Intro

Scott Raven: Welcome to The Corvus Effect, where we take you behind the scenes to explore integrated self leadership and help ambitious family men build lasting legacies for themselves, their tribe, and their community. I'm Scott Raven, and together we'll discover how successful leaders master a delicate balance of career advancement, personal health, financial growth, and meaningful relationships. Get ready to soar.

Guest Introduction: Joe Forgét

Scott Raven: And hello everyone. Thank you once again for being here on The Corvus Effect. I'm Scott. Today I'm honored to welcome Joe Forgét, founder of Igniting Momentum, and someone who's walked the journey from corporate executive to business owner to strategic coach with over 30 years of experience as a president, COO and business owner.

Joe now coaches at the intersection of purpose, people and process, helping leadership teams navigate growth, mergers, acquisitions, and exits. But he says that he is a father first and business coach second, as he is the proud father of two amazing daughters and has seen the transformation of how implementation systems such as EOS, Pinnacle and others were foundational in the development of his own ignition framework to help teams achieve what he calls the ROI On Why.

And he's an avid runner. How avid, you say? He hasn't missed a day of running in over five years. So, Joe, welcome to the podcast, man.

Joe Forgét: Hey, thank you for having me on here. Appreciate it, Scott.

Scott Raven: No worries, no worries.

Purpose-Driven Leadership

Scott Raven: Hey, let's just get right into this, right, because what I love about your journey is that it's all about purpose driven leadership. At the end of the day, you've been in corporate leadership, you've owned businesses, you now coach others, and there's sometimes a challenge in this world that we live in that you can't just motivate teams by financials and targets alone. I'd love for you to go a little bit deeper into the moment that you realized the numbers aren't enough to drive teams.

Joe Forgét: You know, over the years I've been involved with a lot of different organizations and when I look back on the most thriving situations, the companies where we created the most growth momentum, teams had fun, you know, were culture driven, purpose driven, and it wasn't just about dollars and cents. Obviously all businesses require financial output, which is important.

Scott Raven: We're not saying otherwise.

Joe Forgét: But yeah, and you mentioned that I've operated EOS and Pinnacle and System and Soul, which I'm a certified System and Soul coach. It's this soul component of System and Soul that really connected with me because when you want to use your business to grow your people, that's very special. That's a special mindset, right?

When we talk about purpose driven leadership, ultimately you mentioned the ROI On Why. For me, identifying the purpose behind the business - you know, why did you start the business? Why are we doing what we're doing? What is the impact that we're making on the world? And helping business leaders, leadership teams set that uniqueness, that destination, and why it's important, why it's relevant, allows us to then have something that people can really, truly get behind, rally behind, and identify with beyond dollars and cents. And it's a much more meaningful and powerful target than just saying, we're gonna do 1 million, 5 million by this timeframe.

Scott Raven: You know, I've worked in a number of companies where they've had, as one of their core values, people are our most valuable asset, but in implementation they say people are our most valuable asset, so we are going to maximize the return that we get on them, and then we'll replace them when we burn them out or when they outlive their usefulness. I think what you found along the way is that when you connect the people to the purpose, you get better short and long-term performance as a result.

Joe Forgét: Absolutely. I believe when people understand what the purpose of the organization is, what the purpose of delivering that product or service, the impact that it has on others, when they can connect with that, it's a much more motivating and rallying point, especially...

Generational Differences in the Workforce

Joe Forgét: I sat through a presentation a few years ago with a woman that was talking about this is the first time in history that five generations are in the workforce together. So traditionalists, baby boomers, Gen X, millennials, and Gen Z, and talking about the difference of impact as why people do what they do.

Gen Xers like myself, very different generation, right? We worked hard because we were taught to work hard, and maybe you'll get that promotion, but you're gonna go and you're gonna work and work hard. And your life's gonna go this way. It's one way method. It's one way of looking at it.

But Gen Z is a little different. They're a little more, okay, why would I come work with you? What is the impact that you're having on the world? What is your impact you're gonna have on me? And so in interviews with a younger generation today, it's different. It's not just, I want the job because I want a job, right. It's really looking at, am I gonna like the role? Am I gonna like the people I work with? Culture is important. Culture is extremely important.

