[00:00:00] Michael Pacheco: . Hello everybody. Welcome once again to another episode of the remarkable coach podcast.
As always, I am your host, Michael Pacheco. And today with me, I have. Chuck Mahler. Chuck is founder and CEO of MCG Partners. He’s also an executive coach, advisor, and the author of his old bestselling book The Rise of the Agile Leader. Can you make the shift? If you’re watching this on YouTube, you saw us both chuckle right there.
This is Chuck’s second time on the podcast and I’m using his bio from two years ago when the book was new, best new and best selling. Now it is old and best selling.
[00:00:40] Chuck Mollor: it’s old after two years, but yeah, it’s
[00:00:42] Michael Pacheco: comparatively anyway. Chuck, welcome back to the remarkable coach.
[00:00:46] Chuck Mollor: Thanks, Michael.
I’m really happy to be back. We had such a great conversation. We were just laughing before we went on air that it’s been two years. I couldn’t believe it. I thought it was like maybe a year ago, but yeah, time flies.
[00:00:56] Michael Pacheco: Yeah, it was July July 2021. For those of you who want to go back, I encourage you to go back and check out.
That first episode Chuck goes into some, goes deep into, he talks about his book. He talks about balancing time executives time between strategy tactics and that sort of thing. And a number of other topics that I’m, won’t get into now. Go back and listen to the old episode. It’s all there.
But Chuck, so for our listeners and viewers who have not had the opportunity yet to go back and listen to that old episode, why don’t you tell us a little bit about yourself who you are and what you do in your own words?
[00:01:33] Chuck Mollor: Sure. I appreciate that. So I started MCG Partners got to be 16 years this June.
Time does go by fast as we were just talking about a minute ago. So I, I started it because I’m passionate about the space, right? We’re a leadership organizational and talent, we’d like to call optimization firm. So it’s really about. How to and our big focus is really those 3 areas.
So we’re really a full service boutique consulting firm and part of our leadership practice. I am also an executive coach. I’m a practitioner. In addition to being the CEO, my background is consulting. I’ve done everything from strategy consulting to change management and then I got into the leadership development, talent management space about 25 years ago.
And I, yeah. Got into building companies, building practices, always had that sort of entrepreneurial streak in me for big companies, small companies. And then I ran a midsize global consulting from the space. We got acquired twice. In one year. And that’s when I started MCG. So that’s a background.
[00:02:33] Michael Pacheco: How does that work getting acquired twice in one year? Once you’re acquired once, aren’t you just acquired and then it’s done?
[00:02:39] Chuck Mollor: Yeah, no, it happens. We’re, so my firm was acquired by a big competitor. And we were owned by a holding company at the time. And so they acquired us and I did that integration.
And then a really huge firm that was not in our industry ended up buying that firm. Gotcha. Literally, that happened within 12 months. Probably, 11, month 11 is when that acquisition happened. I got involved in two, two acquisitions in one year. Yeah. That must
[00:03:04] Michael Pacheco: have been a hell of a roller coaster.
[00:03:06] Chuck Mollor: Yeah. And it’s funny, anyone who’s got this background, I used to advise acquisitions and mergers, and now I’ve been through probably three or four. And remember one in particular, this, these weren’t that bad, the ones that just mentioned, but one, a few, a lot years earlier, probably around 94.
There’s two big consulting firms, which I will not mention, probably the ugliest merger I’ve ever seen of any company. So it’s amazing when you can advise how to merge. There’s another one you have to go through it yourself, right? Sometimes people don’t practice what they preach. I’ll put it that way.
Okay,
[00:03:39] Michael Pacheco: nice. I digress. Chuck, tell us what’s new with you. What’s new in your life. What’s new with MCG. In the past, a couple of years since we last spoke on this podcast.
[00:03:49] Chuck Mollor: It’s interesting because, as and you mentioned the book is now old relatively speaking and I know I’m just messing with you, but but the book is still actually really relevant.
It surprises me in a positive way. How many people still want to talk about the book? Want to still read the book? So everything in the book is really still very applicable in terms of, we’re still dealing with some of the same issues, Yes, maybe it was so intensified during COVID. COVID, just literally yesterday, but we’re still dealing with some of the same issues.
I’ll give you an example. One of the new things I’m involved in, I’m jumping the gun on this a little bit, is a CEO advisory group that I just created with a colleague of mine. We just launched it. It’s called LEAD, L E A D, very clever, right? It’s a it’s a CEO advisory group and it’s really geared toward about 400 CEOs in greater Boston where we’re going to meet, once a quarter, share best practices, having CEO guest speaker, it’s a private group, it’s only CEOs only, there’s no financial investment.
