Albino Sanchez | Failing Your Way to Success: Prioritizing, Purpose, Passion & Leadership

“Your role as a leader is to help your team grow.” ~ Albino Sanchez

Guest Bio: Albino Sanchez purpose is to transform lives and organizations through leadership and culture within sports, education, and coaching & consulting. Expert General Management and Operations executive, specializing in leadership from strategy development to excellence in execution. Known for delivering top and bottom-line results in software, energy, higher education, government, enterprise, and logistics. Recognized as a human-centric leader, creating, and developing high performing teams built on trust and growth. Passionate in driving cultures that promote enablement, ownership, and accountability.

SHOW NOTES: 

• Website: https://www.ahaimpact.com/
• LinkedIn: https://www.linkedin.com/in/albinosanchez

REMARKABLE LISTENER SPECIAL OFFER(S):

• Save up to 80% off EVERYTHING you buy at MyPillow.com/Remarkable with FREE Promo Code, “REMARKABLE” at checkout. Enjoy over 250+ quality and comfortable American products and sleep better than ever! 

CORE THEMES, KEYWORDS, & MENTIONS:

• building your own purpose, clarity, Mexico, Spain, USA, partnering, emotional distance, communication, love, entrepreneurship, bench marking, nepotism, best practices, management, leadership, theft, shrinkage, bankruptcy, trust, values, attitude, interpersonal relationships,personality tests, assessments, training, believing in your employees, delegation, management, fixed mindset, growth mindset, solvency, strategy, KPI, panic attack, burnout, sleep deprivation, balance, priorities, cardiac arrest, organizing your priorities, life balance, time, leadership, people centered leadership, growth, vision, loneliness, transformation, achieving the vision, water ski champion

For more Remarkable Episodes, Inspiration, and Motivation, please visit https://davidpasqualone.com/remarkable-people-podcast/. Enjoy!

Transcript

Albino Sanchez | Failing Your Way to Success: Prioritizing, Purpose, Passion & Leadership 

INTRO Albino Sanchez 21 Feb 24: Hello, my friend. Welcome to this week's episode of the Remarkable People Podcast, the Albino Sanchez story. Before we get started, I just wanted to thank God and our sponsors. Today, this episode is always because of God's grace that I can be alive and you can be alive and we can be here together. That's the honest truth.

And then for our sponsor, MyPillow, they not only support our show so we can continue to bring you great content, [00:01:00] but they give you promo code Remarkable, where you can get up to 80 percent off everything you order, and at this time, free shipping on the entire order. So go to MyPillow. com forward slash Remarkable, get sheets and pillows and mattress covers and more.

Thanks. What's it called? Slippers and they even have coffee. So I haven't tried their coffee where I got the subscription, but I use the slippers every day, the mattress pad every day, the three inch coil. I use the slippers every day. I use the comforter every day and I love it. And that's not because they're a sponsor.

That's because it's great quality stuff. So now you get my pillow quality. You get up to 80 percent off everything. You're supporting American owned company. You And you're supporting our podcast. So thank you. Now, as for today's guest, Albino is going to share his remarkable journey of failing his way to success.

He's going to talk about the good, the bad, the ugly, the highs, the lows, [00:02:00] his failures, his successes, his learning points, and he's going to bring us through a journey that we can not only connect with, But learn from and become better humans, not just business professionals, but balanced people. So at this time, get out your pens and paper.

You're going to hear from our friend Albino, who is an entrepreneur, a business consultant. He's an author and he's got a lot going on in his life and he's got a lot to share. So listen to the entire episode, share it with your family and friends. And most importantly, Don't forget to apply what you learn so we can see you at the top.

I'm David Pasqualone and enjoy this episode now, The Albino Sanchez Story.

[00:02:45] INTERVIEW Albino Sanchez 21 Feb 24: Hey, Albino. How are you today, brother? I'm doing great, David. Thank you for having me. Oh, it's an honor. It's an honor for our guests, whether they're here for the first episode or they've been with us all four years and they're [00:03:00] loyal community members, what we're going to do today is go through Albino's life journey, and we're going to talk about his highs, his lows, his in betweens, and we're not going to just talk about what he was able to achieve or overcome in life, but we're going to stop along the way, reverse engineer how he did it.

So you and I can too. So Albino, at this time, brother, let's start off in your story. Where were you born? What was your upbringing life? Tell us what started the path for you to make you the man you are today. Sure. Well, I was born in Mexico City and I was the, I'm the oldest of three boys. And well, I had a nice childhood.

