Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Join Douglas Ford and me, John Ballinger, as we challenge you to confront the discomfort that comes with personal growth in leadership. We promise to equip you with the actionable guidance and insights necessary to transform your leadership skills through the power of self-reflection and mastery of emotional intelligence. Throughout our conversation, we emphasize the need to apply educational insights to evolve past familiar habits that may hold back your potential. We'll share strategies to foster self-awareness and develop the emotional intelligence required to become the selfless leader that America's future demands.
Venturing further into the realm of applied knowledge, we dissect the critical impact that early childhood experiences have on leadership behaviors and decision-making in adulthood. Douglas and I guide you through the process of identifying formative memories and understanding their influence on your unique leadership style. We also highlight the underestimated role of mentors and coaches in catalyzing this growth, reinforcing the importance of psychological and emotional awareness for truly effective leadership.
As we close out this season, we eagerly tease what lies ahead: a deep exploration of 25 key traits that are indispensable for contemporary and future leaders. Our forthcoming discussions will challenge you to embrace discomfort as you journey through personal and professional development. Expressing heartfelt thanks to our "mcfounders" audience, Douglas and I invite you to continue this transformative voyage with us, assuring you that the next season will be as enlightening as it is challenging.
Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Join Douglas Ford and me, John Ballinger, as we challenge you to confront the discomfort that comes with personal growth in leadership. We promise to equip you with the actionable guidance and insights necessary to transform your leadership skills through the power of self-reflection and mastery of emotional intelligence. Throughout our conversation, we emphasize the need to apply educational insights to evolve past familiar habits that may hold back your potential. We'll share strategies to foster self-awareness and develop the emotional intelligence required to become the selfless leader that America's future demands.
Venturing further into the realm of applied knowledge, we dissect the critical impact that early childhood experiences have on leadership behaviors and decision-making in adulthood. Douglas and I guide you through the process of identifying formative memories and understanding their influence on your unique leadership style. We also highlight the underestimated role of mentors and coaches in catalyzing this growth, reinforcing the importance of psychological and emotional awareness for truly effective leadership.
As we close out this season, we eagerly tease what lies ahead: a deep exploration of 25 key traits that are indispensable for contemporary and future leaders. Our forthcoming discussions will challenge you to embrace discomfort as you journey through personal and professional development. Expressing heartfelt thanks to our "mcfounders" audience, Douglas and I invite you to continue this transformative voyage with us, assuring you that the next season will be as enlightening as it is challenging.
But I think where we're challenged with is the application process of that education that we're putting inside of it, cause once we start trying to apply it and it hurts or we don't want to face whatever it is that's uncovered, we just go back to doing the same thing we've always done.
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:Happy new year and welcome to a new season of first lead you. I'm your host, John Ballinger, along with my co-host, Douglas Ford.
Speaker 3:Hello John. How are you? Mr Ford, I'm doing great. How are you?
Speaker 1:I am good, I'm excited about this new season. Uh, we've taken some time off and uh, kind of digested that first season. What were the pluses and minuses? You know kind of maybe change the format a little bit, um, and then listen to our audience and the people that we have been working with, continue to work with, whether over the phone or zoom or all the technology we use that are in person. But there there seems to be a reoccurring theme as we continue to develop and that is the challenge that people have with um learning how to mature their emotional and psychological development. I'd say that's got to be the the number one challenge that we're working with people on. Or we hear people say how do I do that?
Speaker 3:Yeah, I think that's a lot of the questions that we get when we talk to people about learning to develop themselves learn to, firstly and we've kind of got to our foundational episodes that we had in first steps in the first season episodes one, three, five and then we kind of recap those later on. But what we're hearing from people is they'd like us to go a little bit deeper, maybe talk a little bit more about how tos. I give some, uh, some advice on on how to start that process, because it's great to hear that you need to do these things, but how do we actually start walking down that road? And so I think in season two we're going to do a lot more of that. We're going to be a lot more intentional about that. One of the things that we talked about in the break was that we were going to go a little bit deeper. So we'll do blocks now of themes, and so we'll spend four or five episodes talking about a particular theme or uh discussions around a particular area of of um development that people have talked to us about, and that'll give us the opportunity to share all those things we've talked about.