So it’s really it’s complimentary to CEO. So it’s a very different model than what’s out there. And the reason I’m mentioning this is because as I look at all the research that’s out there, whether it’s McKenzie, whether it’s Gallup, whether it’s other sources, some of the same issues that we were dealing with the last several years are still top of mind.
There’s maybe some new additional things like, obviously, like the economy and inflation, but this whole notion of war for talent in terms of how to retain, how do we develop and then that really ties into. How do we make sure this hybrid or virtual workforce works and this whole debate? Do we even want to have a hybrid or virtual workforce?
So some of the same issues that were really relevant a couple of years ago, because it was so new at the time are really still focused today.
[00:05:34] Michael Pacheco: I like that. What are your, I’m just out of curiosity since we’re here, since we’re chatting about stuff, what are your thoughts on the workplace in 2023?
[00:05:45] Chuck Mollor: Yeah I think obviously 1 of the things that’s probably the hottest topic and I have to say, honestly, still have enough time to really dive into it from a resource standpoint, but artificial intelligence, right? AI is really slowly starting to creep into the workforce and some of the tools and software that’s out there.
So I really don’t want to get into it because I don’t really have a position yet on it. I think that’s something that probably six months from now, if you want to chat about it or a year from now, it’ll probably be more of a robust conversation because it’s actually moving fast, moving faster than I think people realize, and how there are platforms out there in software that impacts how companies are doing business, whether it’s in sales, whether it’s in marketing, branding, customer support, it’s impacting a variety of pieces of the business, but we’re just at that really entry level there.
So that’s. That’s the newest thing but I think that I think my position is, they’re one of the biggest debates we’re going to actually, that’s our first topic in a couple of weeks with the CEO group in Boston. We’re going to be talking about, we’re having to see a percent on this and I’m going to share our best practices on this, but it’s this debate of, do we want people back in the office?
And, there are a lot of CEOs out there. We’ve been reading about it now the last few months. They’re really pushing people to get back in the office, but there’s a challenge with that and several challenges. 1, Michael, is that we have to do labors. Sorry.
[00:07:07] Michael Pacheco: I think that people like working from home.
[00:07:09] Chuck Mollor: That’s who yes, 4 out of 5 workers in this country want to work. What flexibility they want. I’m not saying they want complete virtual, but they want minimal hybrid and whether it’s because they’ve settled now on new childcare, new co parenting, depending on your parental relationship and, assuming most people are working as couples today, there’s all kinds of complexities in terms of people’s personal preferences in terms of their lifestyle, which also is impacting how they want to work.
Companies are still lagging behind both from a technology standpoint, even that’s probably caught up faster than the latter, which is management effectiveness. Most companies have not done a good enough job of investing in managing effectiveness and developing their managers to be effective in managing a hybrid or virtual workforce.
And you’re just not going to wake up one day and be good at that. You’re just not. And you’ve got to also be much, you have to be really aware of your natural biases. Of managing people virtually or hybrid versus an office. And there are some I think that the biggest challenge there because I think logically, most people would say, yes, I see the value of all us being in the same office.
But if you’re going to be a national or global company. And have a workforce and tapping to talent when we lately have a skilled labor shortage, not only in this country, but around the world. You almost don’t have a choice, but to think about expanding your ability to hire top talent. If you’re going to limit your hiring capability, because you want everybody in an office.
You just shrank your hiring pool by probably 95%. So I think the reality of that sort of disconnect is already happening. Now, there’s some companies out there, like investment bankers are a good example, where it’s look, you want to come here. You don’t have to work for us. We’re very picky who we’re going to hire.
You’re gonna make a lot of money. We’re picking the best of the best. That’s probably one of the few exceptions, but for everybody else. Guess what? The reality is if you want to have a strong workforce, top talent, you’re going to have to be flexible in terms of hiring people. Yeah.
[00:09:19] Michael Pacheco: Yeah. It’s an interesting one, man.
And I’ve got my own opinions on it and I’ll share a little bit about that if that’s all right. Yeah, please. I don’t think, nobody works in a silo. And a lot of knowledge work done these days is in, in some way, shape or form, creative work. And especially as someone who, owns a creative agency I think I am under the impression that highly creative work is better when people are in the same room.
