Episode Thumbnail
Episode 6  |  39:15 min

Larry Linne helps us turn knowledge into power

Episode 6  |  39:15 min  |  05.14.2021

Larry Linne helps us turn knowledge into power

00:00
00:00
This is a podcast episode titled, Larry Linne helps us turn knowledge into power. The summary for this episode is: <p>Larry Linne is the CEO of InCite Performance Group and this episode's guest. Larry discusses how leadership is really about getting the best performance out of other people. He also digs into the value of learning and the transformation of knowledge to power. Tune in now and hear Larry and Tim discuss the importance of listening &amp; understanding people, abundance mindset, the power of women, and more. </p>
Takeaway 1 | 01:22 MIN
Understanding what leadership really is
Takeaway 2 | 01:40 MIN
My product is my talent
Takeaway 3 | 00:51 MIN
I'm always doing what I love to do
Takeaway 4 | 02:33 MIN
The importance of understanding people and relating to them
Takeaway 5 | 01:28 MIN
When knowledge becomes power
Takeaway 6 | 00:27 MIN
Abundance mindset and driving towards success
Takeaway 7 | 00:42 MIN
The power of a woman

Larry Linne is the CEO of InCite Performance Group and this episode's guest. Larry discusses how leadership is really about getting the best performance out of other people. He also digs into the value of learning and the transformation of knowledge to power. Tune in now and hear Larry and Tim discuss the importance of listening & understanding people, abundance mindset, the power of women, and more.  

Guest Thumbnail
Larry Linne
CEO | InCite Performance Group
Larry G. Linne is one of the business world’s most innovative thinkers and dynamic speakers. Known for making the complex simple, Larry’s powerful thinking strategies combined with his broad and varied experiences has led to a significant, far-reaching career. From pro football player to CEO of multiple companies to published author, Larry speaks to thousands of business leaders each year who run world-class organizations. His ideas and training tools have been implemented in businesses of all classifications, ranging from small businesses to Fortune 100 companies. Larry is CEO of InCite Performance Group, a private client group of the top Independent Insurance Agencies and Brokerages in North and South America. He is founder and Chairman of Intellectual Innovations, an executive development company, and he is a partner in a venture capital fund investing in insurtech. When Larry is not advising and delivering keynote presentations you can find him in his backyard, the Rocky Mountains, riding his bike, playing golf, along with spending time on his ranch with his family. He is married to Deborah and has 5 daughters and two grandchildren. Larry’s books include “Make the Noise Go Away – The Power of An Effective Second in Command”, “Brand Aid – Take Control of your Reputation Before Everyone Else Does”, He has contributed to “rEvolution – Turning Crisis Into Clarity And Ignite Growth”, “I Am ____, the untold story of success”, and “Letter to my Younger Self”.
Larry's LinkedIn

Tim Leman: Have you ever felt like you're on the edge of something great? You've put in the work, you've done the hard stuff most people aren't willing to do and now you can just sense a magical run lies ahead. On this podcast, we talk about what separates those special teams. The kind, if we're lucky we get to be a part of maybe three or four times in our life from the more ordinary experiences. I'm your host, Tim Leman. And let's discuss leading on the edge. Welcome to The Edge podcast. I'm your host, Tim Leman. On this episode, we have Larry Linne. Larry is CEO for InCite Performance Group. Larry has been a great friend and mentor of mine for well, the past 15 years, partners in a lot of stuff as well. And just happy to have you on the show today, Larry.

Larry Linne: Thank you very much, Tim. Glad to hang out with you once again and publish something else.

Tim Leman: That's right. Yeah. That's right. Well, this sounds a little easier than the book from five or six years ago, right?

Larry Linne: I think so.

Tim Leman: So Larry, tell us a little bit about InCite. One of the businesses you're involved with.

Larry Linne: InCite Performance Group was actually a very unique business model that was put together by another gentleman years ago. And it's a subscription- based consulting business that focuses in the insurance agency industry, but also now working with insurance carriers and the emphasis is working on the business so that our clients can do better working in it. And we find that insurance agents very similar to a lot of businesses, they get so busy doing what they do every day, that they just don't have the time to work on the business. So we do sales training, service training, leadership development, business planning, all types of things, and work on projects to help agencies be successful.

