Champion Leadership Principles From An Army Platoon Leader

UREM 3 | Championship Leadership


What could you learn from a US Army platoon leader that was in charge of leading 42 soldiers into battle?

Join Jason Williford and his guest, Nate Bailey as he shares the championship leadership principles that he learned from the military. Learn how he utilizes that while coaching entrepreneurs on leadership skills. Learn what it takes to become a great leader and some of the most common mistakes that are made along the way.

Uncover the qualities and attributes that make a great leader; whether it’s within your real estate organization, with your clients, or with family and friends. Nick Saban, Head Coach of The University of Alabama Football team is utilized as an example of what Nick does as a leader that makes his team a contender for the greatest prize in college football, year after year.

If you want to build the ultimate real estate machine, your leadership will dictate how fast, far, effective, and efficiently you can go.

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Champion Leadership Principles From An Army Platoon Leader

How To Become An Exceptional Leader & Take Your Organization To The Next Level

Are you doing well?

I’m doing good.

Tell us about yourself and the business that you have there, Nate Bailey.

I’ll start early on. If you remember being in school, you get called out of class, and they tell you to go to the auditorium. I was like, “There’s a speaker in town.” You get to go, you’re out of class, and you see these people that go around the country. They speak, inspire, motivate, and share their stories. I always thought that was the coolest thing. I still remember those people to this day. There was a small part of that implanted in me of what it would be like to be able to go and do something like that.

I have always gravitated towards leadership positions. I was a teacher. I have a teaching degree. I was a coach in high school. In college, I participated in athletics. I became an officer in the Army. I was a serial entrepreneur for many years, including CrossFit gym, insurance brokerage, and investment properties across the country. Some of that I still do. Ultimately, that led me to what I do now as a coach. I work with entrepreneurs and business owners. I’m a professional speaker, and I run some cool, crazy experiences on leadership.

That’s one thing I wanted to dig into a little bit. I first met Nate at an immersion experience in Orange County, California. How many days was that event? I can’t remember.

It was four days.

For lack of better analogies, I like to call it a simulated Navy SEAL boot camp in a way. It was a very physical event, but the mental breakthroughs that train your brain to have those breakthroughs is very amazing because I still have them now that when I’m under the gun and under stress, I used to have faster knee jerk reactions, or even when I am in a rush. What was that Military saying?

Slow is smooth, and smooth is fast.

UREM 3 | Championship Leadership

Championship Leadership: When you’re physically tired and stressed, you’re going to see who you truly are. A lot of times you think you’re all-in, but in reality, you’re truly not.


Details matter is one of the things that ring to the mind of that event. Another mental model I have is being all in. I hope that everyone on this call will attend your event because it’s life-changing, not just to your business but also to you personally. We talk about the will of life and all of the eight spokes to the wheel of life. That’s honestly what Nate’s events help out with. For clarity, I didn’t have this Zoom call to have a sales pitch on Nate. It was profound to me. I was there for four days. Can you tell them a bit about what all in is about and how we had to learn about all in? You’re all in, or you’re not.

Many people think they’re all-in in life. That’s part of the reason we do all these physical evolutions at the beach because when you’re tired or stressed physically, we’re going to see who you truly are and who you truly show up when you’re at home, and things are hard, and stress and pressure are high. We all have stress and pressure in our life. There are a lot of times when we think we’re all in, but we’re truly not. Sometimes, it takes someone like myself to point that out to people. It’s a hard pill for many to swallow when they realize that we’re there to help them see some things that they’re not seeing themselves, and their eyes can get open to that.

If they are open to that possibility and that new perspective, then it’s a big shift and momentum. Similar to what I heard you say, your eyes were open to that. You were like, “I thought I was all in, but I was not.” There’s a good story that I could tell quickly. When you talk about commitment, to me, that’s either you’re all in, or you’re not. There’s a saying that goes, “Be so committed that you would move a mountain with a shovel if that were what’s required.” That has always sounded like an incredibly cool story and saying, but is anyone going to move them on with a shovel?