We, we were okay. Financially and well, but the, the, the downside was that my father and my mother were so busy. They were so into their lives that [00:04:00] that I wasn't so, we weren't so close, you know? And, and that affected me in my childhood emotionally, and, and that's something I've been, you know, caring throughout my life.

And it's, it's, I, I've learned through, through life and through, therapy that those early years are so, so important in a child's life. And, and it, it, it seemed like everything was great, but, you know, a kid needs, you know, more communication, more love, more interaction with their parents, et cetera.

And, and well I, I was a pretty much lonely kid and and well, that's, that's, that was my, you know, my beginning. And so I started, you know, growing and went through a very good school and, you know, I, I, I achieved, you [00:05:00] know, the, the, the challenge of finishing in that school. My, my brothers were not able to finish there.

They changed a lot of schools. And, and then I, at early, at an early age, I started, you know, After in high school, I started working, for my dad and that's, that's where I started, you know, my, my journey. Actually the first, the first semester of college, I started working and, and this was in a, in a convenience store my father owned.

This convenience store is something similar to a 7 Eleven. And I was that was my first working experience. And while the store was You know, it was profitable at the time. And, but I sensed that, you know, many things could be done to improve the image, the, you know, the way they manage the store, et cetera.

I, I started business, business administration and finance at school. I [00:06:00] I loved learning. I read a lot and. And I started doing some benchmarking, benchmarking. I watched what other convenience stores were doing, like for example, 7 Eleven and in Mexico, there's a big chain called, chain called OCTO and I realized that they, they have very good controls and a good image and a brand.

And so I started, you know, implementing all those practices. And I realized that the, the current manager was not really cooperating. He wasn't he didn't agree with all these changes and he was not really the person I would. That would help me to do it. So, so I had to make some tough decisions and I had to let him go.

And imagine at that young age, doing those kinds of things and you're always, you know, doubting yourself. That's what, what [00:07:00] happened to me at the time. Should I do this? And you know, that, that manager was, you know, treating me as if I was a, you know, a spoiled child, you know, that, that, that his dad gave him this responsibility and that.

So I'm such a young age and I had to overcome, overcome that, that, that sought out, right. And I had to follow my instincts and, and trust myself. So I, I did that and I brought in a new manager and I changed the, the, Inventory system, etc. So I, I sourced the goods from, from a warehouse that I, you know, I drove my, my car and I stuffed my trunk with goods.

So it was, it was fun. It was a lot of work, but I was, you know, I had this passion of, you know, creating, transforming this small organization into a you know, a best practice, right? You could see it and you could [00:08:00] get confused. Maybe if this part of, you know, that other chain, this looks really professional.

So that was my, my inspiration, right? To, to really This, this business, I even invited my wife to help me and we branded the business. We created a logo, a name, we painted everything. So it was a great experience. It was like my first experience, especially managing people. That was, I think that was the most difficult part.

And, and well And let me ask you a question, when this is going on, a lot of times a father gives his business to his children, allows them to manage it, and they stay hands on or they're, they're almost working against you. Sometimes they're hands off and they let you make mistakes. What was your father's approach to allowing you to manage his business?

He was totally hands off. He, he gave me total freedom and I was, I felt [00:09:00] that that was a great responsibility, right? He, he was not really guiding me. He was not really supervising me. So that was huge for me. And I felt hugely responsible. And so I was really, really, You know, being very, very attentive to everything.

And it was there as much as I can, I could, you know, you're juggling school and, and, and the business. And, and I also got some advice from others or from other people. For example, in finance, I reached out to my father in law and he, he gave me some advice on finance and then I, you know, I usually, as I told you before, I benchmarked and so I, and I liked it.

to read a lot. So I tried to, you know develop myself and, and, and as quickly as possible by reaching out to many sources. And that, that's the way I started, you know, making [00:10:00] changes and improvements to the, to the business. And, and I presented to him once a month to my dad the results of the business.

That's something he was not used to. I wanted to be very professional and so I, I even, we went to a hotel and we rent, rented a, a room and I presented to, to him. I tried, tried to do, to be very, very professional and it was great and, but. You know, at some point the numbers started to, to look bad, and, and the, the reason was that, the goods on the shelves started to, to disappear and, and the inventory system was was not working correctly, and the provider was not fixing the, the system.

Something weird was happening there. So after some, some being, I realized that this new manager [00:11:00] was really betraying me. That was really, he was really not being honest and we had to, we, we, we just, we not just had to fire him, but we, we Had to close the, the business, so we closed the store. So that was my first big experience in, in business, which was huge for me at the moment.

You know, imagine, imagine, taking to background, bankruptcy, the, the business, the that business and you. Fortunately, he had other businesses and he was not depending on this one, but it was, it was big for me. It was a big failure at the moment. And, but also this gave me a lot of lessons, a lot of learnings.

