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Shine On Success
Shine on Success is a dynamic, story-driven podcast where extraordinary entrepreneurs, visionary leaders, and resilient change-makers share their journeys to success, revealing both the challenges and the strategies that led to their breakthroughs. Each episode offers a unique blend of inspiring personal stories, practical business insights, and actionable advice, allowing our guests to connect with an engaged, growth-oriented audience ready to be motivated and uplifted. By joining us, you’ll not only have the opportunity to showcase your expertise and inspire listeners but also to be part of a powerful platform that celebrates ambition, innovation, and the courage to turn dreams into reality.
Shine On Success
From Burnout to Breakthrough: The Hidden Blueprint of High-Impact Leadership
What if the key to success isn’t balance—but something far greater? In this insightful and powerful episode of Shine on Success, host Dionne Malush sits down with Taylor Thomas, co-founder of Impact Initiative and a top twenty coach recognized for helping businesses grow and scale without sacrificing impact. Taylor shares his journey through entrepreneurship, endurance sports, and leadership, revealing the mindset shifts that separate good leaders from extraordinary ones.
From overcoming adversity to navigating the pressures of high performance, Taylor breaks down the power of relationships, the compounding effect of consistency, and why successful leaders must build bridges—not silos. If you’ve ever questioned when your "Super Bowl moment" will arrive or how to push through setbacks, this episode will leave you with the strategies and inspiration to redefine success on your terms.
🎧 Tune in for game-changing insights on leadership, resilience, and making a lasting impact!
Connect with Taylor here:
Website: www.impactinitiative.network/
LinkedIn: https://www.linkedin.com/in/taylor-thomas-impact/
Instagram: https://www.instagram.com/taylor.j.thomas/
Connect with Dionne Malush
- Instagram: @dionnerealtyonepgh
- LinkedIN: /in/dionnemalush
- Website: www.dionnemalush.com
- Facebook: /dmalush
- LinkTree: https://linktr.ee/dionnemalush
Welcome to Shine on Success, the podcast where we uncover the mindset, strategies and stories behind high achievers who have built remarkable businesses and lives. I'm your host, Dionne Malish, and today we have an incredible guest who embodies transformation in business and leadership Taylor Thomas. Taylor is the co-founder of Impact Initiative, a company dedicated to helping organizations grow, scale and thrive through leadership, training and development. His entrepreneurial journey started early, co-founding a technology company in his 20s and going on to establish Thomas Endurance Coaching, tec, now one of the most well-respected coaching groups in the world, recognized as one of the top 20 coaches by the Coach Foundation. Taylor is passionate about building businesses at scale without sacrificing impact. So, taylor, my very first question that I always like to ask is this If there's one thing you want people to know about you above all else, what would it be?
Speaker 2:That's a great question.
Speaker 2:I'd say that I want people to recognize the value and the emphasis that I place on strong relationships.
Speaker 2:I've tried to do a lot of things in my life, with lackluster success and certainly varying degrees of success, and I thought that that was the recipe for success when I was younger and you know, that was a badge of honor and we can get into that later, but I think ultimately, you know, the thing that I really try to focus on and the thing that I try to lead with in terms of the impact that I make in this world, is to really recognize the value of people.
Speaker 2:I want to pour into people. I want to be better. I want to be better for having strong relationships, people that inspire me, people that are smarter than I am around me, and I want people to have been better for interacting with me as well, and so it's something that I value actively working to make sure that I'm not the smartest person in the room. I like to surround myself with people that are more talented than I, have different ideas, different backgrounds, different experiences, and I really work to pour into those. So, yeah, great question, and I think, among other things that I could come up with. I think that that's really a leading piece for me and how I try to move through my days.
Speaker 1:So tell me about you. And you started out in your 20s starting a business entrepreneur like myself. I felt like I had a job for three years out of my entire life and the rest of it I was an entrepreneur because I just didn't like when people told me what to do.
