Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Have you ever stopped to question whether you're simply a taskmaster or a true leader? This episode takes you on an enlightening journey through the nuances of transactional versus relational leadership, challenging you to elevate your approach. Join us as we dissect how a leader's emotional intelligence and self-awareness can transform the workplace dynamic.
Navigating the maze of modern leadership, we'll uncover the essence of what it means to guide others with authenticity and inspiration. We debate the evolving landscape post-COVID and reflect on leaders like General Hal Moore, whose example shines a light on the distinction between being a 'boss' and a true 'leader.' The conversation takes an introspective turn as we share personal anecdotes on leadership growth and the importance of receiving unguarded feedback from our teams.
Wrapping up, we discuss the transformative effect of asking open, non-judgmental questions and creating an environment where constructive dialogue flourishes. Accountability isn't just a buzzword; the invisible thread binds a leader's words to their actions. Tune in to discover how these revelations can lead to a more cohesive, empowered team, setting the stage for our next episode's deeper dive into self-identification and leadership development.
Text us. Share your thoughts. Ask Questions. We would love to hear from you.
Have you ever stopped to question whether you're simply a taskmaster or a true leader? This episode takes you on an enlightening journey through the nuances of transactional versus relational leadership, challenging you to elevate your approach. Join us as we dissect how a leader's emotional intelligence and self-awareness can transform the workplace dynamic.
Navigating the maze of modern leadership, we'll uncover the essence of what it means to guide others with authenticity and inspiration. We debate the evolving landscape post-COVID and reflect on leaders like General Hal Moore, whose example shines a light on the distinction between being a 'boss' and a true 'leader.' The conversation takes an introspective turn as we share personal anecdotes on leadership growth and the importance of receiving unguarded feedback from our teams.
Wrapping up, we discuss the transformative effect of asking open, non-judgmental questions and creating an environment where constructive dialogue flourishes. Accountability isn't just a buzzword; the invisible thread binds a leader's words to their actions. Tune in to discover how these revelations can lead to a more cohesive, empowered team, setting the stage for our next episode's deeper dive into self-identification and leadership development.
We are challenged in America and in the world with selfless leaders that care about people and put their people before themselves.
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.
Speaker 1:Hello John Ballinger. I am here with my trusted co-host, mr Douglas Ford. Hello, john, how are you this week? Good, I am great. I said world because we looked at our podcast, our stats Stats, and people are listening all over the world.
Speaker 3:Africa, europe, russia, germany, germany. Yeah, that's pretty cool, isn't it it is. I know Africa is a continent.
Speaker 1:Yeah.
Speaker 3:People in Africa are listening.
Speaker 1:Well, I used to want to say hello America, but it's like no, it's hello world now you know. So we're excited and we've got some more exciting things. This thing's kind of just morphing that we're going to be doing in 24 and 25. But yeah, I'm excited. This podcast is, I think, one that kind of plays well off of the first two this season. The title of podcast is are you a transactional leader or a relational leader?
Speaker 3:That's going to be interesting. I'm interested to see where we go with that and what that entails, because I think this will be one of the podcasts that we look back on and we can say if you really want to understand what a leader is. Episode four, season two, that's a good place to start.
Speaker 1:Do you mind if I read a couple of definitions?
Speaker 3:What would a podcast be without a definition?
Speaker 1:So I want to read the definition of transactional versus relational as it pertains to leadership. Transactional relationships are built with a reciprocal expectation. Both individuals are concerned with their own benefit and are self serving.
Speaker 3:So I'm going to do something for you. What are you going to do for me in return?
Speaker 1:Mm, hmm, yep.
Speaker 3:All right.
Speaker 1:Okay, so a relational leader acknowledges interconnectedness of human nature between their teams and the important role that that relationship plays in the lives of the team, and are the leader themselves work diligently using interpersonal people skills, emotional intelligence, to fulfill relationships with their team that maintains emotional well being.
Speaker 3:Well, that was a lot.
Speaker 1:It was a lot. Look at the difference in transactional. It's this, that this, that the relational is much deeper, has much more connectivity to it. A word they used interconnectedness. Think about your fingers combining with your other hands, so your fingers connected each other. You're stronger with one hand or two hands? Obviously two. So when you think about the interconnectedness of the relationships that you're building using interpersonal people skills and emotional intelligence, the word fulfilling, I think, is an important word in that definition, because fulfilling actually happens on both sides. The person being led is fulfilled and it actually fulfills the leader to lead people. Well, I think that Transactional leader is just doing the thing every day and they can say well, check the box is very transactional in nature. Yeah, relational.
