Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Prepare to be guided through a transformative journey of leadership evolution. This episode, featuring personal growth coach John Ballinger, promises insights into the qualities that define a successful CEO - qualities that have shifted dramatically over the years in response to the changing corporate environment. We're discussing the need for emotional intelligence, the role of self-awareness, and the impact of selfless leadership in today's business world.
Have you ever imagined the level of trust needed by the Blue Angels, a Navy group known for precision and teamwork while flying at speeds of up to seven hundred miles an hour? That's the kind of trust and communication we're exploring in this episode, alongside a deep dive into the 23 character traits that mark a successful leader. We're not talking about inherent qualities. These are traits that can be learned, nurtured, and honed over time. Our discussions with John will take you through the importance of perseverance, constructive feedback, and knowing when to switch strategies while staying true to your mission.
Closing our episode, we look to the future - the next generation of leaders. The world is evolving, and so must our approach to leadership. Let's explore together how we can cultivate emotional intelligence and self-awareness in the leaders of tomorrow. We'll be discussing the 23 character traits that will shape these future leaders, the consequences of failing to impart these traits, and how to find effective teaching methods on our blog. Join us on this journey into the heart of modern and future leadership.
Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Prepare to be guided through a transformative journey of leadership evolution. This episode, featuring personal growth coach John Ballinger, promises insights into the qualities that define a successful CEO - qualities that have shifted dramatically over the years in response to the changing corporate environment. We're discussing the need for emotional intelligence, the role of self-awareness, and the impact of selfless leadership in today's business world.
Have you ever imagined the level of trust needed by the Blue Angels, a Navy group known for precision and teamwork while flying at speeds of up to seven hundred miles an hour? That's the kind of trust and communication we're exploring in this episode, alongside a deep dive into the 23 character traits that mark a successful leader. We're not talking about inherent qualities. These are traits that can be learned, nurtured, and honed over time. Our discussions with John will take you through the importance of perseverance, constructive feedback, and knowing when to switch strategies while staying true to your mission.
Closing our episode, we look to the future - the next generation of leaders. The world is evolving, and so must our approach to leadership. Let's explore together how we can cultivate emotional intelligence and self-awareness in the leaders of tomorrow. We'll be discussing the 23 character traits that will shape these future leaders, the consequences of failing to impart these traits, and how to find effective teaching methods on our blog. Join us on this journey into the heart of modern and future leadership.
What happens when a leader gets so confident in their ability that they're so calm? And all the fires that are going on in America's workplace right now they're just like Sully was landing on the Hudson, or like the Blue Angels Airbosses and aircraft telling those men and women what to do, at 6 to 700 miles an hour.
Speaker 2:Welcome to First Lead you, a podcast dedicated to building leaders, expanding their capacity, improving their self-awareness through emotional intelligence and developing deeper understanding of selfless leadership.
Speaker 1:Hello American, welcome to First Lead you where we believe selfless leadership is essential. America is suffering a leadership crisis. Self-awareness and emotional intelligence is the key to developing selfless leaders.
Speaker 2:Now here is personal growth coach John Ballinger.
Speaker 1:Mr Ford, Mr Ballinger, how are you? I'm doing great. How are you? Did you have a good weekend? I did.
Speaker 3:Good, it was parents weekend. Oh, at the university.
Speaker 1:It was some nostalgia going back and walking college.
Speaker 3:It wasn't my university, well, I know.
Speaker 1:But I mean, you know, would you have any flashbacks when you're walking around campus like, oh my gracious.
Speaker 3:No, just some panics.
Speaker 1:That's just cause you saw money. I know what that was. Well, good, good, that's great. Glad you enjoyed that. So what are we talking about today?
Speaker 3:Well, we're going to be following up episode two, or part two, of why CEOs are leaving their jobs, or why they're wanting to leave their jobs. So they're. They're joining the great resignation, just like everybody else.
Speaker 1:Yeah, so they're just in the heck with this. And I thought it would be good to follow up with the second episode talking about what today's CEO looks like needs to know, needs to do and the CEO of the future, so if we could kind of label this the CEO of the day in the future, we're going to be talking about that.
Speaker 3:But this is episode 23.
Speaker 1:It is 23 and there is this name out there that most people may not know or remember Jimmy Spencer. Is that Ringelbeil at all, jimmy?
Speaker 3:Spencer, no, nothing immediately comes back, jimmy was.