Speaker 1:I wasn't that person and I, like you, wanted to do it all by myself, not realizing how important it was to have a team of people, which makes a world of difference. So talk to us a little bit about your history. I just want to know about you.
Speaker 2:It's a twisty, turn-filled journey. Yeah, like you said, started my first company when I was pretty young, had a couple of jobs in high school and college, but yeah, really have never had a quote-unquote real job, which, of course, is maybe largely unemployable at this point. So I have to stay the course. I don't know whether or not I was called to entrepreneurship or not, or I honestly probably should have given it more thought. I had this idea. I found a co-founder that was also interested in this idea. We were ready to run headlong at it and we started and we went all in and that was it.
Speaker 2:The learning curve was steep. I always say that was my version of a much more expensive business school. I did not do anything after college, but certainly that was an experience and something I learned a lot, you know. That certainly set the course for me. I did really enjoy that experience. I love the challenge of entrepreneurship. I love that it's not mapped out, I love that it's really hard. I love that the likelihood of failure is extraordinarily high. And you know, I think I have been drawn to friction. I like things that are really challenging and I like to see if it's possible. You know, and a lot of times it's not. I've failed a lot and that's okay, you know. I think failure is the price that we pay to improve. It's the price that we pay for knowledge to improve.
Speaker 1:It's the price that we pay for knowledge. I'm thinking about it. The price we pay to improve, because if we don't fail, we don't even know, and then when you fail and you keep getting back up and I think that's what sets an entrepreneur apart is that we get back up every single time. Sometimes it's really-.
Speaker 2:Yeah, I couldn't agree more. I've heard entrepreneurship described as your ability to deal with setbacks without losing enthusiasm. That's always really stuck with me and I don't know I don't remember where I heard that from. It's not mine, I don't want to take credit for it, but I do think that there is this, just this kind of incessant aspect of it that I do really appreciate and I like to try to sharpen the skills necessary to get back up and try it again.
Speaker 2:I have a background in endurance sports you mentioned. I founded TEC. That was the company that I founded after my first company that I started, and the goal was really to think about a coaching company through the lens of a technology startup. That was the first company that I'd started. I learned a lot. I also had a background in endurance sports and specifically cycling and raced bicycles at a very high level. It was something I was passionate about, but I was interested in kind of applying the same thought processes and structures that I had learned from building and scaling and ultimately exiting a tech startup to a coaching company, and so TEC is still in existence today. We've gone on to serve thousands and thousands of athletes all around the world. We also have a business accelerator that helps coaches in the health and wellness space grow and scale their businesses through a variety of different tools and platforms and resources.
Speaker 2:And then, yeah, and then ultimately, impact Initiative, which is where I spend a lot of my time now, which is the business development and leadership organization, and that really just stems from a pure passion for business and leadership. Ultimately, I believe in people and I believe in their ability to dramatically impact the success of organizations, and I know for a fact that when we create environments where people can thrive inside of our organizations, that's what moves the needle in business, and so I'm passionate about those two things. I love business and I love the things that business does and I love the strategy behind it and I love the goals and all the things and I love the people that we get to bring around us and that we get to build when we are building a business, and so that is really the intersection of those two things is what created an impact initiative. So that's not particularly short, but that brings us relatively up to date with my story and where I'm at today.
Speaker 1:One thing you were talking about. So what are some common leadership mistakes that you've seen and how can business owners avoid them? Because, being coaching for all of these years, I'm sure you've seen a lot of different mistakes that people have made, including myself. I've made my own bit of mistakes and I still do every day. I feel like there's just when you're an entrepreneur, you're on this rollercoaster ride all the time and you never know what's coming at you. But that's like you said, it makes it exciting and fun because it's never the same thing twice. But see, can you tell me a little bit about that?
