Speaker: 0:01

Welcome to The Heart-Led Business Show, where compassion meets commerce and leaders lead with love. Join your host, Tom Jackobs, as he delves into the insightful conversations with visionary business leaders who defy the status quo, putting humanity first and profit second. From heartfelt strategies to inspiring stories, this podcast is your compass in the world of conscious capitalism. So buckle up and let your heart guide your business journey.

Tom Jackobs: 0:36

Well, welcome back to the heart-led business show where passion meets purpose and profit doesn't take itself too seriously. Today we have a real gem for you. Meet F With over 35 years as a psychologist, Faust has traversed the tangled tapestry of life from prisons to playgrounds, weaving wisdom into every corner. Ease the Mastermind behind the Fix Yourself Empowerment Series. Helping folks tackle life's tricky tribulations. So get ready as we dive into Faust heart-led journey in business. A delightful dance of passion and expertise awaits. Faust, welcome to the show.

Faust Ruggiero: 1:13

Tom, thanks so much for inviting me. It's a pleasure to be spending time with you today.

Tom Jackobs: 1:17

Yeah, I'm really excited about our conversation as well, especially the prisons to playgrounds and, and getting the, the backstory on that. But of course, the first thing that I always like to ask is, what's your definition of a heart-led business?

Faust Ruggiero: 1:32

No, I love the question, to be honest with you. I've always had just a different word that I've always used and for me it's connectivity. Authentic connectivity. That's the key. When I talk about heart-led, you know, I, always tell people, your business is your business family, and if you're going to treat them as less. Then you will have problems. You know, it's, it's staying connected on all levels. What people have done, what business does is they tend to like to kind of, you know, be economical in the way they do things. So, you know, I, I'm at this level, then I got you three or four at this level, and then you got your guys on the floor and you guys connect with them and then you get back to me in the meeting that I'm thrilled to be having with you. And we're all connected and that is anything but connectivity. that is that is not heart-led. That is just simply saying, I'm at this level. I don't go back. You guys handle all that kind of stuff. And if the top person isn't doing it, the rest are gonna follow that lead in some way. Now you don't have a heart-led business. Now you have one that is designed really where you know, the ledger business, I call them. That's the bottom line business. And, if that's what you're gonna take care of and not your employees, and not have that connectivity, eventually have problems and your bottom line's affected. That's just the way it works.

Tom Jackobs: 2:53

Yeah. And it's a shame that many business owners that can just look at that bottom line don't actually realize that, you know, the long term, taking care of people, being connected, like you say really does pay off in the long term, but they're so, so shortsighted. I'm curious, you know, being in psychology, is there something that is in our brains that makes some people think that way versus the connectivity?

Faust Ruggiero: 3:20

The same people who don't do this are people who are not really not great communicators. They have mastered the talk, but they not have not mastered the connectivity of the talk, they're not good confronter. They don't they don't do well in situations, and they tend to be protective people. You know, if I get heart-led and I kind of try to connect with my employees, you know what'll happen, don't you? They'll take advantage of me, and, and they firmly believe that that separation is necessary.

Tom Jackobs: 3:54

Yeah.

Faust Ruggiero: 3:54

I'll tell the story of a company. It's 37 years, I'm working with this company in a capacity where I work with the HR people. And I remember when the, when the HR person hired me way back in the late eighties, he said, I'd love to bring you aboard, but I can get a hundred of you. What's gonna set you at, what's going to set you aside from them? And I said, well, I want to get in there and know everybody. And that answer just floor me. He said, well, I'm gonna call you on that. They had 500 employees at the time. He said, I want to take you through business. I want. It's, it's a me a foundry. They, you know, they cast metal,

Tom Jackobs: 4:29

Wow.

Faust Ruggiero: 4:29

metal pieces, valves, and things like that. And I want you just to go in and see all the people working their machines and. So you can really see what goes on in our factory. Now, the type of person I am, I love people. I love to shake hands, get a hug, what have you, you know? So as I went in, they, you know, he said wear jeans and you know, a t-shirt. So I went in and the guy's at his machine and I shake his hand, hi, nice to meet you. At the end of the thing, we had gone through three hour tour, he said. You did what I wanted you to do. You connected with all the employees. Can you keep on doing that? Of course. And I'm still doing it today. So I provide that link for those in, for that business. You know, I, I know there's, now the business is now worldwide, or so countries. We have three in the area. You know, where I live, so I know almost all the employees and I will go back and forth and say, well, you know, so and so's got an issue with this. We need to get on that person, and this one's got this going on. Could be, we had one that was just high blood pressure, but got to the point where, and I could see it, and I, I relate it to medical, and medical, pulls him in and it was like 170 over one 30 and off to the hospital he goes, if you don't now you may look at that and say. We spending a lot of time just on, on doing this employee thing, but that was a key employee on the floor, was a manager. And if we lose him trying to replace him, was gonna be a problem. We'd have lost money. But the other part of it is we, we might have lost the employee. And all it is, is, so your heartfelt business and how you deal with it is to be, is connectivity. You know, a guy at the top should be going through the company and shaking hands and looking in people's eyes and asking'em how they are. If you do it once a month,

