A force multiplier is a strategic partner for any entrepreneur, an invaluable asset to a founder working towards building a thriving business. Known as an executive assistant or chief of staff, they are an entrepreneur’s competitive advantage in accomplishing goals and scaling growth.
Welcome back to the Author Hour Podcast. I’m your host Hussein Al-Baiaty and I’m very excited to be joined by the co-authors, Adam Hergenrother and Hallie Warner, to celebrate and talk about their new book, The Founder & The Force Multiplier. Let’s get into it.
All right everyone, thank you for joining another episode of Author Hour. I’m here with Adam and Hallie and I’m really excited to get into talking about this conversation, about The Founder & The Force Multiplier, their new updated version of their book, How Entrepreneurs and Executive Assistants Achieve More Together. Thank you for joining me today.
Adam Hergenrother: Yeah, thanks, we’re excited to be here.
Hussein Al-Baiaty: Yeah, absolutely. So I want to take our audience a little bit back in time and I want to give our listeners an idea of who you are. How did you all meet and come together and start working together?
Adam Hergenrother: Well, I mean, we take that many directions but in 2010, Hallie was hired for our organization called Hergenrother Companies. We weren’t nearly as advanced as we were today. I think Hallie and I are both novice into the business world. I got into it a few years ago and Hal, you were really focused on wanting to be a leader at the table. We just didn’t necessarily know what that direction that would look like.
And we actually hired Hallie for an operations role essentially, and in a couple of weeks, I realized that the person that I promoted to an executive assistant and Hallie were in these opposite roles. So to make the long story short, I brought them in there not knowing how either of them would react and I just said, “Hey, I think you guys—you ladies are in the wrong position and I think you should switch.”
They both looked at each other and go, “Yeah, I think that’s right” and then the story goes from there and we just continue to build organizations over the last 12 years, and now we run a multibillion-dollar organization, and we started realizing that our partnership was unique and we had some things to share about that, hence, the book came in. I’ll let Hallie jump in a little bit about that.
Hallie Warner: Yeah, sure. I’m like where to start? Yes, we always joke that Adam found me on Craigslist, that’s the running joke.
Adam Hergenrother: True story.
Hallie Warner: When I answered some random, I don’t know, it was like an operations marketing role for his real estate team but yeah, Adam had been in business I think for about four years, in real estate specifically, prior to me joining the organization. We were in our mid to late 20s at the time and we both were hungry and wanted to put in the hours and the work and wanted to build something.
And I think almost, it seems pretty natural, and we figured it out over the years, but natural at first that you really were the face of everything and you were the sales and the vision and we’re able to take a product, and whatever the product was, whether it was an idea or a home or a new company, and I was behind the scenes just making it all come to life.
So that ultimately ended up being the executive assistant role, which I did for about five years , five or six years, and then move more into a chief of staff role as the companies kept growing and growing, and every year or two, we added a new organization and more staff and we just continued to grow right alongside each other, which has been really awesome.
Hussein Al-Baiaty: Yeah, there’s a unique—you know, when the right hand and the leader, there’s a very unique relationship that takes hold and a bond that starts to formulate. I think for me, it’s really built on the ideas of trust, and trusting in one another’s abilities and trusting in you a combined vision.
How did you two navigate those waters of trust especially in the early years, when you’re both young? Obviously, it sounds like Adam, you sound like you had the vision of being vulnerable in that moment of, these two people seem like they’re in two different spaces that actually if they swap, it would benefit the company going forward, and having a gut instinct in that way is very powerful.
Because then you relinquish that power of being like, “No, I’m going to force you into that round hole or force you into this role over here”. It sounds like you really had a vision for that. So how did that build out? In the years that followed you making that switch, where did this trust really start to foster and grow?
Adam Hergenrother: Yeah. Well, I think trust is earned for both of us and Hallie had to earn my trust and I had to earn her trust. I think predominantly, people think that it’s one way. I think people actually go in, if you’re an owner, you’re like, “Well, I got to trust you.” We’ll say with leaders, it works both ways.
I think that’s really important for people to hear and understand because I think there’s this dominance, like, “I’m the owner.” Everyone knows you’re the owner, dude. So let’s just move on from there. But trust has to be earned from both sides and I think for us, how I really started seeing it with Hallie was really more the product.
The best way I could describe it was, any time I ask something to get done, even if I just mentioned it like in the hallway or we were in a quick call or I mentioned that and I even forgot about it, it would just show up, done.
