How do you build a culture of excellence? You begin with WE.

On this episode of the Circuit of Success Podcast, Brett Gilliland interviews best-selling author, inspirational speaker, and leadership expert Kyle McDowell. Together they break down McDowell’s best seller Begin With WE and the top principles of creating and sustaining a culture of excellence. Kyle shares his experience of transitioning from a corporate career to starting his own business, and how he was able to make a positive change in his life by investing in himself and his passions. Kyle emphasizes the importance of leading by example, taking action, and focusing on outcomes rather than busyness to create a unified culture within an organization.

Are you looking to lead with excellence?

You don’t wanna miss this…

FULL YOUTUBE EPISODE

 

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Welcome to the Circuit of Success. I’m your
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host, Brett Gilliland. Today, I’ve got Kyle McDowell
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with me, Kyle. What’s up, buddy?
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Hey, Brett. I’m well. It’s great to be
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with you today. I appreciate you, you having
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me.
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It’s great to be with you as well,
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man. I’m excited. I I hope based on
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what I’ve seen about you and your energy,
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we’re gonna have an awesome conversation today, man,
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so I’m fired up.
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Likewise. I hope so. I’m I’m just thrilled
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to be here. I anytime I get a
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chance to kind of spread the message and
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evangelize the work that I’m doing, especially on
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a podcast that’s been around as long as
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yours, I jump at it. So, again, thank
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you. Awesome. Awesome. Well, you are a former
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fortune ten executive that turned to a Wall
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Street and USA Today best selling author.
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And speaker. You’re traveling the world man on
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all sorts of stages, but before we dive
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it, man, you are today, man. There’s a
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backstory in there. And something that makes Kyle
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tick, and I’d love to see if we
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can pull some of that out.
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Yeah. You thank you for that. I’d be
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remiss because I if I didn’t just start
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early on.
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I I I was very fortunate to have,
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a mother who had an incredible work ethic,
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out she was a single parent mom for,
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the first several years of of my life
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until she met a wonderful man who became
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my stepdad. And, you know, they always instilled
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a sense of work ethic in me that
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I just don’t think
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you can replicate. I don’t I think it’s
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hard to to teach it if it doesn’t
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start at an early age.
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So I just learned the value of a
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dollar and the value of
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or the connection rather between
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hard work and outcomes. If you want something,
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you gotta go work for it. I’ll never
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forget, man. Growing up every time a new
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pair of Air Jordans would hit the would
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hit the stores.
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And I wanted those things every single year,
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the new the new shoe would come out.
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I knew what I had to do. I
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had to put in weeks of yard work.
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It was always the recipe.
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So,
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I entered corporate America at seventeen,
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ironically, or of, believe it or not. I,
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I interviewed for a job at a local
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bank when I was seventeen years old.
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I rolled the dice that if I were
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to get an offer, the offer would come
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sometime after my eighteenth birthday because they wouldn’t
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have hired me if they’d known I was
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a minor. Right. And it worked. So I
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interviewed in June of nineteen ninety three got
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the offer in July started in August,
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and, I’ve been a kind of a student
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of of leadership
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in in the dynamics that come with working
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inside of corporate America,
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for the last nearly thirty years. So that’s
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I think that’s That’s what brings us here
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today, but I I have to share also,
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man. I,
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throughout that thirty year journey, and I’m sure
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you and and Certainly, many of your listeners
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might be able to relate.
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I found myself becoming more and more apathetic
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towards
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the whole thing. Towards the whole gig, man.
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And when I say gig, I mean, everything
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that comes with
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working inside the corporate world,
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the bureaucracy
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see the dysfunction, the toxicity, all of the
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things. And I’m the first to admit, by
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the way, man. I I perpetuated a lot
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of that. When you’re leading big organizations,
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you’re put in a position where lather rinse
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repeat what’s always worked will continue to work.
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So you just kinda perpetuate that same toxicity
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and dysfunction.
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Yep. And I just I hit a boiling
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point late in my career probably around year
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twenty three where I I just said there
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has to be a better way.
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And that’s when I came up with the
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concept that ultimately resulted in the book that
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you mentioned at the top. And,
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it’s changed my life, actually. The the the
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realization I came to about you know, leading
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with a we mindset and getting to know
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your people and investing your time and energy
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into them. Just certainly, it changed my professional
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life, and that is I’m so happy to
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say it’s transcended into my personal life as
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well and my relationships.
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Well, I think we you and I have
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a lot in common. I mean, it’s
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a career decision that we made. I made
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mine at twelve and a half years in
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my professional career. You made yours. It sounds
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like at at at twenty two years, but
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I was the same way, man. And I
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say this is that as my success,
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you know, quote unquote success was going like
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that.
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My job satisfaction,
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my career satisfaction was going the other direction.
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And, you know, I I had a a
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nice firm and and a nice office and
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and things like that, but it it just
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didn’t feel right. You know, and so now
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same to you. Like, my,
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you know, our firm now, our our mission,
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I mean, everything is around that future greater
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than your past. And it has been life
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changing. So I agree with you, but talk
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to the listener right now that’s twenty two
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years in a career, twelve and a half
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years into a career. And they’re scared as
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hell, man, to go make that jump. Bet
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on themselves. Walk away from, you know, the
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04:01 k plan, the health insurance, the nice
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check they’re getting all the stuff you and
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I had. Right? Talk to our listeners about
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that step.
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Well, first, I’m and I’m glad you went
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here because it it’s always a fear of
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mine that when I talk about my transition
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from from the corporate world into starting my
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own deal and and hitting the road to
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evangelize these principles,
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that,
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I don’t want it to be lost or
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that I that leave is scary as all
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get out. It is. It’s absolutely terrifying.
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Especially if you spent as you’ve, you know,
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a dozen plus years, in my case, more
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more than twenty years,
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We get programmed. We are we are absolutely
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programmed to
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get up a certain time, go through the
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same, just, you know, clock in, clock out,
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and look for the next paycheck, looks for
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the next promotion, kinda keep your head down.
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But there’s this expression that hit me,
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right around the time I realized I had
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to make a change and it was they
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pay you to forget your dreams.
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And and there’s no there’s no nefarious scheme
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behind the scenes that that that that this
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that this happens to us, but
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I can tell by your your the way
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you frame the question that you you you
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kinda relate. Right? You you start making that
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paycheck. There’s some security that comes in. I
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had a fair amount of money in the
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bank where I felt comfortable.
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And it just became it it became my
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identity. My my corporate life became my my
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identity. So much so that when I wrote
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the book, I had friends saying I had
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no idea that you were dispassionate about these
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things because I didn’t, you know, Kyle at
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work was different than Kyle at home, which
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is not good. I mean, that’s Right. It’s
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a a lack of authenticity, which is something
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I didn’t realize at the time.
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So for your listeners, to me, it’s
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Never forget that everything we do every single
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day is the result of a choice.
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And you can choose to continue down the
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same path,
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get the two, three percent raise every year,
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you know, maybe get a promotion every few
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years, whatever your your path, wherever your path
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takes you, and that’s not wrong. That’s not
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wrong.
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But the choice to do something different, maybe
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a little, unconventional
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is
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something that I decide that we have because
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they do pay to forget your dreams in
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in suit the sooner you realize there’s a
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choice to be made and that there are
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opportunities
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that are
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virtually unlimited out there today. The number of
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things you can do today is just is
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exponentially higher than it ever was before.
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But that all starts with a choice. Right?
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You you made the choice. I made the
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choice.
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And I don’t want anybody out there to
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hear this and think that, you know, well,
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he’s ascended to a certain level. No. It’s
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it’s it is terrifying at any level when
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you make a decision. I’m calling this chapter
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two of my career because the first chapter,
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I closed the book on about five years
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ago. It is it is scary, but I
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am absolutely convinced.
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My level of impact
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is directly correlated to the level of effort
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in the amount of time I grind at
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this thing I’m doing today, and that is
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no different than anybody else out there. Yeah.
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Well, do you think too you’re working in
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your brain in, you know, line with your
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values and your Gilliland
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and all those things, right, is you’re you’re
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not gonna ever get the impact. That you
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make now because you’re choosing the path that
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you’re going down. And I think there’s so
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much power in the word choice. I love
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that you’re saying that. But don’t you believe
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that?
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Yeah.
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Brett, I do believe it. And I think
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it’s even worse than the way you describe
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it because not only are you not your
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best self when you’re doing something that you
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are, you know, you don’t love or you’re
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not passionate about,
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most companies
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either directly or not.
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They filter you to the point where you
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can’t even be curious. You can’t even You
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know, there’s this concept of being an entrepreneur
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inside of the corporate world, which I think
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is a beautiful concept because you don’t accept
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the status quo. You’re always looking to innovate.
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You’re looking to do things differently. You want
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to have a great experience for your employees
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and your team, and your customers, by the
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way.
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But a lot of organizations, they they filter
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us and kinda dilute our impact to the
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point where
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we there’s no way to to find that
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passion. Because think of where I talk
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about this a lot, man. When we enter
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the workforce, Think back over for your journey
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and and and those that are listening to
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us or watching us now, we all enter
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the workforce with a tremendous amount of optimism.
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Excitement. We wanna have an impact. We wanna
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do big things.
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But most organizations
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don’t necessarily value that or at least not
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to the point where it challenges the status
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quo. It’s kinda like getting lying. Keep your
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head down and and move on. So If
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you’re if we’re, you know, for all of
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us, if we’re able to marry something that
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we’re passionate about
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with a way to make a living and
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support our family, you know, take a trip
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every now and then,
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that’s
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that is
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that’s happiness to me. And that is that’s
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something we should always fire to. But again,
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over time, you know, bills things mount up
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and we and we just don’t we lose
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sight of that opportunity, lose sight of the
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choice.
00:09:50.000 –> 00:09:50.000

