In this power-packed episode, Brett Gilliland meets Brett Gilliland, the Founder and CEO of Elite Entrepreneurs. Brett is a seasoned expert in organization development, leadership, and strategy, with a remarkable track record. He played a pivotal role in propelling Infusionsoft from $7M to over $100M in revenue and co-created the prestigious Infusionsoft's Elite Forum. Discover Brett's journey, from shaping the foundational elements of Purpose, Values, and Mission at Infusionsoft to facilitating strategic planning processes. Learn about his role in developing Infusionsoft's Leadership Model and the pivotal decision to spin the Elite business out of Infusionsoft, a move that has shaped his current role as the passionate owner of Elite Entrepreneurs. Beyond the boardroom, Brett is a devoted family man, finding joy in spending time with his beautiful wife, Sharon, and their eight children. Join us for an engaging conversation filled with actionable strategies and inspiration for entrepreneurs looking to level up their businesses and personal lives. ?️ Tune in now for a dose of entrepreneurial wisdom and a glimpse into the mindset of a leader dedicated to helping businesses thrive. Don't miss this opportunity to learn from one of the industry's finest! #Entrepreneurship #BusinessGrowth #LeadershipSuccess

Brett Gilliland Meets Brett Gilliland!

Welcome to the Circuit of Success podcast The Circuit of Success podcast. With your host, Brett Brett. Brett Gilliland. Brett Gilliland, visionary wealth advisory.
Brett Gilliland. Welcome to the Circuit of Success. I am your host, Brett Gilliland. And And you're seeing my big smile here if you're watching this because I'm interviewing Brett Gilliland. How you doing today, Brett?
I'm doing fantastic, see, Brett. Although this is a little strange, I gotta admit. It is a little weird, isn't it? Yeah. It's fun. I can honestly say it's the 1st time I've ever spoken to another Brett Gilliland.
This is cool. Same same with me, and I've been looking forward to this. We both have podcasts and and interview lots of people, and Somebody actually confused us for one another on LinkedIn. Yep. And we said, hey. Let's let's do this.
I'm like, should the Brett Gilliland interview another Brett Gilliland? Like, And here we are. But you are I'm a say you're twice as productive as me. You know why that is? No. Tell me. You have 8 kids, and I have 4 kids.
Oh, that's right. Yeah. So when you set it up that way, Brett, you're supposed to say, I only have 4 kids. Right. I I mean, everybody else listening is like, 4 kids is a lot. What it is a lot, and and 8 is crazy.
So yes. What is your mix of age from youngest to oldest is what? So we have a 25 year old son, And I was telling you before we hit record that he and his wife were expecting our 1st grandbaby, which I'm super excited about.
So So on the on the upper end is 25, and then we have 15 year old twins who are sophomores in high school.
So Wow. In a ten and a half year period, you know, we did get the 2 for 1 there at the end. Yeah. But, yeah, lot of Lot of craziness for a a good chunk of our married lives.
But that was a fun day when you got the ultrasound. It's like, wait. Wait. Was say it again. There's 2 in there? Exactly. Well, with all these little kid we had 6 little kids. We're like, okay.
I guess, you know, like, we already know what it's like to have another little one. My wife actually went to the doctor by herself because I was taking care of the little ones. And we didn't have anybody around to help us out.
So I was with them, and she came home with pictures of baby a and baby b. And I was like, what are you talking about? Yeah. That's incredible. Well, I'm excited to have you, man. You are the founder and CEO of Elite Entrepreneurs.
You're a company that specializes in giving $1,000,000 business owners the knowledge process and tools to grow to $10,000,000 and beyond. So we're gonna 10 x these businesses that you're working with.
I know you got a huge community of those people that you're helping, and you're an expert in organizational development, leadership, Strategy, and you spent 10 years helping Infusionsoft grow from 7,000,000 in revenue to over a 100,000,000 in revenue, man.
So we got some stuff to talk about Day. So I'm excited. But if you can, take me back to what made Brett Golan the man he is today.
Oh, wow. That's that's a big question. I'm I'm gonna I'm gonna assume the professional angle on that. So, I studied a master's program called organizational behavior.
I got an undergrad in business. I grew up in a large family, not surprisingly, because because I have a large family, but, my dad was a business owner, and his dad was a business owner before that.
So I kinda grew up in In a family business, it was construction. I live in the Phoenix area. And as a teenager, I worked In the hot summer sun in the summers, I I guess I already said the hot summer sun.