There is a story of a man in India back in the ’60s. They lived in this remote village, and there was this small mountain in between them, and a hospital and a civilization. If he could go through the mountain, it was under a mile, but the road to get there were 70 kilometers around this mountain. His wife needed care, and they were not able to get there as fast as they would like. He was like, “I’m never going to let that happen again.” He worked in the field. He sold three family goats so that he could buy a hammer, a pick, and an ax.

He would work in the fields all day to provide for his family, come home in the evenings, and start to build a road with a shovel, hammer, and a pick. It took him 22 years to build this road through. The walls were 25 to 30 feet high. He was committed and all in. That’s what all in is. He built this road so that not only his wife could get that care, but if anyone else ever needed this emergency care, they would be able to go and get it in the time that they needed it. That’s what we talk about when we talk about all in.

It ties in because another mental model that I even thought of while I was at your event was David Goggins saying that you’re not when you think you’re at 100% capacity. You’re at 40%. That was a big mindset shift for me even while I was doing your event. I thought like, “You’re not at 100%. You’re at 40%. There’s a lot more left within you that you have to give.”

As human beings, we tend to put some limits or some governance on ourselves. If you’re a high-producing person compared to everyone around you, it looks in the perception that you are given everything that you have, but you are not because you’re that much further ahead of the game than everyone else. The Navy SEALs and David Goggins are so true.

When you think you’ve given everything you have, you’re truly at 40%. We can always give a little more and dig a little deeper. It’s like the analogy where your son or daughter is drowning in the lake, but you’re exhausted and feel like you don’t have anything in you to go any further. You’re going to find something to go in to save your child from drowning in the water. You’re going to go do it. That’s that mentality or that concept.

We’ll start out on the self-leadership piece because we’re all leaders, and we all have to be leaders. Even if you’re an independent agent and you don’t want to have a team, you still have to lead yourself, family, kids, husband, wife, spirit, and your own spirituality. Even if your goal is to be an independent agent and not have a team under you, you still have a team because there’s only so much that you can do. Even if you’re outsourcing executive admins or marketing specialists, you always will have a team, or you’re going to be stuck right where you’re at. What are some qualities of self-leadership that we can learn to be more of leaders within our minds? In that way, we can lead by example with others.

Be so committed that you would move a mountain with a shovel if that was what's required. Click To Tweet

Whether you have a team or you don’t have a team, hopefully, we all recognize that we are all leaders in some capacity in our lives, from the solo entrepreneur all the way up to the person with the big team. For the solo entrepreneur, you’re leading your clients on a daily basis. The way you lead yourself and your community is going to be something that people are watching, taking notes of, and is going to be a deciding factor on how successfully you will grow your business, talking from the business side of things. It 100% does start with us.

You would not be here inside of this call or the show if you didn’t want to become better, improve, scale your business and create the lifestyle that you have in your mind that you want to create for yourself, the success that you want to have for yourself, and the impact that you want to have. We need to start with ourselves in order to go and carry that over into how we lead others.

The other piece to that is to recognize it because sometimes, the voices are strong inside of our head, asking ourselves who the heck we think we are. We’re like, “I can’t do this.” You get overwhelmed, pressured, and stressed from all other areas, whether it’s kids, a spouse, some catastrophe happens, or something happens to someone close to you. Those are all things that happen in life.

As I call it, championship leaders are the ones that are able to respond to that powerfully and not get thrown off by that because they know that that’s a part of the journey. The more we can lead ourselves consistently every day, the more we will be prepared and ready to handle those situations and continue to produce in whatever arena we are in. A big thing for me is consistency. We all know what we should be doing, whether it’s in our fitness, family, finances, or faith. Those are the big four quadrants that I look at and live by.