Yeah.
00:09:51.000 –> 00:09:53.000

Yeah. You’re right. And I think, dude, it
00:09:53.000 –> 00:09:55.000

made me think about even your health. You
00:09:55.000 –> 00:09:56.000

know, for me, I I can’t speak to
00:09:56.000 –> 00:09:58.000

you, but for me, man, it was
00:09:59.000 –> 00:10:01.000

I was going down a path where I’ve
00:10:01.000 –> 00:10:02.000

always been an anxious person. I I was
00:10:02.000 –> 00:10:05.000

a nervous child, you know, I always before
00:10:05.000 –> 00:10:07.000

games or any big event, man. I was
00:10:07.000 –> 00:10:08.000

nervous. I was always nervous.
00:10:09.000 –> 00:10:09.000

And
00:10:10.000 –> 00:10:12.000

and that just kept going. And then as
00:10:12.000 –> 00:10:13.000

my career you know, I I would kinda
00:10:13.000 –> 00:10:15.000

battle through those things, but then I hit
00:10:15.000 –> 00:10:17.000

a point to where, you know, and I
00:10:17.000 –> 00:10:18.000

was having, like, a panic attack.
00:10:19.000 –> 00:10:20.000

And, you know, I did all the I
00:10:20.000 –> 00:10:22.000

went a Mayo Clinic and did an executive
00:10:22.000 –> 00:10:24.000

physical. It’s been all this money and, you
00:10:24.000 –> 00:10:26.000

know, hey, dude. You’re fine. I did that.
00:10:26.000 –> 00:10:27.000

And then I had a a guy that
00:10:27.000 –> 00:10:29.000

I would consider a friend, and and, hopefully,
00:10:29.000 –> 00:10:31.000

he hears this and maybe I’ll send it
00:10:31.000 –> 00:10:32.000

to him and tell him, but he he
00:10:32.000 –> 00:10:34.000

gave me some words that a doctor I
00:10:34.000 –> 00:10:36.000

don’t think normally uses, and I won’t share
00:10:36.000 –> 00:10:38.000

the words exactly, but what he told me
00:10:38.000 –> 00:10:40.000

what I needed to do
00:10:40.000 –> 00:10:40.000

And,
00:10:41.000 –> 00:10:43.000

and I needed to hear it, man. And
00:10:43.000 –> 00:10:45.000

I was I was just having panic attacks.
00:10:45.000 –> 00:10:47.000

And then when I learned about panic and
00:10:47.000 –> 00:10:48.000

anxiety and stress,
00:10:49.000 –> 00:10:51.000

I learned that I wasn’t living up to
00:10:51.000 –> 00:10:53.000

my potential and I wasn’t following the dreams
00:10:53.000 –> 00:10:55.000

and the passions that I had. So it
00:10:55.000 –> 00:10:58.000

was manifesting in other ways. And man, isn’t
00:10:58.000 –> 00:11:01.000

it amazing now? Almost ten years later,
00:11:02.000 –> 00:11:03.000

how different I feel.
00:11:04.000 –> 00:11:05.000

Right? Yeah. I mean, it’s just it’s incredible
00:11:05.000 –> 00:11:06.000

to me.
00:11:06.000 –> 00:11:08.000

That’s beautiful though. It’s it’s,
00:11:09.000 –> 00:11:11.000

it it is incredible, but,
00:11:11.000 –> 00:11:14.000

yeah, sorry, man. We’re just having some stepping
00:11:14.000 –> 00:11:15.000

on each other. There’s a bit of a
00:11:15.000 –> 00:11:17.000

delay again. Know we can hopefully, we can
00:11:17.000 –> 00:11:19.000

edit that out. But Yeah.
00:11:19.000 –> 00:11:21.000

I I I think it’s it’s no no
00:11:21.000 –> 00:11:23.000

question about it. When I made the decision
00:11:23.000 –> 00:11:26.000

to step away and really invest in myself,
00:11:26.000 –> 00:11:28.000

both from an energy and time perspective, but
00:11:28.000 –> 00:11:30.000

also a a dollars and cents perspective, because
00:11:30.000 –> 00:11:32.000

as you know, starting a business isn’t isn’t
00:11:32.000 –> 00:11:33.000

cheap, certainly not free.
00:11:35.000 –> 00:11:37.000

I was probably at my most unhealthy,
00:11:37.000 –> 00:11:38.000

physically,
00:11:39.000 –> 00:11:39.000

psychologically.
00:11:40.000 –> 00:11:42.000

I had just been just kinda worn down
00:11:42.000 –> 00:11:44.000

over the years, but it’s worse than that.
00:11:44.000 –> 00:11:46.000

I I I’m not embarrassed to say, and
00:11:46.000 –> 00:11:48.000

I’ve learned from this. My career cost me
00:11:48.000 –> 00:11:49.000

a marriage.
00:11:50.000 –> 00:11:51.000

I was working
00:11:51.000 –> 00:11:55.000

so so much traveling every single week for
00:11:55.000 –> 00:11:58.000

years on end that, as I mentioned earlier,
00:11:58.000 –> 00:12:00.000

it became my identity and so much so
00:12:00.000 –> 00:12:02.000

that that identity was not
00:12:02.000 –> 00:12:03.000

the husband I wanted to be. It wasn’t
00:12:03.000 –> 00:12:05.000

the friend I wanted to be.
00:12:06.000 –> 00:12:07.000

So that was also a a hell of
00:12:07.000 –> 00:12:10.000

a wake up call for me, which look,
00:12:10.000 –> 00:12:12.000

man. I’m not proud of that, but it’s
00:12:12.000 –> 00:12:15.000

it also is an experience that has taught
00:12:15.000 –> 00:12:17.000

me And I’m a better person for it,
00:12:17.000 –> 00:12:18.000

like everything else, I think, in life, any
00:12:18.000 –> 00:12:20.000

challenge on the other side, and that is
00:12:20.000 –> 00:12:23.000

hopefully a better, a better, better outcome.
00:12:25.000 –> 00:12:26.000

So what what right now when you look
00:12:26.000 –> 00:12:28.000

at your career and the things and the
00:12:28.000 –> 00:12:29.000

people you’re hell helping,
00:12:30.000 –> 00:12:32.000

what’s your biggest challenge or or I’ve been
00:12:32.000 –> 00:12:34.000

I’ve been calling lately the heads Like, what’s
00:12:34.000 –> 00:12:36.000

the head scratcher for you that it’s like,
00:12:36.000 –> 00:12:38.000

gah, you just wish you could reach across
00:12:38.000 –> 00:12:40.000

the table and let somebody understand that. What
00:12:40.000 –> 00:12:41.000

is it for you?
00:12:42.000 –> 00:12:44.000

It it’s without question. It is getting people
00:12:44.000 –> 00:12:47.000

to understand and believe that
00:12:48.000 –> 00:12:50.000

when you make choice to lead differently, maybe
00:12:50.000 –> 00:12:52.000

be the leader you never had when you
00:12:52.000 –> 00:12:54.000

invest time and energy in others
00:12:54.000 –> 00:12:55.000

more so
00:12:55.000 –> 00:12:56.000

than yourself.
00:12:56.000 –> 00:12:58.000

When you care less about
00:12:59.000 –> 00:13:01.000

your own personal, quote, success, however, you define
00:13:01.000 –> 00:13:03.000

