Adam Torres and Rodney Campbell discuss increasing employee retention.
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More in Common helps organizations, teams and individuals build an environment of trust, accelerate growth, drive collaboration and inspire personal development by creating productive emotional experiences. In this episode, Adam Torres interviewed Rodney Brice Campbell, Co Founder and Chief Vision Officer at More In Common. Explore the More In Common journey and new book Rodney and Keith Richardson released, Mission Matters: World’s Leading Entrepreneurs Reveal Their Top Tips To Success (Business Leaders Vol. 8).
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About Rodney Campbell
Rodney is an engineer by trade. He’s had 18 years of experience in the tech industry in sales, licensing, and partner ecosystem. Rodney supported and closed businesses worth millions and he also helped partners grow their businesses successfully. Rodney successfully worked with owners, founders, entrepreneurs, and the C-suite to transact business.
Rodney is now a founder and co-owner in two ventures. He gets to bring the skills he has learned and honed in the last 18 years to bear every day. Rodney teaches and coaches organizations, how the M.O.R.E. Philosophy creates more productive human connection and in Rodney’s other endeavor, he gets to use video games to fuel connections and help people create awesome experiences and events for people they care about.
Specifically, Rodney has been consulting and coaching leaders within organizations like the San Francisco 49ers, Microsoft, Google, etc.
About More In Common
More in Common create productive experiences that build trust, accelerate growth, and inspire personal development. With their M.O.R.E. Philosophy, they help organizations address their hidden issues by creating productive emotional experiences that are designed to build an environment of safety, drive collaboration, and reduce attrition.
Their goal is to break the barriers of echo chambers, foster connections, build trust, and pave the way for a more peaceful future. Rather than dwelling on divisions and uncertainties, they aim to offer a path towards unity and understanding.
Full Unedited Transcript
Hey, I want to welcome you to another episode of mission matters. My name is Adam Torres. And if you’d like to apply to be a guest in the show to set on over to mission matters. com and click on, be our guest to apply. All right. So today is a very special episode today. We have Rodney Bryce Campbell on the line.
He is. Co founder and chief visionary chief vision officer over at more in common. And he’s also, I’m proud to announce along with his other co founder, Keith Richardson newly published authors in our best selling business leaders book series. Hey, Rodney, just want to say welcome to the show. Thanks for having me.
I’m excited to be here. All right, Rodney. So last time for some of my, my viewers, they may remember the company. So more in common, great name, great mission. Last time we had the other co founder on the line Keith Richardson. And this time where we, we finally got you on the show, been trying to get you on the show for a long time.
So we got a lot to talk about today. We’ll be talking about really retention, solving workplace problems, a new paradigm of what’s happening in the workplace. A lot of different things that we’re going to cover, but before we get into any of that, we’ll start this episode, the way that we start them all, you know, the drill with our mission matters minute.
So Rodney, we at mission matters, we amplify stories for entrepreneurs, executives, and experts. That’s our mission. Rodney, what mission matters to you? We are anchoring humanity and humans in compassion and compassionate conversation for the sake of making more productive human connection. And with that, we’re all about creating productive experiences that build trust, accelerate growth and inspire personal development.
And we’re using and leveraging compassion tactically daily in our lives to make our teams. Our businesses and frankly, ourselves and our families better. It’s fantastic. Love bringing mission based individuals on the line to share, you know, why they do what they do, how they do it, and really what we can all learn from that so that we can all grow together.
Whole point of the mission matters platform is we want to. See individuals want to see leaders grow. So great having you on again. And I always like to ask this question and bring this up because I’m telling you, I’ve interviewed a lot of different co founders and, and there’s different sides of the story.
So, man, I’m so interested to get your side of the story, like more in common. We heard it from Keith side, from your side, like how’d all this come about? Look, we like to go about things backwards here at more in common. We. So 2016, I’m going to take you back. We’re going to go on the way back machine.