Speaker 1:Jimmy was kind of he was a big old boy. I mean he was not the normal physique of a NASCAR guy. I mean they had to make. You know, all those seats are special ordered, special made for the, for the driver. So Jimmy couldn't get in old Jeff Gordon's car. Jeff Gordon a little bit of guy and Jimmy a big old, burly guy. But yeah, he kind of remind me what's that golfers name that doesn't look at John Daly. Yeah, he's kind of a John Daly guy, gotcha. Yeah, yeah, he was a driver. You know he's a big boy. But Jimmy Spencer, number 23 back in the day, yeah, actually, and I was looking at that, it used to be called the Winston Cup series.
Speaker 3:And yes till we no longer like cigarettes.
Speaker 1:Yeah, it was a Winston Cup series for a long time.
Speaker 3:Yeah, absolutely.
Speaker 1:And then, all of a sudden, we couldn't talk about cigarettes. I was watching a show the other night with my daughter and one of the you know one of the things they talk about, you know PG 14 or whatever it is, and it talks about what's in it and it said smoking was in the movie. Yeah, wow, and that's a. That's a gauge for a rating is if somebody's smoking a cigarette in a movie but other things can happen and it's perfectly fine.
Speaker 3:Yeah, but don't smoke. Whatever you do, do not smoke that cigarette. Do you ever smoke?
Speaker 1:on screen, yeah, so anyway. So we're going to be talking about what is today's CEO and the CEO of the future? What are the character traits that they need? What should they be doing in order to become the leader they need to be? And I've printed off some character traits from a Forbes article with the character traits of a CEO.
Speaker 3:So it's a relatively short list 23. 23. Maybe not so short.
Speaker 1:Podcast number 23.
Speaker 3:Look come on now. You work that out on purpose.
Speaker 1:On purpose, not on accident. That's the way we work around it. The first lead you 23 character traits that a CEO must have to be the CEO of the day in the future. The top two. Can I start with the top two, go ahead Communication and emotional intelligence. See, we've been talking about emotional intelligence for ever, ever since we started 23 episodes 23 episodes and there was that McKenzie study that we've referenced that they say it's going to be in the top 10. Forbes says it's top two.
Speaker 3:I actually said, I believe I said- you said it was certainly in top five.
Speaker 1:Yeah, here it is Top two Communication, which we know is critical, and so I was thinking about so how do we talk to our audience about the importance of emotional intelligence, communication and trust? And I thought a good way to do that would be to kind of illustrate an organization that a lot of people could be familiar with or may have seen in the past at an air show called the Blue Angels. It's a, it's a Navy group of jets that go around to air shows and they do very strategic, combatic, combat maneuvers, kind of their. Their alter to the Air Force is the Thunderbirds, but we're we're going to, and there are some videos that you can go out and look on the internet and you can find videos where the cockpit commander actually has a camera on and he is videotaping their maneuvers so they can go and watch and see what they've done.
Speaker 3:And that's awesome.
Speaker 1:They can troubleshoot them. But the point of this is there's a trust factor that goes on with the Blue Angels.
Speaker 3:I'm sure there is. That's a lot of moving metal very quickly.
Speaker 1:Yeah, so if you do the research, the aircraft are flying anywhere from six to seven hundred miles an hour, 18 inches apart.
Speaker 3:Wow, yeah, I would say you need to trust that you know what the guy next to you or lady next to you is going to do.
Speaker 1:Now here's the thing when you go out and watch some of the videos that the commander takes from the cockpit, the entire time they're taking off down the runway side by side. He never once looks forward. The entire time he's looking to his left at the aircraft that's taking off next to him. He never looks forward one time until he's in the air. Does he look forward? Interesting? It was very interesting. I was watching him watch the other plane take off and I'm telling you he never once looked forward to going down the runway. Yeah, so trust, communication, absolutely emotional intelligence in that. Wouldn't you agree that you got to have some emotional intelligence to be able to do that? So I would encourage the audience to go out and, just you know, search on the internet for Blue Angels cockpit video, maybe 10 minutes long. You don't have to watch all of it, but it's amazing to watch those aircraft flying so close together. The air commander is just literally talking to them and doing what they do in such close quarters.
Speaker 3:Yeah, and we were talking about this earlier day. It's just the steady cadence of their voice too. Like you know, nothing changes If things. Maybe you're not exactly the way that you're supposed to be, you don't hear that, or it's not indicated in their voice. They just continue to maintain the same voice level because they can't get excited. They can't get other people excited and start. We were actually changing events.
