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
Poor Leadership Leads to Poor Profits - Ep 222
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Can strong leadership really be the difference between failure and success for your organization? Today, we're uncovering the transformative power of nurturing leadership on organizational growth and profitability. We kick off with the inspiring story of Segun who overcame cultural challenges to personally connect with his team, showcasing how emotional intelligence and self-awareness play pivotal roles in effective leadership. Learn how these personal connections foster trust, making leaders not just bosses but mentors and allies.
Next, we highlight a sobering reality: poor leadership costs American businesses approximately $5.5 trillion annually. We'll unpack how high employee turnover, low morale, and poor decision-making contribute to this staggering number. By understanding these pitfalls, you can learn the critical importance of accountability and strong leadership in steering your organization clear of costly errors and inefficiencies. We'll offer actionable insights into building a more resilient and effective leadership framework within your company.
Finally, discover why 95% of the workforce is either hunting for new opportunities or considering a move, and what this means for your organization. We contrast the detrimental effects of poor leadership with shining examples from top companies recognized by Great Place to Work and Forbes. From medical tech to manufacturing, we explore diverse industries to reveal what makes these top workplaces exceptional. Dive into the best practices that create positive workplace cultures, retain top talent, and drive profitability. Don't miss this deep dive into the art of nurturing leadership.
Top 10 effects of poor leadership on profitability:
- High Employee Turnover
- Low Employee Morale
- Poor Decision Making
- Inefficient Processes
- Missed Opportunities
- Customer Dissatisfaction
- Increased Operational Costs
- Lack of Innovation
- Compliance Issues
- Poor Financial Management
In total poor leadership cost American companies between 3 trillion and 5.5 trillion dollars in lost profitability.
Use the word nurture, Because when you nurture your team, the business will grow. Your organization will grow. But when the leader gets so caught up in growth that they miss that nurturing, which is going out to lunch with your team. What's going on? Is there anything I can do? Can I help? And you mentor and guide them? That's nurturing. Watch what happens when that leader does that and growth takes place. Watch what happens when that leader does that and growth takes place.
Announcer: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 and developing deeper understanding of selfless leadership.
John Ballinger: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. Now, here is personal growth coach John Ballinger. Hello world, my name is John Ballinger, with First Lead you, and I'm here with my co-host, Mr Douglas Ford. Good afternoon, John how are you this week?
Dougals Ford:I'm good.
John Ballinger:I want to shout out to a good friend of mine. I had a Zoom call today, shagun Hayabusa, who has been on the show. Uh, shagoon went through the first lead you process and I was doing a checkup on him today and, um, I mentioned oh, it was great.
John Ballinger:It was great. The guy, the guy's maturing as a leader. His organization is growing, his people that and under him that he's leading are growing. But he said something to me today. He said which is not common in the culture of Nigeria. One of the things I've challenged him to do is actually take his leaders to lunch and get to know them. You know, it's something I encourage leaders to do Absolutely.
Dougals Ford:Talk about that all the time.
John Ballinger:And he said because that is absolutely not the culture that when he would take subordinates or people in under him out to lunch, they would just sit and stare at him like waiting on him to fire him. Because they thought, why is the leader, why is the boss taking me to lunch? In that culture, it's you've done something wrong. And he said I just finally tell him listen, we're not going to talk about business, let's just talk about life and get to know each other. And he said that is so anti the African culture. And I said, no, keep doing it. Keep doing it because it will help them, help you, and it has. He's continued to do it. But I encourage leaders in America take your team to lunch or dinner, even the spouse of whoever it is, and just talk, get to know, get to get to know your team. And here's another example of Shagoon actually taking the first lead you concept and applying it and watching his organization grow.
Dougals Ford:Yeah, I mean, it's a.
Dougals Ford:It's amazing what personal connection can do in terms of developing your team.
