Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Have you ever questioned why you need to micromanage your team? Are you constantly calling the shots, and does that leave you exhausted? Well, it's not supposed to be that way. As leaders, it's not our duty to make every single decision. Instead, we need to shape our organizations and trust our teams to learn from their experiences, even when they falter. In this episode, we passionately discuss the power of trust and decision-making within team setups.
How do you pick your team? Do you just fill vacancies, or do you meticulously select the right person for the job? Trust us when we say it's not just about filling a vacant role. The key to a successful team lies in selecting the right person. We highlight the importance of utilizing assessment tools to understand potential team members' character traits beyond their resumes.
We're sure you've heard the saying, "Don't put the cart before the horse." We're here to tell you that the same principle applies to decision-making and delegating responsibilities. It's essential to have the right team in the correct positions, trusted to make decisions. Leaders must move from needing 80% of the information to make decisions to 30% with trust and empowerment.
As leaders, it's our job to break the chain of "this is how we've always done it" and to power through the last 20% of growth. To wrap up, we discuss the vital steps necessary for making a decision and the importance of effective communication in leadership. So join us in this exciting journey and take away some actionable insights on communicating effectively with your team and shaping your organization.
Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Have you ever questioned why you need to micromanage your team? Are you constantly calling the shots, and does that leave you exhausted? Well, it's not supposed to be that way. As leaders, it's not our duty to make every single decision. Instead, we need to shape our organizations and trust our teams to learn from their experiences, even when they falter. In this episode, we passionately discuss the power of trust and decision-making within team setups.
How do you pick your team? Do you just fill vacancies, or do you meticulously select the right person for the job? Trust us when we say it's not just about filling a vacant role. The key to a successful team lies in selecting the right person. We highlight the importance of utilizing assessment tools to understand potential team members' character traits beyond their resumes.
We're sure you've heard the saying, "Don't put the cart before the horse." We're here to tell you that the same principle applies to decision-making and delegating responsibilities. It's essential to have the right team in the correct positions, trusted to make decisions. Leaders must move from needing 80% of the information to make decisions to 30% with trust and empowerment.
As leaders, it's our job to break the chain of "this is how we've always done it" and to power through the last 20% of growth. To wrap up, we discuss the vital steps necessary for making a decision and the importance of effective communication in leadership. So join us in this exciting journey and take away some actionable insights on communicating effectively with your team and shaping your organization.
as a leader, you need to allow your people to make decisions and even mess up.
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 America and 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 Douglas. Are we?
Speaker 3:live.
Speaker 1:We are live and in person. Oh, so I'm still safe. Good afternoon, Mr Ford, Good afternoon Mr.
Speaker 3:Ballinger, how are you?
Speaker 1:I am good. I'm good. We have podcast number 27. Now the mer27. Number 27. For those that have been following First Lead you, you obviously know that we are naming our podcast after NASCAR drivers. The number 27 early on in the NASCAR world was Rusty Wallace Rusty.
Speaker 3:Wallace, I know that name.
Speaker 1:He had 145 starts in the number 27 car before he went to the two. What's it called the two car? Yeah, so.
Speaker 3:He must have had a fallen out with some owner.
Speaker 1:Well, yeah, there's some ownership, but sponsorship and they drag you along. In Miller genuine draft, remember that. I do remember that Became his sponsor in the two car.
Speaker 3:I'm never partaking of it, but I remember that I haven't either.
Speaker 1:That's a story for another podcast about. But yeah so, rusty Wallace, number 27. And today's podcast is one that's near and dear to my heart, like a lot of these podcasts are. I say that, but this was really important. The we're calling the title of this leading your team by trusting the team you select. We'll say that again I'm leading your team by trusting the team select. Okay, that's interesting, that's going to be good.
Speaker 3:We'll see where this goes.
Speaker 1:Well, I think what the point, as we go through the podcast, is that, based on what we know and even what we've done, I can say I've done this myself. I've been in a CEO or leadership position where I felt like I had to make every decision, and the Isn't that the job?
Speaker 3:It is not. Oh, it's actually not All right.
Speaker 1:Um, and I, and I think that the audience would do well to know that CEOs and leaders aren't supposed to make every decision. They're actually supposed to shape the organization, oversee, learn how to select a team and then let the team do the job that they were selecting the organization.