I just I’ve seen that in. My own experience, right? This is an N equals one experiment. It’s like taking, five members of a band and putting them around the world and trying to write an album that way. And bands have done that before and they’ve done it successfully.
And there’s so many challenges to that process, not being in the same room and not having that energy, that chemistry, that kind of, That thing that you can’t quite put your finger on that, that, that is, is a big part of creative work. What do you think about that?
[00:10:23] Chuck Mollor: Look I see a lot of benefits of being in office.
I, if I had a choice, I would go that way. There are definitely benefits. Without getting into all this, but there’s literally. Physical chemistry that connects how people connect together when they’re in the same room. And I’m not talking about just physical attraction. I’m just talking about energy and connection and how that stimulates people creatively and in terms of their brain and their activities and their energy.
and their ability to think and process. You just can’t get those same advantages when you’re always virtual. However, as you and I, I went 100 percent virtual during COVID, right? So all my people are virtual. But to your point, I find creative ways for us to get together in person. It is harder.
You have to work harder to develop relationships to establish trust to get to know people when you’re virtual. But I, I think the safer option is hybrid where people are getting together in person on a regular basis. And it doesn’t have to be even every week, but if you can at least get people together and find that connection.
And have a conversation. It’s a really hard when you’re doing it virtually. There’s huge advantages. I also think we have to deal with the practical reality of again, the labor pool that’s available. It depends on your business. It depends on your industry depends on your size to Michael. So I think there’s some factors.
But I think my point is. If you want to be more competitive and obviously expanding as a larger firm, you have to make sure that if you’re going to be hybrid, if you’re going to be virtual, do it the right way. Get good at it. Really invest in the ability to create culture. It’s harder to have culture virtually in hybrid versus in office.
It just is. And that’s one of the bigger issues with CEOs today. They’re very concerned about that and they should be. But guess what? It can be done. It’s just harder, but you have to do things differently Yeah.
[00:12:17] Michael Pacheco: Yeah. And I want to be clear. I’m coming at this not as a, not as a Luddite who thinks everyone should be, chained to a desk in the same office.
My entire team is remote. I’ve got the nearest employee to me is about an hour’s drive away. The furthest employee from me lives in Pakistan. So it’s so we’re definitely a distributed team over across the world. I think, what I would like to do, I think for my team at least, and we’re a small team of, five people is maybe do like a retreat, once or twice a year.
Yeah, and I have everyone meet somewhere. Fun.
[00:12:52] Chuck Mollor: I think that goes a long way. I would encourage anybody in any business, no matter what your big businesses are, how big or small you are fine. Even if you’re people like you are scattered around the globe around North America, find ways to get together.
There’s nothing that’s going to duplicate. getting together and forming that bond and forming that connection and forming that level of trust and openness and understanding. It’s really hard to do that virtually. It just is. Now again, people are doing it, but as we just said, there are huge advantages when you can get together in person.
When you’re limited to do that, even if you are doing that really get good at working virtually in hybrid. And I think not enough companies have really put enough energy in that. I just don’t think they have. Yeah. Nice.
[00:13:38] Michael Pacheco: Yeah. Nice. I think we’re on the same page there. Chuck your first book, The Rise of the Agile Leader, first book, not the old book, is there a second book or a new book in the making anytime soon?
[00:13:50] Chuck Mollor: I am thinking about a new book. I’m not ready to write it yet, but I do have a book. It’s probably going to be more of a thought provoking individual effectiveness. There’s a lot of that kind of self help. I’m not really sure it’s going to be a self help book, but it’s going to really be more, I think, individually focused.
But I haven’t I’m still in the creative concept stage percolating. Yeah, I have a couple title. You’ll laugh. I’m starting with the title, but the reason is because the title is going to gives me the focus of what. What the concept of the book is going to be. I have a couple, I have a couple of really good thoughts and things I can really write about.
And, not only my own personal experiences, but a lot of things I’ve done in my career now, which is almost 40 years. Yeah, so there’s some, so yes, the second book is coming. It’s probably going to be, it’s probably about a year off.
[00:14:37] Michael Pacheco: Okay. That’s great. That’s great. You’ll have to you’ll have to let me know when that comes out and we’ll get you, we’ll get you back on here for round three.
I appreciate
[00:14:45] Chuck Mollor: that. I
[00:14:45] Michael Pacheco: will. Yeah. You bet. Is there anything else that’s new in, in your world or in the world of MCG
[00:14:50] Chuck Mollor: lately? Yeah. I would say one thing I did do, which I had not done yet, which is I did do my audio book. I am the voice of my audio book. So I know there are a lot of people out there that don’t like to read books because they’re busy and they like to listen to books when they’re traveling or when they’re commuting or when they have some downtime.