Tim Leman: Yeah. As you say that Larry and having been involved with you for 15 years on this, I would just think of insurance as your niche, but all those things really apply across the board to all businesses and a lot of the same things that we all struggle with. So I've gotten a ton out of that over the years, but I'm curious from your end, you work with a lot of leaders, where are leaders falling short today?

Larry Linne: I think the biggest thing leaders are struggling with is understanding what leadership really is. I'm spending a lot of time developing and working with executives because they've been put into a position for different reasons and they get put in the position because they were the best at something else they did. They were the best salesperson. They were somehow genetically entitled. And sometimes because they're just very talented people, but what they don't realize is leadership isn't a position or being a manager or being the boss. Leadership is getting the best performance out of other people. And the willingness to invest in other people, the selflessness to invest in other people, the time it takes to invest in other people, it's being exploited right now in this pandemic because people are not face- to- face all day long. They're in distances. They're depressed. People are needing leadership more than ever. And we're seeing the consequence of it that a lot of people are losing employees. People are getting depressed. People are not performing at high levels. And right now as Warren Buffett once said, when the tide goes out, you find out who's swimming naked. And right now there's a lot of leaders that are finding themselves standing alone because they don't know how to get great performance out of other people.

Tim Leman: Larry, you have experienced what you just talked about on a personal level. I think over the years, moving into different roles. How did you personally make that transition from player to maybe player coach to full- time coach?

Larry Linne: I had a great experience early in my business career. I was at a executive training program and I don't even think it was the instructor. I think it was somebody in the class that made the comment that they no longer label themselves by their title. They realize that when you especially reach executive level leadership, entrepreneurial- ism you come to a place where you're selling yourself and you're selling your skills. And so that became a change for me. This was probably 15 years ago. And I realized at that point I was no longer president of, or CEO of. I was Larry Linne, Inc. And my product is my talent. So I give my talents of caring for people, helping people be successful, inspiring and teaching, outworking people, speaking with inspiration, my persuasive skills, challenging people's thinking. These are skills that I have and gifts that I've been given. And I apply those at InCite Performance Group. I apply those at Intellectual Innovations. I apply this at numerous different businesses that I own today or that I've owned in the past. And when I finally came to that place that I walk around with my offering to the world is with me all the time. And it doesn't matter where I apply it, whether it's at home in a social environment or in a charitable organization or at my work, that's when I completely changed who I was, I think, as an executive, as a leader and I no longer worried about a J- O- B and now I get to be the best me that I can be every day.

Tim Leman: Okay. You just talked on something I think is really interesting. It's part of you, you're rounded all the time. It's who you are. And when does it start and stop? Is that a blessing or a curse?

Larry Linne: Well for me, it's a blessing. For some people, it may be a curse. For me, the blessing is that I'm always doing what I love to do and it's my highest and best use of my talent. My wife, about five years ago, she asked me one day, she said," Do you think you're a workaholic?" Because on the weekends, I see you reading books and I see you writing papers and I see you designing new business models and solving business problems. And I said," Do you know that if you told me right now, I could go ride my bike. I could go play golf. I could go water skiing, or I could do this. I'd rather do this?" Because I love it. It inspires, you know, this is what I love to do. And I'm just very fortunate that I get to do that for a living. Now I do still play golf. I do still ride my bike and I do other things. So the blessing is that it's such a passion and I love it that I never feel like that I'm working. And it's a curse from the standpoint that at times I have to push away from what I love so much and do something else I love.

Tim Leman: Yeah. Great perspective on that. Kind of tangent to that. You were one of the most engaged kind of on always going people I know. So I can understand where Debbie's coming from, but I probably resemble you a lot. How do you handle that with your friends and business acquaintances and so on when you're more on and always going than the rest of them are? And when they get too much of Larry or maybe it's too much of Tim.

