How much do I want to read more? 8/10

One another book about a man who succeeded in business and writes how he did it.
The author can be trustful as he actually succeeded before writing his book.
As many before him, he reached a "point of no return", read hundreds of books, and committed himself to change.
Therefore we can expect common ideas about his ingredients of success, such as taking responsibility, having the right mindset, and so on.
Still, the author has his own style, and his own experience, which makes this book unique and interesting for the psychology of success.

In the beginning, he explains how he struggled in life, at school, in business, as an employee.
It was really though, and he went through a lot.
It's actually interesting and inspiring, as he makes some reflection along the way, like being in the flow without knowing it, spotting the bad manager traits as opposed to the good manager ones.
And just like any "self-made man fairy tale", he met his mentor the moment he needed him the most. He learned from him and made billions of dollars ever after.

It may seem "cliché", but this book is not, it has his own uniqueness and gives unique insights.
Sometimes, all we need is just to hear the same message but from a different person, to finally "click".


Praise

[quote, Lewis Howes]
“The business landscape is always changing and full challenges and risks. In his book Man Up, Bedros Keuilian reveals a powerful secret that drives continued growth, profits, and industry leadership. A must-read for all entrepreneurs!”

[quote, Andy Frisella]
“Bedros is a master at communicating the leadership skills and mind-set hacks necessary for massive success in both your business and in life. Man Up delivers the goods in the most brutally honest way possible!”

PREFACE: YOU HAVE PERMISSION

six pillars of effective entrepreneurial leadership:

  1. Self-discipline
  2. Clear and effective communication
  3. Decisiveness
  4. Emotional resilience
  5. Clarity of vision and path
  6. High-performance team

INTRODUCTION: BEING A BAD LEADER CAN KILL YOU (LITERALLY)

Author's story about how he saw himself dying from a hear attack, although it turned out to be a surge of stress because of his business.
He awaken to the source of the problem, took responsability, and his fitness business thrived to a financial success.

MANNING UP

Manning up isn’t something you do in an instant.
Yeah, you can summon some temporary courage and take action, but it’ll last only a moment and then you’ll be back to your old self.
Manning up is about building the belief systems, habits, practices, expectations, and disciplines that allow you to become the best version of yourself—to reach your fullest potential in every category of your life.

we have a responsibility to this planet, to the people on it, to our families, and to ourselves. Nearly all of us are capable of earning more, doing more, and giving more to the charities and causes that we believe in.

I’m often shocked when I see people living subpar lives: in debt, depressed, in poor health, overweight, in broken relationships, in failing businesses that have such great potential. Why? In many cases, it’s because they’ve chosen to accept mediocrity and prefer to blame others and make excuses.

HUMANing up. It is a state of mind. It’s a way of thinking, operating, living, and being. It’s a constant pursuit of our best selves—to reach our highest capacity and become the people that we were meant to be. So stop making excuses, take control of your situation, and rise to your potential.

Manning up is about owning every part of your life. Every single thing in our daily life affects everything else.

I took a good hard look at the different parts of my life and started working on them. But underneath, it was a profound journey of discovery and self-examination. I read hundreds of books on self-development and improvement. I worked on building my self-esteem: how I felt about myself as well as my self-image; how I saw myself and how I thought others viewed me.
I talked to dozens of coaches, mentors, and friends asking for their brutal feedback. I went to therapy and took a deep dive into my emotional state. I got into masterminds coaching programs—groups of like-minded entrepreneurs who want to improve and grow in areas of marketing, sales, profits, productivity, time management, and impact. I kept journals and studied my behavior, thought patterns, feelings, emotions, and actions. I went down some successful paths in my quest and some blind alleys.

I kept repeating it to myself over and over, thinking: It’s time to man up. I am done making excuses. I am done giving control to others and looking at myself as the victim. I know I can do better with my business, my leadership, and my health, and I am determined to rise to my potential. It’s time to man up.
Mantras can get a bad rap. People often think that just because something is quick, it’s ineffective.
It’s time to man up—and then you just take action without hesitation. That’s why these five words have been my mantra, a personal call to action, a war cry, and an instant reminder that it’s time to do the right thing.

THE ONLY THREE THINGS THAT MATTER

1) You will become a self-disciplined (pillar one) and more effective leader who is able to communicate clearly (pillar two), make fast decisions (pillar three), and respond with certainty rather than react emotionally (pillar four).

2) You’ll have a clear and defined vision for your business and a clear-cut path to help you get there (pillar five).

3) You’ll know how to build your high-performance team: a hardworking, loyal, and driven group of employees who are committed to seeing your vision come true (pillar six).

This book is about you, the leader, your vision, and your high-performance team. Those three factors determine everything else.
A lot of books focus on things like networking or marketing strategies or managing time.
We’re going to work on the things that matter most, and I guarantee you the small things will take care of themselves

Of the three elements, the first one is the foundation, which is why we start with it. How you lead your life affects how you lead your business.


SECTION ONE: Leading Yourself

Leadership isn’t a what—it’s a how. Leadership is being a visionary, a clear communicator; it’s being decisive, staying in control of your emotions, and leading your organization from the front to victory with the least amount of stress, chaos, and lost revenue—and in the shortest time possible.

1. Wisdom from an Unemployable Dropout

Just like the other schools before it, I felt lost, confused, and out of place. I never even read books back then. If you told me I’d be writing one someday, I’d have laughed at you.