Speaker 3:Read the relational definition for us again.
Speaker 1:So acknowledging the interconnectedness of human nature and how it plays an important role in the relationship of the lives of your team, using interpersonal people skills and emotional intelligence to create strong, fulfilling relationships that help people's emotional well-being yeah.
Speaker 3:We're going to talk about this, I think, a good bit in this episode, but the difference between that is are you leading people or are you managing tasks? And we've talked about that a good bit in the past, but I think we'll talk about it more in today's episode.
Speaker 1:Yeah, so I want to ask the audience to think about this, because this is something that you really need to and this is not a homework assignment, but I think, at some level, all these things we're talking about should be things you jot down and reflect on as a leader. Before we get to that, mr Ford, we need to do our word of the day.
Speaker 3:Oh yes, our leadership word of the day.
Speaker 1:Yep, in terms of there's 25 of those and we're going to be talking about one on each episode and we want the leaders to write those down and learn how to put that inside your leadership capabilities. But today's word is listening. To relate effectively with a wife, a husband, a child, a friend or a work associate, we must first first learn to listen. This requires emotional strength. Listening involves patience, openness and the desire to understand highly developed qualities of character. It's so much easier to operate from a low emotional level and to give high level advice. Now in the South we say that's strongest green onions right there. Did you come up with that? I did not. I'm not that smart. I am not that smart. Well, you're smart, but I believe in what this says out of seven habits of highly effective people.
Speaker 3:Oh yes, One of the books Stephen Coving.
Speaker 1:Yeah, One of the books we were. We, uh, we challenge people to read that are recommendations on a regular basis. Yeah, but I want you to think about you know he's in the middle of this, talking about listening and he said listening requires emotional strength. And he says it's easy to operate from a low emotional level and to give high level advice. I've seen this literally thousands of times. When a low emotional leader tries to give high level advice, when they walk away, everybody rolls their rolls their eyes.
Speaker 3:Absolutely. And so just for my own clarification, so really we could replace emotional strength with probably emotional intelligence 100%. So listening takes strong emotional intelligence Absolutely. All right, yeah.
Speaker 1:All right.
Speaker 3:Word for the day. Word for the day Listening is the word for the day.
Speaker 1:Can we say word? Do you say that word? People say word. Yeah, that means something, that's our word.
Speaker 3:Yeah, listening, oh, like word, like word, yeah, word. Gotcha. Yeah, we can say that Come on, we're hip, we can do that.
Speaker 1:So, so, as we get into this podcast, I want to ask this question you know what my dad always told me growing up. I sit in a law library with them, or you know getting ready to go into court or something. It's always know the answer to the question before you ask. That's good advice. Are you building culture in your organization as a leader? And the answer to that question is yes, it's, whether you're building a toxic culture or a healthy culture, because you're building a culture Absolutely. You just don't know what kind of culture you're building. And if you don't know, you should be asking your people, because they'll tell you quickly if it's toxic or health or unhealthy or healthy excuse me, healthy. So I want you to think, as a leader what kind of culture am I building with my leadership style?
Speaker 1:Mr Ford, as we, as we delve into this task manager versus a leader, which is, you know what we're talking about in this episode we want to ask the audience, to ask themselves do you consider yourself a leader? Now, most people in leadership positions that's kind of like the know the answer to the question. Most people are going to ask themselves what is the leadership question? Most people are going to automatically say yes, but I want them to take this information that we're talking about today and ask themselves am I a leader or am I a task manager?
Speaker 3:And yeah, and I think that's a great question and a valid question to be asking and really I think the the fulcrum of where this whole thing pivots, right, but let's be clear it's okay to be a really good task manager. I mean, you may have a team of people and your responsibility is to make sure they're getting things done, and so you're managing the tasks that they have to get done. Every company needs people who are task managers, who are getting things done. You could also be a leader as you're managing those tasks, but let's not mistake one for the other.
Speaker 1:I think a good task manager is someone that's basically is wired to be a project manager. There's a lot of tasks that need to be performed, there's a lot of different entities or projects that need to happen in order for that total task to be accomplished. But that's not a leader. That's a task manager. That's somebody that uses a flow chart or a Gantt chart or something like that, and they keep up with the task side.