Everyone knows that we should take care of everybody and work out. Everyone knows what we should and should not put inside of our bodies. Everyone knows that it all comes down to people and relationships. If you’re not showing up powerfully for yourself on a consistent basis, whether that’s meditating, daily study, or sleep, all of that affects how you show up and who you show up as when you’re in an interaction with people, whether it’s under your own roof or out in the community inside of your business. A big piece of that comes down to consistency. Start from where you’re at. Number one, don’t beat yourself up for where you’re at because wherever you are right here right now is where you are based on whatever decisions you made leading up to that point.

It doesn’t mean that that’s who you need to continue to be, and if there are some areas of improvement, we just got to take little steps every single day and be consistent over a long period of time. If we do that over a long period of time, eventually, we’ll look back and be like, “I have come a long way. I’m not the same person I am now than I was six months ago through consistent daily action.” It’s that simple. There is no magic pill. Sometimes, we’re looking for a much more incredible answer than that, but it does come down to the basics.

I’m a Green Bay Packers fan, and the special teams have not been a very good part of their team this 2021. The special teams’ coach was talking about how the guys on the special teams need to get good at the boring. They got to get a lot better at the boring, and that’s what I’m talking about. It’s being a master of the mundane, doing the daily things that you know are going to improve yourself because when you show up that way, people are taking notice. Our kids are watching what we do than what we say. They’re watching us and taking notes on what we’re doing every day, whether those align with what we say. If you want to boil it down to one simple thing, it would be consistency every single day.

Was your last event in Cancun or Mexico? Where was it? It was somewhere out of the country.

I was in Cancun for an event. I was speaking at that event. I did an event in Nashville that was my event in December 2021.

UREM 3 | Championship Leadership

Championship Leadership: Whether you have a team or you don’t, you should recognize that you are a leader. Everyone is a leader in some capacity in their life.


What was that about? Is it always the same topic?

Yes, for the most part. There were twelve business owners and entrepreneurs that came through. It’s a lot of leadership and getting clear on what they’re doing, teamwork, and things like that. We do something in the physical stuff. We do a little bit of a firewalk to help them bust through some personal limits that they have placed on themselves and make it a cool experience. It’s four days as well. It was a pretty awesome event with a great group.

How often are you going out to your events? Are they all in Nashville?

That one is in Nashville. I have done it in a few other places, but that’s about every 3 or 4 times a year, and then I have a 24-hour event. We got one coming up in New York in April 2022. That one’s going to be a little bit more intense because it’s 24 hours straight through. It’s a long day.

You mentioned action plans. Do you suggest that people do those daily, weekly, monthly, or yearly? What do you do when rolling out those different scenarios and trying to get things in place?

In Stephen Covey’s Begin with the End in Mind, what’s the big vision? Where do you want to be? Where do you want to go? What do you want to do? Dream big. Think about what you want your life to be, whether that’s 10 or 5 years from now. If anything was possible and you could create it in the next five years, what would that be? What would that look like? Come back to about twelve months in what you want to create in the next year. From there, we’ll create a 90-day roadmap with 30-day benchmarks because you always want to have something to measure against to make sure that you’re on track.

Every day, I do a daily plan, and every week, I reflect on my week. I’m assessing how the week went because you always got to make tweaks and adjustments. Sometimes, you’re going to hit the outcomes and the goals faster than 90 days. Maybe that means the goal wasn’t big enough, or it means you kicked ass, and that’s awesome no matter what. You reset every 90 days.

It’s important to take some time to reflect too. All of you in this room, including myself, you’re out, pushing, moving fast, and accomplishing a lot of great things. Sometimes, if we don’t take time to celebrate and appreciate the growth and the progress we’ve made, we take it for granted. Sometimes, what can happen is it doesn’t feel like we’re accomplishing anything because we’re not taking time to acknowledge it. That’s important every 90 days. I force the clients that I work with to take a little time to step back and reflect.