It was complete and I would take it, like we talk about it in the book, I take things from a zero to a one or a zero to a two and then Hallie brings it from a one or a two to a nine, and then gives it back to me to deliver speech, deliver presentation, or somebody else our organization who needs it, and that those things just started showing up and they were done better than I could ever have done them.
So that trust started to permeate through the rest of our relationship and then of course, both Hallie and I operated as if we revolt for each other so that I would confide with her, because look, when you’re the owner of the company, there’s not many people you could go to and just let lose a little bit, right? It’s like, you can’t do that and Hallie was that individual. She would a lot of times listen and sometimes she wanted to try to solve it, and then I’m like, “Don’t ask me a bunch of questions right now, Hallie, I just wanted to get something off,” and she just listens.
Hallie Warner: Because I always have the answer, right?
Adam Hergenrother: Yeah, exactly, exactly. You always have that, you’re just driving for more clarity to help everyone get it.
Hallie Warner: Exactly.
Adam Hergenrother: It’s what you do but yeah, so then I think from there, you start building more and more trust. The other thing was one of the first things that people don’t want to give up, is their calendar or their email, and while I’m on my inbox, Hallie’s in my inbox just as much as I am because I miss things. Those things that I don’t want to deal with, all those things that we’re just dealing with, and she’s also — in the beginning, she doesn’t necessarily do it anymore.
She knows my calendar but we have an EA that does that by calendar now, but she also owned that in the beginning. I was like, giving up my calendar was literally like, I felt like somebody’s ripping away my time and freedom and for entrepreneurs, that’s a big thing because you get in the business knowing you’re going to work hard but for the freedom of knowing nobody telling you how hard you have to work.
You tell me to work 40 hours, I’m not going to do it. If you don’t tell me, I work 80. That type of mentality. So for Hallie, it was more of relinquishing that and then trusting to — we did a lot of work together on our calendar and still do to this day of getting that, but I think it’s just over time, the model that I would take away from this is that you become a vault.
This should just go for anybody in general in life. If somebody tells you something — I teach this to my kids all the time — somebody tells you something, I know it feels good to want to go tell somebody but it doesn’t help you in the long run. So become the vault. And what do people do with vaults? They put things in there.
So you actually gain more knowledge and then you can use that knowledge, not to share with others but to make better informed decisions to the organization and number two, the trust is when you need to show up and you’re supposed to show up and deliver something, either side of us, we show up and deliver.
Hallie Warner: I’m just going to add a couple of things the force multiplier or employee perspective in terms of trust, because I think it is so important, particularly in these types of relationships where you are strategic business partners, that Adam was always really good about investing time into me, and we don’t always see that with leaders or CEOs or entrepreneurs investing time, and specifically into their EAs or their chief of staff.
They just think of them as a more of a tool rather than a tool to use when they need it but not as that integral asset to the success of the company. So always investing time, whether that was just through our weekly meetings, whether that was through training and education, whether that was pushing me to take on something that I didn’t think I was ready for but he knew that I was, and even if I really wasn’t, he was okay if I failed forward in that.
So that helped me trust him because he was putting that sort of time, effort, and trust in me. So therefore, it’s that push and pull and so I could therefore trust him and his judgment because he was ultimately doing what was best for me in my personal and professional growth, and then of course, I was going to do that for him and for the company as well because there is that mutual respect.
Adam Hergenrother: The other way that summarize this too, just listening to you Hallie, is that neither one of us went in this with like, “What can I get from Hallie?” It was more of, “How can we both come into the situation and do what’s best for the company?” I think that builds trust as well because you’re not doing it for your own self-interest, but those will come. That benefit will come to you if you put the organization first.
Hussein Al-Baiaty: Right, and that alignment of the vision is amazing too. You take this idea of the history of an assistant and modernize it and bring it into our new modern day of what it means to assist someone and help them achieve those things, but it’s really not just about them.
It’s the other way around. It’s how much that leader invests back in you, like you were saying Hallie, and believes in your abilities and how you can grow them even more because all in all, the byproduct is it helps the company, it helps that mission realized. So you say in your book, “Besides every leader is a talented force multiplier,” which both of you used that word a few times. Can you tell us all what a force multiplier is and I’ll start with Hallie?