Speaker 3:And I think we've also, kind of by default, replaced the word leader with boss or boss as leader, and maybe not in the overall sense, but a lot of times people think of the boss as the person that's telling them what to do. Right, so you're still kind of managing tasks, but you're you're just giving directives. You're not, you're still not leading people, and I think we've confused those terms societally for some time and it's starting to bear out more and more as we move into this new wave of leadership.
Speaker 1:Yeah, I think so. You know, we, we try to, to, to get people to take the word higher HIR out of their vocabulary and say select becomes the team. It's also difficult to move away from these other terms of boss and you know somebody that you consider that's in the position and say, oh, that's my leader. Like I don't think we're comfortable saying that, oh, that's my leader. Yeah.
Speaker 3:I would think so, because I think more and more where we don't want to be quote unquote led by people, because our leaders quote unquote have been so abusive and have misused the authority and opportunity that they've had for so long.
Speaker 1:Yeah, that's what. That's why I think it's difficult for people to even say the word leader, because they're like and you can go back to the great resignation I wasn't being, you know, led well, big, big topic. I was just a number, they didn't care about me. So why would somebody that thinks about that as a person that's in charge of them or their boss, say, oh no, that's my leader. They wouldn't. There's a lot of anxiety behind even getting someone to say that word, and I was, uh, I was challenged early on myself with asking myself just the question are you a leader? I'm telling you, mr Ford, that's not something that you should take lightly. When you start asking yourself am I a leader? To just say yes, because of the context of what it's going to be in your life, it being a task manager and being a leader is two totally different roles. Absolutely, and I'm just going to say this again, we're not saying that being a task manager is not Good.
Speaker 3:We're talking today about being a leader. What does a leader mean? And so let's, let's not mistake that we're trying to put down those people who are Good task managers. We're today trying to define what is a good leader. Can I give you what today's definition of being a task manager is?
Speaker 1:Can I give you what today's definition of leader is in society? It's changed Absolutely. You know what AC is after COVID. This is and this is actually what does it mean to be a leader in today's environment. You have to work extraordinarily well with and through others.
Speaker 3:Through others, through others.
Speaker 1:That's interesting. One of the things that we've talked about is how a leader can influence people's behavior even when they're not there. That's the through part of it, because people will say, when they're going through you know decision making or in their position, what would the leader do? How would the leader react to that? What do I need to do? Thinking about what the leader is doing, Thinking about what the leader has taught me to do, Even saying the word leader three different times in that sounds weird.
Speaker 1:I'm listening to myself say the word leader in the context of somebody thinking, oh, I'm being led. Well, that is my leader. I'm proud to be led by that person. And that's so foreign which it? It shouldn't be the president. The United States position is known to be the leader of the free world. I didn't make that up, that's just what people said over years and years and years. And today we probably have a very difficult time looking at that position in that office and saying I don't know if that's true. Regardless of the party, it doesn't matter, it does not matter one bit. Right? We are challenged in America and in the world with selfless leaders that care about people and put their people before themselves.
Speaker 3:Yeah, I think that's if you apply that definition of people who put their, their team or who they're leading before themselves. I think that gets the list rather short, rather quick.
Speaker 2:Yeah.
Speaker 1:I was talking to a guy that I retired with and they renamed some military bases which I'm not so crusty military guys just got tore up about, Because most of the bases they change the names on I've been to, but there's one base in particular that when I found out what the name was being changed to and why and who it was like I get behind that. And it was when Fort Benning was changed to Fort Moore and it was General Howmore who it was being named after, which is his, is kind of the movie that's represented in his time in Vietnam. It's kind of it's almost like a biography of the in Colonel Howmore. We were soldiers once and young.
Speaker 3:Just Mel Gibson movie.
Speaker 1:That's the Mel Gibson movie, excellent movie. But I recall, and that's really when the the invention of the helicopter into combat started happening and the soldiers that were landing over in Vietnam are landing in Huey's and they were getting off of it. But I remember this one particular point of the movie where he steps off of the helicopter first, he's the first one out of the helicopter, puts his foot on the ground and and he's firing. And I thought, man, that's a leader, you know, I mean he's, he's get a lot like follow me. And I wonder how many people from a leadership standpoint think from that perspective I'll follow that leader versus I'll do what the task manager asked me to do because I'm supposed to do it.
Speaker 2:But I will follow the leader.
