Misfortunes To Purpose: The Carnivore Leader with CZ Lopez

All right, this episode, I'm actually talking to a really good friend of mine, Ray CZ Lopez.

I met him through Robert Irvine and the Robert Irvine Foundation a couple years ago.

And we've been instant friends. He's like an accountability partner.

So this episode, we talk about some personal things, man. Like, first off, this book,

if you're watching Connivore Leadership, subtitle, taking charge instead of taking shit.

Just that alone, you know, you're going to listen to this episode. So we go into his

because we talk about failure and the lessons learned there because most people get that wrong.

And then at the end, we talk about the most favorite thing he loves about Robert Irvine,

one of our best friends together. So ladies and gentlemen, without further ado,

this is my good friend, the Connivore leader himself, Ray CZ Lopez, buckle up.

You're listening to Mick Unplugged hosted by the one and only Mick Hunt.

This is where Purpose meets power and stories spark transformation.

Mick takes you beyond the motivation and intermeaning, helping you discover your because

and becoming unstoppable. I'm Rudy Rush and trust me, you're in the right place.

Let's get unplugged.

CZ, how you doing today, brother?

Hey, doing good, Mick. Thank you. Thank you so much for that introduction, man. I really appreciate it.

No, man, like I truly love everything about you. You know, we met through Robert Irvine,

the Robert Irvine Foundation. And it was like moment one, right? Like we're sharing an adult

beverage, right? And just talking about life. And I was like, who is this guy? And then I get to

learn your story. I hear so much about you. And like you've been, you've been like a mentor

and accountability partner, a friend, man. So I just owe you so much. So thank you so much for

being here, brother. I mean, some people just just come into your life to where you make that

immediate connection, you know, and a lot of it is because of the drive and purpose that you have

in your life. And that's a, that's a common theme that I have seen with the people that we surround

ourselves with Robert Irvine and the foundation. But yeah, likewise, man, you know, it didn't take

long to figure out like, you know, this, this dude is part of the pack, man. And let's go ahead and

keep on pressing forward. Absolutely. Absolutely. And CZ, you know, on this show, I always ask my guess,

like, what's your because? What's that thing that keeps you motivated, that keeps you held accountable,

like that thing that's deeper than your why? And I know from time to time, your because changes.

So in the season that you're in right now, what's your because? Why do you keep doing the things that

you do, brother? My because is simply because we're temporary. You know, our existence is numbered.

We don't know how long we have on this earth to make a difference. So we have to make every

second count. You have to make every relationship, every interaction count to ensure that we set up

the next generation for success. That's always been my because and it gets me driving forward, man.

I love it. I love it. And you know, I'm going to get into the book in a second because

as I've read it and for all of you that are watching or that are listening, the book is right here,

watching, I'm pointing to it, but carnivore leadership, go get it now. It's going to change your life.

There's a lot of lessons. But before we get into that, man, let's talk about your career.

Like, let's let's talk about what shaped you to where you are today. So for those that don't know

you, right? Highly decorated. I've never met a person that's in our circle that's in our pack

that doesn't just Google over CZ, right? Like, like, talk to us about your journey a little bit.

I think it was it was a series of misfortunes that actually led to the path that we ended up taking

them. When I say we, I have to go ahead and give credit to Janet quite a bit on that. But

what's going to college, going nowhere really fast, decided to enlist in the United States Air Force,

started being stagnant by virtue of the job that I took at the time. And I mentioned

job, not duty because I don't think I really align with my initial duty, which was transportation.

It wasn't really challenging me, but it wasn't until I became a special operator, specifically

an Air Force pair of rescuement that I found my purpose of life. From that moment on, every day,

every day seemed like it was never work. I was looking for regardless of whether the situation

was going to be unpleasant or something meaningful. It was the same driving motivation to show up.

And that was because something needed to happen at the time. So ended up doing the special

operations bid for about two decades. And then I got another call to be a senior listed leader,

meaning to step away from special operations and become a figurehead for larger organizations.

I was not too crazy about that prospect, mainly because I loved my tribe. I love being a PGA,

I love saving lives, and I love the team that we had around us. Operators, support, civilians.