Larry Linne: Yes. Well, that is also a reality that can be a challenge. And I tend to label it that sense of urgency. I think when something needs to be done, the sense of urgency it's a compelling internal driver. And I think a blessing of who I married my wife many years ago, communicated to me that you have great ideas, Larry, you're a smart, talented guy, but you need to know that there's more than one right. And not everybody has to be like you. And so it really has helped me because now I look at people and my first objective is to try to understand them. Where are they coming from? Why are they doing what they do? What's important to them? What intrinsically motivates them? What extrinsically motivates them? And I'm a student of behavioral science and understanding other people. That's why I'm the calmest guy in the room when an election takes place. Because it's probably going to take me two or three months to study the detail of what happened. I don't get emotional. I don't get upset when somebody as an employee does something that I don't agree with, because I think it's important for me to try and understand why, and I've come to this place in my life and I don't know if it's just age and wisdom or stupidity, but I've come to this place where I believe every person in some way is logical, rational, reasonable, or they're irrational. No matter what it is, they've worked their way to where they are. If I understand that I have a lot better chance of leading them and persuading them and Tim I'm a persuader. I mean, that's my life. I had a test done on me back in 1996. I remember specifically, and the test came back and said," Larry, you're an introvert. And you are an extreme persuader." Which means you don't want to be around a lot of people. But when you are, you will do everything in your power to persuade. You want to convince people all the time, again, a problem with my wife, because she said, I don't always want to be sold. So being a persuader though, that means you have to understand people and you have to relate to them. And so understanding them is the core to great leadership to great sales. I think, to great emotional intelligence and organizational effectiveness, really understanding why people do and think the way that they do.

Tim Leman: Larry, you read a lot, listen to podcasts, whatever. What have been maybe some of the best tools you've had or books or whatever you've learned from to understand people better?

Larry Linne: Oh, that's a great question because I read so many books and I typically don't like them. I grab a book and then I start reading and I find that it's two chapters of power and 12 chapters of pain, but I have enjoyed some of the things I've been reading recently Thinking, Fast and Slow by Daniel Kahneman. Very difficult read.

Tim Leman: Oh, that was brutal. I took it on audio and I think it was close to 20 hours, but I powered through and I like math and I liked the data and all that. It was still rough, but pretty interesting though. Really interesting.

Larry Linne: It was very interesting. And it kept my interest all the way through, even though it was written more as a book that was a science type of book that says here's a behavior. And then you had to read 35 pages the seven times that they proved it. And I'm one of those guys just tell me what it is, prove it once. And then tell me where the next page is I can jump forward, but you couldn't find it. So I had to read the whole thing. Now, fortunately, I had broke my neck in a bike race, and I was in a halo. So I couldn't go anywhere. So I was stuck to the book and I was able to get through it. I don't know that I could have otherwise, but I liked that one because it really did give the irrationality of human beings. We are not rational in our decision- making. We will sit and look at somebody square in the eyes and say," I am a price buyer." And then we take another drink of our Starbucks coffee. You're not a price buyer. And so we're not rational in the way we make decisions. And as soon as we recognize the irrationality, now what we have to do is look for the predictability. And that's where the power comes in human relationships in leadership, in sales. So Never Split the Difference is another one. And that's by Christopher Voss. That's a more recent one. But what that did for me is created this new interest for FBI agents because they spend years training how to get information from people, how to read people. And that's what I wanted to do. So now I have watched videos online of FBI agents to understand body language and understand eye movement and group dynamics. One of the things that I watched recently was they were doing FBI investigations and the FBI investigator reads everybody else in the room that's not talking because everybody else's body language will tell you whether they're telling the truth or not. I mean, it's an amazing world to understand the mind and people and why they do things. So that's one, I've read dozens, but those are two that really stand out.

Tim Leman: Yeah. I loved Voss's book. That was really fascinating. Larry thinking of this and the learning you do, how do you help transfer those skills learning and so on to your team at InCite and your network at InCite that you work with?