Being a Force Multiplier
Hallie Warner: Sure, yeah. So we define a force multiplier as a strategic business partner who helps the leader build and run wildly successful businesses. In other words, it’s a leader’s right-hand person. Most often, when we talk about it, we’re referring to either an executive assistant or a chief of staff.
Hussein Al-Baiaty: Beautiful. Adam, is that how you see it as well?
Adam Hergenrother: Yeah, that’s exactly right. I mean, I think a lot of people can be really integral to the organization. The difference though is an operations person isn’t necessarily working on the same goals or mission or actual job that the CEO is, whereas Hallie is working directly on the same thing that I’m working on. It’s basically two people working on the same job.
So that’s the difference when we use that, and creating the movement of the force multiplier is that person’s right hand individual that is literally working on the same thing that I’m working on. Because if I’m preparing a speech, Hallie and I are both preparing a speech. It’s not like I go to my CFO and say, “Hey, let’s both prepare the speech together”, right?
They’re a leader but not in the same way as we see the force multiplier, which is — actually, it’s funny because you look at an org chart and you see an EA or chief of staff to hang off to the side of the leader, right? So it’s like we already do this with org charts, that’s the funny thing and so now, it’s bringing that into being like, “No, that person’s a leader, they deserve a seat at the table because they’re actually doing the exact same thing as the highest,” the individual that’s leading division or leading the organization or the founder, whoever that individual was.
Hussein Al-Baiaty: Yeah, I mean, you touched on it earlier which I thought was really profound in that, you say the idea, the thing you express, that thing you want to say, and your force multiplier knows the incremental pieces or is asking you more questions to get those little pieces together and in some ways, it’s like putting the crumbs together to make the bigger thing, and I love that.
Because sometimes as a leader, you know the small components that needed going to something and other times perhaps you don’t, or you don’t know the right person in your organization that could take that, but what’s interesting about your executive assistant is that they have an umbrella effect, where they have a good feel of who can do what and when and how, and you need that someone to lean on that has a more granular experience that can bring that vision to life.
So I just appreciate about you two because it sounds like you figured out a balance between this umbrella and the wider ideas that you’re trying to help your new clients with.
Adam Hergenrother: You know, I think most leaders in terms of like founders or the executive leadership side, they’re really not that good at many things. I mean, honestly. Like, this is the truth, right? I don’t know how else to say that and people, once they get over themselves, they actually recognize that and you can use it to your strength.
So we need the right hand person next to us, right? I mean, it’s like, we need that person because I may have a really good vision and instantaneously, like, you can see the sky, the angles, how to get there and the other side of this. You can see all the pieces that need to go in there but when it comes to actually putting the pieces together, it’s like I have paralysis or you can’t do it or you put it off.
Then that’s why insert the force multiplier who is going, “Great, let me ask you these 13 different questions so I can actually do it.” And they come back with a product and so it’s really that whole team. It’s just executive leaders really are, there’s very few that are really good at doing that granular thing.
If they are, they may get stuck in doing that instead of actually working on other things, which we see often with executive leaders or leaders in general where they are trying to do everything, which they’re really, they can do it and they can probably do it pretty good, but that’s not the highest and best of the things they can do that are pretty good.
Like sure, I can write and I can deal with different things and I could put a presentation together but Hallie just does that better with getting input and insights from me to be able to do this, she’s just better at it, right?
So it’s just like, it’s not that people can’t do these things, it’s how to remind people with their highest and best use and it goes back to the perennial principle. The perennial principle, if you haven’t heard of that, is basically 20% of your activity produces 80% of your results.
It shows up 20% of the salespeople in an organization produce 80% of the sales, right? 20% of the country owns 80% of the wealth. Like, all these show up within all of these and that’s why it’s called perennial principle, and it also shows up in business.
Well, what most people end up doing is they’re spending 80% of their time producing 20% of the results, and we wake up and go, “Well, how do we do a 90/10 perennial principle? Whereas, 10% of what I do brings in 90% of the results?”
Hussein Al-Baiaty: Right, that’s very powerful. So in part four of your book, you talk about time and energy. Can you talk about how distractions have become like weapons and how decision fatigue affects us?
Distraction and Decision Fatigue
Adam Hergenrother: Well, I’ll jump in and stop for a second with Hallie. I mean decision fatigue is a real thing, right? Whether you want to admit it or not. Sometimes it can be like the simplest decision and, “What do you want and I want to know?” I would delete the email, they’ll respond to it and it’s not because I can’t make the decision.
