Experience Explosive Growth
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Welcome to the Maxwell Leadership Podcast. Our podcast is committed to adding value to leaders who will multiply value to others. My name is Mark Cole, and this week, John Maxwell is giving us a lesson about how you can experience explosive growth, not only in your life, but in your leadership. In fact, John makes a statement today that I love. He says, growth is happiness.

And you're going to see as John teaches us for a few minutes that John is going to challenge you and I not only to grow, not only to become better, but to explosive growth. Now, I am so excited today because after John is done teaching, I am joined by special guest, CEO of Belay, Tricia Shortino.

Trisha, I've been talking to her and I'll be honest with you, podcast family, I almost got selfish and never pressed record on the videos and on the audios today because her story is one that I relate with. This is a story of someone that has not only practiced what John's teaching us, but has experienced explosive growth. I'll tell you more about Trisha in just a moment, but she's a product of the product.

So we're going to come together. We're going to discuss what John has taught. We're going to offer you a few practical ways to apply these principles to your personal leadership journey.

If you would like to download a free bonus resource or watch this episode on YouTube, go to maxwellpodcast.com forward slash explosive growth. I just love saying that. Explosive growth. maxwellpodcast.com forward slash explosive growth. Okay, grab your pen, grab your paper. Here is John Maxwell. ♪

Now, I love growth. In fact, I had a mentor many, many years ago who spoke to me and he said, John, growth is happiness. And then he followed that up by saying, I've watched people that are growing anything. If they're growing a garden,

There's a fulfillment in that. If they're growing a company, there's fulfillment in that. If they're growing their team, if their family is growing. He said growth is happiness. And I've always remembered that definition. And to be honest with you, I think it's so true. I think that's right. I think growth is happiness.

So let's talk about it for a minute because I think it's so essential for us to really learn how to have what I would call explosive growth. I have a passion personally for personal growth. I have a passion for team growth. I have a passion for company growth. So I'm going to give you three questions that how you answer these three questions will determine honestly,

how much explosive growth that you really have in your life. So I'm very excited about them. And so let's go. Question number one is, what are my everyday essentials? In other words, this is so important. If you're going to really have explosive growth, you need to be doing the things that are going to give you that high return.

And that's your everyday essentials. In other words, this is not, I can do it some days and some days I don't have to do it. No, these are everyday essentials where you say, no, these are the five things that really help me if I do them every day to have explosive growth. You need to know what your five everyday essentials are. And by the way, if you don't have to do them every day, they're not essentials.

So that'll cut out a lot of the stuff that you're doing that maybe you need to do once a week or once a month or every few days. What are those everyday essentials? If you want to have explosive growth, you've got to prioritize your time with the things that are essential to really build your business. Number two, who are the people who produce? If I want explosive growth, I've got to give my most of my time and most of my effort and most of my energy to the people that are producers.

I've got to look at my team and say, which one of them is bringing in the business? Which one is doing the recruiting? So if you want explosive growth, you have to, first of all, do the everyday essentials. And then the second, you got to ask yourself, who are the people who produce and whoever they are, give them the most equipping training development time.

And then the third question you want, if you want explosive growth is, okay, in the English speaking world, I ask myself, what are the three R's? The three things that I always look at to ask myself, am I going to have good growth in this area? The first R for me is what's required of me. In other words, what do I have to do that I just have to do it because it's part of the job?

The second R is what gives me the greatest return. And in other words, I do a lot of things when I work, but what is it that when I do it, it produces the most results? In other words, there's a good return for the time I've given that certain area. So what's required of me, what gives me my greatest return? And finally, number three, what gives me my greatest reward? Because what I've discovered is if I'm not fulfilled and enjoying what I'm doing,

there's a tendency for me pretty soon not to do it, at least not to do it enthusiastically like I need to. Now, if you'll ask yourself those three questions, what are my everyday essentials, the things I need to do every day to be successful in this business? Who are the people who produce? Wow, this is huge. And what are my three R's?

If you'll ask yourself those three questions and you'll not only practice those three questions, but you'll take action on those, I will promise you, you'll begin to have explosive growth. But you've got to do all three.

You've got to do the things that are essential every day. You've got to work with the people that produce every day. And you've got to follow those three things, those three R's, and especially what gives me my greatest return. When you can answer those three questions, you'll have explosive growth. It's the practical things. Do you see how simple it is to have explosive growth? You don't have to know everything. You don't have to do everything. Just ask those three questions and see the return that you get.