that, and you invest that energy into others
00:13:03.000 –> 00:13:06.000

growth development success, their achievements,
00:13:07.000 –> 00:13:09.000

you two things happen. Well, number of things,
00:13:09.000 –> 00:13:10.000

but two things primarily kinda
00:13:11.000 –> 00:13:13.000

resonate with me. One is the results on
00:13:13.000 –> 00:13:15.000

the macro level, they come.
00:13:16.000 –> 00:13:16.000

So
00:13:16.000 –> 00:13:17.000

That
00:13:20.000 –> 00:13:21.000

switch
00:13:24.000 –> 00:13:27.000

You you you you you are overtly making
00:13:27.000 –> 00:13:29.000

a switch that you’re no longer focused on
00:13:29.000 –> 00:13:31.000

your own goal, your own goals, your own
00:13:31.000 –> 00:13:32.000

growth, your own success,
00:13:33.000 –> 00:13:35.000

You don’t lose sight of those things, but
00:13:35.000 –> 00:13:37.000

you focus that on those that you’re responsible
00:13:37.000 –> 00:13:38.000

to lead.
00:13:38.000 –> 00:13:41.000

The two things are they perform better. Your
00:13:41.000 –> 00:13:43.000

your team the overall macro results that you
00:13:43.000 –> 00:13:45.000

deliver are better without question.
00:13:46.000 –> 00:13:48.000

Yep. But the bigger component is the satisfaction
00:13:48.000 –> 00:13:48.000

and fulfillment that
00:13:50.000 –> 00:13:51.000

comes
00:13:51.000 –> 00:13:52.000

is
00:13:52.000 –> 00:13:52.000

profoundly
00:13:53.000 –> 00:13:54.000

exponentially greater
00:13:55.000 –> 00:13:55.000

than
00:13:56.000 –> 00:13:57.000

keeping the focus
00:13:57.000 –> 00:13:58.000

on yourself.
00:14:00.000 –> 00:14:02.000

Yep. I cannot agree. And when I say
00:14:02.000 –> 00:14:03.000

this,
00:14:03.000 –> 00:14:04.000

it’s it
00:14:05.000 –> 00:14:07.000

there’s a lot of skepticism in the room,
00:14:07.000 –> 00:14:08.000

and I have to admit
00:14:08.000 –> 00:14:10.000

If someone were to have approached me and
00:14:10.000 –> 00:14:12.000

said the same thing, like, focus less on
00:14:12.000 –> 00:14:14.000

you and more on everyone around you, you’ll
00:14:14.000 –> 00:14:16.000

benefit in ways that you could never have
00:14:16.000 –> 00:14:17.000

predicted
00:14:17.000 –> 00:14:18.000

I would have said it’s bullshit.
00:14:19.000 –> 00:14:21.000

So that that’s it. That’s the head scratcher
00:14:21.000 –> 00:14:23.000

for me, but I just if people were
00:14:23.000 –> 00:14:26.000

to understand and realize the value that comes
00:14:26.000 –> 00:14:27.000

with deprioritizing
00:14:27.000 –> 00:14:30.000

your own quote unquote success for others.
00:14:30.000 –> 00:14:32.000

I think not only would the corporate world
00:14:32.000 –> 00:14:34.000

be in a much better place. I think
00:14:34.000 –> 00:14:35.000

the world
00:14:35.000 –> 00:14:36.000

would be a better place.
00:14:38.000 –> 00:14:39.000

So that’s the head scratch. I love the
00:14:39.000 –> 00:14:41.000

way you frame it. That’s the head scratcher
00:14:41.000 –> 00:14:42.000

for me. One of the things I look
00:14:42.000 –> 00:14:44.000

at when I’m talking to other leaders or
00:14:44.000 –> 00:14:46.000

I hear somebody in the room talking, if
00:14:46.000 –> 00:14:47.000

I’m, you know, listening at a conference or
00:14:47.000 –> 00:14:50.000

whatever, when I hear the word I, Right?
00:14:50.000 –> 00:14:52.000

One of my biggest pet peeves is when
00:14:52.000 –> 00:14:54.000

they say, I, I did this. I did
00:14:54.000 –> 00:14:57.000

that. Like, like, none of my success is
00:14:57.000 –> 00:14:59.000

because of I only. Right? It’s because of
00:14:59.000 –> 00:15:01.000

we and the people I’ve got around me.
00:15:01.000 –> 00:15:03.000

Like, I couldn’t do what I do without
00:15:03.000 –> 00:15:05.000

amazing people. So it’s just a pet peeve
00:15:05.000 –> 00:15:06.000

of mine, and I’m sure that’s a big
00:15:06.000 –> 00:15:08.000

pet peeve of yours as well.
00:15:10.000 –> 00:15:11.000

One of the biggest.
00:15:13.000 –> 00:15:14.000

And what a shame too because there is
00:15:14.000 –> 00:15:16.000

so much spotlight to be had
00:15:17.000 –> 00:15:19.000

in life in general, certainly in the corporate
00:15:19.000 –> 00:15:19.000

world.
00:15:20.000 –> 00:15:21.000

And the good by the way, the goodwill
00:15:21.000 –> 00:15:24.000

that we gain by sharing in that spotlight,
00:15:24.000 –> 00:15:26.000

you know, even when I’m accepting something
00:15:26.000 –> 00:15:28.000

you know, personal type,
00:15:28.000 –> 00:15:31.000

accolade or award. It’s like, when you throw
00:15:31.000 –> 00:15:32.000

a we out there and it couldn’t have
00:15:32.000 –> 00:15:34.000

done it without the team, the goodwill we
00:15:34.000 –> 00:15:34.000

create
00:15:35.000 –> 00:15:35.000

is,
00:15:36.000 –> 00:15:37.000

it’s priceless.
00:15:39.000 –> 00:15:42.000

And it’s true, man. Nothing. Very little is
00:15:42.000 –> 00:15:44.000

done. From an I or me perspective,
00:15:45.000 –> 00:15:46.000

which
00:15:46.000 –> 00:15:48.000

is where I moved on to. We,
00:15:49.000 –> 00:15:50.000

back in, I guess, it was around two
00:15:50.000 –> 00:15:52.000

thousand sixteen, and that was the pivotal or
00:15:52.000 –> 00:15:55.000

sentinel moment in my leadership journey that’s forever
00:15:55.000 –> 00:15:57.000

changed me as a leader, certainly, but as
00:15:57.000 –> 00:15:59.000

a person as well. It’s it’s changed my
00:15:59.000 –> 00:16:01.000

life. Yep. So talk about the ten Wes.
00:16:01.000 –> 00:16:03.000

This is from your book. Again, Wall Street
00:16:03.000 –> 00:16:06.000

Journal and USA Today best selling book, begin
00:16:06.000 –> 00:16:09.000

with we. The ten principles for building and
00:16:09.000 –> 00:16:11.000

sustaining a culture of excellence. Who doesn’t want
00:16:11.000 –> 00:16:12.000

that?
00:16:13.000 –> 00:16:15.000

And so let’s talk about those though. You
00:16:15.000 –> 00:16:17.000

talk about it, the framework, the ten ways
00:16:17.000 –> 00:16:20.000

required for building and sustaining a culture of
00:16:20.000 –> 00:16:20.000

excellence.
00:16:21.000 –> 00:16:24.000

Yeah. So I’ll take you back to Lawrence,
00:16:24.000 –> 00:16:25.000

Kansas. Of all places,
00:16:26.000 –> 00:16:27.000

I love Lawrence, but it was it served
00:16:27.000 –> 00:16:29.000

as a really pivotal moment for me. I
00:16:29.000 –> 00:16:31.000

was, in my hotel room,
00:16:32.000 –> 00:16:35.000

I just accepted the role of leading about
00:16:35.000 –> 00:16:35.000

fifteen thousand really dedicated men and women. That
00:16:35.000 –> 00:16:36.000

that
00:16:40.000 –> 00:16:44.000

that staff, probably the world’s largest health insurance
00:16:44.000 –> 00:16:46.000

enrollment and customer service operation.
00:16:49.000 –> 00:16:51.000

The company I was I was not naive.
00:16:51.000 –> 00:16:52.000

It was shared very early on that there
00:16:52.000 –> 00:16:56.000

was, an opportunity to to kinda reinvigorate,
00:16:57.000 –> 00:16:58.000

some energy
00:16:58.000 –> 00:17:01.000

maybe do some work on the company culture.
00:17:02.000 –> 00:17:02.000

And,
00:17:03.000 –> 00:17:06.000

but I knew also having spent the previous
00:17:06.000 –> 00:17:07.000

twenty years in
00:17:08.000 –> 00:17:11.000

massive organizations, as you mentioned, fortune ten firms,
00:17:11.000 –> 00:17:13.000

that if I were to show up,
00:17:14.000 –> 00:17:15.000

with this group,
00:17:16.000 –> 00:17:18.000

and kinda talked about I and the success
00:17:18.000 –> 00:17:20.000

I had had because I always,
00:17:21.000 –> 00:17:24.000

throughout my career, there’s a flavor of transformation.
00:17:25.000 –> 00:17:26.000