Dougals Ford:And then and part of that is the reflection that is required on your part as the leader to be able to do that, because if you're not leading your people well, uh, they're not going to want to go to lunch with you, they're not going to want to go to lunch with you, they're not going to want to spend time with you outside of work.
Dougals Ford:So part of the responsibility starts in the workplace of you just being a good leader, being a good person, being interesting to be around. At least people want to be around you, because those are where relationships are built, or in some of those out of work experiences that have an opportunity for you to truly get to know somebody, because, depending on your situation at work, you may not really have a lot of time to just sit. Time to get to know your team is really a trust builder, and it also then lets them see you as a human, because a lot of times they may be looking well, that's just the boss or they're just, you know, in charge, and so without that personal connection, it can be tougher to achieve some of the things that we've talked about related to being an effective leader.
John Ballinger:I believe doing that with your, with your, your team, actually can help with some of the things that we're going to be talking about today.
Dougals Ford:Oh yeah, we we have a very interesting podcast today. I think episode we we are AI heavy today. We I did a lot, I was went on a mission this last week to explore some of the depths of artificial intelligence. It returned back some good things. We did some additional research to kind of back up what we found. So this will be very interesting today in terms of leadership and the effectiveness and we're continuing talking about how poor leadership impacts profits or just leadership in general, how it can impact profits positively or negatively, and we've got examples of both how poor leadership can negatively impact profitability and how good leadership can positively impact. Yeah, so the podcast title you kind of almost give it away a little bit. You were saying it, I think you were dancing around it profitability and how good leadership can positively impact.
John Ballinger:Yeah, so the podcast title you kind of almost give it away a little bit. You were saying it, I think you were dancing around it but for leadership equals poor profit is the title of the podcast and our word for the day Is accountability. So we were talking about last week. We were talking about responsibility and accountability being two different things. Accountability so we were talking about last week. We were talking about responsibility and accountability being two different things. So accountability this week and accountability's definition is an assurance and I thought, man, that's good An assurance that an individual or organization is evaluated on its performance.
John Ballinger:Accountability and assurance evaluated on its performance. Or, second definition, behavior related to something for which it's responsible, the behavior that relates to something you're responsible for. So you've got an assurance and behavior that leads to accountability. And I think that's critical when we start talking about some of these items that we're going to be talking about, because we've got, as Douglas said, we've got the top 10 profit drainers in organizations, and as we go down this list and we're going to have to go through this quick because as we start saying numbers, they're staggering numbers at what the profit drain is to an organization and organizations in America because of poor leadership. So why don't you kick it off, mr Ford?
Dougals Ford:Yeah. So just to clarify, so, yeah, we looked at what are the top 10 effects of poor leadership on companies in America. So we're really looking at total US right. So the first negative impact for poor leadership is high employee turnover, and we've talked about that before, we've said that and we were even brainstorming before we started and we came up with several of the top 10 here just off the top of our head from our experience. But are you ready for the number? So employee turnover costs American businesses approximately $1 trillion each year. This figure includes expenses related to recruiting, hiring, training and lost productivity associated with replacing employees who leave. So a trillion dollars in lost profitability because of poor leadership.
John Ballinger:We've talked about this.
Dougals Ford:Absolutely, we've talked about it. That's probably the big thing that we talk about when it comes to effective leadership and building trust and I've talked about this.
John Ballinger:I know I've said this number on the podcast because this is a number I carry around in my subconscious, but I've asked people do you know how long it takes to count to a trillion? Like obviously you know 31 long it takes to count to a trillion, like obviously you know no, 31,710 years, if you counted 24 hours a day, seven days a week for 365 days.
Dougals Ford:That's longer than the average lifespan. A little, that's a little bit.
John Ballinger:And so you think about that. 30, almost 32,000 years to count to a trillion, and we're losing it annually in dollars because of poor leadership, which causes high turnover uh, low employee morale. Ineffective leaders can demotivate staff, leading leading to decreased productivity. That costs companies $500 billion annually. So, douglas, we're at $1.5 trillion right now. We're just two categories into it.
