Ep. 64: Charles Eide on Why You Should NOT Focus On What You’re Bad At
In this episode, David sits down with Charles Eide, Founder and CEO of EideCom, to discuss why you should NOT focus on what you’re bad at but you should instead focus on what you’re good at.
Buy David’s NEWEST Book “Trusted Leader”: https://amzn.to/3luyqf1
Charles Eide is the founder and CEO of EideCom, a full-service production agency based in Minneapolis, MN. Charles is a visionary, leading a talented team of professionals who create large-scale event experiences all over the world. Entrepreneur, thought leader, and innovator, Charles is an industry expert dedicated to growth and community.
Second Stage: https://secondstage.events/
Charles LinkedIn: https://www.linkedin.com/in/charleseide/
Eidecom LinkedIn: https://www.linkedin.com/company/eidecom-media-&-events/
Second Stage LinkedIn: https://www.linkedin.com/company/second-stage/
Eidecom Facebook: https://www.facebook.com/eidecom/
Charles Twitter: https://twitter.com/charleseide
Eidecom Twitter: https://twitter.com/TheEideCom
Charles Instagram: https://www.instagram.com/charlesevaneide/?hl=en
Eidecom Instagram: https://www.instagram.com/eidecomcreative/?hl=en
1. “Forget about improving on the things you’re terrible at, start improving on the things you’re good at.”
2. “It all starts with vision.”
3. “It all comes down to empowering great people to do great work.”
4. “If you don’t trust your employees to do what they are there to do, maybe they shouldn’t be there.”
5. “Your physical fitness and your health and your body cannot be delegated to anybody.”
6. “You have to be patient with people.”
Links Mentioned In The Episode:
Second Stage: https://secondstage.events/
Daniel Pink Masterclass: https://www.masterclass.com/classes/daniel-pink-teaches-sales-and-persuasion
“It’s Your Ship” by Captain D. Michael Abrashoff: https://amzn.to/3qaYU7S
“Traction” by Gino Wickman: https://amzn.to/3nbVhNb
Buy David’s NEWEST Book “Trusted Leader”: https://amzn.to/3luyqf1
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david_horsager: Welcome to the Trusted Leader Show. it’s David Horsager, I have a good
david_horsager: friend, a brilliant entrepreneur and the founder of EideCom with the Today
david_horsager: Charles Eide. Thanks through in with us.
charles_eide: Thanks for having me, David. it’s so great to see you, man.
david_horsager: Hey, just full disclosure. he is a friend, but he has produced some of our
david_horsager: best and biggest events. Trusted. Uh, back when we did the Trust Edge
david_horsager: summits Now we have the Trusted Leader Uh summit coming up. He did our
david_horsager: widely acclaimed virtual event out of their studio, which was like April
david_horsager: Fourteenth and fifteenth of the pandemic, and we had people on from around
david_horsager: the world. I remember Kirkstanon, and you know this is whoops, Um, my
david_horsager: throwing my pen. but this is interesting because even back we held eighty
david_horsager: CEOs and senior executives for two eight hour days, virtually
charles_eide: That is amazing. I mean, I, I mean, only you could
charles_eide: hold the attention.
david_horsager: and the studio and the lights and the interaction and all that. So you know,
david_horsager: there’s a lot more to you and I’m so excited. I mean you’ve started
david_horsager: companies. You’re selling one of your companies spinning one right off right
david_horsager: now. you are. I. Since I’ve known you’ve been an, you know this
david_horsager: entrepreneur, but also so not just this kind of foe, solo entrepreneur, this
david_horsager: leader of people that’s growing real businesses. You’re a a family man. You
david_horsager: fly your own plane, which I’ve had the opportunity to to to go with you on
david_horsager: some some fun things. Um, you know Y, there’s a lot to you, but give us say.
david_horsager: Just give us a couple more insights backgrounds on Charles side.
charles_eide: Well, I, uh,
charles_eide: first of all, David. this is so fun to be doing a pod cas with you. You are a
charles_eide: brilliant guy and I absolutely love following all the things you do.