It’s because what I’m triangulating in my head right now is a much bigger situation and I’m trying to keep focus and attention of putting my consciousness on the problem at hand, and so if I have to stop and stop holding the object in my head, I have to go put attention on that, it’s almost like nothing drops and you got to re-pick it back up in your head.
So what you’re doing as a leader inside there, right? I mean, the quality of your life has turned but the quality of your inner experience, you’re in there thinking, which is thinking is asking yourself a question and answering the question yourself so you can see it different.
So you get to a point where you’re making all of these decisions with information that you have and at some point, you just don’t want to make any more decisions, so decision fatigue is real. So I always look at this as one of the most important thing a leader does. One of them, one of the three things, is to make three quality decisions every single day.
I really believe that organizations that are over a ten-year period that geometrically outpace other companies is because — not because of one event but sometimes we can point to that but really what it is, is that every day the leader has just made a 10% better decision and you compound that geometrically, you end up with a much completely different organization than somebody that didn’t.
That’s why people look up and go, “Well, I kind of did the same thing. I did it every day. How come I’m here and how come they’re there?” Well, they just were 10% better every day, that’s the difference.
Hussein Al-Baiaty: I love that. Hallie, how do you feel about that? How do you feel when Adam was just talking about the ideas around distractions? Taking away some of those distractions from Adam so that those decisions can be really clear and concise and are committed to, whether it be on a whole brand scale or business scale or just between you two’s relationship?
Hallie Warner: Yeah, I think we’ve put a lot of systems in place over the years. At least I hope we have, to help mitigate some of the decision fatigue, and this is what we teach all of the EAs and chiefs of staffs that we work with, to mitigate and really to eliminate as many decisions from the executive as possible. So our executive assistant really does a lot of this as she’s handling some of that lower hanging fruit.
Whether it’s making a decision once on a series of decisions or making a decision once that is a reputable decision for the next 12 months, whether that’s something on the calendar or whether that is something like eating the same lunch every single day, that is some decision you can make once that she can have, that she can have full control over. So just eliminating some of the decisions helps eliminate some of the distractions.
That also helps with communication in terms of the fact that our EA and myself handle a lot of the communication distractions, whether through email or our other leadership team members know they can come to me to review things or have questions answered before they even get to Adam. So a lot of it is just taking away as much as we can, so that by the time it does get to Adam, it’s one of those three high quality decisions that he has to make.
Really, we try to protect him as much as possible from all of the other issues, decisions, communication challenges, things that need to be reviewed, all of that so that he is at his highest and best use at all times. That also goes along with helping to manage his energy where EA might work with him in terms of his calendar, so that we know he has certain meetings in the morning.
Certain types of meetings in the afternoons where he has higher energy in the morning, maybe not so much in the afternoon. So maybe that’s for more of catch up versus presenting to a group of a thousand people where we might do that in the morning. So a lot of it is just understanding how your executive works, managing the energy, eliminating decisions, and just being as proactive as possible with all of those things.
So that again, when it gets to the executive, it is manageable or as manageable as possible for their very busy lives.
Hussein Al-Baiaty: Yeah, so you guys obviously work with other executive assistants and just helping organizations develop better systems it sounds like. Tell me about a story of someone you worked with, the clientele that you work with and how you helped them achieved a transformation that you seek to make in these organizations?
Story of Transformation
Adam Hergenrother: You can go first, Hallie.
Hallie Warner: Oh geez, do we want to talk about a project view story? Do we want to talk about our cohort? Do we want to talk about our employees? I am going to go to our cohort. So I have done a couple of different cohorts, we have about eight. I have eight individuals and each of my cohorts — they’re usually executive assistants or chiefs of staff. In fact, they’re all are, maybe there is like one operations manager in there.
I spend six months with these people, once a week for six months, and we talk about everything from what we discussed in the book about how to increase your strategic partnership, how to become better leaders for your executive, how to communicate and cast the vision alongside out their executives, and I can’t give you necessarily a specific example because it happens to almost every single one of them.
But of course, we talk about personal and professional growth as well along the way, how to have executive presence, how to increase their own thought leadership, how to build trust with their executives, that’s a big one. So anyway, for me, the things that I am most proud of and seeing in their transformation is their confidence increases tremendously throughout that time, and the byproduct of that is many of them get raises, get promoted and/or they moved to other organizations where they are in better alignment with their executives.
