[00:00:00] Speaker A: Welcome to Flawless Conversations. I'm Tameka Jones and today we're diving into how mindset can shift your life, your confidence, your purpose.
You're watching now Media Television.
Welcome to Flawless Conversations where identity meets impact and your story becomes your power.
I'm your host, Tameka Jones, Air force veteran, registered nurse, best selling author, speaker and identity and confidence coach.
Now let me say this, this is not surface level conversation.
This is where leaders come to tell the truth, the pressure, the pivots, the lessons and the identity behind the success.
Because over here we don't perform, we transform. Today I'm sitting down with the leader who brings strategy, structure and discipline to an industry that demands both vision and execution. Ed Bridgman is the founder of EOB Consulting where he helps investors and owners design and launch outdoor hospitality destinations from the ground up.
From feasibility and market analysis to CAD designs and long range planning, he brings deep operational excellent with the MBA PMP certification and a background rooted in Lean Six Sigma through Monorola. But what stands out the most most is how he leads under pressure. Ed, welcome to Flawless Conversations.
[00:01:39] Speaker B: Thank you for having me.
[00:01:42] Speaker A: Thank you for being here. So now on this show I walk every guest through my signature floss method because I believe this.
Our flaws don't define us, they build us. And this is not about fixing anyone. It's about revealing who we've always been beneath the pressure, the expectations and the identity.
So it's face it, love it, accept it, work through it and then step into your purpose. So let's start right here. Okay, Ed, what is the first, what is the first hard truth you had to face that changed how you led under pressure?
[00:02:21] Speaker B: I tend to over explain things. I tend to use way too many words.
And my wife hates it. I hate it. Believe it or not, it's something I have to constantly work on.
[00:02:35] Speaker A: But some people need that right? The over explaining sometimes, right? For people who are like me, that has no background and what you do, right, I'm gonna need that over explaining.
[00:02:47] Speaker B: Well, I justify it by saying that I give people all the information and they get to decide what they need to use and what they don't need to use. And they can call out what they don't need, but unfortunately I tend to give too much information.
[00:03:08] Speaker A: You tend to give too much information?
Well, like I said, sometimes it helps, right? Over explaining or giving out more than less because you do have them. People that said, wow, he didn't even explain X, Y and Z. He could have went in depth a little more about it. He didn't give me anything. So I think it could be a good thing. Ed.
[00:03:28] Speaker B: Thank you.
[00:03:30] Speaker A: When you think about Lean Six Sigma in real life, what do you bring to organizations?
[00:03:38] Speaker B: The make, define measure, analyze, Improve and control are the way I live my entire life.
It's so important to know where you want to go and where you are right now.
Without those two pieces of information, you cannot plot a course to get you where you want to go.
I use MAKE every day.
[00:04:04] Speaker A: Can you break those down for me? I know you mentioned a couple. What was the first one you mentioned?
[00:04:09] Speaker B: The MAKE is an acronym for Define Measure, Improve, Control.
Define measure, Analyze, Improve and Control.
So you have to define what it is that you're doing.
You have to set a measurement. So say you want to lose weight, you have to first measure yourself and see how much you weigh. Now then you're going to have to analyze how you're going to reduce that weight. And then you're going to have to implement those improvements. And then you go back and see if you were correct or not. See if you lost it.
[00:04:52] Speaker A: Oh my goodness. You know what, that reminds me, I'm a nurse to an rn, so we use something like that, but it's called Smart Goals.
We have to be with our clients.
We have to make sure that within those goals that the goal is.
[00:05:15] Speaker B: I'm sorry, you're breaking up.
I can't hear but about every other word.
[00:05:21] Speaker A: Okay, can you hear me?
[00:05:22] Speaker B: Okay, now I heard that sentence.
[00:05:25] Speaker A: Okay, so the acronym you use is similar one I use or we use in the medical field, we use Smart Goals, right?
[00:05:41] Speaker B: Oh, yes.
[00:05:42] Speaker A: So same thing, right?
[00:05:44] Speaker B: Yes. Specific, measurable, attainable, realistic and most important, time bound. Yes, that's an acronym that spun off of Six Sigma.