charles_eide: So I guess you’d say that, Um, it all comes down to things that you are Pat
charles_eide: Ionate about, but that you’re also good att, right like we’ve all watched
charles_eide: American Idol where there are people that are wildly passionate about being
charles_eide: famous singers. but they’re not good
charles_eide: at singing and we all know it. I think it comes down to kind of identifying
charles_eide: those things in your career that you’re really good at and focusing on those
charles_eide: things. Uh, I read a book a long time ago and I don’t remember the name of it,
charles_eide: but what I took away from it was. Forget about improving on the things you’re
charles_eide: terrible at R. Start improving on the things you’re good at, because you’ll
charles_eide: become so good at them. And so that was kind of my thing. When I was uh, a kid
charles_eide: in high school, Um, I was really into audio visual and technology and it kind
charles_eide: of I. I got good at it. I got not good at like the technical stuff, as much as
charles_eide: understanding how an audience reacts to Um, the things that you do, And you
charles_eide: know, I knew that I could find great audio technicians. I could find great
charles_eide: lighting designers. I could find great video engineers, But really where where
charles_eide: my talent was? ▁ was in understanding how you can make an audience feel a
charles_eide: certain thing, And so today we do that for audiences all over the world,
charles_eide: mainly for big internal corporate meetings. That are, you know, Multiple days
charles_eide: they’re indoors. Um, we don’t do anything. you know. It’s funny you meet
charles_eide: people and they’re like. So like Do you do like concerts? Then you know and
charles_eide: you’re like Oh, I, uh, no, we don’t do concerts unless it’s for one of our
charles_eide: clients. Like you know, it’s part of the show. Then maybe we’ll do a concert.
david_horsager: so you know you, I’ve seen you know you produced some massive leadership
david_horsager: events. We’ve been a part of not just ours, but others that are uh
david_horsager: significant and you do have an eye on that, but you know. I also think you
david_horsager: know. sometimes you don’t see your own gifting. What I see you as
david_horsager: just this well rounded gifted entrepreneur that it’s actually really able to
david_horsager: lead people well inpire up like your sales team is better than any. I’ve
david_horsager: I’ve met. You’ve got a tech team that’s fantastic and will come in and
david_horsager: serve. I know you know they’re like. Oh, we had some big issues. Where is?
david_horsager: ▁You know, at our last kind of global event we had a ▁zoom up date. That
david_horsager: didn’t you know that happened the night before and they were just jumping
david_horsager: and helping making this happen. So we. we’re starting at a high level with,
david_horsager: you know, I don’t know how many cameras and everything, And it you know it’s
david_horsager: it was I. I. I just think somehow, at least the people you’re around, not
david_horsager: to, not to mention Mike. Uh, you know Danielsonn, and you just have great
david_horsager: people. but you you, you’ve made that happen. Ive, I’ve watched leaders can
david_horsager: have vision. stay so low, not hire right, not build a certain type of
david_horsager: culture and I guess I would say, let me tell you as if this is true. Like,
david_horsager: somehow you do it
david_horsager: well being not just winging it, but kind of able to like, piv it fast, and
david_horsager: like bring them with and not do every you know culture thing perfectly, And
david_horsager: maybe I’ve you got vision, But it’s not like I set up this whole culture
david_horsager: road map and the right perfect things, but we just go and people
david_horsager: come along. So um, you know, I don’t know. Tell us a little bit about your
david_horsager: leadership style,
charles_eide: well, I think it’s important to remember. It all starts with vision right. It
charles_eide: all starts with what is the vision of the company And how do we achieve that
charles_eide: vision? And yeah, you know, you can be really good at structuring departments.
charles_eide: In fact, we had a a meeting this morning about that is like how do we
charles_eide: structure our organization to be more effective, But really it all comes down
charles_eide: to empowering great people to do great work, you know, and and seeking those
charles_eide: for the things that they are really passionate about, but they are also
charles_eide: extremely talented at doing and then and then, believing in them and
charles_eide: empowering them to maybe even
charles_eide: spread theiring beyond what they thought they could do. You know, I,
david_horsager: so let let’s stop right there and say how do you hire those people be cause
david_horsager: there’s a lot of problems for people. Well, I just yeah, I want the people
david_horsager: like you seem to draw like they’ motivated and they like. what is it you
david_horsager: look for in? You know, Yes, there’s some things that are different with
david_horsager: sales people, production people, managers. But what is it as a whole that
david_horsager: fits in this dynamic culture? You? you? I mean, another thing. people should
david_horsager: know. you are able to pivot during the pandemic in like one of the most hit
david_horsager: industries in the world.
david_horsager: And you’ve you know you created a new technology, Re at later you, you’ve
david_horsager: um, you, You’re doing some of the most amazing virtual events, But it’s just
david_horsager: somehow you. how you hire is fascinating to me. How do you find them this
david_horsager: kind of person and get them to come along the journey with you?