And the biggest lesson was that Okay, it's okay to, to trust people, but you need, you need to supervise. You need to have controls. You need to, not just, you know [00:12:00] blindfolded, trust people. So that was one of my biggest Yeah, and I can't even imagine. So you're married, but you're still young. You're running a family business.

You're doing everything right in the sense of, you know, making improvements and growing and developing. But you, like you said, you blindly trusted the manager and he was abusing that trust, drove you into bankruptcy. So. We're going to cover a lot of ground. I have a personal question for you and a business question.

We'll start with the business question. So on the business side, like you said, you learned a lot of lessons and that's going to, I'm sure, come into your story. But for people managing now all over the world, there's different cultures, there's different scales, but for people managing when it comes to relations and trust, what are two or three tips or, you know, insights you learn from that experience that our listeners should be looking for in [00:13:00] their people or relationships, not people.

Sure. Well, I think it's important not just to look for the competence of the people, the person that you hire, not just, you know, the, the background Regarding the skills, regarding the knowledge, the experience, you also need to check and be very careful with their values, their attitude, their, you know, the human side, right?

And that's not easy to, to see in an interview. Right. It's not so easy Many times, you know, people can be, can act and people can be very talkative or can con convincing through their speech. So what I would recommend is, and that's just something I've been learning throughout my journey, is that, it's, it's, it's a good tool to use an assessment.

It to give you a, [00:14:00] a broader, a, a, a more detailed, picture of the person, and also to ask some questions that have to do with their behaviors and their values. When you're in an interview try to, to ask what if, if I hired you and this happens in the business, what would you do? And if you have this kind of conflict with, with a coworker, what would you do?

And so those kinds of questions are useful. But still, they can, you know people can also give you the best answer. They think you, they, you want to, you want to hear, right? So it's important, for example, something that's very useful is to keep, to put them into a, you know. Challenge or I don't know, I don't know if the word challenge, but for example, a business case, know that you could give, give, give it to them and, and ask them to present to you and, and, you know, [00:15:00] see them in action.

That would be the, that's the best thing. Not just, and you know, Japanese culture says, Hey, invite, invite them to a tennis match, for example, or, you know, to have some activity outside of the formal interview. So that you can see them in action, you can interact with them, I think that's very important because, for example, playing something with them, a sport, you know, a tennis match, you can learn a lot about that person by how that person reacts when they lose a point or they win a point or etc.

So, yeah, try to, you know, compliment the interview with some other, type of, you can experience a person, you know, their their, their real attitude, their real personality in other scenarios. Yeah, I couldn't agree more. And for anybody listening to Albino, that is great advice. If you're interviewing people, I remember Organizations I worked with people I hired, you know, tell them they're going to go to lunch and take [00:16:00] a car ride, have them drive.

You get to see their car. Do they keep it clean or is it a toilet? You know, when they drive, do they get road rage? When you get to the restaurant, You know, someone, if it gets serious, especially for executive positions, invite their spouse, because if their home life's terrible, your performance at work's probably gonna be terrible.

So Albino, I think you're spot on, man. That's great wisdom. And for our listeners, hopefully you can apply that to your life. So now you're married, your business goes bankrupt, and you learned a hard lesson. Didn't even really do it. It wasn't like bad management of the business. It was employee related relations.

Where do you go from there in your career and your life journey, Albino? Well surely after that, I, I got, I got married afterwards and we. Oh, I'm sorry. I thought you said you were married during that. I apologize. After that, my, my, [00:17:00] sorry, I mentioned my wife, but she was my girlfriend at the time. Oh, okay.

Okay. Gotcha. And, and after that, I got married and we, we, we lived for a year in Madrid where I was starting my master's degree. And when I came back, I I worked for a consulting firm and this was, an amazing experience because I, I had the opportunity to work with management teams of large organizations with CEOs and managers.

And so I was, this consulting firm, we were focused on strategy execution and this, the, the framework that we use was balanced scorecard. We were, we were representing Dr. David Norton and Robert Kaplan, who were the, the authors of this framework. [00:18:00] And this framework was really, you know, it was like a trend at the time.

Everyone wanted to experience the Vial Scorecard. And so this, I wasn't at the right time, the right moment where we were expanding. We were, you know, it was an amazing experience where I was learning a lot. We had different projects with different companies, like for example, the oil and gas national company in Mexico, which is Pamex.

It's a huge company. That's the second largest company in Latin America. So I was, Working with them and Grupo Modelo, which is the largest brewing company in Mexico. And so imagine the experience. And I also learned how to be a trainer. And here I want to share an anecdote here. It was also a At the time was like somewhat of a failure, but that helped me afterwards, which that [00:19:00] day I was stuck.