So for those. Yeah. Other like audio books. I did record and produce and publish my audio book. I think. I think it came out right before the holidays. So that’s done. And the other thing I would say, I’m sorry, go ahead.
[00:15:18] Michael Pacheco: No. Go ahead. I was just nodding.
[00:15:21] Chuck Mollor: That’s new. The other thing I would say that it’s not necessarily new, but it’s again, it’s been pretty hot now for about 2 years and we’re still talking about it.
There’s 2 things I would add. The 2nd thing would be culture. I mentioned the 2nd ago, but I cannot tell you how many conversations. Excuse me. I’m having with companies, especially CEOs around culture, not only what culture is, what it means for them, but how to really how to frame it and how to have a framework that can actually practically utilize and implement for their company and do that in an effective way.
I’ve been doing a lot more work around culture. I actually have another, uh, CEO meeting in June with about 50 CEOs and, anD healthcare to talk about culture and walk them through a framework and a road map and a methodology that I created. Actually, it’s in the book, but remember culture is a very small piece of the book and I’m going, I’m getting much deeper now at the strategic level, but at the practical.
Sort of framework levels. That’s actually also new. And then again, this is, I’m sorry.
[00:16:25] Michael Pacheco: I think right there. I think we’ve got an idea for book number three.
[00:16:28] Chuck Mollor: That could be a good number three book. Dive into culture. Yeah, I think that’s always going to be relevant, especially as I think when you think about, the future of artificial intelligence, hybrid, virtual, global workforce the changes of industry continue, the cycles of change continue to get shorter and shorter.
Culture is going to be that sort of foundation. I think that companies are going to really have to focus on. So I think that’s a really good point. The other and again, it’s not a new concept, but one thing that continues to happen is that the turnover at the executive level is amazing. We’re still seeing huge turnover with an executive teams of all levels, not just the C team.
And the reason I bring this up, because how do you create high performing? Good decision making leadership teams when there’s constant change in them, people coming and going. So we, as an organization as a company, and I’m involved in this as well, we’re really working with a lot of executive teams, putting them through programs to really accelerate them becoming a strong, trusting, high performing decision making team.
So I would say. Those are been the big themes last the last year or so
[00:17:40] Michael Pacheco: I like that. I think that echoes a lot of what I’ve been hearing as well. Not as much with the churn of executive staff, but definitely I’ve been hearing a lot of echoes throughout the leadership and executive coaching sphere on culture.
Culture has become huge. And I suspect a large part of that is this new, this new approach to the office that we have that we’ve never really had before. For you. And with your clients, with your coaching, where do you start with that? I don’t, you don’t, I don’t, you don’t need to walk through your entire framework, but if you could give us kind of an overview of what some of that coaching looks like coming from you in terms of, how to establish a foundation and then develop culture in a company with a hybrid or remote work workspace.
[00:18:38] Chuck Mollor: Yeah, and no surprise when I say this, right? But when you start talking about framework and culture, it’s as much consulting and advisory work as it is, coaching, because coaching definitely is an element of it, but that’s where you start getting to the implementation of it.
And how do you sustain that? But it give you some of the insight of that. You have to start with defining what you mean by culture. And it’s such a sort of it’s a term that’s been around for a long time. It’s not new. Clearly, as we already said that because of COVID, it really became top of mind because of how the workforce changed overnight.
Even that in itself was not new, but we all went hybrid or actually we all went virtual initially, then became hybrid and now back in office, depending on where you are. But yeah so what do you mean by culture? What, so defining what you mean by culture is really critical. Place I always start, which I’ll share with everybody here is you have to really identify what really is.
And depending on what your business is, what’s your mission? What’s your vision? What’s your values? What you stand for? And this ties into, by the way, what you do for a living, by the way, Michael, very much. Because I always talk about your external brand and your internal brand.
There’s got to be alignment there, right? When you’re trying to say, why do you want my consumers? or my buyers, to buy my products and services. Why, what’s my value proposition that should be aligned with why do I want to work here? What’s the experience I’m going to have here?
What’s my career going to look like? What’s my overall experience in terms of how, how I’m going to be appreciated and valued and learn and as an employee. So You know, even though there’s been work in the talent acquisition space in this area, a little bit, it hasn’t gotten to the broader context for most companies into what we mean by culture.