Speaker 1:We were actually talking about Sully landing on the Hudson as an example of that, and we talked about going back and listening to the air air traffic control and how steady his voice was to the end where he said we're gonna land on the Hudson. I mean just very clear, calm, no inflection, hardly whatsoever Power. We're getting ready to land on the Hudson, you know. And so what happens? I mean, we've been talking about this. What happens when a leader gets so confident in their ability that they're so calm and all the fires that are going on in America's workplace right now, they're just like Sully was landing on the Hudson, or like the Blue Angels, air bosses and aircraft telling those men and women what to do at 6 to 700 miles an hour, because one slip up, one go left instead of right or right instead of left. Keep it on the ground, yep.
Speaker 3:Contestering.
Speaker 1:Yeah. So, if I may, I would like to read these 23 character traits off, and this is for the audience. I know it's going to be a quick, but we're actually going to try and best to post these on.
Speaker 3:Yeah, they'll be in our blog, just as a reminder. We started with episode 17. We started adding blogs. They're really kind of recaps of each episode on our website. So if you go to FirstlyDU1STLEAD the letter Ucom and click on the blog menu item, then you can see these recaps and this will be listed in there. So this will be a resource for you. If you wanted to go get that.
Speaker 1:So I'm going to read these. I'm going to go quickly, but as slow as I can, so I don't. I don't jump, jumble all of it up, but communications first, emotional intelligence, second, integrity, accountability, confidence, creativity, humility, decision making, problem solving, self awareness, innovation, learning, honesty, resilience, delegation, active listening, courage, strategy, optimism, charisma, empathy, decisiveness and passion.
Speaker 3:That's a pretty strong list.
Speaker 1:That's tough. That is tough. You can't. You're I will tell you this, you're not born out of the womb knowing how to handle all these. These are learned traits. A lot of these are learned traits that you actually have to actively work at every day in order to get better.
Speaker 3:So we were talking before we started. When we talk about the one, two, three, four or the LEAD, our first one is born to lead, but that doesn't necessarily mean, as you just said, that someone that is born to lead just automatically has all these qualities. No, way.
Speaker 1:There's no way it's. That would be well. There was, in my opinion, only one perfect person, and they're not here. But you're having to really perfect your leadership ability by tackling every one of these and working through them. I mean just the 23 list by itself.
Speaker 1:There may be some things you're naturally gifted about, but then there's things that you're not and you're going to have to. Like creativity Telling a CEO who's mostly driven that you need to have a creative lens to you, if nothing more, to be able to communicate with your marketing department or your chief marketing officer, so that you can have a lens to look at and not just shut them down all the time. You may not be creative yourself, but you should have the ability to have a creative lens to you. Optimism my gracious so you're the CEO that the glass is always half empty and the sky's falling and, worse, chicken little. You have to work at being optimistic, realistic I mean all those things. So empathy, decisiveness this is something that has to be worked on, and if you're born to learn how to do that, you've also got to have that one that's in a leadership position pouring into you to learn how to do these things.
Speaker 3:Well, if you just go back and look at emotional intelligence I mean thinking about emotional intelligence 2.0, the book that we reference quite a bit I mean there's four areas of emotional intelligence that the book focuses on, so it's not just these 23,. Each one of these could have their own any number of subcategories that you need to also work on on a regular basis and cultivate those as you go through your leadership journey.
Speaker 1:Right. So when you're as a leader whether you're born to lead or you're in a leadership position, and you use this list and Sarah to be the leader of today and tomorrow, here's what I need to learn. What you're actually doing is learning to build a culture in the organization, and it starts with the leader. If the leaders pants are on fire, so to speak, every day and they're disheveled and they're anxious, guess what the team's going to be? Same way.
Speaker 3:Same way yeah.
Speaker 1:So the more that the leader can embrace these character traits and then instill them in their leadership team and then leadership team starts operating that way, with these character traits, you're going to see the company start transforming into a different culture than has been in the past, which caused the great resignation and has the CEOs following after.
Speaker 3:Yeah, absolutely, and you're right. If the leader doesn't start to embody some of these character traits and some of these learned behaviors, really rarely is it going to translate downstream. Now you may actually have somebody who's in your organization who's not quote, unquote the leader, but is a leader because they are doing some of these things, and then people around them can start picking up and learning from them. But it's a journey that you need to be intentional about for sure.
