1st Lead U - Leadership Development
This podcast, now in Season 2, is dedicated to self-development, self-awareness, and learning to lead oneself so listeners can lead others well. If someone cannot lead themselves well, it will be difficult for them to be an effective leader of others. This podcast will help listeners understand what it means to 1st Lead U and build confidence in themselves and their leadership ability. Personal Growth Coach John Ballinger has spent 35 years developing the knowledge and material he shares with individuals, business owners, and leaders from a variety of areas.
1st Lead U - Leadership Development
Trust is Essential - Ep 217
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Unlock the secret to a high-performing team with the 1st Lead U, as we dissect the pivotal role of trust in leadership. We take you through a revealing journey, showcasing how integrity shapes your team's dynamics and success. This episode is a treasure trove of insights, highlighting the corrosive effects of dishonesty and the fortifying power of consistency and reliability. You'll get an insider's view on leveraging tools like the Myers-Briggs Type Indicator to enhance self-awareness and foster a culture of trust that can propel your organization forward.
Prepare to challenge your understanding of leadership as we delve into the profound influence of emotional intelligence over conventional IQ in guiding growth and leadership sustainability. Our discussion, enriched by experiences and case studies, bridges the connection between trust, efficiency, and profitability, drawing inspiration from thought leaders like Stephen M.R. Covey and business icons like Richard Branson. You'll learn how trust operates as a currency within an organization, influencing every decision, alignment, and, ultimately, the bottom line. Join us and equip yourself with the strategies to cultivate a team environment where trust thrives, paving the way for exceptional customer service and a robust, profitable business.
You can't gain trust with people if you lie, cheat, steal and mislead.
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 U 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 world. My name is John Ballinger, with First Lead U, and I'm here with my co-host, mr Douglas Ford. Hello John, how are you this week? I am great we're talking about a topic today that we think is critical to leadership. The title of the podcast is Trust is Essential in Leadership, and we talk about that in podcasts being trusted to the people that we lead and the people trusting us, and things like that. But we're actually going to get into, uh, why it's important to gain the trust of your team and then, in podcasts that we will be doing, I kind of like, the next block, we'll get deeper into this. But this is, uh, this podcast is to really talk about the importance of trust as it pertains to the profitability of your company and or not. If you don't have trust, what's it do to the bottom line of your organization? Let me go ahead and give the word of the day. It just so happens that the word of the day is honesty. Oh, was that by coincidence or design it?
Speaker 3:may have been by design.
Speaker 1:The definition is not given to lying, cheating, stealing or misleading, but being trustworthy and genuine.
Speaker 3:So if you're honest, people can trust you.
Speaker 1:You can be trusted. I think it was when I started reading that normally it starts out the definition of what it is right. This has started out with what it is not honesty.
Speaker 3:So you're not given to lying, cheating, stealing or misleading, but being trustworthy and genuine well, sometimes it's easier to define something by what it's not than by what it is. Oh, by people seem to understand it better.
Speaker 1:Perhaps they definitely did that in that definition and the fact of the matter is, if you're going to gain trust with people, you can't gain trust. And douglas, I'm gonna. This is, this is. I am not a rocket scientist. Okay, let me just clarify that. You can't gain trust with people if you lie, cheat, steal and misle.
Speaker 3:I would have to agree with that yeah.
Speaker 1:So that means you can gain trust with people by being trustworthy and genuine.
Speaker 3:I would agree with that as well.
Speaker 1:Doing what you say you're going to do. Do it even sometimes when it hurts. Um, going back to someone after you said let me get back with you, not as just blowing them off to just get them to go away, but actually falling back up and say you know, I did X, y, z and here's what I've come up with. So, uh, I think, as we start this podcast out to to really understand the trust value that we're talking about, I think we should discuss the assessments that we use to start building that trust in an organization. What do you think about that?
Speaker 3:Yeah, absolutely. I mean, we certainly use a variety of different assessments as we enter this process and that builds trust, I think in a couple different areas and we'll talk about each of those assessments in a moment I think it builds trust for the individual, like they start to understand who they are, they. They get a better um idea of of who they are, how they react to things, what certain things may cause them to have an emotional reaction to stuff, and the the more they learn about themselves, the more they can start to trust themselves. And then I also think that helps them build trust with us, because as we walk through those with them and we share things with them and they realize like yes, that's true, and they're more open to hearing other things that we may have to offer that could help them continue their leadership growth or personal growth.