Because even after six months, they can’t quite get there with their executives. The executives aren’t as open-minded and willing to grow as they are, so they end up moving on to different opportunities where they get promoted and get raises and so to me, that is everything.
Adam Hergenrother: Yeah, I think that’s awesome and there is another side of it. A lot of times, executives, they will reach out and say, “Well, how do I find a Hallie?” Or like, “How do I find my person? What do I do with them?” and we always kind of like, “Well, do the models in the book so you can follow it,” and they are. And the second thing is they’d be like, “How did you give up your calendar?”
That is a big one, right? First, how do I give up that and then I walk people through those things, and the second one is like, “How do I give up this whole business side?” I can think of somebody right now, it’s like, “I need to hire a chief of staff because I need to give on them.” These are big business objectives. “How do I give this up?” and I go, “The same way you gave up your calendar” right?
It’s not like you are giving them up because you’re having somebody alongside of you, and so it’s nice. And then people also negate space because part of being a leader is being able to see things that other people can’t, and if you are caught up doing everything in the world, you can’t actually see everything without the space to create and make those quality decisions that people need to make, they’re actually relying on you to make.
Hallie Warner: I was just going to add one other thing that I do love hearing because I love when we hear from our readers, from our audience, and I love getting the messages, whether sometimes it’s from the Force Multiplier, sometimes it’s from the executive or founder who say, “We read your book and I just bought a copy for my executive” or “I just read your book and I just bought two copies to read with my chief of staff and EA and we’re all going to read it all together. I can’t wait” or “It’s changed how we approach our role or how we approach our partnership,” and to me that is everything.
Adam Hergenrother: You know recently, we had one of the largest companies in the world actually reach out to us and say, “Hey, can we buy like 500 of your books? We want to feature you,” and we actually did a whole presentation for the group and that’s awesome, because you know that now all of a sudden there are individual leaders, and individual leaders that are there leading with their right hands allow us to know that the book is carrying out there every single day, and people are following that model.
Hussein Al-Baiaty: Yeah and that’s so powerful in how you use your book to engage with your audience, and helping them and giving them that value of whether it be a raise, whether it be a complete transformation, finding another role, those kinds of things are so important. How would you say, so you wrote your first edition in 2000, was it 19, is that right?
Hallie Warner: 19, yes.
Hussein Al-Baiaty: Yeah and you just updated it. How has it helped you? How was writing the book helped you kind of gain that credibility in your industry? And obviously you have talked about some benefits here, but how has it helped you two sort of navigate the industry?
Impact of the Book
Hallie Warner: Well, I’ll jump in. So the book has given us, I mean, it’s really been like the—it is our cornerstone content. We’re big on content in all avenues. You know, through social we just launched our Founder & Force Multiplier Podcast, we have a blog, we are all about content and giving as much information away as possible to help others, and then the book was really ended up being a compilation of a lot of that content and a cornerstone piece of our content.
That has then launched into things like speaking engagements like the one Adam just mentioned, it has launched into the cohorts. Those didn’t exist prior to the book and those have been amazing, to see those transformations and meet such amazing individuals from around the world and my cohorts. There is a million different examples I could give you but all leading towards our membership platform, which is going to be launching here in the next 30 days.
That is going to give us even more access and engagement and conversations with that community like I just mentioned, those founders, those entrepreneurs who are messaging us and wanting to talk about the book or ask different questions. We are launching a membership platform, so now they have the opportunity to engage with us and our new CEO on a more frequent basis. Additional content, we’ll have more books coming out.
More training for them and really that community where we can have these types of conversations about building businesses together between the entrepreneur and the executive assistant or chief of staff.
Adam Hergenrother: Yeah, Hallie is being a little humble. I mean, we get [inaudible 0:25:26.1] but I mean, we get a speaking request or somebody to coach somebody almost on a daily basis, and so part of it is that the membership community created was so that we could actually have a place to drive people, because you just can’t physically do all of our jobs and do it all at the same time.
So we make really good hires, which we’re excited about, and really excited they’re going to take the whole movement from three years ago, what is it, 2016 or so Hallie, ’17? We wrote our first blog piece that really took off from there.
Hallie Warner: That’s right, yeah. I think it was 2015 or 2016 and this is just another little aside, to me, it shows the power of the brand, it shows the power of what the book has done to level up the mindset and the type of individual who goes into these EA and executive assistant and chief of staff careers, and really helping to shift the mindset around those rules and that they are leadership positions.