I come in, fix something,
00:17:26.000 –> 00:17:29.000

fix a big, big team, fix a big
00:17:29.000 –> 00:17:30.000

org, you know, turn things around,
00:17:31.000 –> 00:17:33.000

which has always been a passion of mine.
00:17:33.000 –> 00:17:35.000

But I knew with this group had I
00:17:35.000 –> 00:17:38.000

entered with more of the I and me
00:17:38.000 –> 00:17:39.000

and kind of, you know, here’s what I’m
00:17:40.000 –> 00:17:41.000

here to do for you.
00:17:42.000 –> 00:17:43.000

It would not have worked because they’d heard
00:17:43.000 –> 00:17:45.000

it all before. I was not naive. The
00:17:45.000 –> 00:17:46.000

fellow who had the role before me was
00:17:46.000 –> 00:17:49.000

dismissed, and I believe the wall for him
00:17:49.000 –> 00:17:50.000

was awesome.
00:17:51.000 –> 00:17:52.000

And
00:17:52.000 –> 00:17:54.000

if you take into consideration,
00:17:54.000 –> 00:17:56.000

the team my direct reports,
00:17:57.000 –> 00:17:58.000

they had an average tenure of north of
00:17:58.000 –> 00:17:59.000

ten years.
00:17:59.000 –> 00:18:01.000

So here’s this new guy coming into the
00:18:01.000 –> 00:18:03.000

fold. Yeah. And
00:18:03.000 –> 00:18:05.000

and and to to approach it as if
00:18:05.000 –> 00:18:07.000

I was the savior would just not have
00:18:07.000 –> 00:18:09.000

resonated. So the night before, I was to
00:18:09.000 –> 00:18:11.000

meet with the top forty or fifty leaders
00:18:11.000 –> 00:18:11.000

of this organization
00:18:12.000 –> 00:18:14.000

in my hotel room in Lawrence, Kansas. I
00:18:14.000 –> 00:18:16.000

still had that day’s suit on. In my
00:18:16.000 –> 00:18:18.000

laptop and my lap, and I thought, okay.
00:18:18.000 –> 00:18:20.000

This is this is what you wanted. You
00:18:20.000 –> 00:18:22.000

wanted an opportunity to lead an organization and
00:18:22.000 –> 00:18:23.000

be the leader you never had. This is
00:18:23.000 –> 00:18:25.000

why you made this change. What are you
00:18:25.000 –> 00:18:25.000

gonna do?
00:18:26.000 –> 00:18:30.000

So with no pre planning or or motives
00:18:30.000 –> 00:18:32.000

or agenda in mind, I just started typing
00:18:32.000 –> 00:18:34.000

into this blank PowerPoint presentation and a couple
00:18:34.000 –> 00:18:36.000

hours later, I All I had was ten
00:18:36.000 –> 00:18:36.000

sentences,
00:18:38.000 –> 00:18:39.000

and each of them started with the word
00:18:39.000 –> 00:18:40.000

we.
00:18:40.000 –> 00:18:41.000

And,
00:18:41.000 –> 00:18:43.000

I’m not super creative, so I had the
00:18:43.000 –> 00:18:44.000

ten wes.
00:18:45.000 –> 00:18:46.000

But the point,
00:18:46.000 –> 00:18:47.000

of of
00:18:48.000 –> 00:18:50.000

the magic, I think, started. So the next
00:18:50.000 –> 00:18:52.000

morning, I I stepped out, spoke to the
00:18:52.000 –> 00:18:54.000

forty or fifty folks and AF, we’re really
00:18:54.000 –> 00:18:55.000

excited and on board.
00:18:56.000 –> 00:18:58.000

Quarter. We’re kind of skeptical, and the last
00:18:58.000 –> 00:19:00.000

quarter was just, like, this guy’s full of
00:19:00.000 –> 00:19:02.000

his nature here. So much so, by the
00:19:02.000 –> 00:19:03.000

way, I should add Brett that
00:19:04.000 –> 00:19:06.000

what yeah. One of the fellas was bold
00:19:06.000 –> 00:19:08.000

enough to share that evening that,
00:19:09.000 –> 00:19:10.000

he googled the ten week because he thought
00:19:10.000 –> 00:19:12.000

I had plagiarized them, and then he went
00:19:12.000 –> 00:19:14.000

another step further and asked for my presentation
00:19:14.000 –> 00:19:16.000

because he wanted to check the properties within
00:19:16.000 –> 00:19:18.000

PowerPoint to see if I was the creator
00:19:18.000 –> 00:19:20.000

of that deck. Or if I had stolen
00:19:20.000 –> 00:19:21.000

it from somewhere else.
00:19:22.000 –> 00:19:25.000

We’re still buddies. But the the the the
00:19:25.000 –> 00:19:27.000

I think the the highlight or the bump
00:19:27.000 –> 00:19:29.000

sticker of this part of the story is
00:19:29.000 –> 00:19:29.000

this.
00:19:30.000 –> 00:19:32.000

In my career, I noticed
00:19:32.000 –> 00:19:34.000

it all came together that night in Lawrence
00:19:34.000 –> 00:19:35.000

that
00:19:35.000 –> 00:19:39.000

Companies were were really excited about flaunting their
00:19:39.000 –> 00:19:41.000

mission statement. They were really excited about externally
00:19:41.000 –> 00:19:42.000