Speaker 3:The how tos what can you do for yourself? Where can you start getting some resources, Things like that? So, uh, we look forward to hearing from you. So, facebook, uh website, uh, linkedin, please reach out to us. Let us know what you'd like to hear us talk about. Uh, if we're going deep enough, would you like to know more information? So we encourage you to reach out to us and let us know how you think, uh, but we're doing and what you think about this new format for season two.
Speaker 1:Yeah, and I think, I think just us talking. Why do you think that, uh, the Development of your emotional intelligence and your psychological, but what do you think is so tough for people?
Speaker 3:Well, I don't think it's something that people focus on a lot and as a society we we've talked to multiple times about we're getting worse at emotional intelligence and so, uh, although I'm starting to see more and more of it, and I think that's a uh result of the lack of emotional intelligence, so it's kind of in public at large, we'll say, uh, but more and more leadership, more and more um management information, all starting to point to this idea of developing your emotional intelligence.
Speaker 3:But now, if it's not something that's been discussed or talked about or explained to you, um, then you kind of get stuck at a spot and you don't really know what to do. I think one of the the best things that we've talked about in the past is this idea of what a leader really should be, and that's different than being able to manage a group of tasks for people. So if you have a group of people and you're kind of the task manager, well that's one form of advancing a cause, but it's not really leading people. And that's really what we're trying to help people move to here at FirstlyDue is learning to lead yourself through this emotional intelligence and self awareness and development, so that you can lead others better, because that's the key to being a leader is being able to lead other people.
Speaker 1:Yeah, I was. I wrote something down on on my scratch paper that I use and we've talked about this. But transformation doesn't occur without application of education, absolutely. And I really think that's important for the audience to hear. Like you can read all these books, and you and I were researching how many leadership books and how many books on self-help and all, and it's it's tens of thousands of books that are out there and people can read books.
Speaker 1:Right, we read a lot of books, we download books, we listen to books, but I think where we're challenged with is the application process of that education that we're putting inside of it, because once we start trying to apply it and it hurts or we don't want to face whatever it is that's uncovered, we just go back to doing the same thing we've always done because that's the comfort zone, and there there are speakers, motivational speakers and people like that we'll talk about You've got to, you've got to get out of your comfort zone. I mean we'll talk about that. And that's easily said or difficult to do Absolutely, especially if you don't have a coach or a mentor or someone walking through life with you and we can't touch everybody that listens to this, but we sure would like everyone to know that we are coming alongside you in this journey of self help self development psychological, emotional and you can reach out to us and we can respond to messages and emails and things like that. Because here's, here's the thing Most of the issues that are taking place are very similar across the four pillars that we talk about. It's what we're going to talk about today.
Speaker 1:It's that initial zero to five, zero to five, the amount of people that do not want to answer that zero to five question. It's. It continues to be incredible for me to sit and watch somebody as they start processing that question and then as they start talking about it and I had it happen twice last week. Someone in the ministry profession, someone in the business profession asked that question and man what started? Coming unpacked with that question?
Speaker 1:And the question is just as a reminder what is your earliest childhood memory and how old were you when it occurred?
Speaker 3:And so then, what should somebody, if they're answering that question for themselves, by themselves, what should they then start after they get to that point and figure out what that memory was? What should they do with that information?
Speaker 1:Well, the first thing I would do is write it down. I mean literally just get you a journal and write down your earliest childhood memory and then kind of reflect on it. I started reflecting with another leader in a company who we came up with this earliest childhood memory but it took them about two years to really unpack why that memory had impacted them and their life. And this person was in their mid fifties now and that earliest childhood memory had literally dictated an enormous amount of their 53 years moving forward of their life and had actually hampered the growth. And once we started unpacking that, the growth that has been seen is much greater in a compressed amount of time than that 52 years.
Speaker 3:Yeah, so I've answered this question what's my earliest childhood memory? I've written it down and now I'm starting to think through that. So give me some parameters that I might want to look at, like how am I going to determine, like, how this impact my life?
Speaker 1:Well, I think you've got to start thinking about those pauses we talked about in season one, like so, when things happen in your day to day leadership routine, what do I lean into and what do I run from? And if I run from it, you've got to ask yourself why do I run from that? Why do I see somebody else in a leadership position that doesn't run from what I'm running from? And some of it is. And this is the. This is the kind of low hanging fruit confrontation. You know people say I don't like confrontation. I don't know anybody that likes confrontation. But how do you handle and deal with confrontation? I think that's the critical piece of it.