Anyway, summers, I worked for my dad, and I was, you know, A peon on the job site, laborer. Go pick up that pile of concrete trash and put it in a trailer and haul it off to the dump.
And So I I did physical labor in the sun in Phoenix. And, as I got older, I went to school, and I thought, I I'm probably just gonna go into the family business.
That's just Mhmm. Kinda what I knew. And before I graduated from college with my business degree, My dad felt like he should just go ahead and shut his business down.
He's like, I don't want my boys tied to this thing. And so he he may he took it off the table altogether. He just shut it down, and I I thought, well, now what am I gonna do? Because I that was the default path.
Right? Yeah. So he shut it down, and I graduated. And I I've never even done all the internship things that you're supposed to do as a as a business undergrad, and and I just got a job in in Customer success.
It was actually at a Ford dealership in a little place called Farmington, New Mexico, and I learned to be very customer service oriented.
I had a business background, and and they thought I could Help them on the service aisle there, and I did that for a couple years.
And I was so stressed out with that job because it was just Angry customer after angry customer. 2 years of that, I I just said, I gotta go back to school. I gotta I gotta figure out what I'm doing.
And I had a a memory of really enjoying my organizational behavior class, which is all about the Organizations as systems and how they work, and and it was a very people first leadership kind of a a discipline.
And so I went to graduate school, and and, you know, then I got some jobs after graduate school. But, eventually, I found my way back to small business.
And I I kinda took this Big business education, and I and I applied it to helping entrepreneurs go from scrappy founder to capable business building CEO. So That's amazing. Long story, but that's that's what I do.
And so now what do you I mean, I know you've helped hundreds of business owners, you know, go from that you know, your struggle zone into that Kinda what I'd call that optimal peak performance zone.
And so if you can, like, what what to our listeners out there right now, what what are some of the things?
Maybe are there 2 or 3 or 4 things that are the The constant theme that you saw throughout people no matter what business they were in?
Yeah. Some constant themes that won't be They won't be new to you, but maybe just another another voice out there saying, yep. This is this is the thing.
In that transition from Entrepreneur to CEO. Right? Scrappy foundry learns and does everything to Now I'm I'm building a team and leading them is that they have to figure out how not to be the bottleneck in the operations.
Right. They can't be an integral part of the machine if they wanna grow.
They can be an integral part of the machine if they wanna If they wanna cap out at some point, they they can only take that business so far themselves, even if they've hired some people around them, If they become an integral part of delivering the value of that business, once they figure out that they have to step out of that And become a leader, now we can actually set a bigger vision, and we can build a team to go achieve that vision together and start to Organize work and and delegate that work in a way that gives real ownership and responsibility to others.
Like, those are that's That's the biggest thing.
I mean, there's some other things you have to learn, but the biggest step is really going from that doer in the middle of all of it to Capable business building leader. I'm writing down some notes there.
I don't disagree at all. And I think, Wouldn't you agree with this or maybe not? But but one of the hardest things, I think, in that step, though, is if you're the founder, you're the CEO, you're the leader, You're the the janitor.
You're the, whatever, the sales director. Yeah. It's it's hard, though, to bet on yourself sometimes, isn't it?
And hire that person and hire the next person and hire the next person or do you see that's a constant battle there? It's it's really difficult. And and I love that you used the term bet on yourself.
It's ironic that you would use that term. I I think that's true. But it it's sort of like this This failure to trust that somebody else can take it. It's almost like a a lack of belief that somebody else can step up and do this.
But it it really does come back to betting on myself that I can organize this work in a way that I can hand it off to somebody and Train them to be successful with it.
Or if you're hiring somebody who doesn't really need training around the technical aspect of the job that I can actually trust, That they'll they'll own it like I would because a lot of it is feeling like they won't take care of the customer the way that I would, Or Right.
You won't maintain the level of excellence here that I would, or, you know,

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