Thanks for being with me. My name's John. I'm your friend. Welcome back, everybody. Tricia, before we get into the meat of John's lesson, and before you even tell me and us about Belay, I've got to do something. Because, guys, we don't have many interviews around here. And we're not just doing an interview because I found somebody with a great story or a great product that I want to introduce you to. I'm bringing you a leader today that, as I said earlier, is a product of the product.

You see, Tricia started at Belay as the first employee at entry level, and then now is the CEO. Does that sound familiar, podcast family? I started at the entry level, and by using the product, becoming a product of the product, I now get to host the largest leadership podcast in the world because I'm a product of the product.

Trisha is leading one of the most impacting organizations for helping CEOs like me to get bandwidth to do what only I can do. And she's a product of the product. So that's number two. I like the product, but I like products of the products, people. But number three, Trisha, and we'll hear more about her story in just a moment. As a female with all kind of leadership within her and a lot of people telling her she couldn't lead,

She broke all the glass barriers and now is leading an incredible organization. And so, Tricia, I want to hear more about your story. I want to dig into John's content. But you got to tell me, what is it about Belay that helps other companies experience this explosive growth that John taught us today?

Yeah, first of all, thank you, Mark, for the warm and wonderful welcome. I'm so excited to be talking with you today. You know, when I think about what it boils down to and how Belay is really

living out what John teaches is that we have the wonderful opportunity to equip leaders with products and services that allow them to prioritize their time and focus on what only they can do. We are the ones that get to come in

help overwhelmed, overburdened leaders who were drowning in tasks when they should be focused on growth and strategy and vision for an organization. We get to come in, serve them with great talent

and remove all of the mundane work that they should not be spending their time on and allow them to focus on growing their organizations. And we get to witness this over and over again. And I've got to bear witness to the miracle that happens to leaders as they realize that when they prioritize their time and delegate what they should not be spending time on to others, they grow, others grow, and their companies grow. Right.

And I can attest to this, podcast family, because we are clients of Belay. I've got three executives right now who are better executives doing better time management, getting more results out of their time because we're

We have engaged Belay to come in and help and be a part of the team. In fact, Trisha, I got to tell you, I think they're more my team than they are your team. And I'm just going to put that out there. And I'm just kidding. They're wonderful to you. But let me say this just because I've been mentored by John Maxwell. We're getting into the meat. Hang in there. But some of you are already going, okay, Mark.

I've already heard enough. Get me how to find out what you're talking about with how Tricia and her team can help. And if you will text Maxwell to 55123, that's M-A-X-W-E-L-L to 55123, there is a free

resource there on teaching you how to be a 40-hour CEO and get more done with less time. And so that's a free gift. I'll talk more about that afterwards. But Tricia, you'll know this about me. When I've got something that I want to get out, I can't wait till the end. So all of you that just got the text number and all that, that's because I couldn't keep a secret. Hey, Tricia, John says in this lesson, he says,

Time management is an oxymoron. In other words, what he's saying is time is beyond our control and yet the clock just keeps ticking regardless of how we lead our lives. Priority management really is the answer to maximizing the time that we have. This quote by John is such a wake-up call. And yet, Tricia, you've built some incredible tools, some incredible principles that align this idea of priority management. Talk to us a little bit about where this even came from.

Yeah, I think you, you know, the idea, first of all, of having a resource that's called the 40-hour CEO in and of itself sounds crazy because so many people believe in order to be a successful leader or the leader at the top, you must be working around the clock nonstop. And I disagree because it goes back to this rule of priority management. And you should be spending those hours and that time on only

only the things that matter. Where this all was born for me has a lot to do with my very personal leadership journey and story over the last 15, 20 years.

It really started when my kids were little and I was called to lead and wanted to lead and leadership, you know, 15, 20 years ago was all about hustling and grinding and how many hours could you put in and the more hours you work, didn't it mean you were the best leader? You were better than the leader who works less than you.

And I fell victim to this trap. However, I had little girls. And so I very clearly remember the day I went on the pursuit to figure this out when I was kind of sitting at the dinner table, half working, half cooking dinner, you know, laptop in the kitchen. Kids are young. And my youngest daughter says to me at that time, she says, Mom, when do you stop working? Wow.

