chris Prenovost
So, Chris, Alex has told me, some bits and pieces of your story that have gotten me really excited for this conversation, but I'd love just to hear from you. Can you share a little just a little bit about your business, where you started, and like what was what was the moment that you decided, oh, I want to be like an entrepreneur and a business owner?
Chris Prenovost:Oh, gosh. So you're gonna take me way back. Yep. So I started my first business when I was 16 years old. Cool.
Chris Prenovost:Okay. I was working at Taco Bell and I figured out pretty quickly as they were trying to get me to go into their college paid management program, that I didn't want to work for anybody else ever in my life. Okay? They were asking me some to do some stuff and they couldn't answer the question why. Right?
Chris Prenovost:It was really important to me to understand why things needed to be done a certain way so that I can make sure I met the expectations. And, I figured out really quickly, like I said, that I didn't want to do that. So I started one business at 16, one business at 18. I've run six different businesses in my life. One of them I'll call my real business, AZ Pro.
Chris Prenovost:We started that one in o four, but it was really just that whole impetus of, you know, I want to be I want to have the freedom that comes along with being an entrepreneur. I want to set the rules, I want to set the stage, expectations, all of those things.
Ben Loy:So you knew at a I guess a pretty early age that that you wanted to to do something on your own and yeah, didn't didn't want to work for anyone or yeah. What was that moment like that you you really realize, you know, oh, this is this is something I want to pursue long term?
Chris Prenovost:You know, don't know if there was any particular moment I can point back to, right? But there was a shift just as we I went from again starting one little small business installing car stereos for my friends in school. Cool. Right? Started an online motorsports parts company.
Chris Prenovost:This was back in 1998, so pre Amazon. And then I started running a bread route. The running of bread route, we were technically self employed independent contractors, but we were still under the thumb of the bakery. Right? So it was that's where I started to realize, hey, we're entrepreneurs here, but we don't really have the freedom.
Chris Prenovost:We didn't we weren't able to make some of the decisions that I felt we should be able to make. So we started AZ Pro in 2004 and we had total freedom at that point.
Ben Loy:And when you say we, was that just you or was it?
Chris Prenovost:My brother and I. Cool. Yeah. We founded the brother the business together.
Ben Loy:Awesome. What what led you to to starting a business in graphics?
Chris Prenovost:So we had while I was selling the car parts online, right, we were sharing space with a friend of mine who was selling, graphics. So it was when Fast and the Furious was Nice. Really, really big. Right? And so we got introduced into the graphics industry at that point.
Chris Prenovost:This was '98, '99, and kinda grew from there. In 2004, my brother sold a bread route, kinda laid around for a little bit. He was living with me, so I was his landlord. He had kind of starting to the point where he was running out of money, so he had to figure something else out. I wanted him to figure something else out because I wanted to pay rent.
Chris Prenovost:So we started AZ Pro.
Ben Loy:When you look back on those moments, you know, early on in the business, what would you say was like your primary motivator? What were some of the things that you were focused on in that early season?
Chris Prenovost:You know, at that point, it was just him and I and it was all customer service. Right? It was sales and customer service. If you take, you know, there's a great book by Mike Michalowicz, I'm probably mispronouncing his name called Fix This Next. But its sales revenue profitability are the first, the base of the pyramid and you have to make sure those things are in place first.
Chris Prenovost:So it was that's where I kind of came into the business. Technically, my brother started the business. I was his first employee and he'll tell you that every chance he gets. But I came on from a sales standpoint and started driving. I was literally going door to door, trying to sell signs and graphics to people.
Chris Prenovost:So that was number one. It was we were selling things. We were figuring out how to make the signs and make the graphics. We were we were really just entrenched in the day to day operations of of the organization.
Ben Loy:If if you could say one thing that was the difference between your success and your failure in that season, what do you think it was?
Chris Prenovost:I think it came down to just not quitting. Right? That perseverance. The the ability to see those hurdles in front of you, figure them out, and not let them slow you down or stop you. Right?