2016 Colin Kaepernick starts nailing for the national anthem. And Keith calls me and he’s like, what do you think about it? And I’m a fan of the 49. I’m a fan of the football team, but I was not aware that this was happening yet. So I was like, I don’t know. I’m on my way to a meeting. Let me get back with you.
Fast forward to later in the day, I caught up with ESPN. I figured out what was happening and I called him back and I was like, Hey man, He’s protesting police rights rights for black folk and people of color in the nation. I was like, okay, I, I’m, I’m with it. And he said, I don’t like it. And inside, in my heart, I was very hurt.
I was very upset cause I felt like he didn’t see me. But my response was, why don’t you like it? And what ensued was a very long conversation, maybe four hours or so. And we just talked about it and I got to understand why he didn’t like it and what the flag meant to him and the way he was interpreting it.
And then he asked me, why do you like it? And I got to share. And what we realized is that we both got to be seen and heard by each other. And we weren’t trying to convince, I wasn’t trying to convince him to be on my side. He wasn’t trying to convince me. And afterwards I was like, hey man, we need to start a podcast.
And he was like, I don’t know what a podcast is, but I’m in, and we start the More In Common podcast and through this, the stories and the lessons and really understanding how Keith and I come together and create safety and like a space where we can share the deep truths about who we are. It, it turned into this experience of Hey, we’re going to go coach and consult.
We had a vice president at our company say, Hey, we want to put on a, we want to put on a DEI session. Can somebody do it? And I was like, I don’t, I’ve never taught and I’m going to do it. And we, we turned. Our relationship, our friendship into the more philosophy and have used that to be to teach compassion and to teach how we can make the inclusive spaces and teams that we all want now, Rodney.
So I feel like that, that conversation is pretty, it’s a good, it’s, it’s kind of an uncommon one. of like the outcome because I feel like a lot of good came from it, but that wasn’t your first conversation like that. Or was it? I don’t know between you and Keith, like, cause that’s a different level of like conversation, especially four hours on that to have a logical conversation.
Yeah, it was not our first. That is, that’s a fact. Man, in college we would have all of the conversations. We grew up very different politically, religiously, financially. Like we grew up on almost opposites on all of those things. So when we met in college, we, I’m not kidding you, we would be in the weight room, pushing around weights, talking about gay rights legislation.
We would be talking about gun rights. We were talking about the financial status of the country and what we should be doing. And. Man, that’s it. That’s not what I was talking about in college when I was in the weight room, right? Like these meatheads pushing away. It’s like What did you think about the financial decision yesterday?
Yeah, that’s that’s where it was And you know what we found is that we had a mutual kernel respect for each other. And so we, we just didn’t feel like we had respect and we were safe enough to just say what we thought. We weren’t really, I guess we didn’t care if we judge each other, but it turns out we weren’t judging each other.
We respected each other enough to. Want to hear what the other perspective was and through it We’ve both grown a whole lot and now we’re helping other people grow. Yeah, I think and I bring that up by the way because This wasn’t an isolated incident. It wasn’t one conversation It was saying I think it’s one of the things that makes your firm so special is That it’s really almost as if you were both.
I mean correct if I’m wrong on this But you were kind of figuring out your material and, and how to make that relationship, it wasn’t even a professional relationship at that point. It was just a friendship, right? How to make that friendship work. And so now when we think about like how to make professional relationships work and other things in the workplace, like that was an evolution, right?
It was absolutely an evolution and you know, it wasn’t, it didn’t start off as a professional relationship, but when we graduated we quickly started working together and. It, it, it worked out well because there were moments where we were on the same team and had different roles and we had to get through some tough situations.
Like I was an engineer not typically known for being really touching in touch with emotions and I was into technical writing very this is what is, and we had a situation where I responded to a customer. And it was just very much like cut and dry and that customer was not happy with my response and Keith came back.