What would you say are the great qualities of a great leader? Going into them leading a team, what are great qualities for them to have and keep refining and getting better at becoming a great leader within their organization?

The more you can consistently show up as yourself every single day, the more you will be ready to handle any situation. Click To Tweet

I write about this every day, but I have a show called Championship Leadership. I’ve had some awesome and incredible guests on. I’ve done over 300 episodes. Championship Leadership is the name of the show, and I ask them how they define championship leadership. I’ve heard a million different answers. Every time, it’s different. To me, there are all characteristics and traits that make great leaders. We’re all different and have our own personalities. Championship leadership isn’t trying to lead like somebody else.

I’m a huge Georgia Bulldogs fan. In the episode Nate and I recorded, we spoke about Nick Saban. Like him or not, he’s an extraordinary leader that has done amazing things that nobody has ever won as many national championships as he has. It comes down to modeling. What does Nick Saban do that even the great don’t do? What does greatness do that great doesn’t do? What would you say?

I would say it is good to emulate other championship leaders. That’s what we’re talking about. You can take bits and pieces from others and mold that into who you are as a leader, but it comes down to a few things when I boil it down. A great leader has the ability to pull more out of others than they would themselves individually. You’re going to get more out of the people inside of your team because of the leadership and how you lead, inspire, and motivate others than they would if they were home alone doing the work themselves. That’s a big one.

The other is I’m a big guy on ownership and responsibility. When the teams go in, or when the organization is going smooth and well, a great leader will push out that recognition and success to those around them, knowing that they’re not the ones that got them there themselves. They’re going to push out the praise to everyone else almost to the point of deflecting it from themselves, and not that they should not get some acknowledgment for the team’s success.

When times are tough, and when things are not going exactly right, or if your team in sports loses a Superbowl, it’s taking 100% accountability and responsibility for ownership of the lack of results. Leadership is, in a way, lonely. You carry a big burden and weight, but you do it willingly because you want to lead. Leadership is all about others and not about ourselves. It’s all about people and not our own agendas. We can have short-term success, but I don’t think we have long-term success if we’re just in it for ourselves.

You mentioned the lonely piece of it that it could be lonely being a leader. Can you unpack that a little bit more for us?

That goes back to, “When things are going well, I’m going to lift everyone else around me and acknowledge them for helping us to get there.” The light is solely on you, and you’re going to own it. You’re not going to deflect blame to others, and you’re going to take it fully for yourself because the buck stops with you. That’s where it can get lonely.

You might have heard some people say that you should not cross lines between personal and professional as a leader. That was a thing in the Military. I never fully agreed with that. I wanted to create great relationships with my people, so they knew who I was, where I was coming from, and they also knew that I would not ask them to do more than I was ever willing to do myself.

I wanted to get to know them. I created relationships and friendships with them. At the same time, they needed to know that if there was ever a line that needed to be a drama in the sand and it’s time for me to put my leadership hat on, I would do it without hesitation, but they would also know that it wasn’t personal. We could still be friends when we go home and joke around, but when the situation calls for it, as a leader, I’m going to step up and hold that.

UREM 3 | Championship Leadership

Championship Leadership: A leader needs to be someone who people trust and are willing to follow. In the military that’s all done through training and how you show up every day. The leader should be the standard in the organization.


It is a fine line in an organization when you create friendships. I’m talking about deep friendships, and I have experienced that in the past where others are getting favoritism because they’re one of Nate’s buddies type of thing. How do you handle things like that from a cultural standpoint?

That’s why it’s such a fine line. You can’t allow that to happen. When I was in Kuwait, and I was the leader of 42 men in this platoon, one soldier became a very close friend of mine, and he still is to this day. We lifted and did a lot of stuff together, but if there was a hard conversation to be had, it was not hesitated on. If they start to see there’s some hesitation or a little favoritism going on, more than likely, there is. You have to be very careful not to allow that.