Larry Linne: Tim, I have a belief and I don't know that this is something that other people have created as well, and I captured it over the years, but I believe that we live in a world today that that information is coming extremely fast. I mean, that's evident. Learning is one of the greatest values that a business executive can have and being purposeful in that. So the way I look at learning from my seat, what I want to accomplish is you start with information that comes to you. That can be in a class in a book or whatever. Then that information becomes knowledge when you go try to study it somewhere else, let's go figure out what else I can learn about it. Compare, contrast. And Tim, one of the things that I believe strongly about is when I read something to be a critical thinker, I have to immediately try to eliminate my biases. So when I read something that I like I'm enjoying, or I get teaching, I'm going to immediately start looking for opposing views to challenge it. It'll either reinforce it or change it. But then from there, you get this knowledge and then it goes to wisdom when you apply it. So now I'm going to go try my stuff. I'm going to test it. And I'm very active at testing my wisdom or testing this knowledge to find out what it looks like. Eventually it becomes wisdom, but then the next spot, and a lot of people stop at that point. But I learned years ago that when you get to the point of wisdom, you can actually become a bore. You can become arrogant, know it all, you can become somebody people don't like being around. Where I think you take the next step of learning to truly be intelligent is the ability to simplify. So if I take it from information to knowledge, to wisdom, and then simplification, that's when knowledge becomes power. So your question was, what do I do to get my team on board? I repeat that over and over and over and over again. I model it, my behavior. I remind them. When they say Larry," I just learned something." I'll immediately say," That's amazing. What opposing views have you read?" Or," Hey, Larry, I've got this and I've worked my way through it." And I immediately say," How are you applying that? And what have you learned from a point of wisdom?" I'm constantly challenging my team and those around me, my family, my wife, my children, everybody, because I believe that type of intelligence is powerful. It's powerful in our jobs. It's powerful in relationships. And you will separate yourself in today's world I think more than any other factor, when you learn how to be a critical thinker. When we have a world around us, all of our technology is built with artificial intelligence to constantly narrow down your field of your biases. It's going to keep feeding you what you want to hear and what makes you happy. We have to fight against that to create an environment where we're going to push outside and be interested in the rest of the world and hear other views. And now we can have dialogue with people that oppose us versus being narrowly, narrowly, narrowly pushed down somebody else's narrowly, narrowly pushed down. Now you have conflict and disagreement and you hate each other. Welcome to the world that we live in today.

Tim Leman: Well, said on that. Larry, you've been a part of a lot of teams. You run teams and so on and so forth. One of the things I'm really interested these days and thinking about a lot is this concept of being on a great team. And there's a difference between this truly great team and being on a lot of good teams, have you been on a great team or teams? And if so, tell me about maybe the best one.

Larry Linne: Tim, the question would be, have you ever been on a team that was bad? And I only have a couple of those. Almost every team I've been on has been exceptionally good. And I've been blessed in sports to be on great teams. I've been blessed in business to be on great teams. And I think some of the beliefs I have and applied these beliefs have made those teams capable. I don't know that I've made the team great, but I think the setup has made the team successful. So I'm going to tell you the best of all of them by far, the best team I've ever been on is team Linne. And that's my wife and I, and I'm going to tell you what you watch and look at our world. And I know that sounds cliche. It sounds very much like Larry, you can't wait to have this podcast shared with your wife, but the real message here is-

Tim Leman: I can see if we can roll it out on Valentine's Day for you as well.