Speaker 2:Yeah, I think that the biggest one that comes to mind for me are the ones where I, you know, I spend the most time working with, with organizations on is is really kind of the belief that all of these different pieces of our businesses happen in a silo, right? So we have I have a particular mechanism in our business, let's say the marketing or sales, and then you know, that's sort of that's over here doing its own thing. And then we have the leadership, no matter what size of company you are, whether you're just a founder or whether that's C-suite or founders and a board or whatever the structure is, that's its own thing, right? So you have all these different pieces and that we look at those things oftentimes through very different lenses and this creates these silos where we try to apply different ways of thinking and different processes to these different silos in our business. And what I advocate for, and the thing that I found that moves the needle, is less about silos and more about building a bridge between those things, and communication is largely the mechanism by which we do that. So we have to develop a common language. We have to develop very strong through lines and very clear ways of communicating, very clear language that we use to talk about the work that we do, and that has to come, you know that's from leadership to marketing, to sales, down to the janitor in the building. There needs to be again this shared vernacular that we use to talk about the work we do, why it matters, why we are there in the role that we're in, why the work we're doing is particularly important at that time, and what that does. It starts to again build bridges, and so then we start to aggregate the work and people start to move in a common direction and what that ultimately allows us to do is really connect to the mission and vision of a company.
Speaker 2:And I think, kind of right below that to your question, I think that's the other biggest kind of pitfall is we, you know, we write the values or we write that on the conference room wall and behind the reception desk or behind the water cooler or whatever, and it doesn't really mean anything. I see those as very real tools inside of business. They are things that we measure success against. They are tools that we use to make decisions against. They're a North Star, they're a tactical solution. But that requires some changes. Typically, those are not often how we use those things inside of businesses. And, again, if we start to communicate through a different lens, we start to build those bridges.
Speaker 2:Ultimately, that starts to include these North Star components mission, vision and values and we can actually use them. And they're not just nice to have and they're not just pretty words, but they're meaningful. And then that starts to really change the tide of how we do business and it also starts to change the success that we see. Right, it starts to move the needle in these other primary metrics, like these KPIs. You know, if your marketing department is more connected to the mission and vision of a business and they understand how they fit within that ecosystem and they feel like they can show up and do great and meaningful work, we know what's gonna happen. They're gonna write a lot better marketing copy. They're gonna talk about your product or service or your value proposition much more clearly and succinctly and connect that to your ideal customer.
Speaker 2:And so, again, it's not just niceties and it's not just fluffy words on the wall. These are real tools but we have to get on the same page. And so I think again back to your question. That's the biggest piece of the puzzle for me that I'm very committed to solving is helping leadership understand what that looks like, helping entrepreneurs understand what that looks like within their businesses, so that we can really move the needle in a meaningful direction and create an environment where people really do great work. Again, that's one of the core tenants things I believe in and I think that that's a responsibility that we have as entrepreneurs and business owners is to create that environment, so that's something I like to help people do.
Speaker 1:Yeah, I love that, and you know I understand about the fluff on the wall because we have ourselves at a company where we created the mission statement on the wall. It looks so good, it's such a beautiful display of words, but then you have to live it and you have to be it, and so you know I can see where we got off balance a few times, where we weren't, and so bringing that back into the culture makes a lot of sense. So thank you for that advice. That was great. So let's talk about adversity, because the reason I did this show is so because I was going through my own adversity personally and I realized that if I can push through the hardest days of my life to get to the other side of it, I want to hear other stories. So let's talk about something that may have been a pivotal moment in your career or personal life, that challenged you, and how you push through it.
Speaker 2:Great question. I mean, the list is long and I think that's OK. Like we said, I think that friction is really the necessary tool required to get us where we want to go, right, like you cannot be a different person or accomplish different things without experiencing something different, and I don't think that it is fair to assume that all of those experiences are going to be positive. I think that there is going to have to be some friction and some failure for you to be the person that you need to be to accomplish new and different things, right? I think about it as the root word is like if you want to be extraordinary, then you need to be extraordinary, right? And I think that part of that is your ability, or our collective ability, to handle adversity. So to your question, I think for me one of the biggest challenges was coming out of my first company. We were exiting that company and on paper, it checked a lot of boxes and I thought that if I just put my head down and did the work and got to the place where we ultimately arrived, that I would feel a particular way. I would feel like it was worthwhile, or I would feel proud of myself, or I would feel, you know, there was just some goalpost touchdown end zone at the end of the. You know we're coming off the Super Bowl Like. I'm not a big sports guy, but maybe that adage is just fresh in my mind.