Speaker 3:Yeah, I don't want to get too far ahead of us, but that seems like if, if you really were a CEO and that was your drive was to make all the decisions, that would be an overwhelming task.
Speaker 1:Well, you know, if you listen to some previous podcasts and you talk about the leaders that are leaving the industry. I truly believe, if you sit down and talk to them, they would not know something that we're going to talk about later in the podcast, and that's how to make decisions from their seat and then how to allow people that have been selected. Guess what? This is crazy, but the people that they've selected are getting paid. That's generally the way it works, I know. So, like I'll ask CEOs or leaders like so you're paying these people to do a job, but then you're not letting them do that. I just want to make sure. And they'll look at me like well, I don't trust them, or I don't. I'm like well, hold on a second, let's back up. You're paying them to do a job, but you don't trust them to do the job you're paying them to do. Yeah, that can create a lot of problems. It does create a lot of problems.
Speaker 3:And as we've, kind of.
Speaker 1:and we've seen this, like you and I, first hand in companies, absolutely have seen this and deal with it. And then we're going to have to do a lot of things. We've seen this and deal with it, and then we're trying to unwind that process, that thinking process, because the CEO has been taught to do that. Or, as said, I have to do that and I'll let you answer this. But when we've gone into companies that the CEOs have not allowed their teams to make the decision, what's the culture like?
Speaker 3:Oh it's. It's a horrible culture because, well, most of the time, you see, people won't make decisions, like, if you haven't been allowed to make a decision, you won't make a decision. And so everybody's sitting around waiting on the CEO to make a decision. If the CEO is not good at processing and making their decision, now everybody's just sitting around waiting, so nobody's being productive and everybody's like, well, it doesn't matter what we think, because CEO's going to make the decision they want to make, and so it's. It's a horrible place to be and most people are looking for ways out.
Speaker 1:Yeah, and then one day some rogue person in management says you know what? I'm tired of waiting, I'm going to make a decision and it's not the right one. And what does that CEO do?
Speaker 3:See, I told you that's why you don't get to make decisions.
Speaker 1:And that's why I have to make all the decisions. The reality is, as a leader, you need to allow your people to make decisions and even mess up, and this is what I say. Anybody that's been around me long enough to know what my theory is when it comes to letting people as long as it doesn't create blood and death, let them make decisions. Let them hurt a little bit. Let them skin their knees and elbows, black their eyes a little bit, maybe even break an arm some, but the lessons they will learn in leadership are critical, but they have to be allowed to make those decisions and feel pain for making a wrong decision and not thinking things through. Cause and effect Talk about that.
Speaker 1:So, if you're thinking through this process and in the selection versus the hiring there was a previous podcast that I made this statement and I'm going to make it on this one because I think it was transformational in my thinking I was sitting in my desk at the house and just kind of I was actually grinding through why are CEOs and leaders not making good decisions? Why are teams out of balance? We talk about 50% of the people that are in positions when we go in are not in the position they should be versus their assessments. We do Like how's all this happening? Over years and years and years and you and I were talking as we're preparing is these resume sites and these job boards that started out basically in the late nineties? In the late nineties started taking a document which is a resume, and kind of matching it with a job description, and it almost became like dating sites. You're you're matching this person, this person, and delivering it, and the company's just looking at resume alone without really knowing the person.
Speaker 3:Absolutely there was. There was no swipe right or left at the time, but but it's certainly, I think, facilitated a new approach to hiring people. Mm-hmm.
Speaker 1:So we are believers in selecting teams, not hiring teams, which does take longer, we and we tell, we tell the leaders this. This process does take longer because we want to select the right teammate. However, what it does do is allows us to find the right person that's going to fit the culture of the company and the team that you've built. It's going to reduce turnover and disruption inside the company, and all of those are multipliers of profit dollars going out the backdoor If you don't select the right team.
Speaker 3:So I know you've told the story before, but um so, what, what triggered this idea of selecting people versus hiring people?
Speaker 1:And I have to use the football team too. This is, this is. This is kind of. This is different. You can change the football team.
Speaker 3:Nobody's going to know the truth.