What strategies did you learn being a platoon leader in the Military that you utilized in business as a leader?

A lot draws back to that time and that experience, but details matter is huge. Communication is huge in the Military. In the case that you are like I was in a foreign country and you have a mission, and you need to execute on that, if you get an order as a leader, people need to be able to trust you and be willing to want to follow you. That’s all done through training and how you show up every day. That goes back to that consistency. They’re like, “This is someone that I will be willing to follow and do what he says when all the chips are on the line and bullets are flying over my head. Can I trust this guy?” A lot of that happens through who I show up as every single day.

The communication I have, is it open communication or is it like, “He says it’s open lines of communication, but every time I try and talk to him, he’s not available?” The Military gives you a kind of discipline. When we talk about leading yourself, there are certain standards in the Military, so as a leader, you want to be creating those standards and be the standard in your organization. There’s a minimum standard, and then there’s the standard we set as leaders. As leaders, we don’t just shoot for the minimum.

What happens if we are in a railroad situation where you’re in real estate, a deal starts to fall apart, you’re getting calls from everybody, and you’re getting people coming at you? Are you going to wilt to that pressure? Are you going to be able to stand in the fire and be able to take on whatever it is that’s going on calmly, take a step back, take a deep breath, and still be able to bring that deal back together? Whatever the situation might be, that all comes through how we show up. In one area of our life is how we’re going to show up in another. Consistently, are you doing the things to take care of yourself first so that when you need to lead others, there’s a pattern of them seeing and knowing who you are as a leader?

What are common mistakes that you see leaders make while they’re evolving to become better leaders?

This one has come up a bit in some of the conversations I’ve had with some folks. A big one is trying to do everything yourself and not entrusting and empowering the team you have because you have this mentality of, “No one can do it better than me.” It’s always a hard one to give up the reigns. As I’m working with business owners and they come to my event for a week, it’s the first time for a lot of these folks that they have ever taken time away from their team. Now, they’re forced to allow their team to do the job that they hired them to do.

Almost 100% of the time, when they get back, they’re like, “My team thrived. They did amazing. I have an amazing team.” I’m like, “You need to continue to allow them to do the job that you brought them in to do.” Early on as a leader, it’s natural for us to want to be everywhere at all times and micromanage people, but know that it’s not a great culture and environment where people will be allowed to thrive and grow.

To improve is to be a master of the mundane. You need to really get good at the boring. Click To Tweet

Does anyone have any questions for Nate to Championship Leadership and how you can become a better leader within your organization?

I do. I’m looking to hire an assistant. As a leader expanding your team, you want hard-working people, but what do you look for in terms of characteristics? Is there anything that you can help with during the interview process?

It comes down to a lot of conversations. I like to get to know the person. When you sit down with somebody, especially someone you don’t know and somebody looking for an opportunity with you, they’re putting on their best face a lot of times. They’re going to try and tell you a lot of things they think you want to hear. Most likely, the majority of people will do that. It requires trying to dig deep with them. Get past a lot of the surface-level answers that they’re going to give you and try to get a feel for who this person is like, “Could I see myself working with them?”

If you have other people on your team, that’s a big piece to it too. Ask yourself, “Will they fit into the culture and where I want to go? What are their aspirations? What do they want to do? What do they want to accomplish? Is there room to allow them to grow?” You want people that want to grow. You don’t want people that are like, “I just want this position, and that’s all I want.”

I call it a ladder to ascension. You have to have a ladder of ascension within your organization that allows people to grow.

Even if there isn’t necessarily that next phase for them to go, but they’re an amazing person and can do the job at a high level for you, maybe it’s still a great fit. They’re going to come and serve you for the purpose that you needed them for the time, and you get to see them go down the road and flourish and turn into the leader that they want. It comes down to what I talk about. I would dig deep with them and get to know the real person, who they are, what they want, what drives them, and what inspires them.