Larry Linne: That's beautiful. I love that idea. Now when I first met her, I thought there's no shot. There's no chance here. And when she said yes to marry me, I was so humbled in that moment that I thought you got to be kidding me. This woman actually thinks that I'm the best option possible to help her reach her full potential. Because that's what somebody says when they marry you is I think you're going to make me the best person I can possibly be. And I was so humbled by that. And I immediately went to that humility of saying, now I have to go honor that decision. And Tim, in all honesty there's not a week that goes by. And sometimes not a day that goes by that I don't wake up in the morning and challenge myself what will I do today to make Mrs. Linne the best she can be? And I know it sounds self less, but I don't even see it as selfless. I see it as an environment of being so interested and have such a desire to make the other person as successful as possible. Do you know what comes from that? She does the same for me because when your needs are met you don't need to be selfish. You have nothing that drives you to selfishness when your needs are being met. And so when you're meeting each other's needs, it's an incredible relationship. And that's what team Linne has been, it's been a relationship that I can't count. We don't fight. We don't argue. We challenge each other. We push each other, but our relationship has been one of the most amazing things that I've ever observed. I just don't see it in other places. Now I got to tell you that translates into the business world and in the business world, it has a twist to it. And that is, and I do a lot of teaching in this area, Tim, that I believe when you are in business partnerships and you have a team of partners in a company, I tell every partner that joins my companies, whatever business I'm in, I sit down with them before they're a partner. And I say," We need to understand a couple of things if we're going to do this, number one, there'll be an abundance mindset. Number two, I will wake up every day when I go to work with the thought of making you wealthy, I want you to do the same for me." Because if we come in everyday thinking about making ourself wealthy, we will fight. We will disagree at levels that are not repairable. But if my goal is to make my five partners increase their wealth and make them successful. And I have five people wanting to do that for me, doesn't that sound exciting? Just knowing that you've got that many people driving towards your success, and that's what we're doing. It's the same thing in my marriage, but it's the same thing in the business. And that's why our teams and the teams I'm on that's why they're so successful is because it eliminates the selfishness because of abundance thinking. And the combination of I'm here to make my partners more money, more successful, increase their net worth and their balance sheet. If we all do that every day, we don't have to worry about a lot of the other things that come along, because you are driving towards success.

Tim Leman: Larry has any of that abundant mindset and making sure everyone else is taken care of first ever come back to bite you?

Larry Linne: Oh, I think absolutely. And I think it happens on every team. I think every team I've been on though, we've been successful. There've been days that I wake up and realize that the weight is unbalanced. And maybe I did give more back to the comment you made earlier. What happens when you have a ton of energy and you can go 20 hour days if you need to. I don't do that, but you could go hard every day and you can do a lot more. And maybe a partner doesn't have that same level of energy. It happens all the time. And I think you just have to have the transparency to have conversations. You also have to do a self check and assess again, is that a fair expectation to put on others? And so the better job we do of setting clear expectations, usually you avoid those things. It's when expectations are not clear. And in every relationship in the world, we have expectations. Whether it's partner, if it's a business partnership, if it's a large group of partners, if it's a charitable organization, we always have expectations. Even board members have expectations and the clearer you can be on those expectations, the less of those disagreements you'll come to.

Tim Leman: Larry, tell me about somebody. You don't have to give their name, but somebody you're working with these days that you're really impressed by, and maybe the things they're doing in their organization or innovation what have you, I'd just love to hear. You touched so many awesome leaders out there. I think it'd be cool to share some of the things you're seeing.

Larry Linne: Well, I immediately go to you, but I can't do that. So that's not fair.

Tim Leman: inaudible recording.

Larry Linne: Yeah. Truly. I mean, some of the things you're doing in just thinking bigger and I do want to speak to that briefly. I remember years ago I was in a business then there was another business that we were almost identical in size structure, everything about us. We were just in different geographies. And then we separated our ways. We didn't talk for a few years. We'd kind of gotten different organizations. And I met the guy up again five years later and he was three times the size they were, and we were 20% bigger. And I said," What did you do?" And he said," Larry, the best thing we did was we put a billionaire on our board." I said,"Well, what do you mean by that?" And he said," Larry, when we put a billionaire on our board, it was a self- made billionaire. And that guy came into our boardroom and started making us think bigger." And when we started thinking bigger, we started acting different. And Tim, that's one of the things I would say about you. I don't think you're a billionaire yet, but what you think is-

Tim Leman: The assumption is correct.

