I use to think the only purpose for going to high school was to play sports. The benefits were huge. An athlete became very popular and the girls liked the jock. Let’s not forget the very cool letterman jacket, which was probably my most prized possession in high school – a Christmas present from my parents. They received very high marks that year for giving me that gift. The first year I played football was in 9th grade, my freshman year in high school. Our high school contained 9th through 12th grade students so it was important to make your mark early in your high school career – I thought I would do that by playing football. I wasn’t the most athletic player on the team but I had two pretty decent talents; I could run fast and I had great hands for catching the football. That freshman year I had exceeded my wildest dreams – the coach picked me to “go both ways.” This meant I started on offense and on defense. I played tight end on offense and defensive end on defense. My freshman year had started off very well; I had become (in my own mind) a hot commodity. Our football team didn’t pass the ball very often and when we did, it normally went to a running back or a wide receiver. Very seldom did they throw it to me. I did have good hands for catching the ball which I proved on the playground over and over again. The one problem I had was, football practice was not the playground and I could not see a thing once I put on that football helmet. It was as if I had horse blinders on. To make matters worse someone had the bright idea to put a face mask on that helmet and as far as I’m concerned it might as well had been a blind fold. When that football was thrown to me during practice I could never see it coming. Most of the time the football would hit me in the back of the helmet or rush by the side of my head. Oh sure, once in a while I would just stick out my hands and get lucky which for some insane reason gave my football coach enough confidence in me to throw the ball my way a few times each game. I made second-team all league that year and trust me it was not for catching the football. I ended the year with zero catches. My sophomore year of football started early. It began in the summer where I was determined to learn how to catch a football with a helmet on. I woke up every morning at 6:30 and put on my hiking boots in preparation to run two miles. I wanted to be in great shape. After running in my hiking boots, I would put on my football cleats and run ten 100-yard sprints. In the afternoon I would pedal my Schwin Varsity 10 speed bicycle to the high school weight room and lift weights for a couple of hours. After weight training I would run passing drills with the other receivers, running backs and quarterbacks wearing that criminally designed helmet. I did this day after day for the entire three months of summer. To make a long story short, I did learn to catch that football. At the end of my sophomore football year I was voted the most valuable player on the team and the most valuable player in the Santa Clara Athletic Conference. I would have settled for “most improved player.” My meteoric rise to fame took a mediocre detour from that point on with an average performance on the field during my junior and senior years. I watched my senior year go by with many of my friends getting scholarship offers to play football at colleges and universities – I received no such invitation. Somehow I lost my way. I did not have the same drive that kept the other scholarship players excelling and that has always bothered me. As I fast forward several years my wife and I were blessed with an unusual child born into our family. Eric, our third child, was small and skinny chasing after and trying to keep up with his older brother five years his senior, who was faster, stronger, and far more athletic. One year his older brother was playing against a team coached by former Cincinnati Bengal and NCAA Division-1 All American Jason Buck. My son’s team beat Jason Buck’s team by several touchdowns and afterwards Jason told me that my son, David, a defensive player, single handedly won the football game by disrupting his offense to such a chaotic state they had no chance of putting together a successful scoring drive. Eric sat in the stands with us and watched every play. As incredible an athlete as David was, he broke the news to me that he no longer wanted to play football but wanted to pursue music and guitar. I was a bit overwhelmed at the news - it took me a day or two to realize that David did not have the passion to keep playing, his heart was not into the game. I guess the apple doesn’t fall far from the tree. My only regret was to see him throw away his $10 million dollar pro signing bonus that would have translated into early retirement for me. But hey, who really knows what would have happened, he was only 15 when he made his career change announcement to me. Years later, David’s younger brother, Eric, was so eager to have his chance to play the game. Those were big shoes to fill; Dave had set quite an example for his younger brother to follow. Eric was still so small, not very fast, and really had a difficult time even walking a straight line without tripping. I held my breath every time he took a step on to the field. But there was some miraculous event about to unfold before my eyes. Eric would often get pushed down or run over by an opposing player who was faster and stronger than he was. But he always got back up and seemed to find his way to the ball carrier and make the tackle or help others make the tackle. When he was knocked down he would bounce right back up and pursue with a vengeance. There was no one who could keep him down. He learned to hit like a freight train, and still, one of the smaller players on the team, he would always be teamed up with a big lineman during tackling drills because he would hurt other players his size. He learned the game very well and soon became a back-up quarterback. When the starting quarterback became injured early in the season, Eric had to step in and play. He was so short he would often throw the football into the back of the helmets of the offensive line. He couldn’t see over them and could barely throw the football over their heads. There was no teaching him a three-step and a five-step drop. He never learned to look off the weak-side safety or how to anticipate pressure from the back. But what he learned to do was jump high in the air with enough momentum to throw the football over the heads of his linemen. Quarterbacks know how difficult it is to throw a good pass when you are back on your heals. A quarterback needs to be up on his toes, light on his feet, and turn your body sideways as you wind up to throw so you have momentum from your body when throwing a football long distance. All Eric could do is spring high in the air and drop the football over the heads of his offensive line into the hands of his receiver running short across the middle. His completion ratio went way up and there were even a few that went for a touchdown. Parents and coaches would come up to me and tell me that my son had heart. They seldom said he was talented or a great athlete which he eventually became, but “he sure had heart.” This was the “heart” that opened my eyes. Eric was filled with passion and love for the game. His heart was football shaped-I’m sure of it. Can I say that I was inspired by my young son? He taught me that there was nothing that he couldn’t do. He knew no limitations.