Tom Jackobs: 6:21

Yeah.

Faust Ruggiero: 6:21

Don't employees change the way that the way they work. Hey, it took time for me.

Tom Jackobs: 6:27

Yeah.

Faust Ruggiero: 6:27

And one day works.

Tom Jackobs: 6:28

of course we always have the exception, right? I, I had a job I worked in oil and gas for 12, 10 years. 12 years, and I had a manager for a while that just stay in his office. He didn't, he only came out when there was a problem and had to yell at somebody. I was like, God, this guy's such a jackass. It was so, it was so bad, and you could tell versus the previous manager, I had same company. Super helpful. Always was out around people and his department was doing so much better than the other guy's department. It's a stark difference when you have that connectivity and lead with the heart.

Faust Ruggiero: 7:03

You know, Tom, it's interesting that I, I'll get an excuse that, and I'm sure you've heard this many times, we don't have the time to do all that, and I say. You know, I always talk about the, what I call the credit card principle. You can pay your pay this now you can go in there and do all these things. Or when the train comes off the track just a little bit, you can spend three or four times the amount of time and money and resources to get it back on track. This people, particularly union chops, will say, well, if you're not gonna worry about us. You know, union's got my back. I'll give you 70%, I'll give you 80%. I'll give you what I think you're giving me. And you know, and so they raise the salary. Okay, we give you a couple dollars more an hour, and that's great, but I still come into the same conditions.

Tom Jackobs: 7:51

Yeah.

Faust Ruggiero: 7:51

You don't tell me I did a great job. You don't tell me, Hey, how, you know? Ask me, how's the family? How's everything going? But if, but they're all gone. And if I make a mistake on the job, you're right there to say, oh boy. You know, simple questions. Hey, how you doing? How's the family? How's everything going for you? Just thought, you know, I was thinking about you. How's, you know, just, you know, taking care of your employees. Simple. It, it's, it's like 10 seconds with an employee, but you look the person in the eye. That's key. You don't walk in and just, if you're looking around, do a quick, okay, I got you.

Tom Jackobs: 8:26

Yeah.

Faust Ruggiero: 8:26

I'll this right away. If you and I are doing the interview and I, and I'm over here doing something, you're gonna say, okay, I don't wanna talk to this guy anymore. You know, it, it's gotta be genuine and, and it's simple to do.

Tom Jackobs: 8:40

Yeah.

Faust Ruggiero: 8:40

I go in businesses and train them and they all say, oh, we all got this. And I say, great, let me see. And I, and I asked them to demonstrate it. Let's go back, let me see you do it. And when I first, and some, they'll look at me and say. Okay fine, let's do it. And so how you doing? And I'd say, what's his name? It might be a, a shop with maybe 50 employees. You don't know everybody by name with 50 people. You should, you don't know them. I watched you. You didn't shake their hand, you didn't look in their eyes. And you can see that you had one foot in the conversation and one ready to walk away. You're getting in there. It's, you know, it's like, it's, it's like, you know, you, you wanna give'em the bear hug, you wanna let'em know I love you. I got you. Whatever you need.

Tom Jackobs: 9:23

Yeah.

Faust Ruggiero: 9:24

I always tell people, you know where I am. You know when to reach me. Call me anytime.

Tom Jackobs: 9:28

Yeah. And, and you know, that's, that's a hard lesson to learn and it took me a while in, in business to, to really learn that. And in the last 10 years, I, I think it's been about 10 years where, where I've done a better, much better job connecting with employees. It makes life so much easier for everybody because I think in the back of my mind, I always thought, well, it's the money. You know, most people are motivated by money, and that's all it's gonna take is just, you know, showing them appreciation with a dollar versus giving them a dollar and giving them appreciation and the performance goes through the roof.