Speaker 2:You know, I got there and, truthfully, it was just a letdown. I didn't feel particularly connected to my team, I didn't have a very strong relationship with my co-founder at that point and I just felt like a letdown and I found myself really wondering why I had worked so damn hard. If that was that's what it felt like. And I, I did, I worked, I mean literally almost killed myself. You know, like I understand, blood pressure was high, no, sleep, no, I was all in and only because, or because I thought that that was the mark of success. I was young, I didn't know what it was supposed to look like and the only thing that I had to give it felt like at that time was my ability to work really, really hard. And so that's what I did, and I did that year after year after year, and it felt, you know, and I just thought that there would be some version of the end of that that felt like it was all worth it and I found myself really recognizing that that wasn't the case. You know, tremendous cost leading up to that that I didn't really get I'm not talking about financial, for me personally I didn't get paid back for. I didn't feel any better than I had leading up to that and, yeah, I really had to grapple with that. It took me a long time to figure out, honestly, what to do with that information.
Speaker 2:I did started another business, not immediately, but honestly, like pretty soon after. I took a little time and my wife and I traveled, and then I realized that I'm really only cut out to be an entrepreneur and so I started another business, probably I don't know, you know six, eight, 10 months later or something. And, yeah, and it was. It was challenging, you know, I think that really set me back for a while truthfully, probably several years for me to kind of wrestle with that and to figure out how I was supposed to show up, how am I supposed to work? If all of that effort and energy didn't really equate to what I thought it was going to equate to, then what does that mean about my work ethic or my really my interest in working hard? I love to work Me too, but to what end. So yeah, that was a really challenging time period, and again it lasted a while.
Speaker 1:I feel the same. I feel like I'm going through that actually right now, because at the beginning, when we opened our brokerage, it was so exciting and fun. We were the shiny new penny and it was awesome. But then the other day, at the Super Bowl, I sat there and I thought I love football, by the way, when will I ever have that moment, that moment that they have that Super Bowl moment? And I just don't know.
Speaker 1:Because the stress now and the anxiety of it and building a brokerage of over 200 people you have all these people and everything that they're going through, that you kind of deal with too, you take on everybody's stuff and it's been the last couple of years have been really crazy difficult in real estate. It's not as good as it was during COVID, and COVID gave us, like, this false sense of happiness and this false sense of wow, it's so easy to sell real estate. So now we're in a place where I just look for that. I'm trying to grasp that. When is that moment coming back, that excitement that we're so excited about it? I love what we're doing, I love this brokerage, I love the franchise that we have, but the stress is overwhelming.
Speaker 1:You know I don't say that often. That's not a word that I use, and in the last two weeks I probably used it 10 times, and so I get what you're saying. It makes sense. So you got to push through this, though, and I know I will. You know, personally I'm going through more like it's like this load just keeps pushing down and pushing down, so I'm trying to just take all this stuff off my back and move on. But it makes sense what you're saying. So I have a question for you what habits or mindset shifts have been game changers for you in getting through that? Is there something that you have done to push through that?
Speaker 2:I mean, I definitely understand where you're coming from. I mean, you know, through my own experiences, there are times when it feels like you're just getting buried and I think that example that I gave was part of that. I've had several other instances of that and there's even, you know, I think any entrepreneur can. I'm sure this resonates with you. You even have, you know, kind of micro versions of that in a given week. You know, I mean, you know, I don't know that I make it out of a week where you don't have a version of that, like you know, and it might not last that long, but for a day you're like you're, like this is dark, I'm getting buried.