It was the early days in the project with Grupo Modelo, this this brewing company, and I was appointed to give a training session as to a group of, there were two groups, a group of managers and a group of directors. And we were two consultants. And the other consultant, my colleague asked me, Hey, which group would you want, you want to take the directors or the managers?

And this was my first training that I was going to deliver this. So I was not really prepared. I was, it was my first one. And But I, you know, I had this internal fire and I say, Hey, I'll take the director's one. Okay. All right. And I did that. And I think it was a mistake. I got really nervous throughout the training in the morning and, you know, it was uncomfortable.

Yeah. I was, it was very [00:20:00] noticeable. I was nervous. I was, you know I was not fluent. And by the middle of the day there was a, there was a complete day training. At the middle of the day, in the break, the, the, the organizer, said, talked to my boss and she said, Hey, we're going to switch the groups.

We're going to put Albino in the manager's group because he's not doing a great job here. So we did that and I did a better job there, but that day was It was a disaster, actually. The organizer told, the client told my boss, I don't want Albino in the project anymore. And you know what happened? My boss said, No, I'm not gonna, I'm gonna, I'm not gonna let that happen.

Albino is going to stay and he's going to train more groups and you're going to see that he's going to, he's really great. So that [00:21:00] was amazing. And the client said, okay, let's see. And I continued the training and A lot of groups. And, and I, I, from, we were like six trainers and we had these evaluations from our attendees and I was the highest evaluated, no I was the best trainer and in the project.

So that was a great experience. Let me ask you a question that stopped there because. Even though in today's society, there's probably more leadership and management training than of all time in history, right? Before people learn from experience and through, like, watching someone doing it right. And now today, everybody reads books and takes seminars, but they're not a leader in the sense of Actually getting it, they don't get it.

So when you have an exceptional leader that says, no, he's going to keep going or somebody loses a million dollar contract, [00:22:00] most of the time, a manager or even executive will be like, you're fired when really it's like, okay, you just lost a million bucks and I go back and make me two, you know, there's a difference in the mentality of a great leader.

What was your relationship like with that manager that kept you from Did he just see something in you? Did you know him? Had you worked with him for a long time? What, do you know what it was that had him say, no, we're keeping him and you're going to see the change? Well, I had been working with him for like six months and We, yeah, we, we, we knew each other pretty well.

We, we had this connection. He's a, he really knew me at a personal level because we, he's, he's, you know, we're a similar type of personality and I think we understood each other very, very well. That helped. And he believed in me. He believed in my potential. He, he saw that what I been doing those six months and he, [00:23:00] he, he, he knew, he knew that I was in a work in progress regarding training.

And I was, I was I'm going to get, I was going to, you know, overcome that situation. I was going to be really good. He knew it. So he, that was, that was key for me that I had his support and that he really believed in me. And, and that's, that's, that would be my main advice here for leaders that if your coworkers Sense that you believe in them, that you trust, that you trust them and you see their potential.

They're gonna do whatever it takes to get there. That's what's happened to me. And I had that, you know, commitment because I knew that he was expecting high standards and I already had those high standards, but I was a little insecure at the time. So that was key, having that support Yeah, and I think there's two major leadership lessons [00:24:00] there.

Number one, like Albino said, believe in your people and let them know it. Right. But if you have an employee that you don't believe in, you're not doing a bad thing for any of you. Let them, you know, find a new career because if you don't believe in them. You're never going to fully support them and they're never going to have their best performance.

So would you agree or disagree with that? Totally agree. I see a lot of managers that they tend to try to do everything themselves and they don't delegate much. And that's because they don't trust their people and they're not doing any good for them or for the team, because, you know, they are overwhelmed, overwhelmed And they are micromanaging their people.

So if, as you were saying, if you don't trust your people, you need to do something about it, where you need for you, you need to work on your delegating skills and your perspective on [00:25:00] people. And then you need to start, you know, Letting go and start trusting and people are not perfect. They are going to make mistakes.

You need to, you know be okay with that. And people are, you know, I always recommend this book, the book Mindset. It's great because it talks about the fixed mindset and the growth mindset. And we need to fix mindset is where you think that, you know, Everything is fixed, that you are a victim of the situation and there's nothing to do, there's, the destiny is written and the growth mindset is, hey, I can learn anything I want, I can improve in anything I want, I can achieve everything I want.

So, if you are in the growth mindset and you see your people as, People that are improving, that you can, and your role is to help them grow. That's your role, right? And so obviously they're going to make mistakes and you need to be okay with that. So where does your life go [00:26:00] from there? Okay. So this consulting, job was really, Great experience.