Speaker 1:And if you are emotionally sound, emotionally stable, psychologically stable as a leader and today's upside down very emotional, very uh challenge, uh, mental health and mental illnesses it's going to make that much, that much hard on you to really understand who you are and how, why you're impacted like you are, how you react like you do, how, why you let certain people react you.
Speaker 1:But you can have 10 people work for you and there's that one person that just literally grinds you. You're like why do they grind me like that? What is it they do particular, and it could be, as you start reflecting on that, it has something to do with something that someone did early in your childhood that had very similar actions. It could be a voice. It couldn't be just the way that they react themselves. So, as the leader and remember this is we're talking to leaders to help leaders first lead themselves so they can lead their teams better, you have to work on yourself, just like we talked about in season one, like you're going to the gym and working out your health. Your mental health is critical to understanding your emotional and psychological.
Speaker 3:Yeah, Um, I think those are some good guardrails. And going back to what you said about the transformation only occurs when there's application of education. So recently I just finished a class and it was a week long class and I spent about 35 hours or so in class time and then there were supposed to be homework time that I did, and then I had to go take a test to get a certification that I'm trying to attain, and so I did that. I went through the class, I went and took the test, I passed the test, but that doesn't necessarily give me a lot of expertise in what I just passed and now I'm certified to do and so, uh, so it's. I mean it's, it's that simple.
Speaker 3:I mean you can think you can read a lot about emotional intelligence, but if you don't start putting some of those things into action a little bit at a time and and you know, obviously, if this is a new subject matter for you and you're just exploring this you're not going to get it right. But you know some of the things you just talked about, like self reflection, you've got to do self reflection. How do we do that? We talked about that all first season Journaling. You know some of these things that we keep saying. Those are the early how to? So? How to start making this better is if you're doing those things on a regular basis and let's just give an hour a week.
Speaker 3:I mean, we would love to see people do five hours a week, an hour a day, but we know that's not realistic starting out. But it doesn't necessarily have to always be an hour, 60 consecutive minutes, 20 minutes in the morning. Let me reflect on what my day is going to look like toward the middle of the end of the day. How did my day go the night of you know? At the end of the day, another 20 minutes of like. Okay, here's how the day went. Here's what tomorrow is going to look like. Here's the day that I have tomorrow. Here are some situations I'm going to be in. Let me start thinking about those and preparing for those, instead of just walking into every situation cold.
Speaker 1:Yeah, it's a you're talking about. You know getting the certification, the studying and things like that. You know what society says someone has to have from an hour standpoint to be listed as an expert.
Speaker 3:Well, I've heard a song about it once or twice, but what? What do you say?
Speaker 1:Society is, say, 10,000 hours 10,000 hours.
Speaker 3:Yeah, To be an expert.
Speaker 1:To be an expert, yeah, and as leaders we should be striving to be the absolute best we can be. And that does. That doesn't mean just on the practical side of what it is in the industry or leading. It could be, you know, the legal industry, the doctor, manufacturing, whatever it is. We're pretty good at that side of it. The practical side when we falter at as leaders is the development of ourselves from a leadership standpoint. Remember you, manage things, lead people. We've not figured out the mastery of leading ourselves into being better leaders so that we can handle the onslaught of psychological, emotional things that are going on in society. And that's why we talk about like society is kind of crumbling right now on the four pillars, which are the family, our faith, businesses and government, because leadership is fractured in all four of those columns. And if you put your finger on like what's the one thing that's challenging and across that and I did that last week with someone you know it's our inability to handle the emotions or what's going on in society right now.
Speaker 3:Absolutely, absolutely. Well, you've got some definitions of some things and we've got a good definition of emotional intelligence and we can talk a little bit about that. We're going to go to a break and we come back. Maybe you can share some of those things with us. Sure, well, welcome back to First Lead you.
Speaker 3:And today we are kicking off season two. This is episode one of season two and we're excited about the things that we'll head for this season and, as we talked about in the first part of this episode, we are going to try to go a little bit deeper. We're going to try to be more intentional about the information that we're putting inside of each episode. I think if you listen to season one, there's a good body of work there, a lot of jewels, but maybe they're spread out across several different episodes. So we're going to be more intentional about trying to pack things into shorter timeframes and get them within an episode that really helps everyone. But we had talked about emotional intelligence, the lack of emotional intelligence that's in the public today and what we individually and personally may be struggling with related to emotional intelligence. But could you give us that definition, john? We know we've been in touch with Webster. We've tried to get them to sponsor our thing. We're waiting to hear back to see if they will sponsor.