Chris Prenovost:And I think that's one of the biggest differentiators between entrepreneurs who will ultimately cross that threshold and continue to grow their business. It's the first one is the grit, that perseverance to to just stick with it. You know, at some point there, the humble side will come into it, which I'm sure we'll talk about that. But it it really, as you start to scale those two things, having the grit and the humility are are really really important.
Ben Loy:Yeah. I feel like you hear a lot of conversation around business owners, entrepreneurs, and that that grit and that grind and that willingness to be scrappy is really I mean, it is a it is a key, characteristic, right, that that makes people successful. At what point does that become more harmful than helpful when you're growing a business and, you know, you're trying to scale properly and and build a team and and things like that?
Chris Prenovost:Well, like I mentioned, the humility side. Right? At some point, you have to realize you can't do it all.
Ben Loy:Mhmm.
Chris Prenovost:And if you wanna scale your business beyond what your capacity is, you have to be humble enough to delegate properly. And part of that is just one, recognizing the fact that you want to grow because not everybody does. Right? And there's nothing wrong with that. There are plenty of like one man plumbers out there that are making a $100,150 grand a year, right?
Chris Prenovost:They're grinding, they're working their butts off, but it's an honest living, they're doing well, right? There's nothing wrong with that. But at some point, if you want to grow beyond your own capacity, how many, you know, toilets can you install in a day, how many, you know, pipe feet of pipe can you lay in a day? If you wanna go beyond that physical time constraint, you have to be able to scale and that's where that the the humility really comes in.
Ben Loy:And what did that look like practically for you guys in the first few years?
Chris Prenovost:You know, we had started my house, in my front room of my house, probably in a room about this size, right? We moved into a one, our first space was about a thousand square feet. We made our first hire there, and it was just okay duplicate ourselves. Right? How do we have somebody just come in and help?
Chris Prenovost:And at that point, we all wear all the hats. Right? So there's three of us now wearing all the hats. Then there was four of us, there was five of us and we all could literally do everything.
Ben Loy:Mhmm.
Chris Prenovost:Right? It could we could talk to a customer, we could sell them, we could design the graphics, we could produce the graphics, install the graphics, collect the money. I mean, it was literally everything done by everybody.
Ben Loy:Was that more from intentionality or was that just from the need of where you guys were at?
Chris Prenovost:That was completely by accident.
Ben Loy:It was
Chris Prenovost:just the need. Yeah. And I think that's where a lot of entrepreneurs find themselves is accidentally growing and scaling, right, versus having a much more intentional plan and executing that plan. Yeah.
Ben Loy:When did you, when did you realize how important that was?
Chris Prenovost:Not for a while, right? So we started in o four, we grew pretty organically for about ten years. We had about 50 employees at that point, but with my brother and I at the top fifty fifty owners, we had about 50 people that really reported to both of us.
Alex Judd:And was That's a
Chris Prenovost:lot people. We we had managers in place at that point. Okay. But they they were not making manager level decisions. Okay.
Chris Prenovost:We wish we still owned all the decisions. And you've probably heard the the saying the bottleneck is at the top of the bottle. Mhmm. It's absolutely true. And, you know, we were working our butts off, you know, sixty, seventy hours a week, making good money, right?
Chris Prenovost:So if you if you measure your success off of that, we were hitting all the marks. But I would argue that if you're doing sixty, seventy hours a week with young kids at home trying to build a family, it's inherent that what's going to happen is out of that sixty or seventy hours, a chunk of that is going to be things that you don't really enjoy. Mhmm. You're maybe not even good at.
Ben Loy:Mhmm.
Chris Prenovost:And coming to that realization of we've got to fix this, you know, that's where we ended up in about 2015. We finally asked for help.
Ben Loy:So nine or eleven years later? Yeah. Yeah. Yeah. What was the what was the the breaking point or, you know, was there was there a specific moment or share more of of those details.