And essentially culture should be a reflection of what your values are. And those values are a reflection of your external internal brand. So that’s where we always start. Yeah, I love
[00:20:35] Michael Pacheco: that. I did more than a mission statement or a vision statement. I always like to think about culture as the, the company values and not company values in the flowery sense of the word, right?
That where we’re posturing and we’re talking about what’s the word I’m looking for, values that we Aspirational values, right? Not talking about that, I’m talking about values that you’re willing to hire by. Values that you’re willing to fire by, right? If someone’s not meeting those values It’s maybe it’s time to let them go like values that actually mean something to the company and the people within the company.
And I think that anyways, that’s how I like to think about.
[00:21:14] Chuck Mollor: Yeah you’re 100 percent right. And the biggest problem and I hate to say it hasn’t changed much in many years. Companies go through this exercise identifying their values. And to your point, and by the way, they can be aspirational in the sense that you’re always trying to aspire to get there, but it doesn’t mean that you shouldn’t still be living them.
They have to be practical in the sense that they’re identifiable. And they actually can be, observable and used to not only hire, but to manage, to advance, to promote, to reward, or recognize. And yes, also to exit. And that’s the big mess, because most companies go through this big exercise of identifying values.
And they create these internal marketing strategies to celebrate that. And that’s why you have all these poster boards and cafeterias and conference rooms and these little pop ups sitting on tables. And then Doug starts to collect because they don’t take that concept and actually create a systemic process to incorporate that into their day to day.
anD then they don’t walk it. Then you got people, usually top performers who don’t demonstrate those values, but are still there and celebrated and rewarded and recognized. So people then say, okay. Your values don’t really reflect who you are and why should I work here? And then, so your values and your culture, but by the way, are completely aligned with engagement, employee engagement, performance retention of top talent and frankly, financial, overall financial points, or there’s a whole correlation to all this.
So believe it or not, it’s actually really critical work. Yeah. It’s not just a fun exercise. Because we want to do some fun stuff to say, Hey, why do you want to work here? It really comes down to a core competency of who you are as an organization and how each employee of all levels internalize that understands what it means, how to demonstrate that and how to actually hold as an organization, everyone accountable to that.
[00:23:09] Michael Pacheco: No, a hundred percent agree with you there, Chuck. And I want to be clear, I’m not against aspirational values, but what I am against is exactly what you’re talking about. A bunch of values that sound really great in a conference room, up on the whiteboard, on paper, and that nobody gives a shit about.
Pardon my French.
[00:23:30] Chuck Mollor: No one gives a shit about it because no one knows what anything’s being done about it. It’s that’s great. It sounds nice. What does that mean to me? Yeah. What does that mean to us as an organization? Are we being hired off of it? Are we being developed off of it?
Are we being, or getting promoted off of it? Yeah. Is it part of our performance review process? Am I getting developed off of it? So that’s the disconnect. Most companies go through this exercise and it sits on a silo. Nothing does, nothing gets done with it. And even worse, people start demonstrating the opposite of those values and it’s accepted and nothing happens.
And then people say why would I want to work here? No,
[00:24:06] Michael Pacheco: To, to your point, Chuck, the, Everybody in the company, everybody on the team, from the CEO to the intern, should be, and your word was, internalizing that. And really, it, not living up to it perfectly, per se, necessarily, right?
But Internalizing it and feeling it and being, doing the best that they can, to live out those
[00:24:33] Chuck Mollor: values. Yeah. And think about it this way in the competitive world that we’re in, not just for buying products and services is why surviving as a business, but in this, getting the best people to work at my firm and retaining that top talent.
And even though with the economy, the way it’s been the last few months and the turnover and the layoffs and restructuring, guess what? Companies are still desperate to hire people. Unemployment percentages are still overall very low and why? Because as we were talking about earlier, we have this shortage of skilled labor.
And if you want to be a high performing organization with top talent, culture is a foundation for your success as a business. It’s not just some nice thing to do. aNd so it’s really become and, and I, the good news is it’s really one of the top issues that CEOs are looking at right now.
They’re really focused on culture because they understand the connection to financial performance, employee engagement, and their internal external brand. And who they are as an organization, why you want to buy us, buy our services and products and why you want to work for us. So it’s being able to connect all those dots.
But then it’s about how do I implement this? How do I make this a practical thing that’s embedded into my systems and processes of the organization? And that is the key step.
[00:25:47] Michael Pacheco: And I suppose the first step in that is again, like these values that you’re creating, it’s not just something that goes into a, a company notebook and then it just, dies in a dusty drawer for the rest of its life.