He’s like, Hey, man, you just like. Let’s add a little bit of personality, a little bit of emotion. Like this was a tough situation for this customer and you just said, Nope. And, but, but we had built that relationship over time, which is a lot of the process that we use when we’re teaching people. We, you know, this isn’t just like Hey, we’re going to teach you something and we’re going to walk away and you’re going to get it.
This takes, it’s a lot of hard work and and, that goes into it. Well, let’s we have a lot, we’re of course going to be talking about this book that we just launched together. I’m thrilled to, to have published both your and Keith’s work but before we go into the book and everything else maybe just, let’s just pause for a moment and tell us more about more in common, the firm and, and what you do.
Yeah. So we. Like I said at the beginning, like our mission is compassion. We anchor people, businesses, leaders in the idea of compassion. And in so doing, we teach cohorts. We work with large groups of teams. We teach individuals. We do some one on one coaching. And we really help walk individuals on this path of figuring out who they are and where they are and how they’re, how are they entering the building.
Thank you. Beyond that, how are they entering the boardroom or the meeting and how is that affecting the interaction with the other person or people across from them? And beyond that, like the, the more philosophy, the approach is really about. Taking this idea, compassion, like a lot of people hear compassion, like I’m not a monk.
I’m not Mother Teresa. And it’s like, good. You don’t have to be. It’s this, it’s this idea that I can see, Adam, you’re you’re going through a human experience and I want to lessen the suffering in that. And. The action. So the recognition and then the action to do something to lessen and the lessening isn’t it’s not, it’s, it’s not rocket science.
And so teaching people how to access that and to find it for themselves. That’s self compassion. Like, we, we start there in the more philosophy, like meeting people where they are is the M. And you’ve got to start with meeting yourself where you are. And so, that’s what we do. We come into teams and we sit them down in groups, and we teach them the Morph philosophy.
We talk about the brain science. We talk about bias. We talk about all the things that are happening that are keeping us from these really simple concepts. Meeting people where they are. We’ve all heard that a million times. Super easy, right? Yeah. So easier said than done much, much. Yes. And and actually I think that’s a great transition.
So what we published and we published your writing and your philosophy. So the power, or I should say a piece of it the power of more solving the retention problem by bringing compassion to the work. Place. So the m meet people where they are? Yeah. The o open to listen, the R remove assumption.
The e the e engage with curiosity. How was, how was the, the philosophy developed? Like, tell us a little bit more about the creation and why, why more? It’s always backwards, Adam. It’s always gotta be backwards. It’s, it was really just breaking down like, wow, how did two 20 year olds. Throwing around weights, have a conversation where they were diametrically opposed on the things that people hold the tightest politics, religion, the things that you can say anything you want, but you can’t disagree with my politics.
Like, these are the things that we initially disagreed on and we’re like, how did, how, how did that happen? And so as we started to pull that apart, we started to understand, oh, well, I was able to meet you where you were by instead of. Unleashing my anger and my pain in the, and we were talking about our origin with the Kaepernick story.
I asked a question. So I, I took the curiosity in order to meet Keith and figure out like, well, okay, maybe he’s thinking something that I’m not, man, I don’t know what it is. So let’s figure out what that is. And continuing to piece it together to say, okay, well, how did, how did being open to listen more there.
Well, I learned a lot about his family. I learned a lot about his life. I learned about it actually gave me the information to remove the assumptions that I was making because our brains need context. It’s why, like, when somebody cuts you off. The first thing you think is they’re an a hole, because we need a story, we need to fill, there has to be a reason, it can’t, and that reason can’t be, oh, they just weren’t paying attention, or they’re in a rush, or any of those things, and as I was listening, I got the context.
And the context wasn’t I don’t like you. It wasn’t I don’t care about you. It wasn’t I don’t care about people that look like you. It was his own motivation. And so we took all of that and we put it together and made it into the more philosophy. And then we took that and we said, well, like, what happens?