I knew that after plateauing professionally I had to find that gift and bring it inside of me. I was desperately seeking for some answer to move me off of my short mountain. I discovered that the answer was playing football every Saturday right before my eyes. Being an adult and facing years of normal challenges of life had dulled my passion. I was shackled with limitations that I place upon myself because I interpreted messages sent out by the world that I wasn’t strong enough, good looking enough, talented enough, smart enough. Eric’s passion for the game and attitude on the playing field can be summarized by this quote from Henry Ford: “I am looking for a lot of men who have an infinite capacity to not know what can’t be done.” I had wasted far too many years in believing that I can’t. What I learned is that I have a choice. I can choose to believe and do whatever I want or choose to place the shackles of doubt back on to me. I hate limitations. I despise the acceptance of mediocrity. Creator of “Chicken Soup for the Soul” Jack Canfield tells a great story about Ty Cobb – legendary baseball player and arguably one of the best hitters that ever played the game – a hall of famer. He was a life time .367 hitter. When he was 70 years old he was being interviewed by several reporters when one of them asked “what average do you think you would hit today if you were playing against today’s great players.” Ty Cobb gave it a moment of contemplation then spoke saying, “I would probably hit .300, maybe .290.” The reporter asked, “Is that because of all the traveling players have to do now, or the artificial turf, or the amazing new pitches like the slider?” Ty Cobb answered being a bit annoyed, “No, it’s because I’m 70.” It’s all about attitude! He believed in himself; we can too. We must rid ourselves of the word “can’t.” I can’t, or, I’ll see if I am able to. There is no room for such wishy-washy language if you want to be successful. The word can’t will tear down and sweep under the rug any form of potential greatness you were about to achieve. My son Eric had no reason to believe he couldn’t tackle the ball carrier. He had no reason to believe that just because he was knocked down that he couldn’t get back up and get that player. No one told him he couldn’t and so he didn’t believe it. He absolutely believed he could make the tackle every time. He absolutely believed he would complete every pass. We’ve become so cynical as adults and have allowed years of negative conditioning turn us away from accomplishing amazing feats of merit. I believe, because I know. So should you. Being an Agel Team Member is the most incredible event that will happen to you this year. You will get knocked down. You will throw a few passes into the back of peoples helmets. But you are magnificent because nothing will keep you down. You are a believer of greatness – and it will happen to you. What was President Obama’s campaign slogan? “YES WE CAN!” This is the greatest gift – the gift of knowing absolutely, without a shadow of a doubt that you can do anything you want and not just accomplish it, but be great. I cherish this gift. I won’t give it away, but I will share it with as many people as will listen to me.
Be great, because you can! Be Agel.
Sunday, March 29, 2009
Tuesday, January 20, 2009
Lessons from the Life of Gandhi
I came from the San Francisco Bay Area in 2001 with nothing more than a dream having just been laid off from my job. I had my wife, Sherrol, and our four children. The price of homes had accelerated at such a rapid pace that my professional income was not able to keep up. In 2001, a small 1200 sq ft home built in the 1960’s cost over $500,000. I wanted to buy a home and have a place to build traditions and memories for my family. My wife and I had family in Utah so we came here knowing very little about the state, its people, or life style. We were fortunate to buy a home in Alpine but it took every penny I had and not having a job at that time was a very scary risk. Though it was a mansion to us, this 3600 sq ft home was the smallest house in the neighborhood and was selling at a bargain having been empty for over 6 months. I took a voluntary lay off from an excellent software company thinking that I could certainly find work in Utah in less than three months which was the amount of my severance – three months of pay. My last day of work was September 15th, four days after 9-11. I came to Utah with a mountain of confidence having no idea what that terrorist attack would do to our economy;. I was out of work for over seven months before I found a great opportunity with Novell. I was there for three and a half years before a mass layoff of 600 Novell workers wiped out the entire Operations department. I was again, out of work for another seven months before coming to work for Agel. Along this journey came several lessons of life that required me to be hit over the head a few times before I would listen. I’m listening now and since coming to Agel, I have tried to apply these lessons of life to better my position financially and professionally. As an Agel employee of over two years I still don’t earn what I was making at Novell. But I have the faith that if I stop focusing on earning and more on making my company the best it can be, the monetary rewards will come. What lessons have I learned? There are so many I could fill volumes, but in this context I will focus on just one. There is a book that I read that has had a profound influence on my way of thinking and leading. “A Higher Standard of Leadership – Lessons from the Life of Gandhi” by Keshavan Nair, is poetic in its attempt to relate the Life of Gandhi to Corporate Leadership. To me this should be a must-read for any corporate executive. A while back when I was manager of Agel’s customer service team, I was convinced that this Customer Service department had the greatest opportunity to affect the advancement and forward motion and success of the company than any other department. I preached that daily to each of the employees. But now, I realize that I was extremely short sighted. Gandhi taught us that it is at the individual level that we must commit to principled actions and service. It is not just Customer Service that must commit to provided excellent service to others, but this extends to every employee at Agel. We must first learn who our customer is, understand that customer, and commit ourselves to serving that customer to the absolute best of our ability. In Hindu there are different levels or ranks of people. The lowest rank is a people known as the “untouchables.” The untouchables were forbidden to shop at certain stores, own land and have jobs suitable to sustain life. Gandhi wanted to stop this prejudice but before he took any action to correct this persecution he lived with the untouchables for months, eating what they ate, doing the jobs that they do, and living in nearly all ways the life of an untouchable. After this experience he was able to assess the situation, create a plan to fix the problem and then go to work to make it happen. Each of us must make a commitment to live by a single standard of conduct – for if we do, our leaders will have to follow. If we are already those leaders and that standard of living is based on true principles, our people will follow. If they don’t, they do not belong and should be asked to leave the team. Through Gandhi’s example I learned how to get the people who report to me, to follow. When I managed Customer Service, the work hours extended until 10:00pm. I was there in the office two to three times a week until 10:00 at night and worked side by side. Each month on the last day, the work hours extended to midnight. I never missed an end-of-month midnight adventure. I could not expect my employees to work that late if I wasn’t willing to do so. When I moved to manage the warehouse, I loaded all the trucks, packed the daily orders, off loaded the delivery trucks, applied shrinkwrap to the pallets, counted inventory and did all else I expected my team to do. They followed. I don’t want to sound like I’m patting myself on the back or trying to make others think that I am more special than most. I really don’t want that impression to come across. If anything I have to work twice as hard to be half as good as some of the other talented people I work with. I just know that I cannot ask people to do something that I am not willing to do myself. Gandhi did not talk the talk, but he certainly walked the walk. Gandhi taught “One of the great challenges of leadership is to develop harmony between service and the power that is necessary for the exercise of leadership.” To be perfectly honest, I want to be a great leader, a great exemplar, a great motivator, a great friend. I want my message to be found in my service to others, and in no other way will my message be accepted. I cherish the life of Gandhi, yet there are so many others that I have known personally who have left an everlasting impression of goodness on my soul. If we all choose to lead through service our businesses will thrive, our sales will sky rocket, our name “Agel” will be known only for good and as a tremendous opportunity for health and wealth throughout the world.