Speaker 1:Right Now. Here's, here's. Here's a difficult one. Are you a leader as you're learning all of these traits that you need to have, that considers others before you consider yourself? That's a tough one because you can get very selfish and say I've got to learn all these things and I'm studying and I'm going to school or I'm reading or whatever it is, and you can quickly forget your team, especially your leadership team, as you just become so focused on yourself.
Speaker 1:I was at an organization today and my son actually had happened to be there with me and I was going to have a meeting with one of the other CEOs of the organization and my intent was to have lunch with him and my son was walking behind me.
Speaker 1:He said oh you know, dad, leaders eat last. So I'm telling the CEO like I would really like to eat with you, but my team's going to eat next and I don't want to eat before they eat. So and that, by the way, that's a good book Leaders eat last is an excellent read If you've not read that book before, but I don't, and I know he was joking. But as I was standing there talking to the CEO, I'm looking and thinking I can't go eat with him and here's my team down there looking at me, and so I said, excuse me, I'm going to eat with my team and I know I get it. I understand that, but you have to think about others before you think about yourself. So when we come back, we're going to be talking about some of the things that you need to dive in a little bit deeper to learn those traits and learn to think about others before you think about yourself.
Speaker 3:Welcome back to part two of one or CEO's leaving mass numbers really similar to the great resignation. Today we've been talking about the character traits that a good leader, ceo, team lead needs to have for their team, and what it takes to be a good leader. And, john, before we went to the break, you were starting to share with us a few questions that you need to ask yourself and think about if you're a leader of a team and not just focusing on yourself, even though you may be on your own leadership journey and trying to develop a lot of these traits.
Speaker 1:Right. So I want you to think about the question I asked before Are you a leader that considers others before you consider yourself? Because the true nature of that's being unselfish, which is difficult to do when you're in a leadership position, you feel like you're always in protective mode because you're being attacked and you've got the shields up and everybody's coming at you and so you're just in total protection. But you also have to recognize that your teams are human. Last week we were talking about that with a large corporation and talking to the president and talk about the human aspect of this and their communication, their team. Because their teams, depending on what level they are, here him differently. You know, at just a tier two leadership versus the tier four or five leadership in the company, how he communicates and I said you know you got to. They're humans.
Speaker 1:Also, learn as a, as a leader. You have to. You have to understand you're going to make mistakes. You don't let those mistakes define you, but you're going to make mistakes and it's just the reality of leadership. You're never going to be perfect and make every decision right. Just embrace the fact that you need to have some resolve and persevere when you do make the mistake.
Speaker 3:Do you have a good example of that?
Speaker 1:I have a lot of examples Personally. I mean, one of the biggest mistakes that I've made in my professional career is not reading a contract thorough enough that I signed in a partnership that cost seven figures. That's pretty big, that's a big mistake. Did I let it define me? Absolutely not. Did I learn that lesson? Yes, why do you know? I learned that lesson? Because every time I read a contract, I look for specific things in that contract that could potentially push. If it's my clients paying me to read the contract on their behalf, or we're signing a contract with an organization, I'm looking for that particular language that I know is either in there and what it says, or not in there at all, which can create a problem. But yeah, I mean, if you let it define you and say, well, I'm just going to pull back and I'm not going to do business, or you know, then you're just going to be still stagnant and angry. Oh, but that's that was. That was a big mistake.
Speaker 1:You also need to be and this is this may be tough to grasp, as you got to be true hearted Like you got to be true to yourself as a leader and look at yourself and and critique yourself and have people around you that you trust to critique you as a leader and not take it personal, because it's easy when you're getting bullets or arrow shot at you every day. And then you bring your team in and ask your team, so how am I doing? They're like, well, do you really want to know? And you have to open the floor up and let them be honest with you and trust that they're not just telling you things just to pile on. That are that, are things that they see that from their standpoint or their team standpoint, that you need to do to correct things in your leadership journey in order to be a more effective leader.
Speaker 3:Yeah, I think that can be difficult, just to ask and second to hear. But but, like I said, if you trust the people that you're in the leadership position with you, that you're going through this journey with that, they're telling you for your best interest and the best interest of the organization, it's a little easier to digest, but it still doesn't make it easy all the time.
Speaker 1:No, and I want to. I want the leaders to listen to this, because sometimes, when we let circumstances derail our leadership journey, development into the leaders that we need to be for our team, or we make mistakes and so I'm not going to do that again which can hamper the growth of the business, I want you to listen to this statement. Sometimes a person can meet their destiny on the road they took to avoid it. That's deep, that's deep thoughts.