Chris Prenovost:So there were numerous arguments with my brother and I, right? Because again, 5050, even at the top levels, 5050. And we didn't have clear expectations or accountability, drawn out between the two of us. So it wasn't even clear between him and I who owned what. So I would say do something one way, he would say do something the other way.
Chris Prenovost:Our poor team was trying to keep us both happy which my brother and I are very different. Right? We're we were on the same mission, we're climbing the same mountain but we were on different sides of the mountain taking very different paths.
Ben Loy:We
Chris Prenovost:would both end up at the top of the mountain but how we got there was very different and both of us are pretty stubborn. Right? So kinda getting over that hump of, okay, we need to get clarity here regarding I'm gonna own part of these, you're gonna own part of these, we gotta build a team out below us that's gonna own parts of this. How are we gonna go about this and make it to where we can actually scale this thing?
Ben Loy:Mhmm. So between 2004 and 2015, like, how how much did your business grow and scale? Like, where where did you guys start and then where where were you guys at? In
Chris Prenovost:'15, we were doing about 6,000,000 in revenue and about 50 people, like I said. And it was it was a lot of work. There were there were lots of nights where I wouldn't get home till midnight. You know, there were there were there were multiple nights that I wouldn't even go home. Like, literally, we would we would be working for forty hours straight.
Ben Loy:Man. So And you more or less bootstrapped this from Yeah. From the beginning? I mean, you didn't take on loans or or anything like that? Like, you're just
Chris Prenovost:We were a 100% cash business at that point. Yeah. We had not taken on a single single loan at that point.
Ben Loy:In that transition, in in 2015, was there any dynamic that was just like there were things you were just holding on to because you wanted control or or, you know, you you just been doing it for so long that Yeah. That you you didn't know what else was possible. Like what what were do think were the biggest blockers for you actually delegating and and moving out of that?
Chris Prenovost:You know, there there are a lot of things that keep people from delegating. I would say the biggest one is typically fear. And what I mean by that is fear in that I'm gonna let go of something and it's not gonna get done correctly. Right? And I think one of the sticking points for a lot of people is defining what correctly means.
Chris Prenovost:Does that mean you're gonna do it exactly how I'm gonna do it? Because if that's what your expectation is, you're probably never gonna be able to delegate anything. But if you can delegate properly with first off having the right people on your team, right? And then I'll I'll caveat this whole conversation with you have to have people who are mission and values aligned on your team. If the people around you are not mission values aligned, then you have to tell them exactly what to do.
Chris Prenovost:So our first SOP manual was like this thick, right? It was like, you know, pages and pages and pages. It was beautiful. We tried to make it so easy a monkey could do it is how we would describe it, right? And the problem was we built this SOP manual that nobody ever used because it was so in the weeds and it and there were so many situations that were like, we outlined this, we outlined this, but this is what happened.
Chris Prenovost:And the thing right in the middle didn't have an SOP for it, so we still had to answer the questions. So we were trying to solve people issues with process. Right? So as we grew the organization, we found people who were experienced or who had skill sets or they we taught them the skill sets, but they weren't weren't mission and values aligned. So getting that sorted out was a big unlock for us to be able to you don't have to have an SOP manual like this, you can have a process manual that's, you know, 20 or 30 pages that hits the high points, but you can let your humans actually humanize the in between decisions because we had to let go of, they don't have to take the same path up the mountain as me, as long as they know where the top of the mountain's at.
Chris Prenovost:And they know how we treat our clients, they know how to treat our team, they know what's important to us as an organization and they don't violate those principles. What they do along the way is up to them.
Ben Loy:What did it look like to make that turn towards alignment and core values and and really, ensure the team was all on the same page?
Chris Prenovost:So the the first step is documenting the core values, discovering what they are. And and next level growth, we take people through a process of discovering their core values because we believe they're already there. We just actually have to figure out what they are. Right? So we we take them through an exercise to unearth those core values, document them, document the key behaviors that go along with them because it's not just a buzzword in the core value, it's how does that translate to the behavior that we want you to exhibit on a daily basis.