Speaker 1:Is he still alive? By the way, I don't think he's alive.
Speaker 3:Well, I don't think the original Webster Daniel Webster is, but the people who represent him now and carry on his good work. So, anyway, but you have a definition for us for emotional intelligence. Would you share that with us?
Speaker 1:I will share that with you, but before I do we're going to have a guest on that we've I've known for some time now, and he deals with workplace violence after it occurs, normally because we're a very reactive society and so most people don't like to bring him in and talk about what could happen. They bring him in and say what did happen and what can we do to and. And he sent me a note after, after talking to him. He said, john, he said the emotional intelligence portion of what you're doing is the bedrock for the next stage of leadership in society and that's why we keep coming back to this, is it? I mean that's him saying if, as leaders, we would get more attuned to ourselves emotionally and our teams.
Speaker 1:You know, men, you men kind of joke about that, like, oh, we don't, like, we don't want to reach into our emotions. And you know, guess what you need to. You need to find out who you are. And imagine buying yourself a three year old computer and you have no idea what somebody's downloaded on it and what they've done with it. But all you can do is buy a three year old computer. I say that because the ages of one to two, which are the hard skills memory development. Everything you're learning is seen and heard because you're not able to communicate and so all you can do is see in here. Imagine that, that one to two years, and then you start really remembering it. Three, but how it's impacted, how you deal with three, four, five, six and beyond. I mean it's critical. I don't think as parents, we understand the importance of that age zero to two, when that child is just getting embedded with information visually and or some of the sound sample was audibly.
Speaker 1:And so we just, we just do all kinds of things and say all kinds of things and act all kinds of ways and we don't think it's impacting Guess what it is. So imagine buying that three year old computer that somebody's used for years and years and years and just packed it full of stuff and when you get it you expect that, you expect it to operate at a high level and it's slow and it doesn't move at the speed you want it to and it shuts down on you and you're getting angry at it. That's kind of the same thing when you're, when, by the time you hit three, you don't know what's packed into that hard drive and that child at that point, that's actually going to create challenges. So I want you to remember that zero to five is that hard skill. Six to 10 soft skill, it's emotional and social development that actually leads to either good emotional intelligence development or poor. And so the definition of emotional intelligence is the ability to manage your own emotions and understand emotions of people around you.
Speaker 3:So when you say manage your own emotions, what? What does that mean? I mean cause maybe I just don't show my emotions, maybe I don't get upset and blow off the handle. Am I really managing my emotions in that way?
Speaker 1:You're not because, believe it or not, someone that's an internal combustor, which is someone that just manages by keeping everything in. Do you think that people around you don't know that you're that way and they're waiting on the next thing that's going to set you off, that takes all the internal and becomes external. All of a sudden they know you're a pressure cooker. So you may think that you're managing your emotions by keeping it all in. That energy of keeping it in is around you everywhere. So you're not managing your emotions. It's the ability to absorb all of that and not letting anyone else see the impact or feel the impact of it around. That's how you manage your emotions and that's that is. Good. Emotions, bad emotions, emotions someone else around you, so you get to understand emotions of people around you. So, as a leader, guess what? You're taking their emotions and stacking them on top of your emotions. How do you think that's working out in today's society where the leadership is very emotional, the workers very emotional and now you're piling that emotions on top of each other?
Speaker 3:Yeah, it usually doesn't work out very well because it's as you said, it's a combustible situation most of the time.
Speaker 1:It is, and so one of the things that we ask the leader to learn to do is create self-awareness of understanding what's creating anger in me, what's creating apprehension in me. We've been working with leaders recently inside a company and I would say if I had to put one word on all three leaders, it would be the word apprehension. They're not making good, solid decision because they're apprehensive about am I making the right decision? If I make the wrong decision, how's it going to impact? What's the boss going to think about me if I do? You know eggshells, you know kind of walking on eggshells, and so apprehension is critical to understand like why am I being apprehensive about this?