[00:05:57] Speaker A: Okay, so same concept. Love it, love it. What did accountability look like in real?
[00:06:06] Speaker B: Looks like being honest and seeing something. For an example, I was hired as the COO of, of an American Indian owned company that was making a lot of money from their casinos. So they had branched off and built these other companies to hire mostly American Indians. And they were owned and or they were managed by American Indian CEOs.
I was hired as the COO because this particular executive was embezzling and driving the company into the ground. And I was hired to correct it. After a couple of months, I went into a meeting with the tribal leaders and they said, you're not making headway. And I said, this gentleman doesn't care that everybody knows he's embezzling from the company.
No, he doesn't care what he's doing, I'm going to have to cut off the head of the snake.
We have to let him go. And they said, no, we're not going to do that.
We're going to be able to save face if we do that. And I said, well, what is your plan? What's your long term plan for this company? And they said, we're going to let it go into the ground.
He'll retire and we'll bring it back up in a year or two.
And I said, that's a horrible idea. We have government contracts, we have a bunch of people working for us, mostly American Indians. We need to keep this going.
And they said, well, we don't see any way of doing it with the current CEO. And I said, I will buy this company from you. You go get an appraisal, I'll go get an appraisal, we'll average the two of them and I'll buy it.
They said, you're not serious. And I wrote out a huge check. I was prepared for that. And I said, here, put this in escrow. I'm serious. Well, a couple of days later, this American Indian, and I'm 6 foot 2, I'm 225 pounds, this guy was bigger than I am. He came screaming into the office at the top of his lungs and saying, get into my office.
And I came in there and his nose was a couple inches from my nose.
And he was like, I hear you're trying to buy this business.
And I said, yes, I am. And he said, well, what are you trying to do? What are you doing? And I said, he said, why would you do that? I said, because I feel like I can buy it at a low price now.
I'll be able to turn it around and I'll be able to sell it at a higher price. That's the reason why I buy businesses.
And that took all the wind out of his sails. That made perfect sense. It was absolutely the truth. Made perfect sense. And then he got mad again. He said, I understand you're trying to fire me.
And I said, yes, I am.
I said, if I could, I don't need you. Okay, if I own this business outright, would let you go first thing.
And he said, you know what? If I owned this business outright, I'd let you go.
I said, okay, well, we understand each other. And it worked perfect. The truth was the only answer that would work. And it completely defused this volatile situation.
It was the perfect answer. It was the perfect thing to do.
[00:09:54] Speaker A: So you end up buying a business.
[00:09:55] Speaker B: Is that what you no.
The American Indian into the dirt. And as a matter of fact, it never did start up again. It's a very sad ending.
[00:10:10] Speaker A: Yeah, that's not. But, but once. Once again, accountability. Who took accountability? Who stepped up and, and, and the, the person who was doing these awful things. He. He definitely didn't take accountability.
[00:10:22] Speaker B: No, he did. No. The tribe let it go. Defunct.
[00:10:26] Speaker A: Oh, that's not good. And so what is one early warning sign you now recognize when things start drifting into dysfunction like that? Business
[00:10:39] Speaker B: sales. All right, so people vote with their money, and if they stop supporting you by buying your products or that's the first indication, you better correct the ship. The direction of the ship.
[00:11:00] Speaker A: Yes, I agree. I agree. If someone is avoiding the truth right now, what is the first question they need to ask themselves?
[00:11:10] Speaker B: Truth has to come from within.
So what is your truth?
What are you passionate about?
What are your goals? And where are you truthfully at today?
Most people.
I won't say most. Some people don't even tell themselves the truth about what they're at today. Where they're at today.
[00:11:37] Speaker A: Yes. As it pertains to the business as well. People don't want to hear, do the hard work and have people come in, like yourself to do analysis of their business and, and, and, and speak the hard truth. Right. But what's that old saying? The truth sets us free, I guess. Right?
[00:11:53] Speaker B: That's true.
[00:11:56] Speaker A: So that's what truth sounds like. And truth creates traction.
[00:12:00] Speaker B: Right.