I kind of said the same thing, Mark. I said, wow, I'm here building something for them. And all they want to know is when I'm done working. And it was a real wake up call for me because I had promised myself that I would be a very present parent and I wouldn't let my career consume my personal life and vice versa.

And it meant that I was going to have to do things very differently and really prioritize and manage my time in a way that I've never done before, nor had I had any example of anybody doing it before either. The most unique thing about all this is that I had promised myself I would never let this happen. And I was a single mom at the time. Wow. So it was myself, my two girls, me,

the kitchen table, me working too many hours, trying to make ends meet, grow a career, and my daughter telling me she wants to know when I'm going to stop working. And it was from that point to today that I really spent many, many years analyzing my time, my priorities, my effort, so that I could find

the elusive work-life balance that I feel like has become very cliche. But the truth is, I really wanted to do great work in a set amount of time and then be a mom and a spouse and a sister and a friend for the hours I was not at work. And could I do that and still grow an organization at the same time?

And the truth is, yes, you can. Because to your part, to your point earlier, Mark, you know, I was able to, through this season, receive multiple promotions over time. I've started as an entry-level employee. I'm now CEO. I was able to do all this under the pretense that I would focus on only what I could do. I could raise my family and be present. And I would spend my hours on the most important work.

Surround myself with great people. And I swear if I just practice this, I would get it done. So I've got more questions for you. You know that. But yes, I got a camp right here for just a moment because so many of our listeners and I know because I travel the world and get to see you. I get to talk to you. I get to hear from you.

and so many of our listeners believe when they're at that crossroads you were where you feel that guilt from the family and this is male or female but it absolutely is a very real force to have to deal with as a female

You've got the family wanting you there. You've got the guilt and weight that you're supposed to be there. But there's all of this vision, this ambition, this desire in you as well. And what you're showing me, I'm a proud partner with you in consuming your product. But let's think about the women and men, the people that you are allowing to have control

that vision and passion within them and yet still have balance to have enough to be at home with as well. This is something really remarkable and you live that and unlike most of us at times rather than giving up on that, you just found a way to let both coexist within you. And I love that and here's what I want you to do on the spot.

Talk to the person, maybe specifically the woman out there that has this leadership ambition, but this guilt from home. How would you encourage her to push past those glass ceilings that's there to push for what's within them? Yeah, I think, I mean, gosh, this world needs more women leading. First, I'll just go ahead and say that one. So that number one, I think that first of all,

You have to believe it to be possible. And so that is just the first thing. I said, number one, and please use myself as the example, right? It is possible. It is possible to have a healthy, thriving, growing career where you are continuing to look for the next rung on the ladder, if you will, or if that's what you desire, while also working

being present at home with your children and not feeling guilty because you've given them the time you would have given them otherwise. So I very clearly still to this day, I do not work nights. I didn't work through dinner a day after that day. My daughter said that to me and I do not work on the weekends and I have not, and I will not, and I shall not, and I'm available to my children and yet I,

The hours that I put into my work are so intentional, purposeful, and they are structured around what I must get done.

And everything else that I knew would eat into the moments I would be spending with my children, it was delegated. Somebody else was going to do it for me. It is so possible and practical. And I think it all has to start with believing it can be done. All right. So podcast listeners, especially you women out there, if it can happen to Tricia Shortino, it can happen to you.

And I want us to just feel the belief that's there. All right, Tricia, I want to go. So you had this imbalance. You had this penetrating question from one of your children. How did you start correcting that imbalance in your life and get your calendar to start reflecting your everyday essentials like John has taught in this lesson?

Yeah. The first thing was getting very particular about what it is I was spending my time on, but that was not with my family. So I started by logging every single thing I was doing in 15 minute increments throughout my workday.

literally, it sounds so micro, but it's actually what's intentionally needed, where I just started keeping a time log. Think of it like if you're going on a diet and you keep a food log, right? You're kind of logging all your calories throughout the day. What did, what, where did you start? What did you consume? The same thing except with your time. So I started logging and keeping this log of things I was doing. Did this for about a two week period. You

You probably don't even need to do it for a two-week period. It's pretty eye-opening, even after a few days, what it is you're doing when you actually pay attention because we so easily get drawn into an email and Slack and tasks, and you don't realize the hours that are up. So I analyzed my time. I plugged it all on a sheet. I took that sheet of time.