Speaker 3:And if we had to put some other words to that, that could be mental roadblocks, it could be pauses. I mean, those are words that could replace apprehension when you're talking about these things.
Speaker 1:Yeah, and then impatience. My gracious. You talking about a society that's impatient, we are impatient. Let's go back to that computer that you bought, that's three years old and been packed full of stuff, and you're trying to download something and the blue circles just spinning.
Speaker 3:Pen will death.
Speaker 1:Man, we get fired up about that.
Speaker 3:That's for Mac users. Mac users have the pen will death.
Speaker 1:We get fired up about that, like what? Let's go, come on, you know, and we have an impatience about us in society. That is just incredible right now. So if you take anger, apprehension and impatience and stack them on top of leadership today, what kind of leaders that for the people? Because the people have that. Remember it's though gas and gas. So if we, if we're a leader and we're pouring gas on it already fire, it's going to have an explosion. You know it's going to be a greater fire, there's going to be more heat. Leaders have got to learn the water effect. So, as you're journaling, as you're reflecting, have your creating self awareness, asking yourself what does make me?
Speaker 1:angry. What makes me apprehensive? What makes me impatient? I dare say that every person, I don't care how well developed they are, all three of those in some level impact you every week of your leadership life.
Speaker 1:You find you find yourself getting angry at things, you find yourself getting apprehensive about things, you find yourself getting impatient about things Every leadership day that you operate. And I'm going to this may be, this may be harsh If you say it's not your line to yourself because I will go in Douglas's office and something, something lit me up last week. I'm telling you, it lit me up and I went in and I just told him man, I am, I said it and I was, and but I mean I let it out, I'm like I am and and he knew I was, because he knows I don't normally, but this person had just set me sideways and I let it out versus keeping it in and kind of getting to a bullet point. But you know, but you got to know. From a self self awareness standpoint, I wonder the triggers for you so you can work on those triggers and that's that helps. That actually helps your emotional intelligence grow once you understand by what are my trigger point as a leader.
Speaker 3:Yeah, and I think you brought up something else good there. I mean we referred to it in the in the first half of the episode but the ability to have someone walk, walk alongside you, you know, I mean we share that with each other. I mean, if we are upset about things, we're able to kind of offload it with each other and we understand what's going on and we can move on right. So but having somebody come to walk alongside you and you know that's kind of informally and formally. If you need somebody formally in terms of counseling or something like that, to really start walking through you with some issues so that you can get yourself straightened out and start going down a positive leadership path, there's. There's nothing wrong with that, I mean it's. We've certainly matured in society to a point to where we understand that mental health is much bigger part of our lives than we've typically. Positive mental health needs to be a much bigger part of our lives and we've given it credit in the past.
Speaker 1:I hope it becomes very just, societal, accepted that, as emotionless people are, that leaders can align themselves with one another. Get that battle, buddy, like we've talked about the past, and really do that, because it does help me to come into your office and just say I'm, you know, and I need to get it out, because after I did that, I went back and put a very nice condensed email and fired the guy that I was mad.
Speaker 3:This was a service provider. That's a minor office.
Speaker 1:That's a minor office, but so so as a leader, self awareness, self regulation like I couldn't do that to the public, I was. I was at the getting my truck service the other day and the service advisor and the shop manager got into it in front of. That's not the way to do it.
Speaker 3:No, it's not.
Speaker 1:Right. And so understanding, like self-regulation, what's going on around me, and it wasn't just me. There were three other people standing in that area waiting to be serviced and the service advisor and the shop manager going at each other. So understand that we want leaders to be able to self-regulate. And you do that with understanding, like what's my trigger point? Because it may get to a point where, while you're self-developing, when that trigger starts happening that you excuse yourself and go deal with it, kind of reflect on it, how you need to handle it, and then go back to it.
Speaker 1:And I had this happen where somebody I've been working with for 18, almost two years now One of them two years really botched two employees that were going at it. I mean, they just did not handle it properly and those two employees actually drew them in to the fire with them. And so you know all three of them were going at it. I'm like, well, that's where you, that's the. You let them drag you into their firefight Instead of you calming it down. You know, reflecting on why, what we need to do, and even separating them, make one leave the room, don't leave them in there going at each other. So we're going to handle this one and then hopefully maybe bring them back after you've had some one-on-one time with them. But yeah, I mean, and he was just distraught that he let himself, he drug into their firefight and he knew it Like he knew what was going on and he's like, oh my gosh, how do I get back out of it? It's just hot in here.