Faust Ruggiero: 10:05

You know, I, I tell people, Tom, if you don't wanna get heartfelt about this, get strategic. Okay? You have all these business plans, all these programs you bring in to make your business more efficient. If your goal is productivity and the bottom line, you should be able to say A happy employee gets me to that bottom line. Why in the world would you not want to do it for at at least, at the very least to say, Hey, I make more money. This company makes more money. I get better bonuses, whatever, if these people are motivated to work for me, so I gotta go do what I need to do to motivate them, and money's only one part of it.

Tom Jackobs: 10:48

Yeah.

Faust Ruggiero: 10:48

It's only one. The other part is I'm gonna, I'm gonna look you in the eye. You know, I, I get this, this company to, you know, and I say they've been doing golf outings, family things. They set up once or twice a year where they put up a big food tent and the employees are all able to take their breaks and, and they, and, and you know, someone when we were talking about that said we lose part of a day of work, I said, you will gain it back tenfold.

Tom Jackobs: 11:14

Yes.

Faust Ruggiero: 11:14

Because they're gonna say, I work for a company a, first of all, that has an employee assistance program that's me that says, he'll come in anytime if I call him at 12 o'clock, you know at night, two in the morning. He answers the phone. I got that. Look at the little things they do for us. The food court, they put up the, the baseball family game they put on every year. The golf outing. They do, yeah. They put trips to go to the various baseball games or what have you. They do all these little things and they come back into the shop,

Tom Jackobs: 11:45

Yeah.

Faust Ruggiero: 11:46

They know people, you know. So if I get something, I might call the HR person and say, Hey, Larry over there has got some issues with this. I'm hearing it from the guys back there. And they might, they won't call him out. They'll just walk back and say, Hey Larry, what's up? As they see three or four, and they'll look at'em. You okay? You don't look. Okay. And now we got Larry. In the fold, if you will, and he's talking about, well, you know, this happened at home, or my, you know, my grandmother's in the hospital, whatever it may be. And Larry says, wow, they cared about that. Has nothing to do with work.

Tom Jackobs: 12:25

Mm-hmm.

Faust Ruggiero: 12:25

Larry doesn't forget that.

Tom Jackobs: 12:27

Yeah. Now, do you find that when you have that good balance of giving compliments and being, being heart-led and having that connect connection with the employees, that it makes it a lot easier to have the more difficult conversations or the, the, the radical candor that, you know,

Faust Ruggiero: 12:48

Yeah.

Tom Jackobs: 12:48

some, some people are talking about.

Faust Ruggiero: 12:50

Yeah. And, and we have employees like that all the time. You know, we're, we'll say, you know, this guy's just not doing what he's supposed to do. Or he's, he's late, he's calling off a lot. Those kind of things. Now I can go in and I'll, and I'll say, Hey, you know, you. You know, first of all, how's everything going? And, you know, appreciate the job you're doing. I'm gonna, and say, but you know, I gotta talk to you about a couple things. So you, you know, we, we care about you. I'm, I gotta make sure that everything's all right in your life. But here's what I see, you know, performance. I know what you're capable of. I see you all the time. That's down a little bit. You call off a few times. You've been late. Now I know you, you're a good employee and I'm, I'm concerned that you're okay. I just approached that a whole different way than go up and say, you know, Hey, what is it with you? You know, the last four days I'm getting next to nothing from you. The, if the guy's already having problem or the person I should say is already having problems, I just piled another one on him.

Tom Jackobs: 13:47

Yep.

Faust Ruggiero: 13:47

But when I said, I got you, however, let's understand that I got you, we're gonna do what we can, but this is a job and you're running this machine, or you have this responsibility that's gotta come up. So let's do what we need to do to help you, your family, if, if necessary, and get you back to work to productivity. Let's talk about it. Let's have the conversation. They're almost always willing to go there.

Tom Jackobs: 14:13

Yeah. Yeah.

Faust Ruggiero: 14:13

A lot of times they've been waiting for someone, but they can't, they can't

Tom Jackobs: 14:17

Yeah.

Faust Ruggiero: 14:17

can't do it.

Tom Jackobs: 14:19

Yeah. I think a lot of people feel embarrassed or uncomfortable bringing some of the more personal things up, especially at work. But so, so if you have one of those conversations with, with the employee, but there's still not performing after that, like at what point do you just, you know, the hammer comes down and it's like, look, we can't have you here.