Speaker 1:Right, so let's, let's go through the uh, the three assessments that we use, and, uh, I'll start with the first one, I'll let you do the second one and then I'll round out the third one.
Speaker 3:That sounds good.
Speaker 1:Um so, uh, the Myers Briggs were, as someone, some people call it 16 personalities Um, carl Young. I get I love talking about Carl Young and Sigmund Freud and kind of their thought process when it comes to the mind and psychology um, kind of a nerd with that stuff. But uh, this one's unique because people call it the Myers-Briggs test. But a lot of times they don't know where Myers-Briggs originated from. And it actually originated from a mother and a daughter, catherine Briggs and Isabel Myers. And if you read the origin of it, it was during the war two and, uh, the mom and the daughter were trying to figure out. You know how can we participate, help with identifying what the women that are left behind could do to help the war machine, the husbands that have gone off to war. And they took Carl Young's 16 personalities and created an assessment to help them understand and this is I was when I was researching like what did they want to do with this? And here's what said they wanted it to help detect predictable pattern and thought behavior among the women makes sense. What it would allow them to do once this assessment was given, is to tell that part that female like here's where you could help out most in building the bombs, beans and bullets or the war fighting machine, your, your spouse or significant other that's gone overseas and that's turned into this assessment being given out.
Speaker 1:It's one of the most, if not the most, uh, used assessments the world, not just in the United States but in the world, and I've been personally using this since the mid-80s myself and while there are other assessment tools out there that people kind of gravitate to the DISC and the Berkman and things like that, I've always come back to the Myers-Briggs because of the outcome that I've seen with using this assessment, because it does the strengths and weaknesses. But then it goes deeper and says here's what you shouldn't do because you would just not be good at that, here's what you should do from an occupational standpoint. And it just for me and you know my purposes that we've been using for years. It's always been a good assessment tool and then we use Well, just a couple questions about that.
Speaker 3:So what's the purpose of the Myers-Briggs from our standpoint? What does that do? Why do you use that as one of the early assessments that we do with someone?
Speaker 1:Well for me, because I've given it so many times, I can read the assessment fairly quickly with the letters that identifies you with enfj or entj or whatever it is. I can read that and really it gives me a snapshot into the inside of how someone thinks. And that's important not only for me when I'm sitting down with that person, but it's important that the person sees because they answered the questions like you didn't answer it, they answered it and when. When they see what they've answered and what it, you know what the assessment uh results are. It gives them an insight to who they are as well and that's important because a lot of people that we give this assessment to you know they say they'll say well, you know, I've never taken an assessment like this and actually had it explained to them the way we explained it to them.
Speaker 1:Sometimes you'll just take an assessment and nobody's sitting down with you and really helping you understand why it says this. And it also will catch this where sometimes people will answer the assessment with how they want to be, not how they actually are, and that also comes out with the three assessments. We start catching them and we'll say you know, beating them and seeing who they are and say you know, that's not how it. They're not actually like that They've. They've answered the assessment question as to who they want to be, not who they are.
Speaker 3:Yeah, and I think you pointed out something that's very key there, so that we sit down with people and we talk through it with them, and really Myers-Briggs Association organization rather doesn't think the assessment is complete until after you've actually sat down with somebody and talked to them, because that is exactly what happens a lot of times. People are given these assessments at work or you know some sort of professional setting, and so they answer questions kind of in their role, quote unquote, and how they think it should be answered versus who they are as a person. And we really, when we have the opportunity to give this to someone and they take it, we really try to help them understand kind of the mindset they need to be in. They need to be thinking about who they are as a person, individual, who they are, to be true to themselves, and not really to a role that they may be playing, whether that's at work or at home or whatever, but how they really feel about it. And that gives you a more accurate assessment if people can kind of set aside that workplace mindset, so to speak.
Speaker 3:And one of the other things that I think is key in this is the amount of research that continues to go into this assessment, and so I've heard criticisms about the Myers-Briggs before. It's easily found on the Internet. You can look it up and there's different criticisms, but everybody that's pro the use of this assessment talks about the ongoing research and how much they continue to try to make sure the questions are valid, that they're not leading questions. It's been translated into multiple languages. They've done tons of research in trying to make sure that those translations are accurate and correct and can yield the same results. That's one of the things that I think is vital for this particular assessment.