I created a matrices, kind of like an Eisenhower delegation matrix, and I started plotting things. What would a leader need to be doing of these things? And what of these things are things that can be taught to somebody else, delegated to somebody else, or absolutely eliminated because maybe they don't actually need to be done at all? Are they even valuable to the organization? I went through this exercise of analyzing my time and then

plugging the things that had to get done into a calendar that then would become my living, breathing work day from that day forward. It basically was about saying no to a lot of things. So as you can imagine, when you do this, the list of things you're doing is long. And it was probably 75% of the things I was doing, I knew I needed to stop doing immediately.

So how did you decide which limitations should be in your life? And then how did you process implementing them into your system?

Yeah, so I walked through a strategic exercise that really helped me analyze the things that I need to spend time on. In the resource that you're giving away, that 40-hour CEO planning guide, it's going to actually walk you through creating what you should spend time on based on the value it creates for your life, your organization, your genius. It actually goes back to what John was teaching about, the kind of the three R's. It really takes your time and you go, okay, what is required of me?

you have to decide what are these things that you must be doing? What am I getting return on? Where am I getting the most return ROI? I must spend time doing that. And what is rewarding to me? So those three buckets of things were the things that intentionally went on the calendar. Everything else was going away. I was delegating, I was releasing. Now, easier said than done, because I think most people could easily go through this exercise and realize that there was a lot they needed to give away

but they don't because there is this thing that I would like to call control freakism that a lot of people live with. We don't want to let go of things for a few different reasons. I had a lot of these that I sat with for many, many years. So this was a work in progress for me. I didn't just the next day delegate everything. There were things that I held on to longer than I should have. Now, when I look back,

But control freakism keeps people from letting go of work that they shouldn't be spending their time on. Either they think that nobody else is going to be able to do this work as good as they can do it, which we know is not true.

Um, they think that it's work that they really love doing. So they want to keep the work, even though it's not on that list of three things that John said, but they like it, you know? So, so they want to keep it, but it's, it's really stealing from where you need to put your time. They think if I want it done right, I have to do it myself. They think maybe they've hired somebody before and they try delegating and they got burned.

So they don't want to delegate again. And now they have to they have to gain control of everything. So there's all these different mindset things that prevent us from delegating tasks. I had to get over a lot of them myself. And I see them resurface all the time in leaders who just really struggle to let others do great work so that we can do the work only we're supposed to be doing.

It's brilliant. It's so interesting. And I'm going to ask for just a piece of advice around this topic. But before I go there,

Trisha, it's interesting. Did you intuitively have this when you were back at the entry level, multitasking, single mom, your personal world just spinning around you, trying to get all that? How much of this was learned or how much of this that you discovered and you just processed with us was things that you were exposed to by the different clients and people that you worked with?

You know, I would say it's a little bit of both. I think a lot of it was learned and a lot of it was just simple things that I heard one time that just changed my mind. For example, there was this one time, it was right around the same time, where the business was growing like

like crazy. And I am probably at this point, the vice president of operations. So I'm running all business operations and we literally can't keep up. Right. And if you're, if you're running a growing business, you know what it feels like, like you just got one client in and there's 10 more waiting to come. Like, and you're, you're just, it's wow. But it's OMG at the same time. Right. So we're in this place where it was fantastic.

and very overwhelming. And I was very overwhelmed that I did find myself working too many hours because I'm trying to get this work done.

And my former leader said to me at the time, gosh, you're very anxious. I could feel it in you. And I said, I am. I am. I'm anxious. Glad you noticed. Yes. There's a lot happening and I'm spinning and I'm grinding and I'm hustling. Right. You know, and I said, it's killing me, you know, and he says, yeah, you seem stressed. I said, I'm stressed.

And he said, you know, why? And I said, it's just all this work I have to get done. And he said, who said you should do it all? Wow. Isn't there some of that work somebody else can do? And I said, yeah, well, I don't know who would do it. You know, and he said, well, maybe it's time we talk about what hiring might look like. You know, it was kind of like, oh, yeah, maybe instead of spinning my wheels and running into walls and exhausting myself, I should consider that maybe I need to hire somebody.