Faust Ruggiero: 14:42

You know, there are two kinds of hammers. The first one is the softer hammer. It's that's, that's the rubber mallet, if you will, and that's where it says, okay, I had the conversation with you. Now, in order to keep your job, I'm gonna refer you to our company, EAP person, or I want you to go out and get yourself involved with a counselor or a doctor, whatever it is, because I've asked, you know, we've talked about it. You work here, your productivity has to come up. I'm concerned about you. So my next step is to, make it mandatory. You need to go and let me know that you're in counseling. And if you do that, we're okay. If you should say no, then I may have to let you go.

Tom Jackobs: 15:26

Okay. Yeah.

Faust Ruggiero: 15:27

I put it back in his hands. I didn't put the

Tom Jackobs: 15:30

Yeah.

Faust Ruggiero: 15:30

hammer down. Now if I have to bring the hammer later, there's been the initial conversation where I said, I'm caring about you, love you wanna help you out. The second one, which says, okay, you didn't respond. So it's something a little bit deeper here. You need to go get yourself help. I want you to do that if you're gonna continue to work here. If you say no, then I have my third hammer, and that's where you brought me.

Tom Jackobs: 15:54

Yeah.

Faust Ruggiero: 15:54

I know I did everything I can

Tom Jackobs: 15:57

Yeah. And it should never be a, a surprise. Yeah. I love that. So, shifting gears just a little bit curious about the prisons to playground. So tell us about the experience that you've had in working in correction facilities.

Faust Ruggiero: 16:12

You know, I, I came outta grad school, Tom, and you know, you, you get two or three jobs, small things, you know, it was an a nursing home and an alcohol counseling center. I got myself certified in addiction and the opportunity came up to see a few people in the prison.

Tom Jackobs: 16:27

Hmm.

Faust Ruggiero: 16:27

I was working as an alcohol counselor, I said, sure, why not? It was only two or Yeah. three inmates. And I said, great. And then I thought we did real well and didn't intimidate me in any way. Three, four months later, the prison called and said, look, we're, we're going to expand and we're looking for another treatment staff person. Are you interested in going full time? I thought about it. For one thing, the pay was much better. It was a government job, if you will, so benefits and everything. So, so that was nice. But it was an opportunity to treat all different kinds of people and get, you know, you myself, into something that was not traditional at all. You know, when we, it's always nice to have all these reference points when we counsel, so I said, sure, why not? out to be one of the you know, more significant moves I've made in my life. Not only because you see people for what they are, but and, but you've gotta go deeper inside yourself to make some things work. But when you talk about heartfelt, I could have said, you're inmates, you're, you did these. And I, and a lot of people did. I went humanistically

Tom Jackobs: 17:28

Yeah.

Faust Ruggiero: 17:29

the way I dealt with them, and I saw it work.

Tom Jackobs: 17:32

Hmm.

Faust Ruggiero: 17:32

and some tried to manipulate, but you know, we, we, we, we see those. But other people were saying things like, no one's ever treated me this way. They throw me in a cell. And they don't care I've had this all my life. And now someone said, Hey, I got your back. You got things to do. That's the black and white of it, but I'm here and I'll listen to you. You know, and I, how many people I see burn out and get into their substances and whatever it is, because they really don't care much about what they do. They care about that paycheck, but those moments are going by in your life every day, and you're working there. So, you know, if your whole life is about your paycheck and what you can do with it, and then eight hours a day or whatever it is, you are not liking what you do or the people you're working with, there's a problem. So the first thing you know for me is I, you know, I love what I do. I have three businesses going, you know, I have my counseling program and I see about 25 30 people a week. I, I just, again, ready to publish my sixth book. So that's a, the publishing business is, is is another one. We have the the, interviews that I do, we have the whole publishing business has its staff that we do. Now we're getting into some television things that we do. So, you know, and then I have the EAP that I'm doing. So there's a lot of irons in the fire, but all of them are put in a perspective every day. Each gets its, its time. I love what I do and the key is it's, and this is the, the neat part, if you're doing it right, it's not work. People say, well, how do you balance work and play? I don't, I don't need to. I don't ever want to. I want to get up every day and I'm, you, you mentioned the word, I'm in my playground

Tom Jackobs: 19:19

Yeah.

Faust Ruggiero: 19:20

and I'm going to do this interview. I'm going to do one with a producer this afternoon. I'm gonna counsel seven people today. I'm gonna edit the book. We're getting ready to run. So people by looking and saying, my God, what are you doing? And I'm saying. Calmly going from one place to another. In involved in there. I will put a 45 minute stretch out where I can go back down in my little training center that we have, and I'm gonna work out for that in 45 minutes. And then by eight o'clock tonight, I'll kind of be done. It'll be a 12 hour day and I will not be, oh, I can't. I'm so glad I will be. You know, feel great and good and I'm gonna spend two or three hours with my wife and we're gonna sit down and enjoy time together. And you know, that's the way it's supposed to be. And if you're not making it go there, I think you have to look at, not at your circumstances, but at yourself and find out, what am I doing wrong here?