Speaker 1:So, as a leader, are you leading? Do you truly care about the success and development of each other? I think that's an important question you need to ask yourself, and after we get back from the break, we're going to ask some more questions and go into a little bit deeper understanding and give homework to the listener to make them really reflect on whether they're a transactional leader or a relational leader.
Speaker 3:Welcome back to the first week. We are talking today about being a leader, obviously something we talked about on a regular basis, but today we're looking at are you a transactional leader or a relational leader? And I think there's something that you need to be asking yourself on a regular basis and and consistently working toward making sure that you're a relational leader versus a transactional leader, because we gave those definitions early on but, john, before we went to the break, you had mentioned that part of being a leader, part of the definition of being a leader, is that you truly care about the success and development both of yourself and of your team and the interaction of those two things happening.
Speaker 1:Yeah, and I'm going to tell the audience I'm going to be vulnerable here. I used to be a transactional leader or transactional manager, because I was worried about scaling the corporate wall. I mean, I wanted it. I could see I was CEO bound. I didn't care how to walk on, walk over, climb up, climb over to get.
Speaker 1:I was, I was going and a lot of things in my life you know terminating people for really no reason other than I was told to Walking on people without caring and looking behind me and not caring that I'd walked on them. All of that started getting into my actual moral code that was in beside my body and I said this is not right. And I had to do my own self reflection and had to really understand, like, who are you supposed to be as a leader? I'm not even I'm not here to tell you that as a transactional leader right now that you can't learn to be a relational leader. It's up to you, it's up to the person to actually own. This is what I really feel compelled to do morally as a leader and I want to really learn how to do that. And we've got people that we're taking from transactional to relational.
Speaker 3:Absolutely, and it doesn't mean that you can't be a relational leader who then holds people accountable to get things done Right. That happens every day? Absolutely, but what we're talking about is the main thrust in which you do something. Is it purely because you're trying to get all these tasks done, and that's your main point, or are you truly trying to lead people and you also have to hold them accountable? So there's just two different focal points.
Speaker 1:Yeah. So when we went out we're going out of the break we said do you truly care about the success and development of your team, or is it? The only thing I need my team for is to do things? So I look better, I get my tasks done?
Speaker 3:They make my life easier, yeah.
Speaker 1:So then we're going to. We're going to ask you, as a leader, to then ask yourself this do you regularly do anything to make yourself a better leader? Do you prepare daily? Do you get up and think I need to do these things today better than I did yesterday? What do you do to prepare?
Speaker 1:And keep in mind that in the leader that we're talking about, there's 25 character traits that we're talking about through our first 25 episodes this season. Today's was listen, but there's the self-awareness, the courage, the respect, compassion, resiliency, the empathy, and there's a ton of things that you've got to be doing to work on to be the leader of today. And if you're not willing to put that time and effort in to be that type of relational leader, then you just need to be very comfortable being the task manager that you need to be, because that's where you're comfortable at, that's what you're good at. There's nothing wrong with that. But if you want to take it up a notch and go to the next level in leadership, it's going to take more work. You just don't arrive. Mr Ford Doesn't happen.
Speaker 3:And at some point, task managers are only needed to a certain height than the company or cut a certain level in the company. And we've read before as a matter of fact, if I recall, from Emotional Intelligence 2.0, that It'll be just as if they weren't going to dbe. Of course, your technical skills may get you hired, but it's your interpersonal skills, your emotional intelligence, that's going to get you higher in the organization. That's correct. That's correct.
Speaker 1:And and and. Then you have to ask yourself, as you're asking do I prepare myself daily to be a better leader? I asked you this morning we're getting prepared? I said, am I better at leadership than I was a year ago? And you've responded with yes, here are the things I see you do better. Okay, we should have those people are alive, that we can ask that and they can say back to us because you gave me some challenges too, I see this better, but I see you need to get better at this. You have to have those people surrounding you on your team, and when they speak, guess what you have to do?
Speaker 3:I won't go with the word of the day. Could be the word of the day, Listen listen, got to listen.
Speaker 1:do not be defensive about it. Our natural reaction where we're being critiqued or somebody's trying to help us, in their heart, in your mind, you, you weren't beating me up. I know you weren't. You have no need to beat me up. You want me to be better, because you know it's my desire to be better, absolutely.
Speaker 3:Absolutely.
Speaker 1:Right, and so surround yourself with those people on your team that can pour into you, listen to you. Listen to them when they tell you. Ask yourself write this down. Am I a manager of task or a leader of people?