I think organizations that are too heavily focused on the financial aspects of the growth, that's just not something that they can connect with because what's in it for me?

Scott Raven: I consider myself part of the Oregon Trail sub generation, so late Gen X that bleeds into millennials. And yes, I died of dysentery way too many times. But I almost feel like there's a lot of similarities to what Gen Xers are looking for today, because quite honestly, it's a lot of boomer and millennial that you hear in terms of the counterbalance.

Gen X kind of gets lost in the shuffle, but as they are looking in a lot of cases to close out their professional career, they're looking for the impact of wanting to be some part of something big at the end, very similar to what Gen Z is looking for. I think in a lot of respects, you've seen this in your own life through some of the key exits that you've had in terms of what did I leave behind as a legacy?

Joe Forgét: Absolutely. Actually, there was a post from Gary Vaynerchuk a week or two ago, and he was talking about it's never too early or never too late to follow your passion. And I actually posted a video on LinkedIn about it. But my own journey, my decision to take a leap of faith and start my coaching practice was based on identifying my true purpose.

My calling has been to develop others, and that was the part I loved most about my role as president and COO, my most recent corporate role. I looked back and I said, hey, what is it that I enjoyed the most of what we did every day? And how can I do that more often? Right.

I think because Gen X was just taught to work hard and maybe things will happen, it's a mind shift when you find what you truly enjoy, but also if you can find something you enjoy and purpose behind it and it really feels rewarding. It's sometimes tough to make that bet on yourself, but it's a very rewarding one for sure. Gen Xers are just taught to work hard, and then it's like, well, wait a minute, why can't I like what I do too? Right.

Scott Raven: We have to sit here as folks in Gen X, and I describe myself as late Gen X, right? We were taught without anything better in mind because at that point, the traditional success model was be loyal to a company for many years and you'll get rewarded with retirement that you want, not realizing that we were going to significantly accelerate the curve and also that you can't enjoy your retirement if you never get to it. Right? So being able to balance here and now.

I think that's part of your incorporation of system and soul. We will have Ben Miller on our podcast in another episode who's the creator of this system. But from both of you, what I've heard is that you wanted something that was much more human than what EOS or Pinnacle was. Talk to me in terms of why that's such an important distinction.

Joe Forgét: Well, Scott, I think when I first learned about System and Soul, it really connected, right? While EOS and Pinnacle are great processes and they have some great tools, solid frameworks, a lot of it is focused around process and they don't dig as deep into the people and culture aspect of things.

When we talk about the vision, the why component of the one page roadmap, we're talking about the onlyness statement, what makes us unique and truly unique, right? A lot of companies will talk about a competitive advantage and that competitive advantage is we have great service. Everybody says they have great service, right? How do we measure that? What makes us truly unique? And then having a destination that's tied back to the why behind it. We're doing this because it makes this impact or for this reason, those are powerful.

When I first got introduced to it, I said, this answers more about the people, right? This addresses more about the people. And then even in the culture aspect, digging deeper from core values are great - we have to have our core values, but digging deeper into that culture equation, core values plus the habits, the organizational habits that we want people to exhibit to equal that culture, right?

We're showing people, we're defining what it means to truly live that culture. And so as leaders to define it with that level of detail is important because it gives people much greater guardrails as to what it means to live the culture at this organization. It also allows us to dig in and say, okay, hey, are we living by our own core values as an organization? Are we allowing top performers to violate that cultural component just because they're top performers or top producers? That's where you get into that dicey situation and you've seen it in organizations, top performer in marketing or sales or maybe a really solid accountant, but they're not really ingrained in the culture of the organization. It's hard to let them go because they're just such a high performer.

Scott Raven: Right, you want that performance, right? You obviously want that performance, but a single rotten apple spoils the bunch and you see that again and again and again. But I think one of the beautiful things is that you've taken that wonderful foundation that Ben put together in System and Soul, and you made it your own through your Ignite framework. Specifically focusing on that alignment piece. Do you have that alignment piece upfront?

Ignition Framework: Aligning Vision and Value

Joe Forgét: Yes. And you know, it's interesting. One of the other things I love about System and Soul is the flexibility to implement it with someone or integrate it into someone's organization and meet them where they are in their journey.

