From episode: TGMS Ep: 135 Business and Life Mastery
got a privilege to have Mike Agigliaro here with us today, and Mike owns a few companies. He owns the Food All Group, and he also owns Business Forge, which he'll probably talk a little bit about both as we do our podcast today. But Mike, I know you've been in the business, you've been in the heating and air and plumbing business, and you've purchased a few, you've sold a few, so you've definitely been in the industry quite a while, which we'll talk about. But we were on Facebook the other day, several weeks ago, and something came up about a subject about jealousy and envy. And I mentioned something, and that's kind of how we started talking. But, you know, jealous and envy has been around since Adam and Eve. I mean, that's what happened in the garden. Cain and Abel were jealous of each other, the first two kids from Adam and Eve. And as business owners, it's really easy to get our eyes off what we do every day and start looking at other companies, which I advise not to. But what is your opinion on that? What does it do for the business owner, the company, and everything like that when we start doing that? Yeah, well, I used to tell people the most dangerous thing is Facebook because it created this comparison effect. And the comparison effect is when you think someone else has something that you should have. And I think it's, you know, if people don't know how to control it, what they do is they have this, they live within this fantasy of seeing people, right? You see people, it's back. If I do a post about something about, you know, life by design or compelling your life to go to the next level or connecting deep in your relationship, I get two or three. And I think people have this kind of fascination to what they don't have because they're stuck in this wanting to have this emotional, immediate gratification, right? It's probably like we all have a buddy bought a boat, real excited, tells everybody about the boat. He's buying the boat. He has the boat six months later. No one cares. No one even knows about the boat. No more. It sits, it's growing weeds. He don't clean it no more. And his wife can't wait to get it out of the, out of the backyard and scaling companies. If we go into it, you deal with this, you deal with this a lot with people looking at you and right away, they want to say, you know, if you're a big company, you must be a thief. That's what I dealt with all the time. Right. And it's, and I don't know why, I really don't understand that, but it's human nature a lot of times because when you're achieving and you're making things happen, I often say you're a moving target and you've, but the best way to keep from being shot is to keep moving upward. So, you know, what harm, what harm does jealousy and envy cause for the business owner? Yeah. Well, people become very, you know, first off they become this whole jealousy and, and goes into this world of judgmental, right. And, and, and cast, casting judgments on what they think is true versus not true. And, and when I scaled, I built a company called CEO Warrior. I built that company which was to help the plumbers, HVAC, electricians, pest control people. And I built it to show them a different way, a different way of thinking. I don't know about you, Greg, but like, if I can get people to just change their framing in their mind, I can easily teach them marketing sales and operations. Like that's just a, that's a basic functions of a company, but to get people to think different. So when I started working with, you know, smaller companies now they scaled so many of them scaled, I mean, 50, over 50 companies that I worked with before I exited the company, sold in the last 30 months and became, and 90 % of them became deck of millionaires. I used to tell people, tell me how you, how do you act when you're in the office? And what they do is they, they, and this goes to the point of jealousy. There's oh, so and so around the corner, they got 50 trucks. And the reason they do that is because they charge too much and they, they pressure sales people. And, but it wasn't true. I'm not saying it's not true for any company, but it wasn't true. They just needed to, what is it? They were casting these stones, right? And I said, well, what about this? What about if we shift our framing just a little bit? And instead of looking at them at their, their bad and they're doing things wrong, why don't we ask them what they're doing?