Speaker 1:So the truth is I was sitting in my desk grinding over this, trying to figure out how to change the culture and the mindset of of, uh, selecting versus hiring, and I really didn't have that word in my head until I was listening, and it was just in the background, the TV's in the background, and it was the NFL draft, and I heard the announcer say the San Francisco 49ers select. And it was just kind of a watershed moment for me. I stopped and said and I so I stopped started researching. What does a professional team do to select that team member? And I mean they look at, they put them through a rigorous physical, they look at their background, they go talk to parents. I mean there's a lot that goes on. There's things that go on that I can't talk about on this podcast because it's kind of weird. But they go on To their physical nature, how they are, before they will officially select them and then hang a multimillion dollar contract around them.
Speaker 3:Well, you would think, if you're making that type of investment in someone, you would definitely want to select the right person. And obviously what we're talking about here is that sometimes investment maybe not be as large, but they're really just as important to your organization. So that's why you want to select the right person, not just hire a person. Right?
Speaker 1:So when you talk about these dating sites that have cropped up out there, you know, I think, part of the problem with societal society when it comes to building teams with those websites that people just threw out resumes and a job description and the algorithms matched and they sent them in and the HR department just kind of use those as guidelines for right. Here's the five people, and really we're looking at data on a piece of paper about a resume, not the actual person themselves. And one of the selection processes that we use it firstly do is actually assessment tools in order for us to look beyond the resume at the person, the character traits. You know what their, what brings them the most joy in work, what's their emotional intelligence level. There's a lot of factors in those three assessments that we use to then look at the job description and the company and the team that's built say go or no go.
Speaker 1:And recently I was working with a company that I had personally said no to, I believe four candidates in a row and the and the president of the company I know was getting tired of the recruiter sending these people to them and them going through visits and, you know, interviews and things like that, and then I was the last person gatekeeper, if you will to say all right now, do they fit all the criteria when it comes to culture and emotional intelligence and behaviors and things like that? It was no, no, no, no. And I dreaded calling each time because you know you almost get the the own. The president would get the impression that I'm just the party of no on everything. And they critically needed this position. This was an executive level position in a company was sorely needed. I kept telling him just just wait, find the person until the fifth candidate and spent significant time with them. I don't have two hours to get to.
Speaker 1:Yes, now that person's got to fit into the culture in a company, which is not any small feet by itself. Because now that we've got to insert them in, let them catch up with the team that's there, build culture, teamwork, trust and all those things around them. And you know they call them rookies and professional forts for reason, because they're really not. They don't know the system yet and they have to learn the system and they have to work harder and they have to watch more film and they have to take a lot of crap from those veterans. I mean, those guys give them static in the locker room on the field. You know those guys enter. What they're saying can you make the cut? So those rookies that are coming in they may be a veteran in it from another company they came from, but guess what? In that new company they're a rookie and they have to learn how to play the game that the CEO, the leader in that organization, is building in order to win the championships.
Speaker 1:All of that, douglas, is difficult, not an easy task, but it's a different mindset, it's a different philosophy on selecting your team versus hiring, and the reason the CEO should want to do that is because every day that they get up and they do what they do, they need a team that they can trust to make decisions, because there's absolutely no way possible that they can make every decision in the company and do it in a manner that's going to be um, uh, put the company in the best position for success, and especially the larger the company gets. So as the company grows, you get into this challenge of bigger company, more employees, more decisions have to be made, and I've asked CEOs in the past and leaders of them so how much information do you need in order to make a decision inside your company. You know what the out of a hundred percent of the information. What's the number that most, on average, say they need?
Speaker 3:75%, 80%, 80% 80%, 80%.
Speaker 1:Can you imagine having decisions coming at you every five minutes, every 10 minutes, every hour and needing to collect 80% of the information in order to make a decision?
Speaker 3:Yeah, that's going to hold you up, that's going to slow the decision-making process down.
Speaker 1:It's going to slow your team up. It's gonna slow payroll up, it's gonna slow production up, it's gonna I mean it almost grinds to a halt the production, the movement of the company, and the people will be talking. I'm just waiting on a decision to get made. Somebody make a decision. We've been in companies that have heard that I just was. I mean, I don't care if it's a wrong decision, let's make a decision and do something, because we're just sitting out of right now. The CEO has to let go and they let go by selecting a team that they can trust, so that those people can make decisions and do what I'm training leaders to do Learn how to take that 80% Down to 30%.
Speaker 3:That's a pretty big drop.