Tuesday, December 9, 2008
Building Unity in the Work Place
Building Unity in The Work Place
Agel Enterprises is the most unique and exciting company with a product that has emerged among its network marketing brother and sister companies this decade. This year we have had record setting months with revenue earned that will hopefully offset the difficult, emotional months recently experienced. This is such an awesome company and I absolutely love being part of bringing health and wealth to tens of thousands. Forgive my zealousness and passion but I believe I feel comfortable enough with all of you to share this insight – one man’s thoughts and opinions – which I hope will find merit among the leaders.
It appears that our company has divided itself into fractions and tribes with their employees. I have been slammed from all sides with criticism and negativism, feelings of entitlements, and in some cases apathy and laziness. I for one am sick of it and find it difficult some mornings to put on a happy face and greet the new work day because, though I don't understand completely the basis of these attitudes, I feel they are incorrect and unfounded. Nevertheless, perception is reality -whether right or wrong - and I really want to help play a role in reversing some of these pervasive, negative attitudes. A couple of years ago when I joined Agel there was such a feeling of unity and that attitude of doing what ever it takes to get the job done was alive and well. Many of us wore multiple hats. From the owner to the lowest rookie, we were all willing to empty our own trash, scrub a sink, and make a phone call to a troubled team member having second thoughts, without feeling “these jobs were below us.”
I worked for Lockheed Martin Missiles and Space for 16 years. Senior management always told the employees that they could not talk to friends or family about any weapons, satellites or other national security items being developed or manufactured. Do you think Lockheed’s competitors knew about these programs? Of course they did, but it never prevented Lockheed from successfully bidding on government projects, winning these bids, and selling their services to the world to the tune of billions of dollars annually. I guess what I’m saying is, we seem to fear that our plans will leak out, perhaps to our competitors. But I promise that if we share with our employees confidential information and trust that they will keep it that way we all become a united force for a common goal. A successful corporation always begins with a “Strategic Plan” that involves Operations/Manufacturing, Marketing, Sales, Accounting, and R & D. This plan identifies what our revenue goals are for the year, which markets we will be opening, what new products will be launched. This plan then needs to be shared with all the employees. The leadership of each department then meets with their team and explains the projects that must be done to meet this strategic plan. We keep so many of our activities a secret from the employees that they don’t know how their job contributes to accomplishing the “Plan.” Many don’t know the great intensive work that goes into new product development or opening a market. They don’t get a feel for the excitement of advancing the Agel mission. We just don’t ever seem to talk openly any more about new products or how the company is doing financially. Let’s share the excitement and advances we are making even if it is sensitive or confidential.
Let me address the concept of Unity. I mentioned above the observation of fractioned groups within the corporation. To restore the sense of fun and excitement once again we need to be unified and all on the same page. Let me suggest three key elements that will help us achieve Unity in the work place.
1. The first principle of Unity is the need for all of us to work together for a common goal, but in order to do that we all need to know what we are working towards. Not only do we need a Strategic Plan but each person needs to have goals and objectives by which they are measured. Company goals or personal goals – which ever we choose – needs to be posted and reviewed regularly. When I managed Customer Service, with the support of Brent Jensen every employee had personal goals jointly set by me and them. Brent and I would review them monthly. Why do you think customer service brought in a quarter of million dollars each month of extra revenue, certainly not by simply showing up to work. It was through goal setting and review, and no secrets.
2. The second principle of unity is showing humility and expressing gratitude for the one. Executive leadership comes with special privileges and perks, we all get that and are OK with that. How we act and interact with others shows so much. Recognizing the one through taking one minute to speak to each employee shows compassion and sincere interest in our well being. I know I have been the recipient of such kind words and personal interest in my well being. I hope all of our employees enjoy a moment of personal interaction with members of the executive team as I have in the past. I always appreciate the caring words and the opportunity to joke around with many of our execs. As the population of the company grows this task gets increasingly more difficult. It will do the executive team well to reach beyond their specific area of responsibility and talk to everyone at least two to three times a year and learn their names. Really, that is all you need to do to make a difference. Remember “Pride” is the great enemy of Unity. Along with the principle of humility, let me add the need for us to all be peacemakers. The restorer of unity is the one who finds a way to help people see the truth or commonalities they share. These commonalities are always greater and more important to them than their differences. We all come from various backgrounds and are so vastly different. Agel employees have more in common than differences. And even differences can be seen as an opportunity for us to see someone as a source of contribution rather than an irritation.
3. The last principle of Unity is to speak well of each other. None of us are perfect yet many people make a career “at the water cooler” to fuel gossip about the Corporate leadership and others. Realizing that we see others in an imperfect light will make us more likely to be a little more generous in what we say about others. Also, remember what your mother always says: “if you can’t say anything good about a person, don’t say anything at all.” This will help us all look for what is best in each others performance. There is such a great feeling of peace and confidence that comes from speaking generously of others. This will create a strong sense of unity. Unless being questioned for performance evaluation, the next time someone asks us about what we think of another employee, be generous with our positive remarks and cautious with our negative feedback.
You may recall that I spoke several months ago about the concept of “The Band of Brothers”. I certainly hope that has not been lost in all the changes and reorganization that has taken place. Please consider the principles of Unity carefully and find a way to rid our great company from the negative effects of fractions with departments working independently of each other. Bring us all back on the same page by sharing with us your strategic plan and how we can all work together to achieve this plan.
Lastly let me address the rumor mill that has circulated about bonuses. It was reported that a message was given to Ashley Fowler and Melanie Brower that no one will be getting bonuses this year and asked them to leak out that message among the employees. I immediately went into damage control mode at the ADC and told everyone I know that the executive team does not operate that way. We may very well not get bonuses, that is not the issue, but that information will not be delineated through a rumor. If you have not heard it from your manager or Glen himself don’t believe it. Nevertheless, that rumor has been far stronger than anything I could say to counter act its effect. From what I can tell, that rumor was true and just recently, Ashley told me that we are getting a small bonus – a maximum of $500.00. Certainly appreciated. The subject of money - even bonuses - is so important to most employees. Dealing with this subject through the rumor mill is not the best way of communicating with the employee team. I feel a bit cheated that I can’t get this information directly from our leadership. I don’t want to hear this news from an admin or exec assistant - no offense, please. Let me just say that bonuses play a significant role in the evaluation of an employee’s self worth and job performance and reflects highly on how well the company has achieved goals. Again, this goes back to sharing the Strategic Plan with everyone and have everyone’s buy-in on how to achieve that plan. Bonuses should be tied into how well the company achieved this Strategic Plan. However, by giving everyone the same type of bonus may come accros as devaluing many of thoses contributions that have been significant through out the year. Let me stop right here and say, any bonus, especially at Christmas time is an extremely generous gift that shows your respect and appreciation to all of us. I simply recommend getting away from handing out bonus checks at the Christmas Party and give each Department Head a pool of money with directions to share that pool of money based on certain criteria – job performance and deliverables being a key element. Some get more, some get less, some may not get any bonus. But, what a great opportunity for that manager to then sit down with their employee and discuss that person’s performance and critique strengths and weaknesses. It seems to be more equitable and certainly more motivational. This could happen annually, semi-annually or quarterly. I love knowing that how well I do my job has a significant impact on achieving the overall goal of the “plan.” If I get a bonus for simply coming to work each day regardless of performance then it is hard to find the encouragement to improve or stretch our skill set and we become average, which we have learned, nothing scars a company more than mediocrity.