Speaker 3:As you said, you've been using it for a long time, but they continue to do research. They're constantly trying to make sure that they are giving people accurate information related to that, make sure that they are giving people accurate information related to that, and so it's uh, you do a great job with that. When you, when you share that with people and you sit down and talk with them, and, uh, I think it's an essential tool for people. When you, if you're starting a personal growth journey, you're starting to, you know, in the new leadership role and you're really trying to figure out like who, who am I and who knew I need to be as a leader. That's a great tool to use and we can certainly help walk people through that.
Speaker 1:We can, and I wrote a note down here because it's comical. I've done this so long. I can usually tell what somebody is for. They take it if they're honest with them, with themselves and honest on the assessment. But there's this one particular pattern that you see in people, uh, that are really executives and I don't know why it's like this, but that executive role is executives they have. They hold more value of what they have and what they're willing to give someone else for what they want. And I've seen so many executives that come out and I'm telling you the pattern for that is almost identical in everyone that answers that assessment. They'll have that same mentality what I have is more valuable than what I'm willing to give you if you had the same exact thing. And I think, man, that's odd, but it's a pattern with that particular personality trait. And then we have the second assessment. We get.
Speaker 3:We use Working Genius. So this is a relatively new assessment that came out, I really want to say, kind of right around the pandemic timeframe. Pat Lanzoni developed this with his company called the Table Group, developed this with his company called the Table Group, and it really is unique in that it determines or identifies types of work that bring you joy or frustration, not necessarily a particular occupation, but just kind of the functions of a job that bring you those two elements of joy and frustration. And so they use the word genius. So things that bring you joy, fulfillment, that you are energized by, those are your geniuses. And then the things that bring you frustration are things that deplete you emotionally and the energy that you have. At the end of the day, you're drained.
Speaker 3:And so we use those two types of things because you can be in any occupation, any role, and you can have areas of your job that you enjoy, that bring you joy, and then parts that drain you and we've talked about before. You could be highly competent in something and very capable in something, but it could still be a frustration in that is something that drains you because even though, yes, you are good team that works together and you understand the genius and frustrations of people on the team. Now you can start doing some shifting. You can put people maybe in some slightly different roles or different responsibilities get assigned to them and all of a sudden you may have a much more productive team because you're using everybody's geniuses and you know at the end of the day everybody's still supercharged, ready to go, continuing on, excited to come back tomorrow versus. I think I need a drink.
Speaker 1:Right, right, yeah. And then the third assessment we use is a emotional intelligence uh assessment. Um, and you know we we've talked about if you listen to the podcast in the past. We try to focus on the importance of your EQ, not your IQ being very important for leadership and especially the sustainability of growth and leadership. Your EQ score should be something you work on a lot and Travis Bradbury did a great job in kind of the 2.0 version of emotional intelligence. And we use that assessment.
Speaker 1:Uh, you read the first chapter and you take the assessment that's in the uh, there's a card in the back of the book or you could online and get the key code to it.
Speaker 1:Take the assessment and it gives you a, a zero to 100 score of what your emotional intelligence is.
Speaker 1:And we gave an emotional intelligence test to a group of about 25 or 30 guys recently and on average, the group came out and these are either ministerial minded people in this group or business minded people this group and the average score was 67, I believe, if I recall correctly, which is very low for that caliber group of people. And, uh, I ended up having to spend a lot of time with guys trying to explain that to them because they'd really never heard of the emotional intelligence side of of uh assessments or what an eq was. They never heard that, so did a lot of talking. But those three assessments and like I said earlier it's we see patterns in those three assessments and we see the. The tester, the assessment taker, actually tried to game the system. Quotation marks try and make it seem like this is what I'd really like to be or what I want the person that's reading the results to see who I am. But you can see through it when you read all three assessments together.
Speaker 3:Absolutely. And if you're working with somebody, like I said, if you're about to move into a new leadership position, if you're starting a leadership journey, a personal growth journey, we would love to help you with that, as you start down that journey. So we're up on our break, so we'll take a break and we'll come back and we're going to talk about trust and leadership. Welcome back to First Lead U.