Dougals Ford:Two categories in.
John Ballinger:Two categories.
Dougals Ford:All right, all right. Poor decision-making, bad leadership, can result in poor strategic decisions that negatively impact profitability, and that number is $250 billion. This includes the cost from inefficiencies, missed opportunities and strategic errors that negatively impact business operations and profitability.
John Ballinger:Next category inefficient processes. We see these when we go into companies. Category inefficient processes we see these when we go into companies. Lack of direction, oversight can lead to inefficiencies and wasted resources. Those cost american businesses 1.2 trillion dollars. The number's climbing it is.
Dougals Ford:It's getting up there and we've got a total at the bottom. You don't have to keep up with it. We're going to tell you what it is and then we're going to, then we're going to kind of qualify that a little bit. But right now we're over three trillion dollars. Um, missed opportunities. So inadequate leadership can cause a failure to capitalize on market opportunities. 1.3 trillion dollars that's crazy.
John Ballinger:Customer dissatisfaction. Poor management can lead to low customer service quality, resulting in lost customers and revenue uh 338 billion dollars a year yeah, all these numbers start with t's and b's.
Dougals Ford:There's no m's, none. So increased operational cost.
John Ballinger:Ineffective leaders may not manage expense as well, leading to unnecessary cost 250 billion dollars each year yeah, and it's staggering when you get into the billions, because I remember growing up that when you would hear somebody say millions, you were just mesmerized by it and all of a sudden you start hearing the B word come out and then all of a sudden we we say T and like trillion, like oh, it's just trillions. We're you know the, the national debt is trillions and this is trillion. But you can see the erosion that's going on because we're not keeping our eye on the ball, lack of innovation, so poor leadership can stifle creativity and innovation, causing the businesses to fall behind competitors. That cost American companies $350 billion a year.
Dougals Ford:Next one is compliance issues. Ineffective leadership can lead to noncompliance with regulations, resulting in fines and legal costs $200 billion each year.
John Ballinger:And lawyers got to love us businesses. We don't have our stuff together. We don't want to follow the rules, we don't want to be compliant. Just write us the check. Just write the check, douglas. And then, finally, poor financial management. Leaders with strong financial acumen can mismanage without excuse me, without strong financial acumen can mismanage company finances, leading to cash flow problems and profitability issues. $150 billion a year.
Dougals Ford:That's amazing. Can you total that up for us? Yeah, and there's probably some overlap between some of these categories, but if you just look at the raw numbers, that equals approximately $5.5 trillion a year in lost profitability due to poor leadership.
John Ballinger:Now can I tell the audience what the annual budget to run America is.
Dougals Ford:Yes, that would be a good comparison 6.3 trillion.
John Ballinger:We're we're close to losing in these 10 issues that the top 10 issues of poor leadership. We're close to losing the annual operating costs for the United States of America.
Dougals Ford:Is that from the US government or is that like all corporations involved?
John Ballinger:That's the US government. That's what it costs to run America.
Dougals Ford:From a US government standpoint US government standpoint 6.33. 6.33. So, yeah, we're losing almost that same amount. Give or take a trillion. What's a trillion here? Right, and lost productivity. So maybe that's also compared to what is the GDP. So that's the amount of products that the US produces in their total amount. So what's our GDP?
John Ballinger:Our GDP annually that they just they've got to complete it, because 23 is not, but it's 22.5 trillion 22.5 trillion and we're talking about a potential loss of 5.5 trillion, which is approximately 25% of that.
Dougals Ford:So we could be close to a $30 trillion GDP If we had better leadership in America.
John Ballinger:And guess what we would do if we had better, better leadership in America and we honed in on these items, we could balance the budget. Did you hear what I just said?
Dougals Ford:That's crazy.