Thanks for reading my thoughts and opinions. And, thanks for an amazing effort by our executive team this year to make hard-line decisions and do the right thing. Your stamina and stress level have all been tested and I know that we will never truly know the level of concerns and the number of troubled/sleepless nights that you have endured to help us all be successful.
Thursday, December 4, 2008
It Just Feels Good
One of my assignments is to manage the "Facilities" activities for Agel. I coordinate with contractors and electricians, property management groups and others to make sure everything works well and the employees have a comfortable work place to do their job. One of our current projects is working with Noah and Wendy of the marketing team to brand the corporate office. This means when visitors come to visit Agel, once they step off the elevator they know they are at Agel's corporate office. Our Marketing Team is very creative with their ideas and it takes some of us a little bit of effort to warm up to that level of creativity. One of my partners that I work with is Brent Jensen - he is an executive and the liaison between me and the executive board. We were chatting in his office one day and he described the hundreds of meetings he has had with VIP's and other Team members who have all had the same comment. When they enter into our old lobby at Provo's River Woods Corporate office, "it just felt good." Our lobby at that office was not anything to brag about, however, this was telling of the great spirit that resides among Agel's corporate office. Our executive team does have a great spirit about them. Their genuines and sweet spirit permeates the office whether it looks good or not. I'm excited to redefine Agel's corporate brand and image and love the direction Marketing is going - but even if we move only a partial way to where they want our brand to be, the great spirit will still be a telling brand of Agel no matter what our lobby looks like.
Wednesday, December 3, 2008
My Soccer Story
July 15th, 2008
I’m not a young man anymore yet I remember this event that I’m about to tell you as if it was yesterday.
Many years ago, when I was a senior at Cupertino High School, I was fortunate to play in the California Central Coast Championship soccer game. Those of you who are from smaller states, California does not have a state championship. The state is just too big, so they have Sectional play offs; that is as far as you can go as a high school team. This was the biggest, most important game of the year. This was also my third trip to this prestigious contest – first time as a 9th grader, second time as an 11th grader. Having won the previous two championship games, the third trip held equal expectations and that was we would come out as winners. We were some what of a soccer dynasty. Not unlike the Yankees or the Celtics who have one multiple championships. Surely when you mention the Yankees or the Celtics that Cupertino Pioneers are mentioned in the same breath. Well, perhaps not.
I played goalie for our soccer team. I loved that position. Soccer players have received the reputation of faking some on-the-filed injury during minor contact on the field. We call that “FLOPPING.” In other words you flop to the ground grossly exaggerating the hit or push you just took from an opposing player acting as if you were dragged to the ground by a huge alligator or great white shark experiencing an excruciating injury holding that injured body part with a painful grimace on your face, eyes shut tight all while secretly peaking out of a tightly shut eye to see if the referee is buying into your academy award winning crash and burn episode. With soccer you will see them flop to the ground holding a knee or an ankle hoping the referee will call a fowl on the opposing team. Now when I see this played out on TV, I think to my self ‘oh brother! Is anyone buying in to this load of garbage? The guy was barely touched. Wow, what a wimp. Prior to becoming a soccer player I had played football. I loved to hit and to get hit. I think most young boys liked to play rough and physical. Do any mothers or your wives strategically plan birthday parties at play zones – you know, a place where you can jump on trampolines, or where there are arcades, or lazer tag, or some organized fun event that cost a boat load of money. I mean, come on, where is the creativity in that; right? I recall one year for one of my son’s 11th birthday party, we arranged with a school janitor to provide us a long water hose so we can soak an area of the school playing field that was barren from worn out grass during the past school year. It was June and the weather was getting quite warm. We got it nice and wet and muddy then brought all the boys who were attending my son’s birthday party, threw them a ball and let them play tackle for an hour in the mud. Didn’t cost us a cent – I promise you that if you put on a party where boys can beat on each other for an hour you have just thrown the most awesome party ever. That was the most inexpensive and most fun party we ever threw.
Well, as I was saying. I played four years of high school football. I loved to hit, I loved to be hit, but most importantly I loved the feeling of laying the smack down on some guy not expecting it. I was an intimidator. So let me explain why playing football translates well to playing goalie for a soccer team, I like the fact that I could intimidate the opposing players by running at them when they had the soccer ball. They normally gave up the ball quickly because they did not want to get hit, and I didn’t mind the contact. My motto was if this guy is going to come that close to my goal, I’m taking him out. I would charge at him as fast as I could – going for the ball but knowing very well that I would bowl this guy over. Trust me; he would never get that close to my goal again. ‚ I loved the fact that several times during the course of a game the outcome rested on my shoulders. If I let the ball into my goal the power shifted to the opponents, if I blocked the shot we regained control of the ball and took the power and went on the offensive attack. ƒ I liked being the field general moving my defensive players in the right position.„ I had no problem taking the blame if we lost or giving others the credit when we won. … I loved the pressure of a one-on-one situation when an opposing player would break away with the ball and get behind my defense and knowing it is all up to me to stop this attack.