So when we do all of these things, what happens? I feel safe. Oh, what happens when I feel safe? I can be vulnerable, like the real vulnerable. Like I can share what’s really happening for me. I can share that. I didn’t like your response because I know that you’re not going to excoriate me because of what I’m feeling or thinking right now.
And so when you when you piece all that together, it’s like it creates safety. And that’s important because in twenties, actually, it’s funny in 2016, it’s all 2016, Adam 2016, Google did a they ran a project, project Aristotle. And in that project, they were trying to figure out what made their highest performing teams, the highest performing teams.
And it turns out the number, the number one trait that was common among all the high performing teams. You know what it is? I don’t. It was psychological safety. Oh, they felt safe. They felt safe. All the lowest performing teams, the number one trait was pragmatism. They were pragmatic. They were logical.
They were smart. They were thinking about the business, but they weren’t thinking about the people. And it turns out we’re humans. We’re people. So we’ve got to take care of those so that we can take care of the things that we have to do. So that’s, that’s kind of how we backed into figuring this all out.
At what point, or I should say how, did you figure out that this, that these concepts relate to business and that they would be helpful to other companies and, and, and specifically around retention? Yeah. How did that come about? Man, the, so the very first, I’ll give a quick aside, like. Yeah. The very first thing was.
We were playing flag football in college, and we had a team of very, very, very talented individuals, and we were terrible. First season, we were terrible. We couldn’t understand it. Came back, and after talking to people in the off season, and we started aligning people with where they best fit, and where they wanted to be, and then came back and had a championship season.
So, okay, so that happens in college. Then we’re working together in the professional world, and we’re starting to see teams we love to be on. Teams we hate to be on. People we love to work with. I’ve had bosses I would run through walls for. I’ve had bosses I would, I’ll work 90 hours a week for. I’ve had bosses that I will do the bare minimum for.
And I’ve had bosses I would do even less than that for. So… In those experiences is where we started to piece together. And then at the same time, we started reading, you know, reading Brene Brown, Simon Sinek, we’re researching the brain science around what’s happening with these things. Dolly chug NYU professor that studies bias and how it affects the person that you mean to be.
That’s our first book, the person you mean to be. It’s like, how, how do these things piece together so that we can build the best teams? And so we’re looking at these teams and we’re like. One question an exec asked me at a tech firm once he said why can’t we keep college students and he was very, very confused and I was like, this is not hard.
Like, none of their needs are met and they’re looking at their friends at firm X, Y, and Z. That are getting their needs met. So they’re leaving, like they don’t feel any kind of need to stick around and not have their needs met. And and when it comes to retention, people feeling heard and seen and valued is so important.
And I, and like this question comes from founders and CEOs all the time, like. Why is this important? And like, does that mean we have to take the advice of every single person on the team and say, no, no, no, like, that’s not what it means people want to feel like that is an operative word, feel, heard, seen, and valued and.
We can say that we’re hearing them, but people know when they’re heard and just because you’re heard doesn’t mean your idea is used. And I think people somewhat conflate those 2 things. And so having a culture where we honestly have mechanisms to hear people and see them, especially in the places where they’re heard.
They’re most suited. Right. Like me giving me giving my opinion on like the operational structure of this company of my own company. Like, yeah, it’s, it doesn’t mean a lot. Cause that’s not a, that’s not a strong suit for me. But if it was being able to, to speak up and be heard, be super valuable. And when people don’t have that met, that’s like a, that’s like a, it’s almost like a Maslow’s hierarchy of needs.
Like I need to feel safe and I need to be able to be heard. And if I can’t get those tick, like I gotta go. Yeah. And people will stick around to get a paycheck. Only until they don’t have to. Yeah, that’s well said. And the idea and the thought of being heard, I guess, you know, in our personal lives we kind of feel like that need, and it makes sense that that would translate over into our professional lives as well, right?