Speaker 1:It's a huge drop and it take you talking about effort and and time and trust and team and selection, but you can get to the point where and we call it the 3030 rule you can get to the point where, when those decisions are coming at you that you have to make as a CEO, that you automatically think here's the 30% of the decision I need to make and here's the 30% of my team that I need to get that information from and you can walk in because these people are in the right seat, they're doing the job they were selected to do, they are proficient, they know the information that you're going to ask.
Speaker 1:And so when you walk in and say we're gonna, we need to do X and I need to make a decision by tomorrow, here's what I need and that 30% those team members can get that information to them Proficiently because it's already there. They they know what it is because you trust them in that position could be financial information. It could be production information it there's a. It could be marketing information. I need to, I need the CMO or I need our marketing manager to give us this information so that we can move forward with decisions. To get from 80 to 30 Takes a lot of work and effort and intentionality by the CEO and trust trust, trust.
Speaker 1:We're gonna be talking after we take a break. We're gonna be talking about some unique items that will help you go into the 30 30 rule and I've got a book that I finished a few months ago Probably one of the best books on decision-making and we're gonna reference a few things that the audience probably will understand. Try to put this in a simple manner as well as give you an action item, as this Believe.
Speaker 3:Welcome back. Today we're talking about Decision making, the decision-making process, how CEOs are not Responsible for making all of the decisions in organization, and what it takes to be able to shed some of that responsibility and to delegate it to your team members. And then we started off talking about John was Selecting a team versus hiring a team? We talked a good bit about that. You want to recap that a little bit before you get into your favorite book.
Speaker 1:Yeah, so I would.
Speaker 1:I would say that you know just the selection process by itself using assessments, not using the standard process of throwing a resume out or getting a recruiter.
Speaker 1:You know this is this is not to bash recruiters at all, they have a place but what we've done is we've aligned with recruiting organizations that go out and they, you know, select these different people based on the criteria that the company's given them, and then we become a last door. Through these personality assessments, emotional intelligence assessments and working genius assessments, as well as good general conversation, I get probably a little bit deeper than a recruiter would and someone's background, and it helps me understand them more using these assessment. I. So I think it's important that companies in the today need to learn how to implement a selection process versus hiring process, and I was thinking, as we're coming back off the break, like one of the companies we're partners in, is is a risk management company and we chose the not piece as as an example or, as I guess, as a logo for for that company, and we did for a reason. Remember I said we've got to use the night.
Speaker 3:Yeah, so the the chess the night on the chessboard. It can make different moves than any other piece on the board.
Speaker 1:It can actually jump over two pieces the night can actually jump over a pond. And if you understand what we're doing from a risk management, team building, team development standpoint, we're taking new ways of doing business, new thinking processes, innovative thinking and leadership processes and putting them on a chess board that, for years, most people have been playing checkers on instead of chess, and we talk about that all the time. I mean, society's playing checkers and we're playing chess and we're trying to play chess with a checker mentality and we want CEOs to learn how to play chess instead of checkers.
Speaker 3:So and I think that's just a mind shift- oh, it absolutely is a mind shift, yeah, the way most people think.
Speaker 1:Right, and, and, and you know yourself it's difficult to break that chain of. This is the way we've always done it. You know those seven words that just make me cringe when somebody says it is a mind shift. But we've also seen, once we break that chain, what can happen inside an organization. We've also seen what can happen as we break broke that chain and then it gets painful and they stop and they go back to their old ways.
Speaker 3:Yeah, I was just thinking about that as we were talking earlier that as you go into an organization, it seems like there's a a surge of growth and then it gets really messy and that's the decision making time of people or people going to go through it, because it's like, well, this doesn't seem like it's working, they forget about the progress that's been made, and it's that last 20% of growth to kind of really push you over the top so that you can continue to propel yourself kind of into the to the atmosphere, so to speak. That is the toughest to do, and so sticking through those that difficult period is key to making all this work.
Speaker 1:You know, and even in a football game they'll say the last 20 yards are the most difficult.
Speaker 3:It's the red zone.
Speaker 1:It is the red zone and what we're seeing in companies is they're really faltering because they can't get in the end zone, because that red zone is literally paralyzing and what I guess really what. Our playing on the field is more in the red zone than it is anywhere, because most of the teams businesses call us because they've got all the way down to the 20. They just can't figure out how to get into the end zone and that's the toughest part. And we can even get down to the 10, down to the two, and I tell you that last two, the field goes live. That's the toughest part. So I would like for our leaders to take away from this podcast, just take away that image. We've all, most of us have watched a football game and seen us get down to inside the red zone and even inside the five yard line and that goal line stamps. That happens because you really, your defense really, rises to the occasion, wants to keep them out of the end zone. Are you and your team built to be able to do that kind of leadership development, that kind of goal line stamp, making the decision, reading your, your teammates that are, they're working in the trenches for you every day, and your customers Are you? Are you taking that mindset to it?