And so I worked for many, many clients. And after that, I, I worked for a while with my dad again in another business, you know, a factory, a bread factory. They, they were this bread, like, you know, This bread for like for sandwiches and hamburgers and all kind of packaged bread that you sell at supermarkets.

And what was his, what was his attitude towards you? Did he understand that my son did a great job and this guy took advantage of him in his, you know, youthful nativity? Or was he like, I gotta keep an eye on you. What was his relationship with you at that point? He knew that I was young and that was part of, you know, my, my growth [00:27:00] experience.

And he was, he never really was, got angry at me and what did you do? And I think that he, that part, I really appreciate that he, he didn't Get back on me for that. He, he, he understood that. He didn't hold it against you is what I was getting at. He was, he knew that's a life lesson. My son will always remember.

I'm proud of it. Yeah, yeah, yeah, yeah, totally. And he always wanted me to work with him. And so, but you know, I realized that I was, I wasn't, and this was hard. I wasn't really, being. shaped or being developed by him because he was, as I told you before, he was so, so hands off that I was like, you know, on my own.

And that happened again in when I worked for this bread factory that he owned. And also I was there, you know, many times, Later than the convenience store. But I was in charge of [00:28:00] an organization with more than 100 employees and I was in charge of that organization and I worked there for like, for three years.

And, and this was a big challenge 'cause I, I, now, I, I, I had that. That previous experience that I didn't want to repeat that and, but this was different. He had a good team there. He had an amazing production manager that I relied, relied on him a lot. And so we need a very good team. And it was a great experience.

What I can say here is that what happened after that, my, after a few years later, my, my dad passed away and I, and the, the business, my, one of my, my brothers was in charge of the business and the business started, you know, Being, having big, big problems until we had to [00:29:00] close the business. Mm-Hmm.

And, and I, I had to sell the bus. I, I, my idea was to sell the business. And I, and I managed to do that. I managed to, to find someone interested and, and we sold the business. But actually we. We solved all the debts, basically, so that they can, you know, keep, keep the, the, the employees and, and we get rid of, of the, of the debts.

So that was, that was A solvency, basically? Instead of bankruptcy, a solvency. You broke even and you walked away, or did you, were you able to make some money? No, no, no. We broke even and we walked away. Yeah. Okay. I didn't want my, my, my mom to, to have that heritage of, of, of a business in bankruptcy and having to pay employees, et cetera.

No, not at all. What I managed to do is to, to sell the business, but, you know, basically, you know, deliver the business to someone that could manage the business and take all the steps with it. And so that, that's it. [00:30:00] So that, yeah, there's a, there's a story with that. Company. And so that, that, by doing that, I, I, I protected my mother, right?

So that she didn't have to deal with those debts. Okay. And actually I have another question about that. You said you have two brothers, two younger brothers. Yes. No sisters, just two younger brothers. Yes. Did they work for the same organization or did they go off and do their own thing? They worked for my dad, always.

And, but they, I think that the, the main problem was that since my dad was not a leader that developed his people, they didn't grow much at those companies. They stayed like stable and what, what they were. And so I decided to leave my dad before he passed away. I talked to him and, hey, I need to work for someone else.

And [00:31:00] so I, I worked and there was a tough conversation with him. I invited him for a coffee and, hey he said, I'm sorry I need to leave. I, I know you want me to work with you, but, I need to grow. I need to experience other things. I need to not be the, the, the son of the owner of the company, right? And, and that's, and he accepted that and it was tough for him.

He wanted me to stay. And so I, that, that was it. And I had the, I was, I was brave enough to, tell him that and my my brothers I think they they weren't brave enough or maybe they were a little more comfortable there and so yeah I decided to to go and look for a job and then a head hunter contacted me and and I got a really great job Large transportation, passenger, bus [00:32:00] transportation company.

And that was an amazing experience there. I, I, I got to create the, the strategic planning department for them. It didn't exist at the moment. I, I was hired for by the CEO. Actually, it was almost like five months assessment, all the interviews. And it was I was in a pretty tough hiring process and I got in and I was really proud of that.

And I was going to report to the CEO of the group. This is a company with more than 20, 000 employees. And I was reporting to the CEO of the company. So it was an amazing experience. Achievement for me. And, and I was there, I was hired to manage strategic projects for the CEO. But when I share with him what I did in the consultancy for, for other large organizations, where I helped [00:33:00] them to define their objectives, their, their, KPIs, their projects, et cetera, so that they could execute the strategy.