That third trip to the championship game was about to go down in history as the longest playoff game ever. At the end of regulation time the score was zero to zero. We entered the first over time period and at the conclusion, the game remained scoreless. By this time, players on both teams were exhausted and being fueled purely by the adrenaline of the moment and knowing this was the most important game they may ever play. For many of us who were seniors, we would never play in a game that mattered this much and at this level of great skill and competition. One of the opposing players broke through our defense with the ball and made his way sprinting toward my goal. When I realized there was no chance for any of my defensive players to catch him, I charged him running at him in a controlled yet brisk jog. Charging at an opposing player usually forces them to shoot the ball earlier than they planned – it kind of puts them in panic mode. With luck I would be close enough to block the shot and stop the attack. Once that opposing player saw me charge him leaving a wide open goal he became giddy with excitement and quickly but powerfully shot the ball. I had narrowed the gap between him and me and was fortunate enough to dive to my left and block his shot. The ball was kicked with such power I could not control the ball but rather it ricocheted off of me rolling just a few feet away from where I had landed. I scrambled to the ball on my knees and hands reaching the ball just as my opponent had. He tripped and fell on top of me. Among the melee that took place the ball squirted loose by the opposing player hitting the ball out of my hands with his fist. There were so many players around me by this time that the officials, who were still running to catch up with the play, could never see how that ball was illegally jarred loose. All I could do was watch the ball roll slowly toward my goal. With the other player now lying on top of me there was no chance for me to stand up and chase down the ball. All I could do is lie there and watch it roll in to the goal and score the winning goal for the other team. I was absolutely heart broken.
We gathered round the coach to hear his words of consolation and motivation. This is what he said. “Well, gentlemen, we won last year it was our turn, this year it is their turn.” As much as I admired my coach, I hated that statement. ‘What do you mean this was their turn?’ I was so fired up; I wanted a rematch right now. I was inconsolable an as you can see, even thirty years later, I’m still fired up about that lost as I was then.
I’ve never forgotten that phrase my coach used. “ . . . . This is their turn, this is their turn. . . . ????” Well I hope none of you buy that load of crap. I didn’t. But with regards to that game there was not one thing I could do about it. But you - Look at you. This year, this month, this day, right now, is it someone else’s turn? No way. Right now this is your time to shine. This is your time to take control of your life and make a difference. Right now, I want you to take claim to the opportunities that will help bring you and Agel within reach of all your dreams. Let me back track just a bit. I told you why I loved being a goalie.
I loved to influence the situation through intimidation.
The outcome of the situation rested on my shoulders
Being a field general – surveying the situation and making the right moves.
Blame or credit
One-on-one situation
As an Agel team member:
How will you influence the situation – I hope you will be an influential force for good by
Taking the products consistently and being a walking, breathing, living testament of the power of wholesome goodness found in our gels.
That you will be kind and accepting to all people whether they are interested in listening to your story or not. If you are truly Agel, your friends will never get away from it no matter if you never mention the business to them at all. They will get the message because of the way you live.
You will be giving – charitable gifts. It could be a plate of brownies to your neighbor, or it could be a tithe of your income to a community service, a school, a church or whatever/whoever can use your donation.
The outcome of your success should never rest on someone else’s shoulders.
Are you waiting for your upline to place people in your open centers?
Are you waiting for your upline to give you that motivational speech?
Be that upline, do not be dependant on any one. You need to be the real deal.
Be the Field General.
Every area needs a leader. Every group needs someone to step up and show them how it’s done. Will that be you?
Ask Ann or David Feinstein if they have room for any more leaders or if they prefer to retain all the leadership responsibilities to themselves. Are you kidding me? They would love to hand over the reigns to some one else because they know if you are successful they are successful.
Are you willing to take the blame or share the credit?
There is no blame to place in this company. There is nothing but positive vibes flowing here.
However, if you asked Eric or Chanida or Randy Gage why they are so successful do you really think they will say it was all them. No, they could probably rattle off a list of about 30 names each of people they would love to thank publically.
A good leader builds up their team – give them credit for what ever effort they put in. If they bring one person in this month, praise them. If they hold a meeting and only two people show up praise them. And them help them do better next time. As a leader, your best resource is not your up line. It is your down line. Give them the credit they deserve and watch them bloom.
Do you enjoy a one-on-one situation?
Would you rather just talk to one person in the privacy of your own home/ or stand before and audience of thousands. I love the one-on-one situation because that is when I can truly share the innermost enthusiasm for what I know to be the greatest direct selling product and company in the world. I would tell you how I met Glen or my experience with the products. I would share with you my story. Now, I understand the economies of scale and meeting with a large audience at one time certainly has its benefits. But there is nothing like the personal touch found in a one-on-one discussion.
I might give you a hug or help you feel better if you’re discouraged. It’s tough to do that in a crowd. But one-on-one, you can do so much.
My friends, if you’re not ready to take the lead, then when? If you’re not ready to take control, then when? If your not ready to share your story with others then when?
Now is the time, it’s not someone else’s turn. It’s your turn. Don’t miss this opportunity. Commit today. Change your life and the life of someone else.
I admire you deeply. I am proud of all of you immensely.
My name is Ken Danielson and I am Agel.
I’m not a young man anymore yet I remember this event that I’m about to tell you as if it was yesterday.
Many years ago, when I was a senior at Cupertino High School, I was fortunate to play in the California Central Coast Championship soccer game. Those of you who are from smaller states, California does not have a state championship. The state is just too big, so they have Sectional play offs; that is as far as you can go as a high school team. This was the biggest, most important game of the year. This was also my third trip to this prestigious contest – first time as a 9th grader, second time as an 11th grader. Having won the previous two championship games, the third trip held equal expectations and that was we would come out as winners. We were some what of a soccer dynasty. Not unlike the Yankees or the Celtics who have one multiple championships. Surely when you mention the Yankees or the Celtics that Cupertino Pioneers are mentioned in the same breath. Well, perhaps not.
I played goalie for our soccer team. I loved that position. Soccer players have received the reputation of faking some on-the-filed injury during minor contact on the field. We call that “FLOPPING.” In other words you flop to the ground grossly exaggerating the hit or push you just took from an opposing player acting as if you were dragged to the ground by a huge alligator or great white shark experiencing an excruciating injury holding that injured body part with a painful grimace on your face, eyes shut tight all while secretly peaking out of a tightly shut eye to see if the referee is buying into your academy award winning crash and burn episode. With soccer you will see them flop to the ground holding a knee or an ankle hoping the referee will call a fowl on the opposing team. Now when I see this played out on TV, I think to my self ‘oh brother! Is anyone buying in to this load of garbage? The guy was barely touched. Wow, what a wimp. Prior to becoming a soccer player I had played football. I loved to hit and to get hit. I think most young boys liked to play rough and physical. Do any mothers or your wives strategically plan birthday parties at play zones – you know, a place where you can jump on trampolines, or where there are arcades, or lazer tag, or some organized fun event that cost a boat load of money. I mean, come on, where is the creativity in that; right? I recall one year for one of my son’s 11th birthday party, we arranged with a school janitor to provide us a long water hose so we can soak an area of the school playing field that was barren from worn out grass during the past school year. It was June and the weather was getting quite warm. We got it nice and wet and muddy then brought all the boys who were attending my son’s birthday party, threw them a ball and let them play tackle for an hour in the mud. Didn’t cost us a cent – I promise you that if you put on a party where boys can beat on each other for an hour you have just thrown the most awesome party ever. That was the most inexpensive and most fun party we ever threw.