John Ballinger:We could balance the budget. You know, and we you and I see this because we're um investigating it, reading it, it researching and studying it. The normal America is so busy Even the normal American executive or business owner is so busy they don't have time to come up and that's why this podcast, that's why we keep like listen to the podcast. And people ask me John, what can we do? Listen to the podcast we're giving me John, what can we do? Listen to the podcast. We're giving this information out. Just listen to it and start framing. Go research it yourself. Guess what they're going to find. The same thing we're finding, because we're we're digesting this from research, not just AI, cause we went back and made sure that we kind of check behind it. But I told you before we got on. I said you know what's sad Is everything that we talk about, about leadership development, starts affecting those top 10 items?
Dougals Ford:Oh, absolutely, and this is something we haven't said enough of this season, which is self-reflection, or self-development through self-reflection equals self-awareness, right, actually, self-development through self-reflection equals self-awareness right.
John Ballinger:Actually, self-awareness through self-reflection equals equals self-development.
Dougals Ford:It all adds up to the same thing.
John Ballinger:And I it ultimately just you just do it. You know the reflection part of setting back. And again, shagun and I were talking about this today. He said I still use that when I sit back at the end of the week and think about what am I doing. And he was talking about some challenges he had today and I said you know he's talking about growth. And I said I want you to think about as a leader, stop using the word growth and use the word nurture, because when you nurture your team, the business will grow, your organization will grow. But when the leader gets so caught up in growth that they miss that nurturing which is going out to lunch with your team what's going on? Is there anything I can do? Can I help and you mentor and guide them? That's nurturing. Watch what happens when that leader does that and growth takes place.
Dougals Ford:And you know I mean that really he needed to hear that yeah, I've got one more uh number here before we uh get ready to take a break. So, uh, you may be wondering like, okay, is it really necessary to stack all these uh costs on top of each other and come up with a number that we come up with which was $5.5 trillion? Well, if you just ask the generic question because, like I said, leadership in American companies cost in profitability each year, that number is $3 trillion. So, either way, whether you stack it all together or you just ask the general question of, like, what does poor leadership cost us? It's a lot of money. It's a lot of profitability. It's a lot of things that you know.
Dougals Ford:So companies are missing out on resources. Lot of profitability, it's a lot of things that you know. So companies are missing out on resources. Uh, they're missing out on, you know, other benefits that they can give employees which could improve the quality of the work environment. Um, and it's, um, nothing more than people not being willing to invest in themselves. Take time to do a little reflection. Do some journaling, if you don't like journaling. Just, maybe it's a written reflection that you're doing, just writing down like what's happened, how did I handle it, what can I do better the next time and some of these very basic things that could help you be a better leader, help you lead yourself better and lead to more profitability for your company.
John Ballinger:We're going to take a break, and we're going to take a break and we're going to come back and we're going to talk about some companies that do it right and we're going to give a figure before we start. That is was staggering to me. I mean, I think these figures are staggering. The figure that, uh, I'm going to talk about when we come back from break is a staggering figure and should make America's business owners and leaders stand up.
Dougals Ford:So we'll be back. Hello and welcome back to First Lead U. Today we've been talking about leadership and profitability. We spent the first half talking about how poor leadership impacts the profitability of companies in America, and the lost profitability due to poor leadership is going to be somewhere between $3 and $5.5 trillion and so we talked there was top 10 things that negatively impact a company from a profitability standpoint related to poor management. We went through all those, but now we're going to turn to the other side and we're going to talk about some of the companies that are doing it right.
Dougals Ford:We found a list of the top 20 companies, and this was at greatplacetoworkcom. They do an annual survey. They also connected the Forbes 100, top 100, but these are the top 20 companies where they're getting it right, meaning their employees actively say, through surveys and other types of interviews, that they think these are great places to work. And so, john, I know you've got some numbers and some information and you've picked out a particular category. We're not going to go through all 20, but you've picked out a particular category. We're not going to go through all 20, but you've picked out a particular category. I picked out a particular category, so we'll share some of that information.