Speaker 3:Right. Well, and part of that, I think too, is what we talked about a little bit earlier, which is understanding the emotions of people around you. And if you're taking that time to reflect before you have that meeting with the employees and like, okay, well, how is so-and-so going to react, you know, how's the first person going to react, how's the second person going to react, are they going to be able to be in the room together? And just thinking through that in advance I mean that's part of understanding your emotional intelligence is this is what could happen. And then how do you kind of manage that in a way that comes to a better result? Because if you don't, you know it's like, oh well, everybody, let's just get everybody together and let's talk about it. Well, it's like, if you don't know that the two people that you're bringing together have the potential to be hot and, you know, somewhat explosive with each other, well then you totally mismanage that situation. You need to think through that before you bring those parties together, as you just said.
Speaker 1:Yeah, there's other things that will kind of uncover that. A leader will say I thought I had overcome that already. I thought I'd addressed it, I'd faced it, maybe to some extent. But I think we really know how to glaze over things and think we've, you know, dealt with them. You know, and then when something it's kind of like a if you get a scratch on your arm and then you scratch it again, you know it uncovers the scabs trying to heal but it opens it back up and I think a lot of things that society thinks they've dealt with, especially from a leadership standpoint, I think they've dealt with something will scratch that wound and it'll open it back up again. And so they need to understand, like, I thought I'd dealt with it but I've not dealt with it.
Speaker 1:Why is this still impacting, personally and professionally, what we're talking about? Let's let's be clear how you are as a leader and the challenges you have affects you personally and professionally. We're not just talking about the workplace, matter of fact, because you may have to be much better in the workplace. You're most likely to take a lot of anxiety and frustration and anger out in the personal side of it, trying to hold it in so that you can try and manage your day, and so you'll dump on kids, parents whatever, wives, spouse, whatever, and so remember that, as you're developing, this is supposed to and should. If you, if you take it serious and you truly want to develop yourself, it will help your personal life and your professional life.
Speaker 3:Absolutely. We say that all the time Personal development leads to professional success.
Speaker 1:So and and you have to do you know my notes here root cause analysis. We did a, we did an episode on that it's. It's you really need to reflect and and consider, like going all the way back and starting from the beginning, as far back as you can remember about. Why am I being impacted? It? Was it a dad trait? Was it a mom trait? Was it something my brother did, A sister did, or whatever it is? Uncle, who knows what it is, Could be, could be something in your family that was a friend, that you thought was a friend? So do that root cause analysis, because something is triggering you on those anger, apprehension and patience.
Speaker 3:So we've covered a lot today in our in our first episode of season two. So we talked about the idea of continued develop your emotional intelligence. We've encouraged people to journal and what are they going to journal? And you suggested that they take these three questions what makes me angry, what makes me apprehensive and what makes me impatient? If you just reflect on those three questions regularly, that's a good place to start, and we suggested also that take 20 minutes at least a couple of times a day to reflect on what's happened in in the day or what's coming up, either in the day that you're in or the next day, to start thinking more intentionally about emotional intelligence. Any other things that you think we need to point out?
Speaker 1:I really think if, if the leader can do the self-awareness journaling on those three and and be honest with yourself, do not glaze over it we're going to start the process of healing and beginning to understand why you're acting.
Speaker 3:One more time. Those questions are what makes me angry, what makes me apprehensive and what makes me impatient. So spend some time thinking about those. John, you want to take us out?
Speaker 1:Well, I look forward to season two. We've got some, like I said, the blocks you mentioned the blocks that we're going to do. And then we've got some traits or characteristics that leaders are going to have to in the in the today and the future going to have to learn to incorporate in their daily activity. There's 25 of them. And then we've got a book love books. We've got a book that we're going to be introducing to the audience in the in this upcoming season. But I personally I know you do we look forward to unpacking and going deeper and deeper sometimes hurts, but the way to success and to growth is sometimes dealing with a little pain, and we want you to deal with that pain, learn how to manage that pain and then grow through that as a leader.
Speaker 3:Well, thanks for being with us on this episode of First Lead you, and we look forward to having everyone join us for season two. We look forward to having you on board. Thanks, mcfounders. Thank you.