charles_eide: well, I think I. that’s a really great question. Um, I, I really believe like
charles_eide: attracts like. but you can’t really attract great people unless you really
charles_eide: know who you are first. and so for for us it was establishing core values that
charles_eide: really identf the things that were important to us. And so we have four core
charles_eide: values that I’d come, positive, creative, effective and team player. Those are
charles_eide: the four things that we live by here, and when you make those clear in job
charles_eide: descriptions and in interviews, you almost scare away the people that don’t
charles_eide: resonate with those things while attracting the people that are like, Oh my
charles_eide: gosh, I’ve always been looking to work at a company that has positive people
charles_eide: and they’re creative, but they’re effective in what they do. And while we’re a
charles_eide: team, and so, I think starting out with the vision and the core values is
charles_eide: absolutely the center of attracting great people, and then of course living by
charles_eide: them and talking about them, You know, it’s funny. I. we talk about the core
charles_eide: values of this company at every Monday morning meeting. We have an all company
charles_eide: huddle every Monday at nine, and that all company huddel, we talk about the
charles_eide: core values and it’s funny because the people who have been here the longest
charles_eide: they’ heard it the most, and they’re the most excited about it because they
charles_eide: see the impact it has when the new people come in. You know we have. We’re
charles_eide: We’re hiring multiple people per month and they come in and the the, the
charles_eide: people who have embraced the core values and the vision of the company. They
charles_eide: almost get re energized. when new people join the team. They’re like, Oh, my
charles_eide: gosh like, I’m not insane for working here clearly because here’s another nut
charles_eide: job that wants to be positive with me, you know, so I, I think like attracts
charles_eide: like. and I think being clear crystal clear about what are your core values
charles_eide: embody those things and how they relate to the vision and the right people
charles_eide: will always reveal themselves.
david_horsager: How do you? Uh? did you lead the meeting still on Monday mornings or
david_horsager: somebody else?
charles_eide: It it depends on. so I have a business partner, Mike Danielson, you know, ‘.
charles_eide: David, uh, and Mike has been running the meetings lately, but sometimes I’ll
charles_eide: run em. Um, my goal really is to empower my my staff to actually start running
charles_eide: them. I want to let the other voices that want to be heard be heard. And so
david_horsager: Well, I didn’t know where we would go today, but we’re going to goul. What’s
david_horsager: the meeting? What’s the money? Morning? How to look like you got the whole
david_horsager: team. I mean, we’re going to go all over the place, But we we going to try
david_horsager: to do it? Fastcause? I want want to suck the Merrow life out of your brain.
charles_eide: yeah, totally
david_horsager: But what’s what’s what’s what?
charles_eide: tell. Well, Hey, that’s what we’re here to do. I’d so the money morning
charles_eide: meeting. Usually we start out I, Yeah, so we start out by. Like any updates
david_horsager: What are the key components? Yeah,
charles_eide: that are going on? What? What are you excited about? So usually we’ll we’ll
charles_eide: say you know. Would you would anybody like to share something that they’re
charles_eide: excited about That has happened in the last week or that’s coming up? We also
charles_eide: allow people to share Um, good news about each other, you know, brag on each
charles_eide: other. Hey, I was working on this project and Ryan really stood out as a key
charles_eide: player and he made my life easier. We also share. Um, like good feedback from
charles_eide: customers at the meetings. You know where a customer said something really
charles_eide: great and we want to make sure people know about it. We review the previous
charles_eide: week’s work so like because we’re in the event business, we’ll show photos and
charles_eide: all the like beautiful things that our team designed and executed that week as
charles_eide: ▁, as well as things that we’re working on. Then we move into talking about
charles_eide: the core values and we talk about what are our four core values And and how
charles_eide: does that relate, And then we move on to talking about the the reading
charles_eide: material. So every we, everybody is assigned a book every quarter and
charles_eide: everybody is reading that book throughout the quarter. So we say, would you
charles_eide: would anybody like to share something that they have learned this week in the
charles_eide: in the reading right now. Um, we’re actually studying Daniel Pink, Um. On
charles_eide: Masterclass, he’s got this series. and so the sales team sales and marketing
charles_eide: team, we’re studying the Daniel Pink Masterclass on sales,
charles_eide: where the operations team is reading a book called It’s your Ship And it’s a
charles_eide: book Mike and I read a while ago and it basically talks about. And you know
charles_eide: this book, David. it is, and
david_horsager: I know Mike. I know my Gaber shop. The. Yeah, the capain.
charles_eide: I mean, talk about an impactful book that empowers people to have a true
charles_eide: impact on their own environment, their own culture. Um, so so yeah, so we we
charles_eide: review the reading and then and then we, you know. Is there any updates or
charles_eide: things we need to talk about right now? our company is in the middle of
charles_eide: building a brand new facility. and Um, we’ve got a construction project that’s
charles_eide: you know, in the thick of it right now, including our studios and all this
charles_eide: stuff. So we’re talking about what our construction updates, you know. Are
charles_eide: there any things that came to mind last week when it comes to the new space?
charles_eide: Um, and then just keeping people energized around the new things the new
charles_eide: people were adding and he new hires that are coming up Um. again. It’s a very
charles_eide: meeting around the growth of the company and how we’re achieving the vision.
david_horsager: So do they have? do they share at that meeting? Like?
david_horsager: is it how do they share their Um, like weekly priorities or goals or
david_horsager: commitments or that kind of thing? Where does that get shared? Is that
david_horsager: online on Microsoft teams, or is that how? how do you keep them aliged with
david_horsager: what each person needs to do to get there?