Chris Prenovost:Get that clear with the team, right? When we did that, we probably lost about 10 or 15% of our team within the first few months.
Ben Loy:Wow.
Chris Prenovost:Right? They either hit the eject button because we got clear as far as the values and they realized they didn't align or we, you know, kind of help them understand they didn't align and they showed them we showed them the door. Mhmm.
Ben Loy:What was that like for you as a as a leader to see, you know, 15% of your your staff churn?
Chris Prenovost:You know, it was scary at first just because we had a lot of years, a lot of experience leaving the building. Right? The interesting thing that happened though was the people around who are core values aligned just took up all the slack. So we were able to do more work with less people more efficiently and I would even argue have more fun doing it. Right?
Chris Prenovost:And that's the most important part. Right? I'm a big believer in you should love what you do and who you do it with. I think that's especially true if you own the company. And I talked to so many entrepreneurs that that they're walking around on eggshells in their organization and that's just it's sad.
Ben Loy:Mhmm.
Chris Prenovost:Right? If if you're the one who literally controls all the levers, you should be able to create the business you want. Yeah. And it should serve you.
Ben Loy:When did that become clear to you?
Chris Prenovost:This was 2016.
Ben Loy:Okay. So right around that time.
Chris Prenovost:Yeah.
Ben Loy:So what what was what was the big shift? And then, I guess, what, yeah, what decisions were you guys making moving forward to help you to help you take steps in the right direction?
Chris Prenovost:So we basically, after one of those arguments I mentioned earlier with my brother, we we decided, look, we're either gonna we either need to fix this thing, sell it for probably $0 because even though it's profitable, if you cut the head off the monster and the monster dies, has no value to anybody, or I was gonna kill my brother. Right? I jokingly tell that story a lot, but, you know, I'm the bigger, smarter There you go. Older, better looking brother. But luckily for him, we were able to fix the business.
Chris Prenovost:Right? And we engaged Michael Erath, who's the founder of Next Level Growth to come in as a a facilitator and help us put the structure and framework in place and really drive accountability at the top. Mhmm. Right? That was one of the key differentiators that he did was he held my brother and I accountable to what we said we were gonna do.
Ben Loy:And did you have buy in with your brother on that, like, right away? Or was that something you had to, you know, kind of convince each other of at the beginning?
Chris Prenovost:He was on board with it pretty quickly. Cool. Right? He was. We we, you know, we had the initial discovery call with with Michael and the the initial meeting and he and and our leadership team at that point, which really at that point it wasn't it was the people who we defined as leaders, but they weren't making decisions at that point really.
Chris Prenovost:But it was everybody was on board with it because they were all experiencing the same pain and frustration that we were.
Ben Loy:Yeah. How did you decide, you know, who you were gonna appoint into leadership? Walk me through your thought process on what are you looking for in a person, in a leader, in an employee when creating that organizational structure?
Chris Prenovost:We had our finance director April, awesome. She came to us as a receptionist, like in 2012 or so. So she was like four or five years in at that point. But she's just awesome. She just give me, give me, give me, give me.
Chris Prenovost:Right? Takes on everything that she can and you know what's gonna get done right because she takes really good pride in her ownership, of her her tasks. The other guy was my best friend who at the time was our sales director. Again, very sales driven, great sales guy, not a great sales leader. Right?
Chris Prenovost:So this is one of the people who had to exit the company, a little bit later, but it was and that's part of that's part of the accountability that that Michael helped drive at the top was holding us accountable, me accountable for holding my best friend accountable.
Ben Loy:What was that like?
Chris Prenovost:Not fun. Yeah. Not fun. No. It it was apparent that, you know, after missing quarter after quarter sales goals, there were some other things going on in the business that that weren't good.
Chris Prenovost:Mhmm. And it was apparent that that that was the issue. Mhmm. And I sat down and said, hey, look, this is this is where we're at. And, he said, yeah, I'm I'm gonna I'll do the work.