Well, as I was saying. I played four years of high school football. I loved to hit, I loved to be hit, but most importantly I loved the feeling of laying the smack down on some guy not expecting it. I was an intimidator. So let me explain why playing football translates well to playing goalie for a soccer team, I like the fact that I could intimidate the opposing players by running at them when they had the soccer ball. They normally gave up the ball quickly because they did not want to get hit, and I didn’t mind the contact. My motto was if this guy is going to come that close to my goal, I’m taking him out. I would charge at him as fast as I could – going for the ball but knowing very well that I would bowl this guy over. Trust me; he would never get that close to my goal again. ‚ I loved the fact that several times during the course of a game the outcome rested on my shoulders. If I let the ball into my goal the power shifted to the opponents, if I blocked the shot we regained control of the ball and took the power and went on the offensive attack. ƒ I liked being the field general moving my defensive players in the right position.„ I had no problem taking the blame if we lost or giving others the credit when we won. … I loved the pressure of a one-on-one situation when an opposing player would break away with the ball and get behind my defense and knowing it is all up to me to stop this attack.
That third trip to the championship game was about to go down in history as the longest playoff game ever. At the end of regulation time the score was zero to zero. We entered the first over time period and at the conclusion, the game remained scoreless. By this time, players on both teams were exhausted and being fueled purely by the adrenaline of the moment and knowing this was the most important game they may ever play. For many of us who were seniors, we would never play in a game that mattered this much and at this level of great skill and competition. One of the opposing players broke through our defense with the ball and made his way sprinting toward my goal. When I realized there was no chance for any of my defensive players to catch him, I charged him running at him in a controlled yet brisk jog. Charging at an opposing player usually forces them to shoot the ball earlier than they planned – it kind of puts them in panic mode. With luck I would be close enough to block the shot and stop the attack. Once that opposing player saw me charge him leaving a wide open goal he became giddy with excitement and quickly but powerfully shot the ball. I had narrowed the gap between him and me and was fortunate enough to dive to my left and block his shot. The ball was kicked with such power I could not control the ball but rather it ricocheted off of me rolling just a few feet away from where I had landed. I scrambled to the ball on my knees and hands reaching the ball just as my opponent had. He tripped and fell on top of me. Among the melee that took place the ball squirted loose by the opposing player hitting the ball out of my hands with his fist. There were so many players around me by this time that the officials, who were still running to catch up with the play, could never see how that ball was illegally jarred loose. All I could do was watch the ball roll slowly toward my goal. With the other player now lying on top of me there was no chance for me to stand up and chase down the ball. All I could do is lie there and watch it roll in to the goal and score the winning goal for the other team. I was absolutely heart broken.
We gathered round the coach to hear his words of consolation and motivation. This is what he said. “Well, gentlemen, we won last year it was our turn, this year it is their turn.” As much as I admired my coach, I hated that statement. ‘What do you mean this was their turn?’ I was so fired up; I wanted a rematch right now. I was inconsolable an as you can see, even thirty years later, I’m still fired up about that lost as I was then.
I’ve never forgotten that phrase my coach used. “ . . . . This is their turn, this is their turn. . . . ????” Well I hope none of you buy that load of crap. I didn’t. But with regards to that game there was not one thing I could do about it. But you - Look at you. This year, this month, this day, right now, is it someone else’s turn? No way. Right now this is your time to shine. This is your time to take control of your life and make a difference. Right now, I want you to take claim to the opportunities that will help bring you and Agel within reach of all your dreams. Let me back track just a bit. I told you why I loved being a goalie.
I loved to influence the situation through intimidation.
The outcome of the situation rested on my shoulders
Being a field general – surveying the situation and making the right moves.
Blame or credit
One-on-one situation
As an Agel team member:
How will you influence the situation – I hope you will be an influential force for good by
Taking the products consistently and being a walking, breathing, living testament of the power of wholesome goodness found in our gels.
That you will be kind and accepting to all people whether they are interested in listening to your story or not. If you are truly Agel, your friends will never get away from it no matter if you never mention the business to them at all. They will get the message because of the way you live.
You will be giving – charitable gifts. It could be a plate of brownies to your neighbor, or it could be a tithe of your income to a community service, a school, a church or whatever/whoever can use your donation.
The outcome of your success should never rest on someone else’s shoulders.
Are you waiting for your upline to place people in your open centers?
Are you waiting for your upline to give you that motivational speech?
Be that upline, do not be dependant on any one. You need to be the real deal.
Be the Field General.
Every area needs a leader. Every group needs someone to step up and show them how it’s done. Will that be you?
Ask Ann or David Feinstein if they have room for any more leaders or if they prefer to retain all the leadership responsibilities to themselves. Are you kidding me? They would love to hand over the reigns to some one else because they know if you are successful they are successful.
Are you willing to take the blame or share the credit?
There is no blame to place in this company. There is nothing but positive vibes flowing here.
However, if you asked Eric or Chanida or Randy Gage why they are so successful do you really think they will say it was all them. No, they could probably rattle off a list of about 30 names each of people they would love to thank publically.
A good leader builds up their team – give them credit for what ever effort they put in. If they bring one person in this month, praise them. If they hold a meeting and only two people show up praise them. And them help them do better next time. As a leader, your best resource is not your up line. It is your down line. Give them the credit they deserve and watch them bloom.
Do you enjoy a one-on-one situation?
Would you rather just talk to one person in the privacy of your own home/ or stand before and audience of thousands. I love the one-on-one situation because that is when I can truly share the innermost enthusiasm for what I know to be the greatest direct selling product and company in the world. I would tell you how I met Glen or my experience with the products. I would share with you my story. Now, I understand the economies of scale and meeting with a large audience at one time certainly has its benefits. But there is nothing like the personal touch found in a one-on-one discussion.
I might give you a hug or help you feel better if you’re discouraged. It’s tough to do that in a crowd. But one-on-one, you can do so much.
My friends, if you’re not ready to take the lead, then when? If you’re not ready to take control, then when? If your not ready to share your story with others then when?