It didn't matter. They were just phenomenal people. But the need for leadership in those other

echelons, specifically the higher echelons, was something that appealed to me. And I thought that I

had something to offer. I thought that I could do it different than the average. And I thought that

I will go ahead and give it the same level effort and rigor that I gave special operations.

That eventually led to being selected as the highest listed ranking member in the entire

Department of Defense, the Department of War today. The senior listed advisor to the chairman.

But it was that that series of misfortunes. And we can talk a little bit bad, a little bit more

about what that bad means that eventually put you in a position to where you can make the most

difference. So let's talk about the bad then. Let's talk about the misfortunes. Like for those that

are watching or listening, like break that down a little bit. Yeah. So it begins obviously with not

having a purpose in Bridgeport, Connecticut and going to Sacred Heart University.

It was a very tough spot to be because as a 19 year old, you're trying to figure out what the

hell your life is going to look like. And college to me wasn't going to do that at the time.

So I just went ahead and went blind into military service. You know, I knew that, hey,

you know, there's a purpose in there, you know, you're serving your nation. And you're going to

get the things that you require the most in your life at this moment, which is independence.

Discipline. And that purpose, right, being part of a bigger team, not just an individual.

So when I got into service and I was, and I was given the duty of a transportation specialist,

a specialist, I was sent to Iraq and our station on Crete, Greece. And I got into trouble right

away just because of my wild ass ways. I got an article 15 that is a nonjudicial punishment

for adverse behavior. And I got the motive. I almost got kicked out of service there at that

moment. And that was the first wake up call to realize that nothing is owed to you. You have to

earn your keep every day. You have to follow the rules. And you have to make sure that you

exemplify those rules. If you want to be a card above the rest, and I fell grossly short at that

moment. So that was wake up call number one, wake up call number two in order to fix that one,

I needed to find a purpose. And that's when I decided to join the ranks of parrorski. And I didn't

make it through the first try. I was 147 pound kid. My legs were not really all that strong. And

man, I just couldn't keep up with the finning at times, swimming with those big rocket fins.

And I got a setback. I was given an opportunity to come back at a later day. And it was at that moment

that I had my second wake up call. It's like, all right. So you really have to work harder than

the average in order to make it because there were some guys that were just breezing through the

program. And I was having a tough time. So what did I do? I went ahead and parked my car. I started

riding my bicycle everywhere to go ahead and get that leg strength that I needed. And I started

swimming at least five days a week just to go ahead and make up for my shortcomings. By the time

I got back to the training pipeline, the instructors are like, holy crap, what the hell did you do,

man? You must really want this. And that was success story number two out of adversity.

Then throughout my tenure as a senior listed leader and as a parrorski man, there have been many

other failures that ended up becoming synonymous with lessons. I never looked at a failure from then on

as something that was going to hold me back. I looked at failures as something that was going to

make me stronger, that was going to give me further drive, more motivation, a chip on my shoulder

to just go ahead and keep on pressing forward. And that became probably like the greatest lesson

learned to work in several bouts of adversity. I find opportunity to go ahead and prove myself

that I was better than who I was the day before. I agree. And you and I, we've had this conversation,

right? Adversity reveals character and failure shows that drive that you have, right? And I totally

believe that a lot of folks don't want to accept the lessons that you learn, not just about yourself,

right? But but just the lessons within the lessons sometimes. You know, I think social media

today and we could talk about just media in general, they always highlight the wins. And so I think

from a societal standpoint, we just assume that like everybody who wins was born a winner and they

never go through anything. But but you were proof that like in order to get there, in order to climb

the mountain, right? You got to get pushed back a little bit, right? Like no one just easily goes

up the mountain. No one easily does that track like you learn things. Talk to us about one of the

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I believe that one of the biggest lessons that I have learned is the value of humility.

And I will explain what I mean by that. When you become a special operator, you get put

in a certain pedestal, right? So you have a certain standing. You have a specific uniform

that is unmistakable. People expect certain things about you because you have gone through one of

the most rigorous training pipelines and crucibles that the Department of War has to offer.