[00:12:01] Speaker A: So you guys stick around because next we're stepping into love it. And we're. We're talking about confidence that stays steady when the stakes are high. So more to come on Flawless Conversations.
We'll be right back to remind you that healing is possible.
Confidence is yours, and that you are flawless. This is Flawless Conversations on NOW Media Television.
And we're back. Hi, I'm Tameka Jones and you're watching Flawless Conversations on NOW Media Television. Are you ready? Let's go.
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Welcome back. We're here with Ed Bridgman. We're now stepping into the L in my floss method. Love it. Because how you value yourself.
You will always show up.
How you lead. This is about. This is not about loud Confidence, it's about grounded discipline, calm leadership. And Mr. Bridgman knows so well about grounded discipline and calm leadership.
So early on, Mr. Bridgman, what did confidence look like for you and what did you, did it cost you if anything?
[00:13:55] Speaker B: Well, we all know that pride goes before a fall.
Sometimes you can have too much confidence or that confidence is actually an ego that's keeping you from being able to listen to feedback.
I'm constantly searching for feedback. There are so many people out there that are smarter than I am and, and I need to hear what they have to say.
But confidence is built for me when my peers recognize me as someone they can come to to get feedback about them.
[00:14:36] Speaker A: I agree. And here's a difference, Ed, I think, between being confident or overly confident or cocky, right? Some people can come off as being cocky versus confident, right? You know that, you know that you know, you know that's confident but knowing everything and nobody can tell you anything and you just, you know, that's cocky, right? I think so.
[00:15:00] Speaker B: Well, people don't care what you know until they know that you care.
[00:15:08] Speaker A: He said it again. I like that.
[00:15:14] Speaker B: People don't care what you know until they know that you care.
[00:15:22] Speaker A: Oh, that's deep.
I just want that to resonate for a second with the audience because that's deep, right? It doesn't matter how much you know. It's what matters is you know how much you care.
[00:15:35] Speaker B: Right, Ed, that's what I'm saying.
[00:15:39] Speaker A: How do you stay so calm in high stake decisions without becoming chaotic, disconnected? We're just curious.
[00:15:49] Speaker B: Well, I asked myself, what's the worst thing to happen? You know, is someone going to pull out an AK47 and blow us all away?
Probably not. Okay, so anything short of that we can handle. All right? There's nothing that we can't handle. There's nothing that we can fix, so we can handle it.
[00:16:18] Speaker A: And do you teach that in your, your leadership, in your, when you go into organizations, is that that's the approach?
[00:16:23] Speaker B: That's absolutely, absolutely.
So once you realize that you can handle the worst thing that could possibly happen, everything else is easy, man.
[00:16:39] Speaker A: Where were you years ago when I was stationed in Turkey and I ran into the back of a British driving a gov and I ran into the back of a British ambassador over in Turkey?
[00:16:51] Speaker B: Well, what's he going to do? He's not going to shoot you. He's going to get out, he's going to be all upset.
You're gonna say, I'm sorry.
He's gonna say, oh, well. And we're all going to go out to dinner tonight.
What's the big deal?
[00:17:08] Speaker A: I was an airman. I was scared. My commander. I. I ended up getting the lor right letter.
Reprimand, reprimand.
And before I left Turkey, my commander was like, okay, if this, this will go away if you don't hit another.
[00:17:30] Speaker B: Accidents happen. People run into the back of trucks. It.
It's not that big a deal.
[00:17:38] Speaker A: Yes. And I like your. Your approach to things. And, and are you like that in life, period? Just.
[00:17:45] Speaker B: Well, my wife's sitting over there on the other side of the.
[00:17:52] Speaker A: That's who I really need to ask.
[00:17:53] Speaker B: Yeah.
[00:17:56] Speaker A: What. What boundary protect your clarity in your peace today? What boundary do you set that protects that.
Oh, I can't hear you. I'm sorry. Can you hear me, Ed? Can you hear me? I can't hear you if you can hear me. I can't hear you, Ed. What boundary protects your clarity and peace today? What is one boundary that protects that truth?
[00:18:51] Speaker B: Everything has to come from a position of truth.
To the best of my knowledge.
I have to be true to myself. I have to be true to my clients. I have to be true to what is around me.