Speaker 2:There's a few things that I really try to lean into it and I think for me honestly so, there's a couple of things. Part of this is mindset. For me, I told you I come I come from a background in endurance, sports, and having a consistent physical practice is one of the most impactful things I've ever done for my life as an entrepreneur. When I show up for myself and I'm healthy and feel good, like it pays dividends far over and above in terms of my mental clarity, what I'm able, how I feel, how I show up for my team, my business, how I can solve problems the list goes on. And so that for me, is an essential part. I call it a consistent movement practice. I don't care if you walk, run, crawl, hike, lift weights, it doesn't matter. I think for me that's been one of the most impactful pieces is making sure that we value that time for ourselves as much as we value and dedicate to our businesses. And I think specifically with entrepreneurship. But in leadership, if anyone you know, if you're a high driver, it is the natural your inclination is to give more right. You're going to be last on your own to-do list. The most impactful thing that I have done is to make sure that I'm first on my to-do list. I schedule workouts the same way that I schedule meetings. I don't miss a meeting, I don't miss a workout, right, and that is true every single day. I don't care if I'm traveling. That, for me, is a linchpin and a cornerstone. But the mindset behind that actually to your question is what I've honestly applied the most, which is consistency and the understanding and the belief that consistency compounds and success doesn't happen overnight, and all I have to focus on is showing up tomorrow and giving what version of 100% looks like for me that day, also recognizing that 100% today and 100% tomorrow might be different. Right, am I giving 100% of 30%? That might be all I have to give. Some days I'm firing all cylinders. That's 100%. Great Ride, that wave right. Those are your breakthrough days. Those are your days. You know you might feel like you're knocking it out of the park. So just really minimizing the pressure and stress that I place on any one day, one week, even one season right, what I focus on is consistency, compounding over very long periods of time, and when I do that, what that mindset allows me to do is also be less focused on the shiny thing at the end. Right, and I hear you like when's the Super Bowl breakthrough, when's the thing? And I've had a couple of those moments in my career. But the fact of the matter is is they are very few and far between right For the amount of work that I've had to put in and the years and years in between those very sparse experiences. That's a really tough way and arguably an impossible way, not to say anything about your Super Bowl. Like the metaphor, just like that outcome-based mindset of like. If we're always looking to like, when's the net, when's the thing, when's the payoff, it's very hard to stay motivated, it's very hard to not let the stress of that weigh us down, because we recognize what's required to get from there to here, right, or from here to there, and we also don't know when that is. And so I really just focus on stacking consistency.
Speaker 2:I focus on process. I focus on trying to find small wins. I literally like I build meeting structures around that Monday mornings with my team. The first thing we do Monday morning, let's celebrate the wins. Where do we make an impact? You have to look for it. So it's an active process. We're not going to fall into feeling great, right, you have to look for it. You have to create these environments and experiences where you can recognize what's happening, and that, for me, really helps me just be excited about this week, right, and I know I don't know when the next big thing's coming. I have goals, right, five, 10 exit strategies, all the things. I don't know when that's going to happen. That's largely out of my control and so if I focus on that it's just going to feel relentless. So I just try to focus on, you know, compounding consistency. The sum total of the effort is what matters, right, it's not what we do today, it's what we do today and tomorrow and the 10,000 days after that. That will ultimately lead to success.
Speaker 1:And that's why I try to stay grounded. I can see where we got off as a company, where we weren't consistent, but my consistency has been spot on and I do feel better because of it. Except for one thing. I just heard you say, and I thought you know, we have our weekly staff meeting. We go right into the meeting, right into the things we need to do, but I'm going to start this week on the celebrate the wins first, because I think we're forgetting that we do have wins. They may not be Super Bowl type wins, but they are wins all the time.
Speaker 1:And you know we've made some strides, and you know running a company with 200 people is a lot, but then so is all the other things that all successful entrepreneurs do. There is a lot to do in a given day, and you know, if I'm built for this game, then I need to continue on with the consistent efforts every single day. My concern, though, at 56, going to be 57 is time is not on my side anymore. I'm not in my mid thirties and doing this when I was, I've been. I was an entrepreneur then and I'm an entrepreneur now, but the time you know. So I have a lot to do quicker, and so that's what I keep working on is just building every single day, and the stress of it it does get to you, but know that you can push through to the other side.