Now is the time, it’s not someone else’s turn. It’s your turn. Don’t miss this opportunity. Commit today. Change your life and the life of someone else.
I admire you deeply. I am proud of all of you immensely.
My name is Ken Danielson and I am Agel.
Alegory of the Band of Brothers
May 28th 2008
I write this message to the thousands of Team Members that make Agel so great.
My friends –
You may wonder why I address you as such when most of you Team Members have never seen me or heard of me in your life. My name is Ken Danielson and I manage the distribution and shipping of customer orders; you know, the shipping guy that helps make sure your Agel products are properly prepared, packaged and shipped on time. Before that, I managed the customer service team of whom Jeremiah Bradley now manages. I’ve seen your names come across my desk and have seen your names travel across my warehouse conveyor dozens of time. I know you. I’ve imagined each of your successes. I’ve dreamed of your adventures and thought fondly of your struggles to achieve, to progress, to succeed. I’ve shed tears with some of you who have lost amazing prospects; I’ve felt your hurt when you thought you had enough volume for a rank advancement but in the end fell just short. My heart aches when I receive returned shipments to my warehouse marked “REFUSED” or “please return, I don’t want to be a part of Agel.” I’ve been on the abusing end of complaints and accusations; people have yelled at me and called me names. I’ve been chided by Team Members for not performing up to their expectation. And yet, I still approach you with the affectionate term”friends. “
I have been part of the Agel Corporate team for nearly two years and during that time I have seen some of my beloved colleagues leave Agel – I’m guessing, for greener pastures, for more money, a nicer car, a new powerful title. I, too, feel a sense of responsibility to provide for my family, which includes my wife and our four children. Though my sense of duty to my family is always my priority, how and where I choose to be employed to fulfill that duty is nearly equal in my list of number one priorities. You see, I did not join the corporate side of Agel to fulfill a life-long dream of success and to meet monetary goals. I’ve never been in Agel for myself. It has always been about others namely you, it has always been about the idea Glen shared with us and Agel as a company. I have believed that Agel can be the greatest network marketing company in existence. I’ve spent years manufacturing software that never bettered anyone’s life. I’ve spent nearly two decades building patriot missiles for Desert Storm” creating spy satellites, space shuttles, and other weapons of mass destruction. But it wasn’t until I came to Agel that I felt truly proud of what I do. I am creating a better way of life for tens of thousands of people. I help people live healthy and find wealth. I continue to pursue this dream of making Agel the greatest through putting into practice the most incredible key to building success in any organization – whether it be a business or a family.
I am building a bond of brotherhood and sisterhood among my coworkers. Team work with a common goal and with similar passion.
I’ve always believed in what Glen and Craig and Darren have tried to do – bring health and wellness to the world in the most unique vehicle called gelceuticles. When I met the executive team this association became cherished and rubbing shoulders every day with these gentlemen proved to be an added bonus for being employed at Agel. With these gentlemen I have forged a bond of brotherhood. I hope that you sense this unique bond that they have formed between themselves because this is the same spirit of love they have for each of you. It is what ties us so closely together, where belief in their vision and leadership has sparked passion in a mission that now involves all of us. If these gentlemen whom I just mentioned fail to establish and solidify this bond of brotherhood, this work will become tedious, toilsome, and unproductive. Let me illustrate this point through sharing with you a powerful story from American history.
My dad was a WWII war veteran. He served in the U.S. Navy. Let me share with you briefly one of his favorite stories. I quote: “Some years ago, Stephen Amrose wrote a book describing the experience of a company of paratroopers during World War II. The army was developing a new kind of warfare the world had not seen before. They were training men to parachute out of planes--often behind enemy lines and at immense personal peril—to attack, and to meet strategic objectives critical to the overall success of the war effort. “Easy Company” of the 506th regiment, 101st Airborne Division, was one of those groups. Formed from hundreds of volunteers, the men began their training in 1942. They had been told that their training would be harder than any other in the military. In fact, it was so challenging that two out of three men couldn’t make it and either dropped out or were assigned to a regular army unit leaving just 140 men to perform these difficult missions. The night before D day, Easy Company parachuted behind enemy lines. Their assignment was to take out a battery of artillery guns. But in the chaos of the drop, only 12 of the 140 men were in position to carry out the mission. Nevertheless, they knew that if they didn’t take out those guns, the allied soldiers storming Utah Beach would suffer heavy causalities from the artillery. To make matters worse, the guns were manned and defended by more than 50 elite enemy troops who had dug a series of trenches about the battery, heavily fortifying it against any kind of assault. In one of the most well-executed and heroic operation of the war, 12 men of Easy Company assaulted the position, routed the enemy, and destroyed the artillery guns.”
One of the reasons these men signed up for this special, yet dangerous duty, is because they knew they would be associating with the very best. They didn’t want to be caught in a battle with someone who was too scared to act, who was not in shape, who might have not paid attention to specific training that will save their life, who was not inspired to win.
The genius behind direct marketing is that you too, can choose the very best to join your team. You are not forced to work with someone you don’t know or have never met. You can build your own dream team. To build that amazing team you need to first step up and lead.
You who are reading this today will be the future Agel leaders in your communities. One of the key tasks you will face is to establish this spirit of brotherhood and sisterhood among those who work side by side with you. Without this sense of loyalty, sacrifice, and love, your work will not only be less successful but will also be much less rewarding. It is interesting that some people just rise from the masses with a natural ability to lead. They inspire people and bring out the best that is in them. They have the ability to infuse people with vision that transcends their own lives and inspire greatness within them. Average leaders used the carrot and the stick to motivate those around them. Great leaders communicate a vision that captures the imagination and fires the hearts and minds of those around them. Average leaders inspire people to punch a time clock. Great leaders inspire industry and passion. You can get people to work by using threats or by promising rewards. But if you want to create a band of brothers or sisters, you must inspire those who work with you and encourage them to give their all in a great cause. Building Agel is a great cause.
If someone were to ask you who we are as a people, what would you say?
I would tell them, “I am Agel and that we (Agel) are not in the direct marketing business trying to attract people, but rather, we are in the people business offering a way to change people’s lives through marketing an amazing product.”
I remind myself daily by quoting to myself this simple phrase: “This is my company and I am responsible for creating greatness here!
It is time for us now to step up and create a legacy of greatness. We must start by building a band of brothers and sisters that feel this mutual love and trust for one another to further the vision of Glen’s. I am a changed man because of my band of brotherhood forged with great leaders that you have come to know as the Agel Executive Team. I know you; they know you and you are our friends. We are Agel.