positioning their company externally in a way
00:19:45.000 –> 00:19:47.000

that is, you know, flattering or favorable or
00:19:47.000 –> 00:19:49.000

endears them to their clients.
00:19:50.000 –> 00:19:52.000

But what is what is is setting that
00:19:52.000 –> 00:19:54.000

same standard inside the organization.
00:19:55.000 –> 00:19:58.000

So for me, to document these ten principles
00:19:57.000 –> 00:19:59.000

Gilliland
00:19:59.000 –> 00:20:01.000

be very adamant and direct that these are
00:20:01.000 –> 00:20:03.000

our rules of the role. Of the road,
00:20:03.000 –> 00:20:05.000

non negotiable. I did the whole presentation in
00:20:05.000 –> 00:20:07.000

black and white, and still nearly every time
00:20:07.000 –> 00:20:08.000

it’s in black and white with some red
00:20:08.000 –> 00:20:10.000

sprinkled in because it can’t be negotiable.
00:20:10.000 –> 00:20:14.000

But these principles align us around a common
00:20:14.000 –> 00:20:16.000

cause. And and and
00:20:16.000 –> 00:20:17.000

they’re all we oriented.
00:20:18.000 –> 00:20:21.000

But what they do is they create kind
00:20:21.000 –> 00:20:21.000

of,
00:20:22.000 –> 00:20:24.000

force fields too dramatic, but I’ll go with
00:20:24.000 –> 00:20:27.000

it that insulates us from
00:20:27.000 –> 00:20:30.000

external headwinds. It it sets the table for
00:20:30.000 –> 00:20:32.000

who we are, how we operate, and it
00:20:32.000 –> 00:20:35.000

removes any ambiguity around the way that we
00:20:35.000 –> 00:20:38.000

treat each other first and then how we
00:20:38.000 –> 00:20:41.000

treat those that we serve externally. Gilliland
00:20:41.000 –> 00:20:43.000

and they’re they’re very purposeful in order in
00:20:43.000 –> 00:20:45.000

which they are,
00:20:45.000 –> 00:20:46.000

riveting,
00:20:46.000 –> 00:20:47.000

But at the end of the day, this
00:20:47.000 –> 00:20:50.000

entire monologue that I’m sharing with you was
00:20:50.000 –> 00:20:51.000

my way to,
00:20:53.000 –> 00:20:54.000

first,
00:20:54.000 –> 00:20:56.000

these are the principal
00:20:57.000 –> 00:20:58.000

me accountable.
00:20:58.000 –> 00:21:00.000

I led with that.
00:21:00.000 –> 00:21:01.000

Because I’d seen the leadership, what I call
00:21:01.000 –> 00:21:03.000

the leadership gap too many times, where the
00:21:03.000 –> 00:21:05.000

boss has a certain standard of behavior, and
00:21:05.000 –> 00:21:06.000

the team has another one. And I think
00:21:06.000 –> 00:21:08.000

right out of the gate, you’re destined for
00:21:08.000 –> 00:21:10.000

failure. If there’s a double standard in how
00:21:10.000 –> 00:21:11.000

we treat each other,
00:21:12.000 –> 00:21:14.000

the things I’m allowed to do versus the
00:21:14.000 –> 00:21:15.000

things you’re allowed to do. So, a, you
00:21:15.000 –> 00:21:17.000

must hold me accountable to these because, b,
00:21:17.000 –> 00:21:19.000

I will certainly hold you accountable to them.
00:21:19.000 –> 00:21:21.000

If you can’t subscribe to these principles,
00:21:22.000 –> 00:21:22.000

respect,
00:21:22.000 –> 00:21:24.000

you’re not gonna be a great fit for
00:21:24.000 –> 00:21:25.000

this team.
00:21:26.000 –> 00:21:27.000

So that that was the that was kind
00:21:27.000 –> 00:21:29.000

of the the sentinel moment that I shared
00:21:29.000 –> 00:21:32.000

the principles I I I I was not
00:21:32.000 –> 00:21:34.000

forceful in implementing them. I wanted the team
00:21:34.000 –> 00:21:36.000

to take to them gradually, and I’m so
00:21:36.000 –> 00:21:38.000

thrilled to share five, six years later,
00:21:39.000 –> 00:21:42.000

the, the ten Wes are still the the
00:21:42.000 –> 00:21:46.000

cultural man this giant organization many years ago.
00:21:47.000 –> 00:21:49.000