That entrepreneurs should be looking for these types of individuals to help them grow their businesses that, specifically on LinkedIn and even in resumes and different on email signatures when I talk to a lot of these individuals, they’ve actually changed their titles to force multiplier. They don’t even call themselves EA anymore, they are often just calling themselves a force multiplier, which I think is really just a testament to the power of this book.
The fact that so many people have really adopted it and taken it as their own and have the sense of ownership over that role, and it gives them a pride of ownership too over that title and what it means.
Hussein Al-Baiaty: Yeah, that’s so powerful. That is great branding too. I mean, I think the only time where you’re making a shift in how one sees them self, right? It’s very empowering, it is very energetic to the company and to how one sees themselves and where do you see themselves in the company, right? It’s not just like someone is just hanging out here helping out with the things that the CEO or whatever doesn’t want to do.
It is more like, “You know, I am a part of everything we’re doing and here’s how I am leading in this direction.” I love that so much.
Hallie Warner: Right and CEOs, yeah, I was going to say and CEOs are no longer looking for it. Well, they still are but hopefully we’re moving in this direction that CEOs or entrepreneurs aren’t looking for assistance anymore. They’re looking for force multipliers, and there’s a difference.
Hussein Al-Baiaty: Yeah, a huge difference. I mean, when I just think force multiplier, I just think I am going to lean onto this person. It is going to make what I am thinking about that much more powerful. It is such a unique perspective and to name it and brand it is brilliant. So great job you two, it seems like you know what you are doing around these parts. It is just great to hear you two talk about the work that you are doing and helping others.
Not only, I mean, you’re actually living it because you two are working together and all those kinds of things, but you are also teaching it, which is really powerful. So this question is for both of you and you can go one at a time. If there is one thing you want people to take away from your new updated version of the book, what would that be?
Adam Hergenrother: I think for me it’s easy, I already mentioned it but it is something I would teach all of our executives, which is to make and really focus on decisions in making one, two or three really quality decisions in your business every single day when you’re clear, and I mean, that’s — when we kind of look back at trajectory, you studied the principles and how people like Jeff Bezos came out when he’s obviously retired now and moving away from his position.
He said, “You know, my job as a leader every day in Amazon was to make three quality decisions before 10:00 and then if I did that, my day was done.” And when you start to study that, you really see that executives, that’s where they thrive. That decision could be there to announce the product, to discontinue the product, to add a different price increase or to review financials deeper and find something and then see.
Really these, they go in every direction but if you have a force multiplier and as you are building your organization, it gives you that space to make those decisions that support the entire organization and the industry that you’re going towards with more clarity, crispness, and direction, so that people can go out there and execute on what they need to do as the whole organization does.
Hussein Al-Baiaty: Love that, what about you Hallie?
Hallie Warner: Yes, so I think that we wrote the book in such a way that it can really be used as a playbook or a roadmap for building these partnerships. However in the updated version, we made it even easier for people who are reading the book to get into action and to take action by adding these “achieve more together” sections. Whoever knows me knows that I love asking questions and getting to clarity and getting things done.
So we added these “achieve more together” sections where there is questions that you and your strategic partner can work through together, and some other little comments and questions there because that is the whole point. The whole point is not just to read the book and put it back on the shelf. It is to use the various chapters, the concepts, and these questions to start taking the necessary steps.
To continue building these partnership, whether it is going to be for the next two years if you’re on a tenured chief of staff but not a tenured, a rotational chief of staff position, or if you plan on being a force multiplier with the same executive for the next 20 years that you can use them all now.
Hussein Al-Baiaty: So powerful. Hallie and Adam, I learned so much today. Thank you for sharing your stories and your experiences. So it’s called, The Founder & The Force Multiplier: How Entrepreneurs & Executive Assistants Achieve More Together. I love that, it’s very, I mean just the title alone sets the mood. I love that so much, besides checking out the book, where can people find you?
Hallie Warner: The best place to go for all the things, The Founder & The Force Multiplier, is to go to founderandforcemultiplier.com. From there, you can check out our book, our podcast, our blog, we have a ton of downloadable resources, free online training events, coaching and speaking information and of course, our email in case you ever want to just shoot us a message.
Hussein Al-Baiaty: Perfect. Thank you all so much for joining me today. It is going to be an amazing episode, I can’t wait to get it out there. Thank you.
Adam Hergenrother: Thank you for having us.
Hussein Al-Baiaty: Absolutely.