charles_eide: Yeah, so we’re all First of all, we’re all in person a hundred per cent,
charles_eide: And that has been the the case since the
charles_eide: pandemic began. We decided against the idea of remote
david_horsager: y. yeah,
charles_eide: work. Um, while the culture is telling us to do it, we said we’re not going to
charles_eide: do that. And so everybody’s in person now. when it comes to the granular work
charles_eide: that each person is doing, we follow the traction e o S model very closely.
charles_eide: Uh, we have an implementer. We are very serious about using traction, and so
charles_eide: we have weekly level ten meetings for each department. So the leadership team
charles_eide: has a weekly level ten, and then each of the departments of Sales of Marketing
charles_eide: has a Littleton Administration has a level ten, and then operations says a
charles_eide: level ten.
david_horsager: Okay at Mar, sales and marketing operations and A, and they all have their
charles_eide: Yeah, they all have their own meeting, and in that meeting you know, I’m not
charles_eide: sure how familiar
charles_eide: you are, but I’ll just share with the audience you. the level ten meeting
charles_eide: basically designed by Gina Wickman and the Traction team, Um, which I’m
charles_eide: honored by the way we will be producing the E o S Traction event coming up
charles_eide: next year. Wow,
charles_eide: how thrilled are we about that? What an amazing thing. Uh. but the e o S
charles_eide: traction model, the Level Ten meeting really embodies the important thing. So
charles_eide: it starts out with a segway where every shares, then it moves into the
charles_eide: scorecard. What’s going on?
charles_eide: You know, and everybody has their metrics and either you’re on track or you’re
charles_eide: off track
charles_eide: right, Uh, and then your rocks. So like what you need to get done this
charles_eide: quarter, are you on track or off track for your rocks, and then the To do list
charles_eide: and people headlines, Um, and then I. d. s, which is where we spend
charles_eide: most of our time identifying discussing and solving problems. Um, and
charles_eide: obviously I won’t get
charles_eide: into the the G. You’re very familiar
charles_eide: with this, but for the listeners, Traction’s a great way to
charles_eide: the book, Traction by Geno
charles_eide: Wickman’s. a great way to learn.
david_horsager: So, do you on that and we use part of it. We have some things we field in
david_horsager: ourselves that we we like, But basically
david_horsager: on that does the implement an outside, hired consultant and implement. in
david_horsager: your case, lead all three of those before those meetings.
charles_eide: No, So so our implementer only does the quarterly and the annual, So we have
charles_eide: three quarterlies and an annual, and that implementer we have Dan Mosha, I
charles_eide: don’t know if
david_horsager: Mhm, Mhm,
charles_eide: you’ve ever heard of Dan Mosha, Uh, Dan has been a game changer, I think he’s
charles_eide: the best implementer out there. Um. but what I was going to say is he helps us
charles_eide: develop the Uh, the quarterly and the annual stuff that then carries into what
charles_eide: we execute in each Level ten
charles_eide: meeting and then E, the leader of that department runs that meaning.
david_horsager: okay, yup,
david_horsager: So okay. at what point did you start? How many people did you have to have
david_horsager: to start making it meaningful beyond like just having one of those weekly,
charles_eide: Well, I mean, you know when you’ve got a handful of people, Let’s say you got
charles_eide: three to five people. I don’t think you need multiple
charles_eide: departments. At that point, you know you’ve got all that wrapped
charles_eide: together. It really started happening when we got up in the like
charles_eide: teens where it was like you know when you got into eleven, twelve
charles_eide: thirteen. Now
charles_eide: now you’ve got different departments.
david_horsager: right. all
david_horsager: right. Well, there’s a lot here. How how is your? How is you know? you look
charles_eide: Um, you know, now we’re going to be
david_horsager: back at you being kind of an entrepreneur A lot of your life. and Wh, what?
david_horsager: what It’s change for how you lead over time? How have you changed?
charles_eide: that. That is probably the most interesting question I’ve been getting asked
charles_eide: lately because I have changed a lot. Uh, and I think I u. I. First of all, I
charles_eide: used to always think that if you had people on your staff, you had to. If you,
charles_eide: if you hired people, you had to micromanage them. you had to. you had to lead
charles_eide: with an iron fist. And you know the old school way like I grew up around my
charles_eide: grandfather, and it was very like Lead with the iron fist. If they don’t
charles_eide: perform, you fire them. you know. it was micromanaging them. What are you doing?
charles_eide: I need to report every thirty minutes. You know whatever,
charles_eide: and you know there was a shift I made where I said, Why am I doing all this?
charles_eide: I’m actually working more
charles_eide: by doing that instead of hiring great people to do the job, And so I went from
charles_eide: A, and part of that was hiring the right people, and R, really moving better
charles_eide: people into the organization where today I think we have so many people who
charles_eide: are professional and amazing. I think hiring great people and trusting them
charles_eide: to do the work,
charles_eide: and I, I mean, just like you or me, David, the Um.