Speaker 3:That's a great question to ask yourself.
Speaker 1:I'm going to say that again Am I a manager of task or am I a leader of people? And I'm telling you when you reflect on that. So we're asking questions. We want you to write those down and we want you to reflect on the questions that we're asking. One of the things we're very good at as human beings is lying to ourself. Absolutely, we're just good at it, and we can convince ourselves, even though we know we're lying about what we're lying about, that we're not lying about it.
Speaker 3:That sounds like a Donald Rumsfeld moment. The things that we know that we don't know, that we know that we don't know, we know, but we're good at that.
Speaker 1:And when you're in a position of leadership and you're not truly a leader, you will lie to yourself I'm in a leadership position, I'm in, I'm in a leadership position and people are saying, yeah, I don't really think they're leading very well. How could they say that I'm in the leadership position? Who are they to say that? I'm going to let you in on a little secret folks, your people, know whether you're a good leader or not.
Speaker 3:Oh, absolutely.
Speaker 1:They know whether you're a good task manager, they know whether you're a leader. You can even go to them and ask them. Now, I'm not saying that everybody's going to be able to answer that question and give you an articulate answer and give you feedback, but I know, you know the people that can and most of the time you stay away from them, most of the time you won't ask them that question because you don't want to hear what they've got to say. We're working with a team right now and it's very common, as we dig into the culture and the leadership in the company, that the phrase will start with I want to tell you this, but don't tell so and so what did that? Just tell me? That this person is not comfortable going to their leader and having a tough conversation with them.
Speaker 3:Yeah, because they're. They're not sure how the person may react. Yeah.
Speaker 1:Yeah, and is there going to be retribution? That's a concern. If you're in a leadership position and you create retribution because somebody tries to come and be honest with you, you're not a leader. I recall saying that word, those words, on the previous podcast, because when I was re listening to it the podcast uh, which would have been episode three I remember hearing the words you're not a leader. Now listen to them. Oh man, that's, that's wrong. That's a bold statement to say if you're not doing this, you're not a leader.
Speaker 1:And I'm telling you, folks, one of the things that we have gotten in society, especially from the leadership standpoint, is soft. We've gotten really soft. I can understand wanting to care and the empathy and the concern and compassion for people that are down the ranks inside of a company, but as a leader, you don't have the luxury of being soft. You've got to be bold, you got to be courageous, you got to be the 25 things we talked about. You literally have to be that all wrapped up into one. And at some levels and I've made the statement to teams it almost feels like you're leading a Jekyll and Hyde life, where you're asking me to be empathetic and caring and loving and compassionate and you're asking me to be bold and courageous and the tip of the spear and and it's like. But guess what? Leaders do? They have to know how to shift gears in and out of those situations. When do I need to be this way, versus put an arm around this person and let them know I care yeah.
Speaker 3:I mean we were talking about this earlier today.
Speaker 3:I think some of the most effective leaders and and obviously it's easy to go to sports when you start talking about this, but just because they are good leaders didn't make you know thems have easy practices.
Speaker 3:Perhaps they may have had some of the harder practices that people have ever been involved in People have ever been involved in, because part of what they're doing is when they're challenging you out of care and concern, they're trying to pull things out of you, and getting the best of yourself typically doesn't come when you're sitting on the couch eating Doritos this is my favorite potato chip but but it takes something hard to do, right? I mean it's. It takes something hard to pull that out of you, and that's what good, effective leaders do is they express, they care so that when the hard decision or the hard conversation or the hard physical challenge comes and they're they're pulling you through that you know that it's for your own good, versus if they're just being a task manager and they're pulling you through that, you're building up resentment and anger and I don't want to do this, and then we have the great resignation.
Speaker 1:Yeah, you're saying that. I remember I think it was two years ago when I had to have a real tough conversation with you. You remember that, yes, you could have done one or two things. You could have leaned into that or left telltale between your legs, and I don't care what he said, I don't believe you know. You had two decisions to make and thankfully you sucked it up and you said you know what, If, if John truly believes in what he just told me and I believe that he cares about me, then I need to correct what he says is going on Absolutely Right. Yep, and I want to read something that Carl Carl Young said uh, well, we know who Carl Young is. Do we know who Carl Young is?
Speaker 3:Well, he developed um 16 personalities. He did. He did that we use in the Myers Briggs assessment. He did, he did it that.
Speaker 1:And he's a psychologist.
Speaker 3:He's that.