The ignition framework that I've created is my process, my flow, my methodology of how I bring it into an organization. Right? It's a blend of a few different tools, but the primary focus is how do we address the elephant in the room, right? Prior to this, obviously I'm working with a founder, a CEO. They're saying, hey, we need assistance, right? We're having this conversation. We get to the bottom of what is that primary issue, right?

I've created 90 day ignition tracks that focus on three particular common situations. So Ignite the Vision tackles how do we get the leadership team to build a uniform vision, culture and strategy for the next few years? In sessions work through a little bit of team health and some of that. Then I have Ignite the Value, which is focused much more around building enterprise value, really getting the team to think around value, but also looking at how dependent is the business on the founder and how dependent is the business on the people in the room? How do we simplify the business but also reduce the dependency on the founder to build enterprise value?

Scott Raven: I mean that's something that I strive for with my business every single day, which is, well, I get tired of hearing founders that say, I'm working 70 hour weeks and I can't stop. Right. Well, yeah, you can. You just choose not to.

Joe Forgét: Absolutely. Yeah. And you know, there's that saying, right? Do you own the business or does the business own you? Right. And it really is tough. It's hard to move and let go. Right? And letting go is from building trust with your team, but it's also knowing that we're on the same page.

When we talk about alignment, it is around how do we get the team aligned on where we're going. And then giving some tools to make that 90 days productive. Right. And I mentioned Ignite the Vision, Ignite the Value. The other one is Ignite the Venture. If you're going through a merger and acquisition, it's about how do we pick the A players from the multiple teams, make team A, team B, equal team C.

Scott Raven: And great segue, right, because I was gonna bring up that it's not just improving the overall dynamic of companies which are going concerns, right? M&As are also a big part of what you do. But you phrase it differently. You phrase it as momentum and alignment. Right. And so go a little bit further in terms of this company C concept that you were just alluding to, as opposed to A acquires B or B acquires A. So obviously we're gonna go with the acquiring company first, right? But you put a

different spin on that.

Joe Forgét: Yeah, it really is a play on words from a perspective of my target, my focus is working with organizations in transition, right? And so that could be scaling. Oftentimes looking at how can we operationalize the business for that eventual exit, right? But mergers and acquisitions, if you're receiving funding, you have a PE company getting involved in your organization, you're actually going from being the leader, I'm the founder, I don't answer to anyone else. Well, now you've got some other people in that equation and the conversation's a little bit different, right? And so how to navigate those weeds, those situations, those dynamics is really what those are about. And just, I could have said alignment and momentum but the phrase isn't right. You know, it's M&A.

Scott Raven: I like momentum and alignment better. It's a better play on M&A, I'll put it that way. But I know that there are also some other nice plays on words that you have as part of your philosophy. I

mean, we have the typical expression, culture eats strategy for breakfast. You've spun it to culture eats strategy in mergers.

Mergers and Acquisitions: Blending Cultures

Scott Raven: Talk about the culture that is created in these mergers that can either set that merged company up for outstanding success or have it die on the vine.

Joe Forgét: Yeah. And it's a great segue, Scott. I know we talked about that in the previous conversation that the culture, going through mergers and acquisitions, the blending of teams is truly where the ROI On Why comes from.

Why did these two teams, company A and company B join? And it could be company A bought company B. It could be company A and B are merging, right? But if we don't step back and take a reset and identify, okay, we had one culture, we had another culture, we had one destination, we had another destination. We're blending the teams because of synergies that exist. Hey, we can do more. We have more clients. We only need one accounting team, one distribution. You know, whatever those commonalities are that you can scale back and reduce some of the overhead component, but adding sales and other things.

But taking company A and saying, okay, company A acquired company B. Company B is now part of company A. You're just gonna do it our way. That's a tough pill to swallow for people because, not only is it challenging to blend that way, company B had value. Right? You bought it for a reason.

And so without taking that reset and identifying okay together, where do we want to go as an organization together, who are our A players? Who are the best of the best that we now have between these teams to build an org chart that gives us the greatest opportunity for growth, the greatest opportunity to succeed. And then, ultimately they had two different cultures. So what's the culture we want together and how do we define that together?