charles_eide: The autonomy we have
charles_eide: gives us the freedom to be creative and make great things happen, and we need
charles_eide: to give that to our employees. because if you don’t and you don’t trust them
charles_eide: to do what they’re there to do, maybe they shouldn’t be there.
charles_eide: So I think it’s much more of a A. A. A, hands off from managing, but more of a
charles_eide: trusting and caring for people.
david_horsager: What. Let’s get personal for a second. At least the great leaders that I’ve
david_horsager: talked to and been around. it seems like they have some ways they lead
david_horsager: themselves well, or even some routines. And you know we talk about a lot.
david_horsager: It’s hard to be a great leader out there. if you’re not leading yourself the
david_horsager: hardest person. you have to leader yourself. What do you do? personally?
david_horsager: discipline wise, routine, wise to be healthy as a leader. Maybe it’s
david_horsager: physically spiritually. you know, Uh, interpersonally or or otherwise, you have
david_horsager: you have something that you do.
charles_eide: Yeah, I mean I, first of all, I like to make sure that my daily routine is
charles_eide: nearly the same every single day. Um, I get up at the same time I go to the
charles_eide: office. I always go to the office unless I have a meeting
charles_eide: and that’s really important. I also probably about two three years ago decided
charles_eide: that if I wasn’t physical, uh, physically healthy that I couldn’t perform at
charles_eide: my best and so I said, Enough is enough about feeling guilty. Um, I, I work
charles_eide: out best in the middle of the day, makes my whole day
charles_eide: better and so I carve out time that it’s not negotiable. You cannot schedule
charles_eide: me between eleven thirty and one ever. I will not meet you. I don’t care who
charles_eide: you are. my physical fitness of my body. Uh, was was even in my late twenties
charles_eide: and early thirties, was taking a back seat and you could see it and I could
charles_eide: it. The doctors, you know, doctors are nice people and they don’t like to tell
charles_eide: you the truth. Uh, they don’t like to tell you the cold’s
charles_eide: truth, but the cold truth was, I was in my mid thirties with the beginnings of
charles_eide: heart problems with high blood pressure and cholesterol and all these things
charles_eide: that I just neglected and I and I finally said Enough is enough. I need to
charles_eide: take care of myself. So my physical body was, you know important.
david_horsager: I had a very similar experience as you know, and it made all the difference.
david_horsager: One of the problems is we guess compared to other kind of average people in
david_horsager: better than that. Well, that mean sometimes, but what do you? um
david_horsager: on that? Do you?
charles_eide: Do you mind if I share something
charles_eide: with you? It’s a revelation that I had for us
charles_eide: leaders when it comes to take taking care of our bodies, and I? I. This is
charles_eide: something that took me years to figure out and I figured it out and it made so
charles_eide: much sense. As leaders were used to delegating out everything to the experts
charles_eide: in on our teams. Right. We’re used to coming up with master plans and then
charles_eide: executing them by having others do that stuff.
charles_eide: Your physical fitness and your health and your body cannot be delegated to
charles_eide: anybody, and that’s where we fail. as we think. Oh, well, if I hire a trainer
charles_eide: and a nutritionist I’ll be fine. No,
charles_eide: there is no leverage on this. It is a one to one work to return ratio and
charles_eide: there is no leverage You can’t put in one and get five with your body In your
charles_eide: fitness. it does not work and I think we have this mentality as leaders where
charles_eide: we’re like. there’s got to be a short cut. I mean, there’s got to be some
charles_eide: leverage in here somewhere and the truth is there is no leverage in it. It is
charles_eide: a one to one input to return ratio and you have to decide you’re going to do
charles_eide: it. Uh, and and I think leaders struggle with it because we want to outsource
david_horsager: Yeah, So what do you do? Uh, eleven thirty to one is, do you guys have a
david_horsager: fitness place at your offices? or will you at your new one?
charles_eide: so our new facility will have a a fitness center with. Um, the men’s and
charles_eide: women’s restrooms both have showers,
charles_eide: two showers and each one
charles_eide: we’ve got. I mean, we really are like we’re going all out on this.
david_horsager: Yup, that’s nice.
david_horsager: so a lot of people don’t have that. So what did you do the last while like
david_horsager: you? Because you didn’t have a fitness center in your last offices, Did you?
charles_eide: No, No, and where we are Currently? Yeah, there’s no fit. So I, I did hire a
david_horsager: so what would you do? would you? Yeah, that’s awesome. I, I’d like that,
david_horsager: Someday, Yep,
charles_eide: trainer and I was like. I need this to be financially painful enough that I’ll
charles_eide: do the work
charles_eide: because if I’m paying for a you know a trainer to train me
charles_eide: three four days a week, it needs to be financially painful so that I do the
charles_eide: work. and
david_horsager: Did you go to Uh, a place?