Chris Prenovost:I'll I'll I'll fix it. We'll we'll overcome these things. About four weeks later, I was on a business trip at a conference. I got a phone call from from Jamie who was our our COO at the time and she said, hey, he just quit. Wow.
Chris Prenovost:Yeah. Haven't talked to him since. Wow. Dang.
Ben Loy:That's always such an interesting dynamic when you go yeah. I mean, when you go into business with family or friends and I mean, even Alex and I were friends before he hired me and it's like, okay, we're we're really rolling the dice with, like, whether or not, you know, this is gonna work well. And I I think I think there are probably some steps you can take, but when you're starting a business, you know, you don't you don't have the plan. Is there anything you learn on the back end of that, as far as, you know, navigating those relationships that Absolutely. Would be helpful.
Chris Prenovost:I I think hiring friends and family can be a huge accelerator to growth. Mhmm. Right? Because you have an intrinsic level of trust and knowledge, you know what you're getting. Right?
Chris Prenovost:It's a known entity. The key is having crystal clear expectations and boundaries in place. Yeah. And we did not have those originally. As we put those in place, that's what caused the friction that ultimately ended up with him leaving the the organization.
Ben Loy:So after after 2015, 2016, what did your business look like from there? Like, how how did it grow? You know? Yeah. And and even just organizationally, like, what were the major differences that you saw as you continued to scale?
Chris Prenovost:You know, the so just from a from a profit and revenue standpoint, we basically doubled our our revenue and tripled profitability in about two years. Wow. Right? Which that's great. Yeah.
Chris Prenovost:Everybody wants that. Right? We all got mortgages to pay and, you know, groceries to buy. But the real cool thing was was my brother and I, our relationship improved immensely, right, because we had clear accountabilities between the two of us and who made what decisions. There were still arguments and free friction, of course, but we had a boundaries in place and we had a filter set in place of expectations that we could run those conversations through.
Chris Prenovost:So that improved our relationship which was awesome. But it also improved relationships throughout the organization because we were we were able to get the people who who were not mission and values aligned, they were able to leave the organization, in a clear and kind manner, right? And we were able to really focus our team in on the areas of the business that they loved working on, including myself and my brother. Right? So I didn't have to do finances anymore.
Chris Prenovost:I didn't have to do bank reconciliations and, you know, process documentation, all these types of things that just are like pulling teeth to me. It's not it doesn't fit my hardwiring. Yeah. I was able to focus on relationships and growing growing the the front end of the business.
Ben Loy:Yeah. So Was the motivator for you the same at the beginning of the business as it was, you know, in that season and then even even now? No. Completely different. How has that changed?
Chris Prenovost:So I I think most that there are some exceptions to this, right? I will say that. But most people when they start a business, it's it's almost by accident a lot of times. And the real goal at that point is to pay the mortgage. Mhmm.
Chris Prenovost:Right? I've got to make money. I got my kids. I got my family to feed. Right?
Chris Prenovost:Whatever it is that that usually there's something around making money. As you get to a point where you've you've reached that first stage of freedom, which is I've gotten a little bit of wiggle room on the financial side here, you can start to look at more legacy impact type stuff and and scaling the business and and making a difference. Mhmm. Right? And that's that's been one of the things that's really rewarding.
Chris Prenovost:Now there are some people out there who start businesses and the purpose is clear. They want to change the world right from the start. Right? Now a lot of those businesses don't make any money for a while.
Ben Loy:Yeah.
Chris Prenovost:Right? Because they're putting everything into this purpose, which is fine too. But as you end up you end up having to have both. Without any profit, there's no purpose. Mhmm.
Chris Prenovost:Right?
Ben Loy:How did you balance, you know, those the transition from, okay, I'm I'm literally just trying to pay the bills to, oh, this could be or has the potential to be or is becoming something more than that?