And you have that aura about you that this is the person when the chips fall that is going to make

things happen. Sometimes those things can get to your head. Specifically when you start ascending

through the ranks and people are shire and shire about telling you know you're doing something wrong.

Everybody tends to agree with you. You start getting a lot of yes men around you. And that is

very dangerous because if you start believing that height, you're eventually going to become

what many call a victim of your own success. And that is not a victim of your own success because

you continue to do good. It is just that you're a victim of success to where your credibility is

going to diminish over time because you become an ego maniac and you decide to go ahead and start

disregarding the input and the candidate feedback and the criticism of people that matter.

So humility is something that always reels you back. And I think that one of the best equalizers

that I had in my life when it comes to humility was the presence of Janet. Janet being around me,

she was basically the one with that pin to deflate my head when it was clearly starting to go

ahead and get blown up and ballooned up. And eventually I started checking myself when it came

to it. You know, it's something that didn't feel right when I asked input about something. I will

ask many questions and I will encourage people, hey, just the Emperor has got no clothes. Just

give it to me as it is. Just candid and honest feedback. That is the only way that we're going to

progress. And if you like humility, you are never going to get there because eventually you're going

to believe the height, you're going to become another in ego maniac and you start disregarding people

that are actually trying to help you be better than who you were yesterday.

Amazing, amazing. So let's talk about you and your leadership journey. This is going to start to

parlay into the book, right? Again, one of the most dynamic leaders that I know is CZ Lopez.

And I'd love for you to just talk to us about when you realize that you were a leader in a leader

of people because you've been in some very high state situations, right? Your teams have been in

situations that the average everyday human doesn't go through and it's kind of shaped you in the

leadership role. So talk to us about when CZ identified. Dammit, I'm a leader.

I think the first taste of that and I believe I wrote a letter to my sister. She may still have it

that when I was in basic military training, I could barely speak English, right? And I still

could be in touch with my drilling instructor, by the way, Han Carrick. And one of the squat leaders,

a squat was basically a row of beds. All of the beds are properly lined up and at the head of

that row is the leader for that squad. One of my squat leaders got set back, basically got failed

out of our BMT class basic military training. So the opportunity came for the next squat leader.

And it was Han Carrick that made the decision. It's like, hey, Cologne Lopez, you're going to be

the next squat leader. Now, why did he choose me? And we had this conversation. He and I

yearstand the road. He was paying close attention to the way that I carried myself. Now, I wasn't

perfect, but I have potential. And there's the difference with the perfection and potential,

because I think potential will always win at that moment that he made the decision. I struggle

a bit with it. Like, okay, fine. So the majority of these guys are making fun of me because I

can barely speak English. I got to make up with something to be able to make sure that we are

successful and actions. That's when I started relying more on actions versus words.

So I started making sure that they had all the information they needed. I started to make sure

that we were in time, that we were passing the inspections, those that were struggling with

certain things. I started putting the time to help them out. And it wasn't that process that I

wrote that letter to my sister. And I told us, okay, you know, wow, I think I'm finding a place

to exist here, especially this thing about being in charge of things, having a responsibility

for other than self, that I'm really, really gravitating towards. And I believe that that was the

first time that I figure out that maybe this leadership thing is something that is in you that

you can grow over time. And by the way, I don't believe that leaders are born or any of that crap.

I believe that if you put yourself in certain situations, you're the rice above or fall

under. And it's all about your courage to keep on pressing forward. That eventually makes you the

leader that you become. And that never changed throughout the years. When I became a power

rescuer, and it was the same thing, you know, I always decided to take charge. I never took

like the subtitle of the book, taking charge instead of taking shit. That's where that comes from.

Because I learned early on that when you start taking charge of things, you have control

of the actions that actually equate to the outcome. And if those actions and that control

is positive and empowering of others, you get to do magnificent things. And that was a constant

drum meet all the way throughout my career to where I realized, all right, own it, be responsible,

be accountable and empower people to achieve the goal. Oh, and by the way, the failure, and this

is a cliche, but the failure is always yours because you are responsible, but never failed to

recognize at certain stages of the project or the mission, the people that made it happen.

And it's never about you. It is just about the people that ended up getting the task completed.