They have the ten We Awards where they
00:21:49.000 –> 00:21:49.000

share,
00:21:50.000 –> 00:21:53.000

and celebrate those that are caught living any
00:21:53.000 –> 00:21:54.000

one of the We’s.
00:21:55.000 –> 00:21:57.000

And I’ve been able to evangelize these principles
00:21:57.000 –> 00:21:58.000

more broadly now in companies,
00:21:59.000 –> 00:22:01.000

that I’m working with have embraced it. People
00:22:01.000 –> 00:22:03.000

have embraced it because it sets the the
00:22:03.000 –> 00:22:05.000

standard for who we are, how we operate,
00:22:07.000 –> 00:22:09.000

aside from some lofty mission statement that no
00:22:09.000 –> 00:22:11.000

one can really relate to on a day
00:22:11.000 –> 00:22:13.000

to day basis. Yeah. I love that, man.
00:22:13.000 –> 00:22:14.000

So let’s start with number one. What’s number
00:22:14.000 –> 00:22:15.000

one?
00:22:16.000 –> 00:22:18.000

Well, so I must give a disclaimer as
00:22:18.000 –> 00:22:19.000

we walk through these.
00:22:20.000 –> 00:22:22.000

I’m I’m certain. Members of your audience are
00:22:22.000 –> 00:22:24.000

gonna say, well, no shit. Of course, of
00:22:24.000 –> 00:22:26.000

course, we’re gonna do these things. But I
00:22:26.000 –> 00:22:28.000

right? I’m not naive to that, but I
00:22:28.000 –> 00:22:30.000

will I will add to that
00:22:30.000 –> 00:22:31.000

this point.
00:22:33.000 –> 00:22:34.000

When used collectively
00:22:35.000 –> 00:22:35.000

and evangelized
00:22:36.000 –> 00:22:39.000

and and can spicuously communicated over and over
00:22:39.000 –> 00:22:41.000

and over every single day. You know, for
00:22:41.000 –> 00:22:43.000

example, I wear a I wear a wii
00:22:43.000 –> 00:22:45.000

bracelet everywhere I go. This as we challenge.
00:22:45.000 –> 00:22:46.000

It’s gotta
00:22:46.000 –> 00:22:47.000

it’s gotta be memorable.
00:22:48.000 –> 00:22:50.000

It’s gotta be something we can lean against.
00:22:50.000 –> 00:22:52.000

Not just works on the wall. Number one
00:22:52.000 –> 00:22:53.000

Yep. Is we do the right thing.
00:22:54.000 –> 00:22:55.000

Always.
00:22:56.000 –> 00:22:58.000

And and you’ll you’ll you’ll you know, again,
00:22:58.000 –> 00:23:00.000

listeners might say, well, no shit. The the
00:23:00.000 –> 00:23:03.000

beauty behind this one is Once you evangelize
00:23:03.000 –> 00:23:04.000

it and we talk about it over and
00:23:04.000 –> 00:23:05.000

over again,
00:23:05.000 –> 00:23:07.000

when facing a tough decision,
00:23:07.000 –> 00:23:09.000

the team knows
00:23:10.000 –> 00:23:12.000

where we’re going. They are quick to even
00:23:12.000 –> 00:23:14.000

answer the question before you ask it because
00:23:14.000 –> 00:23:16.000

and and by the way, they’ll premise their
00:23:16.000 –> 00:23:18.000

response with I know Kyle, we do the
00:23:18.000 –> 00:23:20.000

right thing. Right? So we it it it
00:23:20.000 –> 00:23:22.000

removes any opportunity for us to do something
00:23:22.000 –> 00:23:25.000

that might be a little less than, quote,
00:23:25.000 –> 00:23:26.000

unquote, right. So we do the right thing
00:23:26.000 –> 00:23:28.000

is is number one. Everything’s a thousand parts
00:23:28.000 –> 00:23:31.000

without it. Yeah. I think to piggyback on
00:23:31.000 –> 00:23:31.000

that is,
00:23:32.000 –> 00:23:34.000

you know, the Ritz Carlton way, right, is
00:23:35.000 –> 00:23:37.000

I think I heard one time that each
00:23:37.000 –> 00:23:39.000

each member that’s working that day has, like,
00:23:39.000 –> 00:23:41.000

a two hundred or four hundred dollar budget
00:23:41.000 –> 00:23:42.000

or something like that that they can fix
00:23:42.000 –> 00:23:44.000

something. Without having to get approval. And I
00:23:44.000 –> 00:23:46.000

remember being there. One of my kids, I
00:23:46.000 –> 00:23:48.000

guess my oldest is eighteen. I was young.
00:23:49.000 –> 00:23:50.000

And we’re there and we get an ice
00:23:50.000 –> 00:23:52.000

cream cone, and we’re not six steps away
00:23:52.000 –> 00:23:54.000

from this place where we got the ice
00:23:54.000 –> 00:23:55.000

cream in there and it spills, of course.
00:23:55.000 –> 00:23:57.000

It goes all over the floor. And man,
00:23:57.000 –> 00:24:00.000

those people were like around that thing.
00:24:00.000 –> 00:24:03.000

So quick. Got it cleaned up. Boom. Here’s
00:24:03.000 –> 00:24:03.000

a new ice cream.
00:24:04.000 –> 00:24:06.000

Right? I mean, like, it was amazing. And
00:24:06.000 –> 00:24:08.000

so I think that’s what I think of
00:24:08.000 –> 00:24:09.000

when I hear that we do the right
00:24:09.000 –> 00:24:11.000

thing always. Right? We do the right thing
00:24:11.000 –> 00:24:13.000

always. That’s that’s number one. That’s awesome.
00:24:15.000 –> 00:24:17.000

Yeah. It’s the foundation. It’s the foundation. But
00:24:17.000 –> 00:24:18.000

if you wanna do the right thing and
00:24:18.000 –> 00:24:19.000

you want your team to do the right
00:24:19.000 –> 00:24:22.000

thing. For me, that takes us right to
00:24:22.000 –> 00:24:24.000

number two, and that is we lead by
00:24:24.000 –> 00:24:24.000

example.
00:24:25.000 –> 00:24:28.000

We’re already setting an example. The question to
00:24:28.000 –> 00:24:30.000

the question is not should we lead by
00:24:30.000 –> 00:24:32.000

example. The question is am I leading by
00:24:32.000 –> 00:24:34.000

an example? I’d be proud for others to
00:24:34.000 –> 00:24:36.000

see. If it were blast all over the
00:24:36.000 –> 00:24:39.000

intranet, the company intranet, or the newsletter, or
00:24:39.000 –> 00:24:40.000

