MENTORS MAGAZINE | EDITION 1 | 79
he wrote the miracle morning, and he does
his event here in San Diego. So, every year, I
go to that and almost every year I find an
amazing group of people and we start a
mastermind group. And from there, I got
my book coach to help me write my book
last year. I have gotton multiple different
clients that we have referred to each other.
We have helped each other grow our busi-
nesses, we have been on each other’s pod-
casts. So, find a mastermind group, that
works for you because that helps you un-
derstand ideas, come up, brainstorm things
but also be held accountable. And in your
community, I have a Facebook community,
multiple Facebook communities that I en-
gage in. That I have sort of found my tribe.
And I reach out to them to help validate the
ideas for what I am going to do in my busi-
ness. So, what I am going to name things,
what I am going to do next, when I am go-
ing to launch things. All that kind of stuff so
that it helps me make sure that I have a fin-
ger on the pulse of what my ideal client ac-
tually needs. So have a coach, have a mas-
termind group, and have a community.
Neil: What difficulties you had to overcome
when you started your business?
Dana Malstaff: Oh yes, so I don't know if
anyone will resonate with this, so I have a
feeling it’s possible though. When I was in
corporate America, so I had big ideas about
what I was going to do and be and I finally
got into a spot, I was at a director position.And I was making six figures. So that was
one of my goals, you know I wanted to be
in a management role, and I wanted to be
making six figures. So, I got to that point
and I was with a smaller sort of patient ad-
vocacy company, and I helped build behav-
iour modification coursework. So, diabetes
management, tobacco cessation, that kind
of thing. I loved programme development
and helping people to create change and
action in their life’s. Well this organisation
kind of went into new management and
you could see, so I think it’s good to always
be realistic about the lay of the land, is I
could see that they were sort of moving the
people in management out to replace them
with the people that this new management
knew, you know so I was associated with
the old management. You want people in
that you know, I totally knew, could see that
that was happening and I recognised to not
get mad about it. Because that is what I
would do, you know, I would want to make
sure that there are people that fit what I
am doing and get rid of the people that are
not so that I can run the business the way I
want to.
So I basically said, I am going to be pro-
active, I went to the chief marketing officer
and I said, 'look I kind of see what is going
on, I have a team that I love, I would like to
put together a 90 day package of me sort of
transitioning out before you bring anybody
else new in.' And they said they loved it,