Larry Linne: Yeah. But you think like one and you think big and you don't seem to have a ceiling that stops you from going big with your thoughts. And I applaud you for that because I think that's done great things for your company, your family. I think your company is doing some of the most imaginative, innovative things in the world of risk and insurance right now. And I think those things are happening because of the fact that you don't have a glass ceiling or a hard ceiling that keeps you from saying, but what if. And you and I even had a conversation one day, I remember early in the pandemic, when you said Larry, I went and listened to somebody that's really smart. That said, if you don't get your team back in the office right away, you're going to destroy your culture. And I said," Okay, Tim, I hear you." So let me ask you a question. If we have to stay locked in for the next three years or five years, or what happens if the pandemics roll forever, the rest of our career, are you saying you'll have a destroyed culture and you said," No, I think I'd figure it out." And that's, open- minded thinking, and that's what we have to start doing is not ask ourselves, what bias can I unlock into that feels good. We need to ask ourself what if I had to? And you do that. And I have some other great business executives out there doing the same types of things. And when it comes to cool things, it's usually an innovation that is nothing rocket science never been done before. It's more of coming up with new ways to connect with clients, new ways to bring value to a client that the client actually realizes. I mean, a lot of people come up with stuff, but until the client realizes the value and realizes the experience, the innovation doesn't really happen. So I've got one client that came up with a whole new way of describing the world of insurance and the way he describes it and the way he communicates it is getting people to look at insurance, probably the way they should. That insurance shouldn't be the thing that we go by because I want to manage risk. And insurance would be the thing that we buy after we manage risk. And this guy has created a new dialogue around that. And I know you guys believe that as well. So there's some cool stuff, but it's not creating Uber that's changing the world. It's just getting out of our biases and thinking different about what a client would experience that would make them feel good and want to do business with you. That's the cool stuff that's going on.

Tim Leman: Thank you. You're very kind. And I wasn't leading you to that, but appreciate it and appreciate your help over the years with that. Larry, you live in a house full of women. Talk about what businesses are missing out today on, by not taking full advantage of the female talent in their organization.

Larry Linne: This has been a journey for me. I have learned so much and my wife has been incredible teacher to me and to my five daughters as your point of living with a lot of women. And I never questioned from... I had sisters. So I grew up with girls around me and women around me. And I've always known the intellectual capabilities, the different way they look at the world and the contribution they make by more than anything else for me, it's been challenging my thinking, I think this is the way something's done. And when I finally started shutting up and just letting them take me down a different path, I learned that the world can have different views and it's not right or wrong. There's this difference. And I'll tell you what women are tough. Women are tough beings. They can handle a lot. And we may misclassify and say," Oh, they cry." Let me tell you what man. They give birth brother. These women are tough. And I watch my wife. We live on a farm. She's out there taking care of horses and doing things. Women are tough and they can handle a lot. They make great decisions. They bring a lot of compassion into decisions. They just look at the world different and a company that does not allow women to be in leadership. And doesn't allow women to have a voice and to be valued. They're missing a huge opportunity because I watch my girls and every time I watch them engage with my other business partners or see them do things. Both sides are blown away at what they can accomplish. So I'm a big fan, and I would encourage everybody seek to find the power of a woman in your organization because you will make more money when you do.

Tim Leman: Yeah. inaudible has done that for me and in return helped me to see even more and beyond that. But being around some female CEOs over the last seven years, just really opened up my mind and appreciation for how they deal with different issues, different challenges, way different than I did. And it's often the right way.

Larry Linne: Yes.

Tim Leman: There's that playing the long game and the patience game on some things. And a lot of problems work themselves out by not just going in and just pounding on them right away that I've had a tendency to do over the years.

Larry Linne: Well, I also find in my experiences, my girls, as well as the women, I've had the pleasure to work with, they tend to connect with purpose driven business more than a lot of men do. And more of a shared purpose. One of the greatest experiences I had was I got a chance to go to Rwanda and spend 17 days. And that country has more women in the political Congress than anywhere in the world. And it's one of the most productive, healthy, progressive governments in the world. And I think I know why it's because the women are making decisions and doing things that are creating the proper purpose to get to the right results. And I'm a big fan of diversity all across the board. I've had a life of experience. I've got two daughters that are Chinese. My wife is Hispanic. I have been in professional sports that I was the minority in most environments. And I would tell you that if you can tap into different cultures, different religions, male, female, every time you tap into something that's different than you, if you are open and if you want to listen, and if you want to eliminate your biases, you got an opportunity to become an amazing person yourself and your organization can do the same.

Tim Leman: That's awesome, man. Larry, what's your edge in life? I think you probably touched on some of this already today, but what do you think is your edge?