He really liked that. And he said, Hey, okay, why don't you do that here? And I, and they, they gave me the opportunity to create the strategy planning department. So that was a great experience. And, and I had another anecdote, an anecdote there, where I was, I was Four years and I, I had to organize the annual strategic planning retreat right.

The, this offsite with all the directors. And there were, there were 40 directors in a big room. And I was moderating the, the, the meeting, we're talking about the strategy. And this was a two day, two day event. And. By the end of [00:34:00] the first day, I started getting a panic attack. I was because the previous two weeks I skipped a lot of meals.

I didn't have much sleep. I was really on a burnout, right? And, and I was feeling really bad at night and I, I, someone took me to a hospital and I was not able to be there by the second day. So I asked someone from my team to To take over and, and well that, that was a, you know, that was huge at the moment for me because I, you know, being in the hospital, the doctor said your heart was preparing for a heart attack.

We can see the cardiac enzymes in your blood. So, That was a big call for me and I realized that it wasn't worth it, right? To, you know, to take it to the extreme that [00:35:00] you risk your life, right? For, for a job, for, for your business. And, and, and that's, that was so big lesson for me that. From that moment, I've been balancing my life, you know, because I learned that you need to have priorities and your priorities should be yourself.

You need to take care of yourself, take care of your family, and then take care of your business. And I have that all the other, all the other I, at the moment, I was, everything was about the business and I didn't have time for myself, no, or for my family. So yeah, that was a big, big experience, a learning experience.

And to get balance in life. Is, you know, the biblical model, like Old Testament, New Testament, God's always talking about balance, you know, adjust weight is good. A false balance is bad. [00:36:00] For people out there, whether it's their personal life or their business, and most, most of them always intermesh together.

What are some of the things you've learned? Like everybody's different, but what are some of the foundational things you've learned to balance your life, Albina? Well, I learned that there's no such thing as, I don't have time for that. We use, we usually say that a lot, right? I don't have time for that. I don't have, and we usually don't have time for, for a hobby or for something we enjoy doing, right?

Or for pursuing a dream maybe, because we're so busy with our short term goals and, you know Surviving many times, right? And that we, you know, leave aside our dreams, right? And we leave aside our desires and our passions. I don't really, for example, there's people that say, I [00:37:00] would love to exercise daily, but I don't have time for that.

I would love to read books. I don't have time. Okay. So first thing is there's no, no such thing. So one, one of my bosses, my previous boss has said, one time said, if you say you don't have time for that, the only, that means that that's not not important for you at the moment. Okay, so what are you investing your time in?

That's, that's what you're prioritizing. So, first of all, you need to organize your priorities. Okay, and really going deep and, and, and, and put it on a, on a, on a scale, right? What is it that is more important for you? What's the most important, in your life, right? And this is very, very transformational when you realize that.

You shouldn't be just reacting in life, reacting and [00:38:00] surviving. You should be on top of things and planning for the future and, and aiming for a bigger life, for a life where you are really satisfied, where you're really excited about what you're doing and what, and who you are. So if you start thinking about that, then you're going to start changing your priorities.

You're going to start seeing that, Hey. If I don't really enjoy the moment with my family now, that my kids are at home, when they leave for college, when they, when I don't see them, just, I'll see them just in Thanksgiving, I'm going to regret that, right? So, I better Enjoy them now, right? That's just one example.

So what is it that you love most and love them now and, and, and spend time with them and do your hobbies and, and, you know, take care of yourself, right? And that's something I, I would recommend to, to really make an [00:39:00] exercise of, introspection and ask yourself, where are my priorities? What is, what, why, why do I, What is most important for me in life.

Now, be coherent with that, be congruent, and invest your time according to those priorities. And your life is going to be much more enjoyable. I agree completely. And you know, you have God, and yourself, and your family, and your friends, and everything else is just icing on the cake. So I think that's, that's great.

Spot on advice. Thank you, Albino. You're welcome. And there's always time for everything, right? You know, I learned that as well. You don't, you, you need to be efficient and focused when you're on one thing, okay? And try to leverage your, your time. Try to get some advice from experts. Try to get some help from maybe a virtual assistant.

Figure the way to be more efficient with your time. And, but to fill [00:40:00] your, your life with much more things that you really love and you're passionate about. Don't, don't, don't cancel because thinking that you don't have time for that. Don't cancel those things. Bring them into your life and figure out how you're going to do a lot of things.

You're going to be much more happy. Yeah, we were just talking about that. A friend of mine and their son, we were walking into a grocery store and somehow we just got on the topic of, would you rather have a hundred dollars or an hour, you know, what's more important? And they're like, a hundred dollars.