I.
If I can't sleep at night because I feel like I've taken advantage of somebody or I've been less than completely honest, then I can't sleep. I toss and I turn. My wife punches me in the ribs and I wake up in a bad mood. I have to fix it. I have to.
[00:19:36] Speaker A: That's the integrity. And that's funny because that's. That's one of the core. The Air Force core values.
Service before self, excellent in all we do. And integrity first. And I had a commander, like, we had a commander's call, right? And he was given the core values, and he did not mention integrity first. And I'm like, did he do that on purpose or he just think that's important? Right? So that was a wake up call for me. So, yeah, we have to lead by example. We have to lead integrity. So I agree.
That's huge work in being a leader.
[00:20:16] Speaker B: Oh, it's huge.
You can be a letter a leader and not know anything about that subject.
That's perfectly easy to do.
But if you're a good leader, you will seek out the truth and you'll find the people who hold the right questions and time. You'll become an expert. You have to be a leader first.
[00:20:51] Speaker A: Okay. When doubt shows up mid project and some of the projects that you take on, how do you stabilize before you Respond to certain things that's not going the way that you felt that how it should go.
[00:21:07] Speaker B: It's just like following a map.
You know where you start, you plot out a course and, and you get halfway there and you find that there's road construction.
You've got to plot a new course. You still know where you want to go. And now you have a new beginning point, a new route to shine. It's just an opportunity for you to create a better product in the end.
[00:21:43] Speaker A: So with certain projects, do you find yourself pivoting more or less with certain, certain organizations or certain projects?
[00:21:57] Speaker B: No, I don't know the answer. I'm not going to make something up.
[00:22:09] Speaker A: When you go on organizations and you see there's a huge gap with, with how they operate and how they're doing business, do you find yourself correcting the leadership up top or do you find yourself with the, the worker bees and
[00:22:28] Speaker B: everything starts at the top, from the
[00:22:30] Speaker A: top, and it goes down.
[00:22:32] Speaker B: Everything starts at the top. Okay? The top is the leader. The top is the one that makes the ethical decisions.
And everybody falls in line behind that. So you have to start at the top, down to go back to your question. Yes. There are people that are in chaos and you have to figure out where we came off the rails so that you can get back on track.
Some projects that are not clearly defined, the scope of work is not clearly defined, the goal is not clearly defined. Those are the projects that give you problems. Okay? But if you put all that up front and know exactly where you are, where you want to go, how you're going to get there, it's a piece of cake.
[00:23:25] Speaker A: That's the shift.
Because that confidence is rooted in alignment. And that's exactly what you're talking about. That alignment, not adrenaline, which I don't think Ed has, he's, he's easy going. I don't, I haven't seen him yet. Kind of get worked up.
So confidence is rooted in alignment. Right? So stay with us because up next we're stepping into the A in my floss method. Accept it. This is where identity meets responsibility. We'll be back.
We'll be right back. To remind you that healing is possible, confidence is yours, and that you are flawless.
This is Flawless Conversations on NOW Media Television.
And we're back. I'm Tameka Jones and you're watching Flawless Conversations with on NOW Media Television. Are you ready? Let's go.
Welcome back to Flawless Conversations. I'm here with Mr. Ed Bridgman and we're now in the A In a flawless method, accept your true authentic self.
This is where everything gets real because acceptance is not settling, it's clarity.
This is where identity stops being something you talk about but becomes something you operate from.
Ed, what part of your journey did you have to accept before leadership felt stable or safe for you?
[00:25:04] Speaker B: I had to realize that I don't know all the answers. So after earning the first Malcolm Baldrige Award presented by Ronald Reagan for my work in Six Sigma, I was asked to transition from electrical engineer in a small room with a big computer designing microprocessors to standing in front of big company CEOs and explaining to them that if they would incorporate the Six Sigma quality initiatives, they would be able to exceed their customers expectations and reduce waste and be more profitable.
This was very scary for me. I was 29 years old and I was scared to death. And I had to ask myself, what are you scared of? They're not going to shoot.
What are you scared of? And I was scared that they were going to ask me a question and I was going to look stupid. I was going to look like I didn't know what I was doing.