david_horsager: A Gm? Yeah,
charles_eide: currently, Yeah, I mean, that’s where I, so I train Currently a North Loop
david_horsager: Yp. Yep.
charles_eide: fitness in Minneapolis. Uh, with my trainer. That’s where he likes to meet.
david_horsager: right. Okay, so that’s good. So hey, do you do you mind getting personal
david_horsager: here? What time do you get up and what time you get to the office?
charles_eide: okay, I am a lifelong um. night owl that is trying to train himself to not be
david_horsager: Yep, yup,
charles_eide: What’s funny is um. I. I. So I, and now I go to bed about ten thirty.
charles_eide: That’s where I try and be in bed. Um, and then I get up around seven.
charles_eide: Uh, Sometimes, if you ask my wife’s she’d probably say seven thirty. Um,
david_horsager: leave way
david_horsager: there and then you go straight to the officer. Do you hang out with the
charles_eide: So that’s that’s my routine.
david_horsager: family first, or do you? you go straight the office and you do family time
david_horsager: at different time.
charles_eide: Yeah, so usually so the kids are kind of already under way there. The the boys
charles_eide: are waiting for the bus. Evelyn’s already at school by then, and so we, we
charles_eide: will just and I will sit and have coffee for about a half hour sitting in the
charles_eide: piano room. Well, I’m eating or drinking my coffee.
charles_eide: Um, having my breakfast and so on.
david_horsager: And what? what? what about? So when do you see the kids And what? Hire you?
david_horsager: Intentional that way Because I know you are.
charles_eide: Yeah, it. kids. are you know? the evenings are better with the kids they’ve
charles_eide: had their school day. They’re at home. We’ll do fun little projects right now.
charles_eide: I’m working on the the basement and putting in Um, like fi. uh, I’m putting in
charles_eide: a fitness facility in my basement as well. uh, we will work out together, the
charles_eide: kids, the the boy. Well, all three of them we will work out together and
charles_eide: they’re getting into it. It was funny the other day I was downstairs working
charles_eide: out and my six year old comes down and he, just he doesn’t say a word, and he
charles_eide: walks over to the dumbbells and grabs the fives
charles_eide: and he starts uh, doing bicep curls by himself. Doesn’t say a word to me.
charles_eide: He’s just doing bicep curls and then he goes over and he sits on the bench and
charles_eide: it’s funny because kids. it’s like. it’s like people on your team. They don’t
charles_eide: do what you say. they do what you
charles_eide: do and I don’t know where he figured this out, But he starts doing a bench
charles_eide: press with these dumbbells and I’m like, Oh, my gosh, this is so cute, so we
charles_eide: like to work out. We have a very fit family. My wife is actually a trainer.
charles_eide: and and so she keeps us on line as well, and she cooks a healthy dinner. I get
charles_eide: home at night and
charles_eide: chicken with no seasoning on it at all,
david_horsager: there you go. raw chicken right on the bone,
charles_eide: and vegetables. Lots of chicken
david_horsager: So let you know that’s it here. This is a fun one for me this week because I
david_horsager: just happened this week, and uh to my ki. My, the two youngest, my youngest
david_horsager: is, you know he’s skiing. He’s on the aerial ski team, Snowking and uh does
david_horsager: lacrosse, and so these things. But but he asked my daughter who’s dance and
david_horsager: stretching and all that kind of stuff, he said to her. the thirteen year old
david_horsager: to the fourteen year old. Can you be my trainer and my coach and helped me
david_horsager: get stretched out so I can do these um aerial things And he’s a great ath,
david_horsager: little athlete. You know, he he’s but, but it’s kind of fun seeing the work
david_horsager: city. So she said, Okay, Be up at six tomorrow morning. We’re meeting. We’re
david_horsager: going to. you know. we’re going to start this training session. So they’re
david_horsager: They’re certain of training together. It’s it’s
charles_eide: isn’t that cute.
david_horsager: pretty funny. Yeah, that’s so fun. so um, let’s go to. You know you’ve
david_horsager: learned a lot in your career. What are you learning right now?
charles_eide: I’m learning. Oh man, I’m learning a lot of stuff. Im learning to be patient
charles_eide: that it like my lifelong thing is being patient.
charles_eide: I’m a very impatient person.
david_horsager: so challenging for us that are entrepreneurs. It’s like we needed to Sm
david_horsager: mountains, but that seems like it’s a common thread for me. It’s like this.