Larry Linne: Oh, that's a great question. And it's probably one of the most challenging questions that I've had in any interview. Usually you can anticipate anything, but my edge, I think it stems from an opportunity that happened to me back in 1998, I was working for a heavy construction equipment company. And we won the award of the number one Hitachi dealer in the world. And so John Deere owns Hitachi and the president of John Deere we went on a trip to Switzerland, with the president of John Deere. And I got the opportunity to sit with him in a room by myself one day and just said," Why are you successful?" And he said," Larry, it's very simple. I'm always the most prepared person in the room." And I said," Okay. He became president of John Deere. That must be a good thing." So I started doing that and I thought I'm just going to outwork and be more prepared than anybody else. And when I did that, it gave me confidence. And with that confidence, now you have this flow of always being prepared, always then outworking, because preparation requires tremendous amount of work that you're going to outwork everybody else. Then you flow that into my learning to that info to knowledge, to wisdom, to simplification. And then finally the core of who I am, Tim I'm disciplined. I mean, I grew up wanting to be a professional football player and I was up at four o'clock in the morning, in high school, in college when everybody else was sleeping, I do what other people are not willing to do. People don't want to do the things. And so often when I take a full year off of drinking, people say," Well, I can't do that." And I just smile and think in my mind," You're right. You can't."

Tim Leman: Answer their own question, right?

Larry Linne: That's right. And I'm going to be more disciplined than anybody else. So that row creates an edge for me, that all comes from the preparation to outworking, to learning, to then bringing it to that final piece of discipline. And I think it does give me an edge in most environments.

Tim Leman: Now it's time for my favorite part of the podcast. Rapid fire. I'm going to start easy here on you. Like what's your favorite color Larry?

Larry Linne: Problem with that is I don't have a favorite color because I've always said black, but black is a shade. It's not a color. So I'm sorry. That's all I got black.

Tim Leman: We're going to go with black. First car?

Larry Linne: Ford Galaxy 500 1958. And it was my grandparents' old car. So it was not that I got a car in 1958. I was in the seventies. So yes, old, old fox.

Tim Leman: There you go. What's the most memorable concert you've been to?

Larry Linne: I was hoping you wouldn't ask this because this is where I get exposed. MC Hammer, what a show. What a show. I mean, insanity all around you with this crazy dancing. Maybe I could say Boyz II Men because at the other extreme, some of the most amazing singing. So yeah, it has to be one of those two.

Tim Leman: Well, there's a rumor out there that you can kind of get pretty groovy like that.

Larry Linne: I did. That's one of those things people don't know about me is that I taught dance in high school and college. And so yes, I can teach dancing.

Tim Leman: I never saw MC Hammer but my wife did. And she actually said it was a great show too. So you and Mrs. Leman have that in common.

Larry Linne: Fantastic. I love that.

Tim Leman: So Larry, you're getting introduced to running out on the football field. They're doing a custom walk up song just for you. What's your walkup song?

Larry Linne: Well, I'm going to go back to MC Hammer, I guess. No, I'm not. I'm-

Tim Leman: Are you to legit to quit?

Larry Linne: I was almost going to go there, but I'm going to go to Tupac. And I think it's going to be a Tupac song that would be Picture Me Rollin.

Tim Leman: All right. Larry Linne. Learn something new every day. You did tell us something about you that very few people know a little bit ago, but this is my Mike Wallace, 60 Minutes moment here. What is something about you that very few people know?

Larry Linne: I have competed. I can't say it in an extreme level, but I've competed professionally. You can call it professionally in two professional sports.

Tim Leman: I'm aware of the NFL days.

Larry Linne: Yeah. After I graduated from high school, I was given an opportunity to play for the Dallas Tornado Soccer team.

Tim Leman: Really?

Larry Linne: Yeah.

Tim Leman: I did not know that.

Larry Linne: That's why I sat out my first year after high school, I went and I didn't make it, but I went there so I didn't make it and came back home, worked. And then I went to college.

Tim Leman: The boy from west Texas played the other football first. crosstalk. I like it. Larry. What are you streaming right now? TV shows, movies?

Larry Linne: Yeah. I don't do a lot of streaming. I'm a reader. I would tell you that I've got one that I'm pulling up though right now that I've heard is fantastic. And that's James Taylor. He's got his life, a memoir or something like 21 years or something, but I just downloaded and I'm going to get into it. But James Taylor, I've heard, it's a phenomenal, phenomenal hour and 40 minutes.