So I figured out that I don't have to know all the answers. I don't have to be the expert. I, I can say that is a fantastic question and I don't know the answer. But I will figure it out. I will find the right person to ask.
And if you give me your contact information within 24 hours, I will contact you with that answer. Thank you for asking it. And once I had that answer ready to go in my hip pocket, I could answer any question from anybody about brain surgery. I don't care. Okay? Because you know, I'll get on the Internet, I'll ask Google and we'll figure it out. And I'll.
Of course it wasn't available at the time, but now it's, you can answer anything. So just get their contact information and tell them you'll get back with them.
[00:26:52] Speaker A: And just FYI, Ed, it's not Google anymore. It's AI you also.
[00:27:00] Speaker B: That's true. And before that it was encyclopedias. You know, you can figure it out. Okay. The information's there.
[00:27:07] Speaker A: It is there.
And once again, it's like when, whenever I, sometimes I go into Walmart or Target and I'm looking for a certain, it's called Pura refills. And I feel like every time they put them somewhere in a crazy spot and I can never find them and I will ask, you know, one of the customer service, you know employees, hey, where are the pure refills? And they say, oh, I don't know. They was over here, but I don't know where. I don't know.
That's not good customer service, right?
[00:27:41] Speaker B: Yeah. I was in Lowe's just the other day. I was shopping for some plumbing materials, and a gentleman walked up to me and asked me if I knew where air filters were. And.
And I said, well, I think there's over here, but let me go with you. And I took him with me.
And actually we went the wrong direction first because I didn't know where air filters were for air conditioners. But we ran into an employee who said, oh, they're on aisle 15. And so we had to backtrack.
But I took him all the way to the air conditioner filters and put the right size in his hand. And his wife is like, well, do you work here? And I'm like, no, I don't work here. He asked me a question. I'm going to try to find the answer for him.
[00:28:24] Speaker A: Just taking that extra step. Right. To help people. And we accept who we are and know who we are. Right. And walk in our true authentic self. Everything else around us begins to shift. We begin to lead different about the market. Shift your entire strategy, the way you lead, the way you do things.
About the market.
[00:28:53] Speaker B: We're in business to make money.
And so sales. Is someone else voting for us purchasing our product or service through sales? So you have to keep an eye on sales. Are sales increasing year to year, month to month, this month compared to last year, the same month, or are they decreasing? And if they're decreasing, then we need to understand why. Is it an outside source? Is there a new competitor in the market that wasn't there a year ago?
That's something we can deal with. If it's an internal reason why our sales are dropping, then we definitely have to get on that immediately and understand, has quality slipped?
Is our pricing not competitive?
What are the points that we can adjust to make to increase sales? Sales need to continually be increasing, at least to a point of saturation.
[00:29:56] Speaker A: So there's a numerous factors that could potentially interrupt the way people make their sales or the products.
So not just one thing, it could be numerous, as you just addressed. Right. As you just stated, it could be numerous of things that hinder someone from selling their products.
Exactly what values do you refuse to compromise on, no matter what the cost is?
[00:30:22] Speaker B: You've got to be honest up front, first, first and foremost honest with the information that you have at that given moment. Now, that doesn't mean that you won't get different information tomorrow. And maybe your truth today is not your same truth tomorrow.
That's okay. If the information changes, then the truth changes. I get that. But based upon what I know today, this is the truth, and I'm going to speak the truth no matter what.
[00:30:57] Speaker A: Where do you see the biggest misalignment in businesses between their vision and actually executing the mission?
[00:31:05] Speaker B: Well, the misalignment oftentimes comes from the fact that there's the organization having accepted the vision.
We all have our own definition of why we're in business and why we're here and what we're trying to do. If that isn't in alignment, then you're going to have everybody going off in a different direction, pulling the pulling in a different direction. You're not going to be able to pull as efficiently.
[00:31:35] Speaker A: Awesome. I agree. So alignment brings clarity, and clarity makes your next move with purpose and power. Up next, we're stepping into execution. W. Work on your struggles and S step into your purpose.
Up next. Stay tuned.