Speaker 1:So a couple of months ago actually probably been longer than that because my dear friend, douglas Ford, got this book for me and said, uh, happy birthday. And so, um, it took a little bit for me to start it because I was reading another book, and so I started this book and actually finished the book, setting on the tarmac, uh, and an airplane that I'd flown into Atlanta and I had like five pages left and I was setting up front and so I could have got off, but I literally let the whole plane. I was like I'm finishing this book, um, but Trey Gowdy, who I have actually reached. So if Trey Gowdy ever listens to our podcast, I've reached out to your organization. I would love to get Trey Gowdy on this podcast, because this book called start, stay or leave the art of decision making, is an absolutely excellent read. It's something, it's a book that should be on the desk of every leader and CEO in America. The books that we've talked about the speed of trust, the emotional intelligence, things like that those are, you know, seven habits. Those are great books for forming, developing you as a leader.
Speaker 1:This book actually goes deeper, after those things have been developed and how to do three simple things. He decides when to start something, when to stay in it or when to leave. When to leave is some of the most difficult decisions that a leader can make. That's and the leaving is am I leaving the organization at the right time? Am I stopping this process in the organization because it's it's bleeding us to death and so we might as well? Let's just stop that. Sometimes the leave is do I need to leave this person, this team member, cause they're really not growing with the company? All those are tough, tough decisions. Tray's book actually goes into his thought process on the start, stay and leave. I will not give it away, but after I read this book he became one of the most respected politicians that I've ever followed because of the decision he made to leave. So I would encourage any leader, any CEO, to purchase the book Tray Gowdy start, stay or leave the art of decision making. You will not regret that you read this book.
Speaker 3:Well, you know, a lot of this conversation really started because of an article that you found in the Harvard business review called the myth of the CEO as the ultimate decision maker. That came out earlier this summer and it's a. It's a great article If you are CEO and you struggle with this issue, that you feel like you need to make all the decisions, or if you are a team that has this as a has a CEO that is this way. It's a great read If you can get your hands on it. Again, it's a Harvard business review, the myth of the CEO as the ultimate decision maker, by Nitten Nohari, and I probably put you that name, but came out in September of this year, and one of the things that he puts in this article is a decision, a decision making process, like what do you need to do? Have a good process in place so that you can make decisions as a CEO, and we talked about the 30 30 rule, and I think this lines up greatly with that, and part of it is starting off by setting parameters and the parameters you want to set.
Speaker 3:There's seven of them that is suggested here. It's first is who's going to be involved in the decision making process. And then, what questions? Number two, what questions you want to make. Questions need to be answered as part of the decision making process. What kinds of information do you need to gather? What are the guardrails to keep in mind when you're making these decisions? How many meetings are you going to have to make a decision, which is important because you can have meetings about meetings to have meetings, and you're getting nowhere fast. Finally, what's the structure of the discussion is going to be and I recently talked to somebody on it, like you should never go into a meeting, no matter really how casual it is, without an agenda, because that will keep you focused and get you where you want to go with, uh, with your discussions.
Speaker 3:And then, finally, what gets decided, when and by whom, and so putting those deadlines on there and who's got to sign off on a decision, and when we were talking with the company recently about that, they have a different stages of a decision making process, but the problem is sometimes the right people are informed at the beginning, so when they it comes time for them to make a decision, they've almost got to start over at their stage to gather up all the information they need to make the decision. They'll say we're included early enough to have to be ready to make the decision when it was their turn. But but so we'll include those. That'll be part of the blog that's associated with this episode. But I think those are key things that any CEO or anybody that's going to make decisions can look at to outline a process and figure out how they can use that to develop their own 30, 30.