Especially for people that really care about the organization. that they’re working for, which I like to think that most people do, but you’re right at some point, like over time, sometimes it could, it could be leadership, the organization, other things like that, whatever the reason is that when somebody is feeling less heard, less engaged, like I feel like there’s, there’s signs, there’s different things that can be done.
Let’s. Let’s start there. I definitely always like to give our audience some tools or some tips. Obviously we can’t get everything in one particular podcast interview, but what are some things that people can take away today if they’re, if they want to start heading down that path? Well, one, one, just like anecdotal tip.
Cause I think you just said there are some signs, there’s some indicators, like, especially with your extremely passionate people, like when they start. When they stop talking or when they become quiet, it lets you know there’s something happening in the culture. And it’s something to start investigating.
It’s something to start thinking about. And not everybody is going to be like rah rah excited and that doesn’t mean that they’re not engaged. It doesn’t mean that they don’t care. Yeah. But, I mean, I’ll just walk through the philosophy and just give a couple tips. Like, M, meeting people where they are.
Hmm. When I had a guy come up to me once at a conference in Vegas, I, I was presenting this and he’s like, and he was Scottish and I’m not gonna butcher the accent. , please do . He’s, I, I lied. He kill you. I, he was like, it’s just, He’s like, it’s just common sense. Like, these are the things that my parents taught me.
And I agree with him very much. And I, then I asked him, I was like, yeah, but why don’t, why don’t we do them? Because it’s so hard. So like meeting people where they are, like thinking to yourself, like if you, when you, last time you were in a situation at work where you disagreed with somebody and they’re doing that thing where they’re repeating back what you said, but they’re not repeating what you said, they’re repeating the way they heard it, which is basically to like, win the point.
That feeling that feeling that you have, like, that’s, that is a very, it’s, it’s not a nice feeling. And we do that to people when we do the same thing versus just trying to earnestly and honestly figure out like, where are they at? Where are they? Cause look, Adam, we’re doing this interview. It’s, it’s 12, it’s almost one o’clock here on the West coast.
You’ve been up since I don’t know how long I’ve been up since like five of my kids. And then after we’re done with this, you got to go do more interviews and more work. And I got to go do more work. So like, I’m getting this itty bitty little sliver of your day. And in this smaller sliver of your week, I don’t know what’s going on for you.
Like, I know how you, how you seem to be showing up right now, but I don’t know why, other than the fact that you’re an awesome podcast host, like, I know that you bring energy, but like, I don’t know if the day’s been good or bad without starting to engage and ask questions. So meeting people where they are so important because we don’t know where people are coming from when they come into the room and our willingness to listen.
Is going to help us understand where they are and like, really listen, not like, not like listen so that we can rebut and respond because we’ve never done that. Well, no, no, we never have done that. We’ve never done that. So you started off, we started off this interview and you mentioned a podcast and then that’s where it all came from.
And for anybody who’s been watching this show for any duration of time, they know that I am a huge fan of podcasting, podcasters, and just so much comes out of it. I can’t. I can’t say that mission matters was started from podcast. It actually, you know, we had books before that as a publishing company.
However the transition to the name mission matters did come out of podcasting and, and a particular interview when when one of the guests. mentioned you know, the original name of the, of the company in the show was money matters, top tips. And it was supposed to be a a show and also a platform about teaching people about money.
And we, and when a particular guest said, you know, mission matters, our money matters, but mission matters to the light went off and that just went down this whole, like. Spiral of, we still have now we still have a money show, but the entire platform was then given its true purpose and calling, which is to help others.
Along their mission and to help them get their voice and their message out. So your podcast, man, I, I want to hear more about it. I want my, my audience to definitely go check it out. Like what, what type of content can can the listener or viewer. And we’re actually in the process of rebooting, like we paused for a year as we’ve been actually out doing more consulting as we’ve added that to our repertoire.
But the podcast itself is. It is an expression of the more philosophy it is us creating safe space using those various tools with people that I met at the airport with celebrities with change makers and business and really like we’re exploring their story, but we’re using the tools to explore their story and it’s.