That's kind of the moment I started leaning into fractional support. That's when I got my first fractional part-time executive assistant to come on and help me relieve a lot of the workload. And even though it sounds like it wouldn't be much, 10, 15 hours a week, that's a lot of work, right?

that comes off your plate immediately. That was the, so it was like that sentence in that moment that when he said that to me, I had this aha moment like, oh, more work doesn't mean I need to do more work. More work might need, there's more work to be done, but it just might also mean we need to look at our staffing plan and who we need to bring on board. Oh, and also by the way, it doesn't always need to be a full-time employee, right?

there's options out there where you can bring in parts of fractional time. Well, that's Belay. That's what Belay is for us. That's what we do. I'm the product using the product. That's exactly right. And so I'm sitting here going, why is it that CEOs like me are busy people like you described yourself to be? Why do they not partner with people like Belay with what you're doing? And I'll tell you, it comes down to three things in my opinion. And then I am going to go to this advice question. But number one, it comes to God status.

We believe that we should be able to do it all. And I'm just here to tell you, you're not God. Get over your complex. You can't do it all. In fact, if you can do everything that is on your plate to do, you're not doing enough because you should need a team for where you're going. The second thing is a control freak.

It's somebody that says, "Yeah, but they can't do it as good as me." That's exactly right. But by you not allowing them to do it, you're not cultivating yourself into the things that only you can do because you're hindered by the things that you have to do. And that idea doesn't allow you to scale. The third reason that I think people get caught and hung up with where you were just talking about

is fear. Yeah, but what if I can't afford it? Yeah, but what if I can't, if it doesn't work out?

The fact of the matter is, is that fear will stop you from peak performance that is in you. And we have to get over that, leaders. And today we're talking to Tricia, who's with Belay, who can help you. They've designed their whole product offerings around helping you. But it's a mindset that extends beyond your help of people and getting human resources around you. It's mindsets. Let's get over the mindset that's holding you back.

Tricia, let me ask you this. If you could give our leaders, our listeners, one piece of advice around this topic, what would it be? You know, you just did a great job talking a lot to leaders who are really struggling. I would say great companies are not built off of one person.

that it takes great teams to go do great work. And so you need to continue to let great people in to your organization to help you grow. And, you know, finding great talent is hard and we're here to help people take kind of those first steps forward.

I would also say that doing everything and doing it all is not a growth strategy. That's right. And so it goes back to the first point that you made. Like we think we have this complex where I, I am supposed to do everything because this is my company and I created this and it's, and I therefore, uh,

would be vulnerable or weak, or is it a sign of weakness if I should need to delegate or need to not do something? And I say the opposite. You know, I've worked with many leaders who did the opposite in that they knew that hiring help was not a reward for growth. It was actually the impetus for growth.

So we have seen time and time again, when a leader comes in and they let go of work, they should not be doing, they grow, the company grows because they're spending time on growth engines inside the organization instead of

material administrative work that they shouldn't be doing. So I say let go. Doing it all is not a growth strategy. Yeah, boy, that's so true. And again, incremental growth can sometimes happen by holding on. But what we're talking about today, John Maxwell shared with us is explosive growth. This ability to 10x your output, to encourage greater results,

with your leadership for those around you. Hey, I blew the cover for just a moment while ago, but you do have a great resource that you're giving away to all of our leaders today. Tell us again about this resource and how it will help them.

Yeah, so I've created the 40-Hour CEO Workweek Planning Guide. It is a resource that's going to walk you through a little bit of what I talked about. It's going to help you determine where you should spend your time, what you're spending time on that you should not be, and help you really create priorities

and limits around your time. And I specifically say limits because I think when you're growing an organization and you think about time, the most important thing is what you're limiting spending time on, and that's the things you shouldn't be. It's more about that than it is about thinking through the things you should be spending time on. So this guide will walk you through an exercise to help you really land the plane and get to an ideal work week status.

that will be a great guide to get you started. Yeah. You know, I think you guys are 10 years old now. 15. This is our 15th.

Oh my goodness. Where does the time go? I don't even know. For our podcast listeners, those of you that have been here since the beginning, and we're at 45 million downloads now, wherever we are, and hundreds of thousands a week. But those of you that have been here, you're the OGs. You'll remember Richard Chancey, who helped me create this podcast. He was kind of the first guy that was working alongside of me.

His friend was the one that started Belay. You were the first employee. And so we shared a huge friendship with Richard Chancey and remembering him just a minute ago. So 15 years. Wow, how time flies.

Hey, yeah, I can't believe I can't either. But I want you to one more time just talk about this whole belay concept that helps people get unstuck from what they're trying to do and how maybe it's a story of some leader that kind of was freed up with one of your incredible professionals that helped them. But just kind of give us just a little bit more of belay and its impact to our listeners.