Speaker 1:If you sit and think about that for a second, you may actually because you didn't let it define you and you didn't let it defeat you, and so you got back on that journey, on that road you may actually meet the you that you need to be. That's a deep thought that I want our leaders to take away and just ponder on and do some self self assessment on. Here's another one, and I've heard this for years Don't burn bridges. Well, I'm going to tell you, as a leader, you have to learn that there are some bridges out there that you need to burn. So I'm going to read this statement to you and I want it kind of time with you to kind of rest on this as well.
Speaker 1:One of the hardest leadership decisions you make are which bridge to cross and which bridge to burn. There's an old adage don't burn bridges. I'm here to tell you that some bridges you do need to burn and order not to continue to be plagued by those bridges. We will. Second chance, third chance, fourth chance, fifth chance you have to learn when to cut it off, when to burn that bridge, and it could be with a vendor, it could be with an employee, it could be with a partner, but just know you've got to cut that off and when to cut it, and prepare when you do cut it for the after effects of cutting it, because there will be blowback when you do.
Speaker 1:As I was thinking through this podcast of some leaders that have we in society see them as, just you know, kind of gigantic leaders of our history, but they made mistakes and I'm going to read this this founding fathers, patrick Henry, made this statement give me liberty or give me death. Can you imagine a leader standing up saying I'm so passionate about what I'm standing on that either give me what I'm passionate about or give me death?
Speaker 3:Well, they took care of that for him but can you imagine being a leader?
Speaker 1:You're so passionate about your leadership of people that you'd say either that we're going to do this or it's going to kill me. Right, I'm going to die. Believe it, because it's what I believe in. And I wonder where that passion has gone in leadership in America.
Speaker 3:Yeah, it certainly seems like there's less and less of that value level of commitment to the things today.
Speaker 1:Samuel Adams said, facts are stubborn things. Whatever our wishes are, or our inclinations or our passions, they should not alter the state of facts and evidence. Too many times, as a leader, we let our feelings of things or emotions of things or well, I'm inclined to this or I'm inclined to that. My opinion is this but if you have facts and evidence that you are using to be able to make a decision, don't discount those facts and evidence over feelings and opinions of those around you. It may be unpopular, but I can assure you, when you have facts and evidence and you follow that and make a decision based on that, you're going to more. There's going to be a greater likelihood of a positive outcome in the future versus using opinions and feelings, because I can assure you something's going to rear its head up in the future that you're going to be dealing with. So it's going to happen, and those are some of the things you have to just trust on, just based on past experiences.
Speaker 3:Can you read that quote again?
Speaker 1:Facts are stubborn things. Whatever our wishes, our inclinations or our passions should not alter the state of facts and evidence. I jokingly say this. A good friend of mine taught me this years and years ago. He said, john, I'm telling you, have you read the 67 books of the Bible? And if anybody knows, there are 66 books. And so I said back to him I said, but there's only 66. Oh, no, no, no, no, no, there's 67. I said, well, what's the 67th one? He said the book of opinions. And too many times as leaders we will go to that book of opinions or seek people's opinions to make decisions when we have the facts and evidence right in front of us to make the decision. But a lot of times that's hard when you have to make that decision.
Speaker 3:Yes, like I said, especially if you're letting emotion and feeling and getting in the way of that sometimes.
Speaker 1:Yeah, one of the greatest leaders in probably modern day history, in our country's history, is George Washington. Had a failure at the French and Indian battle and after his failure and he made two terrible military moves and put himself in the middle of the battle himself as the commander, which is that's a totally wrong. You don't want to put the leader in the middle of people shooting at each other. And he actually got shot. His jacket did four times. He had four bullet holes in his jacket but never got pierced. But after his failure he left that failure and went back to get more military education as far as strategy because of his failure, he didn't. He didn't fail and then go back and say you know, I'm not going to do that again. That hurt and I survived, even though I got four bullet shot, bullet shots in my jacket. I survived and so I'm not going to go back. Then he ended up going back and leading men in some of the most difficult battles in history and one. But he didn't. He didn't let that failure to find who he was. He went back and leaned in on it.
Speaker 1:In our character traits, leaders need need to be able to communicate what, what wasn't seen, so that what was seen is implemented. This is difficult for a leader. How do I start anticipating what most people don't see? Because it really aggravates someone in a leadership position when their teams don't see what they see. And I'll talk to him about it.