We'll be right back to remind you that healing is possible, confidence is yours, and that you are flawless.
This is Flawless Conversations on NOW Media Television.
And we're back. I'm Tameka Jones and you're watching Flawless conversations on NOW Media Television. Are you ready? Let's go.
Welcome back to Flawless Conversation.
This is where transformation does purpose. Without discipline, it's just potential sitting still.
This is the W and the S in my flaws method. Work on it and step into it. So let's go there. Ed, for your clients, what is the biggest struggle you see them avoid and what is the first step you guide them to take to break that cycle? Because it is a cycle.
[00:32:53] Speaker B: So in the outdoor hospitality destination industry, it's a very mature industry.
Airstream celebrated 100 years of manufacturing Airstream products in 2019.
So parks and campgrounds have been around for over 100 years.
People have inherited their parents campground several times. The median age of an RV destination in the United States is 40 years of age.
So people feel like they understand that business and they've been doing it a long time. And we've all heard the saying that continuing to do the same thing over and over and expecting different results is a sign of stupidity.
But that's an algorithm. And continuing to do the same thing over and over and expecting the same results, but applying them to a different client is also stupid.
And the client in the outdoor hospitality industry has changed drastically, especially since COVID They're younger they're more sophisticated, they're working from home, they have more children.
That this is no longer a baby boomer client. The majority of our clients now are Generation Z and Millennials.
So they demand completely different things. And continuing to do the same thing over and over that you did five, six, ten years ago is a definition of failure.
Even my peers have not. Many of my peers have not accepted the fact that, that there are now five different RV destination types. But if you try to develop the type of RV destination that doesn't fit with your property, you're not going to be as profitable. And so bullying your way through and continuing to develop an RV park when you should be developing a resort or a community or a campground or a hybrid, then you're not going to see the profitability that you could have seen.
[00:35:13] Speaker A: Do you see many outdoor.
Have you seen any of them become stifled or go because they are afraid to accept?
[00:35:23] Speaker B: Absolutely.
Absolutely. There are five different RV destination types and RV parks are the only one of the five that are losing money. And some of them are going completely out of business. Some of them are transitioning into RV communities or hybrids. But the old fashioned RV park is, they're, they're going out of business.
And in addition to that and recently Homestead RV Community, my RV destination, we were the very first to be able to meter and monitor both electricity and water and automatically. So Homestead RV Community is the most technologically advanced RV destination in the world.
And we said we have to be able to meter and monitor electricity automatically and we have to be able to charge the customer for electricity that they use in excess of, of a certain allotted amount.
A lot of places have not yet grasped that concept and are still giving away electricity. Those places will be out of business in the next few years.
There's. That's just not sustainable with today's RV owner that sucks down maybe 300 kilowatt hours in a single day. If that's. If they're sucking down $60 worth of electricity in a single day and you're only charging $55 a day for them to be there, you're paying them to stay at your place.
[00:37:02] Speaker A: So with all the changes that's being made in the economy and gas prices and oil prices, all the things you see a big increase in the cost of someone living in an RV community versus the RV park or. And then what's the difference? It,
[00:37:21] Speaker B: there's a lot of people that don't understand the difference.
RV parks have been around for over 100 years. So when you, when the RV owner started from their destination and wanted to travel across country.
They, they needed to stop along the way and park overnight to rejuvenate, go to the bathroom, have a dinner, sleep and move on. So they're along the highway there at the exit ramp, you'll see a park that is there just for overnight guests. They don't have any amenities. They don't need any amenities. People are only there from dusk until dawn.
But where they were going, Mount Rushmore, Grand Canyon, wherever they were going, they wanted to camp for a week or so while they enjoyed the amenities nearby. That, that's a campground.
So the difference between a park and a campground now 20 years ago or so people said, you know, I spent $100,000 on this RV.
I need to use it more than just once a year for two weeks stay. I want to use it every month for a three day vacation, three day weekend. I want to take off work early on Friday and be someplace and set up before dark, have a hamburger on the grill and spend all day Saturday there enjoying the amenities that are provided at that resort and then pack up Sunday and be home in time to go to work Monday. So resorts popped up all over the country and they've been around for about 15 to 20 years. And then since everybody understands that America is suffering from low income housing shortage, but the millennials and the generation Z's have learned that they can put their equity into an rv. They can purchase an RV and take it with them, take their equity with them instead of building or buying a brick and mortar home.