Speaker 1:And consistent reading, consistent studying. You know having faith in yourself the big things that people like they push to the side. You know having faith in yourself the big things that people like they push to the side. You have agents will come in and say I can't do this anymore. I'm like you probably can't because you just said you can't, so you can't. So. But if you just change your mindset, in the way you speak to yourself, let's start there. Yeah, I love that and I want to ask you a question because I think this is really important, because you've been recognized as a top 20 coach. That's huge. What do you think separates a good coach from a great one?
Speaker 2:I think this is obviously my opinion. There's lots of ways to be a great coach, I'm sure, but for me, the biggest kind of evolution in terms of my ability to work with others and this is it's very simple is just to listen a lot more. When I was younger and less experienced, I wanted to rush to tell people how I was the best person for the job, or let them know that I was experienced. I was very eager to make sure that they knew that I knew what I was talking about and what I do now when I talk to anybody. This is kind of my mantra for life. But you know, I often try to be the quietest person in the room and listening, but specifically with coaching, listening allows you to truly understand how to take your expertise and apply it in a unique way so that it uniquely solves the problems of that individual or helps them overcome their challenges in a way that is unique to them.
Speaker 2:Because I might help 20 businesses this week or have meetings with 20 businesses and teams and different, you know, in those businesses they might have largely the same issue. Right? We're kind of driving at the same thing, right? Looking for increases in productivity, staff doesn't communicate effectively, we're not reaching our goals from a revenue perspective. We're not right. Same thing.
Speaker 2:There's five things that are similar, but how I apply what I know to those organizations to move the needle and to help them actually solve their problems is only going to be accomplished by my ability to listen to them and truly understand what it is they're saying.
Speaker 2:If I come in and say, hey, based on my experience, this is what you need to do, this works every time. Let me tell you how I've done this in the past. I mean and of course you know I can speak to that if somebody asks but I really focus on listening, truly understanding what it is they're saying, asking really good questions. So then I resist the urge to talk a little bit more, whereas I might have a great idea, or oh yeah, that you know. We we tackled that same issue with another company in X, y and Z. I'm going to resist the urge. I'm going to ask some more questions, right? I really want to understand these people and again and then work to apply my expertise in a way that is uniquely positioned for those individuals, for that team organization, whatever the case may be.
Speaker 2:I think for me that's what makes a great coach. I think a good coach can apply a really sound strategy for a client. If that strategy has proven to be successful in the past, it will probably be successful again. I think a great coach takes a proven strategy and adapts it to the specific demands of the individual organization or client so that it is perfectly suited for the individual needs and demands of those people's unique problems or unique concerns, and then delivers an extraordinary result based on that adaptability. And I think for me that's the difference between good and great Love that.
Speaker 1:So tell me, outside of work, what do you love to do?
Speaker 2:I better answer this right or my wife's gonna be mad at me. I love to work, but it is not. It's not all that I do. Yeah, I mean, exercise is a core piece of who I am. I don't have an extraordinary amount of time for it, so it's very regimented.
Speaker 2:But I am lucky enough to live in the mountains of Montana, on the beautiful Yellowstone River. I live here purely for recreation. I love to be outside, I love to be in the mountains. I spend a lot of time with my dog and my wife playing in the mountains and, yeah, you know, lucky enough, I think it's not for everybody, but we have four great seasons and so you know I love to ski, I love to cross country ski, I love to be on the river and fish and hike and run, and it is again. It's something that also comes from having not prioritized those things for a long time and recognizing that when I prioritize those things in the right doses, it's the thing that allows me to do the work that I do optimally and really well. Can I work all the time? I can, me too. It truly. You know, I don't really people ask me all the time. I don't really have any feelings about it. I just work. That's a me thing. I'm not saying that's the approach for everyone.
Speaker 1:I could sit in front of a computer and do work 24 hours a day, and I'm not unhappy yeah same, but I do know that it's not my best work.