Tim Leman: Awesome. What actor would play you in a movie?

Larry Linne: The rock, right? Oh, I'm sorry.

Tim Leman: Yes. It was on the tip of my tongue before you if you didn't have an answer.

Larry Linne: inaudible what you were thinking. Unfortunately, and I can't always remember names of people, but is it Will? You got to help me here. What's the guy that played in Talladega Nights.

Tim Leman: Will Ferrell?

Larry Linne: Will Ferrell. Yeah. So I think Will Ferrell will do the job.

Tim Leman: That could be interesting. Will Ferrell as an insurance agency, leader, coach, trainer. I like it. That sounds actually like a movie to watch.

Larry Linne: Yeah. It's the way I feel inside. It may not be what's coming out on the outside.

Tim Leman: I would enjoy the halo period to having Will Ferrell in the head cage like you were.

Larry Linne: Yeah. He would have a lot of decoration. I'm sure of that.

Tim Leman: That'd be fantastic. Three people you'd like to have dinner with?

Larry Linne: Three people I'd like to have dinner with. The first one is really not for you surprisingly enough, but I'm going to tell the truth, Pete Budaj and the reason why number one is because my daughters would be incredibly jealous of that. But he has some differing views in politics than I do. And once again, I want to be challenged. I don't want to sit in a room with somebody that I agree with. I want to sit in a room with somebody that I trust that I think would be open and honest and would be genuine. And I see Budaj as the kind of guy that would be pretty transparent and honest and tell me why he believes what he believes and why he thinks politically the way he does. So he would be probably the first guy, the second would be Bezos. And that goes to the billionaire mindset. I want to know where his brain goes that makes him think the way he thinks. I want to tap into some of that so I can open up my glass ceiling. And then the third one, and man, I just sound like such a cheeseball, but my wife, because there's nobody that I want to go to dinner with any night more than her. She's my best friend. She challenges me. And it's not just because she's my wife and my buddy. It's every time we go to dinner, she makes me think, because she pushes me on politics and she pushes me on social issues and she pushes me on life and she pushes me on being a white male. And man, she just makes me better. And it's every time we go to dinner, that happens. So I want to go with her.

Tim Leman: I had always wondered where your finishing school came from. It's been a good one and now I got it. So you get to do that nightly. I love it. Last one here, Larry, what's something big you want to do before it's all over?

Larry Linne: Tim, I had a vision. I actually have a charity. It's a foundation called 9. 5 Alive and 9. 5 Alive was created for the purpose of educating women globally and helping with orphans. And that passion was there because a lot of my global travels and seeing that in every third world country where women are educated, they usually come out of poverty. That was my passion for a lot of years, Tim, but I got to tell you through this pandemic, my short- term at least vision has changed and I see hunger happening at levels that should not happen in our country. And it breaks my heart. And it's not just the hunger. My wife works at Hearts& Horses, which is another charitable organization where they work with disabled kids and people with PTSD, but they also work with disadvantaged youth. And my wife comes home and tells me stories about how young people are coming in and they haven't eaten for two or three days. And they're being brought in from the schools to come ride horses and to get development and work. But kids that literally haven't had food for two or three days, how do you learn? How do you develop your brain? How do you become a person of potential when you can't even get food in your body? And we live in a world where we say everybody has a chance. Everybody can break out. Well yeah, they can. But I'm going to tell you what. My kids can break out a heck of a lot faster than the kid that can't eat, but once or twice a week. So I've got a passion right now for hunger and I want to solve it here in our first world country, where we're letting people starve. We need to fix that.

Tim Leman: Thank you for tuning in today. I'm Tim Leman. And remember to own your edge, subscribe to The Edge Podcast on Apple, Google and Spotify.

More Episodes

Bill Manns discusses the importance of empowerment

Eric Doden explains the 3 C's of a powerful team

John Wortman dives into the evolution of teams and leaders

Tony Hutti explains the power of peer groups

Tiffany Sauder discusses the transition from ambition to leadership

Amish Shah discusses building your team and company for the future