Speaker 3:Today we've been talking about some of the assessments that we use as part of our process and working with teams and individuals, but really our topic for the day is trust and how trust can impact a company, an organization, the profitability of that organization, and a lot of the information that we're about to share with you comes out of a book. We talked about three assessments we use. We also use quite a few books, depending on the situation. This is one we use quite often. It's got great information. It's called the Speed of Trust, the One Thing that Changes Everything. That's by Stephen MR Covey, and you may recognize that last name Covey. You may recognize that last name Covey Well, stephen Covey, his dad, wrote Seven Habits of Highly Effective People, which is well-known, and we use that book as well. But today we're talking about how trust impacts an organization and a leader and, john, I think you've got some things you want to share that you've highlighted.
Speaker 1:Douglas can you tell them what my book looks like?
Speaker 3:It looks like it's been run through the ringer. You've got dog ears all over the place. I've got it tabbed and dog-eared and page bookmarks and highlights. It looks rough.
Speaker 1:You know I do that because this book is probably one that I refer to out of all the books that we have. I come back to this book so many times and it probably is the the military in me that you know. I had to quickly learn to trust my battle buddy in the army, because he was the guy was always going to have my back. And then I had to start trusting my squad, and then my platoon, then my squad, and then my platoon, then my company and then my. You know it just kind of spider webs out from there, and you understand the importance of trust. Uh, because those those people that you're serving with could be the very person that saves you at any given time, and so trust in leadership is something that's just so important. But I wanted to read something in this book to the listener Nothing is as fast as the speed of trust, the caption and two quotes under it.
Speaker 1:Edward Marshall speed happens when people truly trust each other. And Mark Spinoff said speed, and I love this one. Speed is the new currency. There's so much truth to that and we're going to get into that with this graph that's in the book that we're using inside organization. But think about that, douglas, based on what we've seen in companies. When we go into a company and there's no trust, we see profitability issues, we see people issues, we see I mean you could just stand and look at all the issues in a company when there's distrust in leadership and then distrust between the team members.
Speaker 3:Absolutely. I mean, trust is essential and there's just no getting around that. And you know, the thing that people will look at is like what does that exactly mean? What does trust mean? And obviously there's different levels of trust. You have different levels of trust for people depending on the role that they play in your life, but when it comes to work-rate relationships, I think the trust is do I feel like A, which is what the great resignation proved? Does this person have my best interest in mind? Are they leading me well and are they helping prepare me for the future, both my future and possibly the future of the company? And I think those are really kind of some of the key foundations of trust. And like, if I don't feel that way about the person who's leading me, or maybe I don't even feel that way about some of my teammates that I could be leading, then there's a lack of trust there.
Speaker 1:Yeah, another quote in the book is a professional, john Whitney, who's a professor at Columbia business school, stated mistrust doubles the cost of doing business. I think that, based on what we've seen in companies, that's a very valid statement as well Mistrust doubles the cost of doing business. And then John Maxwell I think most of the audience probably has heard John Maxwell. Credibility is a leader's currency. With it, he or she is solvent. Without it he here, she is solvent. Without it here she is bankrupt.
Speaker 1:And think about that from a leadership standpoint, but also think about it from a corporate standpoint, because when we go, we go through this graph that's in the book. You can use trust to actually create and sustain a company and its profitability or you cannot. And you can see a company that's just going to fall into a state of probably disrepair. And you know yourself. People normally call me when it's in a state of disrepair and want me to come in and basically take it off. Take it off the rail, so it's derailed, and they say can you put that back? And when I tell them that you know the assessments and the trust and leadership and development, that's how you put it back on the rails and it takes time to do that. It didn't just go off the rails, you know, it's been over a period of time, it's just derailed and but they want you to do it like. Can you get that done next week exactly? Yeah, that can't happen and we have heard.
Speaker 3:No, that stuff doesn't. I mean, we've heard that too, and so, uh, just a couple more things that are related to that, some quotes before we really get into this. So, jack welch, uh ge, ceo for a long he it was certainly looked up to it during his time as one of the uh, the great leaders things that he did in his company. He said that, uh, trust is you know it when you feel it and uh, so it's kind of a simple, simple thing, but you know really is trust is when you have confidence in people.
Speaker 3:If you have confidence and maybe that's a little easier feeling for people to understand when you have confidence in somebody, you have trust in them. You know that if they say something like you said earlier, they're going to do it. Give them a task, it's going to get done. You don't have to worry about it. You don't have to keep checking with them. The level of confidence or lack of confidence you have really kind of indicates a level or lack of trust that you have. And if you feel like you need to keep checking in with them, are they getting this done? Is this happening? What's the status of this? There's a low level of confidence there and a low level of trust.