Speaker 2:There's a point of diminishing returns and prioritizing that. Time for myself, for my family, is really, really important, and it is the thing that allows me to work really hard but also really impactfully and to do great work me to work really hard but also really impactfully and to do great work. And, as you well know, when you're in a leadership position, it's not just about your volume of work, it's about the quality of the work that you're producing and your ability to continue to build a very, very enticing vision that leads people in a direction that where they feel like they could sit in front of a computer for 24 hours and do great work.
Speaker 2:And that's a very different thing to produce right, and that, in my opinion, requires a level of freshness right. It requires an energy that is different than just doing work and I certainly you know I have plenty of work to do but also making sure that there is time for deep work and thinking and understanding. How do we solve really complex problems and how do I make sure that these organizations that I'm responsible for are creating an environment where the people that I'm responsible for feel the way that I feel about work right, or are as excited to be productive or bring that level of energy? And I don't expect people that work in our teams to work like I do, right, I don't. That's not fair, but that's my responsibility is to create an environment where those people know that they can show up and bring their best, and so the only way that I can do that is to make sure that I'm engaged in some other things. You know I got to go outside. You know I got to, got to take some time. I got to travel with my wife. I got to. Those are the things that allow me to show up, and when I don't do that, I can see it right Like.
Speaker 2:I know that for me that's what works, because I've tried it the other way for a long time and there is a sharp decline. Right, it falls off a cliff and so, yeah, I try. For me that's a really important. It's not balanced, you know, that's the thing that I will say. Balance is fake. Yeah, if you want to do something extraordinary, you got to go all in. There's no such thing as balance If you want to build or grow or make something extraordinary happen. But you can certainly show up in service of the things that you care about in a way that feels appropriate for you and your life.
Speaker 2:I work more than I do anything else, but I also show up for other areas of my life that are important. Right, I don't miss dinner with my wife, I take my dog for a walk, I exercise every day, I spend time outside. You know it's in a lot smaller doses than I work, but it's in. You know, I show up in service of you know what I call non-negotiables, and I think that's the important piece. Make sure that you have some other things. Pieces of the pie. Now, a big piece of that pie is probably going to be work, but have some other slices right, cut out some other pieces, so that it's not, it's not just all work.
Speaker 1:That makes a lot of sense.
Speaker 2:So how can our listeners connect with you and learn more about your work? How can they find you? Impactinitiativenetwork that's our website. You can reach out to us there. I'm active on Instagram. I talk a lot about business, a lot about stuff that we've talked about today. I talk a lot about business, a lot about stuff that we've talked about today how to combine, you know, these other parts of our life into being a high performer and how to keep it all straight and in alignment. So on Instagram, I am taylorjthomas and people can reach out to me there. You can also reach out to us from Impact Initiative website. So, again, that's impactinitiativenetwork. I'm all over the place. Youtube I have two podcasts you can. I try to be easy to find. So what?
Speaker 1:are the names of your podcasts before you.
Speaker 2:So we have one called Endurance Minded, which is kind of this blend of entrepreneurship with that consistent movement practice, and then our other one is called Impact Minded, which is very, very focused on business and leadership development. So those are shorter weekly podcast episodes for Impact Minded. Endurance Minded is longer form episodes bi-weekly.
Speaker 1:You sound very busy and I love it, so thank you for sharing. Today I definitely took some really good notes, but the biggest takeaway for me is there's no such thing as balance. If you want to make something extraordinary, there's no way there can be that kind of balance. But you can still do the things all the time. You just aren't going to be as balanced, and that's where I think I am in my life. I want to do extraordinary things, but I also have a husband who's sick and mom who lives with me, and I have to take that time and I forced myself sometimes to take it and it's great. You know, I don't want to not be involved in that. I love working, but I love them too. So thank you for sharing that. I really appreciate it, and so for our listeners, if you could like subscribe or share this episode, that would be great, because if we could just help one person every podcast, then the podcast is a success. Thank you, taylor.