Chris Prenovost:I don't know that it was intentional. Right? And I think this is true of a lot of entrepreneurs out there. We just take and say yes to everything that comes in. Right?
Chris Prenovost:So you do a good job, your customers refer you. Right? Your marketing does a good job, you get a lot of leads, you could do a good job selling. So you end up just there's a lot of work to be done out there if you answer the phone and take care of your customers. Right?
Chris Prenovost:So that's really what the initial growth was is just just do a good job, right, and say yes to everything. We literally would say yes to everything. We've installed graphics all the way from the East Coast to Alaska to Hawaii to, you know, we don't really say no to things. Right? The problem is is when you say yes to everything, you are intrinsically saying no to things.
Chris Prenovost:Right? It might be that you're saying no to go into your kid's t ball game. Yeah. Right? Yep.
Chris Prenovost:So as you kinda reach that point of, okay, well, we've got enough money coming in, now you can be more discerning in the jobs that you take on, the customers you take on, the people you hire, you know, these types of things. So you can get more intentional about that.
Ben Loy:What would you say at at this point in the business like your your primary motivator is?
Chris Prenovost:So we actually sold the organization in 2022. Okay. And we became an ESOP. Cool. So my brother and I in 2019, we started looking at different, exit strategies and we we engaged with a broker.
Chris Prenovost:We were we were going down that path to to put the business on the market, which probably would have ended up in private equity at that point. But then 2020 hit, COVID hit, so that kind of threw that whole plan out the window. So we we kind of regrouped and said, okay, what are we gonna do here? We had a really good conversation, between Jason and I regarding well, we don't really wanna go the private equity route. Mhmm.
Chris Prenovost:I've seen private equity come in so many times and, ruin the company. Mhmm. Right? And it was really important to us to take care of and reward the people who helped us build the organization. So we started looking at the ESOP route.
Chris Prenovost:Cool. And in 2022, we we went down that path and it's just been it was a little rocky at first trying to get everybody to understand what the heck an ESOP is. Why should they care. But we're a couple years into that transition now and it's it's been really rewarding.
Ben Loy:Yeah. What are some of the challenges that are unique to to that versus going private equity?
Chris Prenovost:You know, private equity I think is, you know, for the most part, the the the exiting the selling owner gets a check. There's usually a an employment, you know, contract at some point, some type in there, so maybe a year or two, but then they're done. And what I often will see is that private equity comes in and starts making private equity changes to the business. Like, had a client sell to private equity a couple years ago. This guy had a great business in the restoration restoration world.
Chris Prenovost:They were spending about $50,000 a year on their Christmas party. Right? The the team loved it.
Ben Loy:Mhmm.
Chris Prenovost:First thing that private equity acts was a Christmas party. Man. It was $50. Yeah. Right?
Ben Loy:Yep.
Chris Prenovost:So he he was on a two year employment contract and he actually got out of his employment contract because he just he did not want to stand by and see what they were doing to his company. Right? So with private equity, that's that's that world. And then on the ESOP world, it's in order to make an ESOP work, you have to have a strong team that's gonna stick around in place. Yeah.
Chris Prenovost:And if you don't have that, ESOP's not a path for you. Well, we had that. Right? We had a really strong leadership team in place. So we were able to effectively and very very successfully hand the business off to these guys because they were really running like 90% of the business by themselves anyways.
Chris Prenovost:My brother and I at that point pre transition, we were involved, but we weren't we weren't making these decisions. We were asking them what what they thought. Yeah. Right? So when we when we made that transition, it was really just a more formality of, okay, you guys own this place now.
Chris Prenovost:You don't have to me and my brother aren't splitting the profit anymore. Now the profit goes to you guys.
Ben Loy:Mhmm. When did you realize or what I guess what were some of the you've already pointed maybe a few of them out, but what were some of the the flags for you that like this might be the next best decision for for you guys and the company?