even worse externally,
00:24:41.000 –> 00:24:43.000

is my behavior something that I’m proud of?
00:24:43.000 –> 00:24:45.000

Is it am I leading in a way
00:24:45.000 –> 00:24:46.000

that others want to follow?
00:24:47.000 –> 00:24:49.000

And again, you know, I I would imagine
00:24:49.000 –> 00:24:51.000

some listeners are saying, well, she wanna lead
00:24:51.000 –> 00:24:52.000

by example, but it’s not the big things
00:24:52.000 –> 00:24:54.000

that I’m talking about. When I walk through
00:24:54.000 –> 00:24:56.000

the hallway, you know, when I’m on-site or
00:24:56.000 –> 00:24:59.000

at a location, is my head down in
00:24:59.000 –> 00:24:59.000

my phone?
00:25:00.000 –> 00:25:01.000

Or am I is my head up saying,
00:25:01.000 –> 00:25:03.000

hey, Brett. Good morning. Nice to see you.
00:25:04.000 –> 00:25:06.000

You know, that’s that’s an example that must
00:25:06.000 –> 00:25:07.000

be set. Right? I’ll tell you a quick
00:25:07.000 –> 00:25:08.000

story, and I’ll and then we can move
00:25:08.000 –> 00:25:09.000

on. But,
00:25:09.000 –> 00:25:11.000

I I used to visit one of the
00:25:11.000 –> 00:25:11.000

locations,
00:25:12.000 –> 00:25:14.000

back in the the teens when,
00:25:15.000 –> 00:25:17.000

I’d I’d eleven locations at the time when
00:25:17.000 –> 00:25:19.000

these principals rolled out. One of the locations
00:25:19.000 –> 00:25:22.000

invariably, every time I would go, the men’s
00:25:22.000 –> 00:25:24.000

restroom, the counter where you wash your hands,
00:25:24.000 –> 00:25:26.000

had standing water every single time I went
00:25:26.000 –> 00:25:28.000

there. It was drive you crazy.
00:25:29.000 –> 00:25:30.000

And I just, you know, I’d like every
00:25:30.000 –> 00:25:32.000

other fellow in there, wash my hands, throw
00:25:32.000 –> 00:25:33.000

my paper towel away and walk out. But
00:25:33.000 –> 00:25:35.000

it occurred to me.
00:25:35.000 –> 00:25:37.000

I am sending the message anytime I’m in
00:25:37.000 –> 00:25:39.000

there washing my hands next to somebody else,
00:25:39.000 –> 00:25:40.000

it finally occurred to me that I am
00:25:40.000 –> 00:25:43.000

sending the message that it’s okay. We are
00:25:43.000 –> 00:25:45.000

accepting this puddled water.
00:25:45.000 –> 00:25:47.000

And I and and the leader doesn’t care
00:25:47.000 –> 00:25:49.000

about our work environment. That’s the message I’m
00:25:49.000 –> 00:25:51.000

sending if I don’t. So now
00:25:52.000 –> 00:25:54.000

when the re realization hit me, and I
00:25:54.000 –> 00:25:55.000

was in
00:25:55.000 –> 00:25:57.000

My hands dry off. I would take extra
00:25:57.000 –> 00:26:00.000

napkins and wipe down that basin every single
00:26:00.000 –> 00:26:02.000

time. And wouldn’t you know it? After a
00:26:02.000 –> 00:26:03.000

number of visits there,
00:26:04.000 –> 00:26:05.000

the water was gone.
00:26:05.000 –> 00:26:07.000

Not because of me, people were coming behind
00:26:07.000 –> 00:26:09.000

me doing the same thing. Yep. So it’s
00:26:09.000 –> 00:26:11.000

not just, you know, the shiniest shoes. I
00:26:11.000 –> 00:26:13.000

got the most vocabulary, not leading by example
00:26:13.000 –> 00:26:15.000

in those ways. I’m leading by example by
00:26:15.000 –> 00:26:18.000

being relatable to those I work with, setting
00:26:18.000 –> 00:26:20.000

an example that they want to follow, and
00:26:20.000 –> 00:26:23.000

and and showing the importance of our interactions,
00:26:24.000 –> 00:26:26.000

not just you are here to to produce
00:26:26.000 –> 00:26:28.000

a widget for me. So that’s the kind
00:26:28.000 –> 00:26:30.000

of example I wanna be known for. Yeah.
00:26:30.000 –> 00:26:32.000

Amen into that, man. I think Mother Teresa
00:26:32.000 –> 00:26:33.000

said it, and then I’ll joke my buddy
00:26:33.000 –> 00:26:35.000

Tom Meyer at a soccer game recently said
00:26:35.000 –> 00:26:38.000

it too. Sweeper own front porch. Right? So
00:26:38.000 –> 00:26:40.000

see my buddies that were on this trip
00:26:40.000 –> 00:26:41.000

will know and it was a it was
00:26:41.000 –> 00:26:43.000

a great time. But, you know, sweep your
00:26:43.000 –> 00:26:45.000

own front porch. Man, that’s that’s what you’re
00:26:45.000 –> 00:26:47.000

doing right there. So that’s awesome.
00:26:47.000 –> 00:26:48.000

What’s number three?
00:26:49.000 –> 00:26:51.000

So we go so if you wanna do
00:26:51.000 –> 00:26:51.000

the right thing,
00:26:52.000 –> 00:26:54.000

and and if we agree that leading by
00:26:54.000 –> 00:26:56.000

example, it’s tough to do that,
00:26:57.000 –> 00:26:59.000

any team, we’ve gotta make good in our
00:26:59.000 –> 00:27:01.000

commitments. So we number three is we say
00:27:01.000 –> 00:27:02.000