Speaker 1:Yeah, I do believe that companies that you know Jack's saying that about feel it that's difficult to quantify, right, but I do believe in companies that we've gone in and actually taken the company from distrust to trust, you can quantify that that does take time, absolutely you can quantify that.
Speaker 3:That does take time Absolutely Well, the chart that you're about to go through you know. The book says it takes trust, which is an intangible at times, and turns it into a tangible and quantifiable piece of your business.
Speaker 1:Yeah, really rebuilding a culture of trust and then building on top of that and growing the leadership and all these pretty significant tasks. And I've seen over the time I've done this that generally it takes about three years to go into a company that's just in disarray and rebuild trust and leadership. And then leadership down to the team members. And you know that that number also scares business owners by itself. Three years, like, yeah, we'll say how long has it been, you know how long you've been in business? Well, they'll say you know 37 years. Well, it takes time, you know, and uh, but you know, it's just it's hard to turn that aircraft carrier around, uh, on a dime, so to speak.
Speaker 1:So so I've got this chart in front of me, that's in the book and uh, uh, the top of it says trust always affects two outcomes speed and cost. When trust goes down, speed goes down and cost will go up. However, when trust goes up, speed will also go up and cost will go down. And just that picture. We actually had some index cards branded, laminated, gave them out to leadership and said every decision that you make, I want you to look at that chart and I want you to grade your decision and your leadership based on that. Am I gaining trust? When I do will increase the speed of my team and will it decrease cost in the company, or, conversely, it are the decisions I'm making and how I'm leading eroding trust which decreases speed and increases cost. We can say definitively this chart, as as simple as it is, is 100% spot on a company.
Speaker 3:Oh, absolutely yeah.
Speaker 3:And another way to look at that and we've talked about this before if you think of trust as a bank account or stockpile money whatever you want to think you're either adding to it or taking away from it in every interaction.
Speaker 3:There's really no neutral interactions. You're either adding to it or taking away from it in every interaction. There's really no neutral interactions. You're either building trust, you're adding credits to that account or you're taking debits out, and obviously what you want is you always want to be on the credit side of that and staying positive, because there's going to be things that you do as an individual or as a leader that's going to debit the account. It may not be intentional, it may not be something that you wanted to happen, but at some point you're going to do things that debit the account and if you consistently do things that debit the account, you're going to be basically bankrupt from a trust standpoint in a very short period of time. So, because you know those debits are coming, you got to do everything you can to build up the credits when you have the opportunity to do so.
Speaker 1:Yeah, and it's. This is. I was, uh, you know, thumbing through this cause. I do have it tabbed and dog-eared and we talk about misalignment in organizations and you know, just the leader in the organization growing or promoting or however you want to say it friends into leadership positions creates distrust very quick, because the team knows when someone is capable of being the leader that they were promoted into, they quickly know that person should not be in a leadership position and they've the leader that put that person in that position when the team knows they should not be.
Speaker 1:There has just eroded trust and we kind of coined a term someone most people are placed in leadership out of convenience rather than competence. Part of throwing somebody in a leadership position because they're friends or like I'll say I mean I've seen it many, many times a leader has their chosen few that they want to bring along with them, because those people say what they want to say and they do what they want to do, and that's not the type of people a leader needs around. He needs someone that challenges him so that he's looking at or he or she's looking at all perspectives inside the company. You know, there's nothing wrong with having somebody on your team. That kind of pushes back on things and makes you look at them from a different perspective. But leaders normally do not like to be questioned like that.
Speaker 3:Yeah, every team needs a good contrarian.
Speaker 1:Yeah, they do. Trust is a significant predictor in individual satisfaction within their organization. So so goes the, the people in the, the, the proverbial manufacturing warehouse, or out in the field, or if they trust the company, they're going to do a better job of representing the company. Conversely, if they don't, they won't. And there's Richard Branson I know he's written these quotes, but he's talking about you take care of the team member and watch the team member take care of the customer. And that's kind of the philosophy that we go in with is the leader's taking care of the team. The team trust the leadership and know that they can take care of the customer, because once that team member says something to that customer, they know it's going to be backed up all the way up. They know we it is about the customer and the team member feels confident that they have got the support of the leadership.