Also, how committed are they, and how consistent are they in their other areas of life possibly.

You can do that. Social media is a great one. Is everything they’re putting out there lining up with the person sitting in front of you and talking to you? As they should not necessarily put all their dirty laundry out on social media.

You’ll be surprised at what you see. Mr. Nate is suggesting that per his Military terms, do some social media recon before you hire someone. It became a part of our hiring process like any decent hiring process. You’re going to do some research. There are times you’ll be amazed at what you find personally, and I’m not saying that for everyone’s brand. We did a lot of advertising on Christian radio, and this one agent, in particular, started doing some research, and there were photos of chugging a bottle of vodka with hardly any clothes on at the lake. We didn’t want that aligning with our particular brand. We knew that by doing some social media recon.

UREM 3 | Championship Leadership

Championship Leadership: When you’re looking to hire, a lot of people are going to put on their best face. So you should really try to dig deep with them and get past all the surface-level answers. Really know who this person is.


One other thing is to give them a task, because details matter. See how they handle that. Most people nowadays have a hard time following a very simple direction. I imagine, especially in your industry, details are extremely important. When you’re dealing with helping somebody find their dream home or one of the biggest purchases they’re ever going to make, there are more regulations that we get every single day that it seems like we’re living.

If you’re an executive admin in real estate, details matter. The salespeople that I have experienced through many years of 100% commission sales, the greater that they get in sales, usually, the less organized they are. What you’re doing is hiring to some of your weaknesses. Your strengths should not be, “I am super duper the most organized person out there,” because your sales skills are probably lacking, so you want to hire to that. That’s what an executive admin is. They should have high organizational skills that I agree 1,000% with Nate that details matter. You give them that little task or a little quick audition like, “Here’s a task for you to do.” Before you hire them, make sure that you align.

I also personally believe in a 90-day probation period without calling it a probation period. In that way, after the honeymoon is over, you can see how your relationship is with each other. See if they’re truly doing what they said they would do and what they’re committed to doing while in the interview process. Does anybody else have any questions?

I would like to add to that. You talk about the common mistakes of doing everything yourself. What happens when you do that is you become addicted to the minuscule tasks. I have been a victim of that. I have been defeated even worse when I would hand those tasks off and run into two types of people, people who like to change the rules. You would sit down with somebody and show them how you want to do something, and a week or months later, they’re doing it differently and didn’t tell you.

I have always told people that when employees change the rules, it’s cancerous to the company. I have also run into the other side of the fence where you train people to do something, and all of a sudden, they can’t seem to remember how you train them. You keep telling them, and it gets to the point where you got to take it back. How do you create that layer between yourself and the employee to where you can trust what you’re passing off? That’s where I have been several times.

It all comes down to a system of checks and balances. When you got somebody new, how much training are you giving them? How clear are they on your process and system? There’s a good chance they didn’t completely understand it and are too embarrassed to say it, so they go away and do it the best they can. Every situation can be different. Ultimately, it comes back to you as the leader. What’s the system in place that you are checking in on them? If you got to continually correct them and watch over their shoulder because they keep making the same mistakes, then it’s a process of, “This person is not the right fit. We’ve got to get somebody else on the buck.”

I get it as an entrepreneur because I have a lot of friends and clients in this situation, where one is a pest control company, and they’re dying for people. What happens is they end up hanging onto the people that are not cutting their weight, but they’re better than nothing. I would argue that they’re not better than nothing. You would be way better off cutting them loose because they are cancer to the culture because everyone else sees, “This guy is able to do this, and that’s not how it’s supposed to be done. I’ll do whatever I want to do.” Now, you got cancer spreading quickly throughout your entire company because you were afraid to get rid of this person because you had this scarcity mindset that you can’t go out and find somebody else to do it, or you’re too busy and don’t want to take the time to train.