Taking that reset and really getting, what's our five or 10 year destination? What's our three year bets? What's our one year bet? And what do we need to tackle in the next 90 days? That's very powerful to do in that situation. And it really is something that oftentimes isn't focused on.

Earlier in my career, I worked for a large consumer electronics company called Recoton. And we were an $800 million consumer electronics company. And I learned a lot of things you should do in business there. And I learned some things you shouldn't do, right. And I think that's every experience, that's how I approach parenting and fatherhood, right.

Scott Raven: No, I mean all experiences, good, bad, whatnot, have wisdom in there. And you know, I'm living proof, right? In my professional journey, right? I have been with then SunTrust Banks less than a year when SunTrust and BB&T announced the merger to become Truist. And that, they brought in consultants to help with this concept of a new company C. I hadn't been there long enough. I was dead man walking, don't get me wrong. Right. But I think that a lot of it, in the aftermath, they were so focused on the why of the new company in terms of what is the why behind Truist and what does it stand for, which I know is very much a part of what you teach with your engagement of the ROI On Why. Why is that so important?

Joe Forgét: Well, I believe there's a reason people got into business and sometimes the drive to get from startup to two, three, $5 million in sales, right? Or revenue, it's a drive and a lot of times the founder, the owner is the primary driver of that to get to that point. And that's where you start to hit those first ceilings, right? Of like, okay, hey, I can't do everything myself.

Scott Raven: Yeah, we talk about it in terms of the six dimensions of freedom within the Corvus framework. Do you have time sovereignty? Do you have decision liberation? Do you have operational independence? Do you have visionary capacity? Right? And to your point, all of these things that if the founder doesn't let go of some things, they can't escape. They're in a prison.

Joe Forgét: Yeah, it just becomes infinitely harder and harder to be everything for everyone, right? And so taking that step back and resetting, you often see companies where there are people that are maybe managing operations, managing accounting, and they haven't really gotten to that true structure that's gonna help them create some flexibility and freedom.

But the process really does, not only create, the other thing in that rapid growth is it's often the founders who define where are we going? Why are we going there? What are our values? And that's great because it's your company. But as the company gets larger and there's more people involved, okay, hey, do we all still agree that that's the destination? Do we still agree that that's the culture?

Scott Raven: Let me tangent a little bit on that, because part of the challenge in some cases as companies grow up is the inclusion of investors and PE firms and whatnot who sing to their own different tune and have their own different perspective. And how do you bring these worlds together where maybe a founder is the great visionary, who knows what was the impact that he wanted to create from this company and for all the right reasons, he got additional support. Additional support not only comes with a cost, but also we value these things as well.

Aligning with Purpose: Finding the Right Funding Partner

Joe Forgét: The way I approach that is if you know that you're looking to take your company to market, whether it's for funding or a total exit, right? Having identified what's important to the organization in advance of that allows you to then find an investor that matches your mindset, right?

Not all investors are going after the same return. I mean, if they believe in the mission of the organization. That's another thing. I don't want to say that talking about a destination as the mission that we're going to achieve isn't about driving the company forward. Of course it is, but if you know what drives your economic engine and the goal is driving this economic engine, the sales and the financial aspect of it's gonna come with it.

If you want to find a culturally aligned, purpose aligned funding partner, PE firm, then knowing who you are at a high level, at a deep level, going into that process allows you to say, this is who we are. Is this a good match? You think about it in the world of dating before marriage, I mean, you need to kind of dig into, hey, who are we fundamentally as humans? And are we compatible?

If we just jump at the largest investment, but they're not aligned with your purpose and your passion, right? You're probably not gonna enjoy things if you're doing it for the greater good and now all of a

sudden it's about, every conversation has X's and O's. That's probably gonna rob you of joy and strip you of some energy, right?

Scott Raven: Agreed.

The Role of Self-Accountability in Leadership

Scott Raven: And I think one of the biggest things that you do with these firms, and it doesn't have to be just in terms of funding or exit or whatnot, but you have this concept of transition readiness and how you ask the tough questions to say, all right, I heard you. I know what you want. But are you really ready for this?