Speaker 1:I said are you showing them what you see so they can start looking for what you see? Well, why can't they see it? Because they're not you. They can't see what you see and so you have to teach them what to look for, otherwise they'll never start looking for it, and the only way you can teach them is to communicate that to them, because, assuming they see what you see, you're setting yourself up for failure automatically. Never assume that someone can see what you see as a leader, because they can't. Now, when you start seeing as a leader someone that can see, what should you do? Go find that person, bring them in and let them know that you can see. They see, which is a very difficult trait for a leader to do. There is victory when you make mistakes, if you take those mistakes and don't let them define you and actually build off of them and make yourself stronger. And one of the things that I want to leave the audience with is the word introspective.
Speaker 3:All right, let's talk about that.
Speaker 1:We talk a lot about self-awareness, right? We? Talk about that self-awareness through self-reflection, self-development. To do any of that you have to be introspective and I want to read that definition. I can't go through a whole podcast and not read a definition.
Speaker 3:I hope we get a sponsorship from Mary and Webster at some point.
Speaker 1:We should do that, shouldn't we? I mean, we're going to read through the whole dictionary before this is all over with. Introspective is when someone spends considerable time examining their own thoughts and feelings. When you are introspective as a leader, so the days over with you're driving home or you're making your notes at the end of the day are you being introspective? It could call it journaling. It's one of the things we talk about on the podcast journaling. But are you looking deep inside yourself on the decisions you made, how you communicated? You could go down that list of 23 and grade yourself on the day's events to see how you're maturing as a leader.
Speaker 1:When the marketing team came in, did I listen or was I answering emails on my phone? Because I didn't really care, because I'm not a marketing person and that's one of the things you've had to teach me is, because I'm not a marketing person, that how important marketing branding, development, all that is, and that it may not be my thing, but I need to learn to listen and give an opinion about it. But most CEOs and COOs that aren't marketing branding people will do everything but listen to those calls or attend those meetings or even participate in them while they're there, but just be like, yeah, I showed up and shut up and let them talk. But learn to be introspective as a leader. Self-awareness, self-reflection, self-development. But also take these 23 character traits and start marking next to them how you think you're doing when it comes to communication or emotional intelligence or decisiveness, so you can grade yourself on those A through D. Can we still do that? Can we still do that? Oh, we can do the F. Can we still do an F? Integrate, or is that?
Speaker 3:Occasionally it's a high F.
Speaker 1:It's a high F. I know sometimes we have to be sensitive to the end of day's time frame about the grading scale. I don't want people to think you know that I mean, if you're an F, you're an F. You need to get better. You need to try strive for a C in that.
Speaker 1:But but do grade yourself and or, if your team around you you trust, sit down with them and talk to them and say, how do you think I'm doing on this thing? There's absolutely nothing wrong with sitting down with your team and going through this list as a leader to find out where they think you're at. So I would encourage that. But so for the CEO of today and the future, the CEO of the day and tomorrow, those character traits are extremely important. Make sure that you consider your others before you consider yourself and recognize, above all, that your teams are humans and you need to learn to communicate to the humans at the level that they need to be communicated to, so that they understand what you, as a leader, need and expect from them, and vice versa.
Speaker 3:Well, thanks for taking us through that list and sharing. Well, this has been great. Two part series on CEOs. I mean the episode last week where we talked about the fact that CEOs are leaving, and a lot of the reasons CEOs are leaving are the same reasons that people left for the great resignation they want to be seen, they want to be heard and they want to know what they're saying. Matters in the words of Dr Conrad Aquino, who was on our podcast a couple of weeks ago, but those three elements that he left us with, I think, are key elements that just basic human needs are what's driving people to stay or leave an organization.
Speaker 1:Yeah, and just one more follow up to the end of this. Can you imagine how daunting it is, if you're a leader, that you need to now learn these character traits and be strong in them. That's a daunting task. That the CEOs that are leaving in mass, that haven't been taught this, are looking at that like yeah, not me, I'll take my money and run. They've already done the 15 boxing rounds and made their money. They're like I'm checking out, I'm going to leave this to somebody else. However, if we don't teach this to the next generation of leaders, things will get worse than they are right now. So, mr Ford, it's been good. If you have any questions, feel free to reach out to us on our social media platforms or through the website and we'll be glad to help. And, like Mr Ford said, we will be publishing these 23 character traits on our blog.
Speaker 3:Absolutely. Firstly, gcom. Have a great week, Mr Roger.
Speaker 1:Thank you.