But it’s something that you are considering when you’re hiring people. It’s something that you’re considering as you do quarterly reviews for employees. It’s something that you. Consider at all times because it is the, it becomes the culture of the company to do
[00:26:20] Chuck Mollor: yeah, that’s essentially why we’re here.
And it’s not about, it’s not about pointing fingers and a person doesn’t demonstrate all the values. It’s about how to use that is a framework to say, what do you know what? Yes, you need to know that you’re not demonstrating these values. And here are the examples are how you’re not. Here’s what it should look like.
And by the way, how can we help you? And how can we develop you to make sure that you understand that they have more self awareness, yes. And this is where the coaching can come in, how you train managers to coach through this so they can actually work with employees and managers managing other managers to make sure that everyone’s held it, they understand what those expectations are.
So yes, it has to be embedded into your performance management system and processes, as well as recognition reward advancement hiring. So that’s why I talked about, internalizing it. In terms of your organization as well as individually, because you need to understand that’s where feedback is important.
That’s where managers have to give feedback to people to say, hey, here’s what we’re doing a great job of demonstrating these values. And here’s we can get better at it. So that’s how it’s got to be processes and systems throughout your organization and how you live these values, how you celebrate those values and how to make sure that.
As a brand internally, but also externally your customers know who you are as an organization, what your brand is, because your culture essentially is your brand. It should be at least. A hundred percent.
[00:27:42] Michael Pacheco: Yeah. This is great, Chuck. I apologize if I derailed the train and took us down specifically the culture path, but it’s one that I think it fascinates me.
As as someone who. I just don’t want to feel like I’m working every day. Like I’m going to work every day, right? I like to enjoy myself. And part of that for me and my company is that we do have a great culture. And when we get together, there’s, generally a lot of laughter and joking around that happens because that’s, what’s important for us.
And and it’s the culture thing, again, is it also a kind of a, it seems like a hot button topic in the past year or so.
[00:28:18] Chuck Mollor: And by the way, it ties into everything we just talked about earlier, because part of culture is what do you value as a place to work at? And that includes now in lifestyle.
And am I invested as a company to you as a person and your personal life and your family life? And by the way, your preference in terms of. How you want to work, including in office, hybrid and virtual. So it’s not just about demonstrating values. It’s also about how do we value as a person? That’s part of that culture.
And so it’s a big conversation. It’s a big, it’s a big, it’s a big need for companies to get real great clarity on what they mean by that. And why, frankly, again, it’s so critical. And yes, you can make decisions like, okay, we’re going to be only in office, But then you have to understand and recognize what that means for you as a business and in terms of attracting people.
Awesome.
[00:29:08] Michael Pacheco: Thanks, Chuck. Listen, man, is there anything else that you would like to talk about that we haven’t touched
[00:29:14] Chuck Mollor: upon? No, those are the big things that you asked. I’m happy we’re able to discuss at least one a little deeper dive than the rest, but No, it’s appreciate the conversation.
It’s great to catch up. And if you don’t mind me saying congratulations. And I know she’s not a baby anymore, but having a daughter. Cause again, it’s new to me. I didn’t, we haven’t talked in two years. So you’ve got a 14 month old daughter, which is amazing. Yeah, no, I appreciate it. Congratulations on that.
[00:29:37] Michael Pacheco: She’s fantastic. I’ll do the I’ll do the obligatory picture again for those watching the show on YouTube. There’s my wife, my baby girl, Opal. Beautiful. And she’s she, she’s amazing, man. She’s amazing. First time dad. I get the butterflies when I talk about her.
Awesome stuff, Michael. It really is. Chuck, this has been a pleasure catching up, man. Where can people connect with you online? And if you’ve got any, if you’ve got anything to pitch, man, now’s the time. Go for it. The floor is yours.
[00:30:03] Chuck Mollor: Again, people can always reach me. LinkedIn is probably the easiest thing to do.
Just find my name, Chuck Moeller, M O L O R. My company website is mcgpartners. com. I also have my individual website, which is based on the book, which is chuckmuller. com. Those are the best ways to reach me. I think I’ve already pitched everything that we’re talking about working on.
So I’m good to go, but thank you, Michael, for the opportunity and a great to reconnect. Let’s keep on doing it.
[00:30:28] Michael Pacheco: Speeding. Thank you so much, Chuck for making the time to chat with me today. Thank you to our viewers and listeners. You guys are fantastic, and we will see y’all next time.