I understand those are all real concerns, but championship leaders are decisive. If there’s not somebody there that has simply truly enabled to pick it up or is blatantly not doing what you’re asking them to do, then they got to go. You got to find somebody else to fill that hole and pick up the slack until you can. It comes down to the question, are you continually communicating or checking in on them or somebody else in your team?

It depends on how big the organization is or how many people. If you have a level of leaders that can do that, they report to you, and you don’t have to do all these checks. There is some system there to do that to consistently correct, train and give them opportunities to grow. You’ve got to empower them to go out and do it, but there are still periods of time where you’re going to check in to make sure that it’s getting done.

A great leader has the ability to pull more out of others than they would themselves individually. Click To Tweet

Deming said that if you’re having the same problem over and over and they are different people, it’s not a people problem. It’s a process problem. It can be a process problem in your hiring process that maybe you’re hiring the wrong people. It could be a problem in your sales training system because when you’re training people in general, in The Ultimate Sales Machine, Chet Holmes calls it pigheaded discipline where you have to train the same thing over and over again repetitively. That’s why it has to be a duplicable process that you have a manual and policies within there that expectation without an agreement is a dream.

As I have and have had in the past, we can have expectations in our own minds of what things should be, but if we don’t have an agreement in place between those two parties the way that things are supposed to be done, it’s a dream. I would agree with Nate with the hiring process and getting clear on who the right fit is, but if you have the same issue where you’re like, “I told him that two months ago. I have trained him exactly how to do that and he’s not doing it the way that I told him to do it,” it’s because you have to constantly circle around and retraining the whole the same thing over and over again.

On that note, that’s very true, but sometimes, you do get employees that see other opportunities and ways to do things, and you should always be open to that as well.

Collaboration is huge. I agree with you 1,000%, but they also should not take it upon their own to start implementing what they have not spoken about with the owner of the company and then test out what they think is going to work better than what Kevin does without consulting with him prior to doing so.

When I had new hires, I would always do a morning huddle every morning on the first week and then gauge on that to see how to follow up for the first few weeks.

You’re always training and always should be. You should always be growing the people within your organization. I had agents where the execs and I thought they were perfect and doing a lot of business. We thought that they were happy. I started having one-on-one conversations with each one of the agents within the organization. I found out through the very first one-on-one, she’s like, “I’m not happy. I have been thinking about quitting because I feel like I’m a peon.” We did not look at her like that, but that was her internal thoughts that if I would not have had that one-on-one with her, I would not have discovered that and would not have been able to fix it, and we did. Many years later, she’s still there. I appreciate your time, Nate, and everybody else’s time as well.

It’s good to see you guys.

Thank you.

Thank you. I appreciate the invite.


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 About Nate Bailey

Nate is a natural leader and a speaker who knows how to impact and reach an audience.

He is a best-selling author with three books as well as an entrepreneur. He has built multiple successful businesses in the areas of Insurance and Real Estate. He recently fulfilled his long-time dream of selling his insurance agency to follow his dream of being a full-time coach.

Nate was a Lieutenant, serving our country in the United States Army. As a Platoon Leader during the Operation Iraqi Freedom, Nate was charged with the safety and leadership of 42 soldiers as they served our country in Kuwait.

Nate has a simple philosophy on life – “live what you teach.” Nate sees what needs to be done and he does it. He pushes his teams to the max and he makes sure he’s always leading from the front by pushing himself one step beyond.

In his quest to expand his physical limits, Nate has completed Ironman AZ, Sealfit Kokoro 45, a 100-mile solo run and is currently training to complete GoRuck Selection in 2019. Most recently (April 2018) Nate was a member of a 6 man team (Wheels4Water.org) that rode their bicycles across America to raise awareness and over $300,000 in donations for a non-profit, Lifewater, to provide clean water and sanitary bathrooms for 11 schools and help over 11,000 kids in Ethiopia

Nate’s mission in life to impact men and women who are ready to truly have the life they have always desired.


Jason Williford

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