I'm like, okay. I said, can you make another a hundred dollars? Like, yeah. I'm like, can you buy stuff that's worth a hundred dollars an hour later? Like, yeah. I'm like, can you get that hour back? And they're like, no. I'm like, so what's more important? And they're like, Oh, because we can make more money. We can even make more friends, but we can't make more time.

So I'm, I think you're, that's a huge lesson for me, [00:41:00] for you, for all of our listeners out there. If you're listening to Albino, pay attention to your priorities because everybody's given 24 hours. And there's some people who are hyperproductive with those 24 hours. So we can't say they have an advantage of time, right?

It's how they're using it. So are there any things you learned, Albino, that help you use time more wisely? Yes. I realized that whenever I'm connected to my priorities, to my purpose, to my You know, my calling, which I, I've done a lot of work on that. And so that's, that's how I started making some shifts in my career.

When I started asking myself these questions, Hey, how can I, you know, be connected to my, to my purpose and be more passionate about what I'm doing? [00:42:00] So let me just share how I got into this and, you know, After the years, after this, work experience this burnout experience, I, I worked for another company, and, and well, I, I talked to some of my previous clients in the consulting firm.

The ones that I served like five years before, and, and I, I asked him, Hey, how are you doing with the project that I implemented with you? And how are things going with the strategy and the execution? And they told me, Oh, that's something of the past that we're not using that anymore. And I was shocked, right?

There was at the moment I, there was so much effort, so much investment of time and money in those big projects of strategy, planning, et cetera. And, and many [00:43:00] times. You know, when the consultants leave, the, the, the project starts like dying, you know, or, and that happens. And I realized that that happens in some other companies that didn't happen.

So I asked myself, what's the difference? Why in some companies, this. Prevailed and in some and many others, it didn't prevail. And the big difference was the leader, the kind of leader those organizations had. So the organizations that really embraced this framework and really, for example, this transportation company.

When I was with them, we, we, I asked the CEO, Hey, we need to set a goal. That's a long term goal. That's going to drive the company to, And this CEO said, okay, we're going to double the size of a company revenue in 10 years. [00:44:00] This huge company. So that was, wow. Amazing. Yeah. And if anybody's listening and they haven't worked to that scale, doubling the size of any company in 10 years, unless it's a new startup, that's very impressive.

But take a large company and to exponentially grow revenue, that's aggressive growth. So that's an example of a leader that. This leader he believed in, in, in his people, his team, he was a people centered leader and, and, and the company was a customer oriented organization. So that's the kind of leaders I, I, that I learned that those, with those kinds of leaders, those organizations have much more, You know, potential for growth.

And actually this company achieved the goal. They, they, they, not in year 10, but in year nine, they achieved the goal of doubling the size. So that was, wow, amazing. And, and I'm saying all this because I [00:45:00] realized that to help organizations achieve their vision, we need to work with their leaders. The organization need to have, I'm not talking just about the CEO, all people that manage.

Teams, they are all leaders. And, and there's another book that also was a breakthrough breakthrough for me. The book is called First Break All The Rules. The author is Marcus Buckingham. And this book says people join organizations because of the, of the company, because of the organization, you know, the, the vision, but they leave the company because of The bosses, right?

Cause they sometimes there's many times the bosses are not good leaders. So we need to work in leadership with leadership so that we can really help organizations achieve their vision. That was my, my big breakthrough and that breakthrough. Made me [00:46:00] understand that my next step was to become an executive coach and I became a coach.

I became, I got certified nine years ago and I'm now dedicated to transform lives and I can proudly say that I'm a coach. Achieving that goal, that calling or that purpose. And it's, I'm really satisfying to see the transformation in executives that, that sometimes they don't, they feel stuck or they feel overwhelmed.

And, and I help them to really see through their short term obstacles and. And, you know, see things from a different perspective, get empowered improve their leadership and really get to another level of performance. So that's something I'm doing right now. I'm really enjoying it. And, and that's, I wanted to share this how I got into this realization, this breakthrough.

And, and now I'm doing something. That it's really connected to [00:47:00] me, you know, I love helping people be better, professionals, better human beings. And, but first of all, to believe in themselves, like that manager that believed in me. I think the, the, the person that needs to believe in yourself is, is the manager.

It's actually yourself. That's, that's where we need to start with right. And we need to take care of ourselves. We need, we need to have a growth mindset and, and we need to improve our leadership skills so we can you know, scale, right. In business. And yeah, I, I agree. Those, those are the steps I've been following.

And now I I'm doing exactly what I was called or meant what I'm meant to do, which is, helping people achieve their most important goals. And so that's one example of how. All my, and this is something I shared in my book. I, I'm a coauthor of a book. This book [00:48:00] the name of the book is Cracking the Rich Code.