Tom Jackobs: 20:16

Yeah. No, that, that's beautiful too. And what, seeing work as a playground and, you know, I, I love how you said it too, about, well, how do you balance work and life? I was like, well, it. It's just, it is right. There is no balance. It is, and that, that's, that's a really testament to loving what you do and that old sage advice or the saying, if, if you love what you do, you'll never work a day in your life. And I think that's.

Faust Ruggiero: 20:44

You know I, I go into our businesses and I, and I work with, with the HR departments and I say, look, yes, you're overworked. Yep, you're underpaid. All that's there.

Tom Jackobs: 20:55

Yep.

Faust Ruggiero: 20:56

Do you love, you got into this job to be with people. Do you love people? Most of them say yes. If you do then walk in here and say, let's go. Let me go get these people. Let me go enjoy my time. I've got paperwork and I got meetings and I got all that stuff that I have to do. But when I have a few moments, I'm going back and I might only touch four or five people today. Next day I might get 10, maybe

Tom Jackobs: 21:22

Hmm.

Faust Ruggiero: 21:22

day. I have a whole lot of time and I'll spend an hour out there.

Tom Jackobs: 21:25

Yeah.

Faust Ruggiero: 21:25

Go enjoy it. There are gonna be parts. None of us love the paperwork. Okay, we do it. Okay. It's part of it. You know, the key is, and that's the new book I'm writing, internal language. It's what you put in your head. That's good. Whatever you do, the thoughts you put in your head are exactly how you're gonna behave.

Tom Jackobs: 21:45

Yeah.

Faust Ruggiero: 21:45

Get your head where it needs to be. Enjoy what you're doing. If you don't enjoy it, you probably shouldn't be there.

Tom Jackobs: 21:51

Yeah, that, that self-talk is so important too, that I think, you know, I guess it. I've heard that it's kind of true that humans, we have a negative bias, and so we automatically just, you know, everything catastrophizes. And I'm really good at catastrophizing. I think I've gotten better over time, but you know, it, it's, oh, it's gonna be the end of the world and this doesn't go right. And, and now it's just like, you know, yeah, if it happens, it happens. But I'm gonna do the best that I can and I'm gonna enjoy the ride as, as I'm, as long as I'm here.

Faust Ruggiero: 22:23

I tell people when it comes time and business people, I've been working with this concept for years. When they come in and they have that mindset, I will say the first thing you do is hit a pause button, say, I'm not gonna think about that. The second thing you do is say, I'm gonna think about this. Third thing you do is develop that new thought. So you walk in and you say, all right, I got that manager, that boss, whatever. That supervisor I really don't like to work with. I'm getting that outta my head'cause I have to go in and work with'em. Why would I want to beat myself up? I stop thinking about that. I'm gonna think about doing this. Now I'm gonna go do it. Most of the time that's gonna work. Every now and then it gets to be a little more intense. But it's, it's really about training your brain to move away from negative dialogue.

Tom Jackobs: 23:13

Yeah.

Faust Ruggiero: 23:13

If I walk into a business, I'll walk into meetings and I know we have a couple difficult people there and we have a situation that was not good, something happened. So, you know, the rest are saying, oh my God, this is gonna be a rough meeting. And I'm walking in and saying, okay, gimme that information and let's get to the solution. That may sound like I'm trying to throw fluff at you, but in my mind, that is the only way to deal with it.

Tom Jackobs: 23:38

Yeah.

Faust Ruggiero: 23:38

There is, if you went in there I defeated already, why walk in? You already got, you already got your conclusion. Walk in there and say get, let's get the information and we are going to put a solution on this and we're gonna work together and make it happen as best we can and you will.

Tom Jackobs: 23:55

Yeah. Ah, I love that. It's so great. So what piece of advice would you give to a heart-led business owner that might be struggling right now with the profit side and the business side that maybe you've experienced and would love to share that.