John Ballinger:Yeah, and you've also got some statistics on these companies as far as the percentage that employees say that they really love working there.
Dougals Ford:Yeah, absolutely. We'll share that for each of the companies we go through. But just keep in mind throughout this, a typical company, about 57% of the employees will say this is a great place to work. So you know, on average most companies, a little bit over half of the employees will say yeah, this is a great place to work. Obviously, they're choosing to work there, but we'll see what the difference between that and these companies that we're about to talk about before we start, let's talk about that figure.
John Ballinger:That I said is probably staggering still to me. I'm I'm still trying to reflect on it. I uncovered it two weeks ago, uh, and it's. It's kind of a combination of monster indeed and linkedin and got together and started kind of sharing some data and said that, based on that, that 95% of the workforce workforce was either looking or considering looking for a new position.
Dougals Ford:Did you say 95%? That means only 5% of people are interested in staying where they are.
John Ballinger:Yeah, wow, yeah, that is that's, that's a, that's amazing, yeah.
Dougals Ford:And and another staggering that's a. That's amazing, yeah.
John Ballinger:And and another staggering statistic that Indeed put out, was that 85,000 executive resumes are out on Indeed, where companies are looking for executives, where they're paying Indeed to be able to post these needs out there. And I get, I mean I get hit constantly. Here's a job you should put in here for, here's a, here's an executive, here's, I mean it's daily just ping, ping ping because they're trying to match profiles and things like that into and I and I get, I mean I literally get hit constantly with those. But I think that's a staggering figure. So if 95% of the workforce is either actively looking or considering looking, it's no wonder when we see the figures that we talked about, you know. So we must going to be talking about the 5% with these 20.
Dougals Ford:I guess. So yeah, that's amazing. I mean just thinking about if you are a company with 10 employees. Potentially nine of them are thinking about leaving or looking to leave in some form or fashion. That's incredible, yeah.
John Ballinger:So I did. I kind of honed in on this top 20 and said you know, there's medical technical companies or medical type companies. So a company called Stryker which is a medical tech company.
Dougals Ford:One other qualification. All this is in manufacturing, because we were talking about this the other day. Manufacturing obviously is a tough area to be in, and so all of these companies are in kind of the manufacturing sector, but they have obviously areas of specialty that they work within. So sorry, so Stryker.
John Ballinger:How many people enjoy being at Stryker?
Dougals Ford:91% of them think it's a great place to work.
John Ballinger:That's incredible. I mean, you got to look at it and say they're doing something right.
Dougals Ford:Ultra Dent Products, which is a high-tech dental materials organization 89% and share some of the comments that they have there with them.
John Ballinger:Well Stryker. Generally they believe in the mission statement. The company strives to instill mission into the employees and in the experience. Managers and managerial decisions do not consider customer impact solely on financial incentives and decisions. They think about the impact of the employee when they make decisions, which is different.
Dougals Ford:That's probably one of the reasons why 91% of the people think it make decisions, which is different.
John Ballinger:That's probably one of the reasons why 91% of the people think it's a great place to work. Uh, ultra dent. The flexibility and work-life balance are fantastic. Also, that you get the sense that ultra dent products cares about the people We've talked about caring and when we start talking about caring them like we're supposed to care, no-transcript that proves I care yeah.
John Ballinger:Um, so and and. Uh, they don't give lip service. Uh, another medical company, arthrex, incorporated. Everyone is happy to be here and people work hard to meet a common goal without having to deal with in a high stress environment. I've never worked at a place as good as Arthrex. I'm convinced there isn't a better place to pursue a career.
John Ballinger:And 91% as good as arthrex. I'm convinced there isn't a better place to pursue a career and 91 of employees say that crazy. This next one's strange. I'll tree a group, you and I. We did some research. Formerly philip morris lart, the one of the largest uh producers and sellers of tobacco products, but they also have a division that actually manufactures products for people that have tobacco issues.