Joe Forgét: Yeah. When working with companies, with executives, leaders, oftentimes we want something, but we have a hard time allowing ourselves to change, right? Change is not easy. And so accountability to change is one of the reasons that, I mean, coaches have coaches, right? And top performing athletes have coaches, look at it. They have different strength coaches, swing coaches, head coach, whatever your position coach, right?

There's coaches throughout life for top performers. And when you're trying to make that transition, you can want something and not necessarily know all the steps to take or hold yourself accountable to that change. That's where leadership, team coaches like myself, peer advisory groups, different things can come into play that can help you think through topics differently. Maybe find what's our path forward and ultimately hold you accountable to do what you say you want to do. And it's a tough one.

Scott Raven: Yeah, we talk about it all the time here. That self-leadership, our point of view is it's got three critical components. Self-accountability being one of them, self-awareness and self-belief being the other two.

Understanding and Overcoming Personal Saboteurs

Scott Raven: Do you often find in these conversations that the challenges in self-accountability are sometimes born from a lack of self-awareness?

Joe Forgét: Absolutely. I've been on that journey myself. Years ago I had the privilege to go through the positive intelligence mental fitness program with my then Vistage Chair. And she had become a positive intelligence coach and brought it into her coaching and going down that path. It was interesting. I'm not sure how familiar you are with the positive intelligence, the book, the concept.

Scott Raven: Why don't you explain it for the listening audience? Because they may not be.

Joe Forgét: So the overarching premise is that we all have a judge and saboteurs, right? And the judge is what kind of gets our backup, our neck up saying, hey, something's going on. Right. And then it'll bring in an accomplice saboteur. And those saboteurs are different strengths in different people, but we all have them. And while we may have learned over life to not listen to them as loudly, they're there and they were defense mechanisms from when we were young.

Scott Raven: Totally makes sense. We talk about the villain ally concept here within the platform and how do we take our internal villains and turn them into allies, so totally makes sense.

Joe Forgét: And you know, those saboteurs, how you react to them. Right. Understanding and identifying. Okay. Hey, and for me, my top two saboteurs were hyper achiever and stickler, right? And so my hyper achiever saboteur says, if I'm not succeeding, I'm doing something wrong. I'm not worthy. Right. Well, does that really mean that? No, because you can have a down day, you can have a down month. It doesn't make you any different than you were last month. But that's not the voice you're hearing in your head. Right?

And then stickler is my way is the best way. Well, I'd say many founder CEOs suffer from stickler and controller, right? My way is the best way, or I need to know what everybody's doing. But you can't delegate if you need to know everything everybody's doing.

Scott Raven: You end up being a micromanager and pissing people off along the way.

Joe Forgét: Oh yeah. And what I had to learn was when does it need to be done my way? And when am I after the desired outcome? And so when I can identify those two things in my own head, then it's easier for me to say, okay, hey team, this has to be done this way. Because if it's not, it will break something right. Versus we're after this outcome and here's my milestones along the way of where we need to be, go execute it.

Right? And that's where you could put your faith that, hey, they might do it a little differently than me, but hey, they're still getting the desired outcome. And so being that self-awareness for people, we can be our own roadblock or barrier and we don't mean to be, we just are. Right?

I think that's where transition readiness, that mental awareness and the willingness to let go, empowering others requires you to let go and you're not gonna know everything that's going on all day, every day. And that's tough for some people.

Scott Raven: And you know, I think it's a beautiful segue to another area of your life with this concept of just because somebody does it differently doesn't mean that that way is wrong. It could work for them. And why I wanted to segue this is in terms of the running streak, because you have been doing this running streak, if I understand it correctly, since May of 2020. So over five years of consistently pounding the pavement. Now, full disclosure, I am 0.0 status, right? I've done my marathons right? I can't escape the plantar fasciitis bug, right? I'm done, for lack of better term. So the fact that you have been able to keep this up for so long with such consistency and discipline is phenomenal. What does this streak mean to you?

Joe Forgét: It's interesting. I don't talk about it a whole lot, but it is a big identifying component in myself over the last five years and it is over 1900 days at this point. I feel like there's been days I haven't wanted to go out and do it, and yet I say to myself, okay, just go out and run.

My streak, full transparency, everybody's got different streaks. Mine is a minimum of one mile per day. And I'm averaging closer to three miles a day over that time period. So sometimes I'm going out and running eight or 10 miles. Other times I'm running a mile. But there are no rest days. Rest day is a mile.