Speaker 1:Yeah, that the the word that the president used in that organization were gates, and I liked that image that he said we've got gates established and when it goes, then the next gate opens. It's supposed to take what has been done to that point and open a gate, go to the next department, and what we're finding out, not just in this particular company but in a lot of companies communication is the biggest issue that's failing Most leaders, and I want leaders to listen to this. Most leaders communicate to their teams the way that they want communicated to. What leaders need to do, should do, must do, is learn how their team needs communicated to, and most of the time it's not the way that CEO needs communicated to, and that is very painful. Because now, if you've got it, depending on the size of your team, you've got 28 team members that are in leadership positions and you're speaking to them. Your message has to reach the ears of 28 people, which could have eight or nine different personalities that hear differently.
Speaker 3:Not individual as a group as a group. As a group, they may have eight or nine personalities, not just the one person.
Speaker 1:That's a whole other podcast. But I want you to think, if you've got a group of 28 people that are starting this process and you're the CEO, the leader that has to speak to them, and you've got your chart, like we give, so it's like here's your team and here's how they respond to information, take information in, here's what they do with information, you have to learn to speak to that team so that it touches the ears of all of them, based on who the team is.
Speaker 3:Yeah, it brings to mind another book on not that we were ever liking and recommending books, but the love language book, right, I mean, it's a different context obviously, but it's the same principle. It's like human relationships are all the same and we tend, as humans, to do the things that we prefer, and so, to be a good leader, you've got to understand what is needed by your team and how to communicate that to them.
Speaker 1:Well, at that, I'm telling you, folks, that's one of the most difficult things as a leader to accomplish and become accomplished in Is doing that. You were talking, we were talking through this and you said, oh man, that what we're talking about is kind of like the movie Moneyball, oh yeah absolutely. With Billy Bean, so going back to 2011,. But tell the audience kind of a snapshot of Moneyball.
Speaker 3:Yeah, if you haven't had a chance to watch that movie, it's got. Brad Pitt is the lead. He's Billy Bean, who is the general manager for Oakland A's, and the Oakland A's is notorious for struggling in baseball and never getting to the playoffs. But Billy Bean came up with this idea like can we, what can we do? How can we put together a team that may not be full of superstars, but are people who will work together and get us to the playoffs? And so they started looking at all these different players and tendencies and the crunched a whole bunch of data. But they really came back with this idea of selecting a group of players that were not focused on themselves but had shown that they would sacrifice themselves. They would sacrifice their, their batting average it was, you know, just make sacrifices for their team. So he started collecting these people, putting them in the right positions, and then they end up going to the playoffs in that year.
Speaker 3:It is a great movie. If you've watched it before, watch it again with this selection versus hiring process and thought in mind and see if it doesn't give you a good perspective on that. But yeah, the book came out in 2023 and the movie came out in 2011 and 2003.
Speaker 1:I believe.
Speaker 3:Oh, yeah, sorry yeah. 2003 and the movie is 2011. And again, if you're, if you need a more concrete Example of what this whole process is about. Moneyball is a great example of that.
Speaker 1:Yeah, I'll wrap up with this, mr Ford. So one of the in this article from Harvard Business Review, one of the critical items it says the CEO or leader is responsible for and the head of, or is shaping rather than making decisions. How many leaders and CEOs of companies, and even the C suite and then to the VP level, are thinking about shaping their departments or the organization versus just making decisions every day? So I'd like the audience to leave with kind of that lens of shaping the organization as a leader, and one of the action items I would like to also leave the audience with is as a leader, I would suggest that you assess your team with this lens of selection versus hiring and then set back and ask yourself, based on my one, three, five and 10 year goals in this company, have I selected the team that can take us there, knowing I can't make every decision as we grows an organization, and start thinking about that 30 30 rule, because you're not going to go from 80 to 30 automatically, but you're going to be able to go there faster with the correct team in place. That allows you to not have to make every decision in the company, because you trust where to go, get your information at and from and what from the team that you've selected.
Speaker 1:Good stuff it is. It is good stuff and we will have. We're going to have actually some of the seat the next season, second season. We're going to go a little bit deeper in some of these topics. We've talked about some of them in the first season. But take them a little bit deeper from an instructional application standpoint, because we talk about this all the time education without application is not transformative.
Speaker 1:It's not at all, and we want to transform the lives of leaders and those that the leader is responsible for, lee.
Speaker 3:Absolutely. We just have a few episodes left before we take that break between Thanksgiving and Christmas, so we look forward to coming back after the first of the year with some new content, but we'll talk more of that as we get closer to the end of the season.
Speaker 1:Very good. Thank you, Mr Ford.
Speaker 3:Thank you, have a great weekend.