Dougals Ford:So we're going to get you hooked and then we're going to help you get unhooked, so we're on both ends of the spectrum.
John Ballinger:The culture and relationships I have with my leaders, peers and key stakeholders. We believe in each other and trust each other to get work completed. Leaders are inspiring and allow me to bring my full self to work, to give me autonomy to do work and make decisions. We've talked about it select someone for your team and let them go to work and 88 of altria group employees think it's a great place to work.
John Ballinger:Intel Corporation tech company. So I did medical and tech. The work culture is more personal and idea-driven. We've talked about personal development, professional success. We have open conversations, not afraid of speaking my heart I believe in. Each employee has a voice and management encourages us to try new things. What's Intel's percentage?
Dougals Ford:80%, so one of the that's going down a little bit lower, a little bit lower than some of the other ones, but still 23 percentage points higher than the average company average. Yep, and you know the idea that it's a more personal idea driven. I mean, one of the things that was holding us back on the other list was a lack of innovation, lack of creativity. So certainly Intel encourages people to share their ideas and celebrates those.
John Ballinger:Weldon D-E-L-D-E-N, which is a tech company. Being part of a new team, I get an opportunity to make an impact right away. We discuss operations and processes regularly to see how they work in practice and tweak and change things as we go. What's Belden's percentage of?
Dougals Ford:similar to Intel 80% 80%.
John Ballinger:So we've dropped from. That's kind of uh interesting that the medical covers in the high eighties, low nineties and we're going down into tech and it's dropping into the 80s. Yep, and then uh, uh, going back up one to alcon laboratories, which is medical, sincerely encourages civic, civic engagement and giving back to communities, uh, totally inclusive and supportive professional growth of all employees. Everyone at Alcon Laboratories is treated equally. The company provides fair pay and good benefit. What's their percentage?
Dougals Ford:85% 85%.
John Ballinger:So we can see that on the medical side, kind of high 80s, low 90s, down to the tech a little bit into the uh, probably right at 80 and maybe just a tad above, depending on what it was Um, but I think that's uh. That's also a tracker, you know, between segments and manufacturing Um text. Tough. Well, matt, anything's tough right now I don't know. Yeah, I don't see you could put anything as. Oh well, that's easy. There's no easy button out there in America right now.
Dougals Ford:Well, staples isn't on this list, okay.
John Ballinger:Mr Ford, I'll give it to you.
Dougals Ford:Yeah, so I, uh, I focused in on because, uh, so there's 20 companies. John got about six or seven of those in the um medical and tech space. So the next biggest category of companies was kind of the food industry. So SunTroy Global Spirits the brands that we produce were developed by families and many of those families are still involved in the business today. Our company is able to keep many of those family values in place, especially the ability to be your true self at work. I think that this is one of the many reasons people want to work at our company. So we saw that again true self, like, people are free to be themselves at work, which is something that we've talked about. Like, if you have low trust in an environment, people are going to be very guarded. They're not going to want to share their own thoughts and ideas, which is going to hamper innovation because everybody sees something differently. But 88% of SunTroy employees think that it is a great place to work. The next one is going to be familiar to everybody. That's the Hershey Company. Hershey Company, I said. What makes Hershey Company a great place to work is its unique connection to the Milton Hershey School, which is located right next to the or pretty close to the Hershey plant. Knowing that every candy bar we sell makes an impact on a child's life makes me proud. I am also proud of our unique and delicious brands that bring happy moments to our customers. So obviously people really believe in what they're doing. 83% of employees think that Hershey is a great place to work. Next one is Ray's Coca-Cola bottling. So, if you're familiar with the Coca-Cola system, they have a main headquarters, but then they have these subsidiaries that are the partners who are the bottling companies, and so the bottlers are scattered out across the US. They say that they empower women and encourage them to be leaders within the company. Employee safety is at the forefront. An opportunity to grow is endless. Eighty-one percent of people think that Ray's Coca-Cola bottling is a great place to work.