Speaker 1:And he said I'm not what happened to me, I'm what I choose to become.
Speaker 3:That's a very Victor Frankel kind of had that same approach. I mean, and maybe everybody doesn't know Victor Frankel, but he he was in the concentration camps, he was Jewish psychologist and he used that type of thinking to get through the concentration camps.
Speaker 1:Yeah, and I think we drag what has happened to me all through society and life with us and we were talking about this morning with people that we know are in their seventies and they're still victims of 50, 60 years ago. And if you think about this, I am not what happened to me, I am what I choose to become. Now it's strong, it is. Is that green?
Speaker 3:onion strong too. It's pretty, it's pretty close.
Speaker 1:Yeah. So I don't eat green onions, but it seems pretty strong. Here's another question what others consider you a leader?
Speaker 3:Oh no, that's the question you really don't want to ask somebody, that's true, I mean, unless you really want to hear the answer, because it may not be the answer you want to hear, but that's a great question to ask yourself, as if you are the team members you're leading, exactly.
Speaker 1:Do the people you lead feel like they're being led? Well, you got to be open again. I use the word vulnerable when you ask that question. Be ready for the answers, because there's going to be some that you necessarily don't like the answers to.
Speaker 1:I also want you to know, as a leader, when you, when you are that open and vulnerable, that there are going to be people that in the past in your life that you've not led well or you haven't handled the circumstance appropriately, that just don't like you. They just don't. And you could walk on water and they're still not going to like you because you've upset them and you've created a sore spot and a wound in them. I want you to consider the source of the people that are saying what they're saying back to you, because there are people that truly care about you as a leader, that are willing to say the tough things but do it with compassion and understanding that I'm here to help that person be better in a leadership position. So you've got a subordinate person actually wanting to help you be a better leader by being honest with you. You need to be open to that feedback, absolutely.
Speaker 3:I remember the first time a team member that I was, quote unquote, leading mostly task managing, ask me if I was, if I thought I was, emotionally intelligent. What do you think? I said, well, yeah, yeah, I think I am. I mean I'm not a good leader. I mean I'm sensitive and I understand people's emotions. That's not the question she was really asking me. She was trying to help me, she was trying to inform me. I was unable to pick up on that at the time.
Speaker 1:Yeah, Well, that's, and that's also when we leave the meeting as leaders, when somebody has been open and honest with us shaking our head, thinking they have no idea what I've got to do with. You're right, they don't, but you're in that position. They're not, and perception is what Mr Ford reality and, as a leader, guess what?
Speaker 1:You just got to own that. You may not like it, but that's what they say. That's why they say you get paid the big bucks, so just own it. So how do you become a better leader? Well, I think at first starts with answering the question Am I a leader, do I aspire to be a leader, or am I a task manager? Am I transactional in my leadership style or am I relational in my leadership style? So I really think the homework for the listener is that Absolutely.
Speaker 3:Yeah, I think if you really sit down and contemplate those questions am I leader or am I a task manager? Am I relational or am I transactional? I mean truly answering those questions using the context of the conversation we've had today, that will be a great step in you advancing your leadership ability, but it also be a great step in leading you, because you'll start to understand. Here's the areas where I need improvement.
Speaker 1:Yeah, I want to give a disclaimer to the leaders before they go ask their team members. Make sure, when you go ask your team the questions we're asking you to ask when it's do you feel like I lead you? Well? One of the questions. Do you feel like I listened? Well, please put a disclaimer at the beginning of that. Those questions that say these questions I'm getting ready to ask, I will not hold against you whatsoever. They're for my improvement as a leader. When you say it like that, you give them the ability to speak freely back to you, because you've just told them the reason you're asking those questions is because you want to lead them better.
Speaker 3:And then you better be willing to lead them better, because they're going to hold you accountable. That's right. Whether they hold, whether they come out and say it or not, mentally at least they're going to start Okay. Well, you said you want to be better, and either you are, and they can see some of that improvement, or you're not, and then you're going to have other issues.
Speaker 1:All right. So, as we reflect on this, do your homework. This is an extremely important episode as it pertains to be to just a self identifying who you are, and that reflection process, and the topic for this next episode is one that has been years and years in the making, and I look forward to unpacking that next episode because it's going to really dive a little bit deeper into this episode.
Speaker 3:So a little teaser to bring us back for episode five. Yes, excellent.
Speaker 1:Just a little teaser. All right, we'll have a great week Thanks.