FROM FAILING AT BUSINESS TO WORKING AT DISNEYLAND

I figured I could make money as a DJ. Let’s just say that business failed: The only event I ever DJ-ed, I did for free.

Not enough people bought from me to move the product fast enough, so the products expired and I had to throw them out. The $55,000 evaporated. I had maxed out my credit card, and because I used my rent money to continue to pay for the business, I got kicked out of my apartment. I needed to eat, so I ate what was left of the protein powder and protein bars.

So after failing at school and failing at business, I found myself working at a big-box gym as a personal trainer just to make ends meet.
even with the extra pay from the gay bar and the income from personal training, I still wasn’t making ends meet. So I took on a third job at Disneyland.

I think everyone should work as a table busser at one point in their lives. Here’s what I did as a busboy at the Carnation Café: cleared tables; washed dishes, glasses, pots, and pans; mopped floors; and deep-cleaned the kitchen every night, after the park closed, till 2 a.m. Every busboy hated the job. We’d return home physically exhausted and smelling of food. Plus, you got zero respect from the rest of the restaurant staff, who looked down on busboys.

I learned a lot from that time at Disneyland—but the best lesson of all was seeing firsthand the difference between a great leader who was respected by the team and one who was mediocre and earned no respect.

Kathy was one of those managers who didn’t give praise, validation, or approval. It appeared that she only cared to point out shortcomings and mistakes we made. Add to that her pessimistic attitude, passive-aggressive way of communicating, and skeptical demeanor, and you’ve got someone who simply rubbed everyone the wrong way.
Kathy had prioritized the length of my sideburns over the service and efficiency of the kitchen during a critical time. She failed to see the big picture, which was to keep the kitchen efficient and to deliver the Disney magic to the guests. Because of this, morale suffered and she lost the respect of her team.
One thing I noticed about Doug was that he held the staff and restaurant to higher standards than even Kathy did, but everyone seemed to want to work harder for Doug. We didn’t want to disappoint him.
That was my first experience with great leadership.
In a way, however, I have to thank Kathy for showing me what a poor and ineffective leader looked like.

To make the job more fun, I decided to turn it into a challenge in my head. I’d race to see how many tables I could clear with one bus tub, how fast I could mop the kitchen floors, or how high I could stack the racks of glasses and carry them out to the soda fountain. I’d pile glasses into one another and make a stack of ten or twelve of them in my tub to save room. I figured out a way to hold the bus tub above my shoulder with one hand so that I could wipe the tables down without having to go back to the kitchen to put the tub down. I was the most efficient busboy in human history, and in time, I found myself actually kind of enjoying the whole thing.
By the time my break and lunch passed and my shift ended, I didn’t know where the time had gone. Back then I had no idea that I was in “flow” or what it meant. I’d just turned an otherwise stressful and low-paying job into a game—and I loved it.
When you turn something unpleasant into a game, you’d be surprised how far it can take you. Even though I was being yelled at and my body was exhausted, my clothes were a mess, and my hair reeked of food, I felt like every day was a challenge and I enjoyed that. I wanted to beat the total number of tables I could bus in an hour. Or I wanted to do it faster.
I didn’t know about the science of flow then. I didn’t know that research actually reveals that you can get into a state in which your mind and body are in unison, in which the hours just fly by. I just knew I had experienced something amazing and I wanted to experience it again—only this time, I’d be the boss.

BACK TO BUSINESS

After seven years of working at Disneyland, I had saved up some money and I quit. I went into personal training full-time, which I felt was my purpose.
This time was different—because I had a mentor. One of my clients was an older gentleman named Jim Franco.
Right away, you could tell from his poise and self-confidence that he was someone to learn from.
He had enormous personal discipline, but he also brought joy to his work and his office. He would arrive early every morning and greet every single employee with a smile.
Later I would think back to Jim and his office morale and culture so that I could replicate it at my headquarters.

As I trained Jim, I would pick his brain about the art of entrepreneurship. He was rough around the edges, cocky, and confident—but he was also a shrewd businessman. I would watch him and learn so much just listening to his stories about business.
Disney had taught me that I was unemployable and couldn’t work for anyone else; I needed to learn from Jim how exactly to work for myself without going broke.
he taught me everything he knew about running a business. It was like getting an MBA—but being paid for it! He liked me, too, and came to believe in me, eventually loaning me $126,000 to start my own business.

It was a glorified job. If I stopped working, it wouldn’t keep working.
I was ready for more. I wanted to be more than just “self-employed.”

It’s become common these days to talk about entrepreneurs once they’ve achieved their successes.
People are a lot less comfortable talking about the long journey to those successes. They don’t want to talk about the crappy jobs they’ve had; they don’t want to talk about the awful bosses they had to deal with. But the story of those valleys is what makes the story of the peaks worth it.

EXERCISES

It’s a process that develops over time and a big part of that process is reflecting, processing, and strategizing. It’s thinking hard about your life, your past, and your decisions and future desires.

1) All great entrepreneurs have great mentors. They have people they study and look up to. Who is the person in your life that you’re studying and learning from?

2) I discovered flow state by washing dishes and cleaning tables. But now, it’s a state I try to cultivate in everything I do. When do you experience flow? When does the time fly by for you?

3) Not being good at school was important for me. If I had been good at school, I probably wouldn’t have become an entrepreneur. All of us have something like this: something that seems terrible in the moment that ends up being a transformational fork in the road guiding us to some of our greatest successes. Can you identify something in your life like that? Something that has served as a transformational fork in the road for you?