Faust Ruggiero: 24:11

Yeah. What what I do is I tell the and, and I do this from time to time, and the key is not to wait until you struggle. That's the problem. We like to go on autopilot. We know we put the program in, we go and it stayed, and then all of a sudden we think it's all of a sudden we just, the curve went down. I said the curve did not just go down, you know? It was going down and you didn't take care of business. I tell people, what I do is I appraise my businesses every month. I, every other week I go through them and I say, where are we on this? Okay, what needs to be done? What I, what do I need to pull out at the end of my day? Every day? You know, the phrase I say is, I want my desk cleaned off and ready for the next day. I want my life, my work life from today. Put where it needs to be. It's in perspective. So tomorrow I'm not picking up what I had to do yesterday. The key is to constantly be appraising what you're doing. If you can do it every day, you're not micromanaging. That's, that's the thing I want people to understand. You're just appraising where it is. Where are we today? All right, let me look at it. You know, guys come in, you know, if they run three shifts, what do we do? Supervisor from the first shift stays 15 minutes, or the next supervisor comes in early and they have that overlap and they say, here's what happened. Here's all things we need to know. So you need to know this and this is what was done. And. is the communication, that's the connectivity from shift to shift. Connectivity means, again, constantly, re constantly appraising where you are and getting your people to do the same, and then coming in and being solution oriented in, in those meetings. And so you don't leave in. People said, okay, yeah, I got that, got that, and they all run away because the next, the, the next thing is to be able to be accountable. Okay, last meeting we said this, this, and this. Tell me what you did.

Tom Jackobs: 26:12

Yeah.

Faust Ruggiero: 26:12

And, and, and we have to do those things all the time. If we do those things, that doesn't say we're gonna survive all the time. Most of the time we will though. Sometime it's just the economy or somebody or the, your major customer says, sorry, we're out of business or we're going elsewhere. And it happens.

Tom Jackobs: 26:30

Yeah. Yeah.

Faust Ruggiero: 26:31

for the most part, you have to control what you are capable of controlling. And it's work. It's work. It's your job. Get in there, work hard, do what you're supposed to do. Get away from, you know, the, the, the owners get away from the hour lunch breaks where you had two drinks. That's insane. Why would you even think about doing that during a workday?

Tom Jackobs: 26:50

Right.

Faust Ruggiero: 26:51

You're connecting with no one. You know, so again, my, my thing is to constantly be appraising transition where I have to. And the big, the last piece with the big piece, get your ego out of it. I don't care if you're the boss, the president of the company, I don't care if you wear, if you wear your$2,000 suits and drive your$150,000 car and live in your mansion, you better get your check your ego at the door when you walk into your business.'cause your ego will do nothing but destroy every bit of connectivity. And heart-led strategy that you need. Check your ego at the door.

Tom Jackobs: 27:28

Yeah. Oh, that, that's brilliant advice because it that, that's gonna shut down any good ideas as well. If, if the ego is too strong, nobody, I work for a boss like that. Or you just try to say something, ah, that's stupid idea. And then two weeks later he is like, oh, I got this great idea. We should do this.

Faust Ruggiero: 27:44

Yes, it did.

Tom Jackobs: 27:46

Yeah. Yeah. Check that ego. Oh, that's awesome. Faust how can people learn a little bit more about what you do and, and potentially get in contact with you?

Faust Ruggiero: 27:54

Best way Tom is just to go to my website. It's my name, faustruggiero.com. Everything about me is there. Books I write, excerpts are there. Connection link is there. When I do these kind of interviews, I get a lot of business people that'll, you know, send me a text or HR people and they'll say. I got a question, how can you, how can we do this? And I'd be glad to answer. It doesn't cost anything, you know, for me to answer a question. So anyone who wants to get in contact with me, the contact link is there.

Tom Jackobs: 28:21

Awesome. Great. We'll link all that up into the show notes. Thank you so much for coming onto the show today and spending a little bit of time with me. I really appreciate it. It's been a fascinating conversation. So thank you so much for your time.

Faust Ruggiero: 28:32

It's been a pleasure. Thanks for inviting me, Tom.

Tom Jackobs: 28:35

Absolutely. And thank you listeners for tuning into this episode of The Heart-Led Business Show. I really appreciate it. And make sure you're checking out everything that Faust is doing. And we're gonna provide all of those links down into the show notes so that you can easily just click away and check out what he's doing. And also, while you're down there, there's probably a review button. So if you could do me a favor and just hit that little review button, give it five stars, and that really helps spread the word about the show and help more people that want to have a heart-led business. So, until next time, lead with your heart.

Speaker 2: 29:08

You've been listening to The Heart-Led Business Show, hosted by Tom Jackobs. Join us next time for another inspiring journey into the heart of business.