Chris Prenovost:So I think one of the things that that happens a lot of the times is the the leader sticks around longer than they should. Right? When you've got a situation going on where the leader is either the the business has outgrown the leader and and they are, you know, John Maxwell, the the lid principal, right, They are the lid of the organization, they're holding organization back, that can be an indicator. Where when when the leader's heart's not in it anymore, right? The passion is gone because passion is one of the biggest drivers for success as an entrepreneur.
Chris Prenovost:And when that passion starts to fizzle or shifts to a different thing, it's time to step aside. And that's kind of where I was. Right? I started business coaching in 2019 and I just I'm having so much fun doing that. That was drawing my attention and my energy away and I was holding the business back.
Chris Prenovost:Yeah. So I had to I had to step aside because of that.
Ben Loy:So you've you've walked a business at this point through, you know I mean, the the model we use at Path for Growth and we talk a lot about and I don't think it's particularly unique to us, but, you know, founder, operator, CEO, and then owner. And then oftentimes, many owners have then an exit strategy. As someone who's who's walked through all of those stages, if there's one thing that you wish more business owners knew or understood at a deep level, like, what would it be? You
Chris Prenovost:know, I think that if they could understand what the business what the potential for the business is. Right? And that if you reach that realization point of it's not just about making money, it's about the people. Right? It's about how much impact can I have with my team?
Chris Prenovost:How much impact can we have out in the world? And understand that sooner, I think it helps us let go of things, helps us empower our teams, it helps free us up. We will be unchained from some of those that had trash and the other things that hold us back as leaders. So I think just getting that that figured out sooner would be very impactful for for most leaders.
Ben Loy:Do you think you could have figured that out sooner or was it just kind of like the right the right timing for where you guys are at as a business?
Chris Prenovost:We probably could have figured it out a little sooner if we had the right resources. But you know, I think going through transitions like that, it's not easy. Yeah. Right? It's difficult.
Chris Prenovost:Yeah. It's usually not complex. It's pretty simple. Right? This the stuff that that you guys teach a path for growth, the stuff I teach at Next Level Growth, it's not rocket science.
Chris Prenovost:Right? It's about the disciplined execution over time.
Ben Loy:Mhmm.
Chris Prenovost:Right? But really what it comes down to is is having realized that I want something different and that's gonna be painful to make those changes, but choosing that pain versus the pain of staying where we're at. Right? And that's you've got to build up enough pain currently to motivate you to actually move.
Ben Loy:Yeah. So, well, Chris, this was great. I guess just in closing, is there anything else that you'd like to share with, with everyone before we close out?
Chris Prenovost:Going back to the clarity on purpose, right? I think if if leaders can just understand that that they are clear as far as what they want to accomplish with their life, right, in their business because they are they are one, right? You hear people talk about listen, you know, be one person at home and leave your leave your home life at home and come to work to work and leave your work life at work and that's not how it is. Right? We are one whole person that shows up in both places.
Chris Prenovost:And I think if we can align our business with our purposes as a in in life, I think that can be really, really rewarding if we can align ourselves with surround ourselves with people who are aligned or with that same purpose and mission and values. That can be really, really fun for not only you as a leader, but the rest of the team as well.
Ben Loy:That's good. Thanks, Chris.
Chris Prenovost:Yeah. Thanks, Ben.
Alex Judd:Well, there you have it. Thanks so much for joining us for this episode. If you want any of the information or resources that we mentioned, that's all in the show notes. Hey. Before you go, could I ask you for one quick favor?
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Alex Judd:Are you a leader that wants to grow your business in a healthy way, serve people exceptionally well, and glorify God in the process? Go to pathforgrowth.com to get more information about our community of impact driven leaders and schedule a call with our team. Hey. Thank you so much to the Path for Growth team, Kyle Cummings and the crew at Pod circle, and the remarkable leaders that are actively engaged in the Path for Growth community. Y'all are the people that make this podcast possible.
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Alex Judd:Your strength is not for you. Our strength is for service. Let's go. Let's go. Let's go.