It's that commitment to myself to just stay focused, and then also how do I fit that in, right? Oftentimes people say, I don't have time to go to the gym. I don't have time for this, but you can make the time. And so there's days that I'm gonna be facilitating sessions for eight hours. I just get up two hours earlier and I go run. And it's amazing because that 20 plus minutes of exercise, right, can get your brain firing. I'm more awake, more alert and a greater asset to the team that I'm working with post run than I am if I just rolled out of bed, had coffee and I'm still groggy. Right.

Scott Raven: Oh yeah. I mean it's a euphoric high. I mean, the dopamine is hitting your system from having a good run and that translates forward.

Joe Forgét: Absolutely. And you know, it started, it's funny you mentioned my daughters earlier and I am a proud dad of two amazing young women. They're 21 and 18. I'm super proud of them. It was funny because my ex-wife and I, lovely woman. We're very great co-parents but prior to us getting divorced, she had run a half marathon. She was training for, she wanted to run a full marathon. And I was like, well, then I'm gonna run the half marathon. And so I trained for that. And this is like gonna be my first, you know, I had done a 5K and in all full transparency, she wanted to run a 5K and she ended up placing, it was this 5K at the kids' school. And they were so proud of her and I was like, well, you know, I gotta do this too.

Scott Raven: I'm chuckling alongside you because I got into marathon running on behalf of my late mom who passed due to breast cancer. My sister joined the Dana-Farber Marathon Challenge team, so she ran her first marathon in 2016, but I trained up for a half marathon to run with her. And then I joined the team next year and that's what started my marathon days. So, you know, just somebody pulling you in, right, for lack of better term.

Joe Forgét: Absolutely and the whole reason I end up doing the full was when we were leaving to go do the marathons, because it was down in Miami. My older daughter, I don't know, she was maybe nine at the time. And she said, so mom's gonna run the full and you're gonna run the half. And I'm like, yeah. And she's like, so you're only gonna run half as far as mom. And I was just like, man, kick a guy while he is down. Right? I mean, you were talking about going out, running 13 miles.

And so that kind of was a little bit of early motivation, but then I found I just loved it and I think better when I'm out running. And you mentioned running for Dana-Farber and that was kind of your motivation.

Lessons from Marathon Running

Joe Forgét: Honestly, my last marathon that I've run was in 2019. It was the Marine Corps Marathon.

And one of my best friends and I ran that in honor of our fathers. His father had passed away on August 1st, and my dad had passed away on December 19th, the following, you know, like four months apart. And so that following year we ran it in honor of our dads because they're both military.

Scott Raven: I gotta imagine that. I mean, because Marine Corps is a very tough finish. It's a false flat up to Iwo Jima Hill and it's a steep hill to climb in that last couple hundred feet. But when you cross finish line and the Marines are giving you your medals, whatnot, there must have been euphoria in terms of having completed that for such a worthwhile cause.

Joe Forgét: Uh, that's a word for it. It was a tough day. The year I ran it, because you know, here I am, I live in Florida and I'm from the northeast. I'm from upstate New York, and so I'm like, okay, hey, it's October 27th, you know, it's gonna be cooler, it's gonna be a great run.

Scott Raven: DC can be tricky. When I ran it in the summer of 17, right? It was 55 degrees, but it was 90% humidity. So when I got to the National Mall in mile 18, right? I was cramping all over the place. I had to trek myself across the bridge, for lack of better term.

Joe Forgét: When I ran it, it rained, started raining at about 12:30, you know, that morning, the night before. And I'm not talking like a little drizzle, it was pouring rain and so there was about five and a half, six inches of water in the road while we're running. So you're going, you know, I mean, you know the hills, right? You're up, down, up, down. I mean, I'm soaked. I'm soaked. Right?

Scott Raven: It's not just that it has got all the switchbacks as well, so you're watching all the people who are ahead of you going the other direction and just like, oh my goodness.