Yeah, I'm so lucky because I actually get to see transformation happen all the time at Belay. And it's quite a privilege. It's quite an honor. It's why I love doing what I get to do. But yeah.

Gosh, there's so many clients. I'm actually going to even use one of my own team members even as an example. I've seen so many people really, really struggle with letting go. I've really seen them struggle with letting go. And I've even seen them struggle with leveraging an assistant to maximum capacity. So I've seen so many people make the decision that they're going to hire an EA because maybe they're going to hear this podcast and they're going to say, you know what?

they are right and I need to take steps in the right direction. And they take the steps and they go through the process and they get themselves a person and they said, I'm going to get this person to help me. And they take all those right steps. I have seen time and time again where that has changed people's lives and organizations. However, I have also seen the negative of when it's not used well either because

I've seen a lot of people go into it and say, not do the work they said they were going to do. Not let go. Let control freakism still exist and not leverage the resources capable to them. So I say, you know, there's a couple things. First, you have to admit you need this help. Then you have to go,

find this help, then you actually have to accept the help. And I think a lot of people struggle with accepting help. And I had so many, I had this one client, Tim, many, many years ago. This is when I used to work with the clients.

who he had an EA and he was still just holding on and he was still struggling and still frustrated. And we really kind of had to have what I would call our come to Jesus conversation to say to him, you have got to reconcile your mindset with,

and truly let go and trust somebody else to do great work for you. And he, after many, many conversations, was able to finally let go of things, finally trust that somebody else could do work at a level that would meet his expectations. And he thrived. He was actually a pastor at a church. I mean, he thrived. His church grew. He grew. His organization grew. His relationship with his EA grew.

you know, we're able to kind of step in and save people's lives. My best, best stories typically have to do with when we hear somebody come back and say, we just had one of these last week. One of our clients come back and say, my wife is thrilled.

that I'm working with Belay because now we have date nights on the calendar for Fridays. Or my wife is thrilled that I hired Belay because now I can go watch our daughter play softball.

when I missed it all the time. So it's the moments where I see where we're adding to people's lives that are just tremendous, tremendous to see. So gang, you have been listening to an incredible leader, a leader that is passionate, not only about her success, but she's passionate about the success of those around you. Tricia, Tricia Sorrentino, let me tell you this right here.

You've not only sold 15 years in existence, but you've celebrated 10 consecutive years on Inc's magazine fastest growing companies list. That doesn't just happen without leadership. So podcast family, here's what I hope you've enjoyed from Tricia today. One,

I hope that you've understood that John doesn't just talk about exponential growth. Tricia was telling me before, she says, Mark, John is one of my leadership icons in how I have led like I've led. So she's a product of this podcast product. I mean, John has helped her like he's helped so many of us. Secondly,

I hope that you have seen that Trisha's story can inspire you too. Some of you are waiting around, waiting for it to happen, telling yourself it can't happen, are trying to make it happen for somebody else. And Trisha's saying, no, no, no, no. Make it happen for yourself.

And finally, I hope that you see that Belay can come alongside you, my podcast leader, and make you more successful by jumping in and partnering with Belay as Maxwell Leadership has. Text Maxwell, M-A-X-W-E-L-L, 55123. You'll get the 40-hour bonus.

work week for CEOs, for you, for me, for all of us that can pick up things from that incredible, incredible resource. Tricia, can we do this again?

I would love it. It would be an honor. That's what I wanted to hear right there. Here's my only regret. We're out of time. Well, I have two regrets. We're out of time. And next time you've got to be in the studio with me because this was just too good and too rich. So we'll make that happen next time. Hey, podcast listeners, this is all about you. We've brought you a resource today that we believe without a doubt will help you. We brought a resource that we feel like will give you explosive growth. And so,

Take that, do something with it. I'm reminded of a podcast comment because this is all about you from JJ. JJ, he listened to the podcast, How to Create a Growth Environment.

And JJ evidently grew up in Georgia like me because this is his language. I love it, JJ. We relate. He said, wow, that was pretty dang good. One of my favorite attributes of Mark is his willingness and the host's willingness to share and take ownership for the story. Getting stuck is something that happens to leaders as well. And

JJ, you're right because you said getting unstuck with our thinking and bringing a great lesson will help the listeners. That's what we try to do, JJ. We want to bring powerful, positive change to the world around us because everyone deserves to be led well.