So communities have popped up in the last 10 to 15 years. People are living long term in their RV at a community.
Those, and so the, the last one is the hybrid. So something that was built to be a park, a short term use is being used as a long term use. And everybody is aware of that. When you drive down the highway and you look over at this park that you pass every day on your way to work and you see that same RV has been there for years and now they have a wooden deck outside side and there's flowers and plants growing all over this RV that, that's no longer an overnight stay. The tires are flat, okay? They've been there a long time. So they've taken a park, a short term destination and turned it into a long term destination.
And but if you build the wrong type that doesn't fit your property, you won't be as profitable as if you would have built a correct, correct type.
[00:40:30] Speaker A: And that depends on location too, right where you put in this. Okay.
[00:40:34] Speaker B: Exactly. Your location determines the RV destination type that you should build. The RV destination type that you build will determine the guest that you're going to attract. The guest that you attract determines the amenities that you need to provide. The amenities that you need to provide determines your construction costs. If you don't have to build a pool, you can save a bunch of money.
[00:40:59] Speaker A: If you.
[00:41:00] Speaker B: So if you have a campground where people are coming and staying the night at your place, but they're being entertained by Mount Rushmore nearby, you don't need a pool. Okay. So you can save that construction cost.
[00:41:18] Speaker A: Gotcha. Gotcha. I'm doing this all wrong, Ed. I need an art.
So when something is not working for you, right. If something's not working for business, what is your process to pause, assess, and to correct without reacting emotionally or reacting in a way that doesn't suits the business?
[00:41:59] Speaker B: Tamika.
[00:42:00] Speaker A: Yes.
[00:42:01] Speaker B: Yeah, we'll also over mics again.
[00:42:07] Speaker A: So, Ed, as a guest on Flawless Conversations, I always ask each guest to provide a flawless fact and a flawless nugget. A flawless fact can be anything about Ed that you want us to know. It could be that love. Ed loves chocolate ice cream. Anything. It could be something hilarious. Anything. And then your flawless nugget would be something that the audience can take away and actually use. Right. Put in their back pocket and use it. Actually share with someone else. So what is your flawless fact?
[00:42:39] Speaker B: So thank you for not giving me any heads up on this.
The flawless fact is that I am passionate about the outdoor hospitality industry. I'm passionate about helping anybody to succeed in the industry. And that's why I offer for free.
Anybody can call me and say, I have this property and this is my hour with them to just ask the basic questions and see if we're even got something we can work with.
[00:43:11] Speaker A: Okay. All right. Love it. And then your flawless nugget, something we can take away from from the show today.
[00:43:18] Speaker B: Be passionate.
Do. Do what?
Let your passionate lead you.
[00:43:25] Speaker A: Let your passionate. Let your passion leave you. Lead you. Don't leave you. Lead you. Let your passion lead you. I love it. I love it. I love it. Right?
[00:43:34] Speaker B: It just came up with off top my head.
[00:43:39] Speaker A: Let your passion lead you to your purpose. I added that part. And free of charge.
[00:43:44] Speaker B: I like it. I like it.
[00:43:47] Speaker A: So let people know where they can find you, follow you, or connect with you to learn more about EOB Consulting.
[00:43:54] Speaker B: So my phone number is area code 512-785-1379. And my website is my initials, EOB Hyphen Consulting.com so 512-785-1379 eob hyphen consulting.com
[00:44:19] Speaker A: I love that.
Thank you for bringing this level of clarity and discipline to this conversation.
[00:44:28] Speaker B: Thank you for having me.
[00:44:30] Speaker A: Leadership is not just about systems. It's about identity in action. When you face the truth, build real confidence, align your values and commit to disciplined execution.
You don't just build a better business, you build a legacy. I'm Tameka Jones, your identity and confidence coach, founder of Flawless Life Coaching, where your story becomes your power and we'll see you next time. Thank you.