Joe Forgét: I thought that was miserable. Right? And then what I found was when the sun decided to come out and it stopped raining and it went from, I don't know, 55, 60 in pouring rain to about 75 or 80 degrees and sunny and it just cooked all that water off. I mean, that was like awful. And one of my friends who ran it as well, we had a group of us that ran and a good friend of mine ran it and he's faster than me. And so when I was like, you know, when the sun came out around mile 20, 21? And he is like, I don't know, it was still raining when I finished. And I was like, you know, because he finished way before me. But it's funny. It's a great run.

Scott Raven: Yeah. We'll spare the listening audience the rest of the stories. But when we talk about this story, when I talk about my 2018 Dana-Farber experience, which was running through the washing machine, when I talk about my 2019 experience in terms of the four seasons run, right? This is the type of stuff that we're talking about. You never know when it comes to marathon. But I do want to begin to start to close this out, and you had alluded to it with the focus on your daughters.

Final Thoughts and Key Takeaways

Scott Raven: You got two amazing daughters, one who is studying forensic science, the other one PR communications. They're listening to this podcast episode. What do you want them to take away as the key lessons?

Joe Forgét: Hmm, put me on the spot and try not to get too emotional. You know, throughout life, I think I mentioned it earlier, there were things I learned at my first employer, things we did well and things we did wrong. Their mom and I used to say, there's no owner's manual to being parents.

And so, you know, I'd like to think I did more right than wrong, but in the end, I'm proud of them because they're extremely self-driven, but not to a fault, right? Like they're not doing it absent of enjoying themselves. And they've done some really amazing things. My older daughter just came back from studying abroad and that transformation of who she was when she left for England and who she was when she came back was just paramount. I mean, tremendous difference in her and just her comfort and confidence and I think it's amazing.

And my younger daughter, you know, she just amazes me at every step with some of her decisions.

She used to ride horses and unfortunately we had to put her horse down and you know, how she handled that process was amazing. But then as a junior in high school, she decided, our lacrosse team needs a goalie. I'm gonna try out to be the goalie. And not only did she try out, she started every game her junior and senior year. And I remember her saying, you know, I said, how did tryouts go? And she goes, dad, I'm a natural human shield.

And she really was, and honestly, during lacrosse season, she was very bruised and colorful, but she saved more than 50% of the shots throughout her two years. And she had never played lacrosse a day in her life.

Scott Raven: Sometimes you just need to be in the right place at the right time and outstanding things can happen. Right? And I am, you know, thrilled that we have the opportunity to meet and get you on a podcast. I mean, this has been a phenomenal discussion. How can people learn more about you, Joe? How can people learn more about your company? Give some details.

Joe Forgét: Well, my company is Igniting Momentum. We've talked a little bit about the ignition framework, align, activate, and accelerate. My website is ignitingmomentum.com. My LinkedIn is /in/joeforget, spelled like forget. Easier to remember. You'll never forget. Be more, forget less, shop at Target.

So, but that's the best way to find me online and you can learn more about me and always open to a

conversation.

Scott Raven: Yep. We will make sure we'll put those links in the show notes. And Joe, any final thoughts before we close out this episode?

Joe Forgét: No, I just, Scott, I wanted to thank you for the opportunity to be on the podcast today and for letting me share my story and hopefully, you know, it has some impact on people moving forward.

Scott Raven: Oh, it will, pun intended, it will ignite some people. I promise you. I'll put it that way. But Joe, thank you so much. You know, it's been an honor to have you here on the podcast, right? And you know, to my listening audience, thank you so much for taking the time to hear this. Please take away the wisdom and act on it in your lives. Subscribe and share, particularly for those people that are in your circle who could use this wisdom. And make sure to leave us comments so that we know what's resonating and what we could do to drive more impact through this vehicle. But until then, I am Scott. We will see you next time on The Corvus Effect. Take care.

Outro

Scott Raven: Thank you for joining me on The Corvus Effect. To access today's show notes, resources, and links mentioned in this episode, visit www.thecorvuseffect.com. While you're there, you'll find links to our free tools and resources to evaluate where you currently stand versus your aspirations with personalized recommendations for action. If you found value in today's episode, please take a moment to subscribe wherever you get your podcast and share with those who may benefit from it. You won't want to miss future conversations that could transform your approach to leadership and life. Join me next episode as we continue our journey towards building lasting legacies that matter. Remember, it's time to soar towards your legacy.