I love it, brother. I love it. And I think that's the perfect segue into the book now, right?

So kind of our leadership, let's talk about one, what does that title and mantra mean to CZ?

So for those who are listening and watching, why the name of the title? Talk to us about that principle.

This was late 1990s, early 2000s. This is before 9 and 11 hit. And I was assigned to a

steel team in Virginia Beach, one of the most elite units in the nation. And I had this great

leader, our boat crew leader. So the team was broken down, not into troops, but into boat crews.

And I was part of boat crew three led by one master chief, Jim Hensky. And Hensky always used

to classify people into two buckets, the mediators or the grass eaters, natural, the mediators where

the go getters to ones that will make things happen. The grass eaters were the lazy complacent

oxygen thieves that never got anything done that needed consistent guidance and basically handholding

to get anything out of them. And that stuck with me because I started paying close attention.

I've always been a student of human dynamics. I always like to be aware of my surroundings.

And I started paying attention, then I started to cycle it, definitely a mediator, bonafide grass

eater. So I decided to go ahead and start sharing with other people outside of the command,

basically the joint special operations command. And I used that mantra to help shape culture.

All right, this is the price of admission to be an honorable and honorable member of this

particular club. And if you fall short, you're going to be in this particular bucket. And that is

not shaming that it's just making you aware that you're not doing enough. So do not expect the same

rewards that this group is going to get. All right, unless you decide to start getting with the

program and be more proactive. And that's what the mantra is really all about is about being proactive,

you know, owning, having the courage to move forward, even at the price of failure in order to learn.

And when I got assigned as my first duty as a senior enlisted leader outside of para rescue

at the first special operations wing, that's when I decided to write the 20 silver bullets.

And that was to motivate the masses. I mean, you're talking the cooks, the administrative people,

the financial people, the maintainer of aircraft, you know, the people that dealt with

multiple area affairs. I mean, you name it. It didn't matter whether they held the gun in combat

or a pencil. I saw the need to make sure that we created a culture of war fighting because at the

end of the day, the mission of the wing was to answer the call when the chips fell. And that became

pretty evident upon the first two weeks of assignment at the first special operations wing.

When we got the call from Pesidon Obama to go ahead and rescue a hostage, Jessica Buchanan,

who also like you, ended up putting a quick blurb on the book, on the preface of the book.

And we got the call to go out and rescue her. And we ended up rounding up about 130 people from

the first special operations wing on a Saturday deployed to Somalia, got the hostages and brought them

back. At that moment, I told them, it's like, hey, look, so this 20 silver bullet things that I gave

you is not lip service. That is an expectation of for you need to be specifically to be successful

in this environment. If you're not ready, you will fail. And I'm here to prevent every single one

of you from failing, but I can only do so much. It is your personal responsibility to play by the

rules, to abide by the standards and to do whatever the nation needs you to do. And it was from that

paper that eventually 20 years later, we end up with the book that we have today.

That's freaking amazing. And this book, man, like it, it challenges you to think,

it challenges some of the principles that you may have, right? But what I love about it

is its storytelling. And you know this, right? Like I read the book in a day and I just sat there

and I was just like, man, like I'm learning lessons, I'm getting it through storytelling. And I don't

care who you are, what industry you work in, how many people report to you. Like the book is also very

practical, right? Like there are moments that you can just pick up in the book and go. So I'd

love to get your thought process on just how you engineered that in the book because your story,

and I didn't, I mean, yeah, when we talk and we have an adult beverage, you have some amazing

stories, right? Like I'm not even going to hold that. You were one of the best storytellers that I

know. But to put that in words and keep people captivated is a different thing, man. So talk to us

just how you structured and engineered the book itself. I have to give credit to Janet once again

because the original concept clearly, you know, I kept this notebooks, this most kind notebooks.

And I was always taking notes. And those notes were nothing more than the bookkeeping of my character,

right? The salary of that bookkeeping was nothing more than the honor to serve.

And the currency was credibility. And every single failure was a withdrawal on that investment.

But unless you get the books, you couldn't realize when you were falling short the most,

what you were doing at the time and how to prevent it. So I started keeping copious notes.