I don’t know, like people, the, the sharing and the level of depth that we’ve been able to get to with people that we just met, like, it’s like, Hey, like lights on acting, right? It’s, it’s amazing. Like it’s, it’s, it’s an addictive thing. Cause like you really get to get in and get to know somebody get to know yourself.
Got to work on your speaking skills, got to work on your presentation and like you, I’m a huge fan. I highly recommend it for anybody. Anybody who thinks they have a thought, do it. How many episodes do you have out there? I think you have a hundred, right? Fifty… Five right now. Yeah, that’s a legit episodes over 50, a legit catalog.
I mean so that’s I mean, there’s a lot of content out there. I know you mentioned you’re starting it back up, but yeah, I wouldn’t let that deter anybody from going to check out the current catalog up there. So another way we like to say it is you’re, you’re coming out with the new season, Rodney.
That’s what it is. We’re it was new season and building. We got some fun stuff planned. And it’s often because I’m sure over that last year, there’s been a lot of learning as you’ve been out there consulting with companies and the perspective and the vision and everything’s growing, right? Absolutely.
Absolutely. It is. And part of the reason why we’ve paused it is we’re bringing some more series similar to this, that are more that speak more to our business audience. I would say the podcast that we have there now. Speaks to everybody and it’s very long form content. So we want to start making something a little more digestible for the busy.
business folk of the world that just want to get what they need and get out. Yeah. It’s a great story. And one that I love to bring to my audience. That being said, if somebody, you mentioned consulting, working with different companies, like who do you find is like what type of companies, I think you mentioned you can work with individuals in certain cases, like what type of companies and or organizations have you found get the most benefit out of working with you and Keith.
I mean, obviously, the answer is yes, all organizations, but we’ve been working with an NFL team. We’ve been working with some large tech firms. And individuals in sport, like high level, like collegiate sport executives, like we tend to work when we do our, so I’ll come to one on one a second.
So from an organizational standpoint, like we’ve worked really all around. What we found is the common theme, the common thread between the teams that we work with are individuals that are craving growth. Whether the culture is thought of as great or not is less important because there’s always something there.
There’s always like we work in the gray areas. Yeah. Between, Hey, everything’s great. I love working with you too. Oh my goodness. HR violations every day. We work in between there because there’s so many things that happen that just kind of rub us the wrong way, or we’re not sure how to take it or what to do with it.
And all of that, all of that unspoken stuff. That’s the, that’s the culture. That’s the culture that we live in. Like, not just the rules are there, and we all know the rules, but we all live between the rules. So, that’s where we work. So teams that are hungry to grow, leaders specifically that are hungry, like, I need content to feed my team, so that They can work more efficiently and effectively together.
I mean, some of the most impactful feedback an HR leader at a big team said that they’ve been watching the members of our cohort for the past year, watching how they move and how they interact with people that were both in the cohort with them and that were just separate and their ability to get things done, to solve problems, to get projects done to work with each other, has their ability has gone up and she’s watching it because she’s the one signing the checks. So she wants to know, like, is this effective? Is this efficient? And this is why we, why we get to be invited back to do more of this work because they’re seeing the impact. And this is on an individual level and at a business level.
And then, so that’s like some of the group work we do some of the larger cohorts and then there’s the one on one coaching and we focus this mainly on leaders owners execs, founders, we, and we have done some coaches of like collegiate sport and what they found out of this is it is space and time to reflect all of these people are very hungry for growth.
And the downside of that is they’re charging at 120 miles an hour every day. What, what I do and what Keith does is force them to pause. And to turn that lens and look inside and understand where they are, like, really take that time to break down the things that they’re solving, that they’re having trouble with and to understand how they’re coming towards it and inserting the more philosophy to, to, to challenge them.