what we’re going to do
00:27:03.000 –> 00:27:04.000

then we do it.
00:27:04.000 –> 00:27:06.000

So anytime you’re in a team environment, there
00:27:06.000 –> 00:27:08.000

are others that are counting on you to
00:27:08.000 –> 00:27:11.000

deliver something, especially in corporate America.
00:27:11.000 –> 00:27:13.000

And what I have found, a lot of
00:27:13.000 –> 00:27:16.000

breakdown and disappointment that our customers experience
00:27:16.000 –> 00:27:17.000

oftentimes
00:27:17.000 –> 00:27:19.000

are the result of a breakdown or a
00:27:19.000 –> 00:27:22.000

lack of communication or delivery behind the curtain
00:27:22.000 –> 00:27:23.000

here in the here on the on the
00:27:23.000 –> 00:27:26.000

team. So we we’ve just gotta be known,
00:27:26.000 –> 00:27:28.000

you know, every high functioning team needs to
00:27:28.000 –> 00:27:31.000

be known for and is usually associated with
00:27:31.000 –> 00:27:33.000

do, you know, making good in our commitments.
00:27:33.000 –> 00:27:34.000

When I tell you I’m going to deliver
00:27:34.000 –> 00:27:36.000

something to you as a member of my
00:27:36.000 –> 00:27:38.000

team, it’s coming. When you tell me that
00:27:38.000 –> 00:27:39.000

you’re gonna deliver something to me as a
00:27:39.000 –> 00:27:41.000

member of my team, it must come.
00:27:42.000 –> 00:27:44.000

And and that was, you know, the scenario
00:27:44.000 –> 00:27:44.000

there
00:27:45.000 –> 00:27:46.000

to drive me crazy.
00:27:46.000 –> 00:27:47.000

It’s,
00:27:47.000 –> 00:27:49.000

you know, Brett, you and I had a
00:27:49.000 –> 00:27:51.000

conversation. I agreed to deliver something to you
00:27:51.000 –> 00:27:53.000

by Thursday at noon.
00:27:53.000 –> 00:27:55.000

Thursday at noon rolls around. You call me.
00:27:55.000 –> 00:27:57.000

You’re, like, Kyle, what’s up? Where’s that report?
00:27:57.000 –> 00:27:59.000

And my response to you as well, I
00:27:59.000 –> 00:28:00.000

reached out to Jane in accounting. I just
00:28:00.000 –> 00:28:02.000

haven’t heard back from her. That’s not good
00:28:02.000 –> 00:28:03.000

enough.
00:28:03.000 –> 00:28:05.000

So I committed something to you, brother. I
00:28:05.000 –> 00:28:07.000

gotta get that to you, and I will
00:28:07.000 –> 00:28:08.000

go to the end of the earth to
00:28:08.000 –> 00:28:10.000

get that for you. Or I will give
00:28:10.000 –> 00:28:11.000

you a heads up before Thursday at noon
00:28:11.000 –> 00:28:13.000

that this is not happening, we’re a bit
00:28:13.000 –> 00:28:15.000

delayed. But I have found, especially in bigger
00:28:15.000 –> 00:28:17.000

organizations, there’s this, you know,
00:28:17.000 –> 00:28:19.000

point back and forth because I, you know,
00:28:19.000 –> 00:28:20.000

I I did my part. I made the
00:28:20.000 –> 00:28:22.000

request. No. No. No. Your part was hitting
00:28:22.000 –> 00:28:23.000

your commitment.
00:28:24.000 –> 00:28:26.000

So leading by example, I think the best
00:28:26.000 –> 00:28:28.000

way to do that is by setting
00:28:28.000 –> 00:28:29.000

a target,
00:28:29.000 –> 00:28:31.000

going after that target, making good on our
00:28:31.000 –> 00:28:32.000

commitments,
00:28:32.000 –> 00:28:34.000

because we’re only as good as the commitments
00:28:34.000 –> 00:28:36.000

we keep. I that’s that’s truly how I
00:28:36.000 –> 00:28:38.000

believe that. That’s why number three is is
00:28:38.000 –> 00:28:41.000

where it’s ranked so high because if we
00:28:41.000 –> 00:28:42.000

can’t deliver on on the commitments that we
00:28:42.000 –> 00:28:45.000

make, especially as the leader to our team,
00:28:46.000 –> 00:28:48.000

There’s no and we’re not trust. We are
00:28:48.000 –> 00:28:49.000

no tall.
00:28:49.000 –> 00:28:51.000

Love it. So far I’m gonna lie. I’m
00:28:51.000 –> 00:28:53.000

three for three, brother. What do we got?
00:28:53.000 –> 00:28:53.000

Number four?
00:28:55.000 –> 00:28:57.000

I love that. Alright. I’ll keep rolling. So
00:28:57.000 –> 00:28:59.000

if we’re gonna do the right thing, we’re
00:28:59.000 –> 00:29:02.000

gonna lead by example, and we’re gonna make
00:29:02.000 –> 00:29:04.000

good in our commitments. That means the very
00:29:04.000 –> 00:29:05.000

next step is we gotta take action.
00:29:06.000 –> 00:29:08.000

So when we see an opportunity to be
00:29:08.000 –> 00:29:11.000

better, when we see maybe a broken process
00:29:11.000 –> 00:29:14.000

or You know, we have a disgruntled customer
00:29:14.000 –> 00:29:15.000

because of a process that we we we
00:29:15.000 –> 00:29:18.000

just know is is too too taxing or
00:29:18.000 –> 00:29:21.000

whatever the scenario is, we gotta take action.
00:29:23.000 –> 00:29:25.000

Especially i