About 13 notebooks later, I decided to extract some of those lessons learned. And I started

shaping them into mission accomplishment and readiness. And that was a way to sequentially

highlight the company you kept, the actions that are expected to you. How good are you at

rule following standards? How well do you treat other people? How serious do you take your purpose

and duty? How in tune are you with yourself to be humble? So I sequentially started putting all

those things together and I started writing. When I gave it to Janet the first time, she bled all

over that paper. She's like, good lands, right? You're just freaking chasing your tail about talking

too much about stuff, just make it short, sweet and to the point. People don't have to run,

don't have the time to read all this blabber. They probably don't care about it. So how about you make

it two to three sentences per silver bullet and then put it out there? I listen like every good

husband, I listen to her advice. And that's the paper that you saw, the 20 silver bullets.

Now it was supposed to be local for the first special operations wing. But what I got to see

year after year was that more and more people will mention the paper. He's like, oh, I got your 20

silver bullets. I just used it for this professional development session. I just used it as a lecture

over here at this professional military education keynote that I did. And it was both officer and enlisted

and some civilians even. So this went on for 15 years plus. And eventually when I was getting ready

to retire, I was approached by a publisher that said, hey, I read your paper and I think you

have something here. Have you ever thought about writing a book? And I said, no, never thought about

him, you know, that was then this is now. He's like, hear me out. So what if you were to make

each silver bullet its own chapter and then put a personal vignette beyond the five second

somebody that you have in the current paper to enlight the audience on why that quote is important

and I think your experience is going to be critical to the success of the book.

So that triggers something in my head. I talked to Janet about it and we went back to the drawing

board. And the way that I wrote it was one chapter per day. I will take a silver bullet per day,

whether I was on a flight going to some engagement, whether I had some time in the morning before

working out or at night. If I was feeling creative, I decided to just go ahead and shut everything

off and then you just decide to concentrate on that one chapter. Much like the first paper,

I gave it to Janet to go ahead and take a look at the first few rounds and she bled all over

again. She gave me some guidance. So I went ahead and took that guidance from her and then went back

to the drawing board. And in a matter of about 45 days, I had the entire book written. And the reason

it went so fast, I didn't use the goals right there. I wanted it to be my voice, my writing for

my first real book, because I had children's book with Mike Surreilles, Scarlett's big shot.

But by the time the book was written, I gave it back to her and she read it much like you in a day.

It was a flight from Dallas for Worth to Raleigh Durham. And in a span of two and a half hours,

she read it. And it was her feedback that actually gave me confidence that this was going to be

a value. And she said, well done. I learned things about you that I haven't known in over two

decades. I laughed. I almost cried. This is it. You hit the sweet spot on this one.

At that moment, I went ahead and gave it to amplify publishing group with the help of

Naren Iyal and his great team. And we just went through the mechanics, put it together,

Delay out, you know, all of the things, every single detail that I consulted with them about,

I wanted it to be meaningful. Like I originally didn't want my photo on the front cover.

I wanted it to be just a silver bullet because that was the book. And they advised some people

like Janet, Mike Sirelli, Navy COT, mate, Wayne Fisk and a couple of others, including Robert,

they're like, if it's going to be a book about you, buddy, I think you need your face in the front.

And I was just like, you know, that's the humility on me. It's like, the book is really a

generational commitment to set up the next generation for success. It's not about me. It's like,

no, but you're writing it. So if you want something to be recognizable, you need to be on it.

That brain needs to be in there because that's really who made you, who you were, the career

field of para rescue. So we decided to go with that photo. And then, you know, of course,

is I do you smile? Are you angry? And that was a very just different kind of photo. And I just

put it out for feedback from people. And we decided to just go ahead and stick with that. But

everything from the small silver bullet thing, I wanted everything to have meaning just because

that's exactly the way that I approached the book and the paper from the beginning.