Speaker 3:Oh, yep, Well, yeah, sum that up a little bit People before profits, right? Whether that's the people on your team or or your customer, either way, um, you're putting people first. That almost always leads to profits.
Speaker 1:Yeah, I, I've got this one like circled in red, and it's the employee handbook for a for an organization called Nordstrom Nordstrom, which. And it's the employee handbook for a for an organization called Nordstrom Nordstrom, which is a big retail. And you know this is a. In risk management, employee handbooks have always been very sticky because they say if it's in there and you don't adhere to it it's negligent. So you better believe everything in that handbook. You better do. Well. They have their employee handbook is on a business card that they hand out to all their leadership has. One is on a business card that they hand out to all their leadership. It has one rule on it Use good judgment in all situations. Please feel free to ask your department manager, store manager or human resource office if you have any questions at any time. That's the employee handbook.
Speaker 3:That's awesome.
Speaker 1:Yeah, and when you can see what must happen is that department manager, store manager, human resource person must be fully qualified to understand the company's position on everything in order for that team member to go to them and ask questions. That's why it's on a business card. Talk to one of these people, one of these people, and I think that's so important because it does speak volumes about the training that must go in to a department manager, store manager or the human resource department at orchard. So, um, trust is important, absolutely, I think it's critical essential it is.
Speaker 1:It's like leadership, leadership. You know, remember the last podcast, I believe it was, you know it's. It's gone from being something that we aspire to do to a necessity. Well, trust is a necessity in that leadership journey and uh, so, homework for, uh, our listeners yeah, I think it goes back to the chart that you referenced.
Speaker 3:So if you're thinking about your decision-making and how you're interacting with your team, think about those interactions through that lens. First of all, always ask yourself the question am I building trust? And then, if you're doing that, what are the actions that you're about to take? How is that going to impact the speed of my team and the cost of this project or the cost of doing business? So, thinking about that, you are building trust, you are increasing speed and you're lowering cost. If your trust is eroding, then you are reducing speed and you're increasing costs.
Speaker 3:So think about it through those lens when you're making decisions, when you're taking actions, putting new policies in place, we've seen that where new policies have gone into place and the policy may be very legitimate and there could be very good business reasons for why this policy has to be in place, but they didn't take the time to communicate those policies properly. And then people become very confused and when, with a lack of information, they start making up their own reasons as to why those policies were put in place, and those things erode trust. So everything that happens needs to be viewed through this lens of am I building trust or eroding trust.
Speaker 1:Right, and we're getting ready to take a little mini break here at First Lead U.
Speaker 1:We've got some traveling we need to do and some things that are going on in the next couple of weeks, so we're going to take a little hiatus and then come back and finish out this season, but we'd like to encourage the listeners to. If there's something going on in your leadership journey and you're struggling with it, it's always good to go back and listen to a podcast. You can go back and scroll down through and look at the name of the podcast and say you know what I'm struggling with communication or I'm struggling with you know fears and things like that. But listen to some of the past podcasts and again and you probably will hear something you didn't hear that first time oh yeah.
Speaker 3:Well, we, we listened to them two or three times, um, and we I pick up you stuff every time like that, we talked about that, and when I hear it, it just makes like, oh yeah, that makes great sense.
Speaker 1:We, we need to be more diligent about that, even as we do things yeah, and I'm going to close this out with um I was not aware that a leader in an organization I'm working with was actually listening to the podcast until this past monday and he asked to speak with me and he had actually listened, uh, uh, he had kind of badged on season two and just knocked it all out and said that two episodes into it he started making significant changes, uh, and realization of what was going on with his leadership and really want to lean into it. For us, that means that there are people listening to our podcast that we have no idea will never meet, but it's making an impact in their leadership and then the leadership of, or the people that they're leading. And you know, that's the whole reason we're doing this.
Speaker 3:Absolutely. I mean, a lot of stuff we talk about is just good, sound leadership principles, and we're just trying to bring those to light so people can use those in their everyday walk. We're just trying to bring those to light so people can use those in their everyday walk, and but if you're looking for somebody to help you specifically, we would be glad to do that. You can get in touch with us through our Facebook or our website. We'd love to talk to you and help you down that journey.
Speaker 1:All right, thank you very much, Mr Ford.
Speaker 3:So you have a great weekend. We'll see you in a couple of weeks. We'll be right back. I'll see you next time.