david_horsager: Y. there’s you know it. I, in some ways, I think actually, impatience is a
david_horsager: value for an entrepreneurs to push the mountain down. Turns out it’s not so
david_horsager: great at home or with kids or with relationships, so we have to work against
david_horsager: that in
david_horsager: human relationship. And yet we have to, you know, I’m made to be a driver in
david_horsager: a way too, right,
charles_eide: Yeah, I mean’s, so true. it’s like y like I am naturally a very impatient
charles_eide: person. Uh, I, I expect you know, I expect things to be done a certain way in
charles_eide: a certain time period and I’m not very patient about it. And then you’re
charles_eide: you’re totally right. When you go home, you’re like I need to be patient.
charles_eide: Um, I know that. Uh, Jessica told me this thirty times. Uh, but I need to
charles_eide: listen to her. Tell me at a thirty first time. Um, you know you’re like. I
charles_eide: have to be patient, but then of course there’s times where I’ll I’ll be like
charles_eide: we’re We’re doing what with with who and should be like. I have told you this
charles_eide: thirty times and I’m going to kill you. so I think you know patience goes both
charles_eide: ways, but in the workplace I, I think that if you’re naturally an impatient
charles_eide: person, it’s just coming down to how you harness that impatience, because I, I
charles_eide: will say that it is good to drive results and to hold people accountable, but
charles_eide: you also have to be patient with
charles_eide: people. Um, especially when they’re learning as well. so that’
david_horsager: and I think in a pandemic and with all the things happening, there was
david_horsager: definitely a time to start and show up with empathy first.
david_horsager: No doubt it.
charles_eide: that’s how we got through it.
charles_eide: I mean, that’s how we got through It was to care for the team first, and I’ve
charles_eide: always been. you know everybody, says David. They. they always go well. The
charles_eide: customer is always first and I, you know what I decided a long time ago. My my
charles_eide: team is first, Because if there first they will put the customer first.
david_horsager: right, totally true.
charles_eide: So I always have their back, no matter what.
david_horsager: Are you thinking about following up on the learning question? Are you
david_horsager: curious about anything right now that you’re like pressing into?
david_horsager: I’m curious about this right now, whether it’s you know, a certain
david_horsager: technology leadership or how our world’s going to be, or how you’re going to
david_horsager: solve something.
charles_eide: Well, I mean, I’m always curious how the world’s going to be, and I’m kind of
charles_eide: one of those rebels when like the world tells me to do something, I’m like.
charles_eide: No, I’m not doing that. Um, So you know, I, I wrestle with that stuff, but I,
charles_eide: I mean from a technology standpoint we started a company called Second Stage
charles_eide: and it’s a software company that has a product. We only have one product right
charles_eide: now. It’s a great product. Um, that basically is a virtual venue for Um
charles_eide: events. So if you have an event going on and you want to provide an online
charles_eide: audience with a great experience, Second stage is a great product. for that.
charles_eide: We’re also finding that it’s also really good for the in person audience. So I
charles_eide: imagine you’re at a conference in Las Vegas and there’s a speaker coming up,
charles_eide: But you want to run back to your room, you know, or you want to sit by the
charles_eide: pool, and you want to watch the general session from the pool. Second stage is
charles_eide: a great way you can pull up the schedule. Click on it and watch uh, the live
charles_eide: content or the pre recorded content, so we develop that, but I’m still
charles_eide: learning about technology and I get frustrated with myself about it because my
charles_eide: mind doesn’t work like that and I don’t really understand timelines and how
charles_eide: stuff works around, developing software and features and rolling them out, And
charles_eide: I just I struggle with
charles_eide: it And so it’s something I’m really trying to wrestle with and understand
charles_eide: better right now.
david_horsager: it’s interesting. you know, just thinking how parallel our journeys are. I
david_horsager: remember when when kind of my tech director, said David. Um, believe it or
david_horsager: not, you’ve just become overnight the c, e O tech company and I’m like, No
david_horsager: cause I, I don’t even like posting on Facebook, right, I don’t.
david_horsager: but when we built the the platform, one of the things I think that I’m
david_horsager: excited about is that we kept the human component of real people, But, but
david_horsager: our, our Our trust certified platform where people can measure and get
david_horsager: reinforcement. All these tools. That was a big, massive fun learning for me,
david_horsager: and it still is. It’s part of our
david_horsager: whole way of you know, building trust in the world, but it’s kind of
david_horsager: interesting because. We were kind of starting our technology journey a few
david_horsager: years ago about the same time. Um.
charles_eide: I have a family member who’s made his. You know, his entire career in the in
charles_eide: the tech world, and he, you know he’s so, he’s brilliant beyond
charles_eide: me And he said to me, He’s like Look,
charles_eide: we are all always learning in this, So don’t think you’re going to figure it
charles_eide: out cause you won’t
charles_eide: that’ reassuring. thanks.
david_horsager: exactly. But and yet at the center of almost every business will be
david_horsager: technology in you know this decade you won’t find one Without That doesn’t
david_horsager: mean there won’t be an absolutely human component. I think people are a
david_horsager: little. s wrong a little bit and thinking it’s it. Really, people should
david_horsager: still be at the center, but technology will be able to amplify a lot of
david_horsager: things. even as you noted the in person experience.