I'm a coauthor with other, we Are 20 Coauthors. We, each one of us wrote one chapter of the book. This book is a volume 11. This is a series of books that they are, these books are in, in Amazon, like in the Rich Code, and I share in this chapter. My journey and my learnings and, and I, this, I, throughout my journey, I realized that I have three passions.

And one of my passion, my passions is helping executives achieve their goals and organizations achieve their vision. Okay. So that's why I, I started one of my companies, which is ex we do executive coaching and consulting. Okay. So with this company, I'm fulfilling, fulfilling this passion. Okay. I also realized I have [00:49:00] another passion, which is in sports when at a young age.

I haven't shared it before today, but I. I mentioned that I was pretty lonely in my early years and I, I canalized this loneliness into, a healthy habit, which was becoming a great athlete. Okay. And I trained a lot. I, my dad encouraged me, he helped me with coaches, et cetera, and I became a great water skier.

I, I even won two national tournaments in Mexico when I was 15 years old. So that was an amazing experience. I learned a lot about discipline and then I became really good at another sport is a racket sport called paddle. And, and that's, that's becoming my, one of my businesses. Right now which is [00:50:00] in sports, I'm going to bring to the U.

S. this, this racket sport called paddle. Okay. This is a combination of squash and tennis. And my third business is also on one of my passions, which is education. I realized that through my middle school, high school and college schooling, I was not really engaged, right? I didn't, I was not connected with my passion.

I was not having, receiving, you know, the, the, The wisdom and the tools for real life, right? And, and I had to work a lot to, to gain that through coaches. I hired through therapists, through books. So I, I, I build myself, right? But what if. We can, save 20 years of that or 10 years and give that to kids, right?

To give them leadership [00:51:00] skills, selling skills teach them about business, about entrepreneurship at a young age in college. So that's, that's my third business. I want to give that to kids, to young people so that they can. Take their future in their own hands, regardless, regardless of their upbringing, regardless of their environment or their financial situation or social situation.

So those, those are the three businesses I'm starting from a year and a half ago. And And I'm thrilled because I'm, I'm doing exactly what I'm, what I'm passionate about. And I don't, I don't tell myself I don't have time for so many things. I have a family, I can't do three, I can't do three business.

I tell myself, Hey, I'm doing whatever I'm called to be, whom I'm called to be, what I'm called to do. And And, you know, I, I've been partnered with experts on each field [00:52:00] and I'm leveraging resources and I'm up to now. I'm, I feel really satisfied with them, with what I'm doing. That's awesome. So if someone wants to get ahold of you, I'll be, you know.

Whether, you know, they're in Mexico, the United States, Australia, if they're in Egypt, what's the best way for people to reach you and continue the conversation? Sure. The best way is through LinkedIn. My LinkedIn profile is linkedin. com slash IN slash Albino Sanchez. Albino is A L B I N O. Sanchez and we'll put a link to that in the show notes.

So if you want to get ahold of Albino Con, continue the conversation, see more about what he's doing, check out that LinkedIn, check out his website. What's your website? Albino? It is aha impact. A HA impact.com. Very nice, very nice. So thank you for your [00:53:00] time today and for helping us just walk through, not just your life, but the aspects that apply to us.

And how we can be better humans and leaders and have a more fulfilled life. Before we go, are there any other thoughts or anything we missed that you want to cover before we end this episode? Well just to say that I encourage your listeners to, to listen to their calling, to their heart, to try to get in deep and write down, write down what are my priorities?

What is that? What is it that I want for my life? What am I, what am I, why I'm here, right? Because, you know, it's a miracle that we exist, that we live, right? There's, there's a reason, right? Try to find that reason and try to connect yourself with that. Purpose with that vision of your life and try to make E each day count and live in the present moment.

Enjoy everything that you love [00:54:00] and connect yourself with your passions and your purpose. That would be my my advice. That's great advice. So ladies and gentlemen, thank you for being here today. Oh, Bino, thank you for being here today, my friend. Thank you for inviting me. It was a pleasure. Oh, anytime. And like our slogan says, ladies and gentlemen, don't just listen to great content.

Do it. Repeat what you need to each day. Stay consistent so you can have a great life in this world, but more importantly, an eternity to come. So take what Albino taught you, continue the conversation, share it with your friends and family, and let us know how we can help. And let us know about your successes, right?

We want to hear about you thrive and encourages us. So I'm David Pasqualone. This was our remarkable friend, Albino Sanchez. Have a great day and we'll see you in the next episode. 

[00:55:00]