Thanks for a great two years.
Ken Danielson
I write this message to the thousands of Team Members that make Agel so great.
My friends –
You may wonder why I address you as such when most of you Team Members have never seen me or heard of me in your life. My name is Ken Danielson and I manage the distribution and shipping of customer orders; you know, the shipping guy that helps make sure your Agel products are properly prepared, packaged and shipped on time. Before that, I managed the customer service team of whom Jeremiah Bradley now manages. I’ve seen your names come across my desk and have seen your names travel across my warehouse conveyor dozens of time. I know you. I’ve imagined each of your successes. I’ve dreamed of your adventures and thought fondly of your struggles to achieve, to progress, to succeed. I’ve shed tears with some of you who have lost amazing prospects; I’ve felt your hurt when you thought you had enough volume for a rank advancement but in the end fell just short. My heart aches when I receive returned shipments to my warehouse marked “REFUSED” or “please return, I don’t want to be a part of Agel.” I’ve been on the abusing end of complaints and accusations; people have yelled at me and called me names. I’ve been chided by Team Members for not performing up to their expectation. And yet, I still approach you with the affectionate term”friends. “
I have been part of the Agel Corporate team for nearly two years and during that time I have seen some of my beloved colleagues leave Agel – I’m guessing, for greener pastures, for more money, a nicer car, a new powerful title. I, too, feel a sense of responsibility to provide for my family, which includes my wife and our four children. Though my sense of duty to my family is always my priority, how and where I choose to be employed to fulfill that duty is nearly equal in my list of number one priorities. You see, I did not join the corporate side of Agel to fulfill a life-long dream of success and to meet monetary goals. I’ve never been in Agel for myself. It has always been about others namely you, it has always been about the idea Glen shared with us and Agel as a company. I have believed that Agel can be the greatest network marketing company in existence. I’ve spent years manufacturing software that never bettered anyone’s life. I’ve spent nearly two decades building patriot missiles for Desert Storm” creating spy satellites, space shuttles, and other weapons of mass destruction. But it wasn’t until I came to Agel that I felt truly proud of what I do. I am creating a better way of life for tens of thousands of people. I help people live healthy and find wealth. I continue to pursue this dream of making Agel the greatest through putting into practice the most incredible key to building success in any organization – whether it be a business or a family.
I am building a bond of brotherhood and sisterhood among my coworkers. Team work with a common goal and with similar passion.
I’ve always believed in what Glen and Craig and Darren have tried to do – bring health and wellness to the world in the most unique vehicle called gelceuticles. When I met the executive team this association became cherished and rubbing shoulders every day with these gentlemen proved to be an added bonus for being employed at Agel. With these gentlemen I have forged a bond of brotherhood. I hope that you sense this unique bond that they have formed between themselves because this is the same spirit of love they have for each of you. It is what ties us so closely together, where belief in their vision and leadership has sparked passion in a mission that now involves all of us. If these gentlemen whom I just mentioned fail to establish and solidify this bond of brotherhood, this work will become tedious, toilsome, and unproductive. Let me illustrate this point through sharing with you a powerful story from American history.
My dad was a WWII war veteran. He served in the U.S. Navy. Let me share with you briefly one of his favorite stories. I quote: “Some years ago, Stephen Amrose wrote a book describing the experience of a company of paratroopers during World War II. The army was developing a new kind of warfare the world had not seen before. They were training men to parachute out of planes--often behind enemy lines and at immense personal peril—to attack, and to meet strategic objectives critical to the overall success of the war effort. “Easy Company” of the 506th regiment, 101st Airborne Division, was one of those groups. Formed from hundreds of volunteers, the men began their training in 1942. They had been told that their training would be harder than any other in the military. In fact, it was so challenging that two out of three men couldn’t make it and either dropped out or were assigned to a regular army unit leaving just 140 men to perform these difficult missions. The night before D day, Easy Company parachuted behind enemy lines. Their assignment was to take out a battery of artillery guns. But in the chaos of the drop, only 12 of the 140 men were in position to carry out the mission. Nevertheless, they knew that if they didn’t take out those guns, the allied soldiers storming Utah Beach would suffer heavy causalities from the artillery. To make matters worse, the guns were manned and defended by more than 50 elite enemy troops who had dug a series of trenches about the battery, heavily fortifying it against any kind of assault. In one of the most well-executed and heroic operation of the war, 12 men of Easy Company assaulted the position, routed the enemy, and destroyed the artillery guns.”
One of the reasons these men signed up for this special, yet dangerous duty, is because they knew they would be associating with the very best. They didn’t want to be caught in a battle with someone who was too scared to act, who was not in shape, who might have not paid attention to specific training that will save their life, who was not inspired to win.
The genius behind direct marketing is that you too, can choose the very best to join your team. You are not forced to work with someone you don’t know or have never met. You can build your own dream team. To build that amazing team you need to first step up and lead.
You who are reading this today will be the future Agel leaders in your communities. One of the key tasks you will face is to establish this spirit of brotherhood and sisterhood among those who work side by side with you. Without this sense of loyalty, sacrifice, and love, your work will not only be less successful but will also be much less rewarding. It is interesting that some people just rise from the masses with a natural ability to lead. They inspire people and bring out the best that is in them. They have the ability to infuse people with vision that transcends their own lives and inspire greatness within them. Average leaders used the carrot and the stick to motivate those around them. Great leaders communicate a vision that captures the imagination and fires the hearts and minds of those around them. Average leaders inspire people to punch a time clock. Great leaders inspire industry and passion. You can get people to work by using threats or by promising rewards. But if you want to create a band of brothers or sisters, you must inspire those who work with you and encourage them to give their all in a great cause. Building Agel is a great cause.
If someone were to ask you who we are as a people, what would you say?
I would tell them, “I am Agel and that we (Agel) are not in the direct marketing business trying to attract people, but rather, we are in the people business offering a way to change people’s lives through marketing an amazing product.”
I remind myself daily by quoting to myself this simple phrase: “This is my company and I am responsible for creating greatness here!
It is time for us now to step up and create a legacy of greatness. We must start by building a band of brothers and sisters that feel this mutual love and trust for one another to further the vision of Glen’s. I am a changed man because of my band of brotherhood forged with great leaders that you have come to know as the Agel Executive Team. I know you; they know you and you are our friends. We are Agel.
Thanks for a great two years.
Ken Danielson
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