david_horsager: What’s uh? what? What’s your biggest hope for the future
charles_eide: Uh, that’s a really big question, David. are you referring like like a big bi?
david_horsager: anyway? business life, personally,
charles_eide: well, I would say world peace, but I think we’ve been at that for a long time
charles_eide: and I haven’t seen it yet. I feel like I even look at. I’m watching World War
charles_eide: Two in color on Netflix, and I’m like I don’t think we’re ever going to have
charles_eide: peace. I really wish we would, but I don’t know.
david_horsager: are there side projects like that though that you’re trying to make a dent
david_horsager: in? I mean we we love. Uh, trying to make a dent in certain global
david_horsager: corruption issues with our trust work and and things. But are there things
david_horsager: you’re thinking about that way like you really hope. Maybe it’s for your
david_horsager: kids, but maybe it’s for the future. Maybe it’s some of the things you are
david_horsager: doing on the side. I know you have a heart for transformation. And and
david_horsager: things are there things you’re thinking about that you don’t mind hearing
david_horsager: publicly that you’d hope
charles_eide: I mean I. My thing is like I. I just hope that I can help my. My real thing
charles_eide: is, I want to help other young entrepreneurs. see,
charles_eide: um, see the value they can bring this world. I think that you know that was
charles_eide: that was me and I. I actually had a couple of really great mentors along the
charles_eide: way. that made all the difference in the world to me, and even they weren’t
charles_eide: even super hands on. They were like. At a distance, you know, I have mentors
charles_eide: today that Um, still mentor me like Chris Linddall, He’s a big real estate guy
charles_eide: here in the Twin cities. He calls me and we’ll talk on the phone, Just
charles_eide: randomly talk on the phone for an hour about it. like the biggest challenges
charles_eide: that I’m facing. Um, or like road blocks he sees coming up for me that I
charles_eide: didn’t even see and I’m like, Oh, my gosh, Like, what a gift to have friends
charles_eide: that are so good like that and I just I want to be able to be that for others.
charles_eide: Um, along the way that I, there’s this really cool young kid. his name is
charles_eide: Julian and I met Julian when I was speaking at. Um, I was speaking at. I think
charles_eide: it was at Maranatha . It’s a private school here in the Twin Cities and I was
charles_eide: speaking to their senior class and he comes up to me afterwards and he’s like
charles_eide: Hey, I’m thinking about starting this uh business where it will will fuel up
charles_eide: your car in the parking lot And I was like That’s brilliant and he was like,
charles_eide: Yeah, I’ve got investors and I got all this going. He’s like I don’t need
charles_eide: money. I just I just want to know you and you know once in a while, reach out.
charles_eide: I tell you what, this kid this summer shows up to my office with his truck,
charles_eide: and it’s got the fueling equipment on it. All the professional stuff. He’s got
charles_eide: the uniform. He’s like I got the App, and I’m like, Oh, my gosh, come in and
charles_eide: let’s talk about this. this is so exciting. So if I can help one or two or a
charles_eide: thousand or a million entrepreneurs do better, Uh, you know I will be happy.
david_horsager: there is a lot more we could talk about. I love that
david_horsager: mentoring goes both ways. You learn so much when you mentor
david_horsager: as you know.
david_horsager: Well, here we go, Charles. There’s a lot more we could talk about and we
david_horsager: have fun doing it. But where can people find out more? Where is the one key
david_horsager: place? People can find out more about Charles Eide or EideCom
charles_eide: Well, if you want to follow me on Instagram, it’s Charles Evan, Eide, I
charles_eide: dispelled, E. I, d E.
charles_eide: I’m pretty active on Instagram, Also, Uh, we just launched a brand new EideCom
charles_eide: dot com. So it’s e, i d e C, o m, dot com one him and there’s plenty of cool
charles_eide: stuff on EideCom Dot Com and Um, And then, of course, if you want to check out,
charles_eide: our event platform’s called Second stage
charles_eide: dot events, Google Second stage event platform, you’ll find it
david_horsager: that’s perfect. and as always, Kent will put all of this in the show Notes.
david_horsager: Trusted leader show dot com. You can find everything about second stage and
david_horsager: EideCom and uh, you know just his instagram. everything he’s doing, Charles,
david_horsager: You’re amazing. We got to go. We need to go fly somewhere again.
charles_eide: Anytime, Dave. Let’s go.
david_horsager: Let’s go. Let’s jump over
david_horsager: to Oshkosh again next summer. Oh thank you. let’s tell us jump to Oshkosh
charles_eide: It’s great to see you and thanks for having me.
david_horsager: again next year.
charles_eide: Let’s do it.
david_horsager: All right well, this has been the trust the leader show, thank you, Charles
david_horsager: until next time everybody stay trusted.