This is a great looking man right here. So if you're listening to this, definitely go straight

to the YouTube. And you need to see this. But no, this is an amazing book. Man, a lot of

a lot of endorsements on the book, a lot of great words. You know, I love that you signed

this copy and not just signed it, but you gave me a nice little note that I'll forever appreciate,

man. And again, for those that are watching, for those that are listening, kind of our leadership,

you know, CZ kind of gave you the subtitle, taking charge instead of taking shit. And again,

it doesn't matter who you lead, where you lead, this book should be your new blueprint. And so CZ,

I'm going to do this for the first 20 people that message me silver bullet because there's 20 silver

bullets. You're going to get a free copy of this book. How about that? That is, that is awesome,

man. I'm paying for it. So you're not giving away for you. I'm paying for it. So I'm going to go

by 20 copies. If you message me silver bullets, I'm giving this to you. And you're going to see

the messaging, how easy this is to read. But more importantly, how it relates to you as leader.

So CZ, man, I'm honored that, that you did this, this book is amazing.

That thank you. Thank you. And, and again, you know, I started the book with what a mark to

quote that, you know, experiences the, the bread, the blood, the heartbeat, you know, of the,

of the essence of any book and author rights, you know, and then I mentioned that the book wasn't

about theory. It was about experiences. And I think that that is really an approach that more people

with similar backgrounds as us that have had the honor and opportunity to influence others to

be better. We need to do this more often. And I believe that leadership is in decay in America.

Everybody's looking for a finger to point. The divisions are so rampant right now to where I

do not want to associate with this group because I'm part of this group. And we need to go ahead and

put all of that to rest, man. We need to put a ret in a wrecking bowl to some of those freaking

walls that are being built, you know, amongst each other. And I think that one of the best ways that

we get after that is just to go ahead and start talking a little bit more to learn from each other,

you know, gauge the differences and see the value of being different. And the more we do that,

the better off we're going to be as a society. And this is just my small contribution to that. So

thank you for wanting to put that book in the hands of other people.

Absolutely. I'm definitely going to do my part, definitely going to do my part.

Before I get into my rapid fire questions to get you out of here, where can people find and

follow you, sir? So my website is up and running carnivore leader that come.

The book is available Amazon Amplified Publishing Group and Barson Noble. The links are included

on the website. And you can follow me on Instagram, Facebook and LinkedIn.

I love it. I'll make sure I have links there for everybody. Definitely again, make sure you buy

in the book where there's Amazon Barson Noble. Go visit your local bookstore, show your local

bookstore love as well too to make sure that you're supporting them. CZ, you ready for this rapid fire?

Let's go. Sure. Let's do it. All right. So take leadership out of it. What's the weekend

passion project that you have? We can passion project, project physical fitness.

All right. You're in Robert. You guys kill me every time you see me. I'm working on getting you

shake off. I'm back in the gym. I'm back in the gym. What's one myth about veteran leadership

that people either get wrong or they don't know the truth about?

Assuming that the higher a person gets in position, that it equals defectiveness of their

leadership. Some people are merely appointed and they're no leaders at all.

I totally agree. Totally agree. What's one of your favorite ways to unplug after a long busy day?

Music always has been evening combat coming back from missions. I will listen to I will

listen to Bob Marley legend or Moby 12. Those were my two go to wind down. I like it. I like it.

What's one thing about Robert Irvine that you truly love? His charm. That guy can walk anywhere

and light up the room. Man, just being around his presence just energizes you. I really love

that that better freaking British guy. I love him too. I love him too. So as the story of CZ

is being written, what's one word that you want to define your legacy? Humility.

You got that quick, man. Most people stumble on that one. I love it.

That is definitely you. Well, CZ, man, again, you know, I love you. Like a brother.

Can't wait to see you soon. We'll see each other really soon. Can't wait to break bread.

Man, just proud of who you are. But more importantly, just that humility do. I love it because

that is you, right? Like you've never met a stranger. You make yourself on equal footing with

all people and you are just the charm that you talk about. Robert has. You have that too, bro.

You have that too.

You got it. So thank you for being you for all the viewers and listeners. Remember,

your because is your superpower. Go on. We should.

That's another powerful conversation on Mick Unplugged.

If this episode moved you and I'm sure it did, follow the show wherever you listen,

share it with someone who needs that spark and leave a review so more people can find

there because I'm Rudy Rush. And until next time, stay driven, stay focused and stay Unplugged.