And this is, and this is, I love working with execs because I don’t have to pull punches. I can just go in and say, like, I’m going to challenge that assumption that you just made and, and, and they can take it. And they’re like, huh. I never thought about it that way and that has been some of the most powerful feedback we’ve gotten.
We’ve had an exec talk about talking to their, their owner and sharing experiences and, and fears and doubts that they would have never thought they could share. That has just blossomed that relationship and gone to places that they could have never imagined. Yeah. Man, it’s great. It’s great. It’s a great story.
And I can’t even imagine where this thing is going. What started from a, you know the gym really in college and having conversations, a flag football teams, your early, your early your early beta we’ll say in getting results all the way up until now you know, creating a podcast over. 50 episodes of content, creating all this meaning, these meaningful relationships with corporate leaders to now affecting corporations and companies all the way from the top down, right, from everything from working directly with the CEO to working with larger cohorts and, and different executive teams.
I mean, I’m just so proud and excited to see the growth and to follow this. And of course, of course, let me, let me bring out the getting published. So now authors, both yourself and Keith and and we’re going to continue spreading the message. I know we’re just we’re just kind of releasing the book recently.
It’s already on the best sellers list and we are just promoting, promoting, and we’re just getting started with this. thing. And I’m excited to continue to promote not just the book, but also more in common. And then of course the podcast and the next season that’s coming out. But that being said, lot going on a lot on your plate.
I mean, what’s next? What’s next for you? What’s next for more in common? What’s next, man? We got more cohorts. We’re starting to work on some events, so that’s coming. Next season, the podcast is going to be a, it’s going to be a banger. It’s going to be big guests on location and it’s going to be, it’s going to be a lot of fun and what, you know, here’s what the journey has been most recently for us.
It’s like, we, we, I don’t know if you’ve experienced this, Adam. The thing that, that, that you present to the world or that you do the best is pretty natural to you. So taking that and explaining that actually requires some, some analysis and some work and taking feedback from others. And so we’ve been honing and honing and like really understanding what is this thing that we do?
How do we create safety? What is the moral philosophy and where does it plug in? And like we’re, we’re there. And so like the next thing is just like let it go. Like stop hiding the light. And just let it, like, put it out there and go do big things because the, like, when, and I know you’ve experienced this because your platforms are highly successful.
When you get that good feedback, like that amazing feedback after you do the thing, you put yourself out there and I’m going to try this. I hope it works. And then you get the amazing feedback, like, wow. It’s, it’s very humbling in, in in a very real way. And so taking that and just building on it so we can get more of it and spread this idea of compassion to more people.
Like that’s, that’s what’s next. Ah, it’s great. Well, Rodney first off, it’s been great having you on the show and again, thrilled to continue to promote what and support what you’re doing at More in Common. That being said, if somebody is listening to this or watching this and they want to follow up and they want to learn more what’s the best way for them to do that?
The easiest way is to go to our website. More in Common. E N T as in entertainment more in common E N T dot com. That’s the easiest way because you can get, you can get to everything from there. We actually just redid the site. So I’m really excited about it. Simple and cohesive and clean talks about what we do, tells the story and you can get to the podcast and the socials, all that good stuff from from the website.
So, yeah. Perfect. And for everybody watching this, we’ll put that all that information in the show notes, of course, so that you can just click on the links and head right on over. And speaking of the audience, if this is your first time with Mission Matters or engaging in an episode, we’re all about bringing on business owners, entrepreneurs, and executives and having them share their mission.
The reason behind their mission, you know, why they do what they do, and really what we can all learn from that to grow together. If that’s the type of content that sounds Interesting or fun or exciting to you. We welcome you hit that subscribe button. We have many more mission based individuals coming up on the line and we don’t want you to miss a thing.
Rodney man, so much fun doing this. Can’t wait till the next time we get to work together. Thanks again for coming on the show. Hey, thanks for having me. Like he said, hit that button, hit that subscribe mission matters, putting on amazing stuff. And I look forward to coming back again.