Dougals Ford:Two more Again. This is going to be a brand that everybody is probably familiar with, which is Ghirardelli Chocolate. It says it always goes above and beyond to support the employees and treat vendors with respect. They also give generously to many important charities and support the employees and treat vendors with respect. They also give generously to many important charities and support the local schools. The entire Lent group, which is the parent company, has truly amazing work ethic and also tries to do the right things for the right reasons.
Dougals Ford:I'm incredibly proud to work at Ghirardelli Chocolate Company. 80% of employees. When's the last time somebody in your organization said I'm incredibly proud to work at this organization? So these are just some things. Now, this is the lowest one on the list of the top 20 companies and it's Coors Tech. Everybody's familiar, probably, with Coors. The beer says. The amount of time, training and interest that they invest in each person is unlikely, unlike anywhere I've seen before and any other company. They want each person to be well trained and be there for the long term, so they invest in you and it makes a huge difference. And it makes a huge difference Again. All these things that we're talking about with all these companies are things that should be done on a regular basis, and all these different. A lot of this is personal connection, professional connection, growth. Seventy-seven percent, of course, employees say that it's a great place to work.
Dougals Ford:Yeah, so lowest, but still Still 20 points higher than the quote-unquote average company right.
John Ballinger:So you know we get told or asked a lot. Data data. Data data show us that putting good leadership in place actually will improve bottom line douglas.
Dougals Ford:What I don't know, I don't know, I don't know how much more data we could give somebody than what we just did.
John Ballinger:Yeah, I mean it's this. This. To me and this may be a strong word it's a crime that we can't provide better leadership for our team members, what we're giving them, knowing what it's costing us. I mean, executives should be being looked at as fiduciaries, because that's what they are. They're fiduciaries of the organization. The board are fiduciaries of the organization, and allowing this to take place without making some drastic changes and demands on leadership is abdicating responsibility.
Dougals Ford:Absolutely. And now don't misunderstand us Personal development is not easy. It takes time, it takes commitment, it takes effort, it takes intentionality. There's a lot involved in personal development so that you can lead others well, but it is more than worth it, both for you personally and how it's going to impact your life in a positive way, and for your company and for your team members. Personal development leads to professional success. We say that all the time.
John Ballinger:Yeah, so just kind of reflect on what we've talked about. If you're a business executive leader or you're a business owner yourself, we're we're talking to you about and we can publish those top 10. We can put those out. Uh, yes, Profit drainers.
John Ballinger:Yes, look at your business yourself, cause this kind of some homework. Take those 10 and look at your business and say where can I start at Like, where's my biggest hole in this dam that's seeping water, which would be profit dollars going out. And how can I plug that? First by doing this one thing, cause you're not going to be able to go in and just do everything all at once Find the number one thing that's draining profits from your company and start there as the owner or the leader.
Dougals Ford:So that's their homework, mr ford so just a little note this is going to be the last episode of this season, so the end of season two. We're going to take the month of july off. We won't be publishing any new episodes in the month of july but we'll be back 1st of August. 1st Tuesday, maybe Wednesday in August We'll be back with new episodes and we've got an interesting focus for season three.
John Ballinger:So we go back and re-listen to some things you know, and one of the things that I think is important to the audience is, when you come across a situation from a leadership standpoint, you know, going to the podcast list and picking out that podcast that you need to listen to so that may help you, uh, develop better skillsets, overcome an obstacle or deal with an adverse situation. We, we want people to use these and say, oh, I need to go listen to episode two, oh, nine, or I need to go listen to episode one, 18 or whatever that is. Utilize the podcast to help you grow and be a better leader for yourself and your team. Absolutely, it's been a good season, good season and, uh, we look forward to, uh, to season number three. We'll see you